The Starting Point of a Great Recruiting Practice

I love to taking a look back at great things and trying to determine that one point in time where the path to greatness was started.  It happens all the time in sports with teams. It’s usually a great hire of a visionary coach or a draft pick of some player who ends up being an all-time great. You almost always point to an exact time and place when the path to becoming great started.

You can do this with organizations as well. When did Apple make that turn from just being that educational Apple II computer company selling to schools, to the company they are today? The rehire of Steve Jobs? The launch of a certain product.

It’s more difficult when it comes to individual departments within an organization. When I hear about a great recruiting practice, I always wonder how did they become great, but also what started them on the path to greatness.  I always ask the person who is probably most responsible. Rarely does this person ever really have an answer.

The starting point of a great recruiting practice is always going to be different for each organization, but they all have one thing in common. Great recruiting practices all started with one person deciding they were going to make a change.  They didn’t even start out believing they were going to be great, but they knew something had to change to start making it better.

The starting point of a great recruiting practice is making the decision that the status quo will no longer be something that is acceptable. A great recruiting practice comes from the interactions of people who seek to make a change.

You’re Not Bill Simmons!

On Friday, right before the end of the business day, ESPN announced that it was shutting down its very popular site Grantland.  Grantland was a site started by sports author Bill Simmons, and it was purchased by ESPN a few years ago and Bill came over to ESPN to continue to run it successfully. Bill Simmons is an exceptional writer, and assembled a great writing team, and Grantland was a blog I read every day.

This is from ESPN on the announcement of shutting down Grantland:

“Grantland distinguished itself with quality writing, smart ideas, original thinking and fun. We are grateful to those who made it so. Bill Simmons was passionately committed to the site and proved to be an outstanding editor with a real eye for talent. Thanks to all the other writers, editors and staff who worked very hard to create content with an identifiable sensibility and consistent intelligence and quality.”

So, what happened?

Bill Simmons was let go by ESPN in May.  Bill had creative differences with ESPN executives. This happens with great talent and management. One is trying to make great art. One is trying to make great money. Those two things many times don’t travel a parallel path.

Since his leaving, many of the great writers and editors that he brought onboard at Grantland, and stayed at Grantland, left ESPN, either to follow Bill to his new projects, or to other media outlets. These were really talented people, who worked at Grantland because of Bill Simmons.

You are not Bill Simmons!

In my career in HR I’ve seen a ton of talented people decide to leave companies I was working at, and they truly believed the company couldn’t go on without them.  In every single case the company did go on, and usually prospered.  You see, very few us are a Bill Simmons.

Bill left Grantland, and it failed.  Some would say, he was Grantland, or Grantland was him, either way, the site could not live without him.

You probably don’t have one employee in your entire company that is that important that if they left the company would fail to go on without them. Most of us are in similar situations.  Your executives know this as well, even if they won’t admit it. The organization will live on without them. It’s a tough pill for us all to swallow, but it’s 99.9% true in almost all cases.

We are not Bill Simmons!

Which is to say, you don’t have a defining discernable talent that is unique enough to carry or bring down a company. That’s okay! The world needs ditch diggers, and lawyers, and accountants, and developers, and clerks, and trash collectors, etc. It sucks to replaceable. It’s just a fact of life for almost all of us.

Bill Simmons couldn’t be replaced.  That’s might be the ultimate job performance review you could ever have.  I’m so f’ing good at my job, if I leave this place will fall apart.  We all want to believe we are that person, but we aren’t!

 

Quality of Hire Metrics are an Illusion

LinkedIn released their annual Global Recruiting Trends 2016 report last week and it had some great information.  I have to give LI credit, this report, each year, has some really great information that always makes me think!  This year’s report was no different, and one stat struck me as really telling:

When Talent Leaders were asked: “What is the single most valuable metric that you use to track your recruiting team’s performance today?

They said:

“39% of Talent Leaders agree the quality of hire is the most valuable metric for performance!” 

It was the single highest answer to this question!

You know what?  Quality of Hire is an Illusion for about 99% of organizations!  They have no freaking idea how to actually measure quality of hire, or what they’re actually measuring doesn’t haven’t the faintest correlation to actual quality of hire.

So, why is this interesting to me?

It shows me that TA Leaders still don’t have the guts to use real metrics and analytics to measure the performance of their teams!  Using a subjective, at best, measure, like Quality of Hire, allows them to continue to just make up what they ‘feel’ performance is, and one that doesn’t truly hold themselves or their teams accountable.

If you think this isn’t you, tell me how you actually measure quality of hire of your employees?  It’s very complex to even come up with something I could argue is an actual quality of hire metric!  Most organizations will do things like measure 90 day retention as a quality of hire. “Oh, look, they stayed 90 days! Way to go recruiters you’re hiring quality!” No they’re not! They’re just hiring bodies that decided to stay around 90 days!

Quality of hire metrics only work if you are actually measuring the performance of your new hires to the performance of those employees you already have.  This measure, then, becomes one that you can’t even measure until you have a true measure of performance (which is a whole other issue!) of both the new hire and your current employees. Also, you have to give that new hire, probably a year, to truly see what kind of performer they are in your environment.

How many organizations are waiting a year to measure the quality of hire of the employees they hired a year ago?  Almost none!

The other issue here is why is Quality of Hire a recruiting measure to begin with? Are the recruiters ultimately choosing who gets hired and who doesn’t?  That’s what I thought.

So, the recruiter can give the best candidate in the world to a hiring manager, but she instead hires a gal from her sorority who bombs out, and the recruiter gets killed on the quality of hire metric? That sounds fair.

Quality of hire metrics only became something because TA Leaders didn’t have the guts to tell the executives in their organizations that this isn’t really something that matters to the effectiveness of the TA function.  Quality of hire is a hiring manager metric.  You know how it’s measured? By looking at their operational measures and seeing if they actually met them.  If they didn’t it one of three things: they don’t know how to hire, or they don’t know how to manage, or both.

Regardless, check out the LinkedIn report. It has some good data points that are fun to discuss!

10 Solutions to Your Worst HR and TA Headaches!

CareerBuilder did a funny thing at their booth at the HR Tech Conference this year and had people vote on their worst HR and TA headaches. CB then had a running total scoreboard on which headaches were the worst.  Kris Dunn and I loved the idea and we are putting on a webinar next Tuesday, sponsored by our friends at CareerBuilder, called, “Why Can’t All My Recruiting Tools Get Along?!” – which is one of our biggest TA headaches!

In this webinar, you’ll get our Top 10 HR and TA Headaches, but also the solutions to those headaches!  Basically, KD and I will give you are secret headache solutions!  Here are some the headaches we’ll be discussing:

  • “My hiring managers won’t give me feedback on candidates!” 
  • “I can’t get 100% of my employees to complete our mandatory training!?”
  • “We just had another candidate no call – no show! Our we allowed to shoot them?!” 
  • “Hey, Recruiter Tim, I ‘really’ like the candidate you sent me, but can I see just a few more?!” 
  • “I know I told you I would accept $75K for the job, but I really meant to say $90K!” 
  • And many, many more!

Do you need an aspirin? I do.

But, don’t fret, Kris and I will give you our guaranteed migraine knockout solutions, and none of which include you having to hire a hitman to ‘take care’ of business for you!  This webinar will be fun and lively, but like everything we do, also give you some real practical ideas and advice on helping you solve your worst HR and TA headaches!

WHEN:  Tuesday, November 3rd

TIME:  1 pm EST

WHERE: CLICK HERE! 

Does Buying Sex Go Too Far In Getting The Best Talent?

Louisville’s basketball program is under fire because of recent allegations by former recruits and players who claim that Louisville paid for strippers to entertain them on recruiting visits, that included paid sex.  From ESPN:

“Five former University of Louisville basketball players and recruits told Outside the Lines that they attended parties at a campus dorm from 2010 to 2014 that included strippers paid for by the team’s former graduate assistant coach, Andre McGee.

One of the former players said he had sex with a dancer after McGee paid her. Each of the players and recruits attended different parties at Billy Minardi Hall, where dancers, many of whom stripped naked, were present. Three of the five players said they attended parties as recruits and also when they played for Louisville.

Said one of the recruits, who ultimately signed to play elsewhere: “I knew they weren’t college girls. It was crazy. It was like I was in a strip club.”

Before you come down on Louisville, the reality is, this is probably happening at many institutions. Jalen Rose, former NBA player, University of Michigan Fab 5 and ESPN Commentator, also said his recruiting visits to UofM, MSU, Syracuse and UNLV were like bachelor parties and all included having sex and alcohol.

I think most of us would completely agree that taking seventeen and eighteen-year-old boys onto a college campus for this type of activity is wrong.

My question is where does recruiting cross the line when it comes to adults and working for your company?

I can’t imagine ever ‘paying for sex’ for a recruit, since it’s mostly illegal, unless you’re in certain counties in Nevada.  I also can’t imagine providing drugs to potential recruits for any company I might work for, but then you see what’s going on in Colorado and Oregon.

I think you cross the line in how you recruit when you cross the line of your moral makeup of the majority of your employees and stakeholders. Some companies are very comfortable taking recruits out to bars and getting drunk. Many companies can’t even fathom that kind of behavior!

But, doesn’t wining and dining have a place in professional recruitment?  If you could get a great software developer, one that might cost you a $25K headhunting fee, doesn’t it make sense to drop a few hundred dollars on a potential candidate?   It certainly does, if you know who your best candidates are!

That’s the problem, right?  Many of us don’t know ‘better’ talent when we see it.  So, giving out hundreds of dollars in recruiting swag doesn’t work when you give it out to everyone!  It only works when you give it to the best.  Then, it also doesn’t work every time. It’s like the famous line from Anchorman, “60% of the time, it works every time!”

Louisville didn’t get every recruit who they paid hookers to have sex with them, but they landed some of those recruits.

Buying Beats headphones with your logo and sending them to software developers won’t land everyone you send them to, but it will attract some to take that next step.  Those cost $199.  Is hiring great talent worth $199?  Oh, hell, yes it is!  But, no one is sending Beats to software developers.

I’ve always said that college athletics is always on the forefront of what true recruiting is.  Highly sought after talent. Hard to attract to your organization. They find ways to make the best candidates feel extremely special. This is way beyond candidate experience. This is closing.

Paying for sex goes beyond what I’m willing to do, to get the best talent to come and work for me.  But, I’m willing to do alot of other stuff to attract the best talent! What about you?

T3 – @HalogenSoftware #HRTechConf

This week on T3 I’m taking a look at Halogen Software. Halogen is a market leading provider of cloud-based software solutions for performance management, succession planning, learning, compensation, and recruiting and onboarding.  Years ago when I first ran into Halogen I knew them as ‘the’ company for performance management, but they’ve grown so far beyond that!

As a Talent Management vendor, they built all their own stuff to make implementation seamless. This is unlike many HR Tech vendors who buy up smaller technologies, then cobble it all together. At Halogen every module relates back to improving and supporting employee performance – from job descriptions and applicant tracking through to succession, learning and compensation, all parts of the suite are linked to supporting performance.

They are deeply focused on improving the areas that matter most to employees and managers when it comes to performance. They give them tools and training to simplify the process, and focus on the things that make performance management ongoing – for real. Feedback, goals, development and coaching convos are at the heart of their performance management solution – including 1:1 Exchange – to really make the process ongoing, forward-focused and effective.

5 Things I really like about Halogen:

1. Halogen’s 1:1 Exchange.  Look at this point we all already know that performance feedback should not be a once a year deal. Halogen not makes it easy for your managers to provide ongoing feedback, but the software actually teaches them and helps them with wording on how to do this most effectively!

2. Halogen’s 360 Multirater. I’m a big fan of providing 360 feedback to all of your employees, executives to mailroom. It has been some of the greatest performance and development feedback I’ve ever gotten in my career. Again, Halogen, makes it easy and inexpensive to do in-house on your own. I love this!

3. Halogen’s Job Description Builder. I like this module because it’s something 99% of us need right now!  Let’s face it, your JD’s suck! But, guess what? So do 99% of JD’s in the industry, and that is why this part of Halogen’s software is so useful.

4. Halogen Succession.  This is another thing that almost all companies are doing an awful job at, and something most need help with right now based on your workforce’s demographics.  The research shows that HR departments biggest need right now in HR Tech is Succession solutions.  Halogen embedded theirs right into Performance Management. Hey! Wow, that makes sense!

5. Customer Service. One thing I’ve learned jumping in with both feet into the HR Tech pool, is that there is some really, really cool technology available on the market.  I’ve also learned that many of these companies bomb when it comes to implementation and ongoing support. Halogen is the exact opposite of this!  I’ve talked with Halogen users on my own, and 100% of the time, they rave about Halogen’s customer service. This matters.

Halogen will be out at the HR Tech Conference next week at booth #2335. Make sure you check them out if you’re going to be in Vegas.  If you do, stop by around Monday at 2:45pm, I’ll be interviewing some of their customers in the booth, and finding out what real problems they solved after implementing Halogen.

T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

You Don’t Have to Solve Problems in HR to be Succcessful

I keep hearing everywhere that all organizations want from employees is people who are problem solvers! Executives when asked what they are looking for in future and current employees will wax poetically about we just need ‘good’ people (which is really slang for more people who look and act like ‘us’) who can ‘solve problems’.

Even my kids teachers and the public education system constantly talk about how we are just working to teach our kids how to solve problems.

If we just had more problem solvers in our work environments, everything else would take care of itself!

Wrong!

Our reality is everyone ‘can’ solve problems, but you don’t want their solutions. Most people have no ability to really solve problems, they usually just end up causing the problem to be bigger, or creating new problems that are worse in the long run.

In HR you don’t need to solve problems to be successful.  You do, though, have to one thing very well.  You can’t create problems!

This is tough one.

Most HR pros I know love to create problems, under the disguise of then being able to solve those made up problem. By the way, HR isn’t alone in this quest, every other function has their fake problem solvers as well.

The one I hear recently is companies that are having this candidate experience problem.  You know the drill. HR can’t find enough good talent to fill the jobs they have open (real problem), so they go to their executive team and tell them it’s because our candidate experience is awful (fake problem). The reality is HR is doing an awful job attracting talent, candidate experience isn’t the real issue, things like having recruiters pick up the phone are, but those are just details.

To be successful in HR,  you just have to not create any new problems.  You’ll have plenty of problems crop up on their own without your help! If you do nothing but come in and do the work of HR and not create new problems, you’ll be better than 90% of HR pros in the world. That’s pretty successful.

Success in HR = not creating new problems. That seems simple enough. Now getting into the top 10% means you might have to solve some of those existing problems you have, but we’ll save that for another time.

5 Tips for Creating a More Human Workplace #WorkHuman

Better Than Robots: Why Your Employees Deserve a More Human Workplace

This is a Free Webinar sponsored by Globoforce – Register Here – Wednesday, October 14th at 2 p.m. ET | 11 a.m. PT | 1 p.m. CT | 6 p.m. GMT

This is going to be fun! We won’t be coming to live from my Camry, but we will be Live! Just two HR guys sharing the tips and tricks on making your workplace and environment more human!

Admit it. Life would be a lot easier if our employees were robots. They’d be more predictable, and a heck of a lot more manageable. As we seek to gain more and more big data in HCM it seems like that’s exactly what we’re trying to do. Measure and manage our cultures into a robot paradise. But that way lies danger. It is the humanity in our employees that provides the creativity, the innovation and the heart that makes our businesses really succeed.

We’re in the ‘real’ people business, and our employees need a real human workplace and culture to thrive and prosper. This webinar will give you the insight to what works and what doesn’t, and help you reimagine the concept of work-life balance.

You will learn:

  • 5 tips for creating a more human workplacGloboforce
  • A case study of how one company built a better culture
  • HR “best practices” that actually hurt workplace culture

 

What else will you get? 

Kris Dunn is coming on to talk about how he and his team are building a more human workplace at his company Kinetix.  Get some great insight and tips from Kris on how you can begin building this in your own workplace as well! The Kinetix team has one of the best cultures around, and you’ll want to hear how they’ve built from the ground up.

This isn’t your normal webinar. This is real advice, brought to you by real practitioners, letting you know what works and what doesn’t!

Register Today! 

 

The Most Powerful Employee Motivator of All

I was once fired from a job.  I won’t go into the story because we all have a story and we all frame it to sound like a victim. In hindsight, many years removed, I would have fired me to!

After being fired I could only think about one thing. It consumed me. I wanted to show whomever I went to work for how great I really was.  I didn’t want the ‘fired’ label to follow me, even for a minute.  I wasn’t ‘that’ person. I was better. I wanted…

Redemption!

Redemption is the most powerful employee motivator of all time. None others are even close.

It’s why always laugh when a hiring manager tells me they will never hire someone who has been fired from a job. Really!?  I actually only want people who have been fired from jobs! I want people who have failed, and have a giant chip on their shoulder to show the world they are better than that.

I don’t want to hire crappy people who were fired because they actually have no skill and no personality.  That’s the problem, right? We believe everyone who has been fired to be crappy. “Well, Tim, people don’t get fired if they’re good!” Really? You believe that?

Good people get fired every day. They get fired for making bad decisions. They get fired for pissing off the wrong person. They get fired because they didn’t fit your culture. They get fired because of bad job fit. Good people get fired, maybe as much as bad people get fired. Unfortunately, we lump all of them into the same pool.

Redemption sets the good fires apart from the bad fires.

You can hear redemption speak when interviewing a good fire.  Bad fires don’t speak of redemption, they speak of justification.  Good fires want a second chance to show the world they are right. Bad fires want a second chance to show the world they were wronged. Those are two very different things!

I like redemption motivation.  It sticks around for a long while. Those scars don’t go away easily.

The Three Loves Job Theory

Helen Fisher, PhD. is a Biological Anthropologist and Chief Scientific Advisor to the Internet dating site Match.com.  Helen’s life work is centered around the Three Loves Theory, which helps us better understand our relationships.

The Three Loves Theory basically says not all love we feel is experienced equally.  Fisher have studied the cognitive and neurobiological processes underlying attraction and love, and they’ve begun to pinpoint different emotions that occur at different stages of romantic relationships. She believes we have three kinds of love: Lust, Passion and Commitment.

So, what does this have to do with Human Resources?  I theorize that Fisher’s Three Loves Theory can be extended to our employees.

Think about it for a second and chart your employees, who ‘love’ their job, in the following categories:

  1. Lust – It’s that new love of the job and organization. They act a little crazy about it. Can’t stop talking about it. People at this job love level will tattoo the company logo on their body!
  2. Passion – You’re working in something you really care about. You feel it’s what you were born to do, at this time. You love discussing your job with people on a deep level, wanting to learn more about it.
  3. Commitment – It’s gone beyond the job and you feel deeply connected to the organization. In fact, you would change jobs within the organization if it’s what the organization needed from you. Your job love as evolved beyond the job.

While all of these employees love their job, we tend to think of them differently.  We tend to rank this job love and judge these employees who on who ‘really’ loves their job.

We tend to value one love over another. Some organizations value that job lust, they want to hire people who are lusting over their work. Some organizations what their employees to be committed to the organization over the work. Every organizations is different, one is no better than the other.

Think about your own career path. What level of job love are you in right now?  Maybe you’re not in job love at all.

To me that is always the measure. Are you in love with your job?  People tend to think of job love, on only one level, and that level is usually Lust or Passion, rarely Commitment.  It’s also how we usually judge our employees. Those with job love Commitment, get their love discounted, because they are no longer lusting or passionate about their job.

It’s all love. We should be celebrating job love, not judging it.

What phase are you in job love?