Tag Archives: recruitment advertise

Talking Talent Acquisition Tech w/ Madeline Laurano (@madtarquin)

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Madeline and I are back with our second “Vlog” as the kids like to say! We are Vloggers! Which is like one step below “Influencers” but you get to keep your dignity!

In this episode of Vlogging with Talent Nerds (not the real name, we aren’t naming it) Madeline and I talk Recruiting CRM technology. It’s part of the recruiting landscape that keeps morphing into other areas of the stack, and honestly, we find it pretty complex for the average TA leader.

Madeline Laurano and Tim Sackett – Vlogging TA Nerds!

Question: Do you use a Recruiting CRM? If so, about what percentage do you feel you and your team actually use?

Hit me with your answer in the comments!

Recruiting is Worthless

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Paul DeBettignies recently had an article over at ERE – Where Have All the Recruiters Gone – which gave me the idea for this post.  In Paul’s post he wonders why recruiters are networking face-to-face anymore. I think many of us in the recruiting field who have been in the field pre-internet, probably wonder this and many more things as we look at how the industry has totally transformed over the past 20 years.  A person today can get into recruiting, sit at a desk, have great internet skills, marginal phone skills and make a decent living.  They probably won’t be a great recruiter – they probably won’t make great money – but they’ll survive – they’ll be average or slightly above.  It’s why the recruiting function in most organizations gets a bad rap!  In corporate circles I’ve heard it called “worthless” many times – and for some this is their reality.

Recruiting is Worthless, if…

…you’re a hiring manager and you never have face-to-face conversations with your recruiter when you have an opening, and when you don’t have an opening.

…you’re recruiters believe it isn’t there job to find talent, talent will find them.

…your organization believes it’s the recruiting departments job to find talent.  It’s not, it’s the hiring managers job to ensure they have the talent they need for their department, recruiting is the tool that will help them.  This “ownership responsibility” is very important for organizational success in ensuring you have the talent you need.

…your recruiting department acts like they are HR – they aren’t – they are sales and marketing.  Too many Recruiters, in corporate settings, don’t want to recruit, they want to be HR – which makes them worthless as recruiters.

…if your recruiters have more incoming calls then outgoing calls.

…if your recruiters believe their job begins Monday thru Friday at 8am and ends at 5pm. The best talent is working during those times and most likely won’t talk to you while they are at work.  That’s not a slam on you or your company – they are great employees, it’s what we expect from a great employee.

…your senior leadership team feels they have to use an “executive search” company to fill their higher level openings, because our recruiting department “can’t handle it”.

…if they are victims – “it’s not my job”, “we can’t do that because…”, “marketing won’t allow us to do…”, “our policy won’t allow us…” etc.

…if they just send hiring managers resumes of candidates that have come to them, without first determining if the person is a fit for the organization and a fit for the hiring managers position – before sending them on.

…they haven’t developed the organizational influence enough to change a hiring managers, hiring decision.

Recruiting is worthless if in the end they have failed to show the value of their service back to the organization.

Recruiting is the one department in the organization, besides sales, that truly has the ability to show ROI back to the organization, yet so few of us take advantage of the opportunity we have!  There is nothing more important, and have a bigger competitive advantage, than our organizations talent – and oh by the way – THAT IS US! We control that.  Recruiting isn’t worthless, unless you make it worthless.

 

 

Are You Drowning In Your Position

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You know the crazy thing about drowning?  It doesn’t look like you’re drowning! Read this from Mario Vittone:

  1. Except in rare circumstances, drowning people are physiologically unable to call out for help. The respiratory system was designed for breathing. Speech is the secondary or overlaid function. Breathing must be fulfilled, before speech occurs.
  2. Drowning people’s mouths alternately sink below and reappear above the surface of the water. The mouths of drowning people are not above the surface of the water long enough for them to exhale, inhale, and call out for help. When the drowning people’s mouths are above the surface, they exhale and inhale quickly as their mouths start to sink below the surface of the water.
  3. Drowning people cannot wave for help. Nature instinctively forces them to extend their arms laterally and press down on the water’s surface. Pressing down on the surface of the water, permits drowning people to leverage their bodies so they can lift their mouths out of the water to breathe.
  4. Throughout the Instinctive Drowning Response, drowning people cannot voluntarily control their arm movements. Physiologically, drowning people who are struggling on the surface of the water cannot stop drowning and perform voluntary movements such as waving for help, moving toward a rescuer, or reaching out for a piece of rescue equipment.
  5. From beginning to end of the Instinctive Drowning Response people’s bodies remain upright in the water, with no evidence of a supporting kick. Unless rescued by a trained lifeguard, these drowning people can only struggle on the surface of the water from 20 to 60 seconds before submersion occurs.

Take away the eventually water death – and this seems eerily familiar to some of our employees…

As HR Pros/Hiring Managers/Supervisors we have people who are drowning in their positions right now – but we can’t “see” them drowning.  Employees have natural things they do in terms of self-preservation, much like some one who is truly drowning.  They begin to do: put in extra time at the office, they seem a little to stressed for normal work, they make things bigger than what they are (this gives them an excuse in case of failure), etc. – it gives you an impression “they’re on top of it” – but they aren’t.  They tend not to ask for help – they don’t want anyone to know they’re in trouble – they can handle it on their own.

How do you spot an employee who is going under?

1. Look for employees who are disengaging with key relationships they need to have to get their job done.  Why?  Employees who are drowning – will disconnect from those who will be the first ones to spot them drowning – key hiring managers or peers from other departments – which buys them time from their own supervisors finding out they aren’t staying afloat.

2. They become defensive or blame shift – when this isn’t usually part of their normal behavior.  Another mechanism they use as a life preserver –  “it’s not me – it’s them!”

3. Drowning employees tend to cling to each other.  Rarely will you see a drowning employee hanging with a top performer (that’s one more person who will see they aren’t making it).

How do you save an employee who is drowning?

That’s even tougher than spotting them!  Because it takes you confronting them, and not allowing them to cop-out, most HR Pros/Hiring Managers/Supervisors find this very uncomfortable (hello Performance Management!) It basically takes you jumping into their role – deep – and pulling them out.  Most of us don’t like getting our clothes wet and ruining our iPhone – so we try and throw them things to help instead – additional training, words of encouragement, EAP, discipline…sound familiar?  When what they need is some full life saving – to push them up for air and take them to shore (you’re sick of metaphors at this point! – actually do the job with them for a while, so them how it should be done).  You still might decide when it’s all done to let the person go – they just can’t handle the position – but some will actually learn from the experience and turn out to be really good.

Make HR Suck Less

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Are you working in a HR department that sucks?  You know if you are, it’s alright, you can admit it – it’s the first step of changing it.

I bet I talk to over a hundred HR Pros a year that begin the conversation with – “our HR department sucks!” or “my company doesn’t get it when it comes to HR” or “Our HR department is terrible”.   It’s not the outlier, it’s the norm.  So, many HR Pros working in HR functions where the organization has the feeling that “HR” sucks in our company.  If you’re not in one now – great – but chances are you have either been in one before, or eventually you’ll make a “grass is greener” decision and put yourself into this situation.

You know what?  We have the power to make HR Suck Less.  Yes, you do.  Stop it, you do.  No really, you do. Alright that’s enough, just play along with me at least!

Here are the 3 steps to making HR Suck Less:

1.  Stop doing stuff that Sucks.  But Tim! We have to do this stuff.  No you don’t – if your HR shop blew up tomorrow – your organization would still go on.  Over time you’ve “negotiated” to do all this sucky stuff – thinking it would “help” the organization, or give you “influence”, etc.  Stop that.  Give it away, push it out to other departments – start doing stuff that doesn’t suck, more than doing stuff that does suck.  It’s not easy, but it can be done, little by little.

2.  Get rid of people in HR who Suck.  Some people get real comfortable with sucking.  They wear their suckiness around like a badge of honor.  You need to cut the suck out of your department – like cancer!

3. Stop saying that you Suck.  We brand ourselves internally with everything we do – and if you say that you suck at something – the organizational will believe you suck at something.  If you say we are the best in the industry at recruiting our competitions talent away from them – you’ll be forced to live up to that – and little by little you will live up to that and the organization will begin to believe it as well.  Signs and Symbols!

Every single HR Shop who feels they suck – doesn’t have to suck.  If you feel you don’t suck, but everyone else tells you that you suck – you suck.  You’re just delusional and you keep telling yourself things like “we have to do this stuff”, “it’s the law”, “we don’t have a choice”, etc.   This is the first sign you’re comfortable with sucking – you aren’t listening to your organization.  No one has to suck – you can decide to do things in a complete different way. Perception is reality in terms of sucking.  You need to change perceptions, not reality.  You can still accomplish the exact same things, just do it in a way that people think you rock.  Start saying “Yes” to everything – not “No”.  “No” sucks.

Sucking less is a decision – not a skill.  You all have the skills – you just need to make the decision – to stand up and believe – Today we will no longer Suck!

All Hail The Newest Job Board

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With the Death March of Monster that has been going on in the media lately (check out Jason Buss’s post on it from last week – 7 Warning Signs For Monster), I thought it was high time we start giving kudos to the new King of the Job Boards!

So, without further ado – Please give a warm welcome and many slaps on the back to…

 

 

 

 

 

 

What did you think I was going say – CareerBuilder?!  They are just Monster with different shoes.

The real congratulations goes to LinkedIn!   They put so much time and effort into building their next generation job board, I’m really proud of them.   It wasn’t easy to reinvent the job board industry, but they found away.  Sure it was by first establishing themselves as a credible “networking” site, before pulling wool over the eyes of its members and selling their contact information to corporate recruiters for $8500 per year.  I mean it was pure genius!  It actually brings a tear to my eye.

Monster and CareerBuilder could only have dreamed of making a site that looks like a legitimate networking site, one that HR folks actually encourage their employees to get onto – only to be systematically picked off by their competition.  Pure magic!

Today I’m going to recommend, as a HR community, that we do something to recognize LinkedIn as the biggest HR innovation of the 21st century. Somebody call Bill Kutik to see if he can put this award together in time for HR Tech 2012.   It was going to be no small task to reinvent the job boards – but as a Talent Pro I’m sure glad that somebody figured it out – Thank You LinkedIn!  We bow to your greatness.

 

 

Essential vs. Non-Essential Employees

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I’ve had many conversations in my career with employees who “essentially” felt they were probably more important to the business than they really were.  You know who I’m talking about!   The ones who at some point let it slip: “This place would shut down if I wasn’t here” or “Let’s see how you do if I leave” or “I made this company what it is today”.  It’s usually a sales person, or technical person who have had big roles, no doubt, but they begin to get a little to big for their own britches (as my grandmother would say).  Over time I’ve developed a good two point test to determine if someone is Essential or Non-essential to your business:

1.  In a snow storm, is this person required to make it into the office/facility no matter what? (think large storm – more than one day)

Example: I worked in a large Health System – Doctors & Nurses had to get in – we actually had plans on how to get them to work in an emergency.  I on the other hand, being in HR – didn’t have anyone coming to pick me up in a 4 wheel drive SUV.

2.  Does the person in question spend way too much of their time trying to convince you of how important they are to your operation?

Examples:  “Without me are largest client wouldn’t be here.” ; “Our department (a non-revenue generating department) saved the organization over $500K last year.” – on a budget of $3.7M…

You know what is really interesting about looking at the life of an organization – when they start out, in their infancy, there is only Essential employees.  We make widgets, all you need is someone to get widget material, someone to make widgets and someone to sell widgets and someone to collect the cash and pay the bills.  Pretty basic.  No HR, No Marketing or Finance, No customer service – it’s a very straight line organization.   Most companies don’t even add an HR element to their organizations until they get over 100 employees – usually an office manager/payroll/accounting person or the owner takes on this responsibility.

I always like to remind myself of who is “really” essential in my organization.  It’s important.  It’s important that as a “client” to those people, I make sure I focus what I’m doing on things that will help them do what they are doing.  That only happens when I actually talk to them, face-to-face, and ask them – “What can I do, to help you do what you do?”  Doesn’t seem overly complicated – but somehow we try and make it harder than that.  You see, that’s what non-essentials do – we convince you that what we do is really important!

I like to look at organizations the same way you pick a team on the playground.  If you had the most essential person in your company begin picking a team – where would you get picked?  First, 10th, last?   It’s a good exercise to go through.  What you’ll see is your most essential person will pick individuals who will/can help them get the job done – without hassle, without issues, without extra work.

Are you Essential to your organization?

Bad Hires Worse

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If I could take all of my HR education, My SPHR and 20 years of experience and boil it down to this one piece of advice, it would be this:

Bad Hires Worse.

In HR we love to talk about our hiring and screening processes, and how we “only” hire the best talent, but in the end we, more times than not, leave the final decision on who to hire to the person who will be responsible to supervise the person being hired – the Hiring Manager.   I don’t know about all of you, but in my stops across corporate America, all of my hiring managers haven’t been “A” players, many have been “B” players and a good handful of “C” players.  Yet, in almost all of those stops, we (I) didn’t stop bad hiring managers from hiring when the need came.  Sure I would try to influence more with my struggling managers, be more involved – but they still ultimately had to make a decision that they had to live with.

I know I’m not the only one – it happens every single day.  Everyday we allow bad hiring managers to make talent decisions in our organizations, just as we are making plans to move the bad manager off the bus.   It’s not an easy change to make in your organization.  It’s something that has to come from the top.  But, if you are serious about making a positive impact to talent in your organization you can not allow bad managers to make talent decisions.  They have to know, through performance management, that: 1. You’re bad (and need fixing or moving); 2. You no longer have the ability to make hiring decisions.  That is when you hit your High Potential manager succession list and tap on some shoulders.  “Hey, Mrs. Hi-Po, guess what we need your help with some interviewing and selection decisions.”  It sends a clear and direct message to your organization – we won’t hire worse.

Remember, this isn’t just an operational issue – it happens at all levels, in all departments.  Sometimes the hardest thing to do is look in the mirror at our own departments.  If you have bad talent in HR, don’t allow them to hire (“but it’s different we’re in HR, we know better!” – No you don’t – stop it).   Bad hires worse – over and over and over.  Bad needs to hire worse, they’re desperate, they’ll do anything to protect themselves, they make bad decisions – they are Bad.  We/HR own this.  We have the ability and influence to stop it.  No executive is going to tell you “No” when you suggest we stop allowing our bad managers the ability to make hiring decisions – they’ll probably hug you.

It’s a regret I have – something I will change.  If it happens again, I won’t allow it.  I vow from this day forward, I will never allow a bad hiring manager to make a hiring decision – at least not without a fight!

The 8 Man Rotation – 2011 Season

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In what is probably the most anticipated eBook release of 2012 the The 8 Man Rotation crew (Matt Stollack, Steve Boese, Lance Haun, Kris Dunn and I) today release to the world version two of our most famous HR/Sports related blog posts of 2011:  The 8 Man Rotation – the 2011 Season.   The forward is written by two of our HR friends and great writers in their own right – Trish McFarlane and William Tincup – who get to poke fun at our obsession with the weird combination of sports and HR that we just won’t give up writing about.  Check it out –

The 8 Man Rotation – The 2011 Season
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Do You Have a Jeremy Lin on Your Staff?

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“Linsanity” has taken over New York and the NBA!  Do you even know what it is?

Let’s begin with some background – Linsanity refers to Jeremy Lin the up-start Point Guard for the New York Knicks which seems to have materialized out of thin air.  How up-start? In his first 4 NBA starts, with the Knicks, he has scored more than Allen Iverson, more than Shaquille O’Neal, more than Michael Jordan, tops since the NBA and ABA merged in 1976.  Where did he come from?  Harvard – was a good player in college, but not a star.  Was signed and released by both Golden State and Houston, spent some time in the NBA Developmental league, before signing a 10 day contract with the Knicks (which has turned into a longer term deal).

Jeremy Lin coming onto the scene in the NBA is keen to you knocking down a wall in your house and finding $50 million.  It doesn’t happen.  Professional sports are professional because they have and find the best – they scout talent 24/7/365 – they do make mistakes – but rarely does potential get missed.  So, how did this Asian-American Ivy League educated Point Guard fall through the cracks?  No one really has a good explanation.  I can assume being on the only Ivy League educated, Asian-American in the NBA didn’t help him get noticed – for the simple fact – that wouldn’t get you noticed in the NBA.  He didn’t have Duke, UConn or UNC on his resume, the NBA doesn’t care that he’s smart, and so few Asians (under 7 foot) actually ever get looked at for their basketball talent.  He was a plow horse hidden behind a stable full of race horses.

While this type of thing doesn’t happen in the NBA – it does happen in your organizations all-the-time!

The majority of HR Pros just don’t have the background and scouting ability professional sports teams have in tracking potential talent.  We give it our best shot, instituting Employee Development Programs, Succession Programs, etc.  But our reality is, we still have a very long way to go to be truly effective.  So, how can you ensure you don’t have a Jeremy Lin sitting on your bench, that you aren’t utilizing, or worse yet, you allow your competition to have?  Look for some of these traits on your staff:

1. Smarts.  There is a common saying in athletics, you can’t “coach” size. Meaning no matter how good of coach you are, it is still very hard to overcome a team with superior size and athletic ability.  Smarts is the same way in business.  You can hustle your way out of a lot of situations in business – but eventually Smarts will get you!

2. Desire. Give me someone with a desire to be the best, and I’ll take them a long way.  Too many of our employees have the components to be great, but lack the true desire to be great.  Doesn’t matter if your an engineer, accountant, software developer, teacher – little or no desire will kill your talent every time.

3. Love. You’ve got to Love what you do, Love your organization and Love your team.  Those people are set up for success, because there is no place else they would rather be, and they’ll fight to keep themselves in that position.

Just because you have one or two of these doesn’t make you great, or even good – you need a lot of all 3.  To often HR Pros hang onto people way to long because “they work so hard” but lack core talent (smarts), or “they have more talent than anyone else on team”, but lack the desire to do the job anymore.  Stop that!  You’ve got too many good people sitting on the bench, waiting for their opportunity, like Jeremy Lin.  Open up your mind, really look for the combination of talent, desire and those who want to be with you – and put them into the starting lineup!  You won’t be sorry.

The Only Interview Questions You’ll Ever Need

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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 Dinosaurs 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 – from other Talent Pros, Hiring Managers, random people who know I’m in HR – “What are your best interview questions?”  Then you get to hear their questions, and how Google has some really great ones, and I even heard once about a company that asked people if they were an animal which animal would they be, and 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 conflict, he might think we are rude – we’ll move on…

Follow-up questions to original answers during an interview is a skill in itself.  The only interview questions you really 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, and 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!