How to Hire a Hustler

Posted on by
2

Hustle: (via Marriam-Webster) “to sell or promote energetically and aggressively”.

Hustle: (via Urban Dictionary) “Anything you need to do to make money”.

Hustle: (via Sackett) “Getting sh*t done with a smile”.

I’ve been thinking a lot lately on what really makes someone successful.  I know folks who are completely brilliant, in a way most of us can’t even comprehend, both intellectually and creatively. I know why they’re successful. I also know of people who don’t seem to be the smartest, or the most creative, but they are also super successful. Those are the ones that make me wonder, what makes them successful?

They know how to hustle.

I say that will a love for what they do. Most people can’t hustle. It’s not in their makeup, their DNA.  It’s not a skill you can learn, you are either born a hustler, or you’re not.  Hustling gets a negative connotation. When in reality, it’s not always negative.  I find those people who I’ve worked for that have a hustler’s mentality can be highly professional and highly successful.

The thing is, there is really no replacement for hustle.

Not every organization needs people with that skill, and I don’t think I would want an entire organization of hustlers!  You need some, though, and you need them in the right positions. Hustlers know how to get things done in an organization.  They know how to make people feel like both sides won.  Some of the best hustlers I know in HR are on the labor relations side of the business.  Contract negotiations are usually one big hustle!

I wish someone would come up with an assessment that measured someones hustle level!  Hey, HR Tech, get on that! I’m buying.

Here’s the traits I think you need to find when assessing someone’s hustle level:

1. Are they willing to what it takes to be successful in whatever role it is you’ll be putting them in?

2. Do they have an entrepreneurial spirit?

3. Are they self-driven and ambitious?

4. Do they like competition?

5. Do they enjoy interacting with others?

6. Do they have a high tolerance to handle rejection?

7. Are they coachable and willing to adapt?

I don’t care what kind of department you are running in an organization, you can benefit from having a hustler on your team.  I think you could take most street hustlers off the street, clean them up in a corporate professional way, teach them corporate language, and they would thrive in corporate America!  No formal education. No skills. Just hustle. Let’s face it, most of what we do in corporate America is hustle!

The Real HR and Talent Job Titles

Posted on by
2

I have a feeling HR and Talent Acquisition would look a lot different if we were to use job titles that more clearly explained what those roles actually did.  Here are some of the ideas I had:

Current Job Title Actual Duties Job Title
Corporate Recruiter Post Jobs on Internal Career Site Pro
Agency Recruiter Mine Resume Database Pro
Corporate Sourcing Pro Search the Internet All Day Pro
Agency Sourcing Pro Search the Internet All Day and All Night Pro
Employee Relations Manager Professional Kleenex Hander-Outer
Employment Brand Manager Professional Work Environment Maker-Upper
Compensation Pro Market Ranger Maker-Upper
Benefits Pro Finder of Benefits I Like Pro
Diversity Manager Developer of United Colors of Benetton Culture
Human Resource Manager Employee Fire Fighter
Human Resource Director People Accountability Officer
Vice President of Human Resources Wizard of People Bull Shit
Chief Human Resource Officer Deepak Chopra of Corporate Leadership

 

What do you think?  Do you have better ones?  Share them in the comments!

How Fake Is Your Employment Brand?

Posted on by
1

I think most employment brands are completely fake. The reason I feel this way is because HR and Executives approve the messaging.  We, HR and Executives, are the last people who really know what our employment brand truly is.  So, we end up with stuff like this:

Seems really cool!  Makes us feel good about ourselves and our organization.  But for the most part it’s one big white lie.

That’s marketing.  It’s not marketings job to tell you the truth.  It’s marketings job to get you to buy something.  Sometimes its just some crappy product or service. Sometimes its the church down the street with the cool young pastor and rock band.  Sometimes its working for your organization.

Many HR Pros and Executives get really pissed off when I say something like this.  That’s because they drink their own Kool-aid.  They truly believe the messages brought forth are the truth.  Those messages are what they hope and dream the organization to become, so they’re all bought in on making it happen.  I actually really like these people. I like people who are bought into making their organizations what their commercials are telling us they are, even when they aren’t.

Who wants to go work for an organization that puts up a commercial of some manager unable to communicate what needs to be done, and Bobby down in the accounting bitching he only got a 14 lb. turkey from the company, when last year he got a 15 lb. turkey?  No one.  But that’s truly your organization.  Organizations are like families. You have some folks in your family you don’t want the rest of the world to see, but when you take the family photo it looks like everyone is fairly normal and well adjusted.

So, how fake is your employment brand?  On a scale of 1 to 10, 1 being Goldman Sachs and 10 being Google, where does your organization fall?

T3 – Swoop Talent

Posted on by
Reply

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 T3 – send me a note.

This week I’m looking at Swoop Talent.  When I first contacted, industry veteran, Stacy Chapman to talk to her about her company Swoop, I assumed I would be demoing a basic, straight forward people aggregator.  Boy, was I wrong, and in for a treat!  That is how Swoop first got started, but that is not where it’s going.

Swoop is a social sourcing tool for sure, but they are beginning to pivot away from just social sourcing, people aggregation, and into the world of solving talent acquisitions problems of having all of the people record data amongst disparate systems.  What does that mean?  Right now you have candidate data all over the place. Your own ATS. Social profiles on systems like LinkedIn, social profiles from people aggregators, your employee referral tool, etc. Basically, you’ve got potential candidates strung all over the place.

Sure you try and pull them all into your ATS, but even your ATS can be bear to search and retrieve.  Swoop solves all of this by building one talent record off all of your data from ATS to Email to CRM to Resumes to Social, and gives you one single view of talent.  Going to do campus hiring and the college kids are handing you paper resumes? Swoop allows you to take a pic with your phone and automatically builds a talent record of this kid, with their resume and their social profiles.

Swoop basically takes the overlap of records out of your disparate systems and gives you one true view of what your talent landscape truly looks like. Why is this important? You need to know what system(s) are delivering you the most talent, the best talent, how should I spend my recruitment marketing dollars.  Swoop answers all these questions, and has great data visualization as well, to help tell the story of what’s going on in the markets you’re going after.

5 Things I really liked about Swoop: 

1. Swoop integrates your own ATS data.  This allows you to use their search capability to mine your own ATS. Can’t stand Taleo’s search functionality? Swoop solves this.

2. Swoop still has over 150 million talent profiles, so you still get great sourcing technology, the difference is unifying this with all your other data gives you a much more complete sourcing tool, that eliminates the overlap and waste.  Plus, it automatically updates profiles as well, behind the scene, so you aren’t looking at some old ATS record from three years ago.

3. The product actually mines and helps uncover some real talent gold within your own ATS.  I see this constantly with RPO clients we work with. Once we get into their ATS, we find great talent just sitting there they had no idea was already in their system.

4. Swoop gives talent executives an understanding about talent markets they operate in unlike anything else I’ve seen.  This is important when making financial decisions on what products to continue, to purchase new, to stop using altogether, etc.

5. The college recruiting piece is easy.  For those that go out to campus and need to get all this data back into their systems, you know what a pain this can be. Swoop makes this really easy, and functional.

Not many people know the capabilities of where Swoop is right now.  They haven’t gone out publicly in a big way yet, and marketing will start soon. This is an enterprise play to be sure, implementation costs run $10-20K based on size, and annual costs run around $.15 or less per record. Overall, that isn’t really that big of a cost when you really understand the capabilities you gain with Swoop.

If you’re using a bunch of tools right now to source talent it’s really worth your time to demo Swoop and see how they can help you. If you’re using one of the giant HRM systems, like Taleo, Bullhorn, Successfactors, etc., it’s also probably worth your time to demo as well.

The Biggest HR Issue No One Is Talking About for 2015 #EWS2014

Posted on by
8

Hey, gang I’m running a sponsored post by the great folks at Spherion regarding their 2014 Emerging Workforce Study which has some really great data, check it out. You can win a $100 American Express gift card by just commenting on this post with your favorite EWS Statistic, sharing this post on Facebook and/or Tweeting this post with the #EWS2014.  That’s easy, go do it! You know you need the extra scratch for the holidays!

I’ve been asked by about dozen people to give my HR and Talent predictions for 2015.  I haven’t done any yet, because there is really one, serious, one that came to mind.  The one prediction that is keeping me up at night, is RETENTION!  More specifically, how do we retain our employees as the options for their talent continue to increase.

Here are some alarming points from the Emerging Workforce Study:

    • 25 percent of all workers are likely to look for a new job in the next 12 months.
    • Companies report they have only put in minimal effort to retain their workers.
    • Companies that do not have retention programs in place have 61 percent more expected turnover in the next 12 months, compared to companies who have retention programs in place (average expected turnover 21 percent vs. 12 percent\

One of the main problems is that employers and employees wholeheartedly disagree on what drives retention. Employers focus more on intangible items, feeling that the management climate (89%), an employee’s relationship with his or her supervisor (85%) and the culture and work environment (81%) are most important when retaining employees.  Not surprisingly, employees focus more on ‘bread and butter’ issues, feeling that financial compensation (78%), benefits (76%) and growth and earnings potential (71%) are most important in retaining employees.

 The reality is Retention in HR use to be a ‘sexy’ topic to talk about and game plan.  The recession hit a decade ago, and retention was no longer an issue. It was virtually forgotten about for 10 years!  No one cared.  Employees were staying because there weren’t any jobs.  That is rapidly changing and we have an entire generation of leadership and HR that doesn’t even really understand how to retain their own talent.

Isn’t there an App for that?  Probably, but it doesn’t really work!

Retention is one of those crazy things that takes a lot of effort by a lot of people to make it work.  Great leadership. Check.  Great compensation and benefits. Check. Great work environment. Check.  Growth potential. Check.  Retention is all about ‘blocking and tackling’.  You have to do all the basic leadership and HR things well.  Let one go, and Bam! You have a retention problem.  You can cover up problems by doing one of these things really well, but it’s a short term solution.  You pay the best! Great, you bought yourself some time. You have horrible leaders? Great pay only works so long before people will leave!

Retaining your best workers will be one of the most talked about issues by the end of 2015.  By then the unemployment numbers will be low enough where bad companies can no longer get good talent, or the good talent they have will be leaving for better companies.  That’s the tipping point.  We are quickly getting there.  Are you ready?

 

Disclosure Language:

Spherion partnered with bloggers such as me for their Emerging Workforce Study program. As part of this program, I received compensation for my time. They did not tell me what to purchase or what to say about any idea mentioned in these posts. Spherion believes that consumers and bloggers are free to form their own opinions and share them in their own words. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations. 

3 Things HR Pros Should Never Apologize For

Posted on by
1

I think HR Pros apologize way too much, and I got the idea from the Fast Company article – “3 Things Professional Women Should Stop Apologizing For“, which are:

  1. Their Financial Expectations (I.E., pay us the same!)
  2. Their Physical Appearance (I.E., Sorry we aren’t club ready – I was up with a sick kid all night!)
  3. Their Professional Accomplishments (I.E., Just because I’m a woman doesn’t mean I can’t brag about what I do great!)

It’s a great article, check it out.  This got me thinking about all things we Apologize for in HR – that we should stop apologizing for – so here’s the Top 3 Things HR Pros should stop apologizing for:

1. You Getting Fired!  Oh, boy this could be #1, #2 and #3!  I can’t tell you how many HR folks I’ve trained over the past 20 years that I’ve specifically said “When you let this person go – Don’t apologize!”  I mean truly, what are you saying! “I’m sorry you are terrible at your job, or made the decision to sexually harass your co-worker,  you’re fired!”  When you really stop and think about it, it even sounds funny.

2. You Not Getting Promoted.  This is almost the same as apologizing for getting fired.  Instead of apologizing to someone for not getting promoted, how about you give them a great development plan so they can actually get promoted!  Organizations can be big hairy breathing things, and sometimes decisions are made and you won’t know the reasons.  HR Pros shouldn’t apologize for you not getting promoted, but they should help you navigate the political and organizational landscape.

3. You not liking your Boss, your Job, your Pay.  Ugh!  We tend to apologize for all these personal ‘happy’ choices a person makes.  The last time I checked, I never forced anyone to take a job, or forced them to accept the pay I was offering them, or forced them to work in the occupation or career they chose.  These are their own personal choices, if you don’t like it, LEAVE!  Go be happy somewhere else.  I hope that you’ll be happy here, but I can’t force you to be happy. I’ll try and give you a solid leader, with good pay and challenging work, but sometimes what I see as solid, good and challenging might not meet your expectations.  That’s when you need to make a happiness decision!

So, what should you apologize for a HR Pro?  I can think of two things that I apologize for on a regular basis: 1) Things I can Control (If I control it, and I screw it up, I need to offer you an apology); 2) Surprises!  (I might not be able to control surprises, but they suck when it comes to business and your livelihood.  I apologize for surprises because in HR it’s my job to make sure those don’t happen to you as an employee).

Success is Relative #8ManRotation

Posted on by
1

It’s that time of year when college football coaches get fired because they weren’t ‘successful’.

This year’s unsuccessful coach of the year has to be Nebraska’s Bo Pelini.  Here are some of his stats:

– Won 9 games every year he has coached at Nebraska. Not averaged 9 wins. He’s won 9 games each year!

– 67-27 overall record – a +.700 winning percentage

That seems pretty freaking good!  How many of you would take 9 wins each year from your favorite college football team (Alabama fans you can’t participate!)?  I’m a huge Michigan State fan and we’ve been fortunate to have double digit win totals four out of the last five years and we’re on cloud nine! If you asked me five years ago if I would take 9 wins per year for the next five, I would have bought it for sure!

Here’s what Bo didn’t do:

– No conference titles

– No BCS bowl appearances

– At least 3 losses each season

99% of fans in the country would take 7 years in a row of 9 wins each year.  Because most of us will never come close that success on our best year.

That’s why success is relative.

Think of this with your own hires and employees.  You judge success of your new sales person on the results of the sales person that just left.  If your new sales person sells $1 million worth of products, and the old guy sold only $750K, the new person is a rock star.  That same new sales person is judge against your all time sales person at $2 million, and suddenly, they’re a piece of crap.

Nebraska holds their coaching hires against legendary Nebraska coach Tom Osborne who won 13 conference championships and 3 national titles.

This is why comparing individuals in terms of performance never really works out well.  A better way is to determine what does ‘good’ performance look like in your environment, no matter the individual. Also, what does great performance look like.  Then measure your employees against those metrics, not an individual who might have been good or bad.

Most organizations struggle with this concept, because defining good and great performance is hard.  It’s easy to compare.

Don’t allow yourself and your organization to take the easy road. It doesn’t lead you to where you want to go.

Do I believe Bo should have been fired?  Yes, but not because of his won/loss record.  Bo wasn’t a fit, culturally, with Nebraska football.  Bo had a short fuse and lost it publicly and on the field way too often for cameras to see.  This isn’t what Nebraska people want from their coach.  They’re extremely loyal fans, and don’t like to be embarrassed. Yes, they want to win, but it’s not a win-at-any-cost fandom that we’ve been accustom to seeing recently in major college athletics. Win, but win with pride and respect for the history of the program.  That’s tough. Nine wins per year, apparently doesn’t do that!

 

The Search for the Magical Solution

Posted on by
1

Have you been in that place?  You know the place. That place where you feel the only option you have is to find some ‘magical’ solution to whatever problem or issue you’re facing.

That’s the problem, there is no magical solution.

But we search, and search, and search.  This seems to happen a lot in HR.  We tend to need more magical solutions than most other parts of the organization.

The search only stops when the problem takes care of itself.  And it always does.  Mostly, you just take too long to come up with a magical solution, so time does it for you.  This is usually the worst option, but since you didn’t move on any solution, the only solution presented itself.

We spend so much time and resources searching for magical solutions.

That’s really your sign.  The moment you believe it’s going to take some sort of extraordinary solution to solve your issue is when you should stop looking.  That is the exact time when you start providing ‘lessor’ options.  Well, we aren’t going to land Jack, our number one candidate and the only person in the world that can do this job.  Here are two others that can do about 75% of what we need.  When would you like to talk to them?

Lessor doesn’t mean bad.  It only means that it’s lessor than magical!  Look, we can’t come up with a magical solution, here’s what we have.  The faster you can move forward, away from magical, the sooner you’ll actually solve your problem for real.

I’m pretty damn good at Recruiting and HR stuff, but I’m not magical.

What I can do is move things forward in the best direction we have available to us.  You might not want to hear that, because magical stories are so great to listen to, but this is what we have.  Stop searching for magical solutions and start delivering real solutions.

 

T3 – People Analytics Corp (PAC)

Posted on by
1

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 T3 – send me a note.

Today I’m looking at People Analytics Corporation (PAC) which sounds like it would be a talent or HR data analytics play, but in reality they are an Selection Assessment Technology play. The really cool thing about PAC is they didn’t start out as an assessment play, they grew out of the world’s largest career test, Sokanu.  Sokanu is basically a better, bigger version of one of those high school career assessments you took to find out what you would be good at as a career.  From millions of these assessments being taken, Sokanu discovered they had a giant data set that could be transformed into a very strong selection assessment, and PAC was born.

PAC does what great selection assessment companies should do which is help organizations understand what traits and characteristics define their top talent. Then, use this data to help you go out and hire more of that top talent.  The catch!?  They do this part for free!   They’ll come in and assess your entire organization, by department, function, etc., to build selection assessments based on your best talent.  Let’s be clear, to have great data, you can do this with a department of 10.  The reality is, you need anywhere from 50-100 do get statistically relevant data in a role. So, for the most part PAC is an enterprise play.

PAC’s UI is ridiculous easy to use to develop roles, turn those roles into jobs, and have your company specific assessments linked right to your job postings.  As candidates apply and assess, you use the dashboard to see who are the potential best fits for the jobs you are hiring for.  PAC also has a ‘faking’ compenent score within their assessment technology which shows you which candidates are trying to fake their results and look better.  Within the assessment you also get data returned that shows you ‘red flags’ of where candidates are probably going to come up short.

5 Things I really liked about PAC:

1. You are actually for Free going to come in assessment my organization and give me all that data? For Free!?  Yep.  This all by itself should get you to at least want to demo their product!

2. This isn’t just a personality assessment.  Most assessments are based on one component, usually personality.  PAC is based on five including personality, skills, organizational culture fit, needs and context.  It’s the most comprehensive selection assessment I’ve seen that is tailored to your organization, for the price.

3. The system was super easy for a talent or HR pro to use to develop new roles and pick the competencies and important factors needed by just clicking through, and you can add multiple raters within the organization by just selecting from a drop down menu.

4. Really fast and really accurate (the science behind this is awesome).  The average assessment takes about 12 minutes, and provides some really accurate data that has been proven reliable and valid based on millions completed. You can also compare results of a candidate to an existing employee already in position.

5. There is an employee development component that also comes out of this data for hiring managers to continue to develop the employee after hire, but one that can also be used with your internal staff already employed.

PAC is a new, young company that almost no one really knows about, but their product is one of the best I’ve seen when it comes to employee selection. They won’t be unknown for long! The average cost per assessment is $12-15 each, but it’s all based on volume, you guys know the game.  That is cheap, when you think about all you get on the front side with the analysis you’ll get of your own organization before you even pay for one assessment.  Plus, the assessments you’ll be giving aren’t just some generic assessment, but ones based on your own organization, own roles.

Check them out. I was really blown away by the demo.

5 Things That Scream You’re Not Getting Paid Enough

Posted on by
Reply

I was reading an article recently, it was one of those “Best Places To Work” type of articles.  Since I run a company, I’m always looking out for good ideas on how to take care of your employees without spending a dime – unfortunately – “Best Places” companies that make these lists usually don’t give you these type 0f ideas!   What you get from “Best Places” articles are all the over the top crap – gourmet cat food for your in cube pet-mate, free liposuction for your spouse and discounted tattoo eyeliner coupons.  I would love for my company to be on the top of every single “Best Places” to work article – but we probably won’t.  I care too much about my employees to make that happen.

What?!?

Yes, you read that right – My greatest weakness is I care too much!

It costs an organization a ton of money to make a “Best Places” list – not in actually applying to make the list (oh yeah, they are chosen randomly – you have to apply – the Top 100 Greatest Places to Work isn’t really the Top 100 Greatest Places to Work – it was the Top of the companies that applied for the award Greatest Places to Work), but in doing all the silly crap they do, so they sound like a great place to work.  Many of the best places to work, will never be on a list, because they are spending their time, money and effort – on their employees!

Here are some things that “Best Places to Work” companies and You Not Getting Paid Enough have in common”

1. If you’re company has unlimited gourmet free breakfast, lunch and dinner provided – you’re not getting paid enough.  Cut that crap out and pay me $10K more per year – I’ll bring in my own Greek Yogurt and granola.

2. If your company pays to have your laundry done and your house clean – you’re not getting paid enough.

3. If your company is taking you on luxury vacations and dinners that cost more than your monthly home mortgage – you’re not getting paid enough.

4. If your company spend more on marketing themselves as a great place to work, than on your employee development – you’re not getting paid enough.

5. If your CEO flies to work on a daily or weekly basis – you’re not getting paid enough.

So, how do I show my employees that I care and that we have a great place to work?  I don’t waste money on things that ultimately become a negative when I need to take them away because we aren’t making the money for our shareholders.  All great places to work, eventually become average or crappy places to work – because sustaining luxury programs that you put in place when your doing well – become negatives to engagement when you tighten your boot straps.

Pay your people fairly. Meet their needs as adults. Treat them professionally and with respect.  That’s a great place to work.