Career Confessions from Gen-Z: What is Gen-Z looking for in a Mentorship Program?

Posted on April 25, 2018 by Tim Sackett

Hey everyone, I’m back! I took a week hiatus (finals week man) and more Gen-Z posts are coming your way! (Dad editor’s note: I didn’t give him a week off for finals! Buck up, son! Welcome to the show! It’s called multi-tasking! Sure I’m paying you nothing, but I still expect a post each week!)

For my freshman year of college, I wanted to get away from Michigan and the Mid West. So, I decided to move to New York and attend a school called Marist College. At Marist, I was on the swim team and was immediately overwhelmed. Swim was hard, being away from my Mom was hard, having no friends was hard. It was a rough time.

Before I had gone to college, I had signed up to be apart of a student-athlete mentorship program, where upperclassmen athletes at Marist got paired with freshman athletes of different sports. I got paired up with a guy from the cross country team and I immediately knew that I didn’t want to be apart of the program. The purpose of the program was to meet up, maybe get lunch or coffee, and talk through any problems you’re having at school and in your sport. After a few forced hangout sessions, we stopped talking altogether and went our separate ways.

Now, I think that mentorship programs are a great idea. Having gone through a program myself, and not getting much out of it, I have gathered my own list of how to make a successful mentor program and what I would like to get from a mentor:

Be Relatable: A key characteristic of having a good mentor relationship is being able to relate to them. The mentor needs to be able to relate to their “mentee” and vice versa, or there won’t be any necessary help given or received. This is the main reason that my mentor relationship wasn’t successful. We had absolutely nothing in common and neither of us could relate to the other.
Be a Role Model: As a mentee, I would like to be able to look up to my mentor. I want my mentor to have some quality that makes me want to be like them. Although it would be nice, it isn’t vital for a mentee to want the same exact position as their mentor but is vital that the mentor possesses some qualities that the mentee aspires to have.
Share Advice: This feels like a no-brainer, but it relates back to the type of mentor/mentee relationship you have. In order to give worthwhile and helpful advice, you need to be able to relate to your mentor/mentee AND the mentor needs to be a role model figure. In my mentor relationship, I received a lot of advice but none of it was necessary to my experience. The things that I needed advice on, like how to choose a major or how to handle being far from home, weren’t areas that my mentor had any advice to give.

****Bonus factor! Experience: This is my extra little bonus factor to making a mentor program top notch. Any experience that a mentee can directly gain with their mentor by their side will not only be the best form of “advice” they can get, but it will help to strengthen the relationship. Something that a mentor/mentee duo can do together to gain experience is a group project in whatever field the mentee is interested in. This may feel a little intern-y but most of your Gen-Z employees will be interns anyways!

You can follow as much or as little advice as you want from this but the bottom line for a successful mentor program is effort. If both sides are willing to try and get something positive out of the experience, then they probably will! Not every mentor you have can be like Yoda (I know very little about Star Wars but hopefully this analogy works), but just be willing to try and make it a worthwhile experience!

This post was written by Cameron Sackett (not Tim) – you can probably tell because it lacks grammatical errors!

HR and TA Pros – have a question you would like to ask directly to a GenZ? Ask us in the comments and I’ll respond in an upcoming blog post right here on the project. Have some feedback for me? Again, please share in the comments and/or connect with me on LinkedIn.

The Weekly Dose of HR Tech: @Candidate_ID – The Talent Pipelining Platform

Posted on April 24, 2018 by Tim Sackett

This week on the Weekly Dose I review the talent pipelining platform Candidate.ID. Candidate.ID’s Talent Pipeline Platform provides one central, unified SaaS solution that manages and optimizes every tactic used to find, attract, engage and nurture candidates.

So, what does it really do?

Candidate.ID calls itself a talent pipeline platform which makes it this awesome cross between CRM, ATS, email marketing, and screening tech. Candidate.ID’s unique scoring algorithm identifies with laser focus, exactly which candidates within your talent pipeline are ready for a hiring conversation.

How does this work?

Think of it like this, you have candidates at all levels within your pipeline, some are just at the awareness level, some are learning more about you, others are considering applying, and others have already applied. Candidate.ID’s system figures out at which level a candidate is at and then automatically nurtures them based on the level they are.

Personalization is critical to candidate experience and candidate close. The only way you can do this is by measuring the level of interaction, and Candidate.ID’s algorithm has proven effective in getting each level to the finish line.

What I like about Candidate.ID:

– The platform measures ROI of pipeline effectiveness and shows you which candidates to prioritize for your team, so they know who to go after in the moment based on which candidates are ready to make the final step.

– Candidate.ID uses multiple levels of tracking that include cookie tracking, IP recognition, and fingerprint tracking across devices. This allows you to track candidates through content, social media click tracking, text message click tracking, career and corporate websites, etc.

– A dashboard of real-time candidate traffic that shows you the entire journey of a candidate’s interaction with you. You see everything a candidate does in engaging with your employment brand.

– Not only do you see this with new candidates coming in, but one of Candidate.ID’s most powerful functions is being able to nurture your entire ATS database, and show your team which candidates are ready and when the right fit is close.

Candidate.ID is an enterprise-level tool. It works best when you’re hiring roughly 15+ of the same kind of position per year at a minimum. A great example is a client that had 3,000 design engineers in their database. They put them into Candidate.ID and started nurturing them and within 8 weeks they were able to make 18 hires and 25 others in final conversations, 500 that were being warmed up for the future.

Candidate.ID is a sophisticated recruiting tool that can be used by corporate TA, staffing and RPO alike, given you have the volume to make it worth the investment. It’s powerful, and it will put your team at a competitive advantage for talent. Definitely a tool you should demo if you’re in the enterprise space and hiring mid to senior level talent (probably $40k – $150k+). This would not be something for high volume hourly hiring.

The Weekly Dose – 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 The Weekly Dose – just send me a note – timsackett@comcast.net

Want help with your HR & TA Tech company – send me a message about my HR Tech Advisory Board experience.

Amazon’s Jeff Bezos Just Showed Every Leader How to Manage Performance!

Posted on April 23, 2018 by Tim Sackett

Amazon’s founder Jeff Bezos writes famous annual shareholder letters! His shareholder letter for 2018 was another gem of insight into the fascinating leadership culture of Amazon and it’s success.

You might not agree with Amazon’s culture. It is well known and documented that Amazon is a hard-charging, burn you out, take no prisoners type of work culture. They look to hire people that fit that kind of employee. An employee who doesn’t even think about working 70 hours a week, or coming in on a Saturday and Sunday.

Bezos claims the way Amazon stays ahead of the ever-rising customer expectations is to have ‘high standards’.

That term ‘high standards’ becomes the foundational piece of how Amazon expects their leaders to performance manage their teams. Having high standards is a tricky thing. I think most people if asked, would tell you, “of course, I have high standards”! Bezos is masterful in that he knows this, so he goes into great detail to define what “high standards” means to him.

High Standards are…

– Intristic or Teachable? – “I believe high standards are teachable. In fact, people are pretty good at learning high standards simply through exposure. High standards are contagious. Bring a new person onto a high standards team, and they’ll quickly adapt. The opposite is also true. If low standards prevail, those too will quickly spread. And though exposure works well to teach high standards, I believe you can accelerate that rate of learning by articulating a few core principles of high standards…”

– Universal or Domain Specific? – “Another important question is whether high standards are universal or domain specific. In other words, if you have high standards in one area, do you automatically have high standards elsewhere? I believe high standards are domain specific, and that you have to learn high standards separately in every arena of interest…Understanding this point is important because it keeps you humble. You can consider yourself a person of high standards in general and still have debilitating blind spots. There can be whole arenas of endeavor where you may not even know that your standards are low or non-existent, and certainly not world class.”

– Recognition and Scope – “What do you need to achieve high standards in a particular domain area? First, you have to be able to recognize what good looks like in that domain. Second, you must have realistic expectations for how hard it should be (how much work it will take) to achieve that result – the scope.”

High standards have four elements – they are teachable, they are domain specific, you must recognize them, and you must explicitly coach realistic scope.

Benefits of High Standards

“Building a culture of high standards is well worth the effort, and there are many benefits. Naturally and most obviously, you’re going to build better products and services for customers – this would be reason enough! Perhaps a little less obvious: people are drawn to high standards – they help with recruiting and retention.”

Powerful stuff, right!?

The one part that Bezos gets that almost no other leader understands when it comes to performance management is the importance of the role that recognition of what high standards look like.

This is the difference between what is expected of a role, to what does truly being ‘great’ look like in a role. We hired you to do a job, that is expected, that is not great. If you want to be great, here’s what ‘great’ actually looks like. Those are two different things, but almost every leader screws this up.

We all want to believe we have high standards. In fact, it’s an afront to our character if you believe I don’t have high standards. The problem is we all define ‘high standards’ differently, and Bezos, as a visionary leader, is ensuring that definition in his organization is one definition.

Go read the full letter because he gives examples and it is awesome! I don’t know if I could or would ever want to work in that culture, but he lays out a model that any leader can use to help raise the bar in their organization.

What Does Being a “Partner” Mean in Business?

Posted on April 20, 2018 by Tim Sackett

I work in a world where most of the time I’m working for free.

I run a staffing firm. By its nature, staffing is working for free until someone thinks you have something valuable enough to pay for (a great candidate). The trick to being really good at staffing is to try and work for free as little as possible.

I also write and speak in the TA and HR space. I don’t call myself an “Analyst”, maybe I should because all my analyst friends do a lot less free work than I do! I partner with some vendors to do some work and most of those vendors make sure it’s equally beneficial for both of us. I’m pretty open to how something can be beneficial to me.

Many times I’ll get asked for a “favor”. Favor is another name for “free work”.

Those who asked for a favor are always very appreciative of the “Partnership”.

I don’t think of this as a partnership. A partnership is where both sides feel valued. Me giving you something for free isn’t a partnership. It’s me giving you something for free, and you giving me nothing in return.

I get the game. Many times I’m giving something away for free in hopes that my “partnership” will lead to something that is beneficial to me. It’s a type of “loss-leader”. I give you something now, and maybe in the future, you’ll want to give me something in return.

This works about 20% of the time in my world. Not very good odds, but I’m a sucker for someone asking me for help. It’s actually a great sales strategy that can be used by every profession. By nature, we are suckers for anyone asking for help. Most people want to help people who ask for help.

(Sidetrack note) – This works really well in recruiting. When you reach out to an employee for a referral, don’t ask for a referral. Ask for “help”! “Hey, Mary, it’s Tim in TA, I need your help!” “Tim! For sure, what can I help you with!?” Then you go into actually asking for a referral! You’ll be amazed at how this works, because they’ve already said they’ll help you!

In the real world of work, a partnership might not be that different from what my “partnerships” look like.

The biggest difference is while you also don’t want to “work for free”, doing something for nothing. Many times we are getting paid to do a job where we’ll do something for a lot of people, and we feel we won’t get anything in return. But that is the wrong way to think about it. Because you should be getting something in every partnership!

If you’re a partner with a hiring manager that manager should be giving you stuff back in return. Timely feedback, return calls, help reaching out to their network, providing praise and feedback up the chain that will help you, etc. If you are getting nothing, you are not in a partnership, you’re in a one-way relationship. Don’t kid yourself about being a partner!

Partners in business help each other, support each other, and respect each other. Don’t call yourself a partner if you’re aren’t willing or able to help out the other side of that partnership.

5 Crippling HR Behaviors That Keep Employees From Becoming Leaders!

Posted on April 19, 2018 by Tim Sackett

In HR (OD, Training, etc. – pick your title) we like to believe we develop our employees constantly and ongoing to become the next generation of leaders. But many times our actions tell a very different story. We (HR and our Leadership teams) do and say things daily that keep people from truly reaching their full potential. Self-awareness of these behaviors is the key to making sure you are the roadblock to creating great leaders in your organization.

Here are 5 things you are doing to stop leadership development in your organization:

1. We try to mitigate 100% of risk. Leaders need to understand and experience risk. It’s part of the growth process of becoming a leader. If we never allow our future leaders to experience risk, they’ll fail when they finally face it or will be unwilling to face it, thus missing out on huge opportunities for your organization.

2. We don’t allow our employees to fail. There are two parts to this. First, we get personal gratification by saving the day. Second, we have this false sense that ‘great’ leaders won’t allow their employees to fail, so we step in quickly when we see things going south. We tell ourselves that we need to let our people fail, and failure is good, etc. But we can’t stop ourselves from stepping in when failure is about to happen or is happening.

3. We mistake what is expected with great. Words are so powerful. It’s so easy to say “You’re doing Great!”, when in actuality the correct phrase is probably closer to “You’re doing the exact job you’re paid to do!” That’s not great. That’s is expected. You can’t blow hot air up everyone’s butt and think they’re going to get great. They have to know what great is, and then get rewarded with praise when great is reached.

4. We mistake high performance for the ability to lead. Just because you’re great at ‘the’ job, doesn’t mean you’ll be great at leading people who do ‘the’ job. This might be the one behavior that is hardest to change. All of our lives we tell people the way to ‘move up’ is through having great performance. But it isn’t. The way to move up into leadership is to do those things that great leaders do – which does include high performance, but it also includes so much more than just being good at ‘the’ job you’re doing.

5. We are not honest about our own failures. Developing leaders will learn more about leadership from you if they know and understand your own failures at leadership. We all have major failures in our lives, and many of those are hard to share because they are embarrassing, they show weakness, they might still be a weakness, etc. Developing leaders will learn more from your failures about being a great leader, than from any of your successes.

Developing future leaders has always been a critical part of HR in organizations, but we are quickly approaching a time in our history where your ability to develop leaders might be the most valuable skill you can provide to your organization.

SHRM Announces new Talent Acquisition Credential #SHRMTalent

Posted on April 17, 2018 by Tim Sackett

Yesterday SHRM Announced the new Talent Acquisition Specialty Credential. The new TA credential from SHRM is designed for HR pros who have a portion of their responsibility in talent acquisition, and have a desire to move into a full time recruiting role, or just want to increase your TA abilities.

You do not have to be SHRM-CP or SCP to take the Talent Acquisition Specialty Credential, all you have to do is pay for and pass the test! Now, SHRM will be offering training courses through SHRM learning for this specialty credential:

Talent Acquisition: Getting the Candidate to Yes
Talent Acquisition: Onboarding
Talent Acquisition: Global Hiring
Talent Acquisition: Technology and Social Media
Talent Acquisition: Analytics
Talent Acquisition: Trends

“SHRM’s Talent Acquisition Specialty Credential addresses the specialized, rapidly changing universe of the talent acquisition professional,” said Nick Schacht, SHRM’s chief global development officer. “Even more importantly, it develops participant skills to ensure that successful talent acquisition efforts lead to a sustainable, high-performing workforce.”

So, what do I think of the new SHRM Talent Acquisition Specialty Credential?

I love it! You can definitely see SHRM’s trend towards micro-credentialing (they also have a special California specialty credential as well, and others are in the works). We are living in a world where people want to skill-up and re-skill quickly and going through a long degree program, or getting a full-blown certification, might not be what is really needed.

We know that corporate HR folks need and want to better be able to recruit talent to their organizations. SHRM recognizes this and has moved quickly to give talent acquisition professionals training and credentials to show their organizations they’re doing something tangible to move the needle.

Being the President-Elect for the Association of Talent Acquisition Professionals (ATAP), I love any organization and program this is working to help people be better TA pros. Will this solve all of your TA issues? No, but it’s one more step in the right direction of building credibility and quality among the profession of talent acquisition.

I’ve been a vocal advocate of talent acquisition education and development, and eventually I would love to see a world where TA pros and leaders will have the same certification ability as our HR peer group, as TA is definitely a full-blown, separate profession at this point, not just another silo under the HR umbrella.

SHRM’s development of a Specialty Credential is a big step for the TA profession as the world’s largest HR association is keenly aware of the impact of great TA practices in an organization and understands that a great majority of SHRM members have TA responsibility as part of their overall responsibility.

For those HR pros looking to learn more about becoming a TA pro, take a look at SHRM’s new credential, if you want to continue to help move the TA profession forward in a big way, come join us at ATAP!

The Life Span of a Crappy Recruiter!

Posted on April 16, 2018 by Tim Sackett

I have to give credit where credit is due, and Aerotek is the one that originally discovered how long it takes to figure out you suck as a recruiter! It’s right around 9-14 months. The TA world is littered with people who have worked at Aerotek for 9-14 months! If you’ve spent 13 minutes in Talent Acquisition on either the corporate or agency side, you’ve seen a ton of these resumes.

Just having recruiting experience, especially IT or Technical, can guarantee you a recruiting career for at least ten years or more, even if you are completely awful at recruiting! As a President of a recruiting firm, and someone who has run corporate TA shops for years, I see these candidates come across my desk on a weekly basis:

A crappy Recruiter looks like this:

1. First Recruiting job right out of college, working for a big agency recruiting sweatshop and this position lasts 9-12 months. They left because “they didn’t agree with the management style” of said agency. The truth is they weren’t meeting their goals, but we give them a pass because these sweatshops churn and burn through people.

2. The next gig is usually another agency or small corporate recruitment gig. This one usually lasts under 9 months. It’s more of the same, they couldn’t do it the first time, what makes you think they’ll do it for you!?

3. Now, if they’re smart, they jumped from the second gig before getting fired to a very large corporate gig where they have so many recruiters they truly have no idea what they actually do, this will buy you at least 24 months before you’re discovered as a recruiting fraud. In these big organizations you don’t even recruit, just post and pray, anyway, so you should be able to survive.

4. Big organizations finally figured out you’re worthless, but you now know the game, so you leveraged this big corporate name on your resume into your next gig, this time as a senior recruiter, with another big firm who wants you to sell out your last firm and all their recruiting secret. The big secret is, you have no idea, and the last big org gig you had, well, they had no idea. Once you run out of fake secrets to share, you’ll be kicked to the curb, so start looking for a recruiting manager gig in about 18 months.

5. You jump at the first recruitment manager gig you’re offered. A mid-sized firm, who loves your big company experience and can’t wait for you to save them from themselves. They have super high expectations on what you’re going to do for them, this is not good for you, remember, you suck at recruiting! You’re gone in 9 months.

6. Welcome back to the agency world! You will now bounce around these companies for a while, selling the fact you have ‘contacts’ at big companies of which agency owners want to get into. You’re now 8-10 years into your Recruiting career, and you’re an awful, crappy recruiter.

If you’re truly lucky as a crappy recruiter you’ll fall into some recruiting gig with a college or university or some other sort of fake, non-profit. Those are like wastelands for crappy recruiters. Absolutely no expectations that you’ll do anything of value, just show up, collect a check and follow a process. It’s never your fault, and hey, they don’t want you to move to fast anyway!

Beware TA leaders. There’s a reason a recruiter has had 4 – 6+ jobs in ten years, and it’s not because they’re good at recruiting! The best recruiters don’t move around because they’re so valuable the organizations they work for won’t let them leave! If you’re crappy, people are hoping you leave and take your crappy recruiting skills to your competition!

What do you say to an employee who didn’t get promoted?

Posted on April 13, 2018 by Tim Sackett

Hey, gang! I did some TalentTalk videos over at Saba’s Blog!

The one that was released this week is about What should you say to that great employee you have that interviewed for a promotion, but you decided to give it to someone else!?

That’s a toughy, right!? Take a listen:

You can check out all of my other posts on Saba’s blog as well by clicking on this link!

Career Confessions from Gen-Z: When You Get “Ghosted” by an Employer!

Posted on April 12, 2018 by Tim Sackett

Although I am referred to as the “Gen-Z expert”, I would not claim to be an expert on the dating practices of Gen-Z members. However, I am familiar with the concept of “ghosting”. If you aren’t familiar with this practice, here is the definition from Urban Dictionary: “To avoid someone until they get the picture and stop contacting you.” Pretty harsh, huh? Now, this is a classic example of young people just avoiding their problems and being too afraid to face them. But, we aren’t the only ones doing this!

My name is Cameron Sackett, and I have been ghosted by a potential employer.

Yes, I said it. I am only 19 years old and I have been a victim of ghosting.

Here’s how it works people. Let’s say you apply for a job and low and behold, they invite you in for an interview! Next, you go in for the interview and it goes really well and WOW, they offer you the job right on the spot! They say “oh, we’ll be in touch next week!”, and you leave feeling like you’re on Cloud 9. All of sudden, it’s next week and you hear nothing. You wait around and still nothing. Finally, you email them and they email back saying “some internal things are changing in the company, we’ll be in touch as soon as we can”. And you never hear back again.

This is what happened to me a few months ago. And it sucks. So, I’m here to say, don’t ghosts your candidates. Don’t fall into the easy trap of avoiding potential confrontation and just own up to it! Be honest with your candidates. If you can’t hire them anymore for whatever reason, let them know! Don’t just forget about them and leave them hanging, desperately yearning for an internship, so you can gain much needed experience to get other internships that will help you find a worthwhile job after you graduate (or at least in my case).

On the other side of the coin, don’t let yourself get ghosted. You may think that this is all because it was a shady company, but no! This happened to me at a perfectly well-respected company and I’m sure it does at plenty of others. If someone is offering you a position, get it in writing. I don’t care how you do it, but don’t fall into the same hole that I did.

Now, I’m not trying to call out anyone on this post because. Even though it made me upset, everything ended up working out and I’m all set for a summer internship at a different (better) company. I’m writing this for all of the hiring managers and recruiters out there who offered a position they can’t fill anymore. Also, I’m writing this for all of the candidates that were offered a job that they desperately need or want, but somehow disappears. Let’s lead the way and end job ghosting and hopefully, Gen-Z will follow suit and stop being assholes.

Editor’s Note (Yeah, Cam’s Dad) – So, I’m a Gen-Xer but clearly I was on this ‘ghosting’ thing way before my Gen-Z son – when I wrote this post – The Reson You’re Being ‘Ghosted’ After Your Interview! All the way back in March 2018! 😉

This post was written by Cameron Sackett (not Tim) – you can probably tell because it lacks grammatical errors!

The Weekly Dose of HR Tech: @HRmarketer now has Employer Brand Advocacy!

Posted on April 11, 2018 by Tim Sackett

On the Weekly Dose this week I review HRmarketer’s new Brand Advocacy product. If you don’t know who HRmarketer is they are someone you should probably take a look at. They were originally developed as a real-time data and HR industry insights product to help drive HR marketing and media relations campaigns, primarily for the HR vendor community to sell better to all of us (and they still do a great job at doing that!).

What HRmarketer found out over the past years was that they had built most of what an Employment Brand function would need to have a fully automated employee brand advocacy tool as well. Since they already built a brand advocacy tool for vendors, building one for employees was pretty similar with a few changes.

So, what the heck is an employee brand advocacy tool!?

Think of Employee Brand Advocacy the way you think about all those consumer brand you follow socially and love. One of my favorite brands is Nike. I follow them on Instagram, FB, Twitter, etc. If they share cool content, I tend to share a lot of that cool content with my followers. As you can imagine, Nike loves this kind of content share, because it’s coming from a fan.

Now, think about how you can use that with employees with your employer brand.

Not all of our employees love us. Some just like us, or they’re on the path to loving us! We all have a few employees that are truly in love with us! They love us, we love them! If you asked these employees to share some content with their networks, they would in a second! Without even asking why. Remember, they love you!

If you truly want to build and grow your employment brand, you need employee brand advocates! Now, you can do this manually and send a million emails asking for help, then send more emails showing them a piece of content to share, then hoping most will share. You can do that. It’s tough, and it’s hard to maintain.

This is where HRmarketer comes into play by automating the entire employee brand advocacy function for you! It’s like Employee Brand Advocacy on steroids!

What I like about HRmarketer’s Employer Brand Advocacy program:

– It’s priced to get people to test it! You don’t pay by the size of your company, you pay by the number of advocates that use the program. So, you can start small with one group and see how it works, then, as you prove the value, you can expand where you need it. (HR vendors should take note, this is a great pricing model).

– Super easy to create as many employee groups as you want. By skill, by location, by demographics, by hiring a manager, etc. Want more female referrals? Just create a group of all of your female employee brand ambassadors and have this group share content and job openings with their network.

– Advocates don’t have to live inside the platform. Once it’s set up and permissions approved, email reminders of new content go directly to your ambassadors who can then pick and choose what content they share and how they share it. You can also set up mobile and desktop notifications as well for new content.

– It measures the analytics so you have real data on the effectiveness of various content you share. Plus, you can also see which advocates are having the most impact, and figure out how can you leverage these employee ambassadors even more, or even set up rewards.

I’m a gigantic fan of this technology!

If you’re running a large TA shop, an employee brand advocacy program is a must. If you want to do it really well, employee brand advocacy automation is a must. HRmarketer made this platform super easy to use, you don’t have to be techy to use it, and they made it cost effective to test and show your organization the value.

So, I tell you to demo a lot. I know, I love tech and I geek out about this stuff, but this is one you really need to demo if you want to start an employee brand ambassador program, or just have interest in what and how other organizations are using these programs to expand their employment brand. Just demo it, you’ll see!