Marines say Inclusive Combat Units are Lower Performing

Not surprisingly, no one in the HR/Talent community is talking about a major study released by the Marines last week that shows all male combat units perform better than mixed male and female combat units. More from Time:

The results of study speak to the dangers of the Golem effect. Research has shown that when less is expected of a specific group, less is exactly what they will achieve. For decades, women in the Marine Corps have been subject to lower performance standards, starting at recruit training. The passive acceptance of second-rate results for women flies in the face of the mythical characterization of the Marine Corps as the most elite of all of the services.

Although female recruits have historically underperformed in every quantifiable category at boot camp, the Marine Corps has never acknowledged this to be a fundamental obstacle to the success and credibility of female Marines. Ultimately, the impact of lowered expectations for female performance at boot camp were reflected across the spectrum of the study’s results.

A Marine Corps mantra is “Every Marine a rifleman.” However, until last year, female recruits achieved an initial qualification rate on the rifle range between 68% and 72%, compared to male averages between 85% and 93%. It became normal for up to a third of every cohort of female recruits to require remediation on the rifle range or be recycled in training.

So, does this have workplace application?

I think it does speak to the lowering selection standards amongst different groups of people you have coming into your organization. It also speaks to the concept of Inclusion and what importance your organization puts on Inclusion for your success.  The results of the Marine’s study is not surprising. They lowered standards for female recruits, continued to lower standards through training, then measured them against all male units which had higher standards.  The mixed groups would almost always fail under these circumstances.

It’s also not surprising that in a combat setting inclusive groups would perform lower than exclusive groups.  Combat units thrive when they act as one, not independent.  Inclusion doesn’t help this concept, it hinders it. You will find the same thing in manufacturing environments, call centers, etc.

Inclusion doesn’t make every workplace environment perform better.  In some workplaces, increased inclusion will actually bring down overall performance.

The larger issue with the Marine study, though, is that the Marines lowered incoming standards for females, which ultimately led to lower performance in the mixed groups.  More from Marine Lieutenant Colonel, Kate Germano

“The gender normed physical fitness test allows women to settle for mediocrity while their male peers are held to more stringent standards including dead-hang pull ups and a faster three-mile run requirement. Considering these disparities, it should not be a surprise that men would outperform the women in the study, nor should the female lower extremity injury rate be considered startling.

The Marine Corps force integration plan summary touts the fact that the recruiting force has seen a 4.5% increase in female enlistments since 2008. But does an increase of women in the Marine Corps really equate to talent management if the women are simply expected to do less? No matter how many women there are in the Marine Corps, if low expectations for performance are maintained, women will never measure up to their male counterparts in any capacity, much less the field of infantry.”

I’m wondering how many HR & Talent Pros are facing something similar in their own workplaces.  With the push to make all workplaces more inclusive, regardless of the results, I tend to believe there are probably more, but few willing to go as public as the Marine Corp did in this study!

Don’t confuse this issue. This isn’t male vs. female. This is a false belief that all environments perform better by being inclusive, which isn’t the case. Especially, if you’re going to hold the inclusive group to lower standards!

4 Reasons You’ll Leave Your Job on Your Terms

There’s a million ways to lose your job.  Layoffs, company closes, smacking an employee on the butt, you name it and someone has lost their job over it!

The reality is, though, most people leave their jobs on their own terms and it has nothing to do with more money or a higher level job.

If fact there are four main ways people leave their jobs:

#1 – Crappy Boss.  Almost anyone who has left my company has left because they didn’t like me, or I didn’t like them. Well, to be honest, I probably didn’t like the way they were performing.  If they were performing well, I don’t really care if I like them personally. I’ll take the performance over me liking them!  So, for some I’m a crappy boss, for others I’m not.  The key to great leadership is having only a few believe you’re crappy!

#2 – Bad Job Fit. We hired you and thought you would be awesome. Yay! But, we all messed up with thinking you would fit.  You’re not the right fit. You know it. Doesn’t ‘feel’ right, so you you leave to something that feels better. In so many of our jobs that we hire for, fit is the most important part of success. Fit and showing up every day. Shocking how we can’t figure this out!

#3 – Commute.  Length of commute is subjective.  My friends in Detroit live 10 miles from work and drive an hour on good days to their jobs. They seem completely happy with this commute.  I drive 12 miles and it takes me twenty minutes and if I get slowed down and it takes me 22 minutes, I’m ready to shoot people!  People take a job and think the commute is no big deal, but it is a very big deal for so many people.  If the length of commute comes up in negotiation, run away from that candidate.

#4 – Cultural Fit.  I hate conservative, very political environments.  There’s something about kissing ass all day that makes me not a pleasant person to be around.  You need to know who you are and what kinds of culture you like.  Some of my best friends love ultra-professional conservative cultures and do exceptional working in those cultures.  Everyone has a preference. Find yours.  So many people get this wrong and stay in a culture they hate.

These four reasons make up about 99% of why people decide to leave a company.  People always want you to believe they left for money or a promotion, but all of that can usually be had at their current employer with a little patience and some conversations.

 

Live from #SHRM15 – HR Ladies are Brave!

Kris Dunn and I presented to a packed room at SHRM on Monday on the topic of HR technology and what HR Pros need to be thinking about and doing to bring their own shops into the next decade.  It was great. The attendees asked a ton of questions and were so engaged.

I know I’m going to catch crap about saying HR ladies are brave, when their are HR guys as well at SHRM. The reality is about 85% of the attendees are female. So, while I’m sure there are brave HR guys, my example has to do with one of the HR ladies.

Literally,  minutes after it got done I overheard someone making fun of an HR pro who made a comment about ‘getting onto LinkedIn’ to find some talent, because they had not yet been on LinkedIn.  This is the real struggle.  It made me upset that this person was being made fun of.

Here was an HR lady who was brave enough to come to a technology session, working on her own development, trying to get better.  I started out the session telling folks that I feel like an idiot when it comes to technology.  I’m definitely not an expert.  I’m interested, and I’m following that interest. The reality is I’m just scratching the service of what HR technology is all about.

As compared to most of the people in the room I probably know a thousand percent more about HR technology then they do.  There is this continuum of novice we are all on, when it comes to our level of knowledge. Some are at the level where they don’t know about LinkedIn.  That’s okay.  We all start somewhere.  That’s where I started.

She was brave to have the guts to ask the question.

It takes guts to let people know that you don’t know something, but you want to learn.  That’s what is great about industry conferences about SHRM. Most attendees are in the same boat.  They want to share what they know and learn what other know.  All to help themselves and their organization.

It’s not easy.  It’s not easy to admit you don’t know something, when it seems like everyone else does.  It takes someone who has some courage to open themselves up to the opinion of the masses. My hope is that we all come to this safe place to learn and help develop each other.

I’m proud of all the HR pros who came to my session and raised their hand and asked questions that might have gotten them judged.  That takes guts.  It made the session great, because it was real.  Real questions, from real HR pros, wanting real help.

It wasn’t something at 30,000 feet.  It was ground level, real world HR and it seemed like everyone really liked it.

Thanks for showing us the way brave HR lady!

Live from #SHRM15 – We All Just Want Attention

Monday’s big keynote speaker was the ever popular Marcus Buckingham.  Marcus has the great English accent, high energy and great leadership content to share. He’s strong every time I’ve seen him, going on way too many times at this point in my life!

The big bomb he dropped on the SHRMies this session was the money-shot quote of the conference: Millennials don’t want feedback!

We’ve all been told by thought leaders and Millennial experts for a decade that all Millennials want is feedback and work-life balance!  They don’t want money or power or ice in their beer.  Just feedback and time off.  Marcus put a stop to all of this, and had the data to back it up!

In reality, Marcus told us the truth.  Millennials, and the rest of us, don’t want feedback, we all want attention. Pay attention to us!  Stop by frequently and see how we are doing, give us some insight to our near future, help us get our jobs done.  But, please, don’t give us feedback on what we are doing wrong!

No one wants that.  The whole reason performance reviews fail is because they don’t deliver what we truly want, attention, not feedback.  So, our “HR” answer to this is to do what?!? Let’s do more frequent, smaller, feedback sessions! NO!

Unfortunately, this is going to be big old Titanic to turn around.  The wheels have been in motion to long to stop what we’ve already started.  HR technology platforms and your processes are already in place. Your managers have already been trained, and now you want us to stop?!?

Basically, yes.

Those organizations with high engagement are not the ones who are giving more feedback. They are the ones who are paying more attention to their employees.  Yes, there is a difference.

This is fraught with issues for most HR pros and organizations because it feels a little pie in the skish.  There is an assumption that you pay attention to your employees and they’ll just magically do what they’re supposed to do, and we live happily ever after, cats and dogs living together.

We know that isn’t reality.

Some employees need to be managed to get the most out of them.  They need to be held accountable. I do think there is a balance that we can get to when it comes to paying attention to our employees, like they want, and being able to ‘manage’ them like the business needs.

Managers need to know that even with those employees they’ve worked with for a long time, it’s critical that they don’t stop paying attention to what they’re doing, professionally and personally. Also, our employees need to understand that, yes, we care about you, but that doesn’t mean you can just not perform the job you were hired to do.

I don’t need engaged employees that don’t do the job they were hired to do. I want engaged, productive employees.  It’s all about balancing your approach, and I love that Marcus put to bed the concept that Millennials just want feedback!

Moving Past Smile and Dial

The recruiting world has grown in complexity with each passing year.  Staying on top of the macro trends (mobile, social, etc.) and the moving target related to how candidates find jobs (aggregation, job boards, referrals, etc.) is a full time job.  Throw in the difficulty of measuring the effectiveness of your recruiting spend and it’s enough to make you say, “No Mas.”

Never fear, the gang at FOT is here to help you get a reset via our roadmap for building a high performing Talent Acquisition/Recruiting function.  Join FOT’s Kris Dunn and RJ Morris for our June webinar (sponsored by the recruiting experts at CareerBuilder) on June 24th at 2pm Eastern (1pm Central) entitled, Moving Past Smile and Dial: 5 Ways to Build a Recruiting Function Your CEO Will Love, and we’ll hit with the following roadmap to help you build the perfect recruiting machine:

The Front End: There’s never been more competition for the attention of candidates, so you’ve got to look GOOD.  We’ll help you understand the value of front-end items like a robust Careers Site, Talent Networks, Job Descriptions that don’t put people to sleep, and ATS messaging designed to make people smile—not cringe.  We’ll also give you a roadmap for how to use Social Media in a way that makes candidates feel like your company gets it.

–The Back End: The worst enemy of any recruiting function is disorganization, so we’ll cover critical elements of your back office like ATS functionality, the mission critical nature of having your own searchable candidate database as a strategic advantage, automated job distribution/postings and more.  Your recruiting function is only as good as your back end, so we’ll help you understand how to build it out.

–Building Your Recruiting Strategy: How many recruiters do you need?  How do you calculate your investment in recruiting?  What should that investment be?  How do you measure the effectiveness of your Recruitment Marketing Spend?   Good questions. We’ve got the answers in this strategy section.

Creating a Coaching Culture in Recruiting and Measuring Your Success: You can do all of the things listed above well, but if you don’t actively coach your recruiters, it probably won’t matter.  We’ll give you some benchmarks for recruiter performance goals and walk you through how successful recruiting managers treat recruiters like salespeople – ultimately wanting filled positions but coaching up and down the recruiting funnel.

Whether you’re a Recruiting/HR Leader looking to remodel your recruiting function or an up and coming recruiter looking to understand the strategic side of the recruiting business, join us for Moving Past Smile and Dial: 5 Ways to Build a Recruiting Function Your CEO Will Love on June 24th at 2pm Eastern (1pm Central) to get ramped up.  As a bonus, we’ll also provide a FOT Checklist10 Things To Do Today to Maximize Your Ability to Attract Great Talent – to all who register.  This checklist is a great tool to cross off what you’ve already done well, then use it as an avenue to show what you’re missing when asking for more budget for your recruiting function.

REGISTER TODAY!

Delivering Bad Benefits News with @JellyVisionALEX

It’s getting close to being that time of year when you start to deliver messages out to your employees about upcoming benefits open enrollments.  True HR and Benefit Pros know that the heavy lifting of open enrollment is done in the summer and fall.  Getting communications ready, making tough decisions on what to offer, and not to offer, all start to take shape in the ‘HR offseason’.

That’s why I’m hosting a webcast tomorrow (Tuesday June 16th at Noon ET) in conjunction with ALEX and SHRM, to help HR and Benefit pros prepare and give them some tips and tricks of delivering tough news.  Unpopular messages are always tough, and great HR pros deliver them in a way that is straightforward, empathetic and helpful.

Also, I’m bringing in a special guest, Dawn Burke, the tremendous and brilliant VP of People at Daxko who is in the trenches and has to deal with this kind of stuff every day.  We’ll be playing a game I made up called Real Life HR, with a Real Life HR Lady! Where I, and you, get to see if we can stump the HR pro with real life benefit communication issues!

It’s going to be fun! It’s going to insightful! It’s going to kick of this years communications better than ever before.

Sign up for free! Tuesday June 16th at Noon EST.

Click to REGISTER

T3 – PapirFly

This week on T3 I’m taking a look at Papirfly an employment branding software just getting started here in the United States. Papirfly is a web based technology that helps you manage and communicate your employer brand around the world, enabling non-specialists to access and edit consistent marketing and communication in-house and in local languages.

Basically, Papirfly ensures that non-marketing/branding folks don’t screw up your consistent brand message!  You know, like us Talent Acquisition and HR pros who need something real quick and aren’t patient enough to wait for something to be delivered to us from marketing. So, we cut and paste a lot!  Marketing folks just love that! HR people cutting and pasting…

Papirfly has eight internal modules, and you can start with as few as you want, but the modules consist of things like print materials, email templates, banner, print ads, presentations, etc.  These modules allow anyone, who is given access, to come in and pick what they need, make changes and the software ensures only the changes approved can be made, to ensure you don’t have rogue HR folks doing their own ‘special’ branding in the field.

5 Things I really like about Papirfly: 

1. Empowers Talent Acquisition and HR to move fast and in a way where they (and owners of the brand) know everything is approved and consistent with the message the corporation wants to share.

2. Super easy to use! If you can use word, you can use Papirfly. The system builds in what can be changed, and what can’t. It also tracks, by individual, who made what changes and what it was used for. This allows the organization to track back when a certain piece was used and who did it.

3. Completely global. You can auto change languages and images, based on your audience. Allows multinational organizations to easily share a consistent branding message, but ensure that message is appropriate for each market.

4. Allows HR and Talent Acquisition to be creative, but also ensures they color within the lines!

5. Auto set safeguards, limits and approvals so that HR doesn’t have to be the brand police, and you don’t have to wait to be number one on a priority list to get things done.

Papirfly isn’t something you’re going to use if you have a 500 employee shop. This is, obviously, something that is for enterprise level HR and Talent Acquisition shops that probably have 5,000+ employees, and are in multiple locations.

If you have ever worked for a Fortune 500 level company you know how much of pain in the butt this can be! Employment branding is exploding across the globe and this has it’s own set of challenges.   Papirfly is on the forefront of how large organizations can handle one major challenge, how do you ensure the consistency of your employment brand, and still move fast.

Check them out, definitely worth a look if you’re responsible for employment branding in your organization.  It’s so simple to use the demo literally takes like 20 minutes!

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.

7 Things Reviewing HR/Talent Technology has Taught Me

I’m not going to review a specific company today because I’m on Spring Break (like the High School kids, but I can drink, legally!).  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.  Also, HR/Talent Tech vendors, let’s connect, I would love to see what you’ve got cooking!

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.

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.

Watered Downed Feedback is Killing America

I said this before, but you don’t want to hear it.  No one cares about what you have to say, unless it’s telling them how good they are.

People can’t handle critical feedback, unless it’s set up in a mechanism where they expect it and desire it.  That’s the crux, hardly anyone has that mechanism and while most people tell you they want critical feedback they don’t have the makeup to handle it.

Here are the types of “critical” feedback people can handle:

“You’re doing a good job, would love it if you could get that big project off the ground. That would really help us out!”

Here’s what you really want to say, critically, but can’t:

“You do good at things I tell you to do, and all basic day to day duties of the job. I need more from this position and from you, and I’m willing to help get you there. I need someone who can take a project from scratch and kill it, without me having to babysit the entire thing. You’re not doing that, and that’s what I really need you to do. Are you willing do that?” 

Same message, right?  You do some stuff good, but one critical aspect of the job is not getting done. The problem is, the first level feedback is given 99.9% of the time, because managers and leaders know if you deliver the second level, that person will be destroyed!

They’ll think you think they suck, and they’ll start looking for a job.  When in reality, you were just trying to give them legitimate feedback. Real feedback. Something that would actually help them reach expectations.

So, how do you get to a point to be able to deliver ‘real’ feedback?

It’s starts with your hiring process. In the interview process you need to set people up to understand that your organization delivers real feedback, and they must be able to accept critical feedback and not crumble.  This is a team, it’s about getting better, not hurt egos.  Half will crumble in the interview, which is a good thing, you don’t want them anyway.

For those that you think have the self-insight enough to handle it, you need to do it before hire. Give them the real feedback from their interview, and see how they reply, how they interact.  This will show you what you can expect from them when they get this level of feedback as an employee.

For the employees already working, you need to start by showing them and giving them examples of what true feedback looks like. You need to coach and train your leaders on how to deliver this, on an ongoing basis.  You then need to have coaches and mentors sit in with all leaders when they begin to deliver this feedback.

Part of your leader training is to show them how to accept feedback from their teams as well. If you want to dish it out, you have to accept it as well. Training and coaching employees on how to ‘manage up’ is key to making this successful. This isn’t about blowing people up. It’s about delivering true feedback to help them get better, and person accepting and receiving this information under that assumption. We want you to be the best you, you can be.

All this takes work and time. The organizations that can do this win the culture war, because all the people working for you will know they won’t get this anywhere else!

Career Advice #137 – There Will Be Haters

Adidas just came out with some brilliant marketing for their new football (soccer) boots (cleats). Check it out:

This can also be used as just plain good advice for everyday professionals in the work world.

You are going to have haters in your life.  You can’t do anything about it.  It’s not your problem, it’s their problem.

All you can do is be the best version of you that you can be.  Some days that might not be very good, and some days you’ll be brilliant. That’s life.

You’ll be hated for being too nice. Too smart. Not smart enough. Because others like you. Because you were born pretty. Because you were born fat. Because you talk too much, or not enough.  Some folks just find life more enjoyable when they’re hating.

Regardless, there will be haters.