Category Archives: Productivity

Burning a Hire

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If you’re a fan of baseball, you know there’s this cool thing in the game where a pitcher throws a ‘burn’ pitch to set up another one. It’s not about scoring a point but getting ready for a better play down the line.

Ever thought about doing that in HR? Ever burned a hire?

In big companies, sometimes you have to burn hires to make a point or get your hiring managers on board. I remember when we brought in this fancy pre-employment test, and the managers hated it. They didn’t trust the science behind it. Good assessments only work if everyone believes they’re worth it in the end.

I let the managers hire people they liked, even when the test said they might not work out. It was a gamble, but I wanted to show the value of the tools we were using. I wouldn’t keep doing it, but sometimes you need to prove your point for the greater good.

I’ve also burned hires with executive referrals. Top-level folks sometimes want to get jobs for their family, and most of the time, these hires don’t work out. But fighting against it isn’t smart, so you burn a hire.

Not many HR people openly admit to burning hires, but behind closed doors, we know it happens. Sometimes, the small battles aren’t as crucial as the bigger internal war, so you let certain hires go through even when you’d normally stop them.

This doesn’t make you bad at HR; it’s just being strategic. Like the pitcher, you’re setting yourself up for success by burning a hire here and there.

The Snowstorm Test

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Throughout my career, I’ve had conversations with coworkers who think they’re more crucial to the business than they really are. You know the type – they drop comments like “This place would be lost without me” or “Let’s see how things go if I’m not around.” Usually, it’s the sales or tech folks who, despite their contributions, sometimes overestimate their importance. Over time, I’ve come up with a simple two-step test to figure out if someone is truly essential to your business:

  1. Snowstorm Test:
    • Ask yourself if this person is required to show up at the office during a severe snowstorm, lasting multiple days.
    Example: In a large Health System where I worked, doctors and nurses were essential, with plans in place for emergencies. Meanwhile, in HR, I wasn’t on the list for a 4-wheel drive SUV pickup.
  2. Self-Promotion Check:
    • Consider if the person spends a lot of time trying to convince you of their importance to your operation.
    Examples: Statements like “Our biggest client wouldn’t be here without me” or “Our department saved the organization $500K last year on a $3.7M budget.”

Looking at how organizations evolve, it’s interesting to note that in the beginning, only essential employees are truly needed – those involved in getting materials, making products, selling them, and handling finances. Support functions like HR and Marketing often come later, usually after the company grows beyond 100 employees.

Regularly reassessing who holds essential roles within your organization is important. As a “client” to these vital contributors, focus on tasks that support their efforts. This means having direct conversations, asking, “How can I help you do your job better?” It’s simple but often overlooked.

Think of organizations like picking teams on a playground. If your most essential employee were choosing a team, where would you stand – first, tenth, or last? It’s worth thinking about where you fit in.

Consistency Matters More Than You Think

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Ever wonder what your workplace really wants from you? I’ve spoken to this before.. It’s not about being a superstar, an A-lister, full of energy, or cracking the Top 10%.

The real deal is being consistent—not shining all the time or totally sucking. Just meet expectations. Every day, every week, every year. Dependable and consistent.

But let’s be real, we don’t appreciate consistency enough. We feel the need to be more than just consistent, like it’s some kind of new low.

We’re all about being ‘world-class,’ creating ‘best practices,’ and leading the industry. Sounds cool, but it makes being consistent seem like a bad thing. Truth is, if everyone in our crew kept it consistent, we’d crush the competition.

So, why aren’t we owning the game? Because being consistent is tough. That’s why we chase after rock stars. We need them to make up for the not-so-great ones. Getting everyone to meet expectations is like herding cats.

Next time you’re with an employee who’s just ‘meeting expectations,’ give them a pat on the back. Thank them for doing their thing every day. Imagine if everyone else followed suit—boom, greatness!

You don’t need over-the-top performance to win. Just get everyone to do what they’re supposed to do. Consistency—let’s slap that on a poster and call it a day: “Just do what you’re supposed to do!”

I Love a Rivalry!

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I’m all about it – winning, competing, the buzz, and yeah, even losing. Losing keeps you caring about winning.

Not everyone sees it like that, though. Some think we should all just get along and that having rivals is old news.

But here’s my take – real competition with rivals pushes us to be better than we thought we could be. Without that push, we’d never hit our top performance.

The snag with rivals at work is it can get ugly real quick if it’s not handled right. That’s why some folks say we don’t need rivals in society.

A badly managed rivalry, especially at work, can wreck the vibe faster than anything else. It turns into a “me against them” deal, even when ‘them’ is just another part of ‘us’!

But, if done right, rivalries can light a fire under leaders and teams, taking them to some crazy high performance levels. External rivals, like competitors, bring that extra kick. Those are the rivalries we love – kicking the competition’s butt!

Internal rivals can be just as motivating, maybe even more because it’s real. Your rival is someone you know, or at least more than your competition.

This relationship with an internal rival is where the energy comes from, both good and bad. We hope these internal rivalries drive both sides to greatness, but it doesn’t always pan out that way.

Usually, internal rivals end up trying to outdo each other, when what we really want is both sides reaching greatness and cheering each other on. I used to think it wasn’t doable when I was a young leader.

One side wins, one side loses. That’s a rivalry.

But over time, I’ve seen that the best leaders figure out ways for healthy rivalries, getting everyone to back each other up and celebrate together. It’s about plenty – there’s enough success for all of us. As you succeed, and your co-workers succeed, that success lifts us all.

I first saw this in college sports. A coach taught us to push each other as rivals in practice when it helps us be our best. But when it’s game time, we stick together to reach our goal of winning. It’s about the team.

So, leaders, when you’re setting up internal rivalries, keep in mind that concept of plenty and togetherness. It’s about me, until it’s about we. The leader’s got to show us where that line is.

Is it time to go with the flow?

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Whenever HR folks hang out, they often think they’re the rebels in the room. But truth be told, when you look at what they say and do, we’re all not much different from everyone else. This isn’t just an HR thing; it’s all over our workplaces. It’s like we’re stuck in this ‘Group-think’ mode.

Back in the 1950s, Solomon Asch did a study where students had to solve simple problems, like figuring out if two lines were the same length. Some students purposefully gave wrong answers, and guess what? Three-quarters of the others went along with the wrong answers at least once. It’s a reminder that as humans we tend to follow the herd, even when it’s clear they’re off track.

In the corporate world, the contrarian label often gets slapped on the CEO or someone on the fast track to getting the boot. Despite what top executives say about valuing contrarian ideas, the truth is, going against the grain isn’t well-received in companies. So, it’s kind of amusing when HR pros claim they’re the rebels in their organizations. No you’re not. Plus, do you really want to be?

Let’s cut to the chase – HR doesn’t have to be the rebel; shouldn’t they just go with the flow? HR needs someone who totally drinks the Kool-Aid and fully supports the mission. It might sound rebellious in its own way, especially if the boss is a visionary leader, but that’s what organizations need from HR.

HR needs to toe the line. Conform to the vision, conform to the mission, and lead by sticking to the organizational goals. By embracing this kind of conformity, HR can actually make a real difference in the success of the company.

Revisiting Strugglesville

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Knee-deep in a daily struggle? Wondering how to shake off the funk and reclaim your day? Let’s revisit Strugglesville in this post from a few years ago.

Have you been struggling lately?

It seems like I go through bits of struggle here and there. The day starts off awesome, I’m getting stuff done, and then life happens and the struggle begins. Could be the boss gave some super-critical feedback on something you poured your soul into. Might be something outside of work (might? okay, probably something outside of work!). Maybe today just isn’t your day.

I know I’ve got a choice. Do I continue the struggle and take it home or pull others into my struggle, or do I pull myself out of the struggle and get back on track? I. Know. That. Is. A. Choice. And still, I struggle with that choice! Do you feel me?

The struggle is real, for all of us. Sure someone else probably has more of a struggle than you, but when you’re in full struggle mode you don’t want to hear that shit. Your struggle at that moment is for real, real!

So, how do I pull myself out of the struggle?

I’ve got a number of tactics I use to pull myself out of the struggle may be one of these will help you in your struggle:

– Find a small win! I’m not looking to save the world, I just need to get one small win under my belt! Maybe that’s not eating Taco Bell for lunch and having a salad (small win for me, yay!). Maybe it’s clearing my inbox (a little bigger win!). Maybe it’s finally having that one difficult conversation I’ve been putting off (small win with a big stress relief). It all starts with one small win, then finding another, and building on those.

– Conversation with a positive ear! I’ve got some friends, peers, co-workers that I know are almost always really positive. I make that conversation happen, and the topic is not about my struggle, the topic is about something that needs to get done, or I need to make better, etc. After those conversations, I feel uplifted and energized to do something, and walk away from the struggles.

– Do something I’m good at or enjoy, that isn’t destructive. Okay, I might be a genius at ordering the perfect Taco Bell meal, but that’s not the good I’m talking about! I’m good at writing. It relaxes me. If I’m in full struggle mode, I start writing. I enjoy listening to music. It helps turn my mood around given the right playlist.

– Helping someone else. Nothing pulls me out of a struggle like being helpful to someone else. I get a positive boost. They get some help. I can return to my previously scheduled programming without the struggles!

I’ll pull myself into one of these three things mid-day if needed, because me working while struggling doesn’t help anyone, including myself.

I would love to hear how you pull yourself out of your struggle. We all visit Strugglesville, how we get home is pretty unique for each of us!

4 Habits of Successful Recruiters

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In recruiting, success can come down to some simple daily habits. After hiring hundreds of recruiters, I’ve seen what works. Let’s break down the four simple habits that I’ve identified as key factors in making successful recruiters stand out.

  1. Daily Motivation: Successful recruiters stay self-motivated. No doubt about it. They set small goals, like closing a client or job order, to keep themselves on track. Whether it’s meeting specific activity numbers or focusing on a larger goal, daily motivation is key.
  2. Own Up to Mistakes: The best recruiters take responsibility for their work. If something goes wrong, they don’t pass the blame like a hot potato. If an interview is a no-show, they learn from it and make adjustments for the future.
  3. Step Up to Challenges: When critical positions open up, successful recruiters step forward. They embrace challenges and are comfortable working under pressure. They not only excel in their tasks but also contribute ideas for organizational improvement.
  4. Maintain Daily Focus: Successful recruiters stay focused on their daily tasks. Despite the distractions in recruiting, they don’t let the noise disrupt their plans. They concentrate on their goals and persist until they achieve them.

HR and Recruiting both have the same main daily issue we face, we turn ourselves into firefighters.  We run from made up emergency to made up emergency.  It feeds our need to feel like we accomplished something today and became a savior. The most successful recruiters are no different.  They get the opportunity to be fire fighters, just like we all do, but they make a conscience decision not to allow themselves to slide down the pole. How can you make yourself more successful today? And what factors did I miss? Let me know in the comments!

Keep at it!

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Back in the day, sales, marketing, and recruiting weren’t about fancy automation tools. It was all about your trusty ‘date book’ or relying on your memory to give Timmy from HRU a ring just to check-in.

Old-school sales meant one thing: keeping at it. Reminding folks that you’re still interested, still eager for their business. It was all about bagging that deal before someone else did.

CRMs? They’re good at their job, but sometimes, they miss the mark. I can easily brush off those automated CRM messages—I’ve been in that loop. But you know what I can’t ignore? The persistent lady who’s left me nine voicemails. The power of a nudge. That level of dedication deserves respect. I get how tough it is to make that many calls.

I’m all for tech—I’ve tried it all and automation sure makes life easier. But there’s an art to the old way of following up, keeping at it, a rhythm and persistence that’s hard to replicate.

Sure, you might get tired of “John” who calls every month, but guess who’ll come to mind when you’re in a bind? Not the newcomers who show up when you’ve made it big, but John who was there from the start. John who kept at it.

The downfall comes when companies forget the human touch in their CRM strategy. It’s not about choosing one or the other—it’s about blending both. So, next time you see a familiar number calling or delete an email without a read, remember the effort behind it. The humans are keeping at it, working hard to keep those connections alive!

Optimizing Recruiting Efforts: Never Underestimate the Power of Nudging!

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I hate administrative work. Dotting i’s and crossing t’s puts me to sleep. I’m not a tasky person. This past week, I had to do a billing/invoicing thing for a client. It was like this 37-step process that I’m sure some accountant is so proud of. It wreaked of CYA. They used technology and walked me through each step. Dot this i. Cross this t. Give us three pints of your neighbor’s youngest son’s blood. You know the deal.

I skipped over one step because it was a live verification step. They wanted to verify that the person willing to go through 37 steps was actually a real person. I didn’t have time for this nonsense. I’ll ignore it. Most likely, they won’t need it. I mean, look, I’ve got a blog! Tens and tens of people know me. Surely, some real person on the other end of this process will see this and check the box.

Nope.

That’s when the nudges started. “Hey, Mr. Sackett, We see you mistakenly forgot to schedule your meeting with us…” Ugh. But, look, I’m a pro. I’ll keep ignoring it, and it’ll go away.

Nope.

“Hey, Idiot, Do you ever want to get paid?”

Okay, the tech wasn’t ever rude, although I suspect if it were, I would be more apt actually to respond! The nudges kept coming, and I was worn down. I scheduled my little call and finished the process. Long story short, the nudging worked. It always works.

I saw some data this past week from a company that gets about 2,000 applicants a month. Only about 500 of those actually follow through with the process and turn it into an interview. What’s the process, you ask? They get sent a link to schedule an interview! The company sends out one “reminder” after 24 hours, and then nothing ever again.

They decided maybe we should give some of these applicants one more chance and send them another reminder/nudge to have them schedule an interview. In the first round, an additional 300 responded. The company got 300 more interviews by sending out one email reminding them to click a link to schedule themselves for an interview.

Nudging works.

I tell my recruiting clients that you can never nudge enough. Your goal in nudging applicants to finish your process is to receive cease and desist letters from attorneys! If someone started your process, clearly they have interest. Our job as talent acquisition professionals is to follow up on this interest until we are 100% sure they no longer have interest. Not 97% sure. 100% sure!

It’s the only thing in recruiting that is black and white. You are either interested = Yes. Or you are not interested = No. Hearing nothing = make more f*cking nudges!

Your nudges should be multi-modal, meaning you should nudge via email, SMS, LinkedIn messenger, snail mail, phone calls, smoke signals, etc. You can use these modes simultaneously, like sending a text and an email at the same time. Or my favorite, The Triple Threat, calling the applicant and leaving a voice mail, texting them and saying, “Hey, I was the crazy person who just called you,” and sending an email, all together. 60% of the time, it works every time!

If we have learned one thing today, it’s to nudge more. Nudge all day, every day. Nudge until you can’t nudge any more. Then, nudge a little more. Get nudgy with it! Just Nudge It!

Challenging Corporate Complacency

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There’s this persistent buzz about technology stealing our jobs in our line of work. The staffing industry, a massive half-a-trillion-dollar global business, thrives on a rather bold assumption: corporate laziness.

I’m not banking on your laziness, though. At my company, we focus on contract work, not only the typical direct hiring. But this laziness perception isn’t exclusive to us; other industries are guilty too.

Look at the diet industry—it’s full of expensive shortcuts like bars, shakes, and pricey gyms, all because we sometimes prefer an easy fix over healthier habits. Guilty as charged!

Here’s the kicker: if corporate Talent Acquisition (TA) simply did their job—filling openings—the direct hire staffing industry might vanish. It’s not that complicated, yet we do everything but fill the position.

It might not seem lazy outright, but it’s sidestepping the core task, which is just as harmful. Ever seen a kid dodge mowing the lawn by doing indoor chores instead? Same principle, different setting.

Recognizing how others bank on our presumed laziness is crucial for TA leaders. And doing something about it? That’s where the real game starts.

Here are some actionable steps from one of my previous blogs:

  1. Set clear, measurable goals for each TA team member.
  2. Make these goals visible daily.
  3. Address performance issues immediately.
  4. Adjust measures to fit business needs.
  5. Keep at it consistently.

TA isn’t a handout; it’s an investment. Great leaders get this and act against corporate complacency.

It’s not just about working harder; it’s about working smarter. It’s time we all took that step forward.