T3 – @RocketLawyer

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This week on T3 I take a look at legal benefit provider Rocket Lawyer.  Rocket Lawyer allows your employees to manage, virtually, all of your legal needs online. Employees can create legal documents and legal forms instantly with safe & secure storage, e-signatures and lawyer review.

This is one of many fringe benefit options that an employer can pick up for their employees, like pet insurance, dry cleaning, free lunch, etc.  Some employees will find this service invaluable, and some will never find a use for it.  What I know is HR pros get way to many inquiries from our employees for legal advice and help!

While my employees might like a free lunch, the HR person in me really would like them to have another outlet for legal advice and services!

The one issue that I see happening constantly, and it’s only going to get worse based on demographics, is employees having to care for aging parents.  Rocket Lawyer can help your employees set up power of attorney, ask real lawyers in their state and area about their legal rights and advice in regards to dealing with their parents estates, etc.  This is one issue I just continue to hear from more and more employees on, where they need real legal advice, not my ‘legal’ HR advice!

Rocket Lawyer is not an EAP.  It’s a full blown legal technology that allows employees to take care of a ton of legal documentation on their own for no additional fees.  Handle landlord and rental contracts, Immigration and Visa issues, Pre-nuptial agreements, set up a will, etc. It’s self serve legal services, online, for a few dollars per month, per employee.

The other piece I like about Rocket Lawyer is that as an organization and HR the service is totally separate and confidential.  This takes the burden off you and your organization in dealing with your employees legal issues, but at the same time you are giving the professional support to help them take care of their business.

I was impressed. Great, easy to use interface.  Simple to set up documents online.  The service could easily save your employees thousands of dollars in basic legal fees.  Check them out, and get a demo.  Could be a great add to this years open enrollment plan!

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.

No One is Going to Remember How Much Money You Saved!

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When I first started my career in HR on the corporate side of the fence I was always very concerned about my budget.  I spent a long time making sure I developed a good budget and I worked even harder to stay on or under budget.  Ultimately, it was the biggest waste of time I ever spent as an HR professional.

What I learned over the years was that budgets are important, but succeeding at your functional area is more important!

No one cared if I came in 7% under budget, but I had critical positions open for way too long, and projects were behind or failed as a result. No one cared that I came in under salary budget if our turnover increased.  No one cared that didn’t use all of my HR technology budget if they continued to be frustrated with processes that caused them more work.

I didn’t learn this until I spent so much money I thought I was going to be fired, and ended up getting praised!

I was working on a project to open up 40 pharmacies in a year. That meant we had to find a lot of pharmacists.  For those in that game, you know finding 80 or so Pharmacists isn’t something you just go post on CareerBuilder.  We had to market. We had to go to a ton of schools. We had to ‘buy’ some folks. Sign on bonuses. Relocation bonuses. Tuition guarantees. Whatever it took!

I was so far over my budget I took on this thought process, “well, I might as well fill them all, I’ll be fired next year at budget time!”  So, I did. I got a sourcing company to help me. I got my team on the road. We threw parties on campuses for new pharmacy grads. We killed it!

In my year end budget meeting, the VP of Pharmacy congratulated me and my team.  We were over our budget by almost a half a million dollars. The one factor I didn’t know, which I should have, was each pharmacy that we didn’t open cost the company about three million.  My overage, wasn’t peanuts!

There are times to save money in HR.  Anything you can give back at the end of the year will always be appreciated.  I learned, though, that being over for the right reasons is looked upon almost more strategic than the times I gave money back.

I faced more questions giving money back, then spending more than I had. Executives wanted to know why I didn’t spend all the money I had in my technology budget.  Were we going to fall behind? What my plans were in the future? Etc.  Not spending my money to get better, was looked at as a sign of I didn’t know what I was doing.

I learned that no one is going to remember how much I saved if I’m not making my function better. Staying status quo isn’t a good answer.  They gave me money for a reason, and it was up to me to use that money to make us better.  Giving it back just showed them I wasn’t strategic enough to find great ways to use those resources.

Working for Free – Contingent Search Model Changing

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A funny thing happens when the economy is good. Corporate Talent Acquisition pros believe that agency contingent recruiters should work their job openings like its the most important priority the recruiter has ever had.  There are a couple reasons for this:

1. This opening is the most important priority for the Corporate TA pro, so it should be yours.

2. When the economy was bad, you treated the Corporate TA pro like they were your number one priority.

Then the economy gets good, and the agency folks have choices and now as a Corporate TA pro you find out who your real agency recruiting friends are!  Those who will actually come through for you, when you call on them and tell them you have something urgent.

My Corporate TA friends are the ones who pay me.

Don’t take that wrong.  You see this is the game we all play.  You want me to work your opening, but you ‘really’ don’t want to pay me if you don’t have to.  I get it. You get it. It’s the world of contingency recruitment.  I spend most of my time just trying to truly determine who will pay me for the work I do.  Because most of the work I do is for free.

So, now that the economy is good, way too many Corporate TA pro have unreasonable expectations of their agency counterparts. If I’m working for free, mostly, I’m going to be more picky about who I work for free for.  If you have me work five openings, and you then fill all five on your own, I’m probably not working your ‘urgent’ number six. If you have me work three, and I fill one, I’m helping you out. It’s simple economics.

Something new is being added to the game. This happens when times are good for agency recruiters.  There are two types of recruiting on the agency side:

1. Contingent – see above. Basically, I work for free until I find you someone you want to hire, then you pay me.

2. Retained – You pay me my big fee up front, and I work until I find you the person you want to hire.

Traditionally, retained is really only used for executive search, but when talent is hard to come by, you’ll also see it used in the professional ranks.

Recently, I’ve been seeing a new hybrid model of search show up, called Retained Contingent.  Retained contingent is a mix of both models. It’s still a contingent search, but you’re paying me about 10-20% of the fee up front for me to prioritize your search to the top of the workload.

Let’s say you’re searching for an Engineering Manager for $100K, and signed a 25% fee agreement. The total fee upon placement is $25K. In the Retained Contingent model you would pay me $5K to start the search up front, then $20K upon placement guarantee. If I don’t find the person, after a contracted amount of time, the $5K is for my work, no other fee is owed.

This is a win-win for both the Corporate TA pro and the agency, but only if the Corporate TA pro is sure they want to pay for the search.  If that’s the case, I want the benefit of retained focus and prioritization, without the risk of paying the full fee up front and having the firm not come through with a successful hire.

I don’t want to take you cash and then fail. You’ll make sure everyone knows I failed.  But, I also have limited resources and want to focus those resources on the best clients. We both have skin in the game.  That creates a partnership. That creates success.

Just wait. You’ll see a lot more of this over the next five to ten years.  Corporate TA pros are getting smarter, and so are the agency pros.  In the end, both sides want value for their work.

3 Ways to Turn Down a Job Offer

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The NBA free agent signings took place at midnight EST last night.  The signing period lasts 9 days, where players can negotiate, but not sign, deals until last night at midnight.  One big free agent signing this year is DeAndre Jordan, who was with the LA Clippers last season, and had a verbal, handshake, agreement to join the Dallas Mavericks.

That was until DeAndre decided to change his mind and re-sign with the Clippers, but not tell the Mavericks he was going to do this!  Basically, doing what we see in HR all the time, accepting our offer, only to see the candidate turn around and accept the counteroffer.  The problem with DeAndre was that he never let Dallas know he was going to do this, so they weren’t able to go after another player to replace him!

Not only did he not tell Dallas, he actually tweeted out a picture from his house with a chair blocking the door, to give the implication that his Clipper teammates weren’t allowing anyone to come to his house until after midnight and contract was signed!  Way to keep it classy LA…

So, how should a candidate turn down an offer when they decide to go in another direction?  Here are three ways that are all better than was DeAndre did:

1. Pick up the phone! If you are adult enough to make the decision to accept another offer, be adult enough to pick up the freaking phone and let the other party know that is what your intent is.  You get bonus adult points if you also give them a reason or two of why the other offer was better for you to accept! Do this the moment you have made the decision to accept the other position. Timing is critical for this, as the other organization might have a backup candidate and they don’t want to miss out on this person.

2. Send an email.  Less favorable, and it’s definitely conflict avoidant, but at least you did something to let the organization know.  The plus factor on the email is you have time to craft your message, as some people are not good over the phone in real-time interactions.  Again, give the organization some sort of ‘real’ reason on why their offer wasn’t as good as the offer you accepted.  This will be appreciated, as companies need to know how to get better.  NEVER – give the “it’s me, not you” as a reason. That’s lame!

3. Text message.  I put this one in for the kids. They like texting, but the reality is, this looks unprofessional, and you’ll get know adult points for doing this.  The one way I can see texting being used to turn down an offer is if it is used in conjunction with another form of communication. A quick “just wanted to let you know I will not be accepting your offer. Sorry. I’ll call soon with an explanation”, will work, but make sure you call!

I’m not sure why anyone ever feels it’s okay to accept a job offer, then just decide to not do it, but never communicate back with the organization. This happens more than you think, but I’m always surprised by this mentality of who would think this is acceptable.

In my career I’ve probably had at least a half a dozen people accept jobs, sign an offer letter, then on start day, be a no-show. I find out later they decided to accept a counteroffer, but never communicated anything back to my organization.  This is across multiple industries, multiple companies. I would love to see an industry study of why people think this is an appropriate behavior!

The morale to the story? Don’t be a DeAndre!

The Jealous Girlfriend Interview Technique!

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About a year ago Forbes had an article, Top Executive Recruiters Agree There Are Only 3 True Job Interview Questions, that shared the “wisdom” of a handful of Executive  Recruiters on the only things that you should really have to ask a candidate.  There 3 questions where:

  1. Can you do the job?
  2. Will you love the job?
  3. Can we tolerate working with you?

Simple enough.  Straight to the point, and you can assume for the $75,000 you’re paying, this is probably the extent of their screening as well!

In my Recruiting/HR career it’s probably the single most often asked question I get:

“What are your best interview questions?”

Then, you get to hear their questions. About how Google has some really great ones. Even, how I heard once about a company that asked people if they were an animal which animal would they be? Or, if you only pick one vegetable to eat the rest of your life, would it be carrots?  It goes on, and on. Until you want to vomit!

The actual interview questions have very little impact in the success of the interview.

If you are interviewing anyone with some decent smarts, they are going to be able to ace your questions with little effort.  What is important in interviewing is what you allow the candidate to get away with.  I find that most recruiters and hiring managers to be way (I mean WAY!) to easy when it comes to questioning candidates.  See if this example sounds familiar:

Interviewer: “John, looks like you left your last next to last company in May, but didn’t start your current position until July. Can you explain that gap?”

John: “Sure, you know I was doing a great job and I didn’t see myself moving up in that company, so I wanted to go find somewhere I could move up the ladder.”

Bam! At this point, most interviewers move on to the next questions.  When clearly, John deflected, and someone needs to rip into some Gestapo interrogation tactics and find out what’s really going on.  But they don’t, it would be a conflict, he might think we are rude, and well, we’ll move on…

Follow-up questions to original answers during an interview is a skill in itself.  The only interview questions you ever need are the questions a Jealous Girlfriend asks when you come home on a Saturday morning around 3am.  Shoot, just hire Jealous Girlfriends as your interviewers! They’ll get to the bottom of a candidates background!

The hardest interview I ever had was with a woman that was eventually my boss, who was a former U.S. Army interrogator. It was exhausting! It was painful! It was Awesome! I actually lost my voice (after the 7th hour – True Story!).

She was the ultimate Jealous Girlfriend, in fact, I think she trains Jealous Girlfriends in her spare time.  There wasn’t an answer I could give her that she was satisfied with. She just kept at it, until I would slip and say something I really didn’t mean to. Once she smelled the blood, it was over.

The result? She hired the best talent (excluding me) in the entire organization by far!  Bad hired did not make it past here interviewing technique.

So, don’t worry about having the “best” interview questions. Really any will do. Just don’t accept the first answer you get!

 

T3- @Hirabl

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This week on T3 I take a look at the specialized staffing vendor software technology called Hirabl.  Hirabl is designed to help staffing companies catch revenue they missed because a client, or potential client, hired one of of the staffing vendors candidates, but never paid the fee. What!?!

Yep, it’s actually a fairly common occurrence in the staffing and talent acquisition game.  It can happen a number of ways. I don’t want my talent acquisition brother and sisters thinking I’m called them cheats.  99.9% of are completely above board, but .1% are sneaky!

Here’s how it all might go down:

An organization is contacted by a staffing company to help on an opening. A good staffing company will insist on a signed contract.  The get the signature and begin working.  The organization decides not to move forward with any of the staffing companies candidates. Both parties go on their way.  This happens a lot in the staffing world.

Fast forward six months down the road and the organization has the same opening.  They post the opening and a candidate comes into their ATS. The same candidate the staffing company presented six months prior.  By contract, that candidate is still ‘owned’ by the staffing firm. The organization hires the candidate, but never thinks about paying the staffing company. The staffing company has moved on and doesn’t even realize you hired their original candidate.  By contract the organization still owes the fee, but it’s rarely collected, because on one comes asking!

Hirabl has technology that goes out and through social profiles and your internal data, finds these circumstances.  You then get an alert, so you can go ‘remind’ the organization you presented the company to that they indeed owe you some money.  Depending on your volume, Hirabl, on average, is finding hundreds of thousands in lost fees.

You need a couple of things to make this successful: 1. Good, signed contracts; 2. Good data for them to search on. Most staffing companies, using a decent ATS, will have the data.  The contract question might be more difficult for some. In my organization we don’t do anything without signed contracts, so we would be good on that front as well.

I wanted to write about this for a couple of reasons. First, I know a lot of staffing folks who read my blog that can use this and get back some lost revenue. Second, I wanted those corporate talent acquisition folks to know that staffing vendors are getting more sophisticated, and some things that you might have gotten away with years ago, will soon be coming to an end.

Be careful signing a staffing contract. Usually, most staffing vendors are going to ‘own’ candidates they submit to you for at least twelve months.  That means if you hire one of those folks, even if that candidate came to you on their own, you contractually are liable for that fee. That’s why you should be signing a ton of contracts.  Find a few good firms. Work with them closely, and you won’t have any surprises.

You can better believe I’ll be trying Hirabl!  We do a ton of volume, and as much as I would like to think no client hired one of our folks, I know we’ll find some where it happened. Stay tuned!

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.

Hiring Is About To Get Really Difficult!

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One thing was abundantly clear from speakers and thought leaders at SHRM 2015, hiring is hard, and it’s about to get much harder!

That isn’t good news for any of us in HR and Talent Acquisition. There are two forces that are currently happening that are making hiring more difficult than it has been in over ten years:

  1. Solid economy and job growth.
  1. Baby Boomers leaving the workforce.

This isn’t earth shattering information, we all kind of new this was happening.  The issue is we are now all beginning to feel this in every part of the country and in almost every job category.  This means some things are going to happen, and the top HR and Talent Pros are already preparing for these:

  • Wage Growth: CareerBuilder CEO Matt Ferguson spoke at SHRM on Tuesday and had some great data showing that organizations see wage growth of around 5% in 2015, and similar in years to come. Are you budgeting 5% increases? I’m guessing not!
  • Recruitment Process Challenges: How many steps does it take to apply for a job in your organization?  If it’s more than two, you’ve got problems!  Can someone apply for a job online with your organization without having a resume? Why not?  Matt also showed data from CareerBuilder showing 40% of HR and Talent Pros have never applied for one of their own jobs to better understand the true experience!
  • Technology Challenges: Do you have a way to reengage candidates in your system on a regular basis?  A system that allows you to let great talent know, that you already have in your system, when you have an opening that fits them? It’s called CRM, and only about 20% of companies have technology that can do this important recruitment marketing function!
  • Job Design Challenges: Too many of us are working and designing jobs like we are living in a society that was pre-internet, pre-ultra connected. We still think we need employees sitting in front of us from 8-5pm, Monday thru Friday. If they aren’t sitting in front of us, they must not be working! Indeed shared that 80% of job searches on their site include this single word: “Remote”!  Are you adjusting those jobs that can be flexible?

Those organizations that believe they can recruit and get talent like they have been doing for the last couple of decades are going to fail.  It’s really that simple.  Talent attraction will be a powerful strategic differentiator for organizations over the next decade, like almost no other time in our history.

The good news?  At no other point in our history do have access to the information on how to be successful!  Twenty years ago, doing great talent acquisition was mostly trying stuff and getting lucky.  In today’s world you can learn easily how the best organizations are attracting talent at conferences, on websites, in blogs, webinars, etc.  There are so many sources of this information, that we now have no excuse to improve what we are doing.  We just have to do it!

 

Live from #SHRM15 – It’s a Wrap! Lessons Learned.

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The largest HR conference in the world, SHRM National 2015, concluded this week on Wednesday.  As I reflect back on the conference for 2015, I wanted to share some thoughts and learnings I got from the conference.

Here are my thoughts in no particular order:

1. The Expo is still overwhelming.  700+ vendors and some of the SHRM veterans tell me it’s smaller than in year past.  Who cares! It’s still freaking huge!  The funny part is these 700+ companies are truly only a fraction of sellers who are coming after HR and Talent Pros on a daily basis.  I’ve been coming to SHRM for years, and the size of the Expo never stops fascinating me.

2. SHRM is missing an Gigantic opportunity.  15,700 SHRM members attended the annual conference.  About 235,000 did not.  SHRM should be Streaming content live to the members who can’t make it.  Not all the content, just some of the content. Give those that can’t come a taste of what they’re missing.  Of course, some of the big keynotes won’t allow this, contractually. But, almost, 100% of us speaking for free, would welcome the streaming opportunity.  If SHRM streamed content from the national conference, they could get another 50,000 members watching remotely! I can’t tell even implore to you how bad of a missed opportunity this is for SHRM.

3. We are all not Zappos and Google.  I think SHRM speakers get this more than most.  99.9% of SHRM attendees work for organizations that have daily struggles in real HR and Talent problems.  The members come to get better, not to hear how the .1% do it better.  We don’t have Zappos culture, we don’t have Google’s resources, we are Real HR people, give us real HR examples.  I think in 2015, SHRM did a good job of getting speakers that were like the rest of us, and I appreciated that.

4. I’m confused how SHRM schedules speakers and space.  I wish SHRM would tell you up front what size room you would be speaking in. Kris Dunn and I had one of the smallest venues to speak in. Probably a room of 500 and it was packed. People sitting on the floor, standing, etc. My friend Mary Faulkner, who was really good BTW, from Denver Water, had a giant room that probably sat 2,000!  It was Mary’s first time speaking at SHRM, the room was too big. Ours was too small.  SHRM had to know this.  Socially, Kris and I could have gotten 500 people to show up in the parking lot and hear us do our thing.  We’ve worked for years to build an audience.  Why doesn’t SHRM take that into context?

5. HR Vendors Have Learned the ROI on big parties just isn’t there.  Back in the day at SHRM National, you could jump from party to party, every night of the conference.  Huge parties! Free food, drink and entertainment.  This year, there was only one, and it was the SHRM party with Jennifer Hudson. Great party, but it was the ONLY one!  There were private parties, dinners, etc. But nothing for the masses.  That was a change, and I don’t see it coming back.  Vendors are getting more specific and smarter with their spend. Why spend a couple of hundred grand on everyone, when you can spend $25K on a few that you’ll know will more than likely buy?  That’s just good marketing.

6. The SHRM App continues to get better.  Early in the conference I threw SHRM VP of Conference, Lisa Block, under the bus when I tweeted out what “idiot” password protected that SHRM App, which was a first.  I quickly had to eat crow when Lisa tweeted back and said she was the idiot and the reason why was because now the App had all the content of each speaker’s presentation.   Which was totally awesome!  And, I’m the idiot! Lisa did good. Can’t wait to see what she has up her sleeve next year.

I hope to see you all at SHRM in 2016 in D.C.!

 

 

 

Live from #SHRM15 – HR Ladies are Brave!

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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

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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!