There is no such thing as “Too Much Talent”!

There is this common belief that one organization can have “too much” talent and having “too much” talent is most likely not going to turn out well. Okay, this is a commonly held belief amongst sports teams, specifically, basketball. (All non-sport fan HR pros check out…WAIT!)

The concept happens when you have organizations build super teams. The reason we believe it will fail is mostly ego-driven. All of these superstars won’t be able to play together because they all want to be ‘the’ star and for the team to win and play well, you must take on a role. And, that role, might not have you being the star.

The Brooklyn Nets are this year’s version in the NBA of “too much” talent, with superstar players, Kevin Durant, Kyrie Irving, and the newest addition, James Harden. All three are superstars.

Why do we feel an organization can have too much talent? 

As ‘normal’ people, we have a hard time believing that someone who is great, a superstar, would be willing to share their glory. To take a backseat or play the second chair, for the good of the ‘team’. It is our belief that most people suck, apparently. Or, truthfully, we suck, because we are just projecting our own beliefs!

I like science and some researchers wanted to take a look at this phenomenon of super teams and too much talent. What did they find?

  • Teams benefit, overall, from having more talented team members.
  • The benefit decreases over time, but…
  • More talent is never detrimental to team performance! 

While a great team might start to get less great over time, that is mostly due to a lot of non-talent factors. Could be the age of athletes, less motivated to succeed, etc. But, still, the team is more successful, with the talent, than before.

How can we use this knowledge in normal, non-sport organizations? 

First, we need to understand that all hiring managers are a bit hesitant to hire someone they feel is more talented than themselves. This is human nature, we all have this trait at some level. We want to protect the job we have, hiring someone great, no matter what we tell ourselves, we feel puts our own job at risk. This is normal, not a weakness.

The way around this is that everyone has to come together and acknowledge we all have this weakness. “Hey folks, we need to hire people better than ourselves if we want to become a super team. That said, we need to hold each other accountable to that end”

Second, we need to be able to measure “better”. What is better than you or me? How can I measure that in a candidate? That is truly an impossible task, for most professions and positions. At the very least, you must be able to look yourself in the mirror and ask the question, “Is this person better than me, or given the chance, could they become better than me and a decent time period?” “Can I help this person be better than me because they have some core skill sets I don’t have?”

Every CEO I’ve ever met wanted to hire better people for their company. Only a handful had the self-insight needed to truly hire better people. The first step to hiring better people is realizing you might not be the best! That’s hard for some executives to comprehend and admit. In fact, it’s hard for almost everyone to comprehend and admit!

You can not have too much talent on your team. You can not have too much talent on your team. You can not have too much talent on your team. You can have too many talented people who are assholes. That is something entirely different!

Covering Up a Career Hickey

I had a person work for me at a past job in HR.  She performed the HR cardinal sin of sins, she shared personal, confidential information with an employee outside of HR.  My problem was, this person was a high performer, an outstanding employee, she had a frustrating, weak moment, and did something you just can’t do in an HR position.  This is what we call a Career Hickey. Sometimes you can survive these hickeys and cover them up, and continue to work as normal.  Many times you can’t.

So now, this Hi-Po has a Huge Hickey.  Interestingly though, this Hickey can’t be seen when you look at their resume or interview them in person, but it’s a Hickey they can’t get rid of.  So, barring a life-turtleneck how does one cover this puppy up?

It’s interesting because I think that probably the best of us have a hickey or two that we would rather not have our current or future employer know about.  Sometimes they’re big-giant-in-the-back-of-a-Chevy-17-year-old-I-will-love-you-forever hickeys and sometimes they’re just oops-I-lingered-a-little-too-long type of hickeys. Either way, I would rather not expose my hickeys and have to worry about how this will impact the rest of my professional life. And here’s where most people drive themselves crazy.

As HR Pros I think it’s important for us to be able to help our organizations determine the relative value of individuals.  This person was a rock star at ABC company, did something wrong, and couldn’t maintain that position any longer with ABC because of said incident, and lost their job. Now we have a chance to pick up a Rock Star (and probably for a discount).

The question you have to ask is not could we live with this person if they did the same thing here?  Because that really isn’t the question, you already have that answer is “No.”

The question is: do we feel this person learned from said wrongdoing and is there any risk of them doing it again? 

You might come to the conclusion, “yes, they’ve learned, and yes, there is potential they might do it again” (let’s face it if they did it once, they’ve shown they can do it, so there’s always a risk), but it’s a risk we are willing to take.

So how does someone come back from a transgression at work? The answer is that they have some help.  Eventually, someone is going to ask the question: “why aren’t you with ABC Company anymore?”  They’ll give you the canned answer they’ve been developing since the moment they lost their job. If you’re a good interviewer, you won’t buy the first answer (I mean really – so you decided it was better off not to have a job – is what you’re telling me?!) and you will dig to see the hickey.  Hickeys are funny in that you really can’t take your eyes off of them, once you see them, but for those who can get by the hickeys, you might just find a great talent who is grateful for the second chance.

But, you also might find someone who just likes being in the back of that Chevy and getting Hickeys. You’re the HR Pro though and that’s really why your company pays your salary – to mitigate risk vs. the quality of talent your organization needs to succeed. So, you have to ask yourself, can you live with a Hickey?

Hiring for a High Give-a-Damn

Josh Zywien, the CMO of Paradox, made a great hire this past week and I sent him a note telling him so. I like to do that. He knows he made a great hire, but it’s always nice to get a note confirming your belief! If you don’t know Josh, you should give me a follow, he’s one of the good guys in our industry.

Josh responded to my note with a statement I wanted to share because it’s profound:

I like to hire people who have a ‘high give-a-damn’! 

I absolutely love that and told him I was stealing it!

What does hiring for High Give-a-Damn Mean? 

It’s one of those intangibles you know when you see it. Like porn. Hard to explain, but when I see it, I know what it is. High Give-a-Damn (HGD) individuals don’t just care about their job and their company. HGD is pervasive in all aspects of their life. You’ll see it come out in other ways away from their career as well.

The High Give-a-Damn Traits:

  • High attention to detail
  • Live an orderly life
  • Most likely, well-kept house, clean, probably makes their bed every single morning.
  • Classic fashionable dress style not to stand out, but you notice them
  • They say the right things and the right times
  • They can be counted on
  • Follow-through is impeccable
  • They give a shit about stuff that matters
  • Have a habit of taking care of their physical & mental self, more than the average person.

People with HGD don’t drive around in a messy car with a coffee stain on their shirt. They might not have a lot of money, but what they have, they take care of. They do more with less because part of HGD is not to waste resources, both professionally and personally. So, you take care of your stuff. Part of your ‘stuff’ is your personal self.

I’ve written about organizations “Hiring Pretty” in the past. About the scientific research that shows organizations that tend to hire more attractive people actually have higher results. There is a bit of this in HGD. Individuals with HGD most likely get the most out of the attractiveness they have.

It doesn’t mean the person has to be naturally ‘pretty’ but think of the time when you took that one selfie, that one time when you were feeling super cute, had that one hat on, the light was right and now it’s your favorite IG photo. Yeah, that, but now what if you did that every day? That’s HGD. “Felt cute, not ever gonna delete!”

Now, at this point, you might be saying, “Tim, all of this seems superficial. There is nothing here about skill or performance, about actually being able to do the job.” Yeah, I’m not only hiring for HGD and nothing else. This is about, what if I had three people who had similar skill level, education, experience? At that point, my tiebreaker is who has the most HGD?

Who is going to bring the most HGD to the team? Because in the end, when I’m going to war with my team, I want people who give a damn. Yeah, we might be making widgets for crackheads, but I still want people who want to make the best widgets for crackheads. People who want to make sure that crackhead has the best experience with our product and service. (Right now, Josh is like, WTF, how did I get in a Tim Sackett Blog Post with Crackheads!?)

Not enough Hiring Managers are hiring for HGD. In fact, as a society we kind of gone soft on HGD. We have this belief that you can be HGD in your personal life, but not your professional life, or vice versa. The reality is true HGD is always on or never on as a personality trait. You either give a damn about your life, or you don’t. I want to be around and work with people who are HGD.

You’re an Idiot if You Still Check References!

One thing really hasn’t changed in hiring in like fifty years. Before we hire someone, in certain higher-up levels within our organizations, we do this little dance. The dance is us asking you for “professional” references, that we must check before we can “officially” hire you, and you giving us such references, which are basically your friends.

Don’t think it’s a dance? Think it’s truly helpful in finding noticeably better talent? Answer me this one question:

How many candidates have you rescinded the offer to because they received a bad reference? 

Wait! WAIT! Let me first take a guess at your answer…Let me see thousands of candidates, hundreds of hires, divided by the square root of 73, and my answer is: ZERO!

I’ve asked this question to thousands of HR and TA pros, thousands of candidates and basically it’s like one out of a thousand, and even that “one” has a story! “Oh, sure, just last week Tim we rescinded an offer. So, we checked the references as usual, and everything came back that this candidate was Jesus-like, could walk on the water, all of that. But, our receptionist knew someone who went to school with this guy, who happens to know his girlfriend’s mother he broke up with two years ago and come to find out, he’s a loser!”

So, the references were fine, but…

Checking References in the traditional way that over 90% of organizations still use is a complete and colossal waste of time and resources! 

Look, I get it. It’s always been done this way, but the reality is this isn’t a quality of hire check, this is am I hiring someone who is stupid enough to not give me people who will at least say good things about me check. While you might still think that measure is valuable, it’s not. Traditional reference checking does not filter out enough candidates for it to be worth the amount of time and resources you put into it.

Now, I am a big fan of Reference Checking Technology, automated reference checking because this technology, on average, will eliminate around 10% of the candidates you want to hire, for very good reasons! Modern-day reference check technology is about helping you select candidates you see as technically a good fit, but you want to double-check the cultural fit.

Reference check technology also has a low resource impact. It’s automated so you aren’t having a real person track other people down to see how well you can all lie to each other. The questions that are asked, usually through email, are about a candidate’s preferences. I like to work in “X” way. The reference then is asked how they feel the candidate likes to work best on a spectrum of answers where both spectrums are positive. So, it’s hard for a reference to “game” the system.

Look, I hate calling you an idiot! 

I know you are checking references. Or at the very least, your executives think you’re checking references, because, let’s face it, they know nothing about hiring and science. They had their references checked back in the 1990’s, so they feel it’s something we must legally do or we’ll get fined or something. They have no idea!

Be better.

Stop checking references, manually. Start checking references using technology that will actually help you make a better hire. Also, don’t just take my word for it, or the word of one of the many reference check technology companies, prove it to yourself. Make some baseline measures you believe are important, test the technology on your next “X” number of hires, then check those measures again. Did you get better? Awesome. Did you stay the same or get worse? Hmmm, interesting, let’s dig into that! Continue to test and improve. Stop doing shit that makes you look like an idiot!

 

The Bad Idea Trap!

2020 wasn’t the best year for a lot of people and as such we have so much excitement and anticipation for what 2021 will bring, but we are cautious. Already in 2021, we’ve seen some hangover of 2020!

We believe that 2021 and into the near future will be a bit of a struggle for most organizations. Some character building years ahead of us. We’ve come out of a decade of growth, pandemic hits, and now we have some rebuilding to do.

I truly believe when tough times hit, we see the best in people. As professionals, we work harder than ever to get to the success we want. We come up with all sorts of ideas and things to try to get us back on top. Therein lies the problem.

You see, there is this funny phenomenon that happens, that has now been proven in science. Turns out, during bad times, we come up with more bad ideas than good ideas!

Why do we have more bad ideas than good ideas during hard times?

A great historical example (that might have some context to 2020!) was during the 1920s and 1930s. Extremely hard economic times in Germany led to the rise of the Nazis. I think we can all agree, 100%, the Nazis were a very bad idea. But, because of the awful economy, many folks thought the Nazis were a great alternative.

Turns out, depressions, pandemics, social uprisings, etc. Lead us to more bad ideas than good ideas. We start grasping at straws, believing we are trying to help. We are testing out stuff to see what works when we think nothing is working when in reality, we might actually be starting something worse.

To go along with this, when times are awesome, no matter what you do, you probably are less likely to screw something up. “Hey, we did this crazy thing and our sales were up 3%!” Great, maybe if you didn’t do that crazy thing your sales would have been up 10%, but now you think that crazy idea, that bad idea, actually was positive!

Great times cover up many of our bad ideas. Bad times shine a giant light on our bad ideas.

Why am I talking about Bad Ideas? 

2021 might be a ripe time for bad ideas! We all will be pushed and stressed to make things happen. Leaders are going to look for ideas. It’s our job to come up with ideas. Most of those ideas are going to be bad. Sorry, but that’s just simple math. Most ideas are bad, some are good, very few are great.

In HR and TA we tend to believe that our ideas, our projects, our programs, etc. don’t have a giant impact on organizations. Actually, they have more impact than you think, but it’s mostly long-term impact, not short-term. We want these ideas to have an immediate impact, but people and culture tend to take time.

That is why, in 2021, we have to be very careful about the Bad Idea Trap.

I want you to go out and test and try things but move a bit more cautiously out of the gate. Be willing to shut things down quicker. Be more aware of the timing and how your organization is doing. If your organization is killing it, great! Go have some fun, break some things! If your organization isn’t doing well, slow down, take your time, don’t allow yourself to be in a rush, even though it’s going to feel like you should be.

I can’t tell you how many times I’ve been in a large corporate meeting room with a bunch of people and some well-meaning executive starts off with “there are no bad ideas! Let me have them all!” Yes, there are bad ideas and the worse idea is a bad idea that is chosen to move forward!

Maybe our 2021 Slogan in HR and TA should be “Yes, there are Bad Ideas!”

My Momma Don’t Like You…

My Momma don’t like you and she likes everyone…

Do you like that new Justin Bieber song?  Yep, I’m a Belieber! Don’t hate. The kid can entertain!

How does this have anything to do with HR?  Come on, you know I’ll bring you back!

“My Momma don’t like you and she likes everyone.” Do you have someone in your organization that is a walking cultural fit filter?

I do. Her name is Lori. I call her LJ. She has been with us (HRU Tech) for over 20 years! True story we hired her when she was 18 years old, straight out of high school to be a receptionist. Married, mom of three great boys, she is still rocking it at HRU in a much more expanded role! Most days I think I probably report to her.

When we interview a candidate to work in our corporate office, LJ knows if the person will fit or not, without being in the interview! LJ is like Justin Bieber’s mom. She likes almost everyone. Easy to get along with, but most importantly she knows the HRU culture.  If LJ says the person won’t work, the person won’t work.

I think most organizations have someone like this.  No, it’s not you in HR or Recruiting. You think you know, but you fail constantly at choosing. Cultural fit filter people are on the front lines. They hear and see the crap that HR and Recruiting never get to hear and see. They know your true culture.

I’ve worked with organizations, that truly carried about cultural fit, that have added one step into their candidate screening process. It’s a cultural fit interview, with a cross-functional team on non-hiring managers, non-HR, non-Recruiting folks. It’s also a knockout screen. If you don’t make it past them, you don’t move forward.

Organizational fit has always been important, but organizations are beginning to put some real emphasis behind it recently.

I don’t worry about it much. I just ask LJ, she’ll let me know.

 

Hiring Managers! Job Seekers are only judging you on two things!

If you’re out looking for a job it usually feels like you’re being judged on every little thing you do, has done, or potentially will do in the future. Interestingly enough, a Harvard professor discovered you’re actually only judged on two things:

“People size you up in seconds, but what exactly are they evaluating?

Harvard Business School professor Amy Cuddy has been studying first impressions alongside fellow psychologists Susan Fiske and Peter Glick for more than 15 years and has discovered patterns in these interactions.

In her book, “Presence,” Cuddy says people quickly answer two questions when they first meet you:

 – Can I trust this person?

 – Can I respect this person?

Psychologists refer to these dimensions as warmth and competence respectively, and ideally, you want to be perceived as having both.

Interestingly, Cuddy says that most people, especially in a professional context, believe that competence is the more important factor. After all, they want to prove that they are smart and talented enough to handle your business.”

Trust and Respect.

I’ll add this is probably the two things you’re being judged immediately following the judging that gets done on your overall appearance, which is almost instantaneous! Let’s face it, we like to hire pretty people.

Once you open your mouth, you’re being judged on how well can I trust what this person is telling me, and can I respect their background, work ethic, where they came from, etc. Most of this is based on the person doing the judging, not you. I know, that sucks.

How do you help yourself?

1. Try and mirror the energy of the person who is interviewing you. If you come in all calm and cool, and the person who is interviewing is really upbeat and high energy, they’ll immediately question you as a fit.

2. Do research on who you’ll be interviewing with and try and get some sense of their background and story. Try and make some connections as fast as possible in the interview. This will help build trust and respect with this person. In today’s world, it’s not that hard to find out stuff about an individual. If HR sets up your interview, just politely ask who you will be interviewing with (the name).

3. Be interesting. Have a good story to tell, one that most people will find funny or interesting. Not too long. A good icebreaker to set off the interview on a great tone.

I tell people all the time. An interview isn’t a test, it’s just a conversation with some people you don’t know. We have these all the time. Sometimes you end up liking the people, sometimes you don’t. If you don’t like the people you’re interviewing with, there’s a good chance you won’t like the job!

Bad Hires Worse!

If I could take all of my education and experience and boil it down to this one piece of advice, it would be this:

Bad Hires Worse.

In HR we love to talk about our hiring and screening processes, and how we “only” hire the best talent, but in the end, we, more times than not, leave the final decision on who to hire to the person who will be responsible to supervise the person being hired, the Hiring Manager.

I don’t know about all of you, but in my stops across corporate America, all of my hiring managers haven’t been “A” players, many have been “B” players, and a good handful of “C” players.  Yet, in almost all of those stops, we (I) didn’t stop bad hiring managers from hiring when the need came. Sure I would try to influence more with my struggling managers, be more involved but they still ultimately had to make a decision that they had to live with.

I know I’m not the only one, it happens every single day.  Every day we allow bad hiring managers to make talent decisions in our organizations, just as we are making plans to move the bad manager off the bus. It’s not an easy change to make in your organization. It’s something that has to come from the top.

But, if you are serious about making a positive impact on talent in your organization you can not allow bad managers to make talent decisions.

They have to know, through performance management, that:

1. You’re bad (and need fixing or moving);

2. You no longer have the ability to make hiring decisions.

That is when you hit your High Potential manager succession list and tap on some shoulders.  “Hey, Mrs. Hi-Po, guess what we need your help with some interviewing and selection decisions.” It sends a clear and direct message to your organization we won’t hire worse.

Remember, this isn’t just an operational issue it happens at all levels, in all departments.  Sometimes the hardest thing to do is look in the mirror at our own departments. If you have bad talent in HR, don’t allow them to hire (“but it’s different we’re in HR, we know better!” No you don’t – stop it).

Bad hires worse, over and over and over. Bad needs to hire worse, they’re desperate, they’ll do anything to protect themselves, they make bad decisions, they are Bad. We/HR own this. We have the ability and influence to stop it. No executive is going to tell you “No” when you suggest we stop allowing our bad managers the ability to make hiring decisions they’ll probably hug you.

It’s a regret, I have something I will change. If it happens again, I won’t allow it. I vow from this day forward, I will never allow a bad hiring manager to make a hiring decision at least not without a fight!

The NCAA Transfer Portal in the New College Athlete Job Board!

If you are into college athletics, you have heard of the NCAA Transfer portal. If you are not into college athletics, basically the transfer portal is the technology used for an athlete of one school to let everyone involved know they intend to move from their current school to a new school.

There are over 500,000 student-athletes at NCAA sanctioned schools.

For the most part, we only hear about athlete transfers for the big sports of football and basketball, because that’s what the media covers, but it’s happening in all the sports.

So, what’s the big deal? 

Let me give you a quick history lesson. For centuries these NCAA schools have pretty much held all the power. Kids want to go to school to play sports, coaches at these schools recruited the athletes they wanted, and once they got that kid to sign his/her letter of intent that kid was basically stuck. Of course, they could leave, but if they did the transfer rules were so restrictive they almost always had to sit a year at the very least.

The coaches could leave for other schools, without any waiting period. Could be fired, etc. All the while the kid just had to stay and put up with whatever was thrown at them.

Recently though, the transfer rules have been relaxed allowing the vast majority of kids to transfer without having to sit out, if they are willing to give some reason that the NCAA feels are remotely close to being true and in the kid’s best interest.

“Oh, Johnny, didn’t get to play this year and he’s upset. Oh, his Mom is stressed out!? Well, we better let Johnny leave State U and go to HomeTown U so he can close to her and play football.”

So, yes, it’s become a complete cluster of movement!

What if this was your company? 

Now, I know what you’re going to say. Tim, this isn’t one company, this is thousands of schools that compete against each other, it’s just fair market dynamics at play. But, that is not quite true!

While we like to think of schools competing against each other, they’re all still staying in the NCAA! All the money is still being split up amongst the NCAA institutions. And just like a real company, some “divisions” are getting more resources than others, even though we talk about “equity” all the time!

HR gets less budget than sales because guess what, sales makes us money.

Football gets more resources than Men’s swimming because guess what?

D1 gets more resources than DIII because guess what? Turns out, some things are more important than others, or at least someone at the top made that decision.

This is more like one organization with 500,000 employees who all of sudden went out to all 500,000 employees and said if you don’t like your current job, or boss, or team members you work with, go ahead and apply for any job in the company, and we’ll let that manager determine if they want you or not!

Can you imagine the chaos?

All that said, I love it! 

The recruiter and leader in me love the transfer portal! I work hard to attract great talent and get them to sign on the line that is dotted. I then have this obligation to live up to what I sold this recruit on. If I don’t, I lose. If I do, well, that’s what the hell I was supposed to do, right?!

Too often, we are asking 17 and 18-year-old kids to make decisions on their life that isn’t reality. We wine and dine them, they show up to campus and learn that real life isn’t the recruiting trip. But then we expect them to live by this decision their adolescent mind made. This makes zero sense when you put into play that all these coaches lie and say whatever it takes to get them to sign.

Traditionalists in college athletics hate the transfer portal. They want it back to where they can control kids through a contract. I think this is the best, long term, for all involved. It is less likely you’ll have a few elite programs stash away all the great athletes. Once these athletes get to school and find out they won’t be playing any time soon, they can make a move that better fits them.

College coaches will have to be more transparent to recruits, or risk having a roster they need to rebuild each year. Kids will have to take more time to think about their long term future, or risk being seen as the kid who just jumps around when they don’t get their way.

This has all kinds of angles to corporate internal mobility! 

We love talking about internal mobility in corporate HR, but rarely can we point to organizations where it works great. Why? No, it’s not about technology. It’s about the same thing college athletes are facing. I thought I signed up for “X” and I got here and it’s “Y”, but oh, hey, great, I see “Y” over there in that department, let me move!?

Well, sorry, you can’t move, at least, not right now. First, you need to stay here for a year, and perform great, and get your boss to like you, and… “But, I just want to move over there and be great!?” Yeah, no.

It leads to the question, why don’t we allow employees to post and move jobs whenever they want? You hired them believing they would be great. They show up and almost immediately determine that the position they have isn’t right for them, but another one is. If you hired them believing they would be great, we should let them go be great, without waiting, right?

It’s messy. Like the transfer portal. Messy isn’t always wrong, it’s just messy as we work through it and figure it all out. The reality is, overall, the number is way lower than we think.

What is the Top Applicant Tracking Software (ATS) in the U.S.?

Okay, you guys know I love my guy, Rob Kelly over at OnGig and his team, for putting together data around the most used ATSs. OnGig recently released their latest report and I wanted to share some highlights and reactions.

First, let’s answer the biggest question – is this real? Yes, Rob and the team looked at over 1,000 companies and dug into which specific ATS they are using. Most were Enterprise level, but there were also a number of SMBs.

Here’s the breakdown: (click on the pic for a larger version)

 

Tim’s Reactions:

– In 2018, Workday had a 4.20% share in the enterprise ATS market. In 2020, that has grown to 21.92%, and they have thousands of customers going through and waiting on implementation. Workday has taken over the recruiting market at the enterprise level as of right now and I don’t expect that to change anytime soon.

– In 2017 Taleo’s market share was 25.51%, in 2018, 19.11%, and in 2020, 14.68%. Still a giant piece of the market, but it shows how Taleo didn’t react quickly enough to the changing marketplace to keep or grow their huge advantage. Keep an eye on Oracle Recruiting Cloud and the impact that will have for those Oracle customers looking to move to the cloud and away from Taleo.

– iCIMS share at 8.94% is extremely impressive, given they totally retooled their software over the past year or so, and basically pioneered the recruiting “App Store” marketplace concept which allows users to build an integrated stack with the features they want fairly easily. Also, this number doesn’t include many of the mid-market, SMB customers iCIMS have.

– Along with iCIMS, Greenhouse, SmartRecuriters, and Jobvite are all top best of breed ATS plays on the market and we are beginning to see this separation of organizations who are choosing the Best of Breed recruiting technologies, to those who are using the Giant HCM recruiting modules (Workday, Oracle, SAP).

What does any of this mean to Enterprise TA Leaders?

If I’m a current TA Leader working for an F1000 organization I better be ready to answer this question:

“Why can’t you, or can you, use the recruiting module for our large HCM stack?” 

Every single CFO, CIO, and CEO, if they haven’t already are going to be looking at their financial, operational, and supply chain stack and making a decision, most likely, between Workday, Oracle, and SAP (there are some others, but these 3 own 90%+ of the market).

These leaders are being sold on the power of one platform and the ability to leverage all of that data, and part of that decision will be HR and TA explaining the benefits and drawbacks of going enterprise module solution versus best of breed.

By the way, and this is very important, your input to this decision, as a TA and HR leader, will be weighted by the overall cost of the combined organizational solution and decision. Don’t be confused and think you are an equal player in this decision. The reality is, we (HR/TA) are not, as our portion of this contract is peanuts compared to the rest. The CFO and CIO are the big players, so if you want leverage around what you need, make friends fast!

Final Thoughts:

Many of you will not be given a decision on the TA tech stack you are given. I find that unfortunate, but that is a reality at the enterprise level. HCM Recruiting Module, best of breed ATS, an Excel spreadsheet, they all work, if we make them work.

Workday has a tremendous partner network with some of the most advanced recruiting technology on the planet. You can build a great Workday TA stack. You can build a very strong Oracle TA stack. The key is getting the decision-makers to understand, no matter what system you choose, the core ATS is only the foundational piece, and each of us will have other pieces that we’ll need to add to that stack to make it most effective for our organization.

Those pieces will cost money, on top of the money that is spent on the foundational ATS. Try not to allow yourself to be handcuffed with a new ATS (at any level) and be told this is all you get. Modern-day recruiting and talent attraction take way more than just an ATS.

One last shoutout to Rob and the OnGig team – keep up the great work!