A Moment Like This

You know, I am going to see Kelly Clarkson next week.  She is awesome.  I don't know if you're a fan of American Idol.  I used to be, especially that first year.  Kelly was the perfect choice and embodied the hopes and dreams of other undiscovered talent.  She gave others a vision for what could be.  She set the stage, literally, for others to shoot for the moon.  And in that finale, when she gets choked up singing her first hit, A Moment Like This, I join her in being teary-eyed and overwhelmed at what had just happened.  

I am very excited to be going to SHRM13 to see her and, hopefully, to sing with her.  She doesn't know it yet, but security ought to know that I am planning on singing backup for one song.  Please don't escort me back to my seat, Mr. Big Bouncer...it's cool.  Right, Kelly?  Pretty please?

I don't think it much matters as to whether it's singing or dancing or typing or preparing reports or selling or litigating, when you find the right fit, it's exhilarating.  Finding someplace where you belong is everyone's ideal; we're wired for it.  We want to be a part of a community.  Maslow's Hierarchy of Needs 3rd Stage is Love/Belonging.  We need this engagement level to be met for holistic living and healthy growth.

If you are looking for a job, don't settle on this point.  I know it's easy to say, but I would want to encourage you to find that role that excites, empowers and challenges you.  Be vigilant in finding that role.  Study companies and look for what they offer employees, not just in compensation or health benefits, but in team-building and in knowledge enrichment.  Where can you grow?  With whom would you want to grow?

We would do well to remember that the candidates we're meeting with are trying to find a role.  It's been tough for some of them.  Some may feel like they've been waiting a lifetime for that one special job.  They often try to put their best foot forward and make a great impression.  

In my career, I have a friend, Matt, who has worked for me twice.  I am a couple of years older than Matt (stop laughing, Matt) and we were friends prior to him coming to work for me.  He wanted to work for a company that would invest in him and encourage him to greatness.  Tall order for any company, I know.  What Matt decided was based upon the relationship we had.  He already felt invested into and knew that he had grown as I had coached him a bit.  I knew that he was a hard worker and coachable.  When he secured a job at a company I was working for, he was elated.  And he did this again when I moved to a different company.  We don't work together now, but we still maintain our friendship.  He has used those times when he was invested into as a basis for discerning future opportunities.

Why isn't that the way it is more often?  Why can't we encourage that type of desire within our teams?  One area of typical failure is onboarding.  We don't do a good job, classically.  We spend so much time sourcing, screening, interviewing, testing, etc., that by the time we find the right candidate, we are exhausted.  "Yay, we are so glad you are here!" is our first day gush to a new hire. And very quickly, that same day, we check out and hope the person stays in the cubicle for the entire day.  That's what we now call a win?

Honestly, it should be more like Kelly Clarkson's win.  We should be enthusiastic about his/her future.  We should decide how to market this person to the others he/she will be working with regularly.  We should consider the deposits of culture seriously; decide on what we want messaging to be.  Leading them on a brisk office tour (just to get it done) is not effective onboarding.  Where is the excitement?  We, too, as a company should be thrilled to have found the right person!

I know that we don't always find the right person.  I know that as a result, our recruitment has become less fun and more task-oriented.  We have relegated the process to filling a role rather than finding the ideal candidate.  I know we talk about strategy and culture, but at the end of the day, we often fall back into a "get 'er done" mentality.  Let's put the brakes on and turn the car around!

Listen, it's not just about the enthusiasm or emotionality of the onboarding, it's about the stability of the company, the suite of training for the new hires and the organizational commitment language observed and heard.  These facets take work and take time, but they will produce a substantial return on investment.  Be long-term in your view!

So, consider how we welcome and introduce new hires.  What should they know about the company after being there for one day?  One week?  One month? Look at that list and decide on how those objectives of learning will be met.  And celebrate all the way through those learning opportunities.  Make the culture more vibrant and healthier.

I am not saying to have fireworks fall from the ceiling like they did for Kelly when she won Idol, but maybe a sparkler wouldn't hurt.

Talk Talk

The previews for the movie, The Internship, already have me laughing.  I mean, getting in with Google's intern program is awesome, but to do so as Owen Wilson and Vince Vaughn means hilarity will ensue. They say too much, share too much and expose too much.  So, it's a reality movie.

In the recent interviewing I have been doing for a variety of roles, I have found a few elements bubbling throughout which are very much from the movie.  Some candidates are sharing too much.  I don't mean as far as work-related or skill-related sharing.  I mean, telling me about a child's soccer team drama, a parent's goiter issue or a previous employer's unknown legal issues that could be brought to light.  Why are you telling me this?  I have kids, parents and previous employers, and I guarantee you that I will not be joining you on that path.  An employer wants to know what you can do, not the issues you swim in.

Too harsh?  I know there are some reading and thinking, "Well, I have to use those vignettes to show my personality so cultural fit can be known."  OK, let's say I give you that.  Where is the culture where town-league sports politics, parental health abnormalities and threatened extortionistic testimony is upheld?  If you find that place, please tell me so I can avoid it at all costs.

Candidates, be just as planned with the "personality" sharing as you are with the skill set sharing.  Put thought into what you will share and what you won't share.  The passing introductory mention of a love of the Phillies, for example, is fine as you and the interviewer take a seat if the initial conversation allows for it.  But don't throw it into the mix between aptitude and knowledge-related questioning.  I know that it's public knowledge that I am a Phillies fan.  Trying to bring it up forcefully so I can know that while you are floundering in the main questioning won't work with me.

And yet, I know that there are employers conducting interviews that spend too much time talking about the unrelated rather than the core competencies.  We like the "buddy" that can fit personality-wise and forget that there is actually a job to do.  Again, too harsh?  Consider the amount of complaints, lawsuits, and online write-ups from former employees concerning bad conditions, poorly explained job requirements and terrible management.  Who hired these people?  Someone interviewed them and hired them.  Regardless of whether every former employee is right in their post-employment view, initially he/she was hired for a reason.  There was something in the candidate that made someone hiring said, "yes, a fit."

The challenge is to be mindful of the talk.  What is it that you're talking about in an interview?  Why are you talking about it?  If you are the employer in the interview, consider this progression:

• Ask questions related to the job description and based on the candidate's experience
• Explain how the role works in the organization
• Use some behavioral or situational questioning to get a sense of application
• Allow for questions from the candidate

I am not trying to be overly-simplified in approach, but this short list might be enough to get an employer started on a right path of interviewing.  I would suggest a deeper dive once this progression is more comfortable and used.  There are some other techniques and tools to accompany this basic outline.

I have no doubts that the movie, The Internship, will be hilarious or at least have funny parts (let's be realistic), but in our organizations, we aren't hiring funny necessarily.  We're hiring for skill, for knowledge, for abilities, for fit - all of it.  The candidate ought to be looked at through the lens of growth - Can this individual make a positive difference in the advancement of our mission and vision?  How will he/she do that?  How has he/she demonstrated that previously?  It's a good flow and perspective to write down and keep in front of you as you interview.  

Hold onto those questions that aren't job-related for another day down the road.  Like the company barbecue.  Nothing like chowing down on some ribs while asking an employee how his mom's goiter is doing.

You're the One That I Want

Remember being the "captain" of your lunchtime team?  You know, choosing sides for kickball.  I know the focus of this type of memory usually revolves around the kid that was picked last, but let's instead look at the first one chosen.  You know, that kid that was just the best at everything; he/she could kick a ball farther, run quicker and look cool while doing it.  The two captains would guess a number between 1 and 10 or draw straws or punch each other until someone cried "mercy" (yeah, it was tough being a kid in Philly) in order to determine who chose first.  And then, that miracle kid was chosen and the game was all but over before it began.

While I was not that kid, I was a captain at times.  When I could pick Richie (that kid), I knew we would win.  Nothing like a bunch of boys in Catholic school uniforms playing handball in the schoolyard or stickball on the street.  Nostalgic, yes, but a lesson in fighting for talent.

Workforce planning is a wonderful exercise and one that can help an organization chart out its future needs.  Being strategic in cost management and production output helps greatly in an organization's competitive advantage.  That company can operate leaner and meaner.  Perhaps you've gone through the exercise of developing a workforce plan for one of your business units or departments.  Deciding on a strategy to meet those future needs leads to a few conclusions.

My colleagues at DoubleStar do a nice job with outlining strategies.  Perhaps it's time to GROW internal staff through training and/or development to close the gap that future needs will certainly show.  Perhaps, instead, it might make more sense to BORROW workers through contractors or outsourced means.  Maybe it's abundantly evident that the future needs for the workforce can only be met by EMPLOYING external candidates to bring much needed competencies into the organization.  Rarely done, but still an option, is to PARTNER with other companies in sharing talent resources.  And the least popular strategy, but one that sometimes needs to happen, is to REDUCE the workforce in light of a business reduction or process improvement that will cause fewer workers to be needed.

These strategies will prove effective.  However, they will only prove to be when a thorough analysis of the business and its current workforce is done.  Throwing these terms around with your executive is not a great idea if you cannot deliver what they mean.  Be mindful of your approach.

Lest you think I have forgotten about "Richie," I have not.  What does your organization do with a "Richie" that lands on your doorstep?  Do you take a look at his/her credentials, KSA's, work history and then say, "Sorry, we don't have anything open right now, but I will keep your resume on file"?  If he/she is a superstar, will your organization really let him/her walk out the door?  Sadly, for many companies, the answer is yes.

Workforce planning is just that.  It's planning.  It's being responsible with the talent you have in front of you and with what you reasonably think will be needed over the next three years or so (maybe five years).  What you cannot plan for is the ace who walks in your front door.  This one person can change the course that some of the workforce plans were based upon.  So the question is not "do we have an opening?" but rather "where can I put this person today?"  This person may just be the one that's needed to open up new doors of business, to develop a new process for improvement, or to invent a new product/service for deployment into the markets.

Think of it this way, I am a huge Phillies fan.  Kyle Lohse is not a Phillie, but if for some reason he showed up on Ruben Amaro's doorstep looking for a job, the Phillies would be foolish not to make it work.  I know there are salary issues that would have to addressed, rotation schedules to be changed and plans to be revamped.  So what?  The Phillies organization, like any other organization, would have to evolve and re-calibrate to chart the course to win.  Isn't that what we are supposed to encourage in our companies?

Don't hold onto those workforce plans like they are infallible and unchangeable.  They are a chart based upon information from today.  If tomorrow, a "Richie" curve ball is thrown into the mix, then adjust.  Don't deny this talent a place in your organization.  Many years ago, I worked for a company that told me, "John, if you interview someone that you think is amazing and brings strength to our team, then let's find a place for that person."  That's a superb order.  We should fight to bring that kind of talent in when we can.

As I shared, when Richie was picked first, it was a guarantee that the team he was on would win.  The opposing team would just grit their teeth and play through their frustration.  They made plans for new ways to attack the situation and moved people around until the best use of talent was happening.  The other team adjusted to the situation.  And because of that, they were more open.  So when a new kid, Dave, came to the school, that team was more willing to have him join them.  They were open and eager to see how he could fit in to help them win.  And on that day, they did.  Dave was as good as Richie.  

Destination Unknown

I can recall sitting in my freshman year psychology class at St. Joseph's University ("The Hawk Will Never Die") in Philadelphia and realizing that I may have chosen the wrong major.  It wasn't that I couldn't do the work (although, my professor had a different aesthetic than I when it came to writing), but rather I didn't really want to do the work.  What I thought I'd be passionate about turned out to not be the case.  And then I was left with that mild panic of: "Oh no, now what will I do when I get out of here?"

When you don't know where you are going, a few key responses kick in.  Sometimes you'll get all of them or perhaps just one or two.  For starters, fear grips.  Fear of mockery by peers who seem to have their lives together and have a path to travel.  Fear of another bad move when considering what's next.  If judgement displayed didn't send you down a right path, how do you know if you'll decide better next time?  Fear of failing in life.  The lack of direction is unsettling and causes all sorts of possibilities, usually not good, to travel through your mind.

And then, get ready for some anger, frustration or numbness to settle in.  There will be a reaction.

Now, think of it collectively.  What if your organization has to change direction?  What if the path that everyone thought they were to travel down has now been detoured elsewhere?  What if employees think that the company's destination is unknown?  Over the past five years, many companies did not know where they were going or could be going in light of the economy.  Many workers found themselves without direction after some of those companies closed or had a major RIF.  Employees who put 15-25 years in an organization left with nothing except fear, panic and guilt.

Let's think of this as HR professionals (I know, some of us have to put on some major thinking caps for this one).  What can we do to display clarity of direction even when, at times, that may be difficult to do?

First, know the mission.  Trite, perhaps.  Crucial, always.  I still walk into companies and ask the executive team what the corporate mission is, and the times that multiple answers are returned from multiple people is mind-blowing.  If the C-suite doesn't show solidarity and consistency in what the goals are or purpose is, then it should come as no shock that employees would be concerned about direction.  Be the cheerleader for why everyone is there.  If it's to make the best widgets in the world, then get to shouting it from the rooftops. No doubt should live in the mission.

Secondly, design processes and programs consistent with a message concerning direction.  Look back at the training done, the performance reviews completed and the succession plans in place.  How much of that dealt with the core mission of the organization?  If you find yourself saying, "well, sort of" a lot, then that is a problem.  There ought to be clearly drawn lines to the main direction of the company.  Having great health insurance plans for employees, for example, is great; however, the reason for those plans is not to be nice (sorry to burst bubbles here).  The goal is to attract and retain talent that can perform the tasks and functions that need to happen in order for the company to be successful...bottom line.  When HR makes it too much about the peripheral and not about the core, we invalidate our business sense and reduce our voice within leadership.

Third, be bold in advertising the destination points.  "Where are we going?  Well, right here!" And then point to where we're going.  We hang legally compliant posters at our work locations so we know how to post something for the masses.  Why not make some laminated or framed directional and motivational signage?  Everyday when employees walk in, they can know why they are there.  But, let me be clear, hanging a poster does not drive direction; it should compliment the steps already mentioned.  Consistency and repetition is crucial.

The success of kids' shows is connected to repetition.  When my youngest daughter wanted to watch "Dora the Explorer," I would say, "Sure, Honey!" but inside I was thinking, "Oh, dear Lord, no, not again, please."  Why?  Because they repeat the same stuff over and over again.  I mean, just jump over alligator swamp already...stop telling me ten times that you have to do it, just do it!  However, the mental exercise for my child developed her sense of organized thought, understanding plans and belief in the mission at hand. All this and driving her dad nuts (don't even let me get started about "Elmo's World").

I have often heard it said that some workplaces are just like being in high school except everyone has some money.  Well, let's work from that concept to start.  Consistent delivery (repetition) of message will yield results beneficial to the growth and success of your company.  Everyone will know what's expected of them and how it will benefit the entire organization in meeting its goals.  They will know the destination.

When I had to switch majors in college, I didn't have all of the answers.  What I did know was that I wanted to make a difference in the world and I wanted to know that my efforts would matter.  As I sit with over 20 years of professional experience, I can see the path clearly.  I see the impact made and I can see the destination ahead of what's left to be traveled to meet more goals and successes.  Start small if you need to.  Work with your executive team to outline that consistent message of mission and direction.  Challenge the notion that everyone knows it so why bother...you might be surprised at how many aren't working towards it, even if they do know it.  I mean, Dora's Map doesn't just tell her where she has to go so that she knows, but rather so that she'll travel that path (see, I learned something, too).

What Makes You Beautiful

Stop screaming!  No, I don't mean because of your stress at work.  I mean, because I just used a One Direction song for the title.  Whenever One Direction is on at home, screams and full blown performances happen...I figured it must be the same loudness everywhere else, too!

I often wonder why we value surface characteristics in our employees.  Don't act so outraged!  We do.  Our culture loves good looks, well-dressed, well-spoken people.  Business Insider, along with a number of other articles, reveal statistics about compensation for attractive versus non-attractive people (http://www.businessinsider.com/attractive-people-are-more-successful-2012-9).  Earnings can be up to four times higher for pretty people.  Is that just a coincidence?  I don't think so.  We are the HR professionals that are involved in the hiring process.

But, even deeper, those pretty people are more likely to advance up the corporate ladder over the unattractive ones.  I have not seen nor created succession plans with attractiveness quotients, but somewhere our biases are creeping in.  How?  Well, what makes something beautiful?

Herein is the rub.  What are the criteria?  Nice smile/teeth, wavy hair, strong chin, great figure?  Uncomfortable, I know, but somewhere someone is making the decision as to what is pretty.  Many moons ago, I worked for a national restaurant chain.  I was "encouraged" to hire "the pretty ones" as hostesses and don't hire guys for those roles.  Um, really?  By whose criteria is pretty?  Mine.  No problem.  Needless to say there were all kinds of hosts and hostesses hired in those roles...I saw lots of pretty people. 

Often, our interaction with beauty is not as obvious as that example shows.  Mostly, it's a psychological affinity to a certain look or feature.  It may have no impact on the skills, abilities or knowledge that the employee or candidate has (obviously, if the role is that of a model, then it does!).  There is no real performance appraisal box to check on how pretty someone is (but there may be one on hygiene).  And yet, again, we're paying pretty people 3-4 times more than average/unattractive people.  

Bias is a tough thing to address internally.  Most biases are not egregious.  If an employer does not want to hire someone in a protected class because he/she is in a protected class, then that company opens themselves up to lawsuit, penalties and a host of other issues, not to mention how incredibly ridiculous that is.  The government has seen to it to address those groups of people that need protection, and rightly so.  However, as far as I know, there is no pending legislation concerning the protection of unattractive people.  I know that may be shocking, considering the amount of bills under review, but perhaps part of the issue is classifying who is unattractive.  I mean, do you want to be the congressperson from "x" state to say "I ain't pretty?"  Those of us who may consider ourselves average or unattractive remain unprotected.

As HR professionals, we have to be conscious of this.  What makes someone beautiful in our organizations? Think of qualities like production, teamwork, leadership, work ethic, loyalty, etc.  Aren't they beautiful qualities?  Wouldn't you rather have an "unattractive" employee that makes a real difference in the productivity and positivity of the organization rather than an "attractive" person who brings little excellence to the job?  Of course!  So, let's be sure that our systems align appropriately.

I know you may be thinking "why is he talking about this?"  Well, two reasons.  First, upon doing a simple Google search of the topic, I came across at least 10 pages of results with different articles and studies for each page.  Wow.  And secondly, I like to spend time instructing and coaching college-aged students.  Last night, in fact, I had the privilege of presenting to a group from Rowan University.  There were so many great ideas and such good energy that it was invigorating to me.  After doing some of the research I did in prep for this blog, I thought about companies that might not engage with such bright individuals due to some surface-reaction to attractiveness.  Now, I'm not saying that there were unattractive students in that class last night, but rather, I thought about the personal preferences of the hiring managers that will interview these seniors preventing them from being hired.

It's silly, really, but we are a society obsessed with looks.  We value people based on this.  Despite the fact that we fight the Miss America pageant and the like, we still tune in to see who wins.  We say we don't allow something so superficial as looks to impact business decisions, but the actions show differently.  Check your biases.  Check the biases in certain departments.  Check the cultural biases - beauty, age, sex, clothing, etc.  There are real ways that we unintentionally discriminate based on non-skill-related characteristics.

When I sit with my children, I share with them how beautiful they are.  What I make a point to do is to share why I think they're beautiful.  I talk about their kindness, compassion, excellence as a student, obedience, friendliness, service...things that will matter in the long run rather than looks which are fleeting.  I believe that my children are physically beautiful, too, but that can't be the emphasis.  I want them to use their brains, their hands, their feet to be recognized and to show accomplishment, not their looks which did not require much effort on their part (showering is an effort, according to my son). 

We should want our employees to know that the basis for their participation in the success of the company is based on their contributions.  We should want them to know that their value is based on real data and impact.  We should want them to know that's what makes them beautiful to the company, not their looks.  After all, what has Brad Pitt done for your company lately?

Big Time

"I'm on my way; I'm making it."  When I finally got a job that paid me enough which allowed me to move out of my grandparents' house and be on my own, it was awesome.  I was stoked.  Honestly, I remember cooking my first meal in my new apartment - pork chops, roasted peppers and tomatoes, brown rice.  I took a picture of the plate as I presented it to myself.  So silly, but it meant so much to me to fend for myself.  I thought I was so "big time." I was on my way; I was making it.

I often think about this time in my early 20's when I am recruiting.  So many energetic, excited newly graduated to mid-20's candidates applying for an entry level position are dreaming of how much of a difference this position will make for their futures.  My heart is so excited for them.  They're vim and vigor is palatable, so much so that when someone in that bracket walks in without that vibe, it is noticeable and an absolute put-off.

What I also appreciate is that same energetic air from the candidates in their 30's, 40's, 50's and 60's.  They share the work experiences they've had and the difference it's made in their goals.  I listen to accounts of successes and failures, lessons learned and those yet to come.  I am energized by their passion for the next chapter of professional development.  But again, if someone walks in without that confident approach, it's obvious.  Age isn't the issue; it's attitude.  I think of Mary Tyler Moore throwing her beret in the air in Minneapolis knowing that she's gonna make it after all.  The attack of life is invigorating to those around.  Without being trite, it's a beginning, not an ending.

However, in a time where the recession has eliminated positions, zapped retirement plans and sent many to the unemployment line, it would be easy to have a somber and melancholy attitude settle in.  I have witnessed tears and heartbreak by those who've been committed to a company for 25 years only to watch the doors close and the pension along with it.  So now, a 58 year-old person is vying for the same job as a 23-year old recent graduate.  

Let's role play for a moment or two.  Be both in your mind for a moment.

You're 58 and you know that you probably won't be making what your last job paid you.  You're afraid you don't have the current skills needed to be seen as viable enough for the role.  You see iPads and SmartPhones as the tipping point to your qualification rather than the 25 years of experience you possess.  You see your competition and you're disheartened that you're sitting in this waiting room.  

You're 23 and you know that you need a job.  Mom and Dad have told you that the support lines are done. You are worried that you don't have the skills for this role as you look at the 58 year-old across from you in the waiting room.  You grab your iPad and Google "skills that a 58 year-old has" so that you can fake it.  You're concerned that the manager will look at you as one of those unmotivated, entitled kids that you've come up against for most of the jobs you've interviewed.  You see your competition and you're disheartened that you're sitting in this waiting room.

Got a picture of both?  Both of them have a self-fulfilling prophecy behind them.  You will be what you decide you'll be.  Attitude is a decision of the will.  I can choose to be the victim, albeit with a right, or I can choose to rise above it.  Listen, this isn't a decision to be Richard Simmons (yeah, I know some of you have "Sweatin' to the Oldies" in the back of your DVD collection).  It's a decision to be positive and confident in mindset.  Your worth as a person is not about the job you do, but rather, the position you have can be reflective of who you are as a person.  So, if you're weary and frustrated, stop.  Really, stop.

Why are you in this position?  Assess the reasons; own what you need to own.  Develop a plan of attack that's tri-purposed.  One - address the gaps that you see in what you did in previous roles/address those areas where you lack skills.  By address, I don't mean just acknowledge.  I mean, acknowledge, confront, seek out learning, develop.  It's not okay to say I don't know how to "x."  Do you know you can search You Tube for guitar playing and learn how to play on your own?  Do you know that the internet has lots of information on certain skills and ability-enhancements?  What about your community centers and libraries (they do still exist)?  Be vigilant in learning.

Two - volunteer.  Use the skills you have and the ones you're developing to give back to others.  Engage with youth, seniors, displaced workers, colleges.  Develop mastery through usage.  Offer to be a resource at whatever level you're able.  You'll grow to be more of a resource as you start somewhere in that chain.

Three - network with attitude.  Sending out LinkedIn invites is not networking.  Finding communities where you can learn and offer answers at the same time will be more profitable.  Be online with purpose.  If you're spending a portion of your days playing "Candy Crush" or commenting to Ashton Kutchner on Twitter, you're wasting time.  Those internet communities matter whether you're 23 or 58.  Listen, my aunt is 72 and she smokes me on Facebook know-how and usage.  She engages with others, meets people and drives interest in what she brings to the table.  She works 3/4 time for a major grocery chain visiting their multi-site operations where she uses her iPhone to tabulate data...hello?  She rocks.

I have often said that if this HR-thing doesn't work out for me (well, it's been 23 years so far, but you never know), I would be happy to pour coffee at Wawa (I'm sorry for those of you who don't know what this is - Google it!).  It's not about what I am doing, but how I am doing it.  Bills can be paid, yes, but my passions can find a way out even in pouring coffee.

Let me encourage those of you seeking employment.  Change your mindset.  There is no reason to be still; there is no reason to be dejected; there is no reason to stop learning.  You can use your time wisely and have great impact.  Share who you are and what you know how to do.  Be open to learning new skills and sharpening others.  Walk into interviews with passionate purpose.  See your time in life, right now, as an opportunity.  Honestly, everyday is a day where we can be on our way.  We're all making it.

Hello, Is it Me You're Looking For?

The latest statistics show a decrease in unemployment numbers.  Regardless of which way your political bread is buttered, the economy is beginning to open up and that means growth.  For many companies, they struggle with how to implement healthy growth strategies.  Humareso desires to help these companies have a plan.

Adding positions within a company may be a part of the growth strategy.  Sourcing and recruiting for these candidates should be more than just posting an ad online and hoping for a great candidate.  The amount of resumes in response can be overwhelming, and what occurs more and more is a weak resume review.  

So, what can you do?  How can you do more to stand out?  How can you be prepared to be what a company wants?

Well, I wouldn't recommend sending a singing telegram or having your mom call on your behalf.  I would have your knowledge and skills ready.  Start with these:

• Adaptability: Are you flexible?  Can you multi-task?
• Problem-Solving: How do you handle problems?  What reasoning skills do you use?
• Leadership: Who has followed you (what type)?  What style do you use?
• Work Ethic: How have you demonstrated that you are self-motivated?
• Passion: Do you have the ability to generate enthusiasm around you?
• Willingness to Learn: Do you handle change well?

These are only a handful of skills to review in creating a resume and in preparation for an interview.  There are many more skills that should come up, but for all of them, be ready with examples to back up what you affirm.  An employer wants to understand who you are and how you will benefit the company.

So, it really could be you that an employer is looking for.  Get motivated to put that best foot forward.  If it means playing Lionel Richie to motivate you, then do it...just be sure your windows and blinds are closed.

Call Me Maybe

So, the usage of a cell phone has changed dramatically over the past five years.  It's really unbelievable to consider what a smart phone is capable of.  I remember watching "Hart to Hart" on ABC in the late 70's (no comments, please...I loved Stephanie Powers) and they would talk to each other from a car phone.  I thought that technology was amazing!  And then came the bag phones...

With smart phones being the most popularly used cell phone type today, it's important for companies to make a plan to utilize the apps that these devices have.  For example, the new millennial generation thrives on technology.  Many of those folks use their smart phones and even tablets to apply for jobs.  When companies don't have mobile-ready sites or applications, direct recruiting will be hindered.  CareerBuilder and Monster have those apps in place already, but that may not help an organization with its recruitment strategy if those partners aren't included.

There is no denying the daily reliance on cell phones today.  Grabbing your keys and wallet/purse before you head out the door now means grabbing your phone, too.  My parents and in-laws, who are in their 60's, are texting and updating their status on Facebook using their smart phone app (I mean, it's important to know that Bingo is happening in 10 minutes).  If that generation is attacking the technology this way, imagine what it's like for the up and coming generation.  There is no room for companies to ignore the interfacing that has to be done and done well with the tablet and smart phone app users.

Remember when the phone was used to make calls...that's so 2004.

Back to Life, Back to Reality

Ah, school days.  Such a great time of renewal, especially for learning.  A time of new relationships and new authority.  As a parent, freedom...hallelujah.

What I see from a business flow is also a time of new relationships and new authority.  Companies begin to get back into the swing after the last couple of months of vacation-covering and vacation-experiencing.  Growth of the employee base that is purposeful for the corporate mission will lead to long-term health.  Whereas my children are only going to be in the new grade from September to June (I hope!), new employees should be in the role for longer than that.

Companies struggle with knowing HOW to find those employees who are excited to enter into a great time of learning.  Sourcing, selection and recruitment are skills developed.  It is not automatic that every manager or director will be competent in finding great talent.  Who is teaching that management level to interview well?  I walk into many companies that do not offer any type of training or coaching in the recruitment process to their management.  How would we expect success?  What about the liability of EEOC violations in interviewing?  A shot in the dark cannot be the way.

Yes, this season is about getting back to life, but it's time to, also, get back to reality.  A realistic approach to finding qualified, compatible candidates has to be defined.  When were the last job analyses done?  When has the desire to be diligent about understanding the knowledge, skills, and abilities necessary for a particular job be encouraged?  Do you understand the long-term benefits of such a commitment?

Maybe by the time the leaves begin to fall, some of those great new hires will be sitting right next to you because of the changes your company has made to the hiring process.  A new classmate at the office.  You could trade that bologna sandwich...it's been in your desk for two weeks.