In every company, there comes a time when someone makes an offer to a candidate to come and work for them. What is interesting is the wide variety of advice in the marketplace that advises candidates on how to handle that critical negotiation.

Years ago I got my start in blogging by sharing career advice with job seekers looking for an edge in the hiring process. My peers constantly told people that for the strongest negotiating position, they should hold out as long as possible. In other words, it followed the old adage “the first one to speak in the negotiation loses.”

But that’s not necessarily true.

salary negotiationWhen I was recruiting, I wanted to find out from the candidate early on, whether through a job application question or through an informal conversation, what sort of salary range they were looking for. If it wasn’t offered, I would share the range of the opening early in the process. Was I showing my cards? Yes. But I was also attempting to conserve a valuable resource: time. Continue reading

I was talking with some HR professionals last week, and the conversation of transparency came up. What happens if managers care so much about their employees that they help or prepare them to leave the company to pursue the next step in their careers? Is that a good thing, because you’ve successfully grown someone to the level that they are prepared for that? Or is it a problem, since you’re turning over otherwise solid workers that could be contributing to your bottom line? To frame the discussion, I shared the story below that I received from Allied Talent in one of their marketing emails.

Recruiting, engaging, and retaining entrepreneurial employees depends in large part on a manager’s ability to discuss and facilitate career development. However, recruiters, managers, and executives are often poorly-equipped to lead these conversations. Toby Murdock, the founder and CEO of Boulder-based content marketing company Kapost, set out to fix that. His goal: to make his company the best place in Colorado to launch and accelerate a career in high tech… Thanks to a compelling employee value proposition around career transformation, Toby has successfully recruited entrepreneurial employees into the company who might have otherwise been out of reach.

Once at your company, those entrepreneurial employees require high-trust 1:1 conversations with their manager. A paradox of The Alliance is that, as a manager, acknowledging that an employee might move to another company someday is a display of honesty that’s necessary in career conversations. It’ll also help you truly understand your employee’s values and aspirations. Building trust through honesty, and having a better handle on what your employee really wants, are key ingredients to improving employee retention — lengthening job tenures.

So, as you can see, there are pros and cons to this decision. On one hand, you need managers that aren’t afraid of losing people. I have worked for managers in the past that were so concerned about keeping me that they didn’t actually have my best interests in mind, which ended up driving me away instead of making me feel appreciated. Continue reading

Wellness as an employee benefit has expanded in the last year or two to include more than just the physical aspect–it now wraps in financial, emotional, and other types of wellness as well. That’s a good thing, because 68% of workers rely on their workplace coverage for their families’ financial security, according to the Guardian Workplace Benefits Study

One topic that we don’t often think about, yet impacts our employees heavily, is personal finance.

According to this article from the Washington Post, approximately one-third of your employees are living paycheck-to-paycheck. In other words, without this week’s paycheck coming in, the employee and their family would be in an immediate financial crisis.

The first response for many leaders is, “Yeah, so what?” However, this can be an opportunity to impact the productivity and engagement of your staff, so there’s value in learning more about this issue.

Cost of Living Impacts

In retirement, Americans fear the rising cost of living. In fact, nearly half of Americans (47%) report being either “very concerned” (36%) or “terrified” (11%) that the rising cost of living will affect their retirement plans. This is according to a new study on Americans’ perceptions about inflation from Allianz Life. Furthermore, respondents claim they are either “very worried” (36%) or even “panicked” (11%) that they won’t be able to afford the lifestyle they want in retirement due to rising costs. Continue reading

Among all of the opportunities that HR leaders have, I believe that one of the most valuable is puncturing the CEO bubble by acting in a strategic advisor capacity. As I wrote some time ago, 76% of CEOs value their relationship with HR. This is because we exist outside the normal flow of business to some extent. This role as a trusted advisor is one that can, and should, be highly strategic.

HR’s History

Does this list sound familiar?

  • No
  • We can’t do that
  • That would be risky
  • What if we get sued
  • We’ve never done it that way
  • I don’t think that will work

hr ceo advisor strategicThat is my perception of HR as it has historically been carried out. For a wide variety of reasons, the HR population has become the “no” police, preventing virtually any opportunity for creativity and innovation.

Instead of focusing on excuses or reasons you can’t make something happen, keep searching for ways to do it. Look for opportunities, not limitations. There are already enough people in the world who are ready and willing to tell you how something can’t be accomplished. Let’s work on cultivating more people that look for ways you can be successful.

We often see opportunities as binary, yes/no decisions. As an example: we can either change to a new insurance provider or we can stop providing insurance to our employees and let them all die of horrible diseases before the week is over with.

The point is the person offering these options knows that offering one really great option and one really poor option is going to force the manager to choose. However, the good manager will turn it back on the employee with a response of “none of the above.”

If you want to do it right, here’s the game plan: instead of settling for two less-than-ideal options, ask for more. Push the person to give you three, four, or five options; ask for at least one more viable idea to level the playing field. Ask why they settled on offering just two. Don’t let them get away with trying to push their own agenda if there is a better option still available.

Again, this illustration is centered around asking your staff to do more than the bare minimum. Don’t let them assume something can’t be done. Don’t let them get away with listing reasons/excuses for why something isn’t possible. Ask them to go further and look at “how we can” options, even if they are a bit far-fetched. You never know when one of those ideas could fit perfectly.

If you want to be seen as a trusted advisor, a connector, and a positive force for change, this is how you do it. You don’t accomplish that by saying “No” to everything that is proposed. There are good options that don’t involve the sudden demise of your entire company–you just need to tune your risk meter and get better at predicting the future.

Remember: look for answers to how we can, not why we can’t.

CEO Influence in Action

In one of my previous roles, I reported directly to the CEO of the organization. This was a two-way street in terms of value. I received up-to-date information on business pursuits and opportunities on the horizon, and I was able to offer insights, input, and advice around how to approach those areas.

There were times that my advice was received, processed, and not followed. That is painful for some to cope with, but it’s the nature of the game. That’s why the other person is the CEO–they get to call the shots.

However, there were plenty of times that the advice was heeded, and the business and people benefited from it. At least I knew I had an open ear and could get my side of the story heard.

Another company I worked in was not quite so… positive. The CEO was unplugged from the organization emotionally and mentally. The entire staff knew it, and it didn’t exactly lead to a culture that I would be proud of. I was a layer removed from the CEO but my boss was not of the strategic mindset. We were seen as a group of HR paper-pushers with a rubber stamp ready for any idea or innovation to arise so we could put a big, fat “NO” on it. The company was eventually acquired and the entire staff laid off, and all of the talent problems that the leadership had been ignoring became someone else’s problem.

Taking Advantage of the Situation

One of the hardest things about the close nature of this relationship is the eventual requirement to compete with your own interests. There are times that you will have to put forth ideas and concepts that are counter to your own needs. Being able to distance yourself as an objective party and provide inputs without becoming entangled in the emotional red tape is difficult, but necessary.

This is also where you can forge some of the strongest bonds with your company’s leadership. If everything is going fine, nobody is surprised when you have your stuff together. But when things are hard and times are lean or challenges arise, that is when you have the best opportunity to demonstrate your competency and level-headed approach. When everyone else is flailing about, you have to be the rock that others can cling to. Not physically–that would be weird. But you get the picture.

Litmus Test for Your CEO’s HR Outlook

I have a quick test you can use to determine your CEO’s outlook on the value of HR. Does he/she see you as an administrative burden or a necessary evil, or are you seen as a value-added strategic partner that is indispensable?

This isn’t foolproof, but I have seen it play out many times and it is fairly accurate. Do a quick calculation for me: look at your ratio of employees to HR pros. This tells you how valuable your leaders think HR is. Consider these two examples:

  • A friend recently contacted me and we were discussing her company’s HR structure. They budget for one HR pro per thousand employees. She spends all day doing paperwork and has not planned for future growth needs in more than two years.
  • Another friend caught me up on her company’s strategy in the midst of explosive growth. The company had a ratio of 1:40. The firm is doing better than ever and the HR team is continuously implementing new programs and targeting strategic opportunities for improving talent acquisition, leadership development, and more.

There isn’t a hard number, but hopefully these examples give you a better idea of where you stand. HR can be strategic or tactical, but strategy is where the true business value comes in.

While Very Personal, the Relationship is also Strategic

Some of the ways I have seen this HR advisory relationship/role play out beyond simple business transactions:

  • Informal coach: In terms of feedback, HR takes on the role of informal executive coach to the CEO. They will provide input on things that might not be at the forefront of the CEO’s thoughts and help them to get their message across in a way that is “comfortable” for the parties involved.
  • “Safe” performance improvement feedback: In cases where critical feedback might be necessary, the HR person might have to provide “safe” performance feedback to the executive. In this context, “safe” means direct, private, and confidential. The advice is provided directly to the CEO, it’s in a private location, and the feedback is confidential and will not be repeated.
  • Personal touch: The one that I’ve seen more of is what my friend likes to call “the office spouse.” I liken it to my relationship with my wife in that when we go somewhere, I look at her helplessly and say, “Who is that guy’s wife again?” and “What did you say happened to their son?” She has those minor details all memorized. Same relationship at work: the CEO expects the HR professional to have the staff information on a personal level close at hand, among other things. In addition, HR acts as a representative of the staff. The CEO can also ask (this ties back in with the two points above) how staff will receive/comprehend an announcement about upcoming changes, whether good or bad.

Not Just Problems: Offer Solutions, Too

“I don’t like going to HR meetings. They are always about problems, not solutions.”

I heard that comment at a SHRM conference once, and it’s stuck with me ever since. There is nothing quite like having to sit in front of your CEO and tell them about some problem that is coming at you like a freight train. There are two parts to doing this the right way that will help diminish the perception above.

#1-Offer solutions, too

It may sound simple, but when you come to the meeting with a problem, bring two or more solutions with you as well. Don’t feel helpless or powerless. You are the person with the most in-depth information about the issue so far, and it’s your responsibility to take that information and turn it into a potential resolution.

That saying we explored above? It’s a saying that I always repeat whenever I’m faced with a tough decision:

Tell me how we can, not why we can’t.

#2-Be proactive

So you’re sitting there thinking, “Huh, he must be talking to someone else. I don’t have any big problems that I have to share with our leadership at this point.”

No, I’m talking to you, too! You just have a different action. It’s time to be proactive. Start looking for ways you can cut costs, streamline your functions, save time for managers, etc. Look for some solutions to age-old problems, not just new ones. Not sure where to start? Ask some of your managers what their biggest pain points are with regard to the HR or recruiting processes. Ask your senior leaders what their biggest concerns are at a corporate level. Then take that information and use it.

Want to know the fastest, easiest way to prove the value of the HR department? Solve a problem that plagues the management team. Yes, it seems simple, but it is often overlooked because HR tends to exist in its own little “bubble” and never takes the time to actually find out what the business needs are from the HR function.

Then take the time to communicate what you’ve found in the way of solutions to current problems.

Pretty soon your managers will be saying, “I am looking forward to the next HR meeting to see what they have come up with this time.” Then ask for a raise. You deserve it. :-)

What are your thoughts on this relationship? Is it valued at your company? What has been your experience? 

One of the challenges for HR pros is not necessarily gathering data. We’re pretty good at that, since we have access to recruiting, benefits, and a host of other business practices. The hardest thing many people have trouble with is actually in the delivery. How can I share this data so others understand? What can I do to get people to pay attention to this critical business area? Why doesn’t this data get the same treatment as that coming from finance or marketing?

Today I’m going to share a short video with you that is going to change how you share data internally. It involves you crafting a story around the information to make it compelling. In the video I talk about a friend who, years ago, was writing some of the greatest content I had ever seen. I asked him why he was not using some of the concepts to make it more Google-friendly so that other people could find the content, and he protested that he was not simply “writing for Google’s sake.” I asked if he thought his content was helping people, and he agreed that it was. So I simply told him that if he wanted to reach more people and help more people, he could add in some small tweaks to his work to help the search engines pick up his content and deliver even more people to his site. Ultimately he would be helping many more individuals that way.

This is the same concept. If you can wrap your data and information in a story, you are going to reach and help more people. Enough talk, here’s the video.

If this was helpful for you, I have two other posts in my HR data series:

Do you tell stories when it comes to sharing data or interacting with others? Would you be interested in learning how to create stories that engage and educate others? 

Last week I had the chance to speak with a local HR leader. She was lamenting her company’s hideously awful HR module that was an add-on to the company accounting software. The firm paid plenty of money for the module, but it is ineffective, inefficient, and virtually useless. It looks like it was coded/developed in 1993, if that tells you anything. There are no reporting, searching, or other core capabilities that would make the system a valuable tool to help improve the HR team’s service delivery. So I told her to stick with Excel for a while longer until they can convince the CEO that they need real technology. A while back I wrote about a very similar topic: how consumer demands for technology are shaping what we and our employees want in our workplace technology.

Consumer Trends and HR Technology

When we asked global participants in our recent Employment Value Proposition survey whether their HR technology makes life easier by providing access to relevant information to help employees manage their career, the response was a dismal 13%. About one in 10 companies believes HR technology is truly making life easier for employees, and that is a problem, because employees have high expectations for the technology they use.

hcm technologyWhen it comes down to technology selection, there are a wide variety of inputs that help to drive the decision. Some of them are very specific, revolving around cultural or business-oriented requirements. Others are larger in scope, affecting virtually every company that is evaluating technology. The two global trends that are having the greatest impact on technology selection today are consumer-driven demands and personalized recommendations.

Consumer-Driven Technology Demands

The release of the first iPhone in 2007 was a leap forward in delivering a delightful user experience. Since then we’ve seen an increased number of companies focusing on usability as a key driver of selection decisions. The apps, video content, and social capabilities of the smartphone era have enabled users to be more productive. These tools enable users to achieve more in less time, helping them to fully realize the value of technology like never before.

And now those expectations extend to workplace technology as well. Your employees are accustomed to personal computing experiences that are intuitive, engaging, and user-friendly. They now expect their work environment to provide technology of the same quality and fidelity, whether mobile or desktop.

Personalized Recommendations

Users have become ac­customed to visiting Amazon and other online retailers for their shopping needs, and one thing these stores do very well is offering personalized recommendations based on browsing history, previous purchases, and other online activity. Bought a purse? They will offer you a similar one, or a complemen­tary item. Purchased a food item? The site can help give you recommendations based on what other similar us­ers liked.

This concept applies to talent technology in the form of guided experiences. Employees appreciate hav­ing a personalized experience with technology without it feeling too scripted or forced. The benefit here for business leaders is less time spent walking users through the software or tailoring it to each individual’s needs. It’s a win-win for both parties and helps to keep users engaged.

The Technology Outlook

When we look at satisfaction ratings for technology, whether learning, talent, or HR, we see a definite trend. Companies are not particularly happy with their existing technology. Just 19% of organizations say they are very satisfied with the quality of their overall technology environment, according to the 2015 Brandon Hall Group EVP study.

It’s time to look at your technology options not just as a means to an end, but as a method for engaging your workforce through multiple touchpoints on a regular basis. From the applicant tracking system, onboarding tools, and performance management platform to something as mundane as an address change, you have the opportunity to create a great experience for your employees with your technology.

Consider your existing HCM technology. Would you say it provides an engaging experience for employees? Why or why not?

Technology is everywhere in the workplace today, but one of the biggest problems for many companies is integrating the various systems they have. If you have a favorite performance management system and want that to feed into your company’s learning management system so you aren’t duplicating entries and potentially messing up data, good luck. That’s a big reason why so many organizations go with suite providers (companies that offer multiple modules–performance, compensation, learning, talent acquisition, etc.) I had the thought recently just how absurd this would be in the real world, and that was the foundation for this post.

hr technology integrationA human example of technology incompatibility

There are ten people sitting in a room working furiously. Nobody speaks to each other.

When a business problem arises, each person has a different solution, because each only has a piece of the overall story.

Oh, and each person has a different method/preference for interacting.

  • Bob only accepts conversations in batches between 2:00 and 3:00am on weekends so as not to interrupt other activities.
  • Anything you say to Mary will immediately overwrite what others have said to her on the same topic.
  • Charles only speaks a rare language that requires a $150/hr interpreter to translate.
  • 30% of what you tell Floyd is immediately forgotten and requires you to re-tell him again.
  • When you ask Carrie to look something up it takes her half an hour and what she finds is completely irrelevant.
  • Nobody ever interacts with Jamie and nobody is sure why he is there, but then again nobody has ever dared to ask.

There are consultants for hire whose sole job is to attempt to help each system to talk with one another. It takes forever and costs a lot of money, and even when it works you’re mostly disappointed.

————–

See how crazy this analogy is? We wouldn’t let this happen with people in the workplace, but with technology this is unfortunately an all-too-common story. We have all of these amazing technologies that help us to do things in more efficient ways than ever before, but the whole integration thing is holding us back.

I’d love to hear from some of you that have different technologies in the workplace that need to “talk” with each other. How were you able to solve the problem? Or do you just work around the issue instead of addressing it, because it is easier in the short term?