Category Archives: Training

Can Your Team Handle It?

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Ever heard of Capacity Modeling?

It’s all about figuring out how much work your organization can handle to meet the changing demands for its products or services. When it comes to recruiting, it’s about determining how much hiring your team can manage to meet the company’s talent needs.

Imagine this: Your talent acquisition team is working hard every day, making progress bit by bit, but just barely keeping up. Then, one day, the CEO walks into your office and says, “We need to hire 300 more employees in the next 12 months because of a new investment. Can we do it?” A smart talent acquisition leader would say, “Let’s see if we can.” Unfortunately, many would quickly agree without knowing if it’s possible. That’s where things can go wrong.

If you don’t know your team’s capacity, promising to hire that many people is risky. If it already feels like you’re at your limit, adding 300 more hires might seem impossible. Capacity Modeling helps you give a well-informed answer.

You could show your CEO something like this: “We’re currently at 87% capacity. The best practice is to be at 85% so we have some flexibility for unexpected needs. If we need to hire 300 more people, we’ll exceed our capacity, so we’ll need more time and resources.”

This approach lets you have a straightforward, data-based conversation with your CEO. It shows your value and prevents you from making promises you can’t keep. While it might seem complicated, Capacity Modeling is doable and very useful. It helps you understand how much hiring your team can handle, plan better, allocate resources wisely, and set realistic hiring goals. Have you used it or tried it? Let me know in the comments!

Fish Out Of Water

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“Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”

Albert Einstein

You know, Albert Einstein has a point with this whole fish-climbing-a-tree analogy. It sums up one of the biggest headaches in HR: hiring someone for a specific set of skills, then expecting them to perform a completely different role. No wonder so many hires end up failing.

When was the last time you looked at your organization’s terminations?

Chances are, a big chunk of them were due to employees not meeting expectations for roles that were different from what they were initially hired for. It’s a classic case of mismatched skills and job requirements.

The problem doesn’t just lie in HR; it extends to how we approach training and development. We often expect a brief training session to miraculously transform employees into experts in a whole new field. Spoiler alert: it rarely works. Instead, we scratch our heads wondering why performance is tanking and turnover rates are soaring. But really, it’s not the employees’ fault—it’s the unrealistic expectations we’ve placed on them.

So, what’s the solution? Well, first off, we need to admit that both HR and the organization are part of the problem. You can’t expect employees to seamlessly transition into vastly different roles without proper support and guidance.

Sure, in some extreme cases, it might make sense to part ways with certain employees if the skill gap is too wide.

But more often than not, a better approach involves setting realistic expectations for training and development. Transforming an average performer into a star player takes time and effort—there are no shortcuts.

It’s also crucial to have open conversations with your team about the challenges ahead. Transparency about timelines and expectations will help everyone understand the road ahead, whether it involves retraining existing staff or bringing in new talent.

But here’s the thing: regardless of the path you choose, there’s going to be some turbulence along the way. So, buckle up, brace yourself for a bit of chaos, and stock up on bananas—because if you want those fish to learn how to climb trees, you’re going to need a lot of incentives!

High-Maintenance Who?

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Ever wished there was a way to spot high-maintenance behavior during job interviews?

We hire high-maintenance employees because they’re very good at hiding their diva-ness during the interview process. Sometimes they even hide it through the probationary period of their employment. These are the really hard-to-handle ones because they know they’re divas and hide it long enough to make your life difficult.

So, what’s the best approach when you find yourself dealing with one?

Managing these individuals has been a recurring challenge in my HR career. They have a knack for causing trouble and thrive on being the center of attention. The key lies in redirecting their focus from their personal needs to what the organization requires. But how do you go about doing that?

Usually, high-maintenance employees become a problem because their direct supervisor doesn’t stop this issue immediately when it comes to light. But, this is common, especially with new hiring managers, so it’s critical to work with them and help them become better managers.

These employees are skilled at playing you against their manager. It’s essential to prevent this from happening. Collaborating closely with the hiring manager to create a unified approach is vital. When they attempt to stir up trouble, it’s important to intervene immediately: “Let’s bring in your supervisor so we can sort this out together.” Despite their objections regarding confidentiality, emphasize the importance of clarity and alignment among all parties.

High-maintenance employees hate to be on the same page because they get their power from the lack of communication within organizations. So the best way to limit their impact is to get everyone in the same room and nip the issue in the bud before it gets way out of hand.

It Takes a Village

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In the hiring game, going solo just doesn’t cut it. It’s like raising a kid – you need a village. This village isn’t just HR and TA; it’s the whole organization.

Dealing with clients who think we can do it all on our own is a challenge. Even if we’re an outsider, we still need input from TA, HR, and the hiring manager to know what makes their company tick and why a candidate would want to join.

And guess what? The same goes for in-house hiring.

For me, it starts with the hiring manager and the team needing a new member. Sure, TA does a lot, but the big cheese in hiring is the one making the final call.

Some top-notch hiring managers stand out by doing a few basic things:

  1. Making it crystal clear what they need in a candidate.
  2. Getting all the info out there pronto, even redoing job descriptions on the spot.
  3. Jumping into the candidate search, getting the team involved until the job is filled.
  4. Making hiring a top priority in their schedule.
  5. Setting up a simple communication plan to stay in the loop without the drama.

If more leaders did these simple things, hiring would be a breeze. Too often, though, we’re told to hire alone – just fill the position and stop complaining. Usually, it’s from leaders who are as clueless as us about how to make it work, so they vent their frustration this way.

Give them these steps, and suddenly, they become team players. Define the roles, and things start moving smoother for everyone.

Don’t let yourself get stuck hiring solo. Your gig is to lead a team effort. TA’s main job? Keep things on track and make sure everyone knows their part.

Hey, Be A Career Guide

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Remember what Steve Jobs said – people don’t know what they want until you show them. This applies to careers too. You might think you want a specific job title or hit certain goals, but the reality hits differently.

I once told my wife I wanted to be a vice president by 35 when I was 25. Got there, and it didn’t feel any different. It turns out, what I really wanted was control. Titles didn’t matter; I wanted to be the one calling the shots.

As a leader, I’ve noticed maybe 10% of the people you guide know exactly what they want in their careers. The other 90% are like me back then – they think they know but are just winging it until they hit some goal.

Most employees don’t really know what they want in their careers. That’s where leaders come in. It’s our job to help them figure it out.

Your job as a leader is to show your team what they want. Don’t assume they already know – most don’t. They won’t admit it, but that shouldn’t stop you from pointing out the possibilities.

From my own experience, the best leaders I had showed me the way. Four mentors in my life called me out on my title obsession and guided me in the right direction. They didn’t give up on me, and I’m grateful for that.

So, leaders, your role is like a career guide. Help your people see the path, and you’ll see them step up and do more than they thought possible.

Keep at it!

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Back in the day, sales, marketing, and recruiting weren’t about fancy automation tools. It was all about your trusty ‘date book’ or relying on your memory to give Timmy from HRU a ring just to check-in.

Old-school sales meant one thing: keeping at it. Reminding folks that you’re still interested, still eager for their business. It was all about bagging that deal before someone else did.

CRMs? They’re good at their job, but sometimes, they miss the mark. I can easily brush off those automated CRM messages—I’ve been in that loop. But you know what I can’t ignore? The persistent lady who’s left me nine voicemails. The power of a nudge. That level of dedication deserves respect. I get how tough it is to make that many calls.

I’m all for tech—I’ve tried it all and automation sure makes life easier. But there’s an art to the old way of following up, keeping at it, a rhythm and persistence that’s hard to replicate.

Sure, you might get tired of “John” who calls every month, but guess who’ll come to mind when you’re in a bind? Not the newcomers who show up when you’ve made it big, but John who was there from the start. John who kept at it.

The downfall comes when companies forget the human touch in their CRM strategy. It’s not about choosing one or the other—it’s about blending both. So, next time you see a familiar number calling or delete an email without a read, remember the effort behind it. The humans are keeping at it, working hard to keep those connections alive!

Unlocking Talent Gold: Embracing Hiring Veterans

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In HR and talent acquisition, we’re always on the hunt for the ultimate hiring solution. We’re willing to explore almost anything that promises better talent for our organizations. So, it perplexes me that most organizations overlook a massive talent pool – veterans. Let’s dive into why hiring veterans is a game-changer:

Teamwork – The military hones teamwork skills like no other. While a lot of companies find it hard to get their teams to work together, veterans are all about teamwork.

Following & Giving Directions – HR pros always have the best stories of employees struggling with basic instructions. Leadership training discussions are recurrent, focusing on the need for clear direction. Veterans bring an ability to both follow and give concise directives—a skill set sorely needed in organizations.

Pressure Handling and Deadline Management – When someone’s life or safety is at risk, you learn how to work under extreme pressure, which probably pales in comparison to much of the pressure we put on ourselves and our employees in normal work situations.  Regardless, having individuals who can not only handle pressure but thrive under pressure, are skills our organizations need.

Planning and Organization – Military training instills impeccable planning and organizational skills, an area where many employees struggle. Hiring managers often stress the importance of being organized, and veterans are really good at it.

Flexibility and Adaptability – Change is a constant in organizations, and managing it consumes resources. However, veterans excel in adapting to change, drawing from a background where constant adaptation was the norm. Their ability to navigate change smoothly is a skill that organizations desperately need.

So, why the struggle in hiring veterans? It’s not about the veterans but about HR professionals stuck in a rigid mindset. We’ve cultivated a culture fixated on matching every single qualification in a job description, missing out on the potential of great individuals. It’s time to shift from instant gratification to investing in training and nurturing talent within our organizations.

While we are at it, let’s dispel some myths around veterans:

  1. Misconception: Military service is for troublemakers or those not smart enough for college. Reality: For many the military is a strategic choice, not due to a lack of intelligence or options.
  2. Misconception: Veterans are rigid and only understand top-down management. Reality: Today’s veterans are well-versed in soft skills leadership, adaptable to various management styles.
  3. Misconception: There’s no time or resources to train veterans. Reality: Not true – plus haven’t you already had that position open for 6 months? The fact is, this is an organizational choice and you as an HR Pro have the influence to change it. There are many resources out there for organizations to train returning veterans.

We have great men and women who make a personal choice to keep this country great.  As employers and American citizens, we owe these men and women a chance. At HRU Tech, 28.6% of our new hires in 2020 were Veterans. Grab this free eBook, crafted to elevate your Veteran recruitment approach to new heights. They deserve a shot, and this resource can help to make that happen.

5 Things Leaders Need To Know About Developing Remote Employees.

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I think we try and deliver a message to organizations that all employees need and want to be developed. This is a lie. Many of our employees do want and need development. Some don’t need it, they’re better than you. Some don’t want it, just give me my check. Too many of our leaders truly believe they can develop and make their employees better than they already are. This is a lot tougher than it sounds, and something most leaders actually fail at moving the needle on.

Now, let’s add in we don’t get the luxury of seeing and spending a bunch of one-on-one, face-to-face time with many of our employees who are now working remotely!

Here are some things I like to share with my leaders in developing their remote employees:

1. “When someone shows you who they are, believe them the first time” -Maya Angelou. I see too many leaders trying to change adult employees. Adult behaviors are basically locked. If they show you they don’t want to work. They don’t want to work. Part of developing a strong relationship is spending time with people who are not a waste of time.

2. People only change behavior they want to change, and even then, sometimes they’re not capable of it. See above. When I was young in my career, I was very ‘passionate’. That’s what I liked calling it “passionate.” I think the leaders I worked with called it “career derailer.” It took a lot for me to understand what I thought was a strength, was really a major weakness. Some people never will gain this insight. They’ll continue to believe they’re just passionate when in reality they’re just really an asshole. When you work remotely, it’s way easier to have these personality ticks. Great developers of talent find ways to help folks realize these and diminish them.

3. Don’t invest more in a person than they are willing to invest in themselves. I want you to be great. I want you to be the best employee we have ever had work here. You need to be a part of that. I’m willing to invest an immense amount of time and resources to help you reach your goals, but you have to meet me halfway, at least. Don’t think this means a class costs $2,000, so you should be willing to pay half. It doesn’t. Financial investment is easier for organizations to put in than for employees, but if you pay for the class and it’s on a Saturday and the employee turns their nose up to it, they’re not willing to ‘invest’ their share.

4. It’s usually never the situation that’s pissing you off, it’s the mindset behind the situation that’s pissing you off. Rarely do I get upset over a certain situation. Frequently, I get upset over how someone has decided to handle that situation. Getting your employees to understand your level of importance in a situation is key to getting you both on the same page towards a solution. Failure to do this goes down a really disastrous path.

5, Endeavor to look at disappointment with broader strokes. It’s all going to work out in the end. It’s hard for leaders to act disappointed. We are supposed to be strong and not show our disappointment. This often makes our employees feel like we aren’t human. The best leaders I’ve ever had showed disappointment, but with this great level of resolve that I admired. This sucks. We are all going to make it through this and be better. Disappointment might be the strongest developmental opportunity you’ll ever get as a leader, with your people. When you are showing disappointment over a Zoom call it’s way to easy for this to get misinterpreted as well. Try to have these conversations face-to-face if possible.

6 Surprising Ways GenZ is Changing the Workforce!

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I’m in love with Gen Z! It might be because I’m raising 3 Gen Zers, two in college, one on the way, but it’s also because I love how each generation is shaped by the period of time in which they are raised, and I think Gen Z, specifically, was raised in one of the most unique periods in history!

We’ve had the Millennial “differences” jammed down our throats now for a decade! When it first started, I was fascinated with the differences, now I’m just bored. I think what we learned with the Millennials was that so much of what each Generation has, is truly just based on time in life. Then we have this much smaller percentage of some stuff that truly makes each generation stand out.

Gen Z was raised during the Great Recession. This is a fact, it’s not something we can discount. The generations directly before the Boomers, the Silent Generation, and the Greatest Generation, were raised during the Great Depression, this had a significant impact on how they viewed the world, and how they viewed jobs specifically. Gen Z will have some modern similarities to these generations.

You can not be in your formidable years, have the access to information that Gen Z has always had, and see your family and friends lose jobs, houses, etc., and not then have that come out in your relationship to work in some unique way. There’s been very little out about Gen Z, to this point, but recently there was a fairly substantial study done with over 25,000 Gen Zers. Here’s what it said:

– 97% of Gen Z own a Smartphone, 93% own a Laptop! Gen Z is digital natives. They are the very first digital-native generation. They grew up with a smartphone in their hands before they could even communicate what they wanted or needed in a meaningful way. Gen Z will not ever work well in an environment that doesn’t use technology to solve common problems. “We have always done it this way” makes no sense to them. Not in a frustrating way, but in a truly perplexed way. Kind of like how someone looks at a Caveman exhibit in a museum.

– Gen Z is very price-conscious. Employers will love them because they constantly work to get lower costs of goods and are very adept at doing things on their own when they feel they can produce similar quality for a lower cost. Again, go back to what they saw growing up. They use technology for price comparison, reviews, check availability, etc. Rarely will you be able to sell Gen Z in one meeting, and without competition also being in play.

– Only 1 in 8 Gen Zs gets their information from printed materials. Good job on those printed career fair brochures! You might as well just have a big bonfire at Corporate HQ because your printed job material is almost worthless with Gen Z. Although, they do consume information through a ton of channels including social media (79.7%) – yeah, that Twitter/IG is just a fad…TV/Video, radio, and video streaming services, etc. When we go to recruit Gen Z, we have to be ready to use multiple forms of media to reach them.

– Crazy enough, Gen Z actually loves to read books, not digital.  Again, generationally, Gen Z was raised during the Harry Potter days, etc. Some of the best young adult literature in history was written during their young years, and in hard economic times, a book is a fairly inexpensive entertainment option that takes up a lot of time. No wonder Gen Z is a generation of readers! 77% prefer to read a printed book, rather than digital. So, while we tend to focus employee development on online on-demand types of media, some leaders will find giving a book to Gen Z might be a real connection for them.

– Gen Z demands information. Gen Zers, for the most part, won’t demand to be the boss, but they will demand to be kept in the loop. Why? Because they’ve always been able to find out anything they wanted in seconds, so you playing the power position of keeping information from them will not go over well! When you’ve never not had information, working in a corporate culture that uses information as power, is a stifling environment to be in.

– Gen Z is the most diverse generation in American history. I will tell you my sons are somewhat confused by old people’s obsession with diversity issues. They understand America is far from perfect, but they also have grown up in a generation that is much more accepting than any generation before them, so they find ‘our’ obsession with these topics sometimes overdone. They would prefer to focus on how we are similar, then on how we are different.

Currently, Generation Z is about 40% of our workforce and growing. The largest generation in the workforce, with Millennials being a shrinking second place. Gen Zs are not Millennials, just like Millennials are not Gen X, etc. Each is mostly similar, with some differences. Gen Z will take some getting used to for some leaders, but those who embrace their uniqueness will truly get rewarded!

Using Video to Attract More Talent! @Prezi

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We do not use enough video when trying to attract talent! So, I made a video about how you can increase your use of video and attract more talent! Check it out!

HR and TA Peeps! I got a chance to test out Prezi’s new video presentation technology and you can see the results below. It’s pretty cool, and definitely a great way to do remote and virtual content for others!

You can go test Prezi Video for free! I really like the outcome as compared to a static slide deck and a window of me next to it!