Over the last few years, there’s been an explosion of information about how to manage a multigenerational workforce.
There have been countless articles, seminars and books on how to keep Generation Y (aka the Millennials) engaged, and how to help Baby Boomers and Gen-X employees work with them more effectively. I think that’s all a big waste of time.
I don’t do things because I’m Gen-Y
The big theory around multigenerational workforces is that shared experiences during a generation’s formative years creates a set of shared values that guide their behavior. Gen-Y is allegedly very influenced by 9/11, helicopter parents and exponential growth in technology.
I’ll admit that technology is something my generation is, generally speaking, very comfortable with. But I have friends who aren’t on Facebook, and I know plenty of Boomers who text and email far more than they pick up a phone.
There’s as much diversity within generations as there is between them. Given that, doesn’t it makes sense to stop focusing on differences between generations, and start looking at differences between individuals?
The Individual Workforce
The real goal of the multigenerational workforce movement is to help everyone in your organization work together effectively. Focusing on generations is divisive. It requires you to lump people into categories and teaches managers to treat everyone within that category the same. Doesn’t it make more sense to teach managers how to deal with individual work preferences?
I think organizations could manage a diverse workforce much more effectively if they took all of the “stuff” that gets taught during multigenerational seminars and ripped away the generational labels.
Teach managers why some people prefer to text or email instead of call. Teach them to have discussions with their employees about how they prefer to work, and to get out of the way and let their people do amazing things.
I envision a training that’s a lot more like Myers-Briggs training for new work teams, where people learn more about their individual work styles and how to interact more effectively. And when the training is over, everyone can get back to what really matters: doing amazing things that drive your business.
It seems like everyone’s talking about social recruiting these days. There was recently a very impressively put together conference dedicated entirely to the subject. Now the domain name is for sale and everyone seems to be saying that social recruiting is the way to go. Meh.
What I find most interesting is how confused I seem to be on the subject. I started out in recruiting knowing less than nothing and have slowly figured out some of the complexities in the industry thanks to connections I’ve made online, many of which have graduated to physical (actual) relationships. Some of my best friends, colleagues and clients are in my life today because of social media and networking.
And while social media was very helpful in finding candidates, I never set out to use it that way. For me it was always an extension of the marketing portion of my business and I always treated it as such. So it boggles my mind slightly to see something so powerful used to capture candidates, which I always seemed to be able to find in spades. Granted I was never in executive search but still…
Now, I’ve gone on to discover that I’m a better marketer than recruiter, which is all well and good. But since recruiting encompasses both sales and candidate development, let’s look more closely at this social recruiting phenomenon.
So at the Social Recruiting Summit there was a lot of talk about candidates (how to attract them, how to network with them, how to connect with them through mobile devices, the whole shebang) and there was some talk about employees (how they own their own stuff, how to create your personal brand, buiding an authentic voice) and some about social media fancypantses in general (how we should all bend over backwards to engage anyone interested in our personal or professional or corporate brand lest they hate us.) And don’t get me wrong, all of this is valuable and MUCH of it is true. But what about ME?
Yeah, you heard me. You see, I’ve been digging around lately and examining some of the arguments from the old time recruiters and marketers who do nothing but seemingly complain about social media all day long. But that’s not the whole story. When you really pick apart their arguments, it comes down to a very real and sincere question: Is the pendulum swinging too far in one direction?
I think yes. There is too much talk about how to please candidates and not enough talk about how to manage them. There are a lot of presentations about transparency and not so many about market position. There is great postulation about blog comments and not enough about billable hours. Popularity has replaced effectiveness. Which is a crying shame.
Please don’t slam me. I’m all for popularity. Shoot. If it weren’t for Social Media, I would be dictating blog posts to a hot, empty attic in Nebraska. With it, well….tens of you are benefiting from my wisdom.
But the truth is, when communication shifts this unalterably, we need to harness that power for all the aspects of our livelihood. And for recruiters, especially third party ones, half of that livelihood is client dev, sales and marketing. Interestingly, corporate recruiters seem to have gotten this somewhat, finding themselves more wrapped up in “employer branding” than ever before. They find themselves involved in the marketing and sales aspects of HR that they never had to deal with before, which is cool.
I think Social Recruiting is not a fad. I think it currently has an incomplete definition. Here’s a good one though.
Later this week, I’m heading to New Orleans for the SHRM Annual Conference. For me, the conference will be filled with wonderful networking opportunities and informative educational sessions in the setting of one of the biggest foodie cities in the world. What more could I ask for?
Every time I attend a conference, I think about my early days in HR. Those days when I was new or junior in the organization. It was sometimes difficult to convince senior management to spend the money to let me attend a conference. As a result, I quickly learned to take responsibility for my own professional development.
Yep, that’s right…I decided it’s not the company’s responsibility to fund my professional development.
Over the years, I negotiated with my employers to attend conferences, get certifications, and participate in programs with a part of the funding coming from me personally. My bosses always said that they were more receptive to my proposals because I had a “stake in the game.”
And, during those times when neither I nor my company could afford for me to attend an out-of-state conference, I’d attend something locally. Or I’d find someone to share expenses with. But I found ways to get access to professional development. Sometimes I would attend via ‘sweat equity’ – I’d apply to be a speaker hoping the conference organizers would assist with travel expenses. And, in some of my volunteer roles, I was given the opportunity to attend conferences (with the non-profit assuming or subsidizing the expense.)
Now that I’m self-employed, I still budget for professional development. I can’t imagine why any organization would purchase the services of a consultant who’s not spending any time and/or money in keeping their skills fresh.
Why do I bring this up? Because, as I’m getting ready to leave for New Orleans, I’m reminded that I’m in control of my professional development. I’m planning and preparing what I’ll do so I can make the most of the event. This isn’t my vacation. That doesn’t mean I won’t have fun, but I have stuff to do.
Whether you’re heading to NOLA or not, take a moment and think about your professional development. What are you doing? How are you staying on top of your game? And, who is in control of it?
Are you Interested in the two-faced manager, the sword-swallowing succession planner, the work-sharing Siamese twins or the bearded HR lady? Well ladies and gentlemen, boys and girls, step right up and welcome to the Carnival of HR (*dramatic bow*)!
Your new Ringmaster HR Minion (aka Shauna Moerke) has been kind enough to let the clowns here at Inflexion host this week’s Big Top of the HR blogosphere. Be sure to wander through all the posts as we’ve assembled a terrific show. Let’s get right to it!
- Lexy Rubin of the Precept Group channels a modern apothecary in her post, “Prescriptions – Do Your Homework“. Her advice? Don’t eat the blue cotton candy. I repeat, avoid the blue cotton candy.
- Michael Homula of Bearing Fruit Consulting brings home the bacon in his post, “Avoiding Lipstick On The Pig: The Difference Between Talent Acquisition And Recruiting“. Semantics aside, that’s one breathtaking swine.
- For smaller (and less politically correct) bacon, Chris Ferdinandi of Renegade HR instructs you to, “Use your employees as guinea pigs“. Please note that no animals were actually harmed during the application of the Guinea Pig Method.
- Terri Albee of Compensation Cafe questions who owns your online brand and identity in, “What Happens When Your Social Media Brand Leaves?” I was stung by this exact scenario when the Human Pretzel took his Twitter name to Ringling Brothers (traitor!).
- Mary Ann Downey of i4cp offers, “Recruiting in interesting times“, including Chinese curses and a “gentlemen’s agreement” gone awry among Silicon Valley competitors. This is the same agreement made among clown car manufacturers in the 1920s. The result? All the clowns in one car. Tragic…
- Gautam Ghosh begins by explaining that it’s not about free lunches in, “How to Achieve Employee Engagement“. Cathy Martin of Intellectual Capital Consulting follows with her point that employees don’t leave their companies, they leave their managers, in, “Employee Engagement: In or Out?” Both posts made me realize why my elephants quit over what I clearly mistook as a peanut-related strike.
- The Young HR Manager, Amit Bhagria, thaws out his inner Jack Welch in, “Do you think a hiring freeze is the most effective strategy?” For my lowest 10% of carnies, we simply unhook their train car between towns. It’s very effective.
- Laurie Ruettimann of Punk Rock HR follows a shoulder-tapping bar encounter with, “Social Media, Recruiting & Millennials“. This reminds me of our young tightrope walkers who constantly updated their Facebook status (may they rest in peace).
- The HR Bartender, Sharlyn Lauby, pours us a cool glass of managerial kryptonite in, “Leadership Superman“. Like I explained to my less seasoned gymnasts, hold on to your unitard.
- Frank Mulligan of Recruit China announces the, “Death of Optimism“. I didn’t know I was suffering from BODS, but now I can’t shake it’s ill effects. And no, BODS does not mean Beware of Dodgy Soleil (although their “Cirque” is questionable).
- Michael Haberman of Omega HR Solutions asks, “Want to Learn How to Sell HR to Your CEO?” Boy do I! The last thing sold to my CEO came with it’s own Wolf Boy.
- April Dowling of Pseudo HR wonders who’s at the wheel in, “Driving and your career“. You know the dusty one-track road leading to our Carnival? That’s not really where you want to be.
- Amy Wilson of Talented Apps overcomes her personal introversion in, “Speak Up More“. Do you remember the name of the mute clown that silently squirts water from a plastic flower? Exactly.
- Jason Seiden tackles temptation with, “Office hook-ups: What you need to know (and what people don’t like to talk about)“. The safest Carnival hook-up? Obviously it’s the rubber-skinned man and the snake woman.
- Alice Snell of the Taleo Blog hits the bottom line in, “Recruiting: Reduce Costs and Reap Results“. We applied their methodology and saved over 85% on drifters.
- Ryan Johnston of WorldatWork agrees with, “Salaries as Sorting Mechanisms“. Another great sorting mechanism? Free pond baths.
- Michael Moore of the Pennsylvania Labor & Employment Blog believes, “Employers Should Protect Registered Trademarks and Company Names from Appropriation on Facebook“. They should, and they should also protect themselves from knife fights on the back lot. I’m just saying.
- John Ingham of Strategic HCM jumps into the HBR debate with, “How to fix Executive Pay“. Not familiar with HBR? That’s why you’re at a Carnival.
- Wally Bock of Three Star Leadership offers, “Lessons from the Rise and Fall of Delta Airlines“. As he chronicles, they eventually became “ham-handed and clumsy”. Mmm… ham-hands. Delicious.
- Ben Eubanks of UpstartHR gives us the, “Top 10 Reasons I’m NOT Attending SHRM 2009“. My favorite is that he’s terrified of the scary people that will be there. Good thing he chose a Carnival instead.
- Rowan Manahan of Fortify Services gets muddy in, “Digging up dirt on Job Applicants“. Worried about unconscious bias? Try bringing one of these looks to an interview.
Well, it’s time to take down the tents and move the HR Carnival to a new town. We hope you enjoyed the show, and be sure to join EffortlessHR on July 8th. The show must go on!
You know what a STAR question is, right?
It’s those interview questions where you’re supposed to give a:
S/T — Situation/Task
A — Action You Took
R — Result You Achieved
See, it spells out STAR. That’s so you (and the interviewer) remember what you’re supposed to do. Yeah, it’s a goofy little acronym. But this interview technique (or a close variation of it) is used by most big companies, and quite a few small ones as well. It’s part of behavior-based interviewing, which essentially works on the idea that past behavior is the best predictor of future behavior…so interviewers want to know what you’ve done in the past, to understand whether you might be successful in the future. You need to know how to work with this type of question.
Some people just can’t work within this framework, and they manage to blow the interview by not being able to get through the questions effectively. Here are the four most common mistakes I’ve seen candidates make in this type of interview:
- Not listening to the question. Interviewing can be nerve-racking. Everyone gets that. But if I’m repeatedly asking you to tell me about a time when you had to deal with interpersonal conflict, and you keep telling me about how you studied for the CPA exam, you’re telling me you’re not a good listener. That’s bad. Employers choose these questions up front to focus on the skills and traits they think are most important for this job. You need to give them what they want. Incidentally, if you can remember what the questions were, you’ll have pretty good insight into what they’re looking for in a candidate. That will help for subsequent interviews, and help you know what to reinforce when writing your thank-you notes.
- Giving hypothetical answers. These types of interview questions always start with “Tell me about a time…” or “Describe a time…” or something like that. That means they’re looking for a specific example from your past. Don’t try to cheat, because trust me when I tell you that you will annoy the crap out of them in doing so. If I say, “Tell me about a time when you had to deal with a personality clash at work,” you should never say, “Oh, I would talk it out with them; I would do this and that and the other thing.” I don’t want to hear what you would do. I want to know what you did do. Everyone is perfect in hypothetical situations; I want to know about your real-life experience. If you can’t tell me about that, you either don’t have that experience or you’re not really listening. Now, there are times when you really don’t have the experience they’re asking about. It’s fine to say, “I’ve never actually done X, but here’s how I think I’d handle that.” That way, you’re letting them know that you heard and understood the question just fine, but you just don’t have an experience that matches what they’re asking about. It’s much better to admit you’ve never done something up front than to pretend you’re not really understanding the question.
- Giving disorganized answers. The reason somebody invented that STAR acronym is so that interviewers and candidates could organize their answers in a succinct, meaningful way. Make sure you do that. Clearly describe the situation (I had a co-worker who was constantly playing her iPod on the stereo in the next cube, and she played ‘Poker Face’ over and over and over again). Then clearly describe the action you took (I went to her and told her that I sometimes found the music distracting, and I wondered if we could work out a solution that would work for both of us). Then describe the result (We agreed that since I’m in meetings most mornings, she’d play whatever she wanted then, and that in the afternoon she could only play “Poker Face” five times). It’s okay to pause and organize your thoughts before you begin to answer the question…anything to avoid a rambling mess.
- Giving bad results. Sometimes people are so nervous in interviews that they don’t really think about their answers to questions. They just start talking. As a result, some candidates get to the “results” part of these questions, and either find that they have a lousy result (She played “Poker Face” 27 times between noon and 2:30 the next day, so I beat her to death with my stapler) or no result at all (My boss moved me to a new cube farm the next day, so I never saw her again, and as far as I know she is still playing “Poker Face” to an unsuspecting victim). It seems obvious, but you’d be surprised how few people choose stories with outcomes that actually make them look good. Again, it’s totally fine to pause and think before you begin answering a question.
Mastering the art of answering these types of questions will put you way ahead of the pack in terms of interviewing. In fact, thinking of your career experience in terms of situations/actions/results is a good exercise for resume writing and networking too. The better you are at clearly and concisely describing why you’re fabulous, the more likely you are to convince someone else to hire you.
As always, thanks to Anna at ABDPBT, who started the Fighting Listlessness on Mondays trend in blogging. Anna’s blog isn’t about job hunting; it’s about other, way more interesting things. I highly recommend it.
This Guest Post is authored by Ben Eubanks, an HR professional who loves to write and enjoys giving and receiving career advice.
Leaping into a field like HR is quite interesting. I’ve only been doing this for a short while, but I can tell that it’s like nothing else out there. We take problems and make them our own. We sometimes have the thankless job of policing and cleaning up after poor employee behaviors.
But then there’s the other side of the equation. We fix problems. Help people to love their jobs. Reward people for performing exemplary work. Guide employees along their career paths toward a rich, satisfying future. Sure, HR has its quirks, but by keeping a few ideas in mind, your work can be more fulfilling, exciting, and engaging.
Enthusiasm is Essential
I often get complimented on my enthusiasm. It’s a product of many things—from my fresh perspective to my desire to learn everything right now. Enthusiasm is essential not only in the early years, but in the later ones as well. What good is having all of those years of experience if you’ve turned into a curmudgeon? Having the right blend of knowledge and enthusiasm turns you into a credible advocate for the profession as a whole. Plus, it can help you to inspire others.
Humor is Handy
Humor is handy in so many different situations. I think that’s one thing that sets me apart from so many HR professionals. Growing up in a small business with parents who injected liberal doses of humor into the workplace prepared me for my role in HR. Sure, I can be funny, but it’s nothing for me to step into a serious role as required. Being able to laugh (especially at yourself) will go a long way toward increasing your longevity in regards to both career and physical health. Sharing that humor will make you stand out.
Maintenance is Mandatory
Like a marriage or a flower, proper care will help your HR career to flourish. Continually seeking new ways to innovate in the workplace will make you more valuable to the organization, and going out of your way to network with other professionals on Twitter or LinkedIn can make quite a difference in your own career in the long run. Keep in mind that the HR field changes very often, and it’s up to you to face that challenge head on. Be competent and current in what matters to you and your organization, and you will be highly valued by the leadership.
Of course, like much that I write, these HR thoughts can be applied to both new professionals and veterans, but that doesn’t mean they are any less true. Keeping enthusiasm, humor, and a “maintenance mindset” will mean that a young professional won’t be as likely to get burned out, and they could help a seasoned veteran along toward a stellar career.
Ben writes his own blog, UpstartHR. True to his words, Ben is enthusiastic, funny and focused and he is developing quite a presence on line. Did I mention he has energy? Subscribe to his blog and follow him on Twitter to (try to) keep up with him.
When it comes to the job search, everyone’s with the lists: how to get a job; mistakes people make; ways to ace an interview; things you need to do today.
Enough.
There is a problem with all these lists. The problem is not that there’s not some good insights in some of them. It’s that no list will ever get you a job. Ever.
Know what’ll get you a job?
One thing: action.
Let’s do an experiment:
Right now, open a new browser tab/window. Go to your social networking site of choice. Think of a friend you haven’t spoken to in awhile—someone you don’t have anything important to talk about. Take however much time you need… when you think of that person, send him/her an invite to connect and a note that reads something to the effect of: “Just thinking of you; would love to connect when you have a few minutes and hear how you’re doing.” Then come back to this page.
I’ll wait while you go do that…
OK, now let’s review the experiment: did you actually do it? What would you have learned from a list, awareness that you should call? Hey: this ain’t “life appreciation class,” this is life itself. If you want something, you’ve got to move!
Others may care, but personally, I don’t give a hoot or holler about the proper etiquette for re-introducing yourself to an old acquaintance. I don’t give a flying fish about thank you notes or emails, either. Nor do I care about how awkward this all must be for you. All I care is whether or not you act. Because when you act, messing doesn’t matter. (As much.) When you mess up in your head, you stress; when you mess up in real life, you try again and improve. It happens without thinking about it whenever you refuse to give up!
I recently called a friend I hadn’t seen in 19 years. Out of the blue, just to say hi. That was awkward… for about a minute. Then we clicked and now I’ve 200 more people in my network. I called another friend, too… that conversation didn’t go as well. So? I lost nothing on that one. Ten minutes, maybe.
Now it’s your turn again: put down the list and go make that call. Bungle it. In fact, try to mess it up. You know what you’ll find? You’ll find you can’t. No more thinking about it, go do it!
Because they only way to guarantee that you get a job is to go out and get the job!
Here’s an alarming statistic: Twitter now drives 20% of the total traffic on my other blog, Twenty Set.
Surprised? I’m not. Twitter is starting to rival Google in terms of traffic. Which shows that Twitter is clearly an incredible marketing tool, even when you don’t have that many followers. (I only have slightly over 5,000.)
This article is not about how to build a following on Twitter though. Instead, it’s about how to value your following on Twitter, because the marketing strategy I endorse for Twitter is finding a quality community on Twitter that helps you achieve results rather than just a big following. (Not that there’s anything wrong with a big following. That can be important too!)
The overarching question is: what makes a Twitter’er in your community valuable? Look at just one of your Twitter’ers to get an idea. There are certainly many different opinions about what factors could contribute to a Twitter’ers value to you, but I’ve narrowed these down to eight major factors and tools to help analyze your current Twitter stream:
Whether the Twitter’er tweets about topics you’re interested in
This is the first and foremost reason you would want to follow anyone. If the information a Twitter’er tweets is relevant to you, then you are gaining value in the form of information, even if you don’t interact with the person. NOTE: If the Twitter’er does not tweet about topics you’re interested in, they detract value from your community because they add noise with their tweets.
Tools: WeFollow, Mr. Tweet, TwitterPacks, Twellow, LocalTweeps
Bonus Tip: List yourself at each of these sites while there!
Whether the Twitterer follows you back
Without a Twitterer who is following you back, you don’t have much of a valuation. I know some people will disagree with me on this one, but my argument is if someone is following you back, there is an opportunity for them to see your messages. If they are not following you back, you may as well not exist to them. Clearly, someone who is following you back is worth more than someone who is not.
Tools: Twitter Karma, Tweepular, Huitter, Qwitter, SocialToo
How often the Twitterer tweets
Engagement is vital to the success of the Twitter community. A Twitterer who tweets often probably pays more attention to their Twitter stream, which means they are more likely to interact with you on Twitter. Heavy users also share more information with you, and are less likely to become a stagnant account that hasn’t updated in awhile.
Tools: MyCleenr, TweetLater, UnTweeps
How often the Twitterer tweets @ replies
If a Twitterer has a high percentage of @ replies in his or her tweets, this is also a good indication of how engaged the user is with the Twitter community. A more engaged user should have a higher valuation to you.
Tools: TwitterAnalyzer
Bonus Tip: Good for many other stats on you or your friends too!
How often the Twitterer retweets (RT)
One of the greatest values of having followers is when they retweet the content that you’ve written. The Twitterers who retweet others’ content most often should have a higher valuation to you.
Tools: RetweetRank, Twinfluence, Retweetist, Twitturly, Tweetmeme
How often a Twitterer @’s or RT’s YOU
They say past performance is a good indicator of future performance. So it follows that if someone has retweeted or replied to you in the past, they may be more likely to do this in the future.
Tools: TwitterSearch
Whether the Twitterer tweets about the same topics you tweet about
If a Twitterer does retweet, the chance of that Twitterer retweeting you depends on whether the two of you tweet about the same topics. If you do, your chances of getting retweeted by this person will be higher than if you don’t share the same topics.
Tools: TwitterSheep
Whether the Twitter’ers followers are similar to your followers
If the Twitter’ers followers are completely the same as your followers (extremely unlikely) and he retweets you, it’s essentially like you tweeting the same thing twice. So you can see how the more alike your set of followers are, the less reach you are getting from one follower retweeting you.
At the same time, when a message is endorsed over and over again by multiple sources in the same community, that creates buzz within the community. There could be a positive effect rather than a negative one here.
Tools: TwtrFrnd, WhoFollowsWhom, FriendOrFollow
What factors did I miss? What (unique) tools did I miss? Tell me in the comments section!
Author:
Monica O’Brien writes career advice for young professionals at her blog, Twenty Set. You can also follow her on Twitter (@monicaobrien).
It’s mid-year, so instead of focusing on your team, like we’ve been doing, let’s focus on YOU.
Manager: What are YOUR Goals?
My goals fall into 3 buckets this year: Learning, Succession Planning and Projects.
All of my goals are due on/before November 15th, 2009.
The goals I set have 2 key parts:
- Measurability
- Timeframe
After that, my goals update format is very simple:
- Goal name
- Status
- Next Steps
I’ll step through my 3 buckets. This is helpful for me and for you, as now I am sharing my goals with you, so I am now accountable to you for my results. I will report back on/about November 15th, 2009.
Learning goal
- Read and review at least 12 new books a year. I can listen to audio books when I work out, and I can read books when I’m in airports and between meetings.
Status: What books have I read and/or reviewed:
- The Genius Machine by Gerald Sindell (review and author interview coming soon)
- Upbeat by Rajesh Setty (book review)
- Greater than Yourself by Steve Farber (book review)
- Who’s Got Your Back by Keith Ferrazzi (review coming soon)
- Ignore Everybody by Hugh Macleod (review coming soon)
Next steps: Read 7 more and review 10 more books.
Succession Planning/Training Goal
- Identify and train my next in line
Status: In progress. Training is going well.
Next steps: Continued attention is required to complete this goal by year end.
Projects Goal
- Successful completion of 4 key projects to move our IT department forward
Status: 1 project complete, 2 just kicked off, 1 will kick off in another week
Next Steps: Continued attention to projects, process map all processes, understand support/training needs, attend project meetings, inform team as needed.
Manager: What are YOUR goals?
You’re welcome to leave your goals in the comments.
I’d also like to hear if you have a different format for goals and/or if this was helpful for you.
Post from: Slacker Manager
When you look at your recruiting strategy, are you getting the most out of your investment? Are you sure? Unless you’re comparing the number of applications you receive to others in your industry, you might not know the whole story. (Cue “The More You Know” music, fade lights over NBC primetime star, and cut to shooting star Flash image…)
Honestly, though, how do you know if your recruiting process is as effective as it could be if you’re not measuring it against anything? You might have a system in place to measure the effectiveness of your recruitment strategy – perhaps by looking at metrics like number of hires and applications – but if you’re not benchmarking your metrics against the industry, how do you know how you compare to competitors for talent?
If you’re a staffing or human resource professional, you are accountable for the effectiveness of your organization’s recruitment investment, and recruiting is just like any business investment right now, where you need to make sure you’re putting your dollars where you’ll see the greatest possible return.
I realize that’s easier said than done, but there are resources out there that help organizations can better assess how they source and attract talent – and pinpoint exactly which parts of their process need improvement.
One firm that’s doing just that is Personified – CareerBuilder’s consulting arm – which developed its Sourcing Effectiveness Formula based on 14 years of data from over 300,000 clients including 98 percent of the Fortune 1000. This formula measures the effectiveness of a company’s total recruitment strategy, comparing it to the best in class of its industry. Personified even has case studies of customers that have seen 30 percent to 300 percent more for every dollar they spend.
How the formula works…
Say a job seeker is conducting a regular ol’ organic job search… The Sourcing Effectiveness Formula measures the searches where a company’s job listing appears, the number of times candidates click that listing from the search results, and then the number of times those candidates that viewed the opportunity click apply. From there, it counts the actual number of applications that result. Then Personified looks at how this search/application ratio compares to others in your industry.
Clear as day right? No? Fair enough. I’ll break it down…
Search results - Personified starts by measuring how many times your job advertisement comes up in an organic search. If this numbers is lower than that of your industry’s best, it could indicate that the job listing is written poorly, or that it’s not optimized for search engines (which are designed to pick up on certain words and phrases).
Views – Personified then looks at how many times job seekers actually saw your opportunity in their search and clicked on it to learn more. If this number is comparatively low, it could indicate something small, such as, again, the title of the job or the way the job is written. Or, more likely, you need to work on communicating your employment brand. Lower views frequently point to a disconnect with the employment brand as job seekers may not recognize your company or have a predetermined perception of your company as a place to work. (Want to know what makes a good employment brand from job seekers themselves? Check out this article.)
Clicks to Apply – Once a candidate views a job, he or she will make the decision to apply…or not (sad face emoticon). The conversion rate of candidates viewing the job to clicking the apply button largely depends on either the way the job advertisement is written or the company’s B2E brand. And don’t confuse a job advertisement with a job description. Certainly, a job description should be a part of the advertisement, but ultimately you are selling the company, the job and the opportunity, so it should read like a (truthful) advertisement.
Completed Applications – Making the decision to apply and actually completing the application are two different things. Technical difficulties or long or overly complicated application processes can deter job seekers from completing the process. For this reason, it’s important to have an applicant tracking system, or process in place, which can give you insight into if and why you’re experiencing applicant drop-off – and then using that knowledge to improve your process and make sure that you are capitalizing on every opportunity to find the best person for the job.
Whatever formula or set of metrics you use to measure it, the important thing is that you have a way to understand how you stack up against your industry’s best. Especially now, as you look toward economic recovery, plan for the future and begin to think about refilling your talent pipeline. Don’t let those candidates get away. After all, they might your future employees, and that’s your greatest asset. (The more you know…)
If you’re ready to improve your recruitment process and ROI, we’re here to help with a suite of solutions that improve every step of this process. Let us know what you think? Is your process broken? Think you’re at the head of the class for your industry? Don’t really know? Reach out to us and we’ll let you know how you stack up.
At this point in my life, I am a full-time writer. Authenticity and integrity are important to me, and I work hard to ensure that I’m writing helpful posts and tweets that are entertaining, helpful, and provocative. I often miss the mark, but I trust that my readers will give me the space and time needed to improve my skills and develop my voice.
So it was interesting when Guy Kawasaki’s name was mentioned several times—both publicly and privately—during my recent trip to Google. Some attendees at the Social Recruiting Summit wondered if Guy is a good example of an authentic expert with a credible voice.
Someone privately asked, “Does he speak for something greater than himself? Or is he just a narcissistic spammer?”
I’m not sure if speaking about something greater than yourself is a mark of authenticity, but I get the point. It is tough enough to weed out the selfish assholes in your real life — but now you’re tasked with discerning personalities from blog posts, avatars, and tweets.
Personally, I think Guy Kawasaki is a nice guy. I have talked to him ZERO times and we have had ZERO interaction in real life, but I get a tremendous amount of traffic from Alltop. I think he genuinely cares about big ideas, social movements, and technologies. I believe he deeply cares about people.
I do sympathize with attendees at the Social Recruiting Summit who have a difficult time navigating through the world of self-appointed gurus and social media experts. Who’s the real deal? Who’s the Spencer Pratt of the new media world? It’s tough to figure out, and there is no magic formula for credibility on the internet.
Here are some questions you may want to ask yourself if you’re concerned about following the advice of career gurus and business leaders on the internet.
- Do you trust that the blogger is operating beyond his self-interest? If not, does that matter if you still learn something?
- Does the blogger respond to your questions or care about you as part of his community? If not, are you visiting the site because the blogger’s posts fill other needs in your life?
- Are you following the blogger because of his popularity or because he has a perspective that you can’t find anywhere else?
I want to read blogs and tweets from writers who are brave. I want someone to tell me a great story, take risks, and teach me something. I am willing to forgive narcissism if it comes from someone who is brilliant, generous with his time, and willing to accept his own flaws. I read newspaper columns, magazine articles, novels, and blogs that are written by people who are confident enough to take a stand but humble enough to listen to feedback, reflect, and question their own voices.
Guy Kawasaki seems like the real deal. He is not the Spencer Pratt of the social media world. Thank God.
That’s my perspective. What’s yours? What did I miss?
Let’s face it, we live in a world of divided attention. Whether talking on the phone while driving, checking email while on a conference call, or Tweeting during a live presentation, we are all guilty of an obsession with multitasking. And as a result of this behavior, we are completely destroying our pathetic little lives!
Oh… sorry… typo there. I was updating my Facebook status while writing that last bit and forgot the topic. Right! Ok. Multitasking (re-reading the opening paragraph again). Perhaps psychologist William James can get us back on track with his definition of attention:
“Everyone knows what attention is.”
Um, thanks William. Care to elaborate?
“It is the taking possession by the mind, in clear and vivid form, of one out of what seem several simultaneously possible objects or trains of thought. Focalization, concentration, of consciousness are of its essence. It implies withdrawal from some things in order to deal effectively with others, and is a condition which has a real opposite in the confused, dazed, scatterbrained state which in French is called distraction, and Zerstreutheit in German.“
That’s better, thank you. It is this “withdrawal from some things” that we struggle with in today’s 7×24 uber-connected environment. So what are the negative effects of Zerstreutheit? In his 2007 Atlantic column, The Autumn of the Multitaskers, writer Walter Kirn provides an glimpse:
“[The] next inevitable contraction that everybody knows is coming, believes should have come a couple of years ago, and suspects can be postponed only if we pay no attention to the matter and stay very, very busy. I mean the end of the decade we may call the Roaring Zeros—these years of overleveraged, overextended, technology-driven, and finally unsustainable investment of our limited human energies in the dream of infinite connectivity. The overdoses, freak-outs, and collapses that converged in the late ’60s to wipe out the gains of the wide-eyed optimists who set out to “Be Here Now” but ended up making posters that read “Speed Kills” are finally coming for the wired utopians who strove to “Be Everywhere at Once” but lost a measure of innocence, or should have, when their manic credo convinced us we could fight two wars at the same time.
The Multitasking Crash. The Attention-Deficit Recession.”
That’s catchy. But c’mon Walter, the pressure to be everywhere and do everything at once is palpable, and the unspoken rule at most organizations is to be “on demand” whenever and wherever your company needs you. Is it really that harmful?
“[C]ertain studies find that multitasking boosts the level of stress-related hormones such as cortisol and adrenaline and wears down our systems through biochemical friction, prematurely aging us. In the short term, the confusion, fatigue, and chaos merely hamper our ability to focus and analyze, but in the long term, they may cause it to atrophy.“
Hmm, “atrophy” doesn’t really sound analogous to “productivity”, does it? It seems like we all know we should slow down, focus, prioritize and breathe. If only there were a quote from thousands of years ago that could sum up this topic in a brilliantly simplistic way….
“To do two things at once is to do neither.” ~ Publilius Syrus, Roman slave, first century B.C.
Well done Publilius. So what about you? What tips and tricks do you have for dealing with divided attention? What does your organization do to encourage focused attention? Share your trade secrets and let’s keep the conversation going.
One thing I plan to do a lot of at the upcoming SHRM Annual Conference is networking. Sure, I intend to network with a beignet and maybe even a Sazerac Cocktail . . but, more importantly, I’m meeting with a whole lot of really great people.
One of the best books I’ve read about networking is Keith Ferrazzi’s “Never Eat Alone”. It’s kinda ironic that I read the book while traveling (alone) from a conference. But I digress.
Before I share my take-away from the book, let me first explain what networking isn’t:
- It’s not handing out your business card to everyone you meet
- It’s also not giving your resume to everyone you meet
- It’s not about calling to ask for favors
- It’s not something to cross off your ‘to-do’ list (as in “I networked today.”)
Networking is about building relationships. Let me say that again. Networking is about building relationships. And, that’s what the book talks about … how to build relationships.
How do you build relationships? For me, I think of listening, smiling, sharing, offering assistance, being helpful and connecting. Networking is about giving, not about getting.
What have you given to your network lately?
BTW, if you happen to be going to the SHRM Annual Conference, I’m giving a presentation on strategic planning called “Fail to Plan . . Plan to Fail” on Tuesday, June 30. You can read more about it (and everything else about the event) at the SHRM Conference Blog. Hope to see you there!
Many organizations lose their young leaders, and they wonder why. While I don’t have all the answers, I have some ideas about why this happens…and how to prevent it from happening!
1) No opportunities – Too often all the best opportunities go to your more seasoned associated. Stop cherry picking and spread the wealth. Also, don’t reward fogeyism. You know what I mean…the people who just “hang in there” and who quit and stay. Instead, make it meritocracy rules! Some places you cannot get promoted until you serve a certain amount of time in a particular job. Some think this rewards the loyal, but most young people would call it a major demotivator.
2) No understanding – Ask those who stay why they stay in, ask those who leave why they leave and make some changes. If someone leaves your company because they don’t like the discipline or the uniforms, stop chasing this person. This goes against the core culture of your organization. But if somebody leaves because they didn’t get something that they should have, find out early, and make it right. BEFORE they leave, preferably, not a last ditch gasp.
3) No equitable pay – This is stupid, and it’s so simple to fix: Pay your people equitably. If the gap in pay between your CEO, your top person, and your lowest level employee is 400%, you’ve got something wrong in your compensation structure.
4) No risk taking – Organizations that don’t take risks aren’t very attractive to young leaders. Instead of being risk averse, don’t be afraid to take risks, and reward those who fail. Too often, we see younger employees afraid to “take the shot” for fear of screwing up and costing the company money. Set aside money in the budget for some (not a ton) of calculated risk taking, and encourage managers to spend it. REWARD managers who spend it would be even better, especially if the 1 failure leads to 1 HUGE idea.
Not easy, to be sure, but these are a few simple ways companies can attract and retain their younger leaders.
What suggestions do you have for keeping your best young leaders?
Young leader courtesy of Srinivas Padma
Post from: Slacker Manager
Some of you know that I’ll be speaking at Google on Monday. I’m moderating a session about recruiting, ubiquity, and authenticity.
Ken asked, “What the hell does that mean?”
I told him that it means presence and voice. If you can’t be everywhere on the internet, how do you use your own voice and opinions—along with social media sites and tools—to define yourself as a credible recruiter, find & hire great people, and make money.
Ken said, “Yeah. Good luck with that.”
I think it will be a great session. The powerpoint slides will be kept to a minimum, and the focus will be on sharing ideas on how you can create a talent database and generate leads out of your blog readers, Twitter followers, LinkedIn connections, and Facebook friends. How do you even manage all those sites and tools? What sites are important, right now? Where can you find great people?
In my online experience, it’s about creating a community. People need to know where to find you. Once they find you, you have to do something meaningful with that community of fans and readers who trust your voice.
Now it wouldn’t be a Punk Rock HR session without a giveaway. No gimmicks, though. Maybe just a Starbucks card or two.
Like many HR bloggers, I field several questions a month about how to get started in HR. When I hear that their primary reason for considering entry into the field is that they really love working with and helping people, I almost universally tell them to reconsider HR as a profession. Look, I love the passion and optimism of people that truly love helping people that enter HR. Soon enough though, they figure out their talents can be better used in other fields.
Let’s get something straight: you definitely have to have empathy for people in this position and enjoy the challenges of working with different people in difficult situations. When you are laying off people with families, bills and good company loyalty, I don’t think you can react any other way. When you are helping a person figure out their payouts and beneficiaries for their life insurance because they have terminal cancer, you have to have the right personality and mindset going into the situation. When you are dealing with some of the more sensitive employee relations areas (discrimination, harassment, etc…), having the right approach can be the difference between success and failure.
I don’t know if “Fuzzy Wuzzy HR” (you know, all of the team building, cry on my shoulder, let’s hold hands and sing kum-ba-ya HR philosophies) was ever very successful but it certainly is going the way of the dinosaurs now. Businesses want savvy, business smart HR people that can also relate to the human side of our profession while still keeping the business solvent. It is a balancing act but businesses are demanding that more emphasis be placed on the business end of things.
The problem? People that love helping people (but are less skilled in other areas of HR) are being pushed out of the profession. What businesses are deciding is that you get a person who may be more skilled in HR but less skilled on the people side and perhaps you can prevent some of the instances where you actually need that super high emotional IQ person. If you can avoid layoffs due to better planning or you can offer better training to managers because you have higher skilled HR people, you can feel better about dropping the people person.
Of course, that doesn’t mean that having a high emotional IQ precludes you from having great HR analytic and leadership skills. In fact, the best HR people I know are strong in all of those areas. But I know that many of those people wouldn’t necessarily say their people skills are the biggest part as to why they are successful.
For people who are considering HR and love helping people, learn about HR and see if anything else intrigues you about the profession. If you are coming up short on that analysis, there are a lot of other ways you can help people in corporate America or elsewhere.
What I consider to be a stunning move, California Senator Dianne Feinstein is no longer supporting the Employee Free Choice Act (EFCA).
According to Santa Clarita AM radio station KHTS, Senator Feinstein will not sign on the dotted line:
A delegation from the Santa Clarita Valley Chamber of Commerce, joined by similar groups from around the country, is in Washington to have meetings to express their opposition to the bill. At around 12:00 eastern time this afternoon, the group met with Senator Diane Feinstein.
Feinstein, a major proponent of the Employee Free Choice Act, broke national news when she told the local delegation that she is withdrawing her support. Feinstein, a major proponent of the Employee Free Choice Act, broke national news when she told the local delegation that she is withdrawing her support. “She will not vote for the bill, and she will not support any modification allowing the process to bypass secret ballots, and she believes that now is not the right time for this type of legislation given the downturn in the economy,” said John Shaffery, a local lawyer and vice president for the SCV Chamber Board of Directors, who was in the meeting.
Well knock me over with a feather here. I was sure that this bill was not going to meet too much opposition from California, particularly with Senator Feinstein, who supported the bill in 2007.
The EFCA would essentially eliminate the employers control over how a union is brought into an organization. Under the current rules, the employer can request a secret ballot on the question of unionization. Should the union be elected in, the National Labor Relations Board(NLRB) would need to certify the union so that it may represent the bargaining unit under collective bargaining. According to Wikipedia, the EFCA would change the current rules:
If enacted, the EFCA would change the currently existing procedure to require the NLRB to certify the union as the bargaining representative without directing an election if a majority of employees signed cards. The EFCA would take away employers’ present right to decide whether to use only the card-check process or to hold a secret-ballot election among employees in a particular bargaining unit, and instead give the right to the employees to choose a secret-ballot election in cases where less than a majority of employees has chosen to unionize through card-check. The proposed legislation would still require a secret-ballot election when at least 30% of employees petition for an election.
The proposed legislation would also establish stricter penalties for employers who violate provisions of the NLRA when workers seek to form a union, and set in place new mediation and arbitration procedures for disputes.
The EFCA is truly a divisive issue. Businesses hate it, The Heritage Foundation hates it (there’s a surprise…), stars love it. The President Obama promises to pass it.
And Human Resources professionals are getting dizzy. Either pass it or don’t but please let us know what’s going on.
Thanks to @breakingnewz for the head’s up.
No, really… After scanning some of the reviews from last night’s premiere of “The Tonight Show with Conan O’Brien” while waiting for my morning coffee to kick in, I started thinking about how Conan’s transition into his new role as “Tonight Show” host isn’t unlike that of someone taking on the role of a new manager…
Take, for instance, the media speculation over how and to what degree “The Tonight Show” would change with a new host. Don’t we all wonder how the workplace will be affected with there’s a change in management?
Then there’s the manager who’s challenged with honoring the expectations his or her predecessor set in place while simultaneously trying to establish his or her own. Likewise, Conan is charged with maintaining the long-running show’s large fan base while introducing them to a comedic style unlike the one they’ve grown accustomed to with Jay Leno as host.
So, taking into consideration these factors – and Conan’s preparation for his new job – here are 5 things new managers can learn from the new host:
- Expect to Have Critics. Quite a few of the reviews today weren’t exactly glowing for Conan’s “Tonight Show” debut, but even Conan anticipated “uneasiness” from audiences and viewers over seeing someone else take over as host. “People inherently don’t love change,” he said himself earlier this year – something that anyone making a career transition should remember as they move into their new roles. Especially as a manager, you’re not going to be able to please everyone, and you shouldn’t try to; otherwise, you might drive yourself – and your new employees – crazy. The best you can do is…
- Find a Happy Medium. The toughest challenge Conan faces as the new host of “Late Night” may be striking a balance between honoring the “Late Night” name with everything that made it an American institution (including its huge viewership), without letting go of the unique, off-beat humor (”Pale Force,” anyone?) that differentiated him from every other late night host. New managers face a similar challenge as they attempt to set forth their own leadership style, but without alienating the employees who are used to a different management technique. To try to placate both sides, new managers need to figure out what their own leadership style is and try to fall somewhere in between. To do that, they first need to…
- Test the Waters. The many Leno-style jokes and noticeably tamer sketches peppering Conan’s show last night indicate that he’s feeling out the longtime “Tonight Show” fans while he gradually incorporates the trademark “silliness” that dominated “Late Night” episodes. New managers would be wise to take a cue from Conan. As this Wall Street Journal online article, new managers shouldn’t try to change too much too quickly. Instead, they should apply a “listen and learn” approach in the first few weeks of their new position, in order to get used to their new employees – and let their employees get used to them. At the same time…
- Stick to What Makes You You. “Johnny Carson, when I met him years ago, told me, ‘Just be yourself,’” Conan said in a recent interview. “That is basically all anyone who knows anything about these shows can tell you: You’ve got to do it your way.” Just as Conan got to where he is by being his endearingly awkward and self-deprecating self, new managers should have the confidence to adopt a management style that may be a departure from their predecessors – after all, your work earned you the promotion, so you must be doing something right. Just be sure you…
- Make Your Expectations Clear at the Beginning. Pre-”Tonight Show” magazine interviews, TV appearances, and online promos provided for Conan what staff meetings and one-on-one’s provide for new supervisors: The opportunity to establish goals, expectations, and policies as clearly as possible. As explained in this Associated Content article, new leaders who state their expectations “early in the game” will avoid misunderstandings (or, in Conan’s case, baffled viewers) later.
This article is part of the Renegade Manifesto Series.
Work is something you do. Sometimes that means you have to dress a particular way, be in a particular place or work at a specific time. Often, though, those things don’t matter.
One of the most important things you can do to improve the quality of your workforce is get out of the way and let your people be amazing.
That means treating employees like grown-ups and expecting them to act that way. It means less policy writing and enforcing. It means not always telling people what to wear, where to be, and when to be there. Often, when, where and how don’t really matter.
There are times that when, where and how do matter. A hospital or retail store needs to be staffed at specific times. At Disney, what people wear is an important aspect of the magical world they’ve created. When, where and how are clearly relevant to the work that some people do.
For many jobs, though, these things don’t matter. It’s important to understand when something is relevant to what people do, and when it’s just another rule for the sake of having one.
Let’s get out of the way and let people do amazing things.
Do you have any gloomy people on your team, folks that really bring your whole team down in the dumps?
Do you wonder why these folks won’t just quit…or won’t just “get with the program” and be HAPPY. I mean, come on, this economy stinks. They should just be happy to have a paycheck, right?
WRONG!
But maybe you do need to improve your team’s attitude, and you’re wondering how to do it.
I’m going to let you in on a secret: You can’t improve your team’s attitude.
Nope, you CAN’T improve your team’s attitude!
Hold on, I’m not done yet. I’m not going to leave you hanging with this statement, and not tell you something you CAN do.
That just wouldn’t be right.
You CAN improve behaviors.
That’s right, you can improve behaviors, which drive the attitudes you’re looking to improve.
You have to be specific about the behavior you want to improve, and you have to be specific about HOW you want it improved.
Situation: John has what you think is a bad attitude, and so do many of the folks who work with him.
Example of ineffective coaching: “John, you need to have a better attitude. Everyone around you says your attitude stinks. You got it?”
How do you think that would work? It wouldn’t, right?
Example of effective coaching: “John, when Sally asks you for help, your tone of voice is harsher than the one you take when you talk to the other people on the team. You probably didn’t realize this, and I know you wouldn’t want to be harsh with one of your co-workers. Can you please take a little kinder tone with Sally the next time she asks you for assistance?”
Unless John is a doofus who WANTS to mean to his co-workers, John will probably be much nicer to Sally the next time she asks for help…and maybe John will be kinder to the rest of your team too.
You may even want to ask Sally to let John know she feels he’s behaving strongly with her. Sometimes simple awareness is enough to fix a problem.
Not knowing can be more than half the battle.
How do YOU improve your team’s attitude?
Post from: Slacker Manager
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