COVID = Caught Inside

COVID = Caught Inside

Reflecting on the current employment environment as we emerge from COVID makes me think of “Being Caught Inside When a Big Set Comes Through.” Why?

For those who don’t understand the analogy, it is something that surfers experience when paddling out when a large set of waves appears. The first wave appears in front of you, and it is a monster. So you put your head down and paddle like crazy to get over it before it crashes on you. You paddle up the face of the beast, hoping to get over the top before it breaks and drags back down “over the falls.” You make it, and you look up to see the next monster, larger than the last, bearing down on you. Tired, you have to paddle harder to make it over that one before you end up in the “impact zone.”

2020 was the first wave that appeared. We all put our collective heads down and paddled hard. We made it over. However, talking to many in early 2021, I don’t think we realized how much effort that had taken. Everyone was tired, many a little depressed. But as we looked up, the next wave was there blocking the entire horizon. That wave is the increase in business activity.

Some of my clients are experiencing more business in Q1 than they did in H1 last year. So we need to paddle hard to make it over this one. However, with everyone tired and depressed from the last one, it is getting harder. Everyone is looking for employees right now, but you are asking more of your employees when they are already working flat out and dealing with the stress until you hire.

The Current Situation

As a result, many are thinking about moving. A new survey reported by Fast Company found that 52% of U.S. workers are considering a job change this year, and 44% have plans in place to move. What is interesting when breaking down the data is that:

  • 59% of those whose annual household income is between $50,000 and $75,000 (the middle-income bracket) were thinking about moving.
  • 76% of those under 30 either looking or open to new opportunities.
  • 48% of six-figure salaried workers were planning their change, and 66% of them are feeling more confident about their decision to change jobs than they did six months ago. 
  • 21% of those surveyed felt there were “better opportunities available to [them] at other companies.”

What I have also seen recently is not only that people are considering leaving, but who. The “Who” here are those centers of influence within the organization. To understand that, look at your “shadow org chart,” which shows employees who have disproportionate levels of impact relative to their hierarchical position. To develop one, ask your employees these three questions:

  1. Who energizes you at work? (list four or more people)
  2. Who do you go to for help and advice? (list four or more people)
  3. Who do you go to when a decision needs to be made? (list four or more people)

If key influencer leaves, then many others may decide that the time to move on has come. One executive told me this week that his concern was that if two of their top influencers left, that would be the beginning of the end.

A recent HBR article suggested asking both the departing employee and the rest of your team questions, listening attentively, and acknowledging their concerns. Focus on goals and reassure your team that they’re still important and achievable, and provide them with educational opportunities to show that you care about their long-term effectiveness.

Regardless, those looking or considering a change are looking for:

  • A stable organization and where they are sure they’re growing and changing within that organization. 
  • More pay. Pay is the main factor that entices employees to look for a new role.
  • Work-life balance is also an essential requirement. 68% of employed workers and 43% of women said that remote work and work-from-home options are “very important,” versus 33% of men. 18% want to have more flexible hours in a new job.
  • Finally, the overall work environment is an essential factor.

However, employees say that the most critical factor that keeps them with their employer is engaging work.

Furthermore, a recent study from Ceridian reports that the cost of onboarding a new employee can range from $2,000 to $4,000, and talent expects a rise of 29% to change roles. I have mentioned before that everyone I know is looking for people. So if a 30% increase is required to change, and 50%+ are looking to move, expect salary and wage costs to increase.

The Challenges

So given the above, the critical challenges for organizations today that want to get over that second wave are:

  • Recruiting.
  • Onboarding.
  • Engagement.
  • Growth path.

Recruiting

I have written before about recruiting and ways to make it better and more of a system. However, I think some of the critical factors to consider right now are:

  • Stand out above the crowd. How do you attract the best talent and not just one of the many looking for a new opportunity? To achieve this, you need to produce job ads that create interest in your organization and the opportunity to attract everyone, not only those considering moving. 
  • Using your employees, customers, and suppliers to help find new talent. These people all know you. They know your culture and values. So they are the best people to refer people to you if you are looking. However, first, you have to tell them what you need. If you have a great job ad, share it with them. Encourage your employees to refer people.
  • Employee testimonials on your website. Again I have mentioned this before, but it still amazes me how few companies have employee testimonials on their website. The first thing a prospect will do is go to your website to find out about your organization. Having no employee testimonials is not a good way to entice them. Worse is only having stock photos of employees other than the leadership team.
  • Ensure your reputation is good. Check Glassdoor and other sites to see what has been said about you. While you cannot always change the negative posts, understand them and be willing to address them in an interview.
  • Interviewing. With many people looking to move and the cost of replacing large, make sure that you are getting the right person. A term I prefer is “auditioning.” As many have said, the key is culture and values. Concerning ability, ensure they can do the job. Given how busy everyone is, it might be harder to defend hiring someone capable but requires training. However, getting the wrong person just because they have the skills is a more expensive proposition in the long run.

Onboarding

Onboarding is more critical than ever, and it is more challenging than ever with COVID. However, now you have to ensure that your new members can absorb your culture and values and know your strategy and expectations.

I have discussed onboarding with many CEOs and find that all are struggling to do it effectively. A few thoughts are:

  • Ensure they know your culture and values, and strategy first. With this knowledge, they can make better decisions that benefit the organization.
  • Ensure they understand what is expected of them and have regular check-ins for the first year to ensure that both of you are on the same track.
  • Understand their objectives and needs. These are both professional and personal, but you can build a plan together to help realize them if you know them. That is not to say the company has to give them more but enabling them to see that they have a path to what they seek will show interest on the organization’s part. Right now, several companies are offering an extra day off a month or large bonuses. Figure out what you can offer to make your employees feel appreciated and not cause trouble in your organization.
  • Make sure they feel welcome. Remember, a majority of people regret the move after the first day! Make sure your new employees don’t. 

Engagement

Keeping all employees engaged is key to keeping them, those that you have and those that you are hiring. That means they need to know:

  • The current situation. Your employees need to know where you are today. Now is time for the truth because they do know, just not necessarily from the leadership team. Telling them everything is okay when they see chaos around them means that the leadership team is out of touch with reality, and now is the time to move on.  
  • Where is the company going? Make sure they know the company’s BHAG and 3HAG. Knowing where you are going provides more energy for the task, and right now, we need everyone to paddle.
  • What is their role? Make sure they know their role in the organization. First, make sure they can answer the following:
  1. What do we do, and where am I in the process? 
  2. How do we make money, and what do I do that helps that? 
  3. How will we succeed?
  4. What is most important right now that my team has to do? 
  5. Who must do what? Accountability and reporting roles and 
  6. How can they help? Seek input from them regularly on how to improve processes and actions to perform better. It is incredible how often employees know a better way, but no one ever asks. However, please don’t ignore their feedback because they will never give it again. If you don’t want to use it, explain why.

Growth Plan

As part of the onboarding, understand what they want in their life. If they wish to grow to a new role in the next X years, help them develop a plan. If they are contented at their current position but want to move flexibility, work on that. Understanding their wants and needs shows interest by the company, and that builds attraction. If they feel you care about them, they will care about you. 

Given all that is happening, this is not the time for the Mushroom Theory of Management!

Finally, given that many people are thinking of leaving, if you can afford it, maybe this is the time to prune some of that deadwood.

Good luck paddling out, and I hope you make it through the set.

 

Copyright (c) 2021 Marc A. Borrelli

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I have mentioned the coming talent crisis and how to hire. However, talking to clients and others, many are seeing a huge uptick in business during the first quarter of Q1, not only compared to Q4 2020 but compared to Q1 2020. As a result, these companies are in a rush to hire to meet this surge in demand. What amazes me is how many are so unprepared.

All business owners know that they and their team need to be selling continuously. As Estée Lauder put it, “I have never worked a day in my life without selling. If I believe in something, I sell it, and I sell it hard.” While many small and midsized companies seek to live up to this statement, they fail to see recruiting through the same lens.

Continual recruiting is key to the survival of a company, and it is not something that is left to chance and a time when you have a position to fill. Doing so often results, to paraphrase Barry Deutsch, “When looking for basketball talent, you get to pick the tallest pigmy.”

All companies need to be continuously recruiting. By that, I don’t mean hiring, but recruiting. It’s building a pipeline of people that you would hire if you needed someone to fill a position, or someone you would hire regardless of the position if they were available.

Recruiting doesn’t just fall on HR and the CEO, but the entire organization. To succeed, as Jim Collins says, you need “The right people in the right seats doing the right things.” Well, where do you get the right people? Here are some suggestions.

Develop your recruiting flywheel

In Good to Great, Jim Collins refers to the Flywheel Effect concept as:

“No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant, heavy flywheel, turn upon turn, building momentum until a point of breakthrough, and beyond.”

I think organizations with great hiring abilities have developed a hiring flywheel where they have a process and pursue the process relentlessly until it operates with its own momentum. At that point, all others look at the organization and wonder how it does it and what is the magical change. There isn’t any, just a continual pushing for the flywheel process.

A Strategic HR person

Many organizations have a Human Resources manager. However, that role is typically a person how manages payroll, benefits, and compliance. They sit “under” Finance and ensure that employees get paid, get their benefits, and are in compliance with a myriad of rules. This role is crucial whether you have internally or outsource it.

However, few companies have a “Strategic” Human Resources person who sits in the “C” Suite. This person needs to ensure that the organization’s resources are aligned with its strategy. As the organization moves through its 13-Week plans and 3HAG, they know when additional talent is going to be needed. Hence, they are ahead of the curve, ensure that the requisite talent is hired, assimilated into the culture, and onboarded in time for their needs.

Backfilling as fast as you can when in growth mode is difficult, as everyone in the company is too stretched thin. New employee hiring decisions are often made with the thought process, “Let’s just hire someone to fill this need; if it doesn’t work out, we can get someone else.” Such a process is time-wasting and very expensive. Also, new employees are thrown into the tumult without proper onboarding, an understanding of what is expected, and an understanding of the culture. They’re thrown in because the organization needs bodies, and this can all be done later. Still, it never is, and the good employees leave.

Talent folder

Everyone on the Leadership Team must have a Talent folder. It should contain the names of anyone they have met that they believe would be a great addition to the team. They need to follow these people on LinkedIn and make sure they know where they are, what they are doing, and most importantly, keep in touch. When a position in the organization opens up, that member of the leadership team can reach out to them to see if they would be interested in joining the company. The leadership team should review their collective talent folders in each quarterly meeting. They look at the next 13-Week Sprint and the resource limitations they face, either through insufficient resources or talent.

Ask Employees for Referrals

All industries are incestuous; everyone knows people in the industry in similar roles because they all attend the same conferences, often previously worked for the same companies, or did some training together. It must be part of your culture to get your employees to nominate great people they meet as potential hires. By emphasizing behaviors and culture, your employees will know what types of people would fit. There is no better recruiting tool than a very happy and excited employee working to attract you to their firm. These people should be vetted and added to someone’s Talent Folder. If an employee nomination is hired, reward your employee. However, it is best if they are not involved in the hiring process beyond the nomination, and the nominees have to remain for a period of time.

Ask Customers and Suppliers for Talent

Your customers and suppliers know you, your company, your vision, and your culture. Ask them for people that they think would be a good fit. Especially if there is a position that you want to fill, and they know more specifically what you are looking for. If they like working with you and believe in what you stand for, they are far more likely to refer someone to you than if the opposite is true. However, this requires a great relationship with your customers and supplies. You don’t just want to ask when you need someone, but you need to make it reciprocal as well.

Check your reputation on GlassDoor

It might be easy to dismiss negative statements from unhappy employees; however, like client reviews, statements on GlassDoor matter. All prospective employees now look at GlassDoor to see how you rank and what people say about you. If there are negative statements that make the organization look bad, you can expect many “A” players to wonder if it is worth applying for your position or moving on to an organization with a better reputation. You can expect questions from GlassDoor statements to be raised in interviews, at least from “A” players. Thus, it is in your interest to ensure that you work to maintain a good profile like you would from your clients.

Have Employee Testimonials on Your Website

Most organizations have a link on their website about job openings or career inquiries. However, few have employee testimonials that reinforce the company’s culture, commitment to its employees, and great stories of how it has helped its employees achieve their goals. These testimonials can do more to recruit people who are aligned with the organization than some CEO/owner statement as it shows how the organization is “Walking the Talk.”

Good luck developing your flywheel and attracting the talent you need. If you need help, reach out, we are here to help our clients succeed.

 

Copyright © 2021, Marc A. Borrelli

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Companies are looking to hire! According to Vistage research, “The most notable finding from the December survey is that more than two thirds (67%) of small businesses reported plans to increase their workforce in the year ahead, up significantly from 55% in November. These expansion plans among small businesses are the highest since February of 2018.”

At the moment, from what I hear, finding the “right” people is hard. That is because of COVID. People will not:

  • Leave current employment. With COVID, employees are staying put for the moment as the risk of moving is too significant. Everyone is aware of a “last in, first out” bias, so no one is ready to take the risk until things improve.
  • Move. With COVID, employees are unlikely to take jobs in new cities. That is not to say people aren’t moving; they are, but usually back to where they came from, with support systems there. Baby boomers are moving to some excellent early retirement locations. However, average employees are unlikely to move for a job as there is too much risk involved in incurring up and moving expenses when the job is uncertain, and they may have no support structure.
  • Take large risks. There is enough risk right now from COVID, and the economic uncertainty that most people will not take on more for a situation that they feel is very risky.

Current expectations are that we may hit COVID herd immunity in July, with the recovery starting in May or June. If that is the case, businesses will benefit from the pent-up demand that COVID has caused. Thus, we can expect employees to adjust their risk profile and start job hunting and moving just as companies increase their employment demands from Q2 onwards.

What are the employees looking for?

Purpose. For many, COVID has brought home their mortality and causing them to ask if what they do matters. Thus, if the company has no core purpose or “Why?”, or the core purpose doesn’t align with the employees’ purpose, the employees will move to those companies where the core purpose aligns.

Empathy. Many people will feel that their employers/bosses didn’t treat them well during COVID or showed insufficient compassion. They may have had to work through challenging homeschooling or ill parents/spouse with their employer making little allowance.

Living Core Values. Many companies have claimed to have Core Values, but when they are just words on a wall. During COVID, many organizations’ behavior has shown employees that their Core Values are just words and not beliefs, and not living your core values will drive employees and prospects away.

Opportunity. Since we are all mortal and life is fleeting, not only do employees want to work where they believe in what they are doing, but they want to realize their potential. Employers that show no interest in an employee’s career development and personal requirements will find those employees departing.

Character. As a result, employees will look for those companies who have always stated their Core Purpose and Values rather than those who have suddenly “found religion” and hoping that their new statements will make a difference like a fresh coat of paint.

McKinsey research showed that of employees:

  • 82% believed it was important for the company to have a purpose;
  • 72% thought that purpose should have more weight than profit;
  • 62% believed that the company should have a purpose statement; and
  • 42% said that their organizations’ purpose statements drove impact.

So, where does your organization fall? If you don’t have a purpose statement that is driving impact, how will you fare in the looming talent crisis? As I have often said, “How you behave during this crisis will define you for a decade or more.”

Here are some questions to ponder.

  • Do you have a clear purpose?
  • Can you say in one sentence what your organization is passionate about?
  • Why does the organization exist?
  • What are your Core Values, and can you point to those that live them and where they are part of your folklore?

If you can’t answer these, then the Talent Crunch is going to hurt! People will leave for places where they feel their purposes align and people live with similar Core Values. As the economy recovers and demand picks up, most companies will need more people to meet the challenges. If you don’t have enough and cannot hire the type you need, you will be in trouble.

If you don’t have a Core Purpose or Core Values, then you are attracting three basic types of employees:

  1. Walking dead. Can’t get a job anywhere else
  2. In Transition. They need a job, so they will work for you until something better comes along.
  3. Don’t care about a Why. These people do have a Why, but it is usually money and nothing else. At any time they feel they are not getting enough, they are gone. Real mercenaries and not good if you ever expect to hit a rough patch in the future.

If you don’t understand your Why, Simon Senik’s video below will put it better than I ever could.

Remember, a Core Purpose is a deep reflection on your corporate identity—what you really stand for—which may well lead to material changes in your strategy and even your governance. If you don’t have a Core Purpose and Core Values but will start defining them now, I would offer some suggestions.

  1. Get a coach or facilitator to help. Discussions over this can easily get bogged down. Many times, everyone will look to the business owner for guidance, which may be okay. But if the business owner comes up with a bad Why, e.g., profit, will anyone challenge?

2. Don’t make profit your Why, for some of these reasons:

  • No one cares but shareholders, and generally, they are not the ones operating the business.
  • Your customers and suppliers are not impressed that “making a profit” is your Why, as that implies you will take advantage of them.
  • If profit is your why then everyone’s only interest is making money. Thus, anything that will make money is okay. When the company hits trouble, no one will stay and help; they are only there for the money.
  1. Remember Jim Collins’ statement about Core Values, “you are willing to lose money than breach your core values.” So, once you determine, make sure your leadership team and most of your employees can live them. If not, they need to go, as they are not “the right people.”

If you have an excellent Core Purpose and held Core Values, put them on your website, in your recruiting materials, and make sure you live your core values. You will be able to attract some great talent in the times ahead.

 

Copyright (c) 2021 Marc A. Borrelli

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Do You REALLY Know Your Business Model?

Do You REALLY Know Your Business Model?

Bringing clarity to your organization is a common theme on The Disruption! blog. Defining your business model is a worthwhile exercise for any leadership team. But how do you even begin to bring clarity into your operations? If you’re looking for a place to start, Josh Kaufman’s “Five Parts of Every Business” offers an excellent framework. Kaufman defines five parts of every business model that all flow into the next, breaking it down into Value Creation, Marketing, Sales, Value Delivery, and Finance.

CEO, Try Thy Hiring System

CEO, Try Thy Hiring System

Over lunch this week with an ex-colleague, she described the trials and tribulations of her job search. Her frustration was not that she was looking. Rather, she had received a verbal offer from the company but was now dealing with the HR Manager who was playing “bad cop,” contradicting her boss-to-be and backtracking on items that had been agreed upon.

This discussion brought to mind the many horrible hiring experiences I had been through in my career.

Many companies forget that hiring is like going on dates, because you will be married at the end. When we are in the dating world (for those of you who remember), it is an exciting and frustrating time. We are looking for someone who excites us; we wish to excite, be compatible with, and believe together can be more significant than just two individuals. It is the same in the job search. We are looking for organizations that excite us, whose mission motivates us, whose employees impress us, and where we can add value.

In many organizations, those hiring and those in the HR (Human Remains) Department forget this. They don’t realize that perception is reality. Their behavior kills the “dating” process, drives away the “A” candidates, and destroys a successful long-term relationship with those who stay. Things that kill the dating or long-term relationship are:

  • Not treating the applicant with Respect.
  • Not keeping appointments or to the schedule.
  • Bad communication.
  • The offer differs from what you were told.
  • Probation periods.
  • The First Day

One of the common refrains I hear from CEOs is that they struggle to find good people to hire. As I thought of the hiring process trials, I wonder how many good people have driven away because of the process. Given the cost of bad hires and the entire hiring process, how much is wasted because the hiring and onboarding process is so damaging? Remember, Every system is perfectly designed to get the results it gets.” So what is your organization’s hiring system designed to do?

 

Respect!

Like Aretha Franklin, everyone wants Respect! From my job searching experience, at some point, the applicant is called in for a day of “interviews” where the applicant gets interviewed by four or more people that they will be working with, including their prospective boss. Usually, this day is where the lack of Respect starts.

Some who are doing interviewing feel put upon to interview candidates and come across as either superior or just jerks. During one interview I had, the World Series was on, and the person supposedly interviewing me was watching the game from a small TV that only he could see. As a result, he never heard my answers to his questions, there were long pauses in the discussion while the game absorbed him, and the interview ended early at my suggestion. I declined a second round.  

Now I realize that people have things come up, and some crises have to be dealt with; however, Respect is still required. One company that I interviewed with canceled three separate interviews while I was sitting in the lobby waiting for the interview with the CEO. When on the fourth attempt, I finally did meet the CEO, he was abrupt. He didn’t acknowledge the canceled meetings and the imposition on me. Now, most will say, you are an applicant; why should he. But you never know where the applicant will end up, and one day they might be a customer. In this instance, while I didn’t get a job at the company, its reputation was tarnished in my mind forever, and where I could, I avoided doing business with them. The fact the CEO treated people like that meant to me that they treated everyone like that, and that was not the type of organization with which I wanted a relationship.

 

Keeping your promises

Once you have been through a few job search rodeos, you know to ask, “What is your process?” Applicants want to know how many interviews they can expect, how long the process should take, where the decision points are, and for “A” players – how they manage competing offers to ensure they get the best one. Unfortunately, many companies forget that their answers create expectations that can drive excellent applicants away or kill any long-term relationship if not met.

My lunch companion complaining that the HR person she was dealing with had failed to make any of the appointments they scheduled, without explanation or reason, but had called out of the blue at other times. This behavior creates the impression that the hiring company is chaotic at best and cannot be trusted worse, so the applicant is likely to question where they are being misled.

Once, interviewing for a VP of International M&A position with a Fortune 100 company, my prospective boss laid out how he saw the department going forward. We spend time discussing my role in creating his vision and the challenges he wanted me to tackle once I started, which he emphasized he wanted as soon as possible. However, he noted that I needed to have interviews with the head of legal and HR before they would send me an offer. Those interviews did occur, and at the end of the interview with the head of HR, she informed me that I would hear back within a week. Three months later, I received a call from someone in HR whom I never met or heard of, offering me a Manager’s role in a different department, which I respectfully declined. I already had another job by then, but again I had lost all Respect for that organization. Interestingly enough, in the 18 years since then, its market capitalization has fallen by 67%.

 

Bad Communication

Once upon a time, after a day of interviews, I received an email from the company addressed to someone else telling me that they were not interested in pursuing the discussions any further. I replied, thanking them but asking if the email was meant for the other person and sent to me by mistake or meant for me, but they had typed in the wrong name. The response was, “Both.” Such errors don’t impress people.

However, as is my MO, I reached out to the senior HR executive that I had met during my day of interviews, asking for feedback on why I had not progressed through their process. He responded with shock to say that I was still in the process and wanted me to come the next week to see the CEO.

After this great start, one has to once more question the organization.

 

The Offer Differs from What You Were Told

Often in the process, your potential boss will tell you that some conditions you ask for are acceptable, e.g., start date, vacation, options, etc., only later to be contradicted by HR. HR informs you that this is the firm’s policy, and it is non-negotiable. Managing situations like this are difficult and cause more mistrust because sometimes your potential boss cannot deliver what they promised. As a result, you question their power within the organization, or worse, it creates further doubt about the organization’s core values and ability. In such situations, you begin to wonder if you are dealing with the Job Enthusiasm Killer Department and soon to be working in some Kafka nightmare.

 

Probation

I know many firms like a probation period to determine if the employee is a good fit; however, remember most employees start a new job full of excitement about what they will achieve at their new company. It is like getting married, and they are waiting at the altar for this wonderful new life when the other party says, “Yes, you are committing to the marriage, and it’s our vows, but me, I am not committing for a few months or so until I am sure.” In such cases, by the time the probation period has passed, the employee has lost their enthusiasm, they are now looking for their next gig, and the company is wondering why they can’t keep good people.

If you have a probation period, inform the applicant upfront, so this doesn’t surprise them. Not only that, but if you do, go all-in with commitment. The more the organization holds back, the less likely there will be a long term relationship.

I once joined an organization, and there was no mention of probation during the hiring process. However, as I logged into my computer on my first day, I could not access the network. I was informed that during probation, they kept you off the system. Thus, any files I needed had to be copied onto a disk (Yes, a bygone era) and brought to me, or I had to give them to whoever needed them on a disk. This event was the first I had heard about any probation, and the message was welcome to the team, you second-class citizen. Nonproductive and soul-destroying!

At the end of the first week, my boss asked me to go to Japan, Taiwan, Hong Kong, and Thailand on a Business Development trip. When I asked when I could expect my business cards, I was told that new hires could not get business cards until they had finished their probation. Since I now knew I was on some form of probation, I tried to explain to HR that in Asia, business cards are essential; however, the person would not yield. As a result, I traveled with some I printed up myself, which looked like it and I am sure did lots to promote the organization’s standing in the Far East. Once more, perception is reality, and I am sure the HR person was “following orders” given by someone who had never traveled internationally.

 

The First Day

Data shows that over 50 percent of new employees regret the decision on their first day, and after three weeks, it is closer to 70 percent. Suppose you accept Richard Branson’s view that happy employees make happy customers. In that case, you will realize that if your organization is one where 50 percent of your new employees regret their decision to join you the first day, you have a huge uphill task to build customer satisfaction.

I have been among the 50% because the first day was so demoralizing. As I have said above, you arrive at the new job full of excitement only to be sent to HR hell to fill out a massive pile of forms. Surely these could have been sent beforehand, and you could bring them completed. There is nothing in them that I have ever seen that is so sacred it could not be shared outside the organization.

After this beautiful ritual, you are shown to your desk, whether in an office or cubicle. For some reason unknown to me, in every new job I have had, my boss has not been there my first day to meet with me and show me what I need to tackle. As a result, you arrive to a note saying, “Welcome and make yourself comfortable.” They may have scheduled some meetings for you with other people, but it usually mentions a name and not who they are and how you will be working with them.

A colleague once told me that she went to the stationery cupboard on her first day to get some supplies, only to be berated by a PA who informed her that her department could not access that cupboard. Again, thanks, great to be on the team.

If you are lucky, some of your workers may invite you to lunch on your first day. Indeed this is the least that they could do to make you feel welcome. So, after a wasted day trying to figure out what the unwritten rules are, where the political minefields lie, and whom you can trust, you head home wondering, “What the hell have I done?”

As I have asked before, is your onboarding process more akin to waterboarding?

I love Cameron Herold’s attitude of having a new employee party their first day to welcome them to the organization. However, when they leave, there is no going away party because you will no longer add any value to the organization. Furthermore, that night they ask for your bucket list and commit to helping you achieve an item on it during your first year. Now that is a welcome and one which makes you want to die on the hill for that company.

 

What to do?

A CEO friend of mine once told me that he used to call the CEOs of companies that his sales team had targeted. The purpose was to find out how the sales process was going and if his organization was responsive to the potential clients’ needs. He found this process made his sales team far more responsive to potential clients, honest with their targets, and he learned what worked and didn’t in the process.

If you are struggling to find good people, question if your system delivers the results it is designed to provide. Review your hiring process to figure out what is going on. I would suggest sometimes doing surveys with applicants to find out how they found the experience of applying for jobs with your companies and new hires. Remember back to when you started your career with excitement, what tied you to a boss or company, and what drove you away. Make sure your organization is doing the former and not the latter.

 

(c) Copyright 2020, Marc A. Borrelli

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Last week was the Vice Presidential debate, and I didn’t watch it. Honestly, I am on a diet, forbidding alcohol, so it was not an option. However, looking at Social Media, my understanding of the debate’s outcome was:

  • It was a traditional debate; both sides avoided questions, had their talking points, and remained calm.
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  • Senator Kamala Harris made all sorts of unpleasant faces and was a “b****.”
  • Vice President Mike Pence talked over Kamela and the female moderator, demonstrating male sexism.

As I didn’t watch it, I have no idea who won; however, many women saw Vice President Pence’s interruptions of Senator Harris sexist norms. Simultaneously, various news outlets reported that Vice President Pence did a great job among many of the President’s supporters. This data ties in with a fascinating paper just released, “Status threat, not economic hardship, explains the 2016 presidential vote,” by Diana C. Mutz, at the University of Pennsylvania. According to Professor Mutz, “Candidate preferences in 2016 reflected increasing anxiety among high-status groups rather than complaints about past treatment among low-status groups.” Thus white males continue to be threatened by other groups diminishing their privilege and claiming to suffer discrimination. 

To those who are up in arms so far claiming there is no sexism in the U.S., I would recommend looking at the “Am I the Asshole?” forum on Reddit. The AITA forum provides a thorough look at gender inequality and the degree of sexism in our society. Once you have read this, reflect on what it means for your wife, daughter, and mother. We need to face it and remove it. Adopting the Administration’s stance with its executive order’s stated goal is “to combat offensive, and anti-American race and sex stereotyping and scapegoating,” is just doing more damage and denying reality.

However, being sexist in business and creating an unwelcoming environment for women will not attract more women into the business world. As I discussed in a prior blog post, we need them in business, and we need women more at higher levels of the organization. The data shows that:

  • Companies with female CFOs improved their earnings;
  • Companies with female CIOs improved their investment returns; and 
  • Companies with women on their boards performed better.

Furthermore, some claim that countries with women leaders have performed better during COVID, but there is more to that discussion. While this may be a correlation and not causality, it is worth noting. Women also are better at today’s’ leadership requirements, e.g., working in groups and showing empathy. As I said last week, most of our graduates from undergraduate, law, and medical schools are women; to drive them away is just putting us at a global disadvantage.

So, given the above, having more high performing women should put you at a competitive advantage. It is time for what I call the “Moneyball” approach. There is a market of high performing employees who are not valued as highly by your competition. The key is to provide an attractive work environment for them, design compensation to meet their needs, e.g., flexible time, and seek out to recruit them. Building an organization that attracts and retains high performing women at all levels will also attract other women and will provide you with a competitive advantage. We all need one of those in these times.

Copyright (c) 2020, Marc A. Borrelli

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