Everyone Loves A Good Story

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I love telling stories. I also love listening to stories. Picture me at Barnes and Noble, throwing elbows to squeeze onto a first-row bench to hear a story alongside the kids. They’re my thing.

Storytelling is a skill, something anyone can be good at if they want to bad enough.

But what does storytelling have to do with HR?

In HR, we usually rely on facts and figures to make our case. We get the data, create spreadsheets, and present our findings in meetings, hoping to persuade others with logic and evidence.

Seth Godin once said, “A statement of fact is insufficient and often not even necessary to persuade someone of your point of view.”

Think about it: Have you ever been in a meeting where someone shared a compelling story that completely changed the tone of the conversation?

Maybe it was a personal story about overcoming a challenge or a funny one that broke the tension in the room. Whatever the case, stories have a way of resonating with people on a deeper level than facts alone.

Seth’s goes on to say: “Politicians, non-profits and most of all, amateur marketers believe that all they need to do to win the day is to recite a fact. You’re playing Monopoly and you say, “I’ll trade you Illinois for Connecticut.” The other person refuses, which is absurd. I mean, Illinois costs WAY more than Connecticut. It’s a fact. There’s no room for discussion here. You are right and they are wrong.

But they still have the property you want, and you lose. Because all you had was a fact.

On the other hand, the story wins the day every time. When the youngest son, losing the game, offers to trade his mom Baltic for Boardwalk, she says yes in a heartbeat. Because it feels right, not because it is right.“

There are lots of ways HR pros can better use storytelling: sharing personal stories in presentations, using storytelling techniques for engaging training materials, or integrating employee stories into company communications. Stories have a unique power. They allow us to share our experiences and values, and inspire others to action. In HR, this means going beyond the numbers and presenting information in a way that actually sticks.

Stories make connections.  Connections drive people to act and behave differently.  Things change when behaviors change.  Facts don’t do that – connections do that. Stories do that.

Should Companies Pay for Interviews?

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It’s Re-Run Friday! This post originally ran in May 2014.

Would You Pay A Candidate To Interview?

Last week I got my ass handed to me for daring to consider that those who interview with a company, should pay for interview feedback.  Not just normal interview feedback, like thanks, but no thanks, but something really good and developmental.  Most people think that idea is bad.  Interview feedback should be free.  It’s not that I really want to charge people who interview a fee to get feedback, it’s just I think we could do so much better in terms of candidate experience, but we have to get out of our current mindset to shake things up a bit.

This all leads me to the next idea (hat tip to Orrin Konheim @okonhOwp) what if companies paid interviewees for their time?

Cool, right!?

We’ve built this entire industry on shared value.  Organizations have jobs, candidates want jobs, let’s all do this for free.  What happens when the equation isn’t equal?  What if candidates didn’t want your jobs?  Could you get more people to come out an interview if you paid them?  How much would it be worth?  It’s a really cool concept to play around with, if we can get out of our box for a bit.

Let’s say you’re having a really, really hard time getting Software Developer candidates to even consider your jobs and your organization.  It’s a super tough market, and you just don’t have a sexy brand.  You also don’t have the time to build a sexy brand, you need the talent now!  How much would it take to entice great candidates to give you an hour?  $100? $500? $1,000?  What if I told you I could have your CIO interviewing 5 top Software Developers tomorrow for 5 hours for $5,000?  Would you do it?

I hear the backlash of questions and concerns already forming in your head!

– People would just take the money, but not really want the job!

– How would you know these people were serious?

– Why would you pay to have someone interview when others will for free?

– Did you get hit on your head as a child?

– This might be the dumbest idea since your idea last week.

When we think about really having a great candidate experience, shouldn’t compensation be a apart of the conversation.  For most interviews you’re asking someone to take time off work, losing salary, time off, putting themselves at risk of their employer finding out, etc.  At the very least, you would think that we might offer up some kind of compensation for their time.  I’m not talking about interview expenses, but real cold hard cash, we appreciate your time and value it!

If you started paying candidates to interview, do you think you would get and have better or worse interviews?

When you put value to something, i.e., an interview, people tend to treat it as such.  Now that interview that they might go, might not go, becomes something they have to prepare for, because, well, someone is paying me to do this.  To interview.  I’m guessing if you paid your candidates to interview, you would get a higher level of candidate, and have a higher level of success in hiring.  It’s just a theory, wish I had the recruiting budget to test it out!

That’s my mission, and I’m sticking to it!

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Most companies have fancy vision and mission statements. But let’s be real, living up to those missions often feels like a stretch. Don’t get me wrong—I’ve always been loyal to my employers and employees. I’d get the company logo tattooed on my ass if they asked.

But most of their mission statements are just plain boring. They all seem to say the same things: Quality, Integrity, Service, Innovation, blah, blah, blah.

Does anyone really think, “What the world needs is a company that makes lousy products, lies to customers, and treats employees like dirt”?

We work with a partner of the U.S. Army that blows me away with their “mission”. Every person there, from the janitor to the accountant, understands what their work means. Even if their job is literally sweeping the floors! They know that every product they make could save the life of a soldier they’ll never meet. These soldiers aren’t just names on a list; they’re someone’s family. Every day, these employees show up to work with one goal: to make sure their products protect those who defend our freedom.

Now, that’s a real mission!

When I was in HR at Applebee’s our “mission” was simple: make sure customers got their food hot and didn’t run out of drinks. It’s important for business, sure, but it’s not exactly changing the world, you know?

Take a look at your office’s mission statement. Does it really mean something to you? Because if it doesn’t, you might start feeling pretty blah about your job.

Having a sense of purpose matters.

It doesn’t have to be about saving lives, like it is for some people. I run a staffing company, and my mission is clear: I help people find jobs. And let me tell you, especially in tough times, that feels really important.

It’s great knowing you’ve made a difference in someone’s life by helping them find work. And even when times are good, I’m still on a mission—helping people find even better jobs or helping companies find top-notch employees. That’s my mission, and I’m sticking to it!

Hiring on a New Level

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Did you know that a whopping 80% of hourly workers live within a 5-mile radius of their workplace? Another study found that 70% of individuals avoid commutes over 30 minutes.

It’s obvious: proximity matters.

No matter if you wear a blue collar or a white one, most people prefer living near their workplace. Who wants to waste time stuck in traffic or on crowded buses or trains? Commuting, even if it can be productive, usually throws off work-life balance.

I created this idea of “Hyperlocal Hiring” years ago. Imagine if companies exclusively recruited individuals to reside within a 1 to 3-mile radius of their premises. The idea is simple yet transformative – making a community of employees who can conveniently walk or bike to work, minimizing commute stress and maximizing efficiency.

The benefits of Hyperlocal Hiring:

  1. Enhanced Work-Life Balance: Hyper-short commutes translate to happier, more balanced employees.
  2. Stronger Bonds: Being close to each other helps coworkers form stronger relationships, making the work environment more unified.
  3. When employees live and work in the same area, they become essential members of their communities, which boosts their involvement and job retention.
  4. Cultural Cohesion: Being close together helps everyone share the same beliefs and values, making the company culture stronger.

Skeptics might have good points, especially about how doable and big we can make Hyperlocal Hiring. Sure, it could be tough for huge companies with thousands of employees. But for smaller and medium-sized businesses, it’s a great chance to get and keep awesome employees, especially younger ones who really want to be part of a community.

Now, you might be thinking about how limiting the candidate pool could work. But that’s the great thing about Hyperlocal Hiring – it’s not about having lots of options, it’s about getting the right people. When you bring in folks who believe in creating lively little communities, you build connections that go beyond just working together.

So, should we give the Hyperlocal revolution a shot?

Timmy’s Takes on Graduation

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As graduation season rolls around, so do the inspiring speeches that mark the milestone. While each speech may seem unique, are they really? I swear there’s a secret recipe behind most of them. Let’s break it down:

  1. Get Them Excited: Make the graduates feel like they’re about to achieve something big, not just join the workforce.
  2. Empower Them: Encourage graduates to believe they can make a real difference in the world. (Because they totally can/will!)
  3. Show Them the Possibilities: Open their eyes to the many opportunities that lie ahead. They’re endless!
  4. Remind Them of Their Value: Assure them that the world is eager for their contributions.

Now, imagine a commencement speech that goes beyond the usual clichés. One by yours truly. Here’s a peek at the topics I’d cover:

1. Work sucks, but being poor sucks more. Don’t ever think work should make you happy.  Find happiness in yourself, not what you do.

2.  You owe a lot of people, a lot of stuff.  Shut your mouth and give back to them. Stop looking for the world to just hand you stuff.

3.  No one cares about you. Well, maybe your mom & dad. Everyone else cares about what you can do for them. Basically, you can’t do much, you’re a new grad.

4.  Don’t think you’re going to be special. 99.9% of people are just normal people, so will you. The sooner you come to grips with this, the sooner you’ll be happy. I know it’s morbid, but reality is hard.

5. Work hard. And then harder. Almost always, the person who works the hardest has the best outcome in life.  Once in a while, a person who doesn’t work hard, but has supremely better talent or connections than you, will kick your ass. That’s life. Buy a helmet.

6.  Don’t listen to advice from famous people.  Their view of the world is warped through their grandiose belief somehow they made it through hard work and effort. It’s usually just good timing. Okay, maybe hard work too.

7. Find out who you care about in life, and make them a priority.  In this world, you have very few people you truly care about, and who care about you in return.  Don’t fuck that up.

8.  Make your mistakes when you’re young.  Failure is difficult, it’s profoundly more difficult when you have a mortgage and 2 kids to take care of.

9.  It’s alright that sometimes you have to kiss ass.  Get good at it. It doesn’t make you less of a person.

10.  Wear sunscreen.  Cancer sucks.

What do you think? Are you feeling inspired? High schools or colleges interested in a down-to-earth commencement speech can reach out anytime. My calendar’s open, and I’m ready to deliver a speech that hits home!

The Day 1 Speech

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Are you or someone you know stepping into a new leadership role? This guide is for you!

When starting out as a leader, there are two things you bring with you:

  1. Your resume
  2. Your speech

Your resume is easy. It’s all the crap you did in your career to this point. You’ll be judged on that resume by your new team. It can go several ways, but usually, if you get hired, you have the resume to back it up.

Crafting your Day 1 speech is the important part. It’s your chance to share your vision, goals, and leadership style with your team. Here’s what your speech should cover:

  1. Why you’re the right person for the job and what drives you.
  2. Your role and objectives within the organization.
  3. How the team fits into your plans.
  4. Clear metrics for success.
  5. Insights into your leadership style.

Although it might be tempting to wait until you’re more familiar with the team, it’s important to deliver your speech early on. Your Day 1 speech sets the tone for your leadership and builds trust with your team. Get ‘er done!

You are now the leader. All eyes are on YOU for the answers. You might not have any of them, yet, but you better make it sound like you have them, or you’re about to discover them!

You only bring two things with you into each new position. You only control one of them, at this point. Don’t miss.

More, More, More!

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Welcome back to Re-Run Friday – this post originally ran in May 2019!

The Future of Work, is More Work!

I’m sure you’ve read an article or listened to a podcast that had something to do with “the future of work”. It’s a hot topic to talk about, primarily because it’s all just a big fat guess and the best content is content where I just get to tell what I think will happen, but really have no idea for sure.

When I take a look at the HR technology landscape and see the tech that is hitting the market around work and performance, I think the future of work is actually just more work!

When I say ‘more’ work I really mean “More” work! Much of the technology that is being created and launched around HR Technology falls into a few buckets:

  1. How can we make workers more efficient at what they are currently doing?
  2. How can we monitor workers on what they are doing (tracking)?
  3. How can we leverage A.I. to do certain tasks workers are doing right now?

Don’t get me wrong, the technology doesn’t scare me in the least, I think it’s amazing, but the reality is much of it is designed to help us humans reach our full potential. If my couple of decades in HR has taught me anything it’s that very few of us humans want to reach our full potential!

Reaching your full potential means you are working really hard!

I have a great story about working in a union job the summer I first got out of high school. My Dad got me the job working in a grocery warehouse picking orders to be delivered to supermarkets. The warehouse just implemented a new software system that tracked the productivity of each worker.

Basically, I would be given an order and the system had estimated how long that order should take for me to complete. If the order was complex I got more time, it is was simply pulling a full pallet of one type of item, I might only get ten minutes or so to complete, some orders were estimated to take 75+ minutes to complete.

The union had negotiated that I only had to work 77% of the time. Yes, you read that correctly! If you added up all of my order minutes, in theory, to keep my job, I had to be 77% efficient. So, in an eight-hour shift of 480 minutes, once I reached my 369.6 minutes of work, I could actually just stop. In fact, I was encouraged very strongly by my union brothers to stop at the exact point!

Now the “new” computer system didn’t account for extra effort. So, if I had an order that was supposed to take 60 minutes, but I worked really hard and completed it in 45 minutes, I just earned myself an extra 15 minutes. By the end of the summer, I was efficient enough in getting orders completed that I spent about three hours a shift playing cards with my union brothers in the back of the warehouse until my shift was done!

The new HR Technology that is in play right now, based on AI and machine learning, would have made these corrections individually within a few shifts, knowing I could do that work more efficiently than another person and soon my orders would have been adjusted. The technology would have ensured that my ‘extra’ effort turned into my normal effort.

We already know that my warehouse work will be replaced by robots, so my example is already dated. But what about that office job? Will a robot replace you? No, not right away, we are a ways off from that, but that same AI/Machine learning technology will track and measure everything you do and soon you will feel as busy as ever, because ‘down time’ is unproductive time and the tech can compute that!

The future of work is more work.

How Long Should Candidates Take

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When it comes to candidates accepting job offers, how long should candidates take? Should they say yes right away or take some time? Let’s talk about why waiting might be a good idea.

In the past, it was common to expect an immediate answer. Just say yes or no. But things have changed. Now, it’s more about whether the candidate fits well with your company’s culture and values.

So, why suggest giving candidates 72 hours to decide? It’s like giving them time to think after the initial excitement wears off. This helps them consider all aspects of the job and compare it with other options they might have.

What’s meant to be will always be, right?!

What if they get another offer during those 72 hours? It’s not a big deal. If they accept another offer, it probably means your company wasn’t their first choice to begin with.

What about the fear of candidates changing their minds? In today’s job market, it’s understandable. But if a candidate hesitates because of a short wait, it might mean they were never really sure about the job.

In the end, there’s no one right answer to how long candidates should take. It depends on your company’s culture and what feels right. Whether it’s asking for an immediate response or giving candidates time, the important thing is to create a process that’s fair, respectful, and right.

What do you think? How long should candidates take to decide?

Is Anyone Really Fully Staffed?

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If you’re in HR or talent acquisition, you know the frustration of never quite hitting that ‘fully staffed’ mark. Whether it’s in retail, manufacturing, healthcare, or any other industries, the constant struggle of hitting that ideal number of employees—like aiming for ’37 nurses’ but always hovering around 34 or 35—is all too familiar.

So, why does it seem impossible to reach full staffing capacity? There are three key factors:

Unrealistic Projections: The idea of being ‘fully staffed’ is based on a perfect scenario where everything aligns perfectly. But in reality, that never happens. Budgets set the numbers, breaking them down by the day or even the hour. But here’s the problem: these plans often don’t consider the actual staffing needs.

Reluctance to Over-Hire: Many HR pros are hesitant to hire more than they think they need. They worry about what’ll happen if the demand suddenly drops after they’ve hired extra people. God forbid they be over-staffed! This caution makes them play it safe and avoid hiring more, even when it might help reach the right staffing levels.

Comfort with Understaffing: Some companies actually feel okay with not having enough staff. They use it as an excuse to keep average workers around and justify paying for overtime. It’s like they’re subconsciously avoiding the responsibility that comes with having a full staff, because it means they’d have to deal with performance issues and manage more closely.

In reality, managing 37 open nursing jobs, means you’ll need more than 37 hires due to turnover, varying levels of experience, future vacancies, etc, etc. Yet, we never hire 40 or 41 nurses.

Ultimately, the reluctance to fully staff comes from being too comfortable with having too few people. This leads to making excuses and not holding anyone accountable. But shifting to full staffing means facing performance issues head-on and striving for excellence.

You’ll never become fully staffed because deep down in places you don’t talk about at staffing meetings you like to be understaffed, you need to be understaffed.

Hiring is a Black Hole

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Let’s be honest, the process of hiring is a black hole. Despite our best efforts (and all the fancy technologies we use), predicting how a candidate will perform within our organization will always be an unknown. We may think we have it all figured out until they fail, then we blame them, not our inept ability to select the right talent for our organizations.

I have two quotes from Seth Godin regarding expertise. 

1. “It’s easy to pretend expertise when there is no data to contradict you.”

    This rings true for many HR pros and hiring managers who boast of their hiring powers without evidence. We’re quick to dismiss inconvenient data that doesn’t align with the narrative we wish to make. “Well, Ted is one of our best managers, he’s been here a long time. Sure his 90-day turnover is twice as high as the next hiring manager, but that’s not Ted’s fault, he has high turnover positions.”

    2. “Relying on the ignorance of a motivated audience, isn’t a long-term strategy.”

    These two quotes align perfectly. Often, hiring decisions are made by people who are rushed and under pressure to find talent quickly. When these factors come together, it doesn’t cause an immediate disaster, but it can lead to problems in the long run.

    While many claim to be good at hiring, true expertise comes from listening to data and resisting pressure to make bad decisions. It’s not easy work. If you listened to me at SHRM Talent this month you heard me loud and clear… Recruiting is hard. There’s no ifs, ands, or buts about it.

    Mastering effective hiring isn’t just a goal; it’s essential for long-term success. Challenge the norm, use data wisely, and avoid the pitfalls of poor hiring decisions. Your organization’s future—and your career—depend on it.