Category Archives: The HR Rules

7 Things You Should Never Say When Asking for a Raise!

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There are certain conversations in our work lives that cause people the most anxiety and having to go in and ask for money is, on my list, the next most anxious work conversation most people will face.  I can think of many times that I wanted more money, thought I was deserving to get more money, and heck even our good old Comp people said the market should be paying me more money, and still, it is a difficult conversation to have with my superior (at least for me).

Like many people, I think I do a good job, give my best effort, produce great results, and after all that, should I really need to ask? Shouldn’t my boss ‘get it’ and just want to write me a blank check?!

With all this in mind, most people will screw this conversation up by saying things they really want to say, but shouldn’t, if they’re trying to get a raise.  Here are the top things you probably shouldn’t say when asking for a raise:

1. “If you pay 10% more, I will really put in some extra effort!” – So what you’re saying is you’re not putting in extra effort now…

2. “I looked in our HRIS system and I know Sheila on the 5th floor is making $5000 more than I am – and she’s an idiot!” – Not the best strategy to look at others’ private comp information, even if you have access, then call them an idiot – at least in my experience…

3. “If you don’t pay me more money, I’ll be forced to find another job that will pay me what I worth” – Be careful, I’ve tried this one, and they might call your bluff!

4. “I’ve done the math and if you fire Mike, I can do his job and mine, you save $50K, after giving me $25K of his $75K salary” – This actually might be a really good idea, But Mike might be the last one standing with the $25K raise, not you!

5. “I really don’t understand how you can be worth $50K more than me, I do all your work – and deserve more money” – Bosses just love to hear they are overpaid, don’t do anything, and you can do their job – NOT!

6. “I saved the company $1 million in reducing recruiting fees, by implementing a social media strategy successfully, I should at least get a fraction of those savings” – Why, yes you should – if you were in sales, but you’re in HR, and this was part of your job description. Sorry for the wakeup call – all employees aren’t treated equally – put on a helmet.

7. “I know times are tough, so I was thinking instead of more money you could give me an extra week’s vacation or pay for my health insurance or something else like that.” – Okay, Einstein, stop thinking – it’s all money. Vacation, health insurance, paid parking, lunch money – it all hits the bottom line on the income statement. You just showed how expendable you really are.

I’ve learned over the years, through trial and error (okay, mostly error) that many, if not all, of the above statements just don’t seem to have the impact that I was hoping for with my supervisor.  I have seen peers, who performed well, were loyal, dedicated to doing their best for themselves, their co-workers and the company, that got the raise they wanted by just being patient.

Supervisors are as uncomfortable as you are to have the compensation conversation. If you are as good as you profess to be, then they really do want to give you more, but probably can’t due to budget, market, others performing even better than you, etc.   It may be the hardest thing to do, but being patient, usually works out the best of all!

When Should You Suspend an Employee?

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This week it was announced that the NFL would suspend Cleveland Brown’s wide receiver, Josh Gordon, for one year for violating its substance abuse policy. This wasn’t Gordon’s first offense, in fact he has been on under discipline by the league this full season for prior violations.  He has previously gotten a DWI and tested positive for marijuana use, which cost him playing the first ten games of this past season. He also missed the last regular season game for breaking team rules.

This most recent offense came after the teams final game of the season on the plane ride home, he had four alcoholic drinks with his teammates. He was tested upon landing, and that broke his discipline of not drinking until the season was over.  His season was over, but the NFL season still had the playoffs.  He claims, he thought his discipline only ran until his season was over. The NFL didn’t budge and suspended him for at least one full year.

Josh Gordon has had a history of trouble, he failed three drug tests in college. He had a trouble and hard childhood, raised in near poverty and having to fight against the constant influence of bad things you come in contact with growing up in bad neighborhoods.  He’s highly talented.

What do you think?  Did the NFL go too far in their discipline? Would you have done the same thing in your work environment?

Here’s my feelings:

1. I don’t suspend this kid. I get him highly supervised treatment, that includes still being apart of football, but not playing in games. Take away the big money, give him enough to live on, but enforce treatment, practice, increased testing, all for that same year.  You don’t help Josh Gordon by telling him to go away for a year.

2. Does he deserve this? No.  But, from a business perspective, it is in my best interest to fix him and use his talent.  I would also lock him into a long term deal that is advantageous to my organization and allows me out without payment.  I turn this into a win-win for my organization. I’ll help get you better, but I need something in return. Welcome to capitalism.

3. At a certain point, your talent will not outweigh my need to protect my organization. This means you can’t keep screwing up and believe we are going to keep trying to help you.  No matter how talented you are. This means that less talented people in my organization would not get the same treatment.

Most HR people will not be comfortable with #3. The fact is, I’ll jump through more hoops to help my best salesperson than I will for an entry level salesperson.  My investment is different. thus my threshold of help is different.

I suspend someone in my organization when their value to my organization is no longer greater than the cost to my organization. Until that point, I work with them to correct whatever actions we need to correct. I don’t look for an equal equation.  I’m not in the business of equal. I’m in the business of generating greater value.  My employees have to add value.

 

 

HR Can Learn From Target’s Failure in Canada

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If you haven’t heard, America’s darling department store chain Target, failed miserably in Canada and will soon close all of it’s locations in Canada.  I like Target.  I like Target way more than I like Walmart.  Target is more expensive, but I think they offer a better product selection, with higher quality, in an environment I like shopping in.  Walmart sometimes scares me.

For those who don’t know, I spent a little over three years of my HR life working in mass retail (not for Target or Walmart). I find it interesting that a store I like so much could fail in an area I consider not much different than my own environment. I’m sure my Canadian friends and readers will have fun with that statement, but when I go to Canada I don’t feel like I’m necessarily in a different country from where I live in the U.S. in Michigan. It’s cold. People like donuts, beer and hockey. I mean, we’re almost Canadian!

Target’s failures in Canada parallel many of our own failures in HR:

1. Target bought out a failing chain in Canada and many of those locations were in bad, or not convenient, areas.  We do this in organizations.  I had a client who was in the most awful area to try and attract talent. I said, why do we just open up an offsite office in the bigger city near by. They lost their minds I would even suggest that. Two years later, after losing out on so much business, they finally did just that.  Location. Location. Location.  How is this an HR issue?  Lack of talent is an HR issue, even if it means part of the strategy is to open new locations or move. Don’t think that’s only a leader issue.

2. Target charged more in Canada, then the U.S.  Nothing pisses off someone more than to find out they’re getting taken.  Canadians that lived close to the U.S. border would go to U.S. Target locations and see lower prices. This kills your brand.  We do this with employees salaries. Once people find out you pay differently based on some silly reason, you’re done.  Well, Tim makes more because when we hired him he asked for more. Okay, why didn’t you raise up Mary’s salary at that point as well? Well, Mary didn’t ask. Dumb!

3. Target wasn’t prepared for growth in Canada and couldn’t keep its store’s shelves full.  No one is impressed by a half empty store, and they won’t come back.  You only get one chance to impress that first-time customer. You also only get one chance to impress that first-time candidate.  Blow it, and they won’t come back, and blow enough of those, and it gets around.  Soon, you are known in your market as the place no one wants to go to work for.

It didn’t help that Walmart had a two decade head start over Target in Canada as well.  Entering a market, you better have full understanding who is on top, and why are they on top.  Target didn’t give Walmart the respect they deserved and the learning they endured breaking into Canada.  They tried to do what was successful in the U.S. I’m sure my Canadian friends will be quick to point out, unlike me, they know Canada isn’t the U.S.!

5 Reasons I Got My SHRM-SCP

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I’ve been known to rail against the man (SHRM) once in a while.  I only do it, because I care.  If I didn’t care about my professional organization, I could really care less how bad they come off, or the bad decisions they make.  When they decided to ditch HRCI and bring HR certification in house, I thought they butchered the communication.  Maybe one of the worst rollouts I’ve ever seen by a professional organization.

I also thought, though, that it was a smart business decision.  Why let HRCI rake in all the dough, when you can do it just as well yourself.  In fact, I wish they would have just come out and said that, originally. We don’t see any reason why as stewards of our business, we should give all this cash to some other organization. I would have loved that!

So, at the time of that announcement, in May 2014, SHRM was going to force all HRCI certified members to pay and take the new SHRM certification. This made complete sense if SHRM was doing what they said they were doing, which was to create a ‘new’ assessment of HR based on competency, because that’s what was really needed for the profession.  I was cool with that, but I wasn’t going to pay and take another test.  I’ve reached a point in my career where I don’t need letters after my name to prove my proficiency.  So, I was riding the HRCI train until it ended.

‘Surprisingly’ SHRM changed direction last week and created a new pathway for already certified HRCI members to gain the new SHRM certification by following a simple process that takes about an hour, and costs nothing. Again, brilliant, now no one really has any reason not to get the new SHRM certification, and convert over.  It’s what they should have done originally, but they couldn’t because they were trying to keep up the illusion they needed a new and improved certification, not just a money grab. Thankfully, someone came to their senses, and grabbed the money!

All of that being said, here are the 5 reasons I decided to get my SHRM Sr. Certified Professional certification:

1. We all hate conflict, and I wasn’t picking sides in some fight over money. SHRM is my professional organization.  HRCI is basically a testing center. I’ll stick with SHRM.

2. No one knows HRCI. Everyone knows SHRM. Let’s get real for a second, up until May most people thought HRCI was a department within SHRM. No one had any idea they were a separate company, unless you were deeply involved in SHRM.  Outside our industry, no one knows HRCI. SHRM is a brand for HR.

3. Ultimately, SHRM is right. Competencies assessments are better than knowledge based assessments.  Anyone can memorize answers. It takes critical thinking to answer competency based assessments correctly.

4. It was free! I wasn’t going to pay a dime to get SHRM certified and tested.  Well, maybe a dime, but not a quarter.

5. It’s hard being a pimp. Running a professional organization like SHRM and getting everyone to move in one direction, is tough! I want HR to move forward. SHRM has an advantage because of its size and scope to make this happen. Ultimately, I love the career I chose and want to see the function move forward and not fractured.

Does Hank and the crew still need to get their shit together? Yes.  A first year communications student could have launched the new SHRM cert better.  It’s a common issue that crops up for SHRM continually, and obviously is a blind spot.  They need to fix that.  You don’t need more opinions on how it should be communicated, and more input. You just need to get the right input.

Not getting this right, the first time, made our industry look like a bunch of idiots, “same old HR”.  SHRM has to do better moving forward.

Now, go get your SHRM certification, you would be silly not to.

 

What do you want to hear?

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I think I might be on the cusp of the next great employee feedback mechanism for leadership.  I’ve been thinking about this concept for a long while. You see, for years I’ve had the opportunity to test out my various theories on employee feedback.  I’ve watched my own feedback theories change over the years, but they always were grounded in people truly want feedback about their performance.

That is mostly true.  People do want feedback about their performance.

Here is what also is true:

1. People want feedback about what they’ve done well.

2. People don’t want critical feedback. Someone asking you for critical feedback is really just testing you to see if you are either:

 1. Upset with them for how bad they did

2. Just seeing if you have the guts to them how bad they did

3. People really just want you to tell everyone else how great you think they are.

I think a better, more effective, way of delivering feedback to employees should start with this one question:

“What do you want to hear about your performance?”

At this point the employee will say stuff like, “I just want to hear how well I did”, or “Tell me that you appreciated my work”, or “Tell me I’m the best employee you have”.  This will then drive the conversation appropriately and keep everyone fully engaged.  “Alright, Timmy, you are doing really well. I can’t tell you how much I appreciate everything you do. You are the best employee I have.”

Timmy leaves feeling great and satisfied.  You don’t have to deal with someone losing their mind about how they are really performing. Everyone goes back to work with minimal disruption.

Yeah, I know what you really wanted to say was, “Timmy, you can do better. While I appreciate the work you do, I wish you would actually do more of it. You are like most employees hear, nothing special, but you could be.”

How does that conversation end?  Timmy is pissed. He creates a scene.  He usually ends up disrupting the work environment and kills productivity. He might even go out and find another job with someone else.

Is that what you wanted? Probably not.

So, make it easier on yourself.  Just remember to start every feedback conversation out with that one question: What do you want to hear?  They’ll tell you. They’ll be happier. You’ll be happier. Everyone can get back to work.

Feedback is is the leadership sucker test.  No one really wants to hear what you think about them.

The Key Trait of Great Hires

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For twenty years, I’ve been hiring and firing people. I’ve been lucky enough to have some great performers, a bunch of good performers and an also a few crappy performers. It seems like every time I turn; someone has an answer for me on how to hire better. For years I have given the advice if all else fails, hire smart people. It’s not a bad strategy. For the most part, if you hire the smartest ones of the bunch, you’ll have more good performers, than bad performers. I’m talking pure intelligence, not necessarily book smarts.

But, just hiring smart people still isn’t perfect. I want to hire good, or great, people every single time. How do you do that? That’s the million dollar question.

To me there is one trait we don’t focus enough on, across all industries. Optimism.

Your ability to look at the situation and come up with positive ways to handle it. Think about your best employees, almost always there is a level of optimism they have that your lower performers don’t.

I can’t think of one great employee I’ve ever worked with that didn’t have a level of optimism that was at least greater than the norm. They might be optimistic about their future, about the companies future, about life in general. The key was they had optimism.

Optimistic people find ways to succeed because they truly believe they will succeed. Pessimistic people find ways to fail, since they believe they are bound to fail. This hiring thing can be difficult. Don’t make it more difficult by hiring people who are not optimistic about your company and the opportunity you have for them. Ask questions in the interview that get to their core belief around optimism:

– Tell me about something you’re truly optimistic about in life? (Pessimistic people have a hard time answering this. Optimistic people will answer quickly and with passion.)

– Tell me about a time something you were responsible for went really bad. How did you deal with it?

– The company has you working on a very important project and then decides to cancel it. How would you respond?

Surrounding yourself with optimistic people drives a better culture, better teams, it’s uplifting to your leadership style. I want smart people, but I truly want smart people who are optimistic about life. Those people change the world for the better, and I think they’ll do the same for my business.

11 Rules for Hugging at Work + 2 more

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It’s the holidays, so I’m running some “Best of” posts from the past. This is my all-time most read post. Enjoy. I had 2 more rules just for you!

Hello. My name is Tim Sackett, and I’m a hugger.   Being a hugger can make for some awkward moments – what if the other person isn’t expecting a, or doesn’t want to, hug and you’re coming in arms-wide-open!?

Fast Company has an article recently titled: To Hug Or Not To Hug At Work? by Drake Baer, that delved into this subject.  Here’s a piece from the article:

“the uncomfortable feeling you get when you realize that your concept of your relationship with someone else doesn’t match their concept. The intensity of awkwardness roughly corresponds to the magnitude of difference in relationship concepts.”

I consider myself to have a number of roles: Husband, Dad, Coach, Boss, Friend, Coworker, etc.  In each of those roles I’ve hugged and will continue to hug.  Sometimes, though rarely, I’ll find someone who isn’t a hugger.  The first time I ever met Kris Dunn face-to-face, we’ve had known each other and talked frequently by phone for a year, at the HR Tech Conference – he was coming out of a session, I recognized him, he recognized me, and I went full ‘bro-hug’ (sideways handshake, other arm hug-back slap combo) on him, and I’m pretty sure he was caught off guard – but played along.  Kris is a closet hugger.  I find Southern folks are huggers, more than Northern.  Western more than Eastern.  Canadians more than Americans.  Men feel much more comfortable hugging women than other men. Women will hug anything.

I thought it was about time we had some hugging rules for the office, so here goes:

The Hugging Rules

1. Don’t Hug those you supervise. (The caveats: You can hug a subordinate if: it’s being supportive in a non-creepy way (major family or personal loss – sideways, kind of arm around the shoulder, you care about them hug);  it’s at a wedding and you are congratulating them; it’s a hug for a professional win (promotion, giant sale, big project completion, etc.) and it’s with a group, not alone in your office with the lights off; you would feel comfortable with your spouse standing next you and watching that specific hug.)

2. Hug your external customers or clients when they initiate hugging sequence.  (The caveats: Don’t hug if: it is required to get business – that’s not hugging, that harassment. Don’t let hug last more than a second or two, or it gets creepy; Don’t mention the hug afterwards, that makes you seem creepy!)

3. Don’t Hug the office person you’re having an affair with in the office.  (no explanation needed)

4. Hug peers, not just every day. (It’s alright to hug, but you don’t need to do it everyday for people you see everyday. Save some up and make it special!)

5. When you Hug, hug for real. (Nothing worse than the ‘fake hug’!  A fake hug is worse than a non-Hug.)

6. Don’t whisper – ‘You smell good’ – when hugging someone professionally. (That’s creepy – in fact don’t whisper anything while hugging!)

7. Don’t close your eyes while hugging professionally.  (That’s weird and a bit stalkerish)

8.  It is alright to announce a Hug is coming. (Some people will appreciate a – ‘Hey! Come here I’m giving you a hug – it’s been a long time!’)

9. It’s never alright to Hug from behind.  (Creepier!)

10.  Never Hug in the restroom. (Make for awkward moment when other employees walk in and see that.)

11.  If you’re questioning yourself whether it will be alright to Hug someone professionally – that is your cue that it probably isn’t.

The New Rules:

12. Don’t pat my back when you Hug me.  It makes me feel like you’re trying to burp me. I know this somehow makes you feel like people will view this as a non-affectionate hug, but it makes me feel like you feel it’s a non-affectionate hug. Just hug, or don’t hug.

13. Don’t assume you can Hug a co-workers kids (or any kid for that manner!), but if the kid tries to Hug you, you better Hug back.  My team has their kids come in all the time. I love kids. I’ll Hug their kids. But I’ll wait for the kid or the parent to give me that cue. I usually start with a ‘Hi-Five’ and some kids will just come in for the real thing! Parents are super protective of their kids. If you just start hugging on them, that can get real creepy, real fast!

 Do you have any hugging rules for the office?

T3 – 7 Things HR/Talent Technology has Taught Me

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T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

I’m not going to review a specific company the Tuesday between Christmas and New Years, because traffic is usually very light, and I don’t want to do that to some of the great tools I’ve been reviewing.   I do want to share some overall bullet points of my initial impressions of my T3 series and some of my overall opinions of HR Tech.  This might be a bit disjointed, but I’ve got some nuggets that I wanted to get out:

1. Every HR Technology company believes they are now a “Data Analytics” company.  They aren’t. This is marketing.  If one of them changes next year and decides to be a “Cupcake Bakery” and you love it.  All HR Technology companies will become “Cupcake Bakeries”.   This is a function of so many of the HR Technology companies are young, new startups. Marketing is usually an afterthought, and they call some Bro or Chick they knew from school.  Bad marketing just follows the crowd. It’s easy.

2. There are two types of HR Technology companies: 1. Technology companies that saw a problem with something in the HR/Talent space and designed technology to solve it. 2. HR/Talent companies that know of HR/Talent issues and either tried to buy the technology or are fumbling around on their own trying to design technology to fit their solution.  You can tell which is which, very quickly.  I’m not saying one is better than another.  I’ve seen some great Tech, from folks who have no idea what they’re talking about. I’ve also seen some great HR/Talent companies that get it 100%, but they have no idea how to make it work on the technology side.  I think there is a place in our industry for an eHarmony type broker of great tech companies and great HR/Talent companies.

3. Great HR Technology does not need to cost a lot.  Many companies are virtually giving away their solution to gain users, and build their brand.  Never in the history of HR and Talent has technology been more affordable.  If you are paying a lot for something you are not happy with, you need to change.

4. Changing HR/Talent technology is not 1990’s painful anymore.  HR and Talent Pros hate changing technology because they believe it’s a nightmare to change.  This is no longer the case for most of the HR vendors in the tech space.  Big, expensive HR technology does not want you to know this.

5. Before signing a contract to buy a HR/Talent solution, talk with those folks running the company.  What you’ll find is some of these companies are run by folks who are so passionate about what they are solving it’s almost unbelievable.  You’ll also find some folks who are trying to solve a problem, but also are try to ‘just’ sell their company. I’m a capitalist, I’m all for you selling your company and making a bucket of money.  But I like to buy technology from someone who is so passionate, they wouldn’t want to sell their business because it’s a part of them.  Either way, you’ll learn a lot by having these conversations. Both parties are super smart, usually.

6. Buying HR/Talent technology is still mostly a relationship based sale.  In the end, Mr. and Mrs. HR and Talent Acquisition need to feel like you truly care about helping them with their problems, and you get their daily struggle.  Some companies completely bomb at this.

7. Many HR/Talent technology companies bomb demos because they don’t truly understand how a ‘normal’ HR or Talent pro will use their product on a daily basis.  Thus, the demo, should demonstrate this experience.  Many times I, someone who loves HR and Talent technology, will leave a demo feeling overwhelmed by what I just saw.  If I’m feeling that way, imagine how Mike and Mary in Fargo are feeling.

The T3 series is teaching so much, I love it.  I hope you are liking it as well, and getting to know some of the great HR and Talent technology that is available to you in the marketplace. I encourage everyone to do demos.  I rarely ever feel pressured to buy anything, especially if you let them know up front you are really just looking for the future.  So many of the vendors do great demos and really teach you things during the process.  In a way, doing demos is great personal development for your career.

5 Reasons I’m Not Telling Where I’m Going

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There is a phenomenon that I find completely hysterical.  It’s this little game we play in our culture.  You go and accept a new position, with a new company.  You come back to your current employer and you put in your notice.  Your boss instantly says, “where are you going?” You replay with, “I’d rather not say.”

Happens, Right? Almost 100% of the time.

So, you wait the two weeks, or whatever notice it was, and the very next Monday the person updates their LinkedIn profile and posts on Facebook where they actually went.

I find this ‘dance’ we do very, very funny.

Look, I get it.  Your employees believe one of five things will happen to them if they tell you where they are going:

1. You’ll magically find some way to screw me over, because you’re upset I’m leaving you. Jealous girlfriend style.  This one is almost never happens, but it’s the first one that comes to mind for most employees!  Look, if I had that much power to screw over everyone who worked here, I wouldn’t be working here!

2. I’m not telling you because for once in this relationship, I finally have the power!  This is the real reason, for most people! You just sound like a complete freak if you actually verbalize it out loud!  I actually understand this one from a psychology position.  If you don’t feel you have control, then you get control, you’re not going to give that up easily!

3. You’ll judge me for the company I’m going to. Either way, you’re going to judged, so this is completely true!  Most organizations are like family. If you decide to leave the family, for that crackhead family down the block, I’m going to judge you!  Plan on it.

4. You’ll judge me for the position I’m going to take. See #3.  This one probably has less merit.  I was one of these people. I had in my mind a certain ‘title’ I needed to get to, so I moved around a bit in my early career, chasing titles. Then one day you wake up and realize it’s baloney. Just pay me.

5. It’s always been done that way in our culture, so let’s keep it going!  This is also a large part of what’s going on in these situations.  I took a new job. The people before me didn’t say where they were going, so I’m shouldn’t either!

My take is that you have to do you.  You don’t want to tell anyone, that’s fine, they’ll all know in about 14 days anyway. If that makes you feel all big and powerful for a few weeks, great! We should feel that way from time to time.

For myself, I have friends at every company I every worked for. Also, I wanted to maintain a professional relationship with the leaders of the organizations I’ve been with.  I told people where I was going.  We talked about it, and I tried to help them understand if it was just me, or if it was them.  Ultimately, how can we leave this point in our lives better than we found it.

My way isn’t the correct way, it’s just my way.  Everyone has to make this decision for themselves, but I’m still going to laugh at it when I hear “I’d rather not say”.

 

The Real HR and Talent Job Titles

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I have a feeling HR and Talent Acquisition would look a lot different if we were to use job titles that more clearly explained what those roles actually did.  Here are some of the ideas I had:

Current Job Title Actual Duties Job Title
Corporate Recruiter Post Jobs on Internal Career Site Pro
Agency Recruiter Mine Resume Database Pro
Corporate Sourcing Pro Search the Internet All Day Pro
Agency Sourcing Pro Search the Internet All Day and All Night Pro
Employee Relations Manager Professional Kleenex Hander-Outer
Employment Brand Manager Professional Work Environment Maker-Upper
Compensation Pro Market Ranger Maker-Upper
Benefits Pro Finder of Benefits I Like Pro
Diversity Manager Developer of United Colors of Benetton Culture
Human Resource Manager Employee Fire Fighter
Human Resource Director People Accountability Officer
Vice President of Human Resources Wizard of People Bull Shit
Chief Human Resource Officer Deepak Chopra of Corporate Leadership

 

What do you think?  Do you have better ones?  Share them in the comments!