A Tale of Two Candidates (Pick the Worse Scenario)

Here is an all too realistic failed recruiting situation … actually two of them and I am curious to see which one you think is worse.

New Hire #1

John is a top performer at your biggest competitor and, by all accounts, was a big success. You’ve been working him for a while and finally you land him. High fives all around and he starts. Unfortunately, after a couple months the rumbling starts. Then the rumbling turns into a rant … a loud, in your face, how could you hire this a-hole screech. John is struggling to reach the expectations goal-wise and he is just a complete dumba&* socially. He turns into an outcast and a couple months later eventually goes back to his original company, your competitor, with everything he just learned about you.

New Hire #2

Susan is a bit of an unknown in your industry but no matter. She has proven herself in sales roles outside your space and you think she will bring a fresh perspective. She starts and immediately clicks with the team. She falls into the social scene fast and gets along with everyone. But, she routinely fails to even come close to performance expectations. This fact is brought up occasionally but the discussion is a non-starter as she is “too well liked by the team” and “contributes in other ways.” This goes on and on and Susan goes no where. Your VP of Sales is struggling to meet his numbers and is under fire from the CEO. Finally, the VP of Sales goes, Susan remains and continues to struggle.

So, which is worse? Which situation costs you more?

Here is my take. Return on Hire means more than turnover. Traditional HR measures would ignore Susan and show John to be a bad hire. But John was only there for a few months. Yes, its turnover and costs you money. But try to measure the impact of Susan …it’s bad and just keeps getting worse. Remember, she is still there.

New hire flameouts suck. They attract all the wrong attention and, in talent acquisition, you probably only have a few of them before people wonder about you. But this is the wrong approach. Massive recruiting failures like John are just going to happen. We hire humans and we, as a bunch, are a hot mess of drama and unpredictability. But it’s the Susan’s of the world that, when left unchecked, break companies because we allow the walking dead to roam the hallways, never contributing in the way we expected.

That’s my take. Would love to hear yours.

******

Now it’s off to speak at the Garden State SHRM conference in Atlantic City and then HR Tech Europe in Amsterdam. If we are going to cross paths in either place, make sure to say Hi.

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HR the Red Bull Way

A Facebook friend asked this morning if Red Bull has the best branding of any company in the world today. My immediate response was absolutely.

First off, I have never even had a sip of Red Bull. But, even I am thinking about giving it a try because, frankly, they are so freaking cool.

When your brand is associated with (actually responsible for in this case) getting a guy into space and jump back to earth with millions and millions watching, you’ve nailed it. You now are in the leagues of Apple and … well … Apple for inspiring their target market to think and be greater.

We forget these lessons in recruiting sometimes. It’s really easy to spend time talking to a candidate about the job. But what about the things that really matter … what your company represents to its’ buyers, its’ employees and its’ community. In short, what makes you inspire your team to think and be greater?

I think we overstate our mundaneness too often. We think that what we do can’t possibly live up to a standard of Red Bull or Apple. If that is the bar you set, you are probably right. But there is greatness in what your company does or you wouldn’t be doing it.

Start asking the question “How do we change the world?” It’s an odd one at first, but start asking the question and then look at the excitement that starts to build around simply the question, let alone the answer.

Then discuss it. Talk it up with candidates in interviews, on-boarding, review sessions and anywhere else you can. Will you put a man in space and have him freefall from 127,000 feet up? Likely not … that’s been done. But, find what makes your company great and use it. There nothing like a workforce trying to change the world.

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International Growth Done Right

Think I mentioned this in a previous post, but spent the last couple weeks out the US. I was in Romania actually with our software development team. We work with a company called OFS. They are actually based out of Quebec City but most of their development is done in Romania and Ukraine.

As a CEO of an HR Tech company, a blogger and author on HR matters and just a generally curious guy in the recruitment and performance space, I am always on the look out for companies that stand out in these areas. Unfortunately, I find some stand outs, but memorable mess is usually what I remember.

OFS is certainly a stand out. Here is the first thing you should know. This was not a management meeting or some other elite team of their top brass and clients. This was their annual meeting and awards ceremony. All 300 of them from all of the world … Western Europe, Eastern Europe, US, and Canada and still growing. Just a couple years ago, this company was nearing 100. Some serious growth in a short time.

As a client of OFS, I was a by-stander to the action. The real event was a celebration of their achievement on an individual level. Awards were given out for so some many different categories I lost track. The party then followed until 5:30 in the morning (so I heard).

OFS is still a small company, at least by big company standards. But consider this investment made. They flew employees from all corners of the world to tiny Eforie Nord, Romania (located right on the Black Sea) for a weekend celebration. At this party, it was all about individual performance and not the success of the company. That was simply the by-product.

How many companies would make this kind of investment in their people? Not many.

How many companies would discuss doing something like this, but as soon as the budget impact is realized would balk. Most.

OFS continues to grow in the hundreds of percent annually and recognizes that performance is not some sort of a collective term. It is about the contribution made by each and every person on the team each and every day. Once this is realized, taking that giant leap to truly recognize personal performance just makes sense.

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