What if your Candidate Experience was more like hailing a ride on Uber? #HRFamous

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On episode 92 of the HR Famous Podcast, long-time HR leaders (and friends) Tim Sackett, Jessica Lee, and Kris Dunn come together to discuss how HR and recruiting could be more like Uber, then shift to the promise of legal immigration in the U.S. to help fight worker-shortage issues.

Listen (click this link if you don’t see the player) and be sure to subscribe, rate, and review (Apple Podcasts) and follow (Spotify)!

Show Highlights

1:30 – Tim recently went and sat on the floor at an MSU game. He said he doesn’t know how to go to a basketball game ever again.

9:45 – Bruce Springsteen recently sold his music catalog for $500 million. Tim asks the group what artist/group they would buy a catalog from. JLee chose Mariah Carey. KD chose Nirvana.

13:00 – Tim mentions that Taylor Swift’s catalog got sold, but she is now re-recording all of her catalog to get back at the owners. Tim chose Michael Jackson over Prince.

15:15 – JLee saw Yao Ming in her office once and was blown away by how big he was and how it impacts every part of his life.

16:30 – Tim mentions an article about how Uber made its users OK with waiting. He relates to a candidate experience perspective and asks how HR pros and recruiters could put something in place to make waiting better.

18:00 – KD thinks that hiring managers need to commit to a day that they will make their decision and communicate that date. It’s the equivalent of arrival time for Uber!

20:00 – Tim says that ATS status updates are too high-level and unspecific.

24:00 – JLee has the idea to do “hiring manager ratings” just like “driver ratings” that are on rideshare apps. Tim iterates off that and comes up with “number of interviews/hires” just like “number of rides.”

25:15 – In 2021, the U.S. population grew by 0.1%. This is the lowest amount since 1918 when the influenza pandemic and World War I were happening. Tim thinks this is a major demographic issue where we aren’t replacing as fast as we are losing people.

27:30 – Tim asks the crew how revamping immigration could help fight against this problem. JLee and Tim discuss making it easier for people to immigrate by focusing on the process.

31:00 – KD mentions how 300,000 visas sound minuscule for what is actually needed to help with the lack of workers in this country.

How Great Leaders Handle Crisis!

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We’ve had a lot of crises over the past couple of years. Everyone would agree with this.

It’s been popular since the beginning of time to judge people based on their best moment. Stand up tall, when others are small and you are destined for greatness in history. No matter when you did before or after.

Rudy Giuliani, by most, is considered a great leader of our time for his leadership in the aftermath of the 9/11 attacks. He was in charge when the towers came down. He said and did the right things during that time. He will be forever remembered for that time in his legacy.

The reality is, leaders are not best judged in times of crisis.

Great leaders should not be judged by how they reacted in a once-in-a-lifetime event, but by how they act every day. On good days, average days, bad days, and very rarely on crisis days. The problem is we aren’t paying attention to normal days. We don’t see the greatest. So, we judge them on the few times we see them, which are either celebrations or catastrophes.

Crisis management is incredibly difficult for leadership teams at organizations. You try with all of your might to put your own situation aside, but it’s always there in the background, while you try and do what’s best for all involved. The hardest thing a leader will ever do is make the decision that some will have to lose their job, so the majority can keep their job. Even putting your own name on that list of cuts, isn’t as difficult.

Nobody wants to be judged by his or her worst moment. In crisis management, we tend to have a lot of worst moments because we are often making quick decisions with the limited information that in hindsight looks foolish.

As we are all going through some level of crisis management currently, I wanted to share Professor Scott Galloway’s three steps of crisis management from his NYU class he teaches on the same subject:

  1. Top Guy or Gal Takes Responsibility
  2. Acknowledge the Issue
  3. Overcorrect

Overcorrect is the key. Well, I’m not sure if we should do this, let’s just wait a little while longer and see what happens. NO! Overcorrect. Make the safest choice possible. Make the best choice possible for your people. Act swiftly.

If we watch, we will see great leadership moments in any crisis. Some of these moments will be by great leaders doing great leader stuff. Some of these moments will be done by idiots who just happen to be in the right place and make the right decision. Don’t confuse a moment of leadership competence with being a great leader.

Great leaders don’t just show up for a crisis, they show up every day.

Sackadomas returns to Chad and Cheese with 2022 Predictions!

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Each year I go on the Chad and Cheese podcast and the three of us give our Recruiting Technology predictions for the year. We are rarely accurate, but every once in a while we’ll get one right. What it really turns into is what we wish would happen! This 2022 episode is a great one and you can check it out everywhere you listen to podcasts …

https://podcasts.apple.com/us/podcast/predictions-2022-w-sackadomus/id1211760335?i=1000547172102

Chad Sowash and Joel Cheesman put on a great podcast throughout the year without me as well, you should definitely check it out and give them a follow!

You Are No Longer Fit For Duty…in Recruiting!

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I’ve been hearing a lot of “Fit-for-duty” stuff in the news lately and it got me thinking. Are any of us really fit for duty for the jobs we have!?

Fit-For-Duty, according to OSHA, means that an individual is in a physical, mental, and emotional state which enables the employee to perform the essential tasks of his or her work assignment in a manner that does not threaten the safety or health of yourself, your co-workers, your company’s property, or the public at large.

That’s a lot, right!? I mean, on a day-to-day basis I might make one or two of three of those, but being physically, emotionally, and mentally prepared each day!? Get out of here!

As recruiters being physically ready probably isn’t our biggest hurdle. I mean, let’s face it, we sit in front of a computer. If we can physically type and make some calls, it’s not the most demanding job from a physical standpoint. Also, mentally, is recruiting really challenging anyone day-to-day? We aren’t trying to figure out how to put puppies on the moon, we are just trying to talk someone into accepting a job we have open.

Are recruiters fit for duty?

The problem is the emotional side of fit for duty. You see, Recruiters face rejection all day, every day. An average recruiter will face more rejection in one week than an ugly, short dude gets on Tinder all year. That’s to say, it’s a lot!

The recruiter also has to constantly placate dumb hiring managers that believe they are way better than they are and that believe they know how to recruit talent better than the recruiters they work with. On top of that, we have the serial repeat candidates who are awful but can’t take “no” for an answer. So, each week we spend hours with candidates whose own mother wouldn’t give them a job, but somehow they believe they should be the next executive VP at our company!

Let’s not forget our HR brothers and sisters who secretly, and not so secretly hate us, because they ain’t us! It’s hard being this sexy, smart, and cool. We get it, but let’s just be friends! And still, somehow we take the blame for our organization’s lack of talent when we have psychopath leaders who turnover people like there’s an endless supply of warm bodies just craving our average pay, average benefits, and average, cold, work location.

Emotionally, there’s no way, most recruiters are fit for duty!

And, yet, we show up, pick up the phones, and keep finding fresh suckers every day to fill the jobs of our organizations.

When is a Recruiter no longer fit for duty?

Here’s the real deal, because, for all the joking above, there is actually a time when a recruiter is no longer fit for duty in your company. The time they are no longer fit for duty is the exact time they stop believing.

That moment when they stop believing your company is a good company.

That moment when they stop believing that the job they are working on is a good job.

The moment when they stop believing that the hiring manager they are working with has the ability to be someone good to work for.

Now, I get it, we all have a bad hiring manager here and there. a bad job here and there, but overall, the majority is good. The moment we no longer believe this is the exact moment you can no longer recruit for your company.

You are no longer fit for duty, because “believing” can’t be faked. It shows up. It shows up in the bad candidates you let go on to the next step. How you sell your company to the world. How you allow a partner to make a bad decision and just walk away.

As a recruiter, you are no longer fit for duty the moment you stop believing. That is the moment you must leave. Maybe not the company, but certainly your job as a recruiter.

I think a lot of CEOs would like to believe this is a fit for duty criteria for every role in their company, but that just isn’t true. I don’t need Ted in IT to believe in the company, I just need to make sure he keeps the network up. Do I want him to believe? Heck, yes! But, I desperately must have my recruiters who believe!

Take a good long look in the mirror today. Are you fit for duty?

My favorite quote of 2021! #Yellowstone

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I love titles and quotes. As a writer (oh, aren’t you special!), a great quote or title often lays the foundation for whatever it is I’m writing. When I wrote my book (oh, brother here we go…) I actually came up with my chapter titles before I even wrote the chapters!

I’m a big fan of the hit TV series Yellowstone, but for some reason, I always call it “Sundance”, a strange mental block! One of the best characters on the show is “Rip Wheeler”, played by Cole Hauser. If you haven’t checked out the show, it’s must-see TV for sure. And my top quote of last year comes from Rip.

I’ll set the stage. Rip is dating the daughter (Beth) of the lead character, John Dutton, played by Kevin Costner. Beth is a wild one and constantly causing trouble and Rip seems to be wise beyond his years. She’s getting ready to stir it up once again and he says:

“Life is hard, you don’t need to help it.”

Rip is a man of few words as well! But this is freaking awesome because it’s so true! It’s even a better quote if you say it with a cowboy accent.

How many people do you know in your life that seem to purposely try and make life harder!? On a daily basis, I see folks trying to make their lives harder.

Most people are struggling on the daily to just get through life and then will go out of their way to get upset over stuff they have no control over. Or push issues that are none of their business or they have nothing to do with.

I get it, I’m passionate about a lot of stuff, but at some point, we need to understand that life is hard and we can make it harder or we can use that energy to make it a bit easier on ourselves and others. I’m the first to admit that I’ve made it harder on myself and others way too often so in 2022 one of my resolutions is to try and not make life so hard. Both for myself and others.

Thanks for the advice, Rip! Now go back to being your sexy self!

What is your “Save” strategy for 2022?

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I’m calling 2022 the “Great Retention“! Primarily because I was sick of hearing “Great Resignation” when it wasn’t really the great resignation, it was more reshuffling. A ton of openings allowed workers to upgrade jobs and salaries in 2021, so yes, folks “resigned” but then immediately accepted a job somewhere else they felt was better for their life choices.

We are facing some major challenges in 2022 and beyond. Most of which can be traced back to simple demographics. The reality is, we are going to see more jobs than workers for a long time. This means a few things:

  1. Yes, we can be and must be getter at acquiring talent.
  2. We need to be more flexible with our workforces, if we want to keep and attract talent.
  3. We need the government to open up immigration in new and innovative ways, for both skilled and unskilled workers.

How are you going to Save talent in 2022?

Your recruiting strategy can not only be to actually go recruit more talent in 2022. There must be a simultaneous strategy to retain talent and save talent. What’s the difference between retaining and saving?

Retaining talent is about a systematic, ongoing strategy to improve and change pieces within your work world that helps create an environment where your current employees want to stay longer with your company.

Saving talent is about having a systematic strategy that is designed to talk someone out of leaving your company for another opportunity. A save strategy goes into effect the moment you believe someone is going to leave you. That might be when they put their notice in, or maybe you start to hear about someone interviewing, etc. The reality is, there’s a good chance they are looking to leave your employment.

What does a save strategy look like?

Most save strategies are designed around critically hard-to-fill and/or revenue-focused roles. Roles that will have the most impact by keeping well-performing talent versus having to go out and try to hire new talent.

When you engage a save strategy, there must be concrete steps you take to try and talk the employee out of leaving. This might, and usually, includes multiple people, including senior executives up to the CEO. In a traditional notice situation, you have two weeks or so to work your strategy. While the person is in your employ you can have them travel, meet, and pretty much pay them to do what you need before they leave.

Traditionally, let’s face it, most of us waste these two weeks. We let the employee dictate what they will do and not do. This usually ends up being pretty much useless as the current employee just makes sure people know what they have going on before they leave.

What if you designed those two weeks around trying to do whatever it would take to keep that employee with your company? You might have them meet with the leadership team and discuss why they are leaving and what it would take to keep them. You might have them go try a different job they are interested in to see if they would be opening to transfer to another role or location.

I’ve worked with organizations that when a certain level of an employee put their notice in, they were immediately scheduled for a flight out to meet with the company executive team to discuss why they decided to leave and what the executive team could do to keep them. The success rate was 40%. Not perfect, but instead of hiring ten new employees for every ten that put their notice in, we only had to hire six! That made a huge difference for a stretched TA team!

The best recruit you’ll ever make is the one you don’t have to!

How do you get promoted to the job you want?

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I read an article recently where a “former” Google HR executive shared his wisdom. (editor side note – are all Google HR executives “Former”? Have you ever heard from a “current” Google HR executive? Why does Google have a hard time keeping HR execs?)

The dude’s name is Justin Angsuwat and he’s the current VP of People at Thumbtack, which not ironically does not make thumbtacks but it would awesome if they did. And he give his inside Google advice to Business Insider on how to get promoted. Are you ready?

Why is this promotion important to you?

JUSTIN ANGSUWAT

Um, what?!

Seriously, that’s your advice Justin?

Okay, I’m sure Justin is brilliant, he’s Australian and worked for PwC and Google, and let’s face it, American’s will hire any idiot with an Australian accent, but I’m sure Justin is not an idiot, but I hate the “I’m going to answer your question with a question” because that’s how ‘real’ leaders do it.

What Justin is saying is most people have no idea why someone wants to be promoted. We just get this idea in our head that’s what we are supposed to do, so as leaders we need to figure out why, because most don’t really care if they get promoted, they just want you to pay attention to them!

Okay, Justin, I’ll agree with that. Now tell me why there are so many former Google HR executives!?

What do you really need to do if you want to get promoted?

  • Tell you current boss you want to get promoted and why.
  • Tell the boss that you’ll be under when you get promoted that you want to get promoted and why. This is a must-do if your current boss is a tool and won’t raise you up to the organization.
  • Get a specific development plan around what the organization needs to see from you to get promoted. If you can, try to get some realistic timing around the plan. Understand, 90 days, is not realistic. 3 years, might be. I find most people who want to get promoted believe they have already put in the work, but those above them don’t see it that way.
  • Do the work and be patient.
  • Be a positive advocate for your boss and for the company. Yes, you might even cheerlead a little. Don’t ever underestimate the power of positivity on your ability to get promoted. Executives hate promoting assholes. Right, Justin?

I teasing Justin, but I actually really like his question. Way too many people chase titles but don’t really know why they’re chasing it. They get there and it feels unsatisfying because the reality is it’s not what they expect it to be.

Getting promoted because you want more money, probably isn’t the reason you really want. It’s legitimate, but you won’t be happy. Wanting to lead teams or functions is better, wanting to help others reach their goals is even better, wanting to help the company reach its mission and you’re all in on the company is probably the best.

Most of us don’t even think about those things, though.

Can work culture be defined by everyone wearing a baseball cap? #HRFamous

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On episode 90 of the HR Famous podcast, long-time HR leaders (and friends) Tim Sackett, Jessica Lee, and Kris Dunn come together to discuss characters on HBO’s Succession, wearing company-branded apparel on Zoom calls to attempt to build culture, and increases in health-insurance costs.

Listen (click this link if you don’t see the player) and be sure to subscribe, rate, and review (Apple Podcasts) and follow (Spotify)!

Show Highlights

2:45 – JLee had a call with her chief legal counsel and she forgot she had a hoodie on and felt underdressed.

4:15 – JLee is late to the Succession game but now she is obsessed. Tim and KD are longtime fans. JLee asks, “Who is the least worst of the Succession siblings?”

9:40 – Tim didn’t realize while watching Schitt’s Creek that Catherine O’Hara (Moira Rose) was the mom in Home Alone.

11:30 – A recent Business Insider article reported that a CEO of an established company expects all employees to wear baseball caps/hats on Zoom calls to represent being a part of the company.

16:45 – Tim mentioned that when he worked at Applebee’s, they loved when their employees wore their logo on the clothes they wore to work and often gave out clothing with the logo.

19:30 – JLee just realized she’s a perpetrator of this because she bought every member of her team the same hat on a team outing.

26:00 – JLee has noticed that benefits rates are going up and she’s curious about how companies are communicating to their employees why the rates are increasing. Tim said his rates were going to go up by 34%.

28:00 – Tim says that during the pandemic, health-insurance companies had really low utilization and so it looks like this is a cash grab.

32:00 – Tim has often run into a problem with Blue Cross where they always try to make you pay more than you actually need to and then employees need to fight back against the insurance company.

35:00 – JLee is a brand loyalist, even when it comes to medicine!

Is your corporate gig really that bad?

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Have you noticed it’s become super fashionable to dump on corporate jobs? The ‘super cool’ thing today is to be an entrepreneur or work for a start-up, get a solo gig, etc. The last thing that is cool is to work in a large, stable, profitable corporation. I mean, the humanity of it all!

Inc. online recently had an article from a GenXer, corporate leader-type, Scott Mautz, who decided to step away from the corporate world and become a “Life Coach” and “Professional Speaker”, so basically unemployed. But he does have advice on why we also should step away from corporate America and go out on our own:

– Two things will be the death of us: Death and Meetings. (Okay, I hate meetings, this is mostly true)

– I miss the people, but none of the processes. (Yeah, that’s because “processes” are the actual work!)

– It’s less about being impressive, and more about making an imprint. (An imprint to whom? Your cat?)

– All the little stuff is really little stuff. (Gawd, I love Life Coaches!)

– Flexibility is intoxicating. (Yep, and so is a regular paycheck you can count on!)

– My presence is more of a present. (I just threw up in my mouth a little.)

– There’s no greater pick me up than feeling challenged and growing again. (You couldn’t do that in your job at Proctor & Gamble? Sounds like a “you problem”.)

– Your health belongs on a pedestal. Period. (Life Coach advice 101, use “Period” at the end of a sentence to show it’s really, really important!)

I don’t know Scott, I’m just having fun. I’m sure he’s super nice and is loving his life. Good for him!

I don’t like that he believes the best advice to reach all of his points is to walk away from working at a corporation. I think there are two types of people: ‘corporate’ employee types, and there are people who are unemployable in the real world. By the way, I fit much closer to the latter, and Scott sounds like he probably struggled in corporate America as well.

I’ve got very close friends who love working for giant corporations and brands. Doing so comes with some cachet for sure! Plus, the pay and benefits are usually really great. You also have to be high on the political savvy side of things, and you probably hold your tongue more often than you wish to. But, the perks are pretty freaking good!

Almost everything Scott said above is controllable no matter what size organization you work for. Do you want more flexibility? Be a great performer. Turns out, great performance gets flexibility. Want to be more healthy? Okay, then focus on your health and find balance. I find most giant companies do a much better job focusing on the health of their employees than small companies. Good health costs a lot!

Want to be challenged and grow? Take some freaking initiative and do some stretch assignments. I’ve never been told not to challenge myself in an enterprise corporate environment. In fact, it was the one thing that propelled my career in a large company.

The problem isn’t corporate America. Corporate America is great for millions of people. The problem is probably you just don’t fit in that environment, because the reality is corporate gigs can be pretty awesome!

Tracking Remote Employees is an Amateur Move!

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I continue to see more and more technology being released by tech companies targeting c-suite executives who are paranoid their employees who are working remotely aren’t working! Mouse tracking software, keystroke tracking software, login/logout tracking, etc. It’s become a billion-dollar industry to track you while you work at home, just in case you’re not working at home and just screwing around!

The most ingenious employee is the one who is trying to get paid without doing any work! Check out this TikTok:

@leahova

It’s called mental health, Janice. Look it up. #wfh #workfromhome #corporatetiktok #worklifebalance

♬ original sound – Leah

Now, I don’t think Lea is trying to get away with not working. She’s a good one, she’s paranoid in the other direction. If I try and go to the bathroom may be the A.I. will tell my boss I’m not working and I’ll get fired! None of this software really works like this, but it’s all a slippery slope!

A better idea for tracking employees!

How about building measurable performance goals and just managing those!? OMG! How f’ing brilliant am I!?! I just gave you an idea from 1979 that actually works perfectly and you don’t have to make your employees feel like they are being micromanaged and tracked by Big Brother!

Seriously! How lame are you that you think you need to track an employee at home by how often they move their mouse!? If you’re an executive and you believe this is the cure to your corporate ills, it’s time to hang it up, Hank!

It’s the 21st century, we can now treat employees like adults and place goals and expectations on them, that we’ve sat down and worked with them on coming up with so that we all feel like we are getting a fair deal on this little employment contract we’ve put together. We give “X”, You give us “Y”, and we are all happy with “Z”! If you don’t give us “Y”, let’s dig in and find out why that is, and if you continue to not give us “Y”, we’ll stop giving you “X”.

Okay, for those bad at Algebra, I’m talking about you do your damn job and we pay you. If you decide to sit at home and watch Netflix and not do your job, we stop paying you.

A better idea than buying a “mouse mover”!

Quite that stupid job who thinks measuring your mouse movements is equal to work. Seriously, there are more jobs open than people alive right now. Leave! There are great companies that are waiting to hire you that will let you go to the bathroom as much as you want.

If you bought a mouse mover to sit at home and watch Netflix and get paid, but not work. Congratulations, you’ll eventually be fired and/or your company will go out of business. You win, I guess, for the time being. Just know the world hates people like you.