Elevated HR: A new approach to HR

As I sit an hour early for a flight and watch the disappointed passengers of a cancelled flight to Thompson, Manitoba due to weather, I pause silently and give thanks that I am going to a much more weather predictable city…cough…Calgary. Time to reflect.  Time to ponder. Time to think. It’s been a while. 

This new venture as an entrepreneur has had so many ups and downs in such a short time. That said the ups have definitely outweighed the downs.  I know that I wouldn’t be sitting writing this blog if they hadn’t.  I’d be solely concentrating on finding a job – any job that was good for the soul.

This past week has taken me into a direction that could not have been predicted.  Friendships of more than 15 years appeared at my door early Saturday morning.  For the first time in a long time, I engaged in conversation where I didn’t have to be on the top of my game and “sell” my service.  And yet something funny happened – I couldn’t stop talking about Elevated HR.  The passion continues to climb – it’s in my bones, it’s in my blood – it’s who I am, it’s what I want to be. It’s me – authentic and real. 

Back up only 12 hours prior to their arrival… on Friday, I had a pitch to a potential new client (fingers are crossed) following up with a debrief with a potential new partner.  I found myself getting emotional at times, describing the weird journey I’ve been on in the last 12 weeks.  And then he asked me “Why are you doing this? You could probably make a lot more as an executive in a company.”  Without hesitation I responded, “Because it’s the right thing to do.” It’s the right thing for me, but more importantly I believe it’s the right thing for organizations. I know this is a service that can be used by the thousands of small to medium sized businesses out there – and it’s scalable…and…it’s just RIGHT.

Look – I know that the whole Human Resources function has a bad reputation. Even I tend to cringe when I tell people what I do (knowing I have only 17 seconds to convince them that I’m not your “typical” HR person). As someone who has been there (and done that), an HR rep typically cares about people and wants to genuinely help.  But occasionally we get caught…we get caught in black and white and forget that the gray is what we actually need to be looking at.  We get thinking that one answer fits all – like one size fits all.  But people are not cut from the same cookie cutter – so a cookie cutter approach simply doesn’t work. An HR representative has to look at all sides of the equation – and then, needs to understand business and the business goals/objectives.  Forgetting that – is simply put – an HR fail.

So going back to what I do and why I do it – because it’s the right thing to do…

Organizations have different goals. Organizations have different wants and needs when it comes to their employees. But management teams need support that protects, saves time and saves money when it comes to their employees.  Most business owners didn’t start their own business for the sake of managing employees.  But employees are necessary to grow and expand.  Employees are truly amazing assets and also their greatest liabilities.  My goal is to help organizations manage. Easier. Faster. Confidently. And of course, affordably. 

I created Elevated HR because I believe it’s time for a new way of doing HR.  If you have employees – or need to grow your business by hiring employees – I can help.  And I guarantee to provide a real return on investment – if I don’t, you’re not charged a dime. 

That’s the Elevated HR guarantee.

http://www.elevatedhr.com/

Elevated HR Solutions: Recruiting blunders you need to avoid

If in the next 18 months, you were going to lose 46% of your new hires - would you change something with regards to your recruiting methodology?

Based on a new 3-year study completed by Leadership IQ, this isn't just an anomaly...it's the norm.  Surprisingly, only 11% fail due to a lack of technical skills, meaning the candidate's interpersonal skills (or lack thereof) contributed to their failure in the position.  (As a side note: The majority of those that fail can't accept feedback, can't manage/understand emotions and lack motivation.)

As per a previous blog I wrote, make sure you understand the questions you are asking and know the answers you are looking for - sticking to this will increase your success rate in finding the right candidate. But there are a few other recruiting blunders you can avoid:

A weak job description/posting.  There is an art to this: post too little and a credible candidate is most likely going to look the other way. Instead, you are going to be flooded with unqualified candidates.  Post too much: a credible candidate is likely going to get bored just reading it (and may even think they are under qualified for the role.) 

The job posting needs to give a good understanding of what the company is like and it needs to balance qualifications and responsibilities of the position, all wrapped up in a tight package.

Speed Interviewing.  Unfortunately speed interviewing is not as successful as speed dating (and I guess I don't really know how successful speed dating is either...but I digress.) I know you're busy - but trying to squeeze in a bunch of interviews in between conference call calls, client meetings, employee sessions and networking events is just a recipe for disaster.  If you want to really watch out for key signs like motivation, receiving feedback and emotional tendencies you can't be worrying about the next fire-fighting session you're about to encounter.  

Taking time to to really analyze the interview afterwards, and write notes about the candidate that will help you reflect later on when selecting the best candidate for the position.

Using only one source.  I get it - job boards are expensive.  But choosing between workopolis or monster and simply waiting for candidates to come in isn't how you would do sales, so why is it the way you would want to attract a great candidate?  Your friend here is SOCIAL MEDIA - twitter, facebook, and their more professional cousin, linkedin, is a great way to advertise (and best of all...it's free!) 

Social Media also connects with candidates who aren't really looking, but if they see your tweet, status update, or network activity, they might think twice about it and actually apply.

Keeping "hush-hush" about the position. Sometimes it's part of your strategy to stay quiet about a new position...but for the most part, be open and honest about what you're looking for internally.  Not only are some of your best candidates probably sitting right in front of you and ready for the next challenge, your employees are also your walking billboards/advertisements.

Formalize a recruiting referral program, and you will get your employees searching for top notch employees who fit the culture and the mold of the company. Based on experience, most employees won't refer candidates unless they are great, as they are putting their neck on the line for the candidate.

Only hiring for technical ability.  As I said above, only 11% failed due to a lack of technical skill.  But an amazing "techie" (who knows it) can have enough arrogance to bring down an entire organization.  You can train the technical, but it's a lot more difficult to train the interpersonal side. 

Why ruin an entire department/organization by bringing in a skilled employee who doesn't realize the size of their ego?

Simply put: recruitment is an art (and even a little bit of a science). It takes time for mastery. If you need help - there are many great professionals out there to support you and if time is of the essence, it's also a great return on investment.

http://www.elevatedhr.com/

RadioShack Gaff: Update

My typical HR engagements with small businesses look like this:

Business:) This is my problem.  What can we do?
Me:) Here is solution A and the pros and cons are X.  Here is solution B and the pros and cons are Y.  Here is solution C and the pros and cons are Z.   What are your major goals and concerns so  that I can further help you narrow down your choices?
Business:) D and E
Me:) Based on that my recommendation is F.

Now think back to 2006 and when Radio Shack decided to let 400 employees go by email.

Radio Shack:) We need to do a reduction of 400 employees. How should we do it?
HR/Legal team:) Let's email them all. Then everyone gets the message at the same time and we don't have to worry about the grapevine.
Radio Shack:) Sounds great.  We'll also save a ton on paper and postage.
HR/Legal Team:) Yes - using the fastest form of information transfer is really the best idea. It's simple and easy.

Now, I'll admit - when I put on my management hat, I see operational efficiencies galore: management doesn't need to fly around facing the people and looking at them in the eyes while they are told they no longer have jobs, paper is saved (good for the pocket and the environment) and no one has to be paid to lick stamps!  But seriously? This really happened? Someone thought this was a good idea?

Quote for quote, this what the 400 unlucky employees read the following when they showed up to work: "The work force reduction notification is currently in progress.  Unfortunately your position is one that has been eliminated." 

So never mind the bad press that they should have been prepared for, when employees feel they are treated without respect or dignity they are much more likely to claim wrongful dismissal - and with 400 fighting together, I don't care how good your legal team is...an organization is hooped.

So here's the update 4 years later:  Radio Shack's annual revenue has dropped about 16 percent (or nearly a billion dollars) and its annual income has dropped about 24 percent.  How about employee satisfaction? Well let the client service tell you that story!

At the end of the day - it doesn't matter how big or small your organization is.  Treat people with respect - if you were in their shoes and you were about to be terminated, do it the way you would want it done to you.  Losing your job isn't the end of the world, but how you help them move to the next stage makes a difference...for them...but also for you.  It shouldn't take an HR expert to guide you this way and point out the pros and cons. 

But if you need one...I'm here - and I will guarantee if we work together, I won't cost you your credibility that Terri Hatcher and Howie Long helped to build for you in those terrible commercials or a billion dollars in lost revenue.

What would an HR Blog be without some recruitment tips?

I still remember the first interview I did – was I 19 years old at the time? Trying to pretend I was 30? (Shutter, as I’m now that old…focus…) Anyway, I remember walking in with my list of questions, hair tied back tightly, poised and seven minutes later the interview was done. I didn’t feel good about the questions and worse, I had no idea if the candidate was even any good because I forgot what I was even asking. In addition to that, I hadn’t even bothered to write down what she actually said. Yup, utter disaster. But I did learn a lot. I needed to understand what I was asking and why.

In 2007, I stumbled across the following and have used this as my base ever since. I recruited for many years before it, but I sincerely got better once I implemented this formula.

Question #1: "Where did you get that tie/jacket/purse/blouse?”

Purpose: Develop the rapport needed to get the interview off the ground.

Every interview should begin with an icebreaker. It helps nervous applicants calm down and builds a sense of trust. If you have a 45-minute interview, you should spend at least the first five minutes trying to connect on a neutral topic. Make the person feel at ease and you'll solicit better information—and much more honest responses.

Alternate Version 1: "How about those Flames?”
Alternate Version 2: "Were you affected by the heat wave/cold snap?"
Alternate Version 3: "Did you have a good holiday?"

Question #2: "Talk about a time when you had to overcome major obstacles."

Purpose: Get a clear picture of the candidate's past performance.

Variations on this question should actually comprise your next several questions. Don't hesitate to guide the candidate through the variety of tasks (both tangible and theoretical) necessary to perform the job, and listen carefully to how he or she has handled such challenges. Pay attention to intangibles: some people are better at performing in interviews than on the job. If your candidate continually plays the role of hero or victim, that's a red flag that you're probably not getting the whole story.

Alternate Version 1: "Tell me about a time when you wrote a report that was well received. Why do you think it was successful?"
Alternate Version 2: "Describe a time when you hired (or fired) the wrong person."
Alternate Version 3: "If you had to do that activity again, how would you do it differently?"

Question #3: "What interests you about this position?"

Purpose: Find out how the candidate feels about the job and the company.

People apply for jobs for plenty reasons besides the obvious ones. Asking a candidate why he or she wants the position gives insight into their motivation. The answer may be personal (such as a narrative about what spurred them to seek a new job), or it may connect the candidate to the company: her experience with the brand, the mission statement, or the organization's role in the community. Any of these answers (or some combination) are acceptable—a personal answer can communicate trust, and a connection to the business indicates loyalty and a sense of ownership.

Alternate Version 1: "Where does this job fit into your career path?"
Alternate Version 2: "If you had to convince a friend or colleague to apply for this job, what might you tell them?"
Alternate Version 3: "What motivated you to apply for this job?"

Question #4: "Is there intelligent life in outer space?"

Purpose: Find out what kind of thinker the candidate is and how he deals with surprises.

This is your curveball, designed to make the candidate ad-lib instead of just reciting well-rehearsed answers. How much will he or she play along? As long as it's not too short or too long, virtually any response is a good one. But pay attention to attitude, the way the candidate approaches the problem, and the ease or difficulty they have in coming up with a response.


Alternate Version 1: "How many phone books are there in New York City?"
Alternate Version 2: "How do they get the caramel inside a Caramilk bar?
Alternate Version 3: "Why do people climb mountains?"

Question #5: "Imagine we've just hired you. What's the most important thing on your to-do list on the first day of work?"

Purpose: Learn about the candidate's judgment and decision-making skills.

This is an example of a situational question, which is like a behavioral question in that it's designed to assess judgment, but it's also like a curveball question because it illuminates the candidate's thought process. You want to see whether he demonstrates the competencies and priorities that are important to the job.

Alternate Version 1: "Say a coworker tells you that he submitted phony expense account receipts. Do you tell your boss?"
Alternate Version 2: "How would you handle an employee whose performance is fine but who you know has the potential to do better?"
Alternate Version 3: "What would you do if you got behind schedule with your part of a project?"


Question #6: "Why did you get into this line of work?"

Purpose: Measure the fit between the candidate's values and the culture of your company.

It risks a long, drawn-out answer, but this type of question will help you select candidates that fit your company's culture. It's not about finding people like you, or people with similar backgrounds that led them to your company, but about getting a sense of their values and motivations. Concepts like values and culture can be subjective and difficult to define, but you should be looking for someone whose work ethic, motivations, and methods match the company's. This isn't a quantitative measurement so much as a qualitative one. Coke and Pepsi may seem the same to people outside the soft-drink industry, but each houses people with different approaches to making cola and running a business.

Alternate Version 1: "What do you like best about your current job?"
Alternate Version 2: "When did you realize this would be your career?"
Alternate Version 3: "What keeps you coming to work besides the paycheck?"

Question #7: "But enough about you. What about us?"

Purpose: Find out if the candidate has done his or her homework.

It's a cliché to end an interview with the standard, 'So, any questions?' But the fact remains that you really do want to let the candidate ask a few things of you. Reversing roles communicates that the company seeks an open a dialogue, and it helps you ascertain just how curious and knowledgeable a candidate is about your company. If he doesn't ask any questions about the job or the business, it's a safe bet his heart isn't in it. Listen for insightful questions that demonstrate a sophisticated understanding of the circumstances of the job, the company, the competitive landscape, or the industry.

Alternate Version 1: "Where do you think the company should be in ten years?"
Alternate Version 2: "What's your opinion of our new product?"
Alternate Version 3: "Have you seen the company's new ad campaign?"

Finally - there is a debate about what to do when the candidate is a dud - do you keep going and waste both of your time in effort to make the candidate feel good about coming all the way down for an in-person interview or do you just cut your losses early when you know it's a done deal? Personally - when I know it's a done deal, I turn the interview into a commercial for the company...the purpose, turn a dud of a candidate into a walking billboard for how amazing we are.  At least I didn't totally waste my time!

http://www.elevatedhr.com/

How to spot a fear-based management regime

A friend and I got together today over coffee.  He was telling me how his organization was moving from structure A to structure B and he was contemplating whether or not it was time for him to make a move.  It wasn't so much that he didn't like his job, but he was finally at the point while although he was making good money he didn't think he could handle the politics anymore.  He was tired of management and not being able to voice his opinion and in his words, was tired of being "everyone's whipping boy." 

So while driving back from Edmonton, I tried to figure out why anyone in this day and age would think it's ok to run a fear-based organization.  The stats exist and tell a pretty compelling story -- those companies with great employees that are respected, also win the race with clients/consumers/customers and repeat clients/consumers/customers.  It's not rocket science.  It's pretty much the golden rule: "Do unto others as you would have them to do to you."  You get what you give.  Why would you want to scare the crap out of your employees?

So if you're a manager or an employee in an organization...here are some quick clues to tell whether or not you might just be caught in a fear-based regime...

...When employees on purpose choose to surf facebook all day long, and do the real work after hours just in case one of the executives walks by...

...When the water cooler talk starts in the morning with conversation about whose stock is rising and whose is falling and a preoccupation with status and political capital is on everyone's mind...

...When intellectual capital is hoarded and people are afraid to share ideas or opinions...

...When management's obsession with metrics on a weekly basis becomes daily or hourly...

...When your company drones on and on about a handbook or policy rather than looking at the situation or the individual...

...When upper management is noticeably uncomfortable with the thought of "brain-storming sessions" and does it only to "look" good but then not actually listen or implement any of the ideas...

...If management has become hostage to their employees because he/she/they stop sharing what they are doing or neglect to document what they do in effort to become indispensable...

...If management threatens job loss as a consequence of not doing something in a large meeting setting...

...If brown-nosers rule (in other words, if management is never challenged on ANYTHING)...

...If management says "Be happy to have a job considering the economy"...

Look - managers have to know that people want to be empowered and motivated.  Fear-trampled employees don't do a thing for your business.  Admittedly, management by fear is a hard habit to break, because fearful employees don't speak up.  However, competitors are hiring the best talent - and will eventually hire yours.  This means they will steal the market share and running a company based on fear makes it easy to do it - even when you pay them a lot of money. 

Do you really want to find out what your meek, submissive, broken-down employees can do in an environment that allows them to thrive?

http://www.elevatedhr.com/

Business Partners or Business People: How should HR really be perceived?

In my quest to change the face of HR, I have found some awesome like-minded people on the net.  They value the idea of promoting HR to the same level as marketing and sales departments.  The problem: HR people know they need to change how they are perceived, it's just uncertain whether or not the rest of the world will actually ever get it and agree due to a lengthy history of "drama, fluff and let's face it...tyranny".

During my career, I have had the opportunity to sit at the Executive table more times than not.  Every company I have worked for has said that they put the people first and know they are the success of the business.  And quite honestly, when you go to most corporate websites, they all say the same thing (well, on the career pages anyway).  But there are certainly those companies who do not walk the talk.

As a consumer, I am honestly drawn to those company's that have great employees.  It radiates from the receptionist, through to sales and customer service, you see it in the marketing team as they design ads and if you ever have to dispute a payment, even finance can have a chipper disposition.  I want to use their services (even if they are a bit more expensive) and I will refer them as well.  So how is this environment created and maintained?  Let me be the first to say: It's really not HR's job.  It's the collective whole as a management team.  But HR is there to play a significant role...

As a human resources professional, my goal is always  to understand the company and where it is they want to go.  I want to develop programs that promote the future.  I want to help build the culture that the CEO wants.  As such, I would label the profession as a Business Partner.  But I also want to understand the bottom line, the outputs of certain positions and the return on investment.  I want to make sure that I have the best person for the job for the least amount of money (I'm sure a few eyebrows are now raised!)... What I mean by that is, if I have a person that is really great at their job, their output and quality is outstanding, to the point where they really take on more work than just what one person could ideally do - I want to pay them well (since they are doing the job for two) but not necessarily  double.  I've said this before, you can lose staff because you are underpaying them, but you can lose valuable profits by paying too much.  In all reality, a business wants to hire superstars (even in junior roles), develop programs to keep them engaged and motivated with always keeping an eye on the bottom line.  HR needs to do this constantly when supporting management with decisions.  They really do need to be business-minded individuals.  As a department, they need to consistently ask "Was this program worth it? Can I be doing better to service my clients? What are areas that we can improve?"

As for changing the face of HR: Collectively, we have to stop "asking" to be at the executive table and just prove it.  What I mean by that is, stop waiting to give input, just give it.  Design management reports that you would want if this business was yours.  Ask to see the budgets and where the business sits collectively. If you can't get access to it, at least track it for your department.  Before implementing programs, understand what the value is you wish to create and the value you wish to track (monetarily).  At the end of the day - it is about the employees, but let's face it, it's about the money.  By working as a business partner and having a business mindset - you can achieve both.