Maybe I’ve Been Wrong About Quality of Hire (QoH)

I was at LinkedIn’s Talent Connect Summit this week, and I sat in a session on measuring the quality of hire delivered by Ana Recio, the VP of Talent at Uber. I’m a big fan of QoH, and I’m not alone. LinkedIn’s own annual recruitment data shows that QoH is the #1 priority for people leaders. I actually wrote quite a bit about QoH in my book, The Talent Fix, Vol. 2, but my take was a bit different from most people in our space, and although it pains me to say it, most people might be right, and I might be wrong!

My original belief is that QoH needs to have an industry standard measure to mean anything. If we can’t benchmark across industry, what are we really measuring? Or so I thought.

Ana at Uber and her team built a straightforward survey measure of QoH (You can download Uber’s QoH measure details here) that, after six months, asks the hiring manager simply, “Would you hire this person again, if given the chance?” They also ask the employee if this is the job they thought they would be getting. This is very similar to the approach CrossChq has taken in their QoH measure.

I like the simplicity. My struggle with QoH has always been it’s just too damn difficult to really measure it (in the way I thought it should be measured). I was stuck on the “quality” component and wanting data around quality. In my head, that meant performance data. How can we show this hire was better than another hire that previously worked in this job or many other hires that have worked in this job? That meant you had to wait a period of time to have real performance data. It all seemed like a lot.

Uber figured out, that “data” could just be a signal from the hiring manager. Simple, yet still valid.

Does this simplicity have issues?

Maybe.

I’m kind of stuck on us believing all of our hiring managers will have enough confidence to actually call our their own failure of selection, development, and performance management. That’s what we are asking them – “Would you make this same selection again if given the choice?” Meaning either you chose successfully, and this person has been great, or you failed in your selection, and this person sucks.

Also, if I’m confident, I come clean and say, “No, I would not choose this person again.” Will HR be coming down to put this person on a performance plan? Do I need to put them on a plan? I mean, if we are honest, and I don’t want to hire this person again, it’s probably time we move on and actually hire a person I would hire again, right?

This QoH measure and process are new to Uber, so Ana and her team haven’t really crossed that bridge yet. Since this is so new, maybe they haven’t run into this issue. I wasn’t able to ask her this question, but I plan on sending it to her as a follow-up to see how it’s going when they get some more data.

Still, I like what Uber is doing. Maybe we don’t need “one” measure of QoH to make it meaningful and impactful. Maybe each organization will figure out its own data and measure QoH in a way that makes sense to them. Maybe some organizations will have multiple QoH measures based on positions (Sales vs. Engineering, for example).

The data nerd in me would love one global QoH measure, but I also love that organizations are just trying to figure this out on their own and benchmarking against themselves. In the end, talent intelligence is about making your hiring better, period. Thanks to Ana and Uber team for sharing!!

Just play your hits!

I’ve been on the road a lot this fall. It’s conference season, and that’s what I do!

During that time, I was lucky enough to see two concerts: Garth Brooks (okay, calm down and let the legal stuff play itself out first) and Pink. Both shows were amazing. Both artists have a ton of hit records. Both artists came out and played all of their hits! It was basically a two-hour sing-along, and it was amazing.

Garth even came out and just said – “Don’t you hate it when you go to a concert, and the artist wants to play all of their new stuff that no one knows?!” Yes, Garth! I hate that! He said, well, that isn’t going to be this show, and played all of his great songs. I lost my voice singing!

Play your hits!

As organizations, we stop playing our hits. Marketing departments are the worst at this, but employment branding is pretty bad at this as well. We always want to tell people about the new stuff, not the stuff that made us who we are!

We get sick of our own bullsh*t way faster than the market gets sick of it.

New features, new menu items, new products, new colors, new, new, new.

I get it, and I love the new stuff as well. But we tend to walk away from what we are really good at way too often and way too quickly. There should be a part of our strategy that looks at what are we really good at and how often are we reminding people we are really freaking good at this?!

In HR, that is doing stuff like continuing to tell our employees about those great benefits that we know are great, but not enough are taking advantage of. To highlight great leaders in our organizations that employees love to work for, but well, Tim got that award last time, so let’s not talk about him this time. No, talk about him! Keep selling what you’re good at!

In recruiting, we tend to sell what we think candidates want to hear. Instead, sell who you really are, the good of who you are, and then the candidates who come will want you, the good you! I want to hear about why your longest-tenured employees decide each and every day to stay employed with you. Those hires are your hits!

As individuals, do what you are good at and do it some more. I can’t tell you how often I see amazing individual performers get pulled into jobs they really don’t want. They might want that pay increase, but they definitely don’t want that job. They stop playing their hits, and no one likes their new stuff!

So, what did we learn today? Tim has a very eclectic music taste, and he likes to sing-alongs!

Should you be checking the social media accounts of your candidates?

I tackled this question today on video because I think it’s easier to discuss it that way versus writing about my reply. All of us are doing background checks, but rarely do we find anything on those. We have the potential to catch way more misconduct issues on social media.

Check it out and let me know what you think:

Some resources from Fama:

Let me know what you think! Are you checking your candidates’ social media accounts? Do you think you should be?

Michigan Recruiter’s Conference – Nov. 7, 2024! Tickets On Sale Now!

It’s that time of year again! The Michigan Recruiter’s Conference is happening on November 7, 2024, and tickets are officially on sale. With limited seating, this event is going to fill up fast—so if you’re serious about attending Michigan’s only recruiter-focused event this year, now’s the time to grab your spot!

Event Details:

  • Date and Time: Thursday, November 7, 2024, 8:00 am – 4:00 pm EST
  • Location: MSUFCU Headquarters Building 2, 3899 Coolidge Rd, East Lansing, MI 48823, USA

What You’ll Get:

If you’re in corporate recruiting or talent acquisition, this conference is designed just for you. We know that HR folks have plenty of events. Talent acquisition often gets left out. That’s why we bring together TA pros from across Michigan for a day of learning, networking, and inspiration.

  • Expert Speakers: We’ve got some incredible national speakers lined up—stay tuned for the full list coming soon!
  • Networking: Meet and connect with over 150 other TA leaders and professionals. This is your chance to swap ideas and build relationships with people who get what you do.
  • Fresh Ideas: You’ll leave the day energized and full of new strategies to take back to your team.

Sponsors:

  • Main Sponsor: Paradox
  • Event Sponsors: Greenhouse and more!

And hey, if you or your company want to get involved as a sponsor, we’d love to have you! Just shoot me an email for more info.

So, are you ready to be part of Michigan’s top event for talent acquisition? Whether you’re looking to level up your recruiting game or just connect with others in the industry, the Michigan Recruiter’s Conference 2024 is where you need to be.

Military Recruitment is a Nightmare Worldwide!

As a recruiter, I’m always interested in stories about industries struggling to recruit. I find that industries that struggle all have the same issues:

  • Low wages for market skill
  • Unable or unwilling to build their talent
  • Not enough available talent within the market
  • The industry has a negative perception
  • Not enough benefits for the work required

There are other minor issues, but it’s a universal issue that almost always exists.

I read recently that militaries worldwide, in rich countries like Germany, the UK, France, Italy, and the US, are massively struggling to hit recruitment targets for their militaries.

Every one of these countries is focusing on GenZ and the incoming generation, GenAlpha, and “what’s wrong with them.” Why do these generations have low interest in joining the military of their country? Have we lost pride in our country? Etc.

In every industry, we tend to believe we have unique issues that no one else has. Maybe the military does have some. It’s fairly rare that you take a job with the understanding you could actually be killed doing this job! I mean, anyone can get killed doing any job, but this job is purposely going to put you in dangerous positions. That being said, past generations were able to fill their ranks with a higher degree of death. The reality is that militaries around the world, in rich countries, have never had better training, equipment, and support not to die or get injured.

So, why is recruiting someone to the armed forces so tricky?

There are some issues:

  • Demographics in rich countries are declining when you take away immigration growth. We. Do. Not. Make. Enough. Babies! Also, in America specifically, we suck at converting immigrants to citizens who might want to work in our military. We do it, but we really don’t market this avenue to citizenship very well.
  • The government and taxpayers haven’t figured out that Americans aren’t in desperate need of dangerous, low-paying jobs.
  • We stopped selling heroes.

Recruiting is easy if you can meet three things: at market compensation for the level of skill you desire, a job where someone feels there’s a future, and you can look into the eyes of those you care about and be proud of what you do.

The military today only gets one of those right – you can move up in your career, and there’s a clear pathway forward for most recruits who want it. They fail the other two. Pay is crappy for that job, and too many Americans do not treat those who protect them as heroes.

Another issue is this is really a recruitment marketing issue. The armed forces do a decent job at recruitment marketing. They are innovative, they are modern, and they are consistent in their approach. A lot of corporations should take note of their efforts. This is a foundational failure of our culture. Too many Americans look down on military members as low-educated, gun-loving hillbillies. They don’t respect the difficult work they do in protecting our country and our interests. Politicians want to use them for votes but then throw them away once they get that vote. Both parties do this.

How do we change this?

We have to realize we do not have enough American citizens to fill the jobs we have, especially those jobs in the military. There are two ways to change that:

  1. You overpay or lead the market in pay for the work. You steal workers from other employers.
  2. You create an immigration policy specifically designed for military recruitment that works quickly.

Simultaneously, you have to change the culture of our country in how they see those who work in the military as “the” frontline workers. The front of the front line workers. This is Maslow-level stuff! If you’re not safe, it doesn’t matter where your next meal is coming from! Right now, in America, we are too comfortable. We believe we are too safe. This allows some to look down on those who provide that safety.

Only 6% of Americans have or will serve in the military, while more Americans have worked for Walmart and Amazon. So, it’s easy for people not to know, understand, or even think about the military, and it’s easy for them to disregard its importance. The military complex has been well aware of this for years and still they haven’t been able to turn it around. That’s worrisome. We should all be concerned and want to help. This is foundational to who we are as Americans.

The Venmo of Recruiting

I talked about this a few years ago, and I think it’s bound to catch on eventually.

So, Gen-X and older folks reading this, I probably need to explain what Venmo is. Venmo is an app that makes it super easy to send money to friends. It’s like PayPal but more social. When my three GenZ sons go out to eat, they don’t bother with cash. They just Venmo each other to split the bill. Got it?

In HR and recruiting, we often see tech companies calling themselves the “Tinder” or “Uber” of recruitment. But no one has claimed to be the “Venmo” of recruiting yet. So, I’m jumping on this idea before anyone else does!

Picture this: a mobile app that lets you see where your friends are interviewing, share information, contacts, questions, and reactions about your interview experiences.

Candidates can help each other find jobs, ask for connections at companies, and share insights about hiring managers.

To start, we’ll focus only on candidates, no employers. It will be free (backed by angel investors for the first three years duh!) aiming to hit 50 million users. Once we have a strong user base, we’ll add an employer section. Think of it like Glassdoor but better. Employers can see what people are saying about them and their jobs, but they can’t respond.

Employers will get a behind-the-scenes look at what candidates really think about their company, hiring managers, and the interview process. This info will be super useful for making improvements and highlighting what’s working well. Trust me! TA leaders will pay a lot for this kind of insider info and to see how things change over time.

For candidates, having a trusted network to share real information about interviews, jobs, and companies on a mobile app would be awesome. They can make better decisions and use their connections more effectively.

So, I’m excited to introduce the Venmo of Recruiting. We’re looking for angel investors! Immediately!

Give Me The Guac!

Think about ordering a burrito. Adding guacamole for just an extra dollar makes it so much better. That small addition turns a good meal into a great one.

Sure, I could enjoy the burrito without guacamole. It would still be tasty and satisfying. But with that extra touch, it becomes memorable.

So, give me the guacamole!

This idea works for candidate experience too. While you could spend a lot on fancy perks, sometimes a small, thoughtful addition can make a big difference. Just like the guacamole, a little effort in the right place can greatly improve the overall experience.

The key is to master the basics first. Candidates appreciate simple, effective communication. They care less about a branded pen or a bottle of water if they don’t get timely updates about their interview status.

When you handle the essentials well, small gestures stand out even more. Personal touches like a follow-up call or a thank-you note can leave a lasting impression. These small enhancements show candidates that you value their time and effort.

Candidates don’t need extravagant treatments to feel appreciated. What they really want is a thoughtful, well-executed experience – the guacamole on their burrito. By focusing on the basics and adding small, meaningful touches, you can create a standout candidate experience that doesn’t break the bank. And tastes good!

You are Overqualified!

Navigating the job market can be tough, especially when you hear things that don’t make sense. One common thing HR peeps say is: “You are Overqualified!” Respectfully – shut up! No, I am not!

The truth is, no one is ever really ‘overqualified’ for a job. You might have more skills and experience than the job needs, but that’s not the real issue. The real issue is that the interviewer might be scared because you’re better at the job than they are.

For a long time, HR and hiring managers have been taught to say candidates are overqualified to hide their own fears. They say, “We won’t hire you because you’re overqualified and might leave soon because you’ll be unhappy.” But the real fear is that your talent might make them look bad.

This idea has been around for ages and people just believed it without questioning it.

Having more qualifications should be seen as a good thing. Companies should be eager to hire highly skilled people. These days, expecting someone to stay in the same job for 40 years is unrealistic. Getting a talented person to stay around for even 3 or 4 years is great.

Companies should try to hire the best people for every job and let them do their best work. Worrying about whether they’ll stay for a long time shouldn’t be a big concern. Just focus on using their skills and letting them make a difference.

The real problem is that some hiring managers are afraid to hire people who are better than them. This fear is bad for the company. To get better, companies need to hire better people.

Creating a culture that values and welcomes top talent is important. This not only improves the company but also makes it a place where people want to work. Avoiding the mistake of hiring less qualified people ensures that your company stays competitive.

In the end, the idea of being ‘overqualified’ is just a myth. Hire great talent, let them do their thing, and watch your company grow.

Hiring your first employee is a big deal!

Do you remember your first hire? It’s normal to have felt nervous because you definitely didn’t want to make a mistake. You wanted your first hire to be amazing!

All of our new recruiters and hiring managers face the same issues when hiring for the first time. They’re not quite sure what to do. It’s kind of like bringing your first baby home from the hospital. Remember that? You get to the lobby with your baby in the car seat, and you’re waiting for someone to stop you like “Are you sure you’re ready for this?” They might as well put a sticky note on your forehead that says Hey I’m new to this!

That’s exactly how our managers feel when they hire for the first time. You’re letting me make this decision? Are you sure?

To help out, I’ve put together a list of the Top 7 Rookie Hiring Mistakes to avoid. Here they are:

  1. Letting HR Control the Process
    This is your hire. You’ll probably be working with this person every day, so get involved from the start. Don’t just sit back and let HR handle everything.
  2. Looking for the Perfect Candidate
    No one is perfect, not even you. Find someone who can do the job well and fit into your team, rather than holding out for perfection.
  3. Hiring Someone Just Like You
    You might think someone like you would be great, but it’s often better to hire someone who complements your skills and brings something different to the team.
  4. Moving Too Slowly
    If you find a great candidate, don’t wait too long to make an offer. Good candidates are often snapped up quickly by other companies.
  5. Taking Too Long to Fire a Bad Hire
    First-time managers often think they can fix a bad hire. Don’t drag it out—if it’s not working, let them go quickly.
  6. Thinking Recruiting Isn’t Your Job
    As a manager, finding the right people is part of your job. Take ownership of the hiring process and work with HR, but remember that you know your team’s needs best.
  7. Worrying About Leadership Judging You
    Leadership isn’t going to judge you on one hire. They look at your overall hiring track record. One mistake won’t define you, so don’t stress too much about it.

What do you think? What are some of the biggest hiring mistakes you see new hiring managers making? Share your thoughts in the comments!

Can Your Team Handle It?

Ever heard of Capacity Modeling?

It’s all about figuring out how much work your organization can handle to meet the changing demands for its products or services. When it comes to recruiting, it’s about determining how much hiring your team can manage to meet the company’s talent needs.

Imagine this: Your talent acquisition team is working hard every day, making progress bit by bit, but just barely keeping up. Then, one day, the CEO walks into your office and says, “We need to hire 300 more employees in the next 12 months because of a new investment. Can we do it?” A smart talent acquisition leader would say, “Let’s see if we can.” Unfortunately, many would quickly agree without knowing if it’s possible. That’s where things can go wrong.

If you don’t know your team’s capacity, promising to hire that many people is risky. If it already feels like you’re at your limit, adding 300 more hires might seem impossible. Capacity Modeling helps you give a well-informed answer.

You could show your CEO something like this: “We’re currently at 87% capacity. The best practice is to be at 85% so we have some flexibility for unexpected needs. If we need to hire 300 more people, we’ll exceed our capacity, so we’ll need more time and resources.”

This approach lets you have a straightforward, data-based conversation with your CEO. It shows your value and prevents you from making promises you can’t keep. While it might seem complicated, Capacity Modeling is doable and very useful. It helps you understand how much hiring your team can handle, plan better, allocate resources wisely, and set realistic hiring goals. Have you used it or tried it? Let me know in the comments!