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I Miss Old School Employee Training Videos!

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Remember the bad 80’s employee training videos?  When I was at Applebee’s we had a series of sexual harassment training videos that would never fly in today’s politically correct world!

These videos were part 70’s porn, part creepy uncle and 100% pure gold. I couldn’t ever play them without laughing out loud.  They were so bad, I couldn’t believe someone actually got paid to put these together, and the scenarios were so far fetched that made the employees think we must believe they were complete idiots!

All these videos really did was waste time until we could get you to sign a piece of paper that you were trained on what sexual harassment was, and if you ever did any of this stuff, you would be immediately fired. Classic CYA HR!

Just this week, by buddy Jim D’Amico the VP of TA at Signature Health, sent me the link to this pure gold Employee Safety training video. We all need more friends like Jim! Enjoy! (BTW – you’ll love it, if you’re a Walking Dead fan!)

The 3 Conference Speakers You’ll See At a Conference Near You

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I was sitting at an HR conference last week next to my friend, Laurie Ruettimann, listening to someone talk about something they did at some company and made this statement:

“You know, you only see three types of conference speakers.”

We were bored. We start talking in the back like the bad kids in class. So, she played along and asked me what the three were.

Here’s my take:

1. Mr. or Mrs. Case Study – These speakers are usually one trick ponies. They did something good, once, at some company that has a big name, and now they get invited to speak at conferences. The basic speech is nothing more than them running down the path of what they did.

The entire breakdown is this: We had a problem. We came up with a solution. We implemented the solution. That was five years ago. Yes, Google does actually have bikes we can ride on campus.

It’s rare that case study speakers ever make it past this stage. Most aren’t that good at speaking, they just have this one thing and a corporate brand. Their skill was being at the right place, at the right time.

2. Mr. or Mrs. We Here To Pump You Up – These folks come in two flavors: 1. My own bullshit, and 2. I had bad shit happen to me, but hey! I’m still alive! First, let me say, I’m not dumping on these folks, they’re usually by far the best speakers you’ll see. This is their life. This is how they make their living.

I’m always amazed at how motivational type speakers truly believe in their own B.S. It’s really the only way you can do it. Can you imagine going from city to city, basically saying the exact same thing to people you know will never change, until one day you find yourself in a Holiday Inn Express in Cedar Rapids, IA with a gun in your mouth, sitting next to an empty bottle of gin. (Oh wait, I just described my last week)

3. Tomorrowland and The Sniper – These are the futurist/specialist type speakers. Everyone wants to hear what’s going to happen in the future, unfortunately, it’s all one big educated guess. On the specialist front, it’s also nice to hear a really talented specialist tell you how you should really being doing something. Unfortunately, most of these folks don’t keep doing it, so the ‘special’ advice they’re giving you is from five years ago!

I put these two together because you usually see these folks doing the same thing. It’s easier to talk about what you should be doing, instead of how to actually be doing it. Those the are the case study folks, but like I said above, they only know how to do it one way, with one company.

I will tell you, as one who has been to a few conferences, you’re most likely to walk into a disaster when it’s a case study speaker. They usually get invited because they come from a great company, but know one knows if they can actually speak or not. The biggest train wrecks come at this level.

But, I also have found some of my most favorite speakers at this level, because you just don’t know! Everyone starts somewhere. The basic equation of any of these three levels is three solid stories, some good laughs, and one ‘oh, you got us’ moments. If you can make that happen, people will leave happy.

T3 – Boon

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This week on T3 I take a look at Boon. Boon is a new talent crowdsourcing marketplace. Basically, Boon is a referral marketplace for sharing relevant opportunities with your personal network. Ther are some others in this space, that do it a bit differently, but it’s basically a recruiting disrupter that cuts out the middle man.

Boon is set up a bit differently, by allowing agency and independent recruiters to set up a profile and work within their system as well. This would allow a recruiter, or any employee, to refer their ‘network’ to your openings. The real goal though is to allow anyone to do this kind of referring.

Membership is free, both for companies and for the individuals who sign up to refer candidates. If the employer hires someone via Boon, it’s billed $5,000. Boon then takes a 10% cut—and passes $4,500 to the member who made the referral.

5 Things I like about Boon:

1. Boon uses a matching algorithm to automatically match your network with jobs on their platform, so you don’t have to do the work. It then shows you who might be a good match, so you can decide which ones you want to refer easily

2. You could easily use Boon as an internal employee referral program. From the dashboard you can input all of your employees, they can decide if they want to tap their own networks, but the system makes it easy to share and match their company jobs to their networks, plus it also eliminates tracking and paying out of referrals.

3. From the referral side, Boon, auto tracks your referrals and the dashboard shows you where your referral is within the process, so you don’t ever have to wonder what happened to that person you referred.

4. Boon takes 10% off the top of the referral to the referring person, the company pays Boon directly. Currently, the Boon referral is $5000, but soon a company using Boon for employee referrals will be able to customize that amount as a percent of the hiring salary.

5. Boon also allows organizations to post their jobs privately, to only your employees, or publicly to all Boon users, in case you wanted to give your employees first shot at referring a friend or peer.

Boon is really simple to use and upload job descriptions. The matching technology to the referring user’s network sets it apart from similar technology on the market.  Well worth taking a look, especially if you don’t have any technology for employee referrals, this could be a very inexpensive alternative!

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 tech space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

Reruns – Top Candidate Lies!

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It’s Spring Break in Michigan, so I’m going to step away from the daily grind and throw some Reruns at you! You guys remember Rerun, from What’s Happening? (look it up, kids!) So, enjoy the Reruns, they’re some of my favorites!

Originally ran July 2013 – 

Every Monday morning I have a meeting with my recruiting team – it’s a great way to kick off the week – we share what we are working on, we talk about problems we are having on specific searches so the team can share ideas and tips, maybe even a possible candidate they know of, etc.  We also share stories!  Monday mornings are great for sharing recruiter stories – horrible interviews, funny excuses candidates have, negotiating nightmares – you name it, we talk about it!

I was reminded this week how bad of liars candidates can be – we get a lot of candidate lying stories in Monday morning meetings!  So, as a shout out to my Recruiters – and all recruiters – I wanted to put together a list of the Top Candidate Lies.  When I started thinking about all the lies, I found I could break it down by category – so here goes – hit me in the comments if you have a favorite that you get – or think of one I missed:

The Education Lies

– “I have all the credits, I just didn’t graduate.”

– “I did all the classes, I just need to pay the fees to graduate.” (so you spent 4+ years going to school, got done, but that last couple of hundred dollars stopped you from graduating…)

– “I graduated from ‘State U’, but it was a long time ago, I’m not sure why they can’t verify my degree.”

– “I had a 3.0 GPA in my ‘core’ classes, but a 1.9 GPA overall…”

– “Well, it was an Engineering/Business degree.”

The Background Check Lies

– “No, I’m not on drugs.” Then fails drug screen. “Oh, you meant Marijuana as a drug…” 

– “She told me she was 18.”

– “They told me in court that never would be on my file, so I didn’t think I needed to tell you.”

–  “No, I don’t have a felony.” (Oh, that felony! But that was in Indiana…)

The Experience Lies

– “When you said Java, I thought you meant experience making coffee.”

– “I was a part of the ‘leadership’ team that was responsible for that implementation.” (So, basically you knew of a project that happened while you were working there…)

The No-Show Interview Lies

– “My car broke down.” (Either through some fantastic wrinkle in space, or gigantic amount of lying, candidates have more car trouble per capita than anyone else ever in the world who has driven a car)

– “I couldn’t find the location.” (So, your answer to this dilemma was to turn around and go home and not call and let us know you got lost?)

– “My son/daughter got sick, so I can’t make it.” (Again – crazy coincidences that happen with candidates and sick kids…)

The Termination Lies

– “It was a mutual decision that I left.” (“So, you’ll ‘mutually’ decided that you would no longer have a job?”, is the question I always ask after this statement! Candidates – this statement sounds as stupid as it reads.)

– “I (or any family member) was in a bad accident and in the hospital, so they fired me for not showing up to work.” (No they didn’t – there are some bad companies out there, but no company does this.)

– “I play on a softball team and after games we go out and have a couple drinks. The next morning my boss smelled alcohol and fired me for drinking on the job.” (This was a true lie I got from an employee – it started out as me just giving him a written warning – until I went lunch, not joking – 10 minutes later at the Chili’s down the street from the office, and there he was belly up to the bar drinking a beer…upon cleaning out his desk we found a half a fifth of vodka.)

Here’s my take on candidate lies – candidates continue to lie, because Talent/HR Pros don’t call them out on it.  We (HR) also perpetuate this problem by hiring the folks who give you the crappy lie, but don’t hire the folks who come clean and tell you the truth.

Check out my follow up to this post: Top Recruiter Lies!

The Employment Branding Arms Race!

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Here’s why HR and Talent Acquisition is NOT like Marketing.

This is marketing –

Nike, Addidas, Under Armour, etc. all fight for market share.  Nike signs Lebron, KD and Kobi. Under Armour signs Steph Curry. Addidas gets D Rose and Wiggins. All of the shoe companies are trying to sign the top sports talent to shoe deals, so you’ll go out and drop $200 a pair for your kid to run around and act like they’re the next Steph Curry.

The ‘brand’ of the shoe you kid is wearing, that you are wearing, matters. It matters to them, it matters to you.  I know it matters because the shoe game is a $63 billion industry. Billion!  You care about what you put on your feet. Your kids really care! Accept my 12-year old who didn’t know who Kevin Durant was when I bought him a pair of KD’s earlier this year. See if he get’s another pair!

The shoe companies spend billions of dollars to create a brand that you want to be a part of, so, you’ll spend even more billions to buy their shoes made by 12-year-olds in China.

This is HR and Talent Acquisition –

We are spending more and more of our organization’s resources to create employment brands.  We are doing this because we need to let ‘talent’ know we are the best option for them to come and work. If we don’t play the game, other employers will beat us to the best talent.  Employment branding then becomes a strategic imperative to our organizations.

The one major difference is, we are only selling an idea.  The shoe companies are selling a product (and an idea that you’re cool if you wear our product!). We, HR and TA, are not selling a product that makes our organizations money. You have an actual marketing department that is doing that. So, in effect, you are creating something, that really has no value in the broader picture of your organization.

That probably doesn’t feel good, right there, for those who are spending most of their life working on and worrying about their organization’s “employment brand”.  You want to argue with me on this. I get it.

The reality is, there are only a handful of true employment brands that anyone really cares about or understands. You can name them off the top of your head: Apple. Facebook. Microsoft. GE (and only because they’re dropping millions right now on this). Enterprise Rent-A-Car (I would argue is the first and best at actually doing this organically, by hiring former NCAA athletes that didn’t go pro). Give me other national employment brands?

The reality is people have no idea what it’s like to work at GM. Or Oracle. Or Walmart. Or IBM. Or FedEx. Or PepsiCo.

We know of them because of their ‘brand’, not their employment brand. Pepsi could spend zero dollars on employment branding, and people would still have a positive connotation of their employment brand because they love their product brand. Conversely, WalMart could spend a billion dollars on employment branding, be a thousand times better to work for than Pepsi, and people wouldn’t buy it. Actually, they probably would, we’re all suckers for believing what the TV tells us.

So, this arms race of employment branding all seems a bit silly.

If every organization is out their ‘building’ their employment brand, the noise gets raised up all at the same time. The only ones who truly have an advantage are the ones who were out first, before the noise got so loud or the ones with the most money who can buy bigger speakers!

The noise is already deafening, and candidates have already stopped listening.

So, what can you do, if you’re one of those employers who is a good company, but people really have no idea who you are and what you do, and what kind of work environment you have? How do you break through the noise?

I believe you need to define what audience you really need to attract and you need to go after them with a sniper rifle. Not louder. Not with a shotgun. Not bigger. Not more money. Get very narrow, and pick off individuals you truly want.

You don’t need to make your message bigger and louder, you need to sneak around the crowd and pull people out of the fray. Put a hood over their head. Throw them into the van and take them back to headquarters. Well, so to speak.

In an arms race where you can’t afford nukes, you need to take the opposite approach and lay down your weapons. Many times the silent protest will get you what you’re looking for.

Hey, Kid! Know Your Place.

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Something really funny happened this past week in the NBA. Kobe Bryant who was sitting out of a game against Portland, in street clothes, came out to the bench after the game had already started. All the seats were taken on the bench. So, what did Kobe do?

He made a rookie give up his seat and sit on the court. A rookie who was actually dressed to play in the game – take a look:

This is brilliant!

I want to work in an organization where when a legend walks into a meeting room, some kid gives up his seat when there isn’t one available!

I know. I know. We’re all supposed to be Servant Leaders. Kobe should have sat on the court himself and let the kid keep his seat on the bench. Screw that. Kobe is one of the greatest players to ever play the game. If he wants a seat, someone better get up and give him a seat.

For real, though, there’s something to be said about knowing your place in an organization and respecting those who came before you. Respect is earned. Kobe clearly has earned that in his final retirement year.

I can’t stand seeing formal power used in organizations. “Oh, that’s the President, he demands to have the first parking spot.”  There is a little bit of this in the clip. But, if the kid truly didn’t want to give up his seat, he probably wouldn’t have.  He even mentioned as much on Twitter, later, saying Kobe has earned his respect to give up his seat.

I hear too often from people, especially HR and leadership thought leaders, who take the opposite stance. I think we’ve gone a bit too far on this one. As I am told I need to value these young bucks coming into the organization for what they bring, they, also, need to value the years of value I’ve already brought and continue to bring.

Yeah, I said it. These damn kids need to know their place in the organization! Now get off my lawn!

Hiring Means Your Organization Failed

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Henry Ward, the CEO of eShares, wrote a post on Medium recently on How to Hire.  It’s a great piece from an executive point of view regarding the concept of talent acquisition.  Basically, Henry feels that if your organization needs to go out and hire external talent, you’ve failed as an organization:

“Hiring means we failed to execute and need help. First, let me quell a misconception. Hiring is not a consequence of success. Revenue and customers are. Hiring is a consequence of our failure to create enough leverage (see eShares 101) to grow on our own. It means we need outside help. The perfect business is a computer plugged into the internet. Starting with me, every human thereafter is overhead. And we are increasing overhead by 50%.

I want to repeat this point. We are increasing overhead by 50% because we failed to execute. It is not something to be proud of. It is humbling to go back to the labor market, hat-in-hand, asking for help…”

Want to know why your executives don’t respect HR?  Read above.  Executives think about the business differently than we do in HR and Talent Acquisition. I’m 100% sure any head of TA would believe hiring, because of business growth, equals success, not failure.

Even if you take out Henry’s example of the perfect business model being a computer plugged into the internet, he could still argue that any organization that can’t self-sustain its own growth of labor is a failure. Think about it from a training and development point of view. You hire entry level candidates and train and develop them into every part of your organization. You have a succession plan. If everything works perfectly, you never hire ‘talent’ from the outside. You just hire new, clean, entry level bodies, and create your own clone army!

Okay, at this point we still need to use outside bodies. I would guess at some point Google will create real, live human clones, then the process could be completely self-contained.

So, how does Henry Ward hire at eShares?  Here is his hiring philosophy:

  1. Hire for Strength vs Lack of Weakness
  2. Hire for Trajectory vs Experience
  3. Hire Doers vs Tellers
  4. Hire Learners vs Experts
  5. Hire Different vs Similar
  6. Always pass on ego

Pretty solid. Some of it might depend on your industry, company, etc. I’m not a huge believer in always hiring for difference. Difference causes conflict. In some organizations that is great. In some organizations that is catastrophic. Just as similar, group think, etc. is bad in many cases, it’s perfect in some cases.

Give his article a read, he goes into detail on each step with an explanation.  One of the best executive written pieces I’ve read on hiring.

The Sackett Thanksgiving Menu

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It’s Thanksgiving in America and you’re reading a blog post.  I’m assuming a few things about you at this moment:

1. You’re bored because you have family around that is driving you nuts.

2. You’re in a food coma and need the nice warm glow of a screen in your face.

3. You’re not in the U.S. and you’re working like a normal person.

Regardless, I’m thankful you stopped by. See what I did there?

Here’s the Sackett menu for today:

Lunch: McDonalds for the kids (It’s America and McD’s is open. USA, USA, USA!)

Hor’sdourves – Pre-Dinner: (cheese, crackers, chips, dips, shrimp cocktail, veggies)

Dinner:

-Turkey

-Stuffing (in a pot, it kind of grosses me out to stuff bread and spices into the bird and then scoop it out)

– Mashed potatoes (this is my wife’s job, she does the best mashed potatoes)

-Grandma Martin’s Homemade noodles with chicken (I make them myself from a family recipe)

– Texas-sized Rhodes bread rolls (they take five hours to rise, and they’re the size of a small loaf of bread, and I can eat ten of them!)

– Gravy (out of can or jar. I’ve never been good at making homemade gravy out of the turkey drippings with corn starch and such. Plus the jar/can stuff is always solid)

-Greenbean Casserole (the secret is adding soy sauce, and French style green beans because we are supporting France!)

-Grandma Sackett’s Cinnamon Cherry Jello (another family recipe, we have to make two pans of this because my oldest son eats one by himself. We do this in place of cranberry sauce)

-Key Lime Pie (my favorite)

-Chocolate Cream Pie (my wife and kid’s favorite)

-Pumpkin Pie (my oldest son’s favorite)

If you’re around, stop over. We’ll have plenty.  I only know one way of making Thanksgiving Dinner and it’s for twenty. We’ll have like eight.

Happy Thanksgiving!

 

T3 – UltiPro – @UltimateHCM

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This week on T3 I take a look at one of the big boys in human capital management (HCM) software Ultimate Software. If you’re like me you probably have some confusion of what or who Ultimate Software really is. Are they Ultimate Software, UltiPro, UltimateHCM, I truly had no idea if these were all the same or different!

Ultimately (pun intended!), I found out that the main product of Ultimate Software is called UltiPro and its an enterprise level human capital management system, or in HR terms, it’s your system of record, plus some.  To give you some more perspective UltiPro runs in the same space as HR technology companies, Oracle, SAP, Workday, Ceridian and ADP.

At its core UltiPro provides you with HR, Payroll and Benefits software. All clients that use UltiPro have this core, plus they give you the ability to buy into the full enterprise for talent management, applicant tracking, compensation, time and labor, Business Intelligence/predictive analytics, payment and tax, etc.

5 things that I really liked about UltiPro:

1. Definite advantage for Canadian customers as UltiPro payroll runs both Canadian employees and U.S. employees on the same system. This is rare in the payroll world, and about 75% of Canadian companies have U.S. employees.  All of your employees in UltiPro, US and Canadian, will be housed in the same database.

2. UltiPro doesn’t seem like a cobbled together mess of technology. It was designed as one holistic system and reacts that way when you are using it. UltiPros manager and employee Self-service is one of the better ones I’ve seen in the industry.

3. The business intelligence and analytics within UltiPro is awesome. It’s built so that individuals can pull exactly what they want, in the way they want, not just pre-built reports where you get what they want you to have. I was especially impressed with their retention dashboard with retention prediction and succession management.

4. UltiPro makes HR and organizational compliance extremely easy. You can tell this was built with input from real HR pros. Need your EEOC annual report? Pull it instantly by clicking one button! UltiPro delivers over 150 different business processes, designed to be best practice right out of the box, but with your ability to change and adapt to your specific processes.

5. This might seem small but it’s a big differentiator in the HCM space, in that UltiPro does the tax side of payroll beyond most payroll systems. Each UltiPro client is indemnified, and they ensure you have the right tax forms, rates, and they’ll actually file for you as well! This is huge for SMB clients!

So, why should you use them over the other big guys in the HCM space?  Ultimate Software sells from a philosophy of ‘we’re the small, big guys’, they’re the nice guys of HCM.  If you’ve dealt with some of the big HCM players recently, you’ll understand this!

So, what size do you need to be to really be an organization that would use UltiPro? They’re primarily an enterprise level software, but do play in the SMB space more than most. So, roughly 300-1500 on the SMB side, they’re enterprise clients average around 5,000, but rise to well over 10,000.

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 tech space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

The Uber of Recruitment #hrtechconf

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Apparently, the new marketing message for Talent Acquisition technology is to call yourself the “Uber of Recruitment”. I have had six different companies actually use this phrase to explain what their product is, and how it works.

Marketers love to play up being a ‘disruptor’, like Uber did to the taxi industry.  I love using Uber, and I think most people that use it really like it as well. So, making the jump in marketing to use that positive image and tying it back to your product makes perfect sense.

Lazy, but I get it.

Here’s the bigger story, companies are trying to cash in on the multi-billion dollar recruitment industry. Okay, it’s not a big story, it’s been happening for decades, but we are getting to a point where you can see technology making a serious play at truly changing the way companies interact with traditional recruitment agencies.

This is my game, so I’m definitely interested in checking out all these new Uber of Recruiting plays.

Here’s how most of these technologies work:

Step 1: Use our technology to connect with candidates

Step 2: We charge you about 75% less than traditional recruitment agencies

Step 3: We cut out the middle man

Step 4: You get same talent, faster, cheaper, happier.

The basic premise is Uber simple. Put the power of recruitment into the hands of the candidate.  Let them easily connect with those companies that seek their expertise.

Here’s why this is hard.  All of these Uber of Recruitment plays don’t really have an answer on how do we get people and/or companies to use their product.  The need to use Recruitment Agencies are based on a few main premises:

1. The most desirable candidates are not looking, and must be found.

2. You don’t have capacity or skill in-house to find this talent.

3. Agencies can find better talent, than other options (remember this is the premise of use!).

The Uber of Recruitment plays don’t necessarily address all of these premises. I do believe that this technology is going to have an impact to a part of recruitment industry market segment that has issue with cost.

The technology makes it easier for organizations to almost run their own type of agency in-house using this technology, and it makes it easy for candidates to connect.  But, the huge miss is that these technologies still don’t go out and sell a talented person, who is not looking for a job at your company or any company, on why they need to consider this job.

That’s called recruitment, or sales, which is recruitment. Uber of Recruitment technology doesn’t recruit, which is why these plays won’t end the industry as we know it. Uber as an example doesn’t really fit as a recruitment industry killer, but it might work in terms of disrupting and pushing bad agencies to get better.