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You look like a total A#% !!

Sometimes we just have to call it as we see it. Yes, that is the responsibility of a good manager. A huge part of leadership and coaching is providing candid feedback to our employees and by candid, I mean hard, border line harsh, feedback.  You see, sometimes people just don’t get the message and you have you have to hit them right in the face with the cold hard truth (metaphorically speaking of course).

DonkeyI coach my operations partners on having these difficult conversations whereby I get them to focus on the impact of the employee’s (poor) behaviour instead of the behaviour itself. Meaning, if someone is constantly late for work, instead of accusing or identifying tardiness as the issue, focus on the impact their behaviour has on others: i.e. it creates more work, meetings need to be rescheduled or started over due to the disruption, etc. Whatever the impact is to you and your team, you need to have the employee understand that. In an overly simplistic way, it is, “When you do THAT, THIS is the result.”

Often the issues we deal with are far more impactful than tardiness or dress code violations (shudder). This is especially true when the issue majorly impacts multiple co-workers and/or clients directly. I have had managers use the approach that I outlined above and despite their best efforts, the message just doesn’t sink in with the employee. Sometimes the employee simply doesn’t care, perhaps the manager is too nice in their delivery or the employee could be a total sociopath or narcissist and is oblivious to their impact on others. That is when it is time to pull out the big guns.

For example, let’s say we have an employee named “Brad.” Brad has been coached many times by his manager on his abrupt and abrasive communication style with his peers, manager and with customers. Here is the thing, Brad is a bright guy. He is pretty switched on and has a lot of good ideas on how to solve problems. However, Brad would prefer to point out other people’s flaws in their ideas and thinking as opposed to actually providing solutions. Brad also likes to get on his proverbial soapbox and preach to others about all the things they have done wrong and how he can’t support this or that. Brad also likes to lecture in emails and express his displeasure with organizational decisions this way. In short, Brad has become a major pain in the ass to deal with.

Brad’s manager has tried coaching him nicely but Brad doesn’t get it. So Brad’s manager needs to get a bit medieval with him. Oh and by the way, to further compound the issue, Brad himself is a manager so we now have a major problem to deal with. So here is how the conversation goes:

  • Brad’s Manager: “Brad, I wanted to speak to you about something very important and critical to you success. As you may remember, we have had many conversations about your tone, communication style and professionalism with your emails and verbal communication.”
  • Brad: “uh, ok, sure, I guess.”
  • Brad’s Manager: “Brad, let me be very clear as we move forward. When you disregard my coaching and feedback, as well as my advice and examples on how to properly and effectively communicate, it makes me feel as though you do not want to be part of this team. I need players on this team that want to win with me. In order to do so, I need you to accept my coaching and feedback. I don’t mind if you have a concern about something or feel the need to express a contrary opinion; however, you do that behind closed doors with me – not in emails, not verbally in front of staff, your peers or customers.”
  • Brad: “well, that isn’t really want I am trying to do. It is just that others aren’t listening to me and I am getting frustrated because they just don’t get it.”
  • Brad’s Manager: “Brad, I understand that that is how you feel; however, the bottom line is that when you act this way, you come across like a total ass. Your behaviour is comparable to that of a spoiled child. When you don’t get your way, you take your toys and go home. Your peers and staff have lost respect for you and you need to earn that back. The 1st step in doing so is to stop acting like an ass and accept my feedback. Can you commit to doing that?”
  • Brad: “Uh, um, er, well, gee, uh, I didn’t mean to, well, that is pretty harsh, I didn’t want to, uh, um, er…..yes.”
  • Brad’s Manager: “Thanks Brad, I am looking forward to seeing an immediate improvement.”

Perhaps not all conversations go quite that way, but for the most part, that is an effective way to have that conversation. The manager did several impactful things there:

  1. They identified the problem and referred to previous conversations about the issue (in other words, not the first time the employee has been spoken to)
  2. They referred to specific examples and not nebulous comments
  3. They identified the impact to the company, Brad, his team, customers and staff
  4. The (limited) use of swearing was impactful. It wasn’t something normally done but it made a powerful point
  5. The manager was clear about what would happen if the behaviour didn’t change
  6. The manager asked for a firm commit for immediate and sustained change

It isn’t an overly difficult or prescriptive formula; however, it works. Call out the behaviour; don’t be afraid to tell the employee their behaviour is making them look like an ass. Believe me, they will hear you. You need to help them understand that they are damaging their own personal brand, reputation and are losing respect (from others) by doing what they are doing. It is a path of self-destruction they are going down – you need to help them see that and that as their manager, it is your responsibility to identify and communicate this problem to them. As always, I welcome your comments and feedback.

Image courtesyof Evgeni Dinev/FreedDigitalPhotos.net

Working around the problem

While I blog a lot about management and leadership, I certainly don’t want to give anyone the impression that I am some sort of infallible person. A lot of my posts are based on personal experience – whether it be something I was directly or indirectly involved with or observed, or perhaps even based on mistakes and lessons learned by myself! A lot of what I share on The Armchair HR Manager is done with the hope that others can learn from the mistakes that either myself or others have made so that we can all become better managers and hopefully better leaders based on lessons learned.

Business ManAs I have already mentioned, I am by no means perfect; however, there are some basic tenants of management that I see “violated” on a regular basis that absolutely drive me crazy. A big “no no” in the management world is trying to work around a problem instead of going to the person (direct report) themselves and identifying the issue. I have seen and heard far too many instances of managers and so called “leaders” taking these indirect, back door paths to resolve issues. What ends up happening is that they end up involving far too many other people in the problem that shouldn’t be involved in the first place.

This type of approach (working around the problem) does several (negative) things:

  1. It erodes at the core of any performance system and culture you have in place. By constantly working around problems, no one is ever accountable for anything.
  2. It creates a culture fueled by rumours, gossip, innuendo and fear-mongering. People hear that their boss has an issue with them…but they hear about it 2nd and 3rd hand and start making plans for their “defense.”
  3. It puts peers in very awkward situations – they know about a problem with their peer before their peer does and they are now being asked to provide a solution (work around) to things. It could be perceived, once everything comes out, (and believe me it will) that they too were part of the problem in working around the other employee.
  4. It completely breaks down any type of trust in the manager/employee relationship. Here is the real problem with this one – people want to work for managers they can trust. It is THE most important part of the relationship. If they don’t trust their manager, they will eventually leave…simple as that.

So as a manager, if you want to be a real leader, stop working around the problem and the people. If there is performance or conduct issue, discuss it with your employee directly. You need to clearly identify the behaviours or performance outcomes that are the issue. Identify how they are negatively impacting performance (whether that of the employee or the company) and also show the impact on peers, organizational culture, etc. Link it all up and clearly communicate the desired change you are looking for.

These conversations aren’t comfortable and no one looks forward to having them; however, they are integral part of being a decent manager. You owe it to yourself, your team and your company to NOT work around problems and people. By not doing this, you are establishing a culture of performance and accountability. Truth be told, you may be surprised by your employee’s reaction when you actually communicate the issue to them directly. They may be far more receptive than you think. At the very least, other members of your team will respect you more and view as more of a leader than just their manager.

At its core, this is about managerial COURAGE. I am sorry if you don’t like conflict and don’t have the courage to talk to someone about these types of issues face to face. At the end of the day, you are getting paid to be a manager and this is a BIG part of being a manager so you need to suck it up and forge ahead. If you don’t have the courage (and that is okay) it is probably time to start to think about moving back to an individual contributor role. As always, I welcome your comments and feedback.

Image courtesy of David Castillo Dominici/FreeDigitalPhotos.net

The Communication Foundation

The most popular post of all time here on The Armchair HR Manager is my one on “The Art of the Skip Level Meeting.” It is by far and away, the most read and shared post I have ever written. It is so far in front of #2 and #3 it isn’t even funny. I have always wondered why this was, so in order to find out, I decided to engage a bit more with some of my readership that have commented and emailed me in the past. Bottom, line it doesn’t matter whether you work in HR or not, or for a public or private company or for a small local firm or a global conglomerate, communication is an issue EVERYWHERE.

At the end of the day, skip level meetings are needed based on the need for more communication. It isn’t always negative, as skip levels are used to enhance communication, build trust and align staff. All of which brings me to my point of this post. As leaders, we always need to be looking for ways to build upon the communication foundation. Like building a good house, your management practice needs to be built on a solid foundation of communication. In my career, I have always tried to make note of leaders that I have seen exhibiting behaviours that contribute towards establishing proactive communication channels. As such, I wanted to share an example of that with you.

FoundationOne of the best examples of this came from an operations manager I worked with many years ago at a call centre. When Greg (not his real name of course) first started working with us, I thought he was a bit unconventional to say the least – in terms of things he did, said and how he approached employee relations issues. I made it a point to observe his behaviours a bit more before I formulated a real opinion of him. One of the quirkiest things I observed from him (or it seemed quirky at the time) was that during the late afternoons on many days he would appear to be aimlessly walking around the call centre floor drinking coffee. This increased exponentially on Fridays, where it seemed pretty much any time after 1pm, he would spend the better part of 4-5 hours walking around the call centre floor, drinking coffee and sitting down with his feet up and engaging in casual chat with call centre reps. I thought, “Man, this has got to be the laziest call centre manager I have ever seen…what a slacker!”

Perhaps the younger me would have actually said that to him or his boss; however, the (slightly) wiser me decided to dig a bit deeper. I took a look at his teams stats’ – handle time, first call resolution, absenteeism and attrition. They were by far and away some of the best in our entire centre. By now my curiosity had peaked. I started to make it a point to have to “see” Greg about things on Friday afternoons. Sometimes I needed to “discuss” an employee’s attendance, or talk about a particular committee, or something. I tried doing this as he was walking around the floor to see if I could get to the bottom of what was going on.

After a few Friday’s of this, I wasn’t all that much ahead in my detective work, other than to realize that employees tended to approach Greg a lot to talk to him – sometimes about very casual things, but sometimes about work. As the Friday’s went by and I spent more time walking with Greg (checking up on him I guess) more and more of our hundreds of employees got to know me better as well. As weeks went by, I would find myself engaging in similar (sometimes casual) conversations with these reps.

It finally hit me; Greg was a freaking genius! (Apparently I am not). This guy was investing time in building trust and establishing relationships and fostering communication. He was laying the foundation. I started to hang out in his cube/office more to come to find out that his staff came to him on a regular basis. He knew EVERYTHING that was going on with his teams. He knew what they were happy about, mad about, why people were missing time, what the key client issues were, etc. and he didn’t even have to ASK. His people told him everything because he had laid down a foundation built on communication. He was visible to his staff, so when he came to talk to them about things (at first) it was always casual and not about work, and he became seen as being non-threatening. Greg became my model for how to build the proper managerial communication foundation.

In case you are wondering, no, Greg wasn’t a perfect manager (who is?) He overvalued the wrong competencies and characteristics in some people. He was stubborn to a fault about many of his “convictions” when it came to work. But darn it, that guy could build trust and rapport with staff and he could communicate. And you know what, sometimes you just can’t teach that stuff. So now Greg is my “go to” story for managers, especially newer ones, on how they should be building the foundation of communication. I also encourage managers to take advantage of “casual” Fridays, not so much in terms of dress code, but in how you interact with your staff on Friday’s, or any other day of the week that ends with the letter “Y”. As always, I welcome your comments and feedback.

Image courtesy of scottchan/FreeDigitalPhotos.net

“I’m Bringing Respect Back”

If you didn’t pick up on it initially, sing that title to the tune of Justin Timberlake’s “Sexy Back.” Now it is pretty cool isn’t it? Seriously though, when did a lack of respect for people leave our workplaces? Jay Kuhns wrote a great post on Monday that really struck a chord with me. Here is the link to it, but his point was simple. That is, he was trying to show how disconnected many of us are from our hiring and onboarding processes vs. reality. He further went on to make the point about how when we ask candidates for their feedback on how their hiring and onboarding went, we don’t really seem to listen to them.

Respect Sign PostTo me, and I think Jay was trying to make this point, was that it comes down to a matter of respect. Think of the front end (recruiting) side of things first and all the touch points we have with candidates. How many of us and/or our organizations are guilty, somewhere along the line, of doing at least one of these things to candidates:

  1. Interviewing a candidate and then never following up with them again (either way)
  2. Interviewing a candidate but sending them an email “regrets” note
  3. Experiencing delays in coordinating next step interviews but not keeping the candidate informed of the reason for the delays
  4. Not clearly spelling out the required pre-hire steps with the candidate and/or introducing surprise new steps without an explanation as to why. (i.e. 3rd, 4th, 5th interviews)
  5. Telling a candidate that you will follow up with them (perhaps with a decision) by a specific date and then you don’t follow up with them (for whatever reason).
  6. Offering a candidate a job 4 weeks after they last heard from you (similar to #3) and expecting them to still be available
  7. Inflexibility and refusing to accommodate/respect a candidate’s time when interviewing with you. i.e. “I have one time slot left for you to meet with the manager.”

The bottom line is that none of these things show respect towards a candidate and for them as a person. It gives the impression that you are doing them a favour by interviewing them and/or even considering them for your company. Similarly, I have seen equally deplorable behaviours on the onboarding side of things that show a similar lack of respect:

  1. Manager(s) not prepared for a new hires arrival
  2. Organizations inundating new hires with forms, policies and manuals to read on their first few days instead of taking the time to actually develop an onboarding plan that would integrate a new hire into the current team and culture. Nothing says “I don’t have time to deal with you” like throwing a manual at someone!
  3. Lack of computer and phone access on the 1st day
  4. The new hire is left to have lunch on their own on their first day.
  5. The manager checks in with their new employee only at the beginning of the day, most days, when they first start. Or better yet, the manager disappears for the day and the new hire is left trying to figure out where they went, if they should leave for the day, etc.

Unfortunately, this list could go on for a while. The bottom line is that we as HR Pros and all of us as leaders have to get better at this. We need to stop anything that we are doing on these lists. Let’s all vow to bring respect back to our workplaces. That starts with showing more respect for candidates and new hires. If we do that, we can start to bring respect back to all of our workplaces because we have made this part of our cultures and our brands. Now sing it with me, “I’m bringing respect back……” Come on, you know you want to. As always, I welcome your comments and feedback.

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

Not Everyone’s Opinion Matters

Last year I read a book (well, more than one, but this one was really good) that had a profound effect on my HR practice and how I advise my operational clients. I am a sucker for a good management/leadership/HR book (nerd alert, I know) as I am always looking for little nuggets to apply to my workplace. When you think about it, even if you pull one thing you can use out of a book, the $25 investment pays for itself.

Opinions quoteAnywho, the book I read that I absolutely loved was Reality Based Leadership by Cy Wakeman. I am not doing a book review on it because it would be a pretty short one. It would go something like this – “It was great, buy it and use the advice.” While the book itself was chock full of great workplace lessons, one of Cy’s points in particular really reverberated with me. To paraphrase a bit, Cy’s point was that organizations and their leaders lose their effectiveness by allowing everyone’s opinion on (key) matters to count.

Specifically, she was referring to leadership teams, managers and their departments trying to make real organizational progress, and as they try and move forward, these “leaders” continue to entertain the opinions of those who (can’t) add any value to the situation at hand. Organizational leaders, by allowing these non-value added opinions on every topic, impede progress and their overall leadership effectiveness. In the words of Wakeman, when referring to those that can’t/don’t add value, “their opinions are superfluous at best, counter-productive at worst.”

As my Jr. High school aged daughter would say, “Bam! What?” Those were my thoughts exactly after reading that line from Wakeman! What a powerful statement. When you think about, this happens ALL the freaking time in today’s workplace. We focus constantly on gaining widespread consensus in companies on every little matter. I am not sure if someone thinks this is how teams are built or they are afraid someone’s feelings are going to get hurt. Regardless, organizations allow people whose opinion can’t add any value continue to derail real progress. I have seen and heard of this with leadership teams throughout my career. Keep in mind the key word here is opinions (not real data or inputs).

What you typically see is that someone who has no experience, no expertise and often no real stake in a project or initiative allowed to weigh in on why something won’t work or needs to be different and they basically impede any progress with all of their objections. Organizations allow these individuals to be constantly placated thus, nothing happens – the organization stagnates, there is no progress and everyone gets frustrated and gives up. But hey, everyone got to share their opinion!

As a leader, I am trying to adopt a different approach in my HR practice and with the advice I give my operations partners. In fact, simply by sharing that quote with them has changed how they think and approach things in their own departments. Since I read Reality Based Leadership, I have adopted the mantra that not everyone’s opinion matters and it sure has helped me with my work progress!

I identify my key stakeholders, I engage them as appropriate and necessary, I communicate as much as possible and then I deliver a solution, project, etc. that addresses the problem or situation at hand. Basically, I focus on providing the 90% solution. Does it make everyone happy all the time? No. Am I perfect at it? Absolutely not! Could I improve and get better at recognizing when to do and not do this? You bet I can improve! However, does it mean I am able to move key HR initiatives ahead and satisfy the broad business needs of the organization I work for? I like to think it does. I have far fewer things die the death of a thousand cuts than I ever did before, once I realized that not everyone’s opinion matters.

hat I have learned is the key to success is to make sure I am providing a solution to a clearly defined problem and that I apply the right amount of rigor in identifying my stakeholders. After that, I move forward and refuse to allow a plethora of non-value added “opinions” to derail my projects, initiatives and operational solutions. I can tell you based on the feedback from my clients, someone is happy. Better yet, I advise my operational partners to utilize this same approach and they too have had similar success. We are all learning together and hopefully we are seeing a culture shift, one less opinion at a time.

As Wakeman advises, once you learn to use the response of, “that is good (information) to know” in response to the opinion’s that don’t matter, you will be that much farther ahead as a leader and hey, don’t we all want to be better leaders? As always, I welcome your comments and feedback.

Photo credit zazzle.ca

My Advice to New HR Grads

For most universities and colleges, spring graduation season has now come and gone. Hopefully many of the recent grads have been able to find work that is linked to their field of study. Over the past few months, I had the privilege of being able to speak with a few upcoming HR grads as they prepared to enter the workforce. A lot of them were experiencing a bit of angst about getting their first HR job and just as importantly, they wanted to know what they needed to “really” do to be a good HR “business partner.”

GraduateI probed a bit to find out what their understanding of the term is and was as anytime someone, especially a junior HR Pro, uses the words “business partner” the hair on the back of my neck stands up a bit. You see, I believe as a profession, HR people have been adding silly labels and heaping on ridiculous amounts of self-deprecation on our profession over the past 5+ years. You know what mean, people in HR always saying that, “everyone in HR needs to be strategic in their role.” “HR people all need to be sitting at the table.” (*groan*) and most importantly, everyone has to be an “HR Business Partner.” There are no more HR Generalists, HR Coordinators or HR Consultants (unless you are independent). We have got it drilled into our profession that you immediately have to be a “business partner” as in that is your title vs. something that you do as part of your role.

Depending on what and who you read, this definition of HR business partner has a variety of meanings. Some HR folks make it out to be the ultimate catch all HR role/title – but mostly it means you are playing some incredible strategic role in your company whereby you are developing revolutionary people strategies and programs that result in leading edge turnover and engagement scores. Simply put, if you aren’t a “business partner” than you ain’t much. I have previously blogged about this topic before so I won’t go on an additional rant; however, I think bloggers like Laurie Ruettimann (please check out her blog) provide a really good perspective on what it means to do good HR, which then means you are adding value. Simply put, be ethical, be transparent, make sure people get treated with respect, make sure they get paid fairly, represent your company honestly and understand the environment your company operates in so you can properly advise. (i.e. labour laws, human rights, etc.)

All of those things are the basic tenants of good HR. In other words, if you do that and your people are getting paid on time you are keeping the proverbial trains running on time and that is how you are adding value. Not everyone gets to be strategic and drive the vision for the company for the next 20 years. However, good HR work (like I mentioned) adds A LOT of value, more so because, for some reason, many in our profession overlook this work that they do as being valuable. So why do we feel the need to label ourselves as business partners? Has anyone heard of a “Marketing Business Partner?” An “I.T. Business Partner?” What about a “Finance Business Partner.” Believe it or not, if you Google those terms, those titles do exist, but not near to the extent of HR Business Partner. Additionally, these groups also don’t seem so fixated on the term and presenting themselves as such as compared to what HR is doing to itself.

Here is the thing, anyone that provides enabling support to their company has to be a business partner in some capacity. So new HR grads, here is the best (free) advice you are going to get:

  • Focus on doing the things I mentioned earlier in this post so that you can keep the trains running on time. If you do this, please take solace in the fact that you are doing GOOD HR WORK! We need people like you in all organizations that are focused on this.
  • Don’t get caught up in the labels that exist that current HR Pros have been creating and placing on their own kind. Don’t worry about the title and status of “business partner.” If ever in doubt, refer to the bullet number one.
  • If you want to add value and be seen as a true partner, than the first thing you do is to volunteer for a project in another department. Don’t worry if it isn’t “HR related” on its face. Ultimately, it is all HR related (that is a professional secret you must keep to yourself). Immerse yourself with another department. Help marketing out with an upcoming campaign. Volunteer to assist with their social media strategies. Lead and support Engineering’s technical briefing sessions.  Develop the change management plan for I.T. as they rollout a new operating system. It doesn’t matter, the best thing you can do for your new career is attach yourself to a non-HR project.

Bottom line, by simply stepping outside of the HR Dept. (and your comfort zone) and immersing yourself into the challenges and problems of another department, you will be adding value. You will gain the respect of your operations clients. You will, in fact, be a true business partner…just don’t call yourself that, let your operations clients call you that, if they feel so inclined. Remember, you are an HR Professional. Be proud of that and let’s all agree on one thing as HR Pros – that is, to stop making all of this so hard for our profession. As always I welcome your comments and feedback.

Image courtesy of digitalart/freedigitalphotos.net

I Want Them Now!

One of the biggest challenges that recruiters face is dealing with managers with unrealistic hiring expectations. Typically it has to deal with things like the hiring manager’s expectations that recruiting will find the “perfect” candidate, but more often than not the biggest challenge centres on how quickly the manager expects to have a candidate hired by you as the recruiter.

Temper TantrumThe irony of all this is that if you ask recruiters what their top challenges are with hiring managers, they will often cite manager (lack of) decision-making in their top three. Quite the dichotomy isn’t it? I have typically seen the first scenario as being more prevalent. That is, due to some combination of poor workforce planning, poor communication, lack of departmental integration, lack of foresight and vision, reactive management style or just overall poor planning, the common scenario we see is that of a hiring manager running to recruiting with a requisition demanding that they hire them four network security specialists “this week.” (You can insert whatever hard to find, specialized skillset you are required to hire for here!)

Sadly, I see and hear these horror stories all the time where managers think/demand that a qualified skilled professional position can be sourced and hired within a week. My advice to others, and my typical response to “requests” like these, is to take a deep breath and fight the urge to respond with why that is a completely insane request and can’t be done. I then fall back on the three legged stool of business which is: Of Fast, Cheap, & Good…you can have two of these things. So that is how I tackle things with a hiring manager who wants someone sourced and hired in a week. In other words, when I hear a request like, “I want them now,” I pull out the old three legged stool.

GoodFastCheap_Pick2In the cast of the example for this blog post, obviously the manager has already picked “Fast” – so if they want someone good, it isn’t going to be cheap. In other words, we will have to throw copious amounts of money at a candidate to get someone committed in that short a time period (perhaps a specialized subcontractor.) We will also need to spend a lot of additional resources to source, pre-screen, interview, test, reference check, etc. within a week. Staying with this theme of already having selected “Fast”, if they also want to minimize costs, (and won’t/can’t commit to the resources required to do this) then quite frankly, you just aren’t going to be able to provide them someone good.

Here is the thing, whether you are in recruiting and/or HR, the worst thing you can tell your business partners, from a credibility perspective, is “no” or why you “can’t” do something. It takes discipline to respond and think differently and respond with the mindset that you can do something and provide options. Likewise, there is no rule that says you have to respond with a “yes” and blindly try to meet the manager’s request – you aren’t in the military!

Provide your manager’s with options and leverage the three legged stool – it can be a very eye opening experience when they truly see what needs to “give” in order for them to “get” what they want. It has been my experience that most rational managers will understand that they can’t, in fact, have it all – that is, a fantastic candidate, hired quickly and at a cheap salary and/or without spending additional monies on the resources required to execute. Clearly spell out what it will take to meet the hiring manager’s demands and then ask them how they would like you to proceed with the campaign.

Here is the other important element to consider – you will also need to clearly identify with the manager what you need from them to make this “Fast” hire happen. That is, they will need to block out most of their own calendar that week for interviews and commit to making a hiring decision as soon as the interviews are done and a candidate is found (from the current pool). More often than not, the “Fast” element will change for you and perhaps you can, in fact, take some more time to hire someone and the request to have someone now will move out a bit.

Better yet, with some basic analytics and reporting, you can show the hiring manager the turnover rate and cost to replace staff that have been hired on short timelines/quick recruiting campaigns – I can pretty much bet the success rate of these campaigns is pretty low. Once the manager sees that they will be going through this same exercise again, or hiring staff, in a month due to the likelihood of attrition, they may change their thinking. Over time, the more you revert to this approach, the better and more reasonable expectations hiring managers will have of you as a recruiter. As always, I welcome your comments and feedback.

Photo courtesy of David Castillo Dominici/FreeDigitalPhotos.net


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