Tag: hiring_better

Categories
Blog Commentary Life Relationship Workplace

Are You In or Out?

Recently, I thought how funny it was that, when it comes to a pool in the summer who can only let 50 people in at a time (no thanks, Coronavirus), if you want a line, you should start a line, keying into the FOMO (Fear of Missing Out) that plays so deeply in human nature.

In fact, an interesting thing I noticed is that when everyone was in line, people talked and joked with each other amiably — a sort of communal suffering brought us all together while standing in a line for a pool.

But the moment the gate to the pool was about to be opened, the very intention of the line changed. Like a physical change happened, the gate was not a resting place any more. It was a vehicle. A means to an end.

The game was now afoot and, I imagined to myself the gears turning in others’ heads as they sized up the lady two feet in front of them with three small kids and a Target store’s worth of pool toys, or the grandmotherly woman they were exchanging now-vacant pleasantries with, grinning to themselves as they deduced they could easily beat her to one of the scarce poolside umbrellas that were just out of reach, past the pearly (wrought iron) gates blocking our access to Shangri-La.

Marketers Play on our FOMO

In fact, marketers are so savvy to this primal need of ours to fit in, they often position their products with this exact pitch, letting you know you’re out unless you know that Choosy moms choose Jif, you could be saving 15% or more on your car insurance, that hipper, more active/creative people than you wear the Apple Watch, that going to McDonald’s is actually a lifestyle choice, and that wearing this makeup is not only good for your skin (spf 15!) but if your daily walk to work accidentally turns into a photo shoot for Vogue, you’ll be ready.

We see this constant us vs them show up in so many forms throughout life:

  • Graduating from the kids table at grandma’s Thanksgiving Dinner!
  • Being invited to the cool kids table at lunch.
  • Being on the (insert sport/club) team in high school.
  • Acceptance to your college of choice.
  • Receiving a highly contested scholarship.
  • Getting the job you know so many others applied for.
  • Receiving a raise when you know others did not.
  • Keeping your job when others lose theirs.

Even silly things make us feel important when, really, we’re absolutely no different than anyone else. Here’s a few I have to admit to:

  • My GPS app getting me around traffic smartly, saving me exactly 37 second of drive time. Suckers.
  • Checking out of the big club discount store using their app, skipping the 30-minute checkout line. Smiling condescendingly down on others from around my cinnamon dusted churro.
  • Being able to use the HOV lane on my commute, mocking the unwashed masses stuck in traffic as I comparatively and arrogantly fly by.
  • TSA Pre-Check enabling me to skip the slower airport security lines for the common-folk.

Comedian Brian Regan got it right when he noted that what we’re really saying about ourselves in situations like this is “I think I’m more important than I really am.”

In fact, in life, it seems the only constant is that in every sphere we are in, we are, by definition, out of some others, and that can be a source of intense unseen bias if we are not aware of it.

  • People who retort “all lives matter” to Black Lives Matter sentiments because, in their spheres of influence, they have never experienced the haunting systematic injustice many minorities live with as a daily backdrop to their lives.
  • Not having empathy that its hard to get a job sometimes when you, yourself, have always been employed.
  • Recruiters ghosting candidates because they are very busy getting offers out to the successful candidates.
  • Demanding VIP treatment because of your past donations or “platinum status” or some other so-called qualification.

If you are employed today, with 40 Million unemployed in the United States, you are a very lucky member of a very “in” crowd right now.

What can you do to avoid thinking you are more important than you really are?

Categories
Blog

People AND Recruiting? Why Not Both?

Spoiler alert: Most startups do it wrong

Photo by me, on Unsplash

A lot of entrepreneurs talk about the power of “and”. It’s a mental shift where you walk someone through the journey from “I hate work. I need better life balance” to “What work can I do AND have better life balance?”

See that? Subtle, but powerful.

We do it all the time in our lives. Eggs AND bacon. Dinner AND a movie. Peanut butter AND jelly. Two is better than one, economies of scale and all that.

So it’s natural when i see companies who need their first HR teams/experts because they need good policies, but they’re also hiring a ton so they need good recruiting, so they naturally combine these roles into a People AND Recruiting function! Problem solved!

Right?

Not so fast.

Reality is, in our bacon and eggs example above, you would never ask the chicken to make both eggs and bacon. They are fundamentally different things.

(Follow my logic here one more second)

We love the outcome of the combo. But precisely because they are so different do they pair so well together! “Eggs and Chicken” is just not as appealing, although the supply chain and scaling opportunities would be exponentially simplified!

In the end, it’s a little silly to ask one person to be in charge of such vastly different things and do them all well:

  • Care about all employees. Make them feel valuable.
  • Write policies for all employees. Make sure things are fair and everyone’s rights are maintained.
  • Hire new people to the team. All the teams. Make sure they are the best people, too.
  • Onboard and hire everyone. That employment paperwork is the worst. Make sure we don’t get in legal trouble.
  • Oh, make sure we cut costs, too. Gotta keep and eye on the bottom line.
  • We have to keep up our hiring in sales or we won’t hit our sales numbers.
  • An engineer left. Can you find another replacement?
  • We think an internship program would be great. Mind slapping one of those together. Has to be awesome.
  • Ah, there’s some questions about remote work and office expenses. Can you do a thing about that? Make it fair but not too generous.
  • This person needs a work visa renewed? Can you make that happen?
  • We always did annual reviews around this time of year. But they suck. Can you fix that and make them not suck, but make sure we also do them?
  • I think we need a better PTO policy. Will you get me some options?
  • Are we paying people fairly? We can’t break the bank, but let’s check into that.
  • I want to hire this person in Minnesota. No problem, right? I told them you’d get them the offer. Oh, they started last Monday, actually.
  • I’m not sure the employees are getting enough attention. Can you make sure that happens?

Going a little bonkers yet?

Though this is the life I see many “startup” HR, people and talent individuals go through. (And burnout from)

It’s mind-numbingly complex and each of the above scenarios is fraught with legal, logistical and other socially complicated issues.

Do you really want to hinge the legal liabilities AND success of your company’s growth on asking one person to be an expert in employment law, interpersonal relationships, management coaching, all the whole sourcing, screening, attracting and closing top talent across your company?

Would you ask your operations leader to also sell and do tech support? Of course not. But HR people are tasked with these disparate duties all the time

In short, having one person do all these things well is, ridiculous.

For years now, my team and I have been helping companies manage these complexities through a blended, hybrid model of embedded/external consulting and work.

For example:

  • We provide a proven Senior level HR person to directly work with the founding team/C-suite on high level issues. This is often your “point person”, allowing one-point of contact to drive progress and get results/reports.
  • Backing them up is a team of HR certified professionals who have their hands on all the best, state of the art policies and procedures across the spectrum of “full stack HR”. From vacation policies to workers compensation. Soup to nuts.
  • We also can consult with your HR system vendors (or find you one) and implement systems and tools to automate your world.
  • We can work with your attorneys (or ours) to ensure you and your people are compliant and protected.

AND

  • We are a very, very good recruitment agency too.
  • Your hiring managers get ONE PERSON to work with, a senior recruiter with many years of experience recruiting the people they are looking for.
    • Engineers? We compile the best .
    • Accountants? We’re all credits and no debits.
    • Operations? We’re well documented leaders here.
    • Sales & Success? We’ve got your number.
    • Tech support and customer service? We’re standing by.
    • C-level executives? We’ll corner-office the market for you.
  • We can place one-off or multiple roles.
  • We work under various models ranging from hourly or retained to contingent direct placement, all with an eye on growth, speed, agility and cost-controls.
  • Got your own internal recruiters? We’ll augment your team and even train them up if you like.

AND

We can start providing you all these services immediately, with a cost structure that would be comparable to hiring just one senior person to your team.

Need more flexibility to control cash? No problem. We start with what you need. AND can provide everything else on demand.

Your company AND ours, we can do great things for your people AND you can get back to business.

Ready to have your cake AND eat it, too?

Let’s talk.

Categories
Hiring Process Improvement

4 Smart Ways to Improve Recruitment Candidate Experience during COVID-19

4 Smart Ways to Improve Recruitment Candidate Experience during COVID-19

If you’re a little tired of hearing about these “unprecedented times” here’s perhaps something you can do about that if you’re on the “front lines” of a team lucky enough to be hiring and dealing with an inbound flood of applicants.

tl;dr: Skip to the Goods!

Recognizing that, as of this writing, thirty million people in the United States have claimed unemployment and are actively seeking work and that many hiring teams who are lucky enough to still be hiring may also have been impacted negatively in terms of having less help on the team and less tools or resources.

Hiring Teams Have Been Impacted, Too

In this environment of less help, less tools and way more applicants, recruiting and TA teams are faced with a very real problem: How to help everyone when you know you can’t hire them all and that many of them will not be qualified anyway. 

The urge to want to not miss all these people is real, and good and human. There are steps you can take to both help them how you can and not lose sleep or sanity doing so. 

Crank Up the Transparency

Improving the candidate experience during a time of massive inbound candidate flow will require some teams to begin taking a deeper look at how they are actually working, being more honest and open with candidates than they have before and starts with Recruiting and TA getting a better process in place to begin with. 

A good rule of thumb is to ask yourself how you would want to be treated if you were the one that was seeking a new role.  Add on an extra measure of desperation, a little paranoia that all the good jobs are going to be gone, and that job application processes are so unique sometimes that the candidate’s stop reading and just start, well, button mashing until they get the next application in. 

An opportunity to breathe a little and help your candidates do the same will go a long way to improving the job search process a little more human for everyone involved. ❤


Four Ways you can Immediately Improve Candidate Experience

Four ways your recruiting team can manage your candidate experience during COVID-19 times include: 

  1. Better job advertisements
  2. Stated, public SLA updated for COVID-19
  3. Better, more human approach to rejection
  4. Stop lying

I think companies who find ways to do a better job of connecting with applicants and finding how to really and truly express what they want from an applicant and being bold in that will find their applicant pools are actually way more interesting. 

I’ll give some high level explanations below and deep dive into each of these in the coming days. 


First: Better job advertisements.  

Job advertisements today are lame.  

Rewrite them so it is absolutely crystal clear what you are looking for, how you will measure what you are looking for, and what you are not looking for. 

A powerful and moving way to do this is video.  Grab a phone or record a zoom meeting of the hiring manager, team leader or someone doing the role explain some of the key things that are needed and what the business problems are that you are wanting to solve.  

Humans communicate so much more through nonverbal cues. Your video will do wonders for your communication of what the role really is.  

Want to level this up? Some B-roll of how your hiring team works to vet candidates and what the interview process will be like would be a great addition.  Tie it all off with that clip from your SLA (see below) of your CEO noting how hiring is important to them and inviting candidates to reach out directly if they experience problems with the process,.  Please do NOT say “I am the CEO and I approve this message”, but you kindof get the point. 

But really, getting something out there is better than nothing. 

Pro-Tip: Add these two caveats to your job postings to boost applications from a more-diverse background and help people NOT apply but still stay connected with you if they feel this job isn’t right:

  • Encourage people to apply if they are on the bubble and might second-guess their qualifications. 

    Something like “We are interested in people from all walks of life and backgrounds. We can’t guarantee a job to everyone, but if you don’t have every one of these skills, but you’re close and can knock our socks off in at least 2 or 3 of them, then let’s talk. Please.“ And give them a way to actually reach you.  THis will increase engagement as well as a proven way to improve responses from a more diverse candidate pool. 
  • To encourage people to stay connected with you even if this role isn’t quite right yet.  

    Giving candidates some other way to connect with you, perhaps a way to get into your applicant pool that does not involve them applying to a role that they know they’re not qualified for, but one that still gets them to be affiliated with your company and get access to insider tips, jobs or information. 

Have a Public COVID SLA.  Have your CEO introduce it. 

I think it would be a good idea to publish how you will communicate and how often you will communicate with candidates during the COVID crisis.  This should cover specific milestones with deadlines. Perhaps you commit to get to every applicant within 2 weeks from their apply date with either a go/no-go response.  You tell them how you are working through vetting each profile. Don’t overpromise, but follow up on time, every time.

 Post that online publicly.  Link to that in your job postings and have your automated email that goes out when someone applies mention it.  

Even better, have your CEO or head of talent record a video talking about what you will do.  Tell us about the challenges your team is facing as well, but that you are committed to getting people to work and doing this right.  Ask for a little patience as you figure it out, and give candidates as much control over the process as you can. 

Better than that, at the end of the video invite applicants to email you if something goes awry and promise to help make it right without judgement.

Give yourself a way out, too

Finally on this, give yourself a way out, too.  If setting a two-week deadline means 13 days in three hundred people get blind “sorry” emails, that doesn’t work either.  A better way may be to automatically email each candidate who is being considered, even tangentially, with a “we’re taking a look at your profile, but it’s taking longer than expected.”  note.  Perhaps the ones who still have not been touched after a week perhaps get a “Yikes, this is taking longer than we thought” message with an updated timeline and an email at least weekly until their application has been vetted. 

Pro-Tip: Give candidates a way to respond to these updates — to a human.  If something has changed in the candidate’s search, they got a job or want to withdraw their candidacy for some reason, let them. Help them help you. Be real that you may have missed the best candidate you could have ever hired here.  You should loop in any self-withdrawals to your NPS scoring system or some other feedback loop, but that’s for a different day. 


Reject better.  

Here’s how I recommend you do this: In your SLA, you discuss your posture for rejections.  Then, tell the candidate how you do rejections when you talk to them.  Finally, follow your process each time. 

Since you’re moving at scale, something I have done that works is to tell candidates I will do this first, but then I send an immediate, lightly detailed rejection message to the candidate as soon as I know. I told them I would, so I do.  Then, crucially, I invite them to setup a time with me to discuss detailed feedback if they like, with a link to my calendar-scheduling tool. 

Some old-school HR and Legal types will freak out mildly here because I did say that I will gasp give real feedback to the candidate if they ask for it and setup a time. This is something some candidates yearn for and deserve.  This is a small gesture, but people deserve this.  This part should not be automated. 

Pro-Tip: Not every candidate will ask for feedback. This is why the two-step approach helps you move quickly at scale, but it is important that you describe this process up-front. 


For the Love, Stop Lying to Candidates.

One terrible but common behavior in recruiting is we get to be masters at putting someone on “the back burner” or putting them on hold when we know they are not going to make the job.  

Be more honest with candidates.  Tell them “I am sorry to say that you scored about average in our test.  That means you’re not out, but you’re not really “in” at the moment until we do a few other reviews.  I know this is an awkward place to be, but I would want to know if it were me, so I am letting you know as well.”  

This goes over better than you think it will.  Give the candidate a chance to walk away. They will thank you for it. 

Summary

Here are four ways you can improve your inbound candidate flow, treat people the way they would want to be treated and help yourself as well. 

I think companies who find ways to do a better job of connecting with applicants and finding how to really and truly express what they want from an applicant and being bold in that will find their applicant pools are actually way more interesting. 

Let me know what you think!

Photo by Headway on Unsplash