Thursday, August 29, 2013

Get Out of the SME's Way! (for your own good)

We often talk about Quality of Hire and I agree that is an important thing. However, what about when you hire a quality person but YOU (the Manager or Leader) are in fact the actual road block to their results? We've also heard the saying "Get out of your own way" but what if that is not the case? What if it is your boss that's in the way?

In this employment market (aka War on Talent), the talented professionals out there have choices, networks of people who will vouch for their super-stardom and they are not held to the same standards as the yet-to-be-determined talent. Therefore, finding them is difficult, retaining them is key and more importantly letting them drive is essential.

In a recent conversation with a new found professional acquaintance we discussed this very topic: Hiring a subject matter expert but then under-utilizing them. He said, "My owner has said flat out that he hires people smarter than him and then gets out of their way"! I echo that statement. If you are a leader hiring talent - you want a subject matter expert. If once you've hired this SME and you still feel the need to micro-manage and control their work, then there is a bigger systemic issue.

So, for all you hiring managers who are hiring subject matter experts to push your business forward...

My advice is this:

In the interview and decision process ask your self
  1. If I had to take a medical leave and be out of pocket - would I trust this person to handle the responsibilities of the role successfully? 
  2. Would I trust them to make quality decisions? 
  3. Would I trust them to make me look good to my peers? 
  4. Would they be able to push the agenda forward (results, project, resources or whatever)?
If your answers are at least 95% yes - then hire them and GET OUT OF THE WAY!
If your answers are not at least 95% yes - then DON'T HIRE THEM - keep looking!

It sounds easy doesn't it? However, we get caught up in a lot of different things like the length of time to fill the position or the competitiveness of the market and we become very reactive and we essentially do not hire the SME we can trust. Now that is a whole other blog topic!

What are your thoughts on the above? Have you experienced or witnessed this very thing? I have and it can be a costly vicious cycle that is counter-productive to moving your business forward.

Wednesday, August 21, 2013

Poaching Don'ts (ok... just the basics)

Ok, maybe I am venting here out of frustration...  In the last several months I have received several InMails on LinkedIn about various opportunities; while it is always nice to receive one (if only to know your value in the marketplace) it can back-fire and totally turn the candidate off!

The thing is... if you are a recruiter, head-hunter, sourcer or a hiring manager it would be a total waste of time for you to do a simple keyword search, select all on your results and send out an email. In fact, not only is it a waste of time, but it can hinder your credibility as a recruiter. In this instance: poaching a candidate from a competitor.... when done poorly, just makes for office fodder!!

To all the newbie recruiters, sourcers and up-and-coming headhunters:

1.) Do your homework PLEASE! If you poach someone for a job, at least make sure they actually have a background in the job you're poaching them for. Nothing is more off-putting than when you get an inmail for a job in payroll and you are in fact not a payroll professional. (You wouldn't want me in payroll, not a numbers person. Trust me on this!)

2.) Poaching should not be sending an 8 paragraph email, because a 2 paragraph email should suffice. You don't want to waste the person's time before you even know if they are interested and if they have to sift through all the mumbo-jumbo to figure it out.... they most likely will not bother!

3.) It would be wise to summarize the following things:
  • Who you are and your company
  • The position title and key qualifications you are seeking (making sure they match your candidates background)
  • Why the opportunity is exciting (your pitch or elevator speech)
  • Why you are sending them an invite to discuss further
  • Your contact information (beyond just responding through LinkedIn)

4.) Double check your grammar (although we are all guilty of this occasionally), spelling and the actual name of the person - because getting their name right is essential! Let me repeat - get. their. name. right.

I am done venting now...  but I had to "go there" because having 4 instances in 2 months was weird and frankly I was starting to question who was schooling these newbie peeps on poaching!?

The actual inmail that pushed me far enough to blog about it included a wrong spelling of my name, a position I clearly would not be qualified for and never left me with the person's contact information in case I wanted to actually call them back. Just saying...


Friday, August 9, 2013

Culture or Context?

Culture is one of those buzz words that candidates ask about and employers try to articulate, but in my opinion - you really don't fully know the culture until you are breathing it, living it and judging it for yourself.

Sure employers want to identify culture and use or spin it in a positive light for purposes of branding, attraction and retention. Why not use every arsenal possible?? However, the reality is that often times the way an employer describes their culture is not actually how being in the culture is. If you had an opportunity while investigating whether the company was right for you, wouldn't you like to ask several people of different levels how they would describe the culture of the company? Objective people that have no care for whether you get the job or not? The answers vary sometimes and don't always line up....but when they do, that is also something to pay attention to. I've experienced many cultures in my staffing days and then also as an employee for several.

I have defined a few below (but I am sure there are many other definitions my blogger friends have too):

Brainwashed: This is where the employee brand, mission, vision and values are drilled into the minds of all employees (over and over again) in an attempt to have a uniform voice. Makes sense strategically, but what happens when you start the job and you are subjected to said brainwashing only to find yourself in the job 3 months later going...this is well....Bologna!

Severed Voices: This is where there is no real message and no actual work done on defining the culture. When you ask multiple people, you get varying of answers. One says something cliche' like "we work hard, play hard", while another spouts off some canned response like "our culture is one of collaboration and innovation". These are meaningless to a job seeker because they do not actually represent the culture.

Real Transparent: Very rare, but sometimes employers are open enough to allow a candidate to shadow for the day or attend a company event with the hopes of allowing the candidate to define the culture for themselves. This is unique and it takes a level of confidence on the part of the organization to say, "Who am I to define it? Define it for yourself!"

Foundational: This is usually found in organizations that have the money to actually pull off the whole culture branding thing. There is a person in a desk that owns accountability for this and probably a team of deployment peeps as well. From the website, to the office and through on boarding - you see consistency and the culture is representative even when the honeymoon phase  is over. This is a hard fete and some big companies can't get there because their vision and corporate politics clash.

My advise to a candidate is this: Ask the culture question, hear the answers but know that you will never really know the culture until you experience it for yourself. Each person's experience and definition will vary inevitably. Even the company with the best plan for cultural immersion and employment branding still has the office gossip, the negative nancy, the company champion, the canned responder and the blank stare person.

When on the interview - take in your surroundings. Are people smiling? Are people working together? Or are they whispering by the water cooler? When deciding on the offer - visit the companies facebook and social media pages and look at their pictures and posts! Scope out the LinkedIn profiles of their employees and past employees too. If you see a ton of people who came and went - maybe that is a red flag, but maybe it's not. Be careful with sites like Glassdoor.com, because people typically review a company when they are pissed off. Very rarely do people go.... I love my company culture so much I think I will post a review on Glassdoor! What I think is the most telling is when a company has a high percentage of employee referrals!

So maybe the right questions are:

What percentage of your hires come through employee referrals?
What is the average tenure of your employees?
What do your people like most about the culture?
How can I get a better feel for what it will be like to work for your company?