This recent article in the business section of the New Zealand Herald cites research conducted by a firm of recruitment consultants. I’m not suggesting for a moment that they have a vested interest in interpreting the results in any particular way, but they interpret the results in a particular way… that says employers aren’t recruiting effectively. (If only there was someone around who could help them?)
Sarcastic and cynical as I am, I’m not disputing the results of the survey – just their narrow interpretation of the cause. There’s never ONE cause. Maybe poor recruitment contributes. I bet it does.
The Hudson survey “paints a bleak picture for employers”, saying: “Of every 10 employees: four are not good hires, eight aren’t engaged in their work and six are actively seeking other employment.” Ouch! This is born out by other research I’ve been reading over years and around the world. There’s a bit of variation, mostly by industry, but this survey isn’t that surprising and New Zealand isn’t that bad. Nevertheless, there’s plenty of scope for improvement.
Apart from the recruitment tools being used which the recruitment company focuses on, the primary cause of the problem implied is that employers are recruiting almost entirely for skills – technical skills. It’s that old mindset of, “I’ve got a vacancy, I’d better fill it because it’s costing me money” without doing the correlating maths on how much it costs to fill that vacancy and get it wrong – to fill it with someone technically competent (and that’s even assuming they get that bit right) but quickly disengaged or a misfit in several other ways.
Bad luck? Like most games, you make your own luck in the recruiting game. I was meeting recently with a manager who hadn’t had a single instance of negative turnover for nine years. Yes, people had moved on but for the right reasons such as internal promotion. He used the usual suite of tools to find a pool of potential applicants, whittled them down through CV checking, interviews, reference checks and even the occasional behaviourial profile. But he added another step. Shortlisted applicants all got to sit in on some actual work with some people who, if their application was successful, would be their co-workers. Those co-workers got a right of veto. I used this myself in the past with some success in a call centre that wasn’t a typical call centre. It gave applicants a dose of what their potential working reality could be. Sometimes they got put off by us and our work; sometimes we got put off by them. Either way, it’s better for both parties that be known early and up front so neither employer or employee have to suffer the consequences of misfitting. And those are greater than the costs of vacancies.
Another means of increasing your odds is to encourage referral of potential applicants from existing employees. Some firms even offer a commission for this. BUT if you do that, ponder how this might affect behaviour and what exactly it is you’re wanting to incentify and provide commission on. Any commission should be for a successful applicant who is still there after a predetermined period and performing well. Not just for putting someone with a pulse into a vacancy. Rather than just advertising to the great untargetted masses for your specific vacancy, wouldn’t it increase the chances of success if you sought via an informed gene pool – the people who are already aware of what it takes to do the job and who is likely to prosper there?
Wringing the final life out of my luck metaphor, when it comes to those few shortlisted candidates who are demonstrably technically competent but you’re not absolutely certain that they’ll fit and be engaged, you’ve got to know when to hold ’em, know when to fold ’em, know when to walk away, know when to run. Often it’s better to walk away and play another day. Cheaper in the long run even if baby needs a new pair of shoes.
Re-blog from Nov 2011 & my most read post ever
Picture if you will a vertical axis called ‘Challenge’ and a horizontal axis called ‘Skill.’ Various combinations of challenge and skill can result in a person being in a state of apathy, worry, control… but what we’re aiming for more of is ‘FLOW’ – a magical (not really magical) state where a high level of skill meets a high level of challenge. Time flies and good things happen. Here’s my recent podcast about it, why it’s so rare, and like a low of rare things why it’s so valuable.
I found a short and snappy graph today about where workplace leaders are supposedly falling short. This is from the US, is a survey of a thousand workers and I haven’t delved into its methodology at all but it might be a conversation starter. It asked employees but it was clearly offering a pre determined list of options – I’m pretty sure someone isn’t going to refer to themselves as a “subordinate.” Myself, most days, I feel at least ordinate.
I’ll probably trial this in the communication workshops I run. I might give my participants that list (without the results) and ask them where they think most managers fall short, or where their own manager falls short, or where they feel they themselves fall short, or all those things. Then reveal the results. To start a conversation.
Pretty shocking that 36% result for bosses not knowing their own employees’ names! (Employees now, not subordinates. Consistency please.) I’m self-employed and I manage to remember my employee’s name.
I don’t know what responses we’d get if we asked one hundred people to tell us the first thing they thought of when we mentioned the term ‘screening.’ They might think of screening as in airport security or preventative health check-ups – keeping the dangerous out. They might think of screening as in letting your phone go to voicemail or checking caller ID and answering for only for the sexy callers – keeping the timewasters and unsexy out. Screening is also a gold mining process – keeping the valuable in. They might think of a movie screening. The difference between a movie screening going badly and employee screening going badly is that the movie screening will just spoil one night. Poor employee screening could mess you up for years. Employee screening is probably a combination of all these different perceptions of screening – except for keeping the unsexy out. That’s illegal and also clearly not working. Where would the unsexy end up working – in any department of a radio station other than sales?
My uncle, now in his 80s, and my son, now in his 18s, were talking about getting their first jobs. My son’s first job was with a supermarket in the seafood section. He made a written application and went through several written interviews and assessments before winning his role. My uncle spoke of showing up on an Aussie building site, saying he was from New Zealand, demonstrating which end of a hammer was up and that was it. (He got the job.) Times have changed. I’m not sure they still use hammers, I think the internet does that now? And now, no one in their right mind would screen an employee so poorly and perfunctorily. Actually, applicants are often screened to make sure they’re in their right mind. Even leaving aside things like skills and attitude, there was no screening for previous work injuries, criminal records, financial shenanigans, child-molesting, non-child molesting, drug use, bringing employers into disrepute in well-light Christchurch offices across from pubs, being a jerk on social media and all the other things you need to screen for now.
I should probably call it pre-employment screening. It might be the smallest part of the phrase but that ‘pre’ is awfully important. Anything you find out ‘post’ is too late – someone’s potential problem has now become your actual problem. Pre-employment is to employment as dating is to marriage.
There’s forensic CV analysis too. That’s a thing now. That exists. In an age where there is software to compare a student’s essay via a search engine that compares it to anything else written ever for familiarity without accreditation, there would have to be forensic CV analysis. I see ‘forensic’, I think CSI. First there was CSI Las Vegas, then CSI Miami, then CSI New York. Now we have CSI HR. Which song by The Who should be the theme song to that show? I think all the good ones are gone.
I found one New Zealand company online offering polygraph testing as part of their pre screening process. I’ve seen too many movies with the cliché lie detector scene to take that process seriously (cue sound effect of heightened heart beat.) In fairness, it was quite an impactful marketing technique to list a series of headlines beneath that offer highlighting the dangers of not taking up their services. Examples of these headlines included: ‘Former insane mass killer unknowingly hired by Wellington school’ and ‘Convicted arsonist gains job as fire fighter.’ Although, in fairness, the latter could actually be a really good news story – a story of redemption about which movies are made (movies like ‘Backdraft,’) I checked the mass killer one. He’d killed six people, described as “friends, family, neighbours and complete strangers.” No teachers or students, so it’s questionable as to whether it’s relevant to his role working in a school but their point is still a powerful one. Frankly they shouldn’t limit their services just to employers. Remember my previous “Pre-employment is to employment as dating is to marriage” remark? I’ll take someone on their word that they like long walks on the beach but I’d sleep a little easier with greater certainty on the non-former insane mas killer front.
There are few risks and many benefits in conducting a systematic and thorough pre employment screening process. You reduce risk, increase certainty, lower costs, enhance productivity and profitability and minimise your chances of being murdered.
Obviously in this modern age of internet hammering and privacy legislation, you need the permission of the applicant to conduct any screening. Although a quick Google could be legal, illuminating and disappointing very quickly. A refusal to provide permission is the easiest and cheapest screening of all.
[Originally published in the May issue of Employment Today magazine.]
I showed this video today in a time management workshop I was running. I had a pretty good idea that none of the participants had any issues themselves with procrastination – quite the reverse. But, it occurred to me that they might have others for whom procrastination was an issue. And I was kind of right. They did have other people they needed to help with procrastination but those people weren’t work people – they were family or friends. I often find it useful to make connections from workplace professional development topics to non-work uses, often social ones. Just another lever to get their brains on board.
The video is short and cute and hits 3 or 4 key points. Makes a lot of sense. Besides, who doesn’t like phrases like “temporal discounting”?
Here’s a neat DIY psych test for yourself, your friends or soon-to-be-ex-friends, and maybe colleagues. Don’t you hate people who are bottom-of-escalator-blockers & doorway blockers & non-indicating-drivers? They skew heavily towards being self-centric people generally, which is never much fun or productive in teams.There’s a neat amateur psych test you can do and covertly get targets to do. Get them to use their finger to ‘write’ a capital E on their own forehead. They’ll either write it so it’s readable from their own point of view or the point of view of others. Also relevant to those who tattoo their own faces but that’s a whole different psych test…
Business is about developing an audience. Eventually they might buy what you’re selling. More importantly, they might advocate for you. Here’s a perspective from my comedy sideline that I think is relevant to the LinkedIn professional mindset.
A punter from my comedy festival show last night texted me afterwards. He makes an interesting point about audience development. One of my festival goals was to develop my own audience, as I think it should be for all of us, but overall it is about developing the overall audience within NZ. We still hear that tall poppy cultural cringe crap often enough. As did NZ music 25 years ago (and look at it now.) So, I take some satisfaction that in my own small way I’m chipping away. I actually start my show surveying my audience as to who’s been to other live comedy shows. I’ve had 170ish punters and all but 7 had never been. Never. Here’s his perspective (He dragged along 30+ people):
“Great Show. Really intelligent material. Funny!!! Impressed everyone on the team. More than half never been to something of that ilk before and weren’t quite sure what they were letting themselves in for.. Consensus was that great understated compliment….”F**k! I had no idea. We must do that again.” Well done that man. Good fortune for the rest of the show.”
I like being part of an ‘ilk’. ;-)
Two more shows to go. Minimal tickets left.
Attending shows and performing in a comedy festival with a really supportive community of comedians whilst the NBA playoffs are on in an Internet age where I have non judgemental dogs and no immediate family members in jail or hospital just before the last Wednesday of the month which is ‘all you can eat ribs night’ at Coast in Orewa. I’ve peaked. I express gratitude.
I have a one-hour solo show in Auckland in the upcoming New Zealand International Comedy Festival. It’s on at Q Theatre in Queen Street, May 12-16 at 8:45pm. The first three nights have sold out but there’s still plenty of tickets left for the Friday and Saturday. If you’ve got friends, family or colleagues in Auckland who like smart, relatively inoffensive humour with a subtle bit of learning and inspiration amongst the laughter, please do on-share the info.
Here’s a recent podcast of mine about the Dunning Kruger Effect. It’s a useful phenomenon to be aware of when leading different types of people, especially when needing to give performance feedback of any kind. There are two sub-groups of people who are least accurate at assessing their own levels of performance: the very excellent and the very non-excellent. Most people are average or either side of it and their self-assessments are ‘there or thereabouts.’ The high performers become high performers because they underestimate how good they are (or should / could be) and try harder and smarter as a result. AND they continue to improve through deliberate and focused practice built on feedback.
The best illustration of the other end of the scale where poor performers never improve because they either never receive feedback (or effective feedback) or they are closed to it are the auditioners for any of those Idol-type shows where security has to escort them off the premises. They characterise perfectly the Dunning Kruger Effect. They simply cannot believe they’re being told “No” and that they’re not the next Mariah. Their dramatic OTT response is great for these shows and symptomatic of why they’re never going to get any better without a substantial external intervention in their lives. Or never. How many of these people have you worked with over your career? Here’s John Cleese’s interpretation.
All sweeping generalisations but an interesting lens through which to look at your team.