Big Companies are Announcing their Return to Work Plans! #HRFamous

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In Episode 44 of The HR Famous Podcast, long-time HR leaders (and friends) Tim Sackett, Kris Dunn, and Jessica Lee come together in the new year to discuss that Gary V requested Jessica on LinkedIn, the CHRO move of the week, and Google calling their employees back into the office (eventually).

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 – Happy New Year! Tim is thinking (and hoping) that 2021 is going to be a great year. JLee is looking forward to drive-through vaccinations.

2:45 – JLee got a LinkedIn request from Gary Vaynerchuk. Tim is extremely jealous (he’s a super fan), and JLee is very confused on how she got this.

6:00 – The gang wonders aloud how many people send invites out on Gary V’s behalf. Tim thinks that JLee needs to leverage her brand and her title to get Gary V on the phone in 2021.

9:00 – Time for the CHRO move of the week! UPS announced a new CHRO Darrell Ford after their old CHRO (Charlene Thomas moved to a new role at the company).

10:30 – KD thinks Thomas got a demotion.

12:30 – Tim thinks that Thomas was potentially underperforming so they brought in a new one to try out in the head HR position.

15:30 – Tim also wonders that they are potentially setting up Charlene Thomas to take over a COO or a CEO role eventually at UPS.

17:20 – In KD’s youth, the UPS driver was a person of note in his life. KD thinks it’s a transactional job now because there are so many drivers and people aren’t making a lifetime career out of being a driver.

21:00 – JLee thinks that KD would be a shorts-only UPS type of driver. No brown pants in sight!

22:30 – Next topic of the day: Google’s CEO announced that they will continue being remote, but they will be returning back to the offices eventually and will not be remote forever. The announcement said that employees should eventually return to a place that is in a commutable distance from their office.

25:00 – KD thinks this is the revert back from the earlier pandemic announcements of full time, forever remote transitions.

30:45 – KD also thinks that Google is trying to prevent a mass exodus from California to places like Texas, as companies like Tesla are moving there.

32:00 – JLee is coming up on her 100th Peloton ride and she found out that her husband ordered 100 balloons on their shared Amazon account to celebrate.

The NCAA Transfer Portal in the New College Athlete Job Board!

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If you are into college athletics, you have heard of the NCAA Transfer portal. If you are not into college athletics, basically the transfer portal is the technology used for an athlete of one school to let everyone involved know they intend to move from their current school to a new school.

There are over 500,000 student-athletes at NCAA sanctioned schools.

For the most part, we only hear about athlete transfers for the big sports of football and basketball, because that’s what the media covers, but it’s happening in all the sports.

So, what’s the big deal? 

Let me give you a quick history lesson. For centuries these NCAA schools have pretty much held all the power. Kids want to go to school to play sports, coaches at these schools recruited the athletes they wanted, and once they got that kid to sign his/her letter of intent that kid was basically stuck. Of course, they could leave, but if they did the transfer rules were so restrictive they almost always had to sit a year at the very least.

The coaches could leave for other schools, without any waiting period. Could be fired, etc. All the while the kid just had to stay and put up with whatever was thrown at them.

Recently though, the transfer rules have been relaxed allowing the vast majority of kids to transfer without having to sit out, if they are willing to give some reason that the NCAA feels are remotely close to being true and in the kid’s best interest.

“Oh, Johnny, didn’t get to play this year and he’s upset. Oh, his Mom is stressed out!? Well, we better let Johnny leave State U and go to HomeTown U so he can close to her and play football.”

So, yes, it’s become a complete cluster of movement!

What if this was your company? 

Now, I know what you’re going to say. Tim, this isn’t one company, this is thousands of schools that compete against each other, it’s just fair market dynamics at play. But, that is not quite true!

While we like to think of schools competing against each other, they’re all still staying in the NCAA! All the money is still being split up amongst the NCAA institutions. And just like a real company, some “divisions” are getting more resources than others, even though we talk about “equity” all the time!

HR gets less budget than sales because guess what, sales makes us money.

Football gets more resources than Men’s swimming because guess what?

D1 gets more resources than DIII because guess what? Turns out, some things are more important than others, or at least someone at the top made that decision.

This is more like one organization with 500,000 employees who all of sudden went out to all 500,000 employees and said if you don’t like your current job, or boss, or team members you work with, go ahead and apply for any job in the company, and we’ll let that manager determine if they want you or not!

Can you imagine the chaos?

All that said, I love it! 

The recruiter and leader in me love the transfer portal! I work hard to attract great talent and get them to sign on the line that is dotted. I then have this obligation to live up to what I sold this recruit on. If I don’t, I lose. If I do, well, that’s what the hell I was supposed to do, right?!

Too often, we are asking 17 and 18-year-old kids to make decisions on their life that isn’t reality. We wine and dine them, they show up to campus and learn that real life isn’t the recruiting trip. But then we expect them to live by this decision their adolescent mind made. This makes zero sense when you put into play that all these coaches lie and say whatever it takes to get them to sign.

Traditionalists in college athletics hate the transfer portal. They want it back to where they can control kids through a contract. I think this is the best, long term, for all involved. It is less likely you’ll have a few elite programs stash away all the great athletes. Once these athletes get to school and find out they won’t be playing any time soon, they can make a move that better fits them.

College coaches will have to be more transparent to recruits, or risk having a roster they need to rebuild each year. Kids will have to take more time to think about their long term future, or risk being seen as the kid who just jumps around when they don’t get their way.

This has all kinds of angles to corporate internal mobility! 

We love talking about internal mobility in corporate HR, but rarely can we point to organizations where it works great. Why? No, it’s not about technology. It’s about the same thing college athletes are facing. I thought I signed up for “X” and I got here and it’s “Y”, but oh, hey, great, I see “Y” over there in that department, let me move!?

Well, sorry, you can’t move, at least, not right now. First, you need to stay here for a year, and perform great, and get your boss to like you, and… “But, I just want to move over there and be great!?” Yeah, no.

It leads to the question, why don’t we allow employees to post and move jobs whenever they want? You hired them believing they would be great. They show up and almost immediately determine that the position they have isn’t right for them, but another one is. If you hired them believing they would be great, we should let them go be great, without waiting, right?

It’s messy. Like the transfer portal. Messy isn’t always wrong, it’s just messy as we work through it and figure it all out. The reality is, overall, the number is way lower than we think.

Should You Build or Buy Talent in 2021?

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Two rules of thumb in acquiring talent:

  • In a good, long-term economic outlook, building talent will ultimately be better.
  • In a questionable, short-term economic outlook, buying/renting talent is the best bet.

2021 is not the time to decide to build talent, at least not in the first two quarters. Most organizations have already started renting talent and we see contingent labor as a percent of the workforce rising in Q1 and Q2 as organizations determine how the economy will come back.

We actually saw this start to increase in Q3 and Q4 of 2020.

If the economic uncertainty continues into later 2021, we’ll see these numbers continue to rise.

With so much talk about “Internal Mobility” in the HR Tech space, it seems like the opposite is being spun as the better solution. For a few organizations, who have continued to stay busy during the pandemic and believe they’ll continue after, this is probably the right strategy.

For the vast majority of companies, the focus on hiring more contingent is a better strategy over the next 12-18 months, to ensure they will have much more flexibility and the ability to move quickly to move their headcount up and down based on immediate business needs.

In Questionable Economic Times, You Need Workforce Flexibility! 

I run into a lot of mid-sized enterprise organizations (500-2500 employees) who freak out when you talk about contingent labor. “We only hire direct, Tim!”

Um, okay, so all those Fortune 1000 organizations that have anywhere from 15-30% of their workforce as contingent are doing it wrong? You know better than they do, is what I’m hearing? Or, are you feeling like hiring contingent labor is somehow a sign of weakness for you as an HR/TA Leader?

Our reality is we saw a decade of crazy growth since the Great Recession. Many organizations during that time forget. Forget the need for a fast flexible workforce that you can ramp up and ramp down very quickly. Large organizations, tend to move slower and forget less. They probably have people around who remember what bad economic times look like.

Quite frankly, I don’t care how or who you hire. 

I do know those TA leaders who move up in their careers tend to understand total workforce strategies better than those who stick to one strategy no matter what the external circumstances they are facing. Also, they are more likely to incorporate multiple strategies and test what works more.

In 2021 we see more organizations buying and renting talent in the short-term. They want to make sure, before adding a permanent headcount, that the organization can sustain itself in the long term. If it can’t, quick and easy ramp down. If it can, they already have some trained and proven workers to pick from for the long term.

You only get talent in two ways, buy or build. Both are valid strategies for corporate TA leaders, and both are used often together. What will you be doing in 2021?

Are you running out of time to get your nose pierced?

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I have three sons, two of whom just graduated from college.  They can do anything right now!  If they wanted, they could fill a backpack and walk the earth. No one is going to stop them, in fact, many will congratulate them for taking this leap while they’re young.

In just a few years, people won’t say that.  They’ll tell them it’s crazy and you’re going to hurt your career, etc.

I’m a few years older than my sons (turns out that’s how it works!).  I have a feeling that I’m getting to an age where I no longer can make a change in my career path.

Before you start commenting with things like, “Tim, age is a state of mind”, or “You can do anything you want”, or “Follow your passion”.  Stop it. I’m a grown-ass man.  I like to think I’m an adult, although my wife and kids question that frequently. I have adult obligations: mortgage, college tuition, kids to raise, health insurance.

I can’t just go off and polish rocks.

We all get to certain points in our life where you can no longer just go do ‘it’. Whatever ‘it’ is for you. I feel like I’m at a point where I can’t change careers, not because I don’t think I could, but because society doesn’t look well upon middle-aged dudes looking to change careers. Something is now wrong with me if I wanted to change careers. BTW, I don’t want to change careers, I actually think what I do is pretty cool. Or hip. Or Hella. Or whatever the kids are saying.

If I decided to go back and become a nurse, right now, at my age, with all of my responsibilities, people would say something is wrong with me. You know what? I would think there was something wrong with me.

My question is more around what is ‘that’ time when if you’re going to do it, you better do it now?

For traveling the world: I think it’s 18-22 yrs old, or after 60.

For completely changing careers: I think you have to do it around 30-35 years old. Later, and you just look like your reaching. (I think most people won’t agree with this, but it comes from my recruiting background and how hiring managers look at older candidates who have made this move)

For having kids: this one has changed a bit, but before 40 seems safe. Otherwise, you’re just tempting science to give you problems. One caveat, if you’re adopting, I’ll push out this age because those kids just need someone who will love them.

For completely your high school or college education: I’m really open on this one. I would say anytime before death! I’m a huge advocate of lifelong learning!

For having grandkids: After 45 years old for sure. If you have grandkids prior to becoming 45, you did something wrong as a parent.

For getting your nose pierced: 17-28 years old. Yeah, I’m looking at you 37-year-old mom with the kid with a mohawk not wearing his seatbelt in the back of your Ford Mustang.

So, hit me in the comments with your age ranges on when you think it’s no longer socially acceptable to change careers or do any of the other things listed. And, yes, I get it, I’m old and you can do any of these things at any time, and why are you judging. Because I can, it’s my blog, go start your own, Karen.

I hear you…

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It’s what you hearing…Listen!

It’s what you hearing…Listen!

It’s what you hearing…LISTEN! (DMX – X Gon’ Give It To Ya)

I hear you…

2020 was not what you expected or what you wanted. I hear you.

You aren’t where you want to be in life. I hear you.

You didn’t accomplish all you wanted this year. I hear you.

You lost more than you won this year. I hear you.

You took some big losses in 2020. I hear you.

You felt like the world has turned upside down. I hear you.

You’re afraid that 2021 might not be much better. I hear you.

You’re not sure your career is on pace for where it should be. I hear you.

I hear you.

What I love about New Years’ is we are given this freedom, once per year, to start over or continue, or do just make a decision to move in another direction and go, “yeah, in 2021 I’m going to do “X”!”

We are congratulated on this announcement. Good for you! I can’t wait to see how that turns out!

So, I hear you, and now is the time for you to make a decision. You can continue being your version of 2020 or you can try and be something else in 2021. Quite frankly, this has worked really great for me in some years, and not at all in other years. Still, I like the exercise.

If I could be “X” in 2021, what would that be and how would I get there, and am I willing to put in that work or change to get there? 

This isn’t about anyone or anything else. It’s just you. We love to believe it’s about other things. If I just had another job. If I just had a different significant other. If I just lived someplace else. If I just wasn’t so unmotivated. Then, my entire life would be better!

I hear you.

Now, write down what you want to do in 2021 and email it to me at sackett.tim@gmail.com. Let’s get to work on that.

How to get promoted to the job you want in 2021!

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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 gives 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 your 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 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.

What can your employees count on from you in 2021?

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At the HR Technology Conference his fall, Marcus Buckingham gave a talk on some new research he did on resilience. It was definitely timely because of the year that is 2020. Also, when you talk to c-suite leaders all will say one of the most sought after attributes they want in their employees would be resilience.

From his research, Marcus found that employees determine how much they trust a leader and an organization comes down to just a few simple things, and one of those major things is not what you hope and dreams are for the organization, but what you can specifically tell employees that they can count on, 100% count on.

We see organizations come out all the time with examples of this:

  • Google said they will not have in-office work until September 2021, but the plan is to bring people back in-office at that point. Concrete date and plan, of course, it might get pushed out again, but at the very least you know you have remote work until September 2021.
  • I’ve seen CEOs come out in 2020 and tell their employees we will not lay one person off this year. For many employees in those companies, that was such a relief to hear.
  • It can be as simple as letting your employees know you will not be changing your benefit plan for the coming year or moving your home office after a merger or acquisition.

Of course, all leaders want to share their vision and dreams. We love aspirational leaders, even if we don’t completely trust them! What all employees want, based on the research, is a leader who will tell them what they can count on moving forward, even if it’s something small.

“I can you this much, for sure…” Then, from a trust standpoint, you move heaven and earth to make that happen! So, the old leadership axiom of under-promise, over-deliver fits really well into the trust dynamic.

Also, don’t make this lame! 

“You can count on me to always tell you the truth!” No, I can’t! That’s a lie right there! As soon as something happens, let’s say talks about acquiring a new company, or having your company acquired, you won’t be able to share anything about that.

“Hey, are we getting bought?” Well, I can’t yes or no to that question, and that’s the truth! No, you’re an idiot who is saying nothing, and now I don’t trust you.

What can your employees count on? 

Sometimes this is the most difficult question to answer because there is way more we can’t count on, then we can. But, if you can come up with those few concrete things, you can leverage that trust a long way.

2020 has shown our employees are not as fragile as we like to believe. For the most part, employees who truly understand the truth of their circumstances are much more resilient than we think. “Hey, 2021, is going to be extremely hard on the organization. We need sales, or we will be in trouble. Everything we will do needs to focus on how to help us sell more.”

Yes, some employees will run and find a new job. But, many more will fight and show their resilience and reward your honesty. At the end of the day, we just want to know we aren’t being lied to and after that, it’s pretty remarkable what we are willing to face and conquer.

Leadershipping on Christmas

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First, it’s Christmas and the majority of the world is not working. Okay, you Mr./Mrs. Hustle is still working, but normal people, those who celebrate Christmas and those who don’t, and primarily not working, so why are you reading this dumb blog post!

But, while I have you…

I think great leaders do certain things really well (also, I’m not trying to set myself up as a great leader, I’m not, but man I’m trying to be better):

  • They let people know you care about them when they least expect it, but probably need it the most.
  • They have the ability to come across as sincere because they are and probably are very particular in letting people know.
  • They have the ability to make others feel special in the best ways.

Now, don’t go off and start sending messages to everyone on your team!

Do go send a message or two to a few people who need it. Who made a difference to you this year, or to that someone who just needs it today.

The holidays can be the best time of year and the worse time of year depending on your circumstances. You might not actually be having a great day, today. But, I bet sending a note of gratitude and thanks to someone else, will definitely lift your spirits and theirs.

Happy Holidays, Friends!

#HRFamous: Calling Yourself “Doctor” in the Workplace & Best Work Christmas Stories

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In Episode 43 of The HR Famous Podcast, long-time HR leaders (and friends) Tim Sackett, Kris Dunn, and Jessica Lee come together to discuss Christmas shopping, the term “Dr.” in corporate America, and HR Christmas horror stories.

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:

2:00 – Have you finished your Christmas shopping yet? The Lee and Sackett families are done with their completely online Christmas shopping, and KD had to ask his kids to get gifts for Mrs. Dunn.

4:30 – For those of you lucky enough to get the Sackett family Christmas card/letter, Mrs. Sackett is a big fan of throw pillows (as is Mrs. Dunn).

5:45 – First topic of the day: use of the term “doctor.” On Dec. 11, the Wall Street Journal dropped an opinion article being critical of soon-to-be First Lady Dr. Jill Biden’s usage of the term.

7:30 – KD has always been skeptical of the use of “Dr.” in corporate America, away from education. Tim has understood the opinion of the article from a recruiter/corporate standpoint ,as well. However, he understands it applies differently in other industries/academia where it may be more relevant or acceptable.

10:00 – Tim reached out to seven different people he knows who have a doctorate, including MDs, EDDs, and PhDs. Six out of the seven of these people said that they harp on each other about the merit of their degree behind closed doors, but in a professional setting, they’d be expected to be called Dr.

13:00 – JLee is married to a PharmD and in writing, her husband includes his doctorate title. JLee thinks that in writing, being called “Dr.” is justified and totally acceptable, but it may be weird to refer to someone in person as “Dr.”  KD clarifies that JLee’s husband is including letters behind his name, not the Dr. title in front, which JLee confirms.

16:00 – Tim thinks that if Dr. Biden and Joe Biden had switched roles, Joe wouldn’t have had an article like this written about him.

21:00 – KD asks Tim if the term “Dr.” on a resume would throw him off ,and he said that it only bothers him if someone in an interview were to ask to be referred in that way.

27:00 –  KD likes it when people combine “Dr.” with a funny first name like his friend Dr. Chuck.

28:40 – KD asks the crew if they have any dysfunctional workplace Christmas stories. KD tells the favorite from his career about a dysfunctional boss that made him make a “this offer expires at the end of the day” to a VP-level candidate on Christmas Ev. JLee tells a story about how her first HR job required her to be the event planner and she wasn’t 21 yet, so she had to plan events with alcohol without being able to drink.

30:00 – Tim had an employee’s wife complain over email to him about the company gift.

Is More Efficient Recruiting Always Better?

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If you’re in HR or TA and read this blog on a regular basis you know I’m all for making our recruiting process as efficient as possible! Primarily, because so many of us are woefully inefficient in using our technology and the belief that a more involved process must be a better process.

I’m a little nervous about the future and recruiting efficiency.

I think in our rush to become ever more efficient we might miss out on some great talent. At this point in the recruiting tech stack, I can actually automate every single piece. Anything you have a person do in recruiting I can automate. I can even ensure that candidates “don’t” get dispositioned if that’s how you like to play it! I mean about 50% of you don’t do that now, so it seems like that is probably the way you like it.

If recruiting was only about taking a requirement, matching that requirement to available talent, screening that talent, interviewing that talent, assessing that talent, and onboarding that talent, well then, technology can do that better and more efficiently than humans at this point. But, I think recruiting has always been about getting the best talent for your organization.

Available vs. best is where the technology starts to fall down if talent truly makes a difference in your organization. Honestly, for many, “best available” will work just fine, and it has for decades. The vast majority of organizations are hiring the best available at this point.

Technology is exceptional at hiring the best available. Technology hasn’t figured out how to hire the best talent that isn’t openly available at this point. If you don’t have that talent in your database, and that talent isn’t active on LinkedIn, or other job boards, technology has a really hard time getting your message in front of them.

The future of recruiting isn’t about efficiency. That is already here. The future of recruiting is about your organization’s ability to actually go out and discover who is the best talent for your organization. That person might not actually be in the “jobs internet”, or they were but that was five years ago so you’ll never see them as someone you want because the five years ago person isn’t your person you need today.

Efficient recruiting is great until it isn’t. If you suck at recruiting, then becoming more efficient at best practice recruiting (which recruiting technology can definitely make happen) will elevate your function for sure. But, efficient recruiting isn’t world-class recruiting. It’s just efficient.

The best talent acquisition in the future will be able to go out and discover the talent that hasn’t been discovered by everyone else. We like to believe that everyone who is anyone is on LinkedIn, or Indeed, or you name the site. But they are not, or they haven’t been active for a long time, so this is a hidden talent.

Too many TA shops are currently working too hard at becoming efficient and not hard enough at becoming experts of the talent for their industry and their marketplaces. You know I love technology. So, be great at technology, but don’t forget to be great at recruiting.