Category Archives: Technical Recruiting

Cybersecurity is Teaching Organizations How To Fix Their Talent Shortages

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Cybersecurity jobs are the hottest thing on the planet. Hackers out to do bad are growing as fast as the need to combat them and at this moment the bad guys are winning!

Every single organization I speak with have needs for Cybersecurity talent, or they are in denial of their needs for Cybersecurity talent!

Here’s the main problem, there are basically very few formal programs teaching cybersecurity. You can’t go to your local state college and get a degree in Cybersecurity. Even if you’re lucky enough to have a program like that close, this is such a ‘new collar’ field that the supply can not even come close to keeping up with demand.

So, what are organizations to do?

Build your own! Old school is the new black! Remember when if you needed an Electrician, no you wouldn’t because it’s been decades, you wouldn’t go hire one, you would hire an ‘apprentice’ and basically teach someone how to be an Electrician, and for this training they would give you 35-40 years of great service and you would give them a Timex gold watch and a bad back!

Remember when if you needed an Electrician, no you wouldn’t because it’s been decades, you wouldn’t go hire one, you would hire an ‘apprentice’ and basically teach someone how to be an Electrician, and for this training they would give you 35-40 years of great service and you would give them a Timex gold watch and a bad back!

Cybersecurity is bringing back the modern day equivalent of solving a talent shortage by having organizations actually solve their own problem, and not wait for higher education to catch up and fix the problem.

The new modern day fix to labor shortages involve a number of things the personnel departments from the 1960s and 70s didn’t have, but in some ways are still trying to catch up with a modern equivalent of the old apprentice programs.

IBM is on the forefront of building their own Cybersecurity workforce and they’re basically giving you the blueprint to do this on your own.

Steps you should be taking to build your own talent:

Step 1 – Reexamine your workforce strategy. You better know what skills you need three to five years down the road, you’re too late for the skills you need right now. The only way to solve that current problem is through a big checkbook because you will have to pay your way out of that problem!

Step 2 – Get really close with your community. You’re going to need training help, so start investing in programs at the high school and community college level. Your money goes further in these places than at State U., and you’ll have more direct control. You need to build a recruiting base.

Step 3 – Own the local talent pool you need most. If there are local groups, you support them in every way they need. Bring in national level development opportunities for those skill sets and give it away for free. Build a complete talent ecosystem with you at the center. This isn’t to say you won’t let others in on your market, let’s face it, it’s simple supply/demand economics. If you’re all building this talent, the overall price will come down!

Step 4 – Build Apprentice 2.0 for your Company. This is heavy lifting and hard work, but it’s the only way you can fully build the talent you need. This means great training, mentoring, hiring manager and peer ownership, continual development and upskilling, etc. The difference between old school apprenticeships and new school is you can’t just grow them and forget about them, or they’ll just leave you and waste your investment.

Step 5 (but should probably be #1 but you wouldn’t have paid attention to it!) – Forget about 4-year degrees! Your unfounded need to have college graduates in every role is silly and now hurting your company. IBM has shown you don’t need to be this ‘traditional’ peg to fit in the round hole. You can actually redrill the hole in any shape you want if you find the right attitude and willingness to learn.

But, Tim, we don’t have the money for this!

You will either pay for this, or you’ll pay at least 40% more to lead the market in wages and steal talent. I tend to believe this is the cheaper and more effective outcome because if you grow your own talent from puppies, they tend to be really, really good at your business and your problems. Hired guns might have talent, but you still have the issue of getting them up to speed at a much higher cost.

Everything I Know About Recruiting I Learned from my 70 year old Mother!

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So, most of you know I’m the President of HRU Technical Resources. Most of you don’t know my Mom is the CEO!

She makes sure to point that out to me about once per month! Today is her 70th birthday. While it’s been a while since she’s been on the phone filling requisitions, to this day, she can not turn if off!

She started her technical recruiting company in 1980 when almost no women started their own businesses, and it’s been successful every year we’ve been in business. Through two major recessions, constant competitive pressure, and an every changing client environment.

She’s the only person I’ve ever met in business I would not want to compete against! How’s that for a role model growing up! She resisted, before resisting became in fashion!

So, I wanted to share some of what I learned about recruiting that she taught me:

– The recruiter with the most activity will almost always have the most placements. 99.9% of the time.

– Our clients are important, but if they ask you to work for free, you won’t be able to help them for too long. Only work with companies that value the work you give them.

– Talent is the lifeblood of our business. It’s the only thing that will differentiate you from the competition. Never forget that when you’re talking to a potential candidate.

– Following the process is important until it isn’t. Don’t allow it to get in the way of making placements.

– People don’t know what they can accomplish until they get pushed. It’s your job as a leader to push them to their limits so they can see how great they can be. (Sounds like Bobby Knight, right!)

– Balance is never really the issue. If you’re successful you have all the balance you want. If you’re not successful balance shouldn’t be your biggest concern.

– Candidates always tell you why their great, or why they suck. You just have to keep them talking and ask the right questions.

– If you ever feel that a candidate has a red flag, ask the question. The embarrassment is not them having to answer the question, it’s you explaining to the hiring manager why you didn’t ask the question!

– The best thing you can do is turn down a client’s requisition when they’re completely unrealistic about what they want. It’s a waste of your time, and they think you suck for not filling it. Most recruiters won’t turn them down, when you do, they’ll want to know why. That’s the conversation you really want.

I could go on all day like this! The learning never stops. Running a business your mother started is tough. I’ll never run like her, and it’s taken us both a long time to understand that’s okay, as long as the core of what she’s taught me never changes.

Happy Birthday, Mom! Yeah, yeah, I’ll get back on the phone!

 

 

I Can’t Make You Recruit!

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My mind is still racing after coming back from SHRM Talent this week! So many great conversations I had with TA leaders and pros. I actually think the level of conversation at functional specific conferences is higher because everyone is feeling the same pain!

It’s not to say a conference like SHRM National can’t be great, but you’re surrounded by HR and Talent pros with dozens of specialties and focus. At SHRM Talent you basically had the majority of the attendees focused on how do we attract and hire better talent for our organizations! That leads to great open dialogue and connection. I came back to the office super energized!

I have to share one specific conversation I had. Great, passionate TA leader approached me with a problem she was having. She was feeling a little beat up, not as successful as she wanted her function and team to be, probably didn’t have the respect and influence she deserved for the challenges they’re facing. Her question was this:

“How do I get my recruiters to recruit?” 

It was simple and honest.  The easy answer is a performance management discussion but I knew what she was really asking. It’s a dilemma most TA leaders face right now. Our organizations are pushing us for more talent, and yet I don’t really have team and technology to provide what they want!

My answer to her was also simple and honest.

“You can’t.” 

Okay, I expanded my answer because you know I love to give advice! I explained that most likely I’m guessing you have some really lovely, caring, company people working on your team that love working for you and love what they do. She said, “that’s right!” I’m  also assuming these people are administering a recruiting process, but they’re not actually recruiting. “Right again! That’s my problem!”, she said.

Here’s what I know after twenty years in talent acquisition. If someone doesn’t want to change, nothing I do will get them to change. Making someone recruit who doesn’t want to recruit, won’t work. Never has, never will. You have to want to recruit, really recruit, to recruit. No, not what you think recruiting is, what actual recruiting is!

So, I said, here’s what I would do and laid out a plan of how I would change process and activities and hold them accountable. I also said more than likely most won’t do this and they’ll quit or fight you until you fire them. If you’re lucky you might get one or two of your “Farmers” to turn into a “Hunters”. But, my experience has been most will refuse to change, while telling you they’re desire to change!

I don’t have the time or capacity to get someone to change. Either they truly care enough to change, or they don’t. There’s no middle ground because I need to change what we’re doing, and I only need people on the team that can now do the new requirements of what I’m asking.

What I find is most TA leaders die trying to change their non-recruiters into recruiters. And by die trying, I mean they eventually quit or get fired, all the while their team keeps doing what they want to do. You can change the people, or you can ‘change’ the people.

I can’t make ‘you’ recruit, but I can find people who want to recruit.

Why Hasn’t Employee Referral Automation Caught on? #SHRMTalent

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I spoke at SHRM Talent this week. One of the best corporate recruiting conferences around. Many people don’t believe me when I tell them, but the content, speakers, and audience are really engaging.

TA Tech companies and vendors haven’t caught on yet to the new SHRM Talent. Most corporate TA pros I spoke to might not have million dollar budgets to spend, but every one of them had decisions making over tens and hundreds of thousands of TA budget dollars!

It’s becoming one of the favorite conferences because the audience of corporate TA pros and leaders are very open to wanting to learn and get better. Their questions are genuine and the truly want to learn how to improve recruiting and talent attraction in their organizations.

One topic that I bring up during my sessions as the most under-utilized TA technologies on the planet is employee referral automation. Jobvite created the space, others followed, like RolePoint, Zao, Gooodjob, etc. Still, main stream corporate TA tech in mass aren’t using employee referral automation. It’s one of the great mysteries in the TA space for me!

When you ask corporate TA pros and leaders what their top source for talent is, employee referrals will always come in the top 3. When you ask what is the highest quality of hires by source, employee referrals are almost always number one! When you ask how much money have you invested in increasing employee referrals, it’s almost always $0!

So, help me out, what am I missing?!

The SHRM Talent audience told me I wasn’t missing anything, they just simply didn’t know this technology was available to them! Jobvite was in the expo hall, but mainly they were selling ATS, not employee referral automation (huge miss, but I know ATS margins are bigger than employee referral automation!). 97% of my audience weren’t using this tech, but almost all had an interest in learning more.

It’s really a zero-budget buy for most companies! If you use this type of technology you can basically get rid of your referral bonus program and your numbers will still go up on employee referrals. So, there’s the money you need to buy the tech that will put your employee referral program on steroids!

Truly, the bonuses per referral are not needed! You will have to actually begin recognizing those who do refer in your company, but almost all employees will refer people to your organization without a monetary gain! Also, increasing bonuses does little to actually increase the number of referrals you get.

So, why isn’t the vast majority using this tech?

First, they aren’t being sold this technology. Most corporate TA pros and leaders buy because of what is being sold to them, not necessarily what they need.

Second, I’m guessing the companies that sell this tech are for the most part fairly weak at marketing because it seems like a pretty easy sell to the groups I have in front of me!

Third, most corporate TA pros and leaders just have no idea this tech is even on the market for them, and if they do, they believe it’s too expensive to purchase.

They’ll spend a million dollars on LinkedIn and Indeed, but not $50,000 on technology that gives them more hires of their highest quality source?! There’s a major disconnect here on both sides of the market, which means there’s a giant opportunity for a company with a great brand with great tech that can make it simple for corporate TA leaders.

 

 

Learn how to give the best IT interviews on the planet!

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Tomorrow (Tuesday, April 18th at 2 pm ET) I’ll be talking IT Interviewing on a Recruiting Daily webinar sponsored by eTeki – Register Here! Most organizations suck at interviewing IT talent. I think there’s a better way!
It takes tech expertise to properly gauge tech competencies and experience and let’s face it most recruiters fall short in their capacity toTim Sackett eTeki
interview for the nuances of these specialized IT roles. You and I know this, but hiring managers struggle to understand why Talent Pros will never really be able to tell them if someone is a great coder or not!
Attend this webinar and I will show you a number of things you can start doing immediately to increase your ROI! Plus, you’ll hear from real talent leaders in the field who have already put a number of these ideas into place and hear about the success and struggles they had in launching this process.

Learning Objectives:

  1. Learn five ways successful companies are doing technical interviews differently to choose great talent.
  2. Design a technical interview process that attracts talent, and learn the things that turn off technical talent in an interview.
  3. Develop an interview strategy for technical talent that will increase your hiring manager satisfaction.

 

This webinar is designed to show any Recruiter and Recruiting leader (Corporate, Agency, RPO) a better way to interview technical talent, increase hiring manager/client satisfaction, and increase the influence and expertise your team brings to your organization.

The New Definition of “Passive Candidate”

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Okay, we get it, Mrs. Hiring Manager, you want passive candidates!!! We’ll get right no that…

Passive candidates are the holy grail of candidates, right? Untouched, virgin, pure as the driven snow, fresh meat that has yet to be soiled by the dirty hands of another recruiter. If I could find a way to mainline passive candidates right into my system I’d be the best recruiting junkie on the planet!

Do you even lift bro? I mean, do we even know what the hell a passive candidate even is anymore?

The Passive Candidate Definition from ten years ago:

“A Passive Candidates is someone who is being considered for a position but is not actively searching for a job.”

So, are we buying this today?

If so, it seems like we then need to define “actively searching”. The only candidates I know who are ‘actively searching’ for jobs are candidates out of work, working in a job that isn’t their chosen career (Communications grad from B-level university, selling cell phones in a strip mall), or about to be fired from their current position.

If those are the actively searching candidates, that makes almost everyone else Passive! I don’t think our definition of Passive Candidate matches that of our hiring managers current definition of passive candidate! I think they would say anyone who is searching for a job, passively or actively, is not really passive.

So, why do we see this differently? Well, this is a bit of marketing that TA played on the hiring manager to fill positions. “Hey, Tim is a great ‘passive’ candidate, I found him on LinkedIn, he didn’t even ‘apply’ to our job! You have to interview him!” The ‘he didn’t even apply’ is like crack for hiring managers, who now believe you found Tim locked away in a vault at your competitors that has never seen the light of day.

The reality is a bit less sexy! Tim has been on LinkedIn for three years trying to get out of dead end company he’s been working for, but Tim sucks at networking and finding jobs, so he is just waiting around to be trolled by a recruiter, and he applies to jobs every week, just hasn’t applied to your job!

Let’s be honest with each other. If someone has posted a resume online, err, professional profile, they’re on the market! They might not be actively applying to jobs on a daily basis, but we all know they’re open for business. Someone can’t be passive that has a presence on any of the job boards (Monster, CareerBuilder, Indeed, LinkedIn, Dice, Zip, etc.).  They also can’t be passive if they actively applying to jobs, but just haven’t applied to your job!

So, the new definition of Passive Candidate should probably be:

“A Passive Candidate is someone you find through various methods who is not on the job market in any way.”

That means you might contact someone in your ATS database who applied for a job with you three years ago, but they are currently happily employed and totally off the job market radar. That’s a Passive Candidate. The referral your employee gave you for a former coworker that you can’t find anything online, and they tell you they’re not looking for a job. That’s a Passive Candidate.

A passive candidate isn’t someone you found who just hasn’t happened to think about applying to your job, yet. They actually might be the most active candidate on the planet, who you just happen to run into.

We know a truly passive candidate when we speak to one. They’re a bit nervous. A bit surprised. A bit flattered. You can tell they’re not used to talking to recruiters and feel guilty talking to you. This is the person you’re hiring managers are asking for when they say they want a passive candidate.

This isn’t to say passive candidates are better. That’s an entire another post, but let’s not act like we are providing passive candidates when we aren’t.

Honestly, You’re Not Disrupting Recruiting!

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So, there’s a ton of TA Technology on the market that is claiming to ‘disrupt’ recruiting. The recruiting they are claiming to disrupt is the agency recruiting game, for their ‘ever so thankful’ corporate talent acquisition ‘partners’. I’m going to name them, new ones crop up every day it seems, but I won’t give them the extra publicity. Here’s how their sales pitch goes:

“Hey, We’re disruptive! We’ll save you 70% off your cost per hire, just use our technology! Did we mention WE’RE DISRUPTIVE! Yeah!” 

That’s honestly the sales pitch. The reality is a little less flashy and entirely different story that real corporate talent acquisition leaders aren’t buying. Why? These disruptors are building their 70% sales pitch on agency fees as your cost per hire.

It works like this:

1. You can’t fill a position.

2. Agency can for 25% of the first-year salary on a $100k job.

3. Thus, your cost of hire is $25,000.

4. We’ll do it for $7,500!

The reality is, these tech companies are frauds. The true cost of hire for a direct hire for most organizations is less than $7,500. So, no one buys your disruptive pitch of savings. What you’re truly selling is a ‘discount’, not a technology disruption, and your soft-math is all wrong. Your ‘technology’ is basically an automated version of what an agency does (but less effective), offered at a discount.

To be fair, if you have no ability to recruit internally and you use a ton of agencies and have a huge agency spend, this might help you save some money. But, it’s a band-aid for a bullet wound, not a disruptive solution.

Discounting is a crappy world to compete in because you can never get out it. Once someone gets a discount, they always want a discount or more of discount. If discounting is your business model, you need to get out of that business.  Take a look at every single retail organization that has ever gone out of business. It started with discounting.

Okay, I’ll give you that you’re disrupting bad recruiting. I’ll give you that. But, guess what, no corporate TA leader I know likes the awful Indian-Call-Center recruiting models anyway. It’s the lowest common denominator in the recruiting world. We don’t need more of that, we need less of that.

Do you really want to disrupt recruiting?

Help TA leaders truly become better in understanding the technology that will actually help them hire noticeably better talent. Don’t just take advantage of them a little less the next company. Help them build a stack and a model where they don’t have to rely on outside organizations to do the hiring for them.

There’s some really good TA Tech on the market doing this. That’s the disruptive stuff – folks like Lever, Clinch, Smashfly, HireVue, Outmatch, Role Point, Greenhouse, Textio, Jobvite, Text Recruit, etc. (plus a ton of others I reviewed on my weekly  T3 tech blog series)

These organizations aren’t trying to take advantage of your ability not to be able to hire the talent you need, they’re trying to partner with you to make you self-sufficient. That’s disruption!

So, yeah, I run an agency. A post like this probably doesn’t help my business, but I can’t stand to see these upstarts try to sell themselves as technology when they’re not. Also, I do contract work, I don’t want your direct openings! I want your contingent openings!

Happy recruiting this week!

Association of Talent Acquisition Professionals (ATAP) first Board Meeting

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This week the Association of Talent Acquisition Professionals (ATAP) Board (of which I’m apart) met for the first time, live, and in person in Atlanta. There hasn’t been an official launch yet of ATAP, but the work continues to make this association the one global talent acquisition association that all recruiting professionals will turn to.

What the heck is ATAP? 

ATAP was founded originally by Ben Gotkin and Gerry Crispin, and then with a ton of help from a whole host of great TA advocates! ATAP was founded on the belief that talent acquisition, as a profession, needs an organization (like a SHRM) to support “US”, the TA Pros and Leaders that work in corporate environments, agencies, RPO, vendors, etc.

What the heck did the ATAP board and Executive Director Ben Gotkin (plus Gerry Crispin) do this past week? 

So, for over a year a ton of folks have put in a ton of work to get ATAP to the position it is now, which is basically build a complete foundation of an organization. That’s not easy! And this group brought ATAP into existence and gave it a soul.

The board and the Executive Director is tasked with building a Talent Acquisition specific association that meets all the needs of the stakeholders in talent acquisition. As you can imagine, just deciding on what the hell that means is a big job!

There are a number of critical things on the agenda that need to be addressed. First, you can’t have an association is you don’t have money! You don’t have money without members and/or sponsors. Why would someone want to be a member of ATAP?

That’s no small question. When you ask an HR Pro why they are a member of SHRM, they can rattle off a number of reasons. All those reasons were built over time, SHRM wasn’t launched with resources, certifications, advocacy, etc. But, you need to start somewhere!

ATAP is looking to do all those things you expect from a modern day association that represents your professional field. We need to build a complete body of knowledge for talent acquisition. We need to build a code of ethics for our profession. We need to build resources for our members.

We need to decide which pieces add the most value to our members, now and in the future, then prioritize that work. We need to do all of this with a current 100% volunteer organization, that can’t stay that way for long if we really want to gain traction and do really cool stuff for members.

How can you help? 

First, you can become a member! Becoming a member puts you in a position to be able to shape the future of ATAP and the future of talent acquisition. We have a ton of work in front of us, and we need TA pros and leaders who are passionate advocates of talent acquisition who want to volunteer and give back.

Second, join the conversation around a number of committees we’ll be launching over the next 90 days and once you become a member join the ATAP Facebook Group to give us feedback on many items we’ll be putting in front of our membership.

Third, spread the word. This is a grassroots organization that will not be successful with you. If you’re a TA leader, have your entire team join. If you’re a vendor consider being a sponsor of ATAP. For everyone, raise the conversation around how we (all of us) make recruiting better and a profession we are proud to be a part of.

I’m leaving Atlanta so energized and excited. The board of directors for ATAP is a ultra-passionate and diverse group of individuals that truly represent our profession. I’m proud to be a part of this future!

New Recruitment Marketing Group on Facebook! #TransformRM

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Recruitment Marketing is one of the hottest concepts on the planet right now! We all have the exact same issue right now and that’s being able to attract the right talent to our organizations.

Employment branding took off a few years ago as we came out of the great recession and there are some great things that have been happening in that space. Recruitment marketing, though, is a bit different than employment branding.

What’s the difference between Recruitment Marketing (RM) and Employment Branding (EB)?

  1. EB is who your are. RM is your complete message you want to get in front of candidates.
  2. EB comes first. RM comes next, and it’s all the technology and process it takes to get that message in front of candidates in a space and a time when they’re ready to consume that message.
  3. You own your RM. You don’t always own your brand. Many times outside influences have part ownership of your brand, but they’ll never own your RM!

This isn’t a competition between EB and RM, you actually need to do a great job at both! You also need to understand the differences between the to, as you could be great at one, and bad at the other.

I’m part of a group of Recruitment Marketing leaders who decided to get together in a space where we could all share our knowledge of RM. This group first came together last year at the recruitment marketing conference Transform in Boston.

We wanted to find a way to keep the conversation going all year, so we’ve decided to start the Facebook Group: Transform Recruitment Marketing Facebook Group.

Come join. It is a ‘closed’ group, just because we want to make sure it doesn’t turn into a spam group, but you can be assured myself and Shaunda Zilich (Employment Branding Leader at GE) will approve you to join the conversation!

What can you expect from this group?

– Connecting with great talent acquisition folks from around the world, willing to share their successes and their failures, helping us all get better at attracting the talent we need.

– Me sharing the latest and greatest things I find on the planet as it relates to the recruitment marketing world.

– A willingness from all the members to interact and share.

So, come check it out, we just launched this week. I can’t wait for the conversations to begin!

Dear Timmy: How can I best incentivize my corporate recruiters?

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Dear Timmy,

I have a team of corporate recruiters who we pay salary and then they also get paid a bonus amount for every individual you hire. When I read your post “The Corporate Recruitment Incentive Program” at Fistful of Talent, I was encouraged we are doing the right thing. But, I have an issue. From time to time we go through periods of time when we have no hiring needs or a hiring freeze. During these times the recruiters feel shorted. How

But, I have an issue. From time to time we go through periods of time when we have no hiring needs or a hiring freeze. During these times the recruiters feel shorted. How do I incentivize them during these times? My recruiters all work remotely, hire very specialized talent, and it’s fairly low volume around 15 hires per recruiter per year. The average salary is around $150K, plus bonus.

Thanks,

Corporate TA Leader who gets it

Dear Mrs. Gets it,

Will you please hire me!? No, I mean it. I will come to work for you for only the $150K and no bonus!

So, I hear you. It’s all relative to the market, location, industry, etc. I kid about wanting a job with you, but only slightly. Very few recruiters in the world make $150K working from home making 15 placements per year in a corporate environment where all of their overhead is paid and they have a great benefits package.

So, step one of finding the right incentive would first be to understand why these recruiters feel ‘underpaid’. You might be lucky and have all rock star recruiters who are the top in the field, but I doubt they are all that level. So, then I would ask myself, is this a team incentive issue, or do I have an outlier who is truly worthy.

All that being said, your problem is a real problem if part of your compensation plan for your recruiters is to be paid by hire and you have no hires to be made!

Here are some suggestions:

– If you look at your normal hiring pattern and it’s consistently at a certain level, work your bonuses into an average hire scenario. Then give your recruiters some education on how to budget! Look you first quarter might be giant, but you better know every second quarter sucks for hires, so your bonus will be low.

– Instead of compensating by hire, maybe compensate by activities that lead to hires. Thus, just because you don’t make hires, doesn’t mean the recruiters need to stop doing all those great things that fill the pipeline. The hard part about this is it will probably drag down your candidate experience as candidates won’t be too happy to be strung along and never get hired!

– Are there other valuable activities your recruiters can do in low hire situations? I love to focus on retention and the activities that increase retention. Maybe there are project related completion bonuses you can use during these times to get some things done that have been put on the back burner, but you really need to get done now that you have the capacity.

– Ask your hiring managers for suggestions. I’m always pleasantly surprised by some of the suggestions I get from hiring managers on what my team can do for them, to help them out, even if they feel it’s not recruiting related. Many of the projects they have can be done by recruiters as well, plus it gets your recruiters more integrated into the business.

Hope this helps! Please hire me.

Tim