Leaders Secretly Hate Succession Planning!

Do you want to know what you’ll never hear anyone on your leadership team say publicly? Well, let me stop before I get started, because there are probably a ton of things leaders will say behind closed doors, off the record, and then open the door and say the exact opposite. Welcome to the PC version of corporate America.

One of the obvious, which always causes a stir is veteran hiring. I’ve written posts about Veteran Hiring many times, in which I state that companies will always, 100% of the time, publicly say they support veteran hiring, but behind closed doors they don’t really support veteran hiring. At best they want to offer veterans their crappiest jobs, not their best jobs.

If they did truly support veteran hiring, we would not have a veteran hiring crisis in this country! If every organization who claims they want to hire veterans, would just hire veterans, we would have 100% employed veterans! But we don’t. Why? Well, it’s organizational suicide to ever come out and say we don’t really want to hire veterans.  The media would kill that organization. Yet, veterans can’t get hired.

Succession planning is on a similar path. Your leaders say the support succession planning. They’ll claim it is a number one priority for your organization. But, every time you try and do something with succession planning, it goes nowhere!

Why?

Your leaders hate succession planning for a number of reasons, here are few:

1. Financially, succession planning is a huge burden on organizations, if done right. Leaders are paid on the financial success of your organization. If it comes down to Succession Planning, or Michael getting a big bonus, Succession Planning will get pushed to next year, then, next year, then, next year…You see Succession Planning is really over hiring. Preparing for the future. It’s a long term payback. Very few organizations have leadership in place with this type of long term vision of success.

2.  Leaders get too caught up in headcount. We only have 100 FTEs for that group, we couldn’t possibly hire 105 and develop and prepare the team for the future, even though we know we have a 6% turnover each year. Organizations react. Firefight. Most are unwilling to ‘over hire’ and do succession in a meaningful way.

3. Leaders are like 18-year-old boys. They think they can do it forever!  Again, publicly they’ll tell you they’re planning and it’s important. Privately, they look at some smartass 35-year-old VP and think to themselves, there is no way in hell I’ll ever let that kid take over this ship!

So, what can smart HR Pros do?

Begin testing some Succession Planning type tools and data analytics in hot spots in your company. Don’t make it a leadership thing. Make it a functional level initiative, in a carve-out area of your organization. A part of the organization that is highly visible has a direct financial impact on the business, and one you know outwardly has succession issues.

Tinker. Get people involved. Have conversations. Start playing around with some things that could have an impact in terms of development, retention, cross-training, workforce planning, etc.  All those things that constitute succession, but instead of organization level, you are focusing on departmental level or a specific location.

Smart HR Pros get started.  They don’t wait for the organization to do it all at once. That will probably never happen. Just start somewhere, and roll it little by little. Too often we don’t get started because we want to do it all. That is the biggest mistake we can make.

DisruptHR Detroit 3.0 Speaker Applications Now Being Accepted!

For those who don’t know, I’m involved with DisruptHR Detroit with an amazing team of HR pros and leaders, and we are putting on our 3rd event on Thursday, September 19th at 6 pm.

Great DisruptHR events start with Great content and we are now Accepting Speaker Applications for DisruptHR Detroit 3.0!

Due Date is August 2nd!

Tickets for this event will go on sale on August 5th and we’ll announce the full slate of speakers and the agenda on August 9th.

The location of DisruptHR 3.0 will be downtown Detroit at The Madison. Click through to the DisruptHR Detroit site for more information.

Who makes a Great DisruptHR Speaker

Anyone with a passion for HR, Recruiting, People and pushing the envelope around what, why and how we do what we do every day in the world of work!

We especially love practitioners of all experience levels. You don’t know have to be a twenty-year vet to be great at DisruptHR! You can be an HR pro in your first year on the job. It’s all about passion and ideas!

So, what makes a great DisruptHR Talk?

  1. It’s 5 minutes – so you better be tight around what your topic and idea is!
  2. 20 slides that move every 15 seconds – you don’t control this, we do. So you better practice!
  3. No selling products or services – Yes to selling ideas and passions!
  4. Make us feel something – laugh, cry, anger – have a take and be proud of that take!
  5. We see and feel your passion.

We’ve built DisruptHR Detroit to be a supportive hub of HR and Recruiting. We want people to come and challenge us, but know you’ll be rewarded with an audience that will support you and cheer you on. These talks aren’t easy, and we get that! The audience gets that!

How can you speak at DisruptHR Detroit 3.0?

APPLY to Speak it’s easy! It’s a great development opportunity for those looking to get on stage and have some professional experience speaking. You actually get a professionally produced video of your talk that you can use as evidence of your ability. It’s also a great networking opportunity with the Detroit metro HR and Talent community!

Skilled Trades Aren’t Sexy to Gen Z and Millennials!

Wow! Really!?

Here are some other things that might surprise you:

  • They also don’t hang out on Facebook
  • They like Smartphones and using Snapchat
  • You shouldn’t pee into the wind
  • They think you’re old!

No shit, Sherlock, that younger people don’t find the Skilled Trades sexy!

I’m old. I was listening to NPR on way to work the other day and this well-meaning Gen X dude gets on the radio and says, “the problem we have in skilled trades is that teens don’t find them sexy”.

I’m like, of course, they don’t find the skilled trades sexy. Most don’t even know what the heck ‘skilled trades’ means, and if you show them, they still won’t find them ‘sexy’! Okay, well not ‘sexy’, but they should see what a great, stable job the skilled trades can be.

Um, yeah, no, you understand how young people think, right!?

Stable. Good pay and benefits. Something you can do for forty years and get a good retirement and pension. Are all things that will get young people to run away from whatever it is you’re trying to fool them into doing!

So, how do I get young people interested in the Skilled Trades? 

I don’t!!!

I get 35-year-old people interested in skilled trades!

You know what’s great about 35-year-old people? They can start to see the end. Sure that end is 25+ years out, but they start thinking I need to get my life together and do something that is (wait for it!), stable! Something that pays well and has ‘solid’ benefits. Something I can retire doing!

I don’t need 18-25-year-olds to fill skilled trades jobs. Those kids suck at showing up to work and listening! You know who’s really good at showing up to work and listening? 35-year-olds!

If you go into any retail store, gas station, restaurant, etc. and you say, “Hey, I’ve got a job that I’ll train you to do and you can earn a great living and have great benefits until you retire, and you’ll always have a job”, you’ll be like the Pied Piper leading people to your jobs!

The entire way we (and by “we”, I mean you!) is that you go hire 35-year-old people who have shown you that they are willing to show up to work, do work when they show up, but maybe they actually want to add something to their life that gives them a little more stability.

That 18-25-year-old doesn’t want your boring, stable, well-paying job, in which they must dirty their hands. They still have aspirations someone is going to pay them six figures to do nothing and give them a VP title.

By 35 we’ve had that beaten out of us. We’ve been humping $40K jobs for 15 years and we’ve almost, but not quite, given up on hope. You Mrs. Skilled Trades Job Lady are that beacon of hope!!!

Teens won’t solve the skilled trades shortage in America. That is something that is a waste of time for us to try and solve. “So, you, um, want me to stick my hand in a toilet!? Yeah, isn’t there an app for that?”

The 35-year-old has stuck their hands in worst places than toilets and they’re ready to work their butts off for your great skilled trades job. All they need is some love, some training, and a chance.

Skilled Trades jobs aren’t sexy to young people, but you already know that…

T3 – Guideline – Easy 401K for SMBs

This week on T3 I take a look at the SMB technology 401K solution Guideline. Guideline is an all-inclusive 401(k) plan for growing businesses that’s easy for employers to set up and even easier for employees to enroll and save.first full-service 401(k) without management fees or hidden costs. Employers pay a flat fee, employees pay a low fund expense, and everyone understands what they are paying for. We know that being straightforward saves time – and money.

Guideline claims to be the first full-service 401(k) without management fees or hidden costs. Employers pay a flat fee, employees pay a low fund expense, and everyone understands what they are paying for. We know that being straightforward saves time and money. The platform simplifies retirement saving by making it easy for employees to learn about investment options, manage their portfolio, and monitor performance.

Let’s be clear, this is not your local bank’s 401K plan with a dashboard. Guideline is specifically designed for small businesses. Currently, Guideline has over 1500 SMBs on the platform and is growing at a rate of 150-200 new businesses each month. This growth alone shows how ridiculously awesome this technology is! The average Guideline client has around 10 employees, but it can work for businesses as small as 2 employees and as many as 250.

What I like about Guideline: 

Everything you pay (the fees per employee) and anything your employees would pay, is clearly stated. This is a complete departure from your typical bank 401K plan that has fees baked-in and hidden you and your employees have no idea you’re truly paying.

100% auto enrollment of all employees. This is a best practice in larger organizations and I love that they made this a non-negotiable within their technology. The default is all of your employees will join 401K, the hardest step in beginning a retirement plan. It’s up to them to then opt-out. Almost none will, and they’ll thank you for it!

All non-discrimination and safe harbor testing is built right into the technology and will deliver you back recommendations of things you can do to stay compliant. Banks scare you into believing you can never handle your own 401K because of these issues and Guideline has you covered.

Company 401k match is optional, but built into the system as well if you choose to use it.

Guideline connects right to your payroll provider, with built integrations with Gusto, BambooHR, Paylocity, etc. You can also manually upload if you do your own manual payroll.

Guideline is built to be native on mobile. Easy to use mobile app for all employees to check, track and change their investment options.

You know I’m a fan of any SMB technology that is truly built to help small and growing organizations compete at the same level as the big boys. Guideline fits that bill perfectly. We know 401K participation has a direct line to a higher tenure of employees, and Guideline makes it simple for SMBs to now offer a retirement savings plan to their employees no matter what your size.

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 tech space and I wanted to educate myself and share what I find.  If you want to be on T3 – just send me a note – timsackett@comcast.net

When Take Your Kid To Work Goes Too Far!

If you haven’t heard by now, Chicago White Sox player Adam LaRoche decided to retire and walk away from a guaranteed $13 million dollars because the White Sox asked him to bring his kid to work a little less.  Yes, you read that correctly.

Apparently, LaRoche, who signed with the White Sox last year and made $12.5 million liked to bring his 13-year-old son to spring training with him. He asked the White Sox if it was alright if he brought his kid to spring training, and they said yes, believing the kid would come for some batting practice once in a while and hang out in the clubhouse. Little did they know, LaRoche actually had his kid with him 100% of the time he was at the facility!

A statement from Ken Williams, the President of the White Sox:

“There has been no policy change with regards to allowance of kids in the clubhouse, on the field, the back fields during spring training. This young man that we’re talking about, Drake, everyone loves this young man. In no way do I want this to be about him.

“I asked Adam, said, ‘Listen, our focus, our interest, our desire this year is to make sure we give ourselves every opportunity to focus on a daily basis on getting better. All I’m asking you to do with regard to bringing your kid to the ballpark is dial it back.’

“I don’t think he should be here 100 percent of the time – and he has been here 100 percent, every day, in the clubhouse. I said that I don’t even think he should be here 50 percent of the time. Figure it out, somewhere in between.”

So, the internet went crazy supporting Adam LaRoche on this with the #FamilyFirst hashtag and set the White Sox up as “evil” because they wouldn’t allow a player, that they are paying $13 million to, to have his kid at the workplace full time!

I get it, the internet is mostly stupid.

This is a family issue. Bob the electrician down at the GM plant. Guess what, he never gets to bring his kid to work, and Bob doesn’t think GM should allow him to bring his kid to work. Bob makes $50,000 a year. If Adam wanted to  spend more time with his kids, maybe he should choose a career that doesn’t put him on a the road 200 days a year.

I do have another idea, that no one is talking about.

Adam LaRoche made $12.5 Million dollars last year in his 12th MLB season. He hit .200, his worst year ever. This year the White Sox were going to have to pay him $13 million, and he’s not getting better.

Maybe Ken Williams was just doing some good old performance management! Hey, Adam, you’re sucking, maybe it’s time to leave the kid at home and start focusing on hitting the curve a little better. We are paying you way more than you’re worth at this point!  Knowing that telling him he can’t bring his kid to work, will potentially do one of two things – 1. he’ll retire and we don’t have to overpay for talent; or 2. he’ll actually get a wake-up call and start hitting. Either way, the White Sox win.

How do I know this is potentially true? Take the same scenario and use a different player, like Miguel Cabrera of the Detroit Tigers, arguably the top player in baseball. If Miggy wanted to bring his son to spring training, or he would retire, what do you think the Tigers would do? If you’re performing, you get perks. Miggy’s kid would be shagging balls in the outfield, I can tell you that!

Adam LaRoche isn’t a hero from walking away from $13 million dollars to spend time with his son. He’s already made $78.5 million in the last 12 years. He and his son can both retire. Adam wasn’t performing.  He is set financially. Leaving to spend time with his son was just a good excuse to end it because he couldn’t hit his weight any longer.

 

A Farewell Tour for an HR Pro

If you didn’t see it, one of the all-time greats of the NBA, Kobe Bryant, recently announced he was going to retire. Kobe is a personal favorite of mine, because, besides Jordan, he might be the most competitive player I’ve ever seen play.  If you played against Kobe, he hated you. If you played with Kobe, he put up with you! I love me some Black Mamba!

So, Kobe is now on his city by city farewell tour.  This happens in sports all the time for the great ones.  We got to see it last year with Yankee great Derek Jeter.  It’s always the same thing. Each city/team tries to outdo each other with giving gifts and paying tribute to the all-time great player.  Everyone plays nice. Hugs (I like that part). Gifts. Don’t guard me too close so I can make a few plays for the fans to remember me by! You know the drill!

When a HR Manager decides to retire, we never get a farewell tour.  I think we should!  Here’s what an average HR Manager Farewell Tour would look like:

Week #1 – Your benefits vendor invites you out to Applebee’s for a free lunch. Go ahead get the appetizer, the sirloin, and the strawberry lemonade! Heck, throw in a brownie bite. Yeah, in might go over your $25 limit, but this is your tour, no one is going to care you took $28, not $25!

Week #2 – Your HRMS vendor wants to drop off a little something to congratulate you. Looks like a bottle of wine!  (Pro tip: I would ask if it’s alcohol on the front side, then meet them in the parking lot!)

Week #3 – Your EAP vendor dropped off bagels from Panera, with three kinds of cream cheese! Way over $25, but you’re really sharing with the group, so you can divide that out. Pretty safe! (Pro Tip: On your farewell tour, make sure to bring in a toaster into the office, if you don’t already have one – some will always drop off bagels!)

Week #4 – CareerBuilder just wants to send you a little something to say thanks! Also, who’s taking over for you?  CB swag is always great. Pick through the box for the good stuff first, then throw the rest in the break room. It will be gone in no time! (Pro tip: if you spend a bunch with your job board vendor – like $25K+ – you can turn this into a lunch!)

Week #5 – Your ATS vendor called to wish you luck. You just happen to drop the ‘hint’ you can’t wait to go to more movies! It’s a passion of yours! You love going to the theater, but it’s so darn expensive! Theater gift card will be coming soon in the mail!

Week #6 – It’s the employee cake and ice cream social event.  You have to throw this one in, even though, you’ll be the one ordering your own cake and ice cream! It’s your party, make sure you get the cake you want, and not that cheap crap you order for all the other employees who retire!

Week #7 – Save this one for last! It’s time to call on your staffing vendor! Staffing vendors are an easy steak dinner and drinks kind of night. You do this last because you don’t want to come back to the office and look anyone in the eye after this night. Staffing folks can party, and still believe that if they get you drunk you’ll tell them all your secrets. The secret is, we don’t have any!

The bigger the organization the longer you can stretch out this tour since you probably have more vendors. It’s your tour, do with it what you will. Just remember, you earned it!

 

When Should You Retire?

We tend to believe retirement is an age thing. Well, once you turn 65, it’s time to retire! Do you know where ’65’ actually came from? Most HR pros will probably guess it, it’s when America instituted social security insurance back in 1935.

The U.S. Government, in 1935, didn’t even use any science to determine 65 years old.  At the time, the national railroad pension retirement age was 65, and about half the state pensions were the same (the other half were 70), so 65 years old was chosen. Way less red tape back in 1935! Can you imagine the government trying to make that decision today!?

So, you turn 65 and you’re supposed to retire. In 1935, that probably was fairly accurate. The actual life expectancy in 1935 was only 61! So, we built social security knowing most people would not live to receive it. Today, life expectancy is around 79 years old!  As you can imagine, 65 years old is no longer a realistic retirement age.

I’m currently 45 years old.  It’s my belief that I have about 25 years left to work and save for my retirement. I’m assuming I’ll work until I’m at least 70.  70 years old today doesn’t seem like 70 years old when I was a kid.  My parents are now in their 70’s and they don’t seem ‘old’. I mean they’re old, but not like they can’t do anything old.  Both could still easily work and produce great work if they wanted to.

All of this should change how we look at succession planning in our organizations, but we still use 65 as the ‘expiration’ date of when someone no longer seems to have value. “Oh, you know Tim, he’s going to be 65 next year, I’m amazed he can still stay awake all day!”

65 in 2015, is not the same 65 we saw in 1935!  The health and physical wellbeing of those two people are worlds apart in difference!

Succession Planning needs to catch up with this difference.  HR needs to lead this charge.  Part of this change starts with us changing the language and numbers we use when describing retirement.  Regular retirement age needs to start at 70 years old, at a minimum and move up from there.  We need to eliminate 65 years old from everything we write and speak.  It’s just no longer valid or accurate.

Once we push this date out, we can then start to plan much more accurately to what our organizational needs will truly be.  Next, we need to have frank conversations with those who we believe are reaching an age where they want to retire and have real conversations.  HR pros have been failing at this for years!  It’s actually not against the law to ask an employee what their retirement plan is! It should be against the law that you don’t ask this question!

If an employee knows that you are working with them to reach their goals, and you let that employee know that ‘hey, we need you for another five years’, most will actually happily stay on the additional time.  My Dad worked in a professional job until he was 72, and they wanted him longer! Don’t ever underestimate the power of being wanted. As we age, that desire to be wanted just increases!

So, I’ll ask you. What age do you think someone should retire?

What Kind of Mentor Are You?

I got asked to be a mentor for someone recently.  It’s not the first time I’ve been asked, but I found myself wondering what ‘Tim Sackett’ as a mentor should look like.  Maybe it’s where I’m at in my career, but I found myself wondering what is it that I could really give someone coming up in our industry.

I would assume anyone asking for a mentor doesn’t really want me to show them how to recruit.  They’ve probably got that down pretty well, at least the basics.  The advanced stuff is probably best taught by some folks much better than me (Glen Cathey, Jim Stroud, Amybeth Quinn,  Paul DeBettignies, etc.).

Maybe I could offer up some help on the employment branding/marketing side on HR and Talent Acquisition.  I’ve had to do that for the last 20 years, I probably know just enough to better than most, but not as good as folks like Laurie Ruettimann, William Tincup, Maren Hogan, Lance Haun and Matt Charney.

I’m just dangerous enough with HR Tech that I could probably help out in that area for sure.  I’ve bought and implemented systems and tools at every stop in my career.  I know the game, but I certainly don’t know it as well at Steve Boese, William Tincup (again), John Sumser, etc.

It could be my mentee could use me for just straight HR generalist knowledge base.  If I know anything, I know a little about almost anything in HR from my stops in my career.  While I love talent acquisition, I really consider myself more of an HR pro.  Probably not as good as Kris Dunn Dawn Burke, Robin Schooling, Jessica Miller-Merrell, etc.

Compensation and Benefits, maybe that’s should be my ticket?  Um, no, probably not.  I probably know the least about this area as a whole and Ann Bares is my go to person for all things compensation.

There’s got to be something I’m the best at, worthy of being a mentor.  What about employee engagement?  From small companies to organizations with tens of thousands I’ve had employee engagement as a major measurable, I could do some damage here.   But, again, not as well as someone like Paul Hebert.

Talent acquisition as a function might be something I’m most comfortable with.  In my career, I’ve been constantly pulled into TA no matter what organization I’ve been in.  It’s been the one constant in my career, start in HR, and end up in Talent Acquisition.   Moving an organization from old school, post and pray, to one that hunts for talent is right up my alley. I don’t really know anyone I would recommend over myself on this.

As a mentor I think the most valuable thing I can give someone is the network I’ve built over the years.  It’s something I discovered a long time ago. I’m probably not going to be the best at any one thing, but I can know people who are.  Having the ability to know you need to surround yourself with people who are better than you, especially in areas you’re weak, is the key to having success in any stop you have in your career.

As a mentor I’m probably going to find out what you’re bad at, then introduce you to people who are really good at those things.  You don’t need to the best at everything when you surround yourself with the people who are the best at everything!

10 Mistakes You Don’t Want To Make In HR

I thought it was time that I randomly start listing mistakes we make in HR and letting those coming into HR what not to do.  So, here you go, enjoy!

10 mistakes you don’t want to make in HR:

1. Hiring someone who reschedules their drug test more than once.  I’m willing to give someone one reschedule, stuff happens.  After one, if you’ve got a druggie trying to find out how to keep his Mom’s pee warm long enough to make it to the testing center.

2. Creating a leadership training program when it’s really one bad leader who just needs to be canned.  Everyone knows who the problem is, and now ‘HR’ is making everyone go through training one person needs.  They hate us for this.  Just shoot the one bad leader and move on.

3. Changing policy or making a new policy, when it’s really one idiot who is taking advantage of the current situation. See above.  We do this because *93% of HR Pros and Leaders are conflict avoidant (*Sackett Stats, it’s probably higher!).  Come join the 7% of us who aren’t, this side of the pool is really enjoyable!

4. Designing health benefits that are better for you, but worse for everyone else.  Don’t tell me this doesn’t happen!  It happens all the time.  The person in charge of plan design sees something that will help them, and believes it will also help everyone else.  Oh, look! We now can go see the Chiropractor for massages, but I can’t get my kid the name brand Asthma medicine he needs.

5. Talking about how much less money you make in HR, as compared to a bad performer in any other area. No one cares that you make $25K less than Mark in sales who is a buffoon.  It just makes you look bad and petty.

6. Throwing a fit about hiring an executives kid, or anyone else they want you to hire.  Just hire the executives kid.  This is not a battle you want to fight, it’s not worth it.  In the grand scheme of things this one hire doesn’t mean a thing.  The kid will either be good, average or bad.  Just like the rest of hires we make.

7. Designing a compensation plan which, by peer group, puts you higher than other functions.  I don’t care what the ‘Mercer’ data says, you shouldn’t put out there that you should be making $15K more than the person in Finance at your same level.  No one believes you, and they don’t trust you can handle this when the data doesn’t seem right.  This is especially sticky for Compensation Pros, who always believe they should be paid higher within the HR function.

8.  Thinking you can be ‘friends’ with people you work with, outside of work.  I’m not saying it can’t happen, it might.  It just becomes really bad when you have to walk into your BFF Jill’s office and ‘can’ her one day.   You can have very friendly relationships at work without inviting those folks over to the office for Girls Night Out.

9. Believing it’s not your job to do something.  In HR we fill the voids left by every other function.  It’s our job to do everything, especially those things no one else wants to do.  Never believe something is not your job!  It is.  Plus, that actually adds value to the organization.  Be the one function that doesn’t bitch and complain when they need to do something that isn’t on their job description!

10. Telling an executive they can’t do something because ‘we’ll get sued’.  Our job in HR is not to tell executives, or anyone else, they can’t do something.  It’s our job to tell them how they can get it done, while making it less risky to the overall organization.

What mistakes do you see HR makes?

 

The 1 Reason You Can’t Find Talent Right Now

There’s one big reason you can’t find talent right now.  Here it is:

Simple economics plays a huge role in your ability to hire well.  We all like to think we are super star rock star talent acquisition pros, but the reality is we are mostly just pawns in economic cycles.  Sure you can have a great employment brand, and have great recruiting tools, and even have the most talented recruiters money can buy.  But rarely can’t you beat simple supply and demand.

Want to know why you’re struggling to hire right now?  There aren’t enough candidates for the jobs you need to fill.  It’s really quite simple.

We have an extended recession where almost all employee development and employee growth programs got cut to the bone.  No apprenticeships. No internships.  Old people held onto their jobs because of  the recession, while younger people went and found other ways to make ends meet.  The stock market that was in the tank during the recession came back bigger than ever.  The old people now want to retire, and they are in bulk!

Now you want to hire because business is back!  You have new positions to add. You have old employees leaving you with all of that knowledge, and you haven’t seriously tried to grow an employee in a decade.

It took you 10 years to get to this point.  It’s going to take you more than increased job board ads and new ATS to get you out of this.  Here are few tips to get you through a Candidate Driven Marketplace:

1. Start growing your own now. No, it’s not a short term solution. But you must realize your problem is both short and long.

2. Get comfortable with stealing talent from your competitors and anyone else. Also, they’ll be stealing from you.  Welcome to the show.

3. Upgrade your recruiting staff, yesterday.  Yeah, I like Bonnie to, but she can’t really recruit.

4. You have to get your organization to understand your reality.  Like Hillary said, “It takes a village”.

5. Learn the concept “Total Talent” and get comfortable with it.  The rest of the world already has.  The U.S. is a decade behind.  Total talent is the concept that an organization has many avenues of talent: direct employees, consultants, contract employees, temporary employees, part time, job share, etc. No longer should you even want just ‘direct’ employees.  Smart talent acquisition strategy incorporates all levels of talent, not just one.  Unless your name is Bonnie.