Category Archives: The HR Rules

Why Won’t Your Employees Go See The Doctor?

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So, we have few major psychological issues that come into play when drag our feet in not going to see the doctor when we need to.

1. We don’t have the time! Ugh, these doctor offices are all run by former DMV or post office workers who were fired for poor performance in being too slow! We know if we go to the doctor’s office we’ll miss a half a day or more of work.

2. Yuck, sick people! Apparently, doctor’s offices are filled with sick people. You’re sick too, but just not that sick! I’ve got a cold, I don’t want some disease I’ll die from!

3. What if something is really wrong with me? I don’t want to know! I’m always surprised by this but it’s an actual thing. People would rather ignore a serious health issue, then to actually deal with it.

I’m definitely a number 1 & 2 person. I don’t have the time and I don’t want to be around sick people. So, going to the doctor is basically an ambulance ride for me! Meaning, I’m not going unless they drag me out in an ambulance!

That’s why I fell in love with seeing a doctor on my iPhone! One of the coolest things I’ve done in a while! Check it out:

If you haven’t tried it with your insurance company, you need to! So, simple. So, fast. It’s life changing for people like me!

Hit me in the comments about your experiences. Also, I would love to hear the kinds of things people have used this service for. Mine was a simple sinus infection and some antibiotics. The early adopter in me wants to know how far I can go with this service! Can I meet with a therapist and get an Adderall script? What about Viagra? I don’t need it, but a bet a bunch of dudes would rather do this over the phone than in person!

The early adopter in me wants to know how far I can go with this service! Can I meet with a therapist and get an Adderall script? What about Viagra? I don’t need it, but a bet a bunch of dudes would rather do this over the phone than in person! What about back pain? Can I get narcotics over the phone? That could be a game changer!

3 Ways to Get Rid of an Overpaid, Underperforming Employee

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One of the biggest issues we face as HR Pros is trying to get rid of our overpriced employees.  Let’s be real, we made our own bed with this issue!  We were the ones going to our ‘comp’ guy, going “No, we have to go over the range, this talent is worth it!”  Now you’re living with an employee making $20K more than the rest of team and all hell is breaking loose!

To be fair, we aren’t the only ones who do this.  Pro sports are classic for overpaying talent.  You sign a player to what looks like a great deal, but by year 4 or 5 all of sudden you wonder how do we get rid of this stiff!

This happened recently with the NFL’s Houston Texan’s in the signing of Brock Osweiler. Osweiler played great for a few games with the Denver Bronco’s behind an injured Peyton Manning, and when Osweiler became a free agent the Texan’s offered him a four-year, $72 million dollar contract.

He then fell to earth and showed his short success in Denver wasn’t a trend as he performed way below average and the Texan’s were forced to trade him to Cleveland in hopes of salvaging anything from this bad signing.

Let’s assume your overpaid employee isn’t horrible but has become just average.  Sound familiar?

How do you get rid of an overpaid, high priced, average employee?  I’ve got a few ideas:

1. Buy Out/Severance/Job Elimination – These aren’t all the same but these can be used to help you with this issue. For those HR Pros who have never used these options, you’re missing out.  Let’s be clear, it costs money but it also gives you legal protection and gets rid of a problem very quickly. Don’t blow this option off, you would be shocked at what amounts of money an employee would accept to go away.  Start low in your negotiations! Make sure you work with legal to get the right paperwork drawn up to protect yourself against future litigation!

(I’ve been able to get middle management levels folks to go away for $25K!  A huge positive impact with the team, productivity, engagement, etc.  Best $25K I’ve ever spent)

2. Put them in a box – Most of our leadership teams suck at accountability. To get rid of an overpaid person you need to turn up the accountability to an uncomfortable level. This usually pushes them out the door. You can’t let off the gas with this tactic. You really have to follow up on the accountability until the person bails.  This can be painful and loud, and usually isn’t the cleanest way to get rid of person. If they’re smart, they’ll know exactly what you’re doing and could cause further problems then your overpay issue! Ironically, most HR Pros use this technique, over all else.

3. The Breakup Conversation – I’ve also had some good success having the breakup conversation.  Face-to-face, nothing in writing, close the door and just get ‘real’.  “Tim, we need to talk. You’re making $20K more than the next highest person on the team, and you’re not delivering that level of compensation.  We’ve got to do something. That could be you leaving in some form, or what do you think?”

I’ve been amazed what my overpaid workers have come up with in terms of possible solutions.  I’ve had people retire after these conversations. They’ve put themselves into a tighter box than I ever would have created. They even offered up taking a pay cut because they love the company and the job and realize ‘we’ made an error and it’s become a problem.  I’ll be honest, in my career pay cuts rarely work out so be cautious using them, but breakup conversations can lead you to a solution!

Working from Home is One Big Lie!

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Right now every single one of your employees is saying they would prefer to work from home! You’re doing everything you can to add work-at-home options to as many roles as possible, because this is the single hottest trend in workplaces, and it’s the only way you can attract talent to your organization.

By the way, it’s a big lie!

Actually, you have a very small percentage of employees who are saying they want to work from home, but they’re very loud and vocal, so it sounds like everyone. You also have a very small number of roles within your company that can be effective as a work-at-home role, based on a number of issues specific to your organization and your roles.

When you do the math of a small number of people who actually want to work at home and the small number of roles you have that could do this, you don’t have a real problem. You have a made up problem.

How do I know this?

Because most work-at-home people are actually choosing to ‘rent’ shared outside-the-home workspace. Organizations like WeWork and Factory are exploding in the co-working space. These are shared workspaces for the startup generation types, who are mostly working as individual contributors but want to be around other people who are also working.

In every mid-sized to large-sized city, you can find coworking organizations who are offering space. Why? Because this is what people want. They actually get motivated to be around other people who are working.

Working at home in your underwear sounds great until you get beyond the vacation phase.  At first, working from home seems like this great idea. All the freedom to work when you want, with little distraction, and ultimate flexibility. What most people find is this ultimate ‘freedom’ is something they are not very good at.

Working at home is one GIANT distraction. Oh, I should throw that load of laundry in. Hey, who’s driving down my street? Why does my neighbor wear Crocs outside to get the paper? I should make a good lunch today, then go for a run. Is that laundry done? Okay, Rocky, I’ll let you outside again, but I can’t play right now, I need to work!

Everyone believes they can work from home. 100% of people. About 2% of people are actually effective at working from home. What you find is 98% of people have almost zero self-insight into themselves. Being in a structured work environment actually, helps them be more productive, get things done, and meet the needs of the role you’re paying them to do.

Work-at-home and being flexible are two very different things. Being flexible means allowing an employee to add in some personal stuff that needs to get done during the day, knowing they’ll meet their work obligations without issue. Don’t confuse these two things. Being ‘flexible’ with your employees doesn’t mean you need to go full work-at-home mode.

What you’ll find is the employees will love it, you’re managers will hate it, and less work actually gets done.

Now, wait for the comments, because the work-at-home set lose their minds on posts like this! Why? Because they’re working from home and have time to read blogs about how they shouldn’t be working at home!

Free Frozen Yogurt is Always a Great Union Buster!

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If you’ve read any of my posts over the past five years you know I really don’t think too highly of unions. Unions today, especially the UAW, are basically in bed with major corporations, doing almost nothing for the members that pay their dues and keep them in business. Which is why I loved Elon Musk’s response when the UAW came knocking on Tesla’s door.

The Tesla CEO also lambasted the efforts of the United Auto Workers union to unionize Tesla employees at the company’s factory in Fremont, California, calling the organization’s tactics for doing so “disingenuous or outright false.” Musk alleged that the UAW’s “true allegiance is to the giant car companies, where the money they take from employees in dues is vastly more than they could ever make from Tesla.”…

Musk’s email includes a point-by-point rebuttal of a number of Moran’s claims. Regarding long hours, Musk said overtime has actually decreased by 50% in the last year, and that the average employee worked 43 hours a week. Regarding compensation, he noted that Tesla factory workers earn equity, and therefore, over a four-year period, earned “between $70,000 and $100,000 more in total compensation than the employees at other US auto companies.” On issues of safety, Musk said Tesla’s incident rate is less than half the industry average, and noted that the goal is to be “as close to zero injuries as possible.”

“There will also be little things that come along like free frozen yogurt stands scattered around the factory and my personal favorite: a Tesla electric pod car roller coaster (with an optional loop the loop route, of course!) that will allow fast and fun travel throughout our Fremont campus, dipping in and out of the factory and connecting all the parking lots,” Musk wrote. “It’s going to get crazy good.”

Don’t underestimate the power of free frozen yogurt and roller coaster rides through the factory!

Unions prey on your employees who are disgruntled. We all have them and there’s really nothing you can do about it. What you can do is continue to provide great communications to your employees about what being union-free means to them as workers, and what it doesn’t mean.

Unions lose their power the more your workers are actually educated. When they know the facts (not the alternate facts!) about what truly happens in today’s world when a union takes over a plant. This isn’t the 1940s. Most organizations today, and for sure Tesla, are competing for the best talent against their competition. This forces them to be competitive with wages, benefits and even frozen yogurt.

Where most of us fail in leadership, and this is traditionally how most organizations worked to remain union-free, was you became Fight Club! The first rule in being union-free, is to not talk about being union-free, especially with employees! This actually puts you a catch up role and you look behind the eight ball when unions come knocking.

All of sudden they have the upper hand, because you allowed them to talk about unions with your employees first, so your employees are naturally going to believe them over you. If this isn’t a big deal, why weren’t you talking to us about it?!

I think most employees today get that voting a union in your shop isn’t all rainbows and butterflies. You have to have a really bad work environment for anything to substantially change. What most workers today see when a union is voted in is the immediate payment of dues, and not much more!

How to Create an Employee Handbook that Doesn’t Suck!

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At every single company I’ve ever worked for, at some point in my tenure, I’ve gotten yanked into helping in some way rewrite the employee handbook. I’m sure most HR pros have been in the same boat!

There’s really only two camps when it comes to employee handbooks:

Camp #1 – We’ve had the same employee handbook since the beginning of time. It’s written on stone tablets.

Camp #2 – We rewrite our employee handbook each year because it’s the most important document on the planet.

The problem is both camps usually write the employee handbook that reads like a welcome packet to prison! If you forced candidates to read your employee handbook before actually accepting a position with your company 99% would decline your offer!

Gusto, an SMB HRIS provider, recently sent me a copy of a 54-page guide they put together to help organizations develop an Employee Handbook that is actually readable and engaging for your employee. It’s a really solid resource and after reading it, I’ll also pass along some of my own advice on how you can make your Employee Handbook not Suck:

1. Tell Your Story. If you can write your employee handbook in story fashion, people will actually read it. I know, I know, that takes creativity and you’re in HR and not creative! Someone in your organization is a storyteller. Have them help on the story, and you help on all the details you need to make sure get into the handbook.

2. Give them the ‘why’. We put some really dumb rules in our handbook that don’t seem to make any sense. Just give them the why. It might not make the rule any less dumb, but at least they’ll know. “No sock Thursday is because our CEO has an ankle fetish. Yeah, we know it’s weird, but it is what it is.”

3. Engage a graphic designer. Color and pictures matter to the readability of your handbook. Make it look pretty and engaging and that might cover up some of the boredom of the legalize we are required to put in our employee handbooks.

4. Use your handbook to communicate your culture. Your real culture. Don’t have a funny and engaging handbook when you have a buttoned-up culture, it sends a mix message. Also, don’t write this boring legal document of a handbook if you have “No Pants Wednesdays” in your office. It doesn’t fit your culture!

Gusto is giving their Handbook How-To Guide out for free in a download. Check it out, it has some really good information. They didn’t pay me to say this, I just liked it and wanted to share (that shouldn’t stop them from sending me these new Nike LunarEpic Low Flyknit 2‘s in size 9 as a thank you!).

 

 

Why do you still give out performance ratings?

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Let me give you a quick breakdown of how 100% of your employees feel about the performance rating they will receive this year:

Performance Rating on a 1 (you suck and should be shot) to 5 (we couldn’t live without you): 

Rating of 5 – 

The message you were trying to send: “We value your contribution. You go above and beyond. You are a top employee. Keep up the great work. We hope others follow your example.” 

The message the employee actually received: “Yeah, I know I’m the best, and now you better pay me or I’ll take this awesomeness on the road to someone who appreciates it!” 

Rating of 4 – 

The message you were trying to send: “You really increased your performance this year. We love having you on the team. There are still some things you can do to be great.”

The message the employee actually received: “Why am I not a 5!? What the hell! I’m way better than every other person on this team. You suck, this job sucks, I knew I should have worked at the other place.” 

Rating of 3 – 

The message you were trying to send: “You’re meeting expectations for the position. We are thankful for that and your input to the team. We would love to help you strive to reach your goals with us and we have some suggestions.” 

The message the employee actually received: “Why do you hate me? I’ve given you everything. I bleed for this company and this is how I’m treated? I better than most people on this team!” 

Rating of 2 – 

The message you were trying to send: “You’re underperforming for the position, but we really think we can help you reach your potential. We have a plan that will take you to the top if you decide that’s what you want to do, and we want to support you in reaching it.” 

The message the employee actually received: “So, this is my 90-day notice? You’re basically paying me to look for a new job, that’s cool. I wasn’t really feeling this one anyway.” 

Rating of 1 – 

The message you were trying to send: “Look this isn’t working out. You aren’t doing the job you were hired to do and we need that to happen immediately, or else. Are we clear?” 

The message the employee actually received: “So, I’m not fired?! Awesome! Can I now go back to not doing the job and you still paying me? Cool!” 

You don’t need an employee rating system! Employee rating systems are your home phone land line. You’ve had it for so long and although you rarely ever use it, you just can’t give it up!

We know that the rating systems do almost nothing but cause problems with morale. We use them because we can’t trust our hiring managers to give out raises fairly and equitably. So, a five gets a four percent increase, and a four gets a three percent increase, and…

The reality is study after study has told us for decades to not tie performance ratings to pay increases. Set job-related metrics and goals, and tie your pay increases to those. These are many times different than actual performance in the job.

So, how do you replace your ratings? Force your managers of people to make actual measurable items of performance and then create a framework of conversations on an ongoing basis around expectations, metrics and development. If an employee wants to make more money in a position, it shouldn’t be about being better than another employee, it should be about reaching measurables that are more valuable to the organization.

Your rating system system, is basically worthless.

 

Should You Be Using Facebook Job Ads?

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If you haven’t heard Facebook has been rolling out some new job posting functionality on their site for your company’s Facebook page. Audra Knight, over at Workology put together a nice little “how-to”, so go check that out if you want to give it a try!

My question isn’t how do I post a job on Facebook, but should I be posting jobs on Facebook?

Facebook designed the feature because they felt like LinkedIn, and all those organizations that only use LinkedIn, were ignoring a giant percent of the working population. Hourly workers and actively seeking employment workers. That’s not LinkedIn’s specialty. They are unapologetically, white collar and a ‘professional network’, not a job board (so they keep saying).

Facebook looked at this and thought, “Hmmm, we’ve got a couple billion people using our ‘social’ network. A majority are hourly worker types who would like to see what great jobs are open, let’s build something for companies to connect with them”. They probably didn’t really sound like that. My guess is someone at FB said, “hey, you know we can make billions of dollars charging companies to post boost jobs to our members, right?”

So, now you can post your jobs on your Facebook page in a matter of minutes. For a few extra buck Facebook will let you pick certain demographics, like location and skills, and then they’ll make sure your job posting shows up in other Facebook members timeline, even those you have no connection to!

Who will get the best results from posting their jobs on Facebook?

  • High volume, low skill jobs is an easy target and those should produce well for you.
  • But, you should be doing some testing on most of your jobs!
  • Guess what? Not only are low paid, unskilled workers on FB, so are Engineers, IT pros, Accountants, Doctors, Nurses, Truck Drivers, Cops, Teachers, Executives, okay, basically everyone is on Facebook!
  • The other thing is most people will check into Facebook daily, most check in multiple times. Most people on LinkedIn, only check in once or twice per month.

Every organization should be testing this. It’s easy. It’s fairly cheap. It actually might work you. When you test you should be doing a few things:

  1. Use multiple Ads with different titles and wording. You need to see what catches someone’s eye and what doesn’t.
  2. Use different boost amounts on the same postings to see if that makes a difference. It should.
  3. If you want white collar, professional hires, test putting in the salary level in the title, “Process Engineer – $115K”. You can do this with success with hourly positions as well, “Electrical Technician $18.50/hr”. Every time I have A/B tested this, the postings with the salary in the title produced more results. Every time.

So, should you be using Facebook Job Ads? Yes.

Does Uber’s HR Really Suck?

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Clearly by now if you’re in HR you’ve read this post by a former female engineer from Uber. It’s very detailed and sounds almost exactly like most companies in the world. No, not the part of ignoring sexual harassment, but almost every other part! Worker gets wronged. The company seems to do nothing. Worker gets more and more frustrated. The company loses patience with the worker. It always ends bad. 

The former IT Engineer at Uber, Susan Fowler, left the company and on her way out she, figuratively, burned every bridge in sight with a scathing blog post about her experience!

From her post:

When I reported the situation, I was told by both HR and upper management that even though this was clearly sexual harassment and he was propositioning me, it was this man’s first offense, and that they wouldn’t feel comfortable giving him anything other than a warning and a stern talking-to. Upper management told me that he “was a high performer” (i.e. had stellar performance reviews from his superiors) and they wouldn’t feel comfortable punishing him for what was probably just an innocent mistake on his part.

I was then told that I had to make a choice: (i) I could either go and find another team and then never have to interact with this man again, or (ii) I could stay on the team, but I would have to understand that he would most likely give me a poor performance review when review time came around, and there was nothing they could do about that. I remarked that this didn’t seem like much of a choice, and that I wanted to stay on the team because I had significant expertise in the exact project that the team was struggling to complete (it was genuinely in the company’s best interest to have me on that team), but they told me the same thing again and again. One HR rep even explicitly told me that it wouldn’t be retaliation if I received a negative review later because I had been “given an option”. I tried to escalate the situation but got nowhere with either HR or with my own management chain (who continued to insist that they had given him a stern-talking to and didn’t want to ruin his career over his “first offense”). 

Ouch, that’ll leave an organizational mark! Go read the post, there’s much more than this little bit.

I’m in HR so I realize a few things about this scenario:

  1. There are always, at least, two sides to every story. If what happened to Susan, actually happened as she wrote, shame on Uber. But, there are always two sides.
  2. Susan just happens to have launched a new book and is writing another. The timing on this couldn’t have been better to sell books. (that’s just the cynical HR guy in me).
  3. The former head of HR at Uber during Susan’s time there, Renee Atwood, left to go be the CHRO at Twitter after only 2 years. After seven months she then left that role at Twitter. This might speak to the lack of leadership at Uber in HR during Susan’s tenure, it might not, it’s just one piece of data. Prior to Uber and Twitter, Atwood had only held Director level roles at a giant banking company. Taking on the full show is a completely different monster, then a narrow hr director role in a giant organization.

So, the blogosphere is ripping Uber apart for being a bad organization. They might be right, maybe they’re awful. What I hear from reading Susan’s piece is a disgruntled employee that sounds like they were in a bad situation. In her post, one HR pro points out to her that the common denominator in all of this is Susan. Which she takes offense to, and if everything is as Susan says, rightly so.

I can’t get over how familiar all this sounds and feels, though. I’ve been the HR pro sitting across from a ‘Susan’. A ‘Susan’ who claims to have ‘evidence’ but really has nothing. Who claims to have witnesses, yet none come forward. Who claim some very, very bad stuff, yet, I found it not to be true, and some really solid people getting tarnished in the process.

Uber might really suck at HR and be awful people. I can’t tell that from one person’s story. I’m in HR, I need to see all the sides!

What do you think?

The Dumb HR Guy Guide to Recertifying for HRCI & SHRM

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“My three years is up!”, he said as if it was a prison sentence. If you’re a regular to the professional recertification process of HRCI (SPHR, PHR, GPHR), you know this feeling well. Your HRCI certification lasts for three years and you can then retake the test or turn in continuing education credits for recertification. The first round of the new SHRM recertifications won’t take place until later this year for the SHRM CP and SCP certs.

It’s pretty simple. The first time you got your HR certification you took a test. For most of us, it sucked! It was hard, we had to study for weeks and months, and in the end when you walked out of the room you had no idea if you passed or not! It was at that point you made a pack with yourself, “I will never take that exam again!” With that statement, you signed yourself up for the three-year sentence!

Most professionals certification in other fields work in a very similar manner. In lieu of taking the certification exam over, you can do continuing education and receive credit. If you get so many credits over a certain period, you don’t have to take the test and you continue to have a valid certification. It’s a good business deal for both sides. I don’t want to take a test again, and the professional body would rather keep collecting my money.

With the breakup of HRCI and SHRM, we HR pros now have a decision to make:

  1. Maintain my HRCI certification only.
  2. Maintain my SHRM certification only.
  3. Maintain both certifications.
  4. Screw them both, this is too confusing!

I’ve maintained that having both certifications is ridiculous. You don’t need both, there isn’t enough differentiation in the eyes of employers, and there is still confusion in the market over which one you really need.

February 20th is my birthday. My SPHR certification through HRCI will expire. So, now I have a decision to make. I’ve maintained my SPHR certification since 2001. I still remember sitting in that room taking the test, finishing, and having no idea what the heck some of those answers were! I was proud when I got certified. It’s a hard certification to get and give up.

Most of you aren’t like me. In fact, I did a quick poll of some of my HR friends to find out how they recertify. It came down to three basic ways to HR pros recertify:

  1. You put in your recertification credits immediately as you earn them. This is 40% of you. These are my smart friends.
  2. You have a set schedule for inputting your earned credits (Monthly, quarterly, bi-annual,etc.) This another 40% of you. These are my slightly less smart friends.
  3. Dumb HR Guy way – you wait three years then put them all in at once. This is about 20% of us.

So, I made the decision to recertify my SPHR through HRCI. I go to and speak at a lot of conferences, I lead webinars, I get enough credits in one year for all three years, so this should be super simple!

Okay, let me stop for a second and explain, it wasn’t. But, it’s mostly my problem and my Dumb HR Guy way of doing things! Also, I think HRCI and SHRM could make this process a little easier, so I’ll give you some tips that I hope will help you not be dumb like me!

Tip #1 – Each thing you do for recertification comes with a “Program ID #”, turns out these numbers, and remembering these numbers are pretty important to the simplification of recertification! Also, both HRCI and SHRM have different numbers, which adds to the complexity of this. My suggestion to both would be to each have a simple search function on their recertification website allowing you to look up these program ID #’s so you don’t have to save all this documentation or find a way to remember them. Which leads me to Tip number two.

Tip #2 – Don’t be a Dumb HR Guy! Once you get your “Program ID #” input it into your recertification application right away. This is one million times easier! Now, SHRM also has made it super simple by providing a new mobile app so you can actually do this task in seconds while you’re at the event and you first get told the Program ID #. Super cool, super easy, go download it now if you have the SHRM CP and SCP. I’m guessing HRCI is probably not far behind in launching their own mobile app, it just makes sense for this kind of thing.

Tip #3 – Both HRCI and SHRM make it very hard for you to find Program ID #’s because they think you’ll cheat. Even though both audit and the reality is people applying for HR recertification would rarely cheat just based on their demographic and fear of being caught, let’s make it super hard for our ‘members’ to find the information you want. Even if you call them, they are not very forth giving on those IDs! Basically, we HR pros are untrustworthy to the associations we belong to. Oh, what’s the tip? It’s not one, I was just still upset over not easily being able to find the Program ID #’s of the events and webinars I attended to make it easier for me to fill out my recertification! Okay, rant over.

Tip #4 – HR blogging is pretty much worthless in the eyes of HRCI and SHRM. You get a max of like 6 credits over three years. I write every day, doing research, keeping up on the biggest HR topics on the planet, working to advance the HR profession, but somehow I don’t get credit for that. Instead, I go listen to Charlie at a local SHRM monthly luncheon talk about 401K participation for the third straight year, with the exact same presentation, and I’ll get three credits for attending those three exact presentations over three years. Doesn’t seem equitable, does it?

The moral of this story is this. SHRM and HRCI have figured out there is one really good way to recertify and if you follow their way, you’ll find this process easy and awesome. If you’re a dumb HR guy like me, you’ll find it painful.

The other moral is this, I’m recertifying for both, even those I still think it’s ridiculous. Until employers show us which certification they prefer you can’t be left not holding the one that will be most valuable to you. Unfortunately, right now, you don’t know which one that is!

 

Moneyball Rules: Offering More Experienced Workers Less Money!

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For years I’ve been trying to get people to understand this Moneyball concept as it relates to hiring, but few really listen. I know you saw the movie, Moneyball, where a major league baseball general manager finds success by signing and drafting ‘undervalued’ players. The players are undervalued for a number of reasons, it doesn’t matter, what matters he was able to get talent on at a discount rate!

Don’t you want to hire employees at a discount rate!?

Hired.com recently came out with a survey that once again demonstrates the most undervalued talent in any market are older workers, 50 years old and up. Apparently, once you become 50 years old, you start becoming worthless! Don’t kill the messenger, “you” are the ones saying this:

Basically, our average salary offer increases every single year of age. It makes sense because as you age, you gain more experience, more experience is more valuable. Or is it?

The chart, also, shows that once a worker turns 50 years old or so, employers (but not you…) start offering those workers less money, even though they have more experience!

Why!?

This has nothing to with wages! This is pure age bias shown towards younger workers. We believe, even older hiring managers, that once someone gets to a certain age, and Hired.com shows us that age to be 50 years old, older workers start losing their effectiveness even as they gain experience.

Somehow, in our minds, that 35-year-old, with three screaming kids and soccer practice four nights a week, is more effective than the 50-year-old with no kids at home, who is willing to work wherever and whenever you need them.

So, now you can play Moneyball!

You already know that most employers in the world hate old people. Thus, there are tons of gray hairs limping around out there willing to take all of your crappy low-ball offers, and they’re probably more loyal for those low wages then any younger worker you have on staff.

Yeah, for capitalism! You get great talent at low rates. Who needs H1B’s when we have old people!

“Well, Tim, it’s not about age bias! It’s about fit and culture and inclusi… I mean, we hire the best available candidate for the job!”

I’m sure you do.

Your reality is as hiring gets tighter, you can continue to overpay for younger talent with less experience, or you can pay a cheaper wage for more experience. Sooner or later, someone is going to ask the right questions. Are you going to have the right answer?