The One Movie Line That Will Change Your Approach to Finding and Keeping Talent

It was the end-of-season talent show at the Kellerman’s resort. Johnny Castle (played by Patrick Swayze), the resort’s dance instructor and Frances “Baby” Houseman’s crush (played by Jennifer Grey), recently got fired by the resort for having a relationship with Baby. With a desire to complete the last dance of the season (and love on his mind), Johnny comes back to the resort just when the closing song is being played at the show. He walks up to where Baby is sitting and says…

Something famous. But that’s not the line in question!

That honor goes to the heart of what it means to have a great team at your company. Think about times where you were (or are) at a company that had an awesome team. What was great about that team? Was it how talented they were? How easy it was to get along with them, or work with them? Was it how selfless each member of the team was, or how each of them was quick to give credit where it was due or take blame for something that went wrong?

I don’t mean to dirty dance around it, but if you answered yes to any of the above questions, chances are that your day-to-day work is pretty sweet. The reasons why follow the philosophy of one famous hockey coach.

Nearly four decades ago, a very important and prestigious hockey tournament was about to begin. The hockey coach in question needed to get ready and assemble his team to take on the best in the world at that tournament. They were considered heavy underdogs — not even people back home were giving them much of a chance to place, let alone win.

Many people didn’t believe, but Herb Brooks did. Because the tournament (the 1980 Winter Olymipics) did not allow professional athletes to take part (this in itself a point of controversy since there were disputes as to who was considered a professional), Brooks, the coach for the USA hockey team, and his staff had to choose from a pool of collegiate players. He didn’t just choose any collegiate players. In order to beat the Russians (the overwhelming favorites in the tournament), he had to assemble a special team. How did he go about doing that?

Brooks followed this simple philosophy: “I’m not looking for the best players. I’m looking for the right ones.”

You see, Brooks could have very easily just chosen the best player at each position and gone from there. However, what goes into a winning team is more than just talent. It’s about chemistry. It’s about each person on the team knowing their roles and performing them very well. It’s about synergy — the sum of the parts being greater than the whole. Using that philosophy, Brooks would assemble a team that would go on to defeat the vaunted Russians in the famous “Miracle on Ice” game in February 1980, a team who had not lost an Olympic hockey game since 1968, on the way to capturing the gold medal.

This true story, of course, was told in the 2004 movie “Miracle”. And you can learn something from the late Herb Brooks’s approach to finding talent and putting together a winning team. The “best” talent isn’t always the right fit for them or for you.

Let’s look at a couple of examples. Say you came across the resume of an excellent Project Manager to lead a software development project. She went to an Ivy League school and has some very impressive companies on her resume (Google, Amazon, and Yahoo). She has led teams of as many as 100 people, both in the United States and overseas. Great fit, right?

Hmmm…maybe, maybe not. Your company is small and has fewer than 50 employees. How will she adjust to fewer resources? Will she be comfortable doing jobs that will be “below her pay grade”? Will she be willing to wear multiple hats? Why is she even looking in the first place, or considering employment at your company? How will she fit culturally? These are the types of questions you must ask to see if there is truly a match. The answer may very well be that there is, but it can very easily be the opposite.

Let’s also say that you come across a talented Accountant. He has Big 4 experience, crushed his interviews, and appears to have the goods to be your future Controller or Director of Finance. But then you do some more digging into his background through some of your business and personal contacts and find out that he has a reputation of being a “jerk” in the office. A number of people who worked with him or under him resigned. He would have been let go a long time ago, but he’s still there due to “office politics”. He says he’s interested in your opportunity because he wants to take his career to the next level, but now you question his reasons for leaving. Would you still bring him on board?

The Accountant may be an all-star level talent, but if his reputation turns out to be true, hiring him could have a significant impact on your company’s morale and engagement, and it may end up being a net negative in the long haul. No amount of money he’s able to save for the company can make up for that.

Carlos Vazquez, currently the Global Head of Talent Acquisition – Service Delivery at Bristol Myers Squibb, was quoted in an article by Dr. Mildred Culp in May 2009 regarding his approach to finding talent. “Many times, I see talented folks who have been strong performers in previous situations, but that does not always mean they will be the best fit for our company (Newell Rubbermaid at the time). I ask myself: How will this person fit within our team? Will he or she thrive in our fast-paced environment? Can the person be an agent of change?”

Carlos understands that the answers to these questions truly determine whether or not that person you’re thinking of hiring is the right fit, and not just the best performer. And sometimes, the best person is the right person, which makes the questions you ask incredibly important to reach that determination. If you take that approach, your retention rates will go up, engagement will also climb, and your company will be better off in many ways, including financially, because of it.

Think of it like dating. Are you looking for the best person in terms of the most attractive person you can find, or one with the most money, or the most charming? Or are you looking for the right person for you in terms of the things you find most valuable in a person (which can be completely different from the next person)? It’s almost the same thing that employers and candidates must decide before each of them jumps into a long-term working relationship. Is this the right person/company for me? Interviewing is the most crucial component to determining a match, and candidates must interview the employers just as much as the other way around to find that answer.

So next time you’re in a position to hire an all-star team, take the Herb Brooks approach and find the right person, and not just the best person. If you do that, you’re almost guaranteed not to put Baby in a corner.

The Case To Solve Bad Management: Employer Branding?

It’s a disaster.

Hopefully, that is not your opinion of this blog post! That word has been used countless times, especially in this political climate on both sides of the aisle, but it can also apply in the business world when the subject of a workplace environment is brought up.

Many of us have been in environments where bad management has driven people away from companies. Bad managers are the #1 reason why employees leave a company. We don’t need to look very far to find examples (just look at Uber). But is there a remedy to this problem? Can the solution to bad management be as simple as implementing employer branding strategies?

Before we answer this question, let’s dive into what employer branding means. Employer branding, or EB for short, as defined by Universum (considered to be the leading EB consulting firm in the world), is “the process of promoting a company, or organization, as an employer of choice to a desired target group, one which a company needs and wants to recruit and retain.”

If I may also add, this also includes what a company’s reputation is as a place to work both inside and outside of the organization.

Your company already has an employer brand, whether they are aware of it or not. Your company has a reputation as either a favorable, unfavorable, or neutral place to work, and that reputation is mostly, if not completely, established through your employees. Whatever experience that they have in the workplace, positive, negative, or otherwise, will be shared in some way, shape or form, usually through social media or through a site like Glassdoor. As Dustin Clinard, a Managing Director of the Americas at Universum put it, “Your employer brand is what people say about you as an employer when you’re not in the room.”

Sometimes an employee’s perception of their employer can be shaped, fairly or unfairly, by who their supervisor is, or by who’s in charge at the top. A good portion of online reviews on a company are centered around managerial styles and decision-making. If management mistreats employees, breaks promises to them, or makes poor decisions that end up not being good for either the company or its employees, it’s no surprise that that company will receive plenty of negative reviews.

But back to the question at hand. Can the solution to bad management be as simple as implementing employer branding strategies?

In my opinion, the answer is this: bad management cannot be solved by employer branding, but people’s perception of your company as a result of bad management can change for the better as long as your message is authentic.

It all goes back to your company’s EVP. Its EVP, or employer value proposition, is the foundation by which your employer branding principles are built upon. Everything you do from an employer branding standpoint stems from your EVP.

An EVP is essentially an agreement between employer and employee—what an employer can offer of value (besides compensation) to their employees (ex. trust, collaboration, learning/development, work/life balance, etc.), and what an employer can expect out of their employees (ex. team player, accountability, initiative, etc.). An example of what can be included in an EVP might be something that involves innovation. Every company wants to be innovative, but if management does not create an environment where innovation can thrive, that does not lead to a credible EVP, and thus, defeats the purpose of your employer branding strategy.

You see, employer branding is very unlike those funny commercials you see on TV. Those commercials only sell the positive attributes of a product, but not its negative ones. Employer branding is about being authentic. It’s not only showing your company during the fun times, but also showing them when things aren’t as rosy. Or, as EB expert Allison Kruse says, employers should “paint a full picture — the good, the bad, and the ugly” about what life is like there.

Universum names 5 crucial elements to success of an EVP. It has to be:

  1. Attractive to your desired targeted group
  2. True internally
  3. Credible, i.e. not too far from how organization is perceived today
  4. Distinct from your competitors
  5. Sustainable: has to be part of your long-term strategy

The first part of your EVP may be attractive, but if it is not true or credible, as it would be with poor management, you can expect your employer brand or perception not to follow its EVP foundation, and thus lead to bad things such as high turnover, lack of conversion from your targeted user group to applicants, and bad Glassdoor ratings.

At the end of the day, bad management drives talented people away, and in turn makes it harder to recruit and retain good ones. So what can be done from an EB perspective to turn a situation such as this around?

The following is not an EB solution, but it gets a company back on the right track from a perception standpoint, which EB can help build upon. The easy solution is to get change at the top, since it starts from the top. Bad management ultimately affects the bottom line in a negative way, so a company’s board of directors may not have a choice other than to let go of the CEO if he or she won’t do the job to fix what is clearly broken.

If that does not look likely, then the next step would be to implement more authenticity into your EB strategy if you are not already doing so.

This does not mean communicating how poor management is. A) That would never be approved as official corporate communication anyway, and B) Glassdoor is probably already doing a good job letting people know about that anyway! Instead, to maintain authenticity, communicate how employees must thrive in an environment that is constantly changing and evolving (i.e. due to high turnover or rapid growth). Or tell the story of an employee who used innovative thinking to effectively solve a problem (which may have been caused by poor managerial decisions). Even better, tell the story of someone who may have heard negative things before applying (i.e. the “hype”), but once they started working there, their perception completely changed and now they are excelling.

If you do not have stories like the above to tell, try to convince higher-ups to respond directly to negative Glassdoor reviews. While it is true that former employees who leave negative reviews may have an axe to grind, a consistent pattern of bad reviews touching upon the same topics can highlight the underlying truth behind a company’s workplace reputation (just as good reviews can). The source of the negativity could have been because of a decision to restructure a department, or kill off a going-nowhere project, or go in a new direction where someone’s expertise was no longer needed.

Companies do not need to respond to every review, but those that consistently respond to reviews, both good and bad, tend to have better employer brands than those that do not. The reason is simple: it shows prospective employees that management is actively listening to the concerns of its employees and will try to provide a better workplace environment moving forward. This proactive approach is key to effective employer branding.

If your company is a total disaster from an employer branding standpoint, own up to it. Without naming names or positions responsible, own up to the mistakes the company has made, and communicate what your company will do moving forward to fix it and make it better. If new management has taken over, mention them, and sell prospective employees on a “new direction” and a renewed commitment to being one of the best companies to work for. This is the challenge both Uber and Wells Fargo face as it tries to win back the trust of people both inside and outside of the company.

So to conclude, authenticity and transparency are the keys to effective employer branding when dealing with bad management. It will not turn bad management to good management, but your company’s perception will do a 180º for the better.

Who Is Responsible for Employer Branding? CEO, HR, or Marketing?

What came first, the chicken or the egg?
Who is the greatest female tennis player of all-time?
Who belongs on the Mount Rushmore of the greatest all-time stand-up comics?
For centuries, many people have engaged in fun, spirited, and engaging debates. If you put highly opinionated people together in a room, and start off with a topic of discussion, the back-and-forth conversation could last for hours upon hours. People even make a living off the art of the debate. That’s how we have shows like First Take, Pardon The Interruption, and the Sunday morning political shows. The idea for The Guinness Book of World Records came about when Sir Hugh Beaver, attending a shooting party, got into a debate with his hosts on which game bird in Europe was the fastest. You can probably think of some good debates you were involved in recently.
Debates are a intricate part of shaping our thinking about certain topics, and employer branding (or EB for short) is no exception. The “chicken or the egg” version with EB is who bears responsibility for taking the lead, the CEO, HR, or Marketing? Good arguments can be made for all three entities, but my answer is this:
Yes.
Yes, meaning all three have a shared responsibility.
Before we delve into why I came to this conclusion, let’s review the arguments for all three. The CEO is the head of the company, and in some instances, the face of the company. They are where they are not only because they have made good decisions in the past, but also they embrace the company’s values and mission, and are very passionate about those things. There is plenty of talk about “champions” within an organization (those who become advocates for certain things), but there is no ultimate champion in an organization than the CEO. Famous “champions” of employer branding include Sir Richard Branson of Virgin and Larry Page of Google. Their passion for putting employees first is why their companies annually are at or near the top of the Best Companies To Work For lists, and are why CEOs should have a role in EB. If they embrace employer branding, others within the company will be sure to follow suit.
HR has a role in employer branding as well. Part of employer branding is communicating to a targeted audience what is appealing to them from a company culture standpoint. HR helps form the team and maintain company culture by recruiting and retaining the right people for that company. Employee engagement, a responsibility HR is tasked to maintain, is crucial to keeping talent at a company. Happy employees are productive employees, and keeping them engaged and motivated helps employees become “brand ambassadors” by spreading the message of how awesome it is to work at your company. If HR continues its advocacy of culture, of coaching, and not managing, and offering clear career paths for advancement, and giving employees the tools (a.k.a. career training and development) on how to get there, then this is an example of a company’s brand getting stronger. It just needs to be communicated at that point internally and externally, which leads us to the final player in the game…
No one in your organization (perhaps outside of your CEO if he/she is good at it) is better at appealing to certain groups than your marketing team. They stay afloat of the latest trends in terms of demographics, their behaviors, their purchasing habits, where they get their information from, etc. They will be well-versed in your target market and know which content marketing strategies will get them aware of your product or service and will ultimately convert those people into buyers. In the world of employer branding, utilizing their targeting and communication strategies will be crucial in making your targeted recruiting group aware of how cool it is to work for your company versus others. This is something that your HR department and your CEO may not be as strong in.
So why is employer branding incumbent upon each of these 3 working hand-in-hand together? Marketing may know how to appeal to an audience, but they know it at the consumer level, not the employer level. HR knows what it takes to have a winning team, but content marketing is not their specialty. The CEO may be your best advocate of them all, but most experts agree that EB is more effective if that message is coming from lower-level employees, and they may have made their name in something other than marketing. Even if they are strong marketers, they will need to rely on others to achieve effective change. The point is that each of these three lacks something in order to effectively implement and maintain EB, and so they must work together to achieve just that.
Each entity provides a strength to another entity’s weakness. Ultimately, however, the CEO must be on-board and a proverbial “champion” of the cause if EB is to be most effective. It’s like football, where a quarterback or a running back may have suggestions as to how to attack a defense, but it’s ultimately up to the head coach to be on board with it too or else those suggestions go to the trash can. But every coach needs their players to execute well or the whole team loses. Similarly, The CEO needs HR and Marketing to do their part; otherwise, your EB strategy is only as good as the paper it’s written on. There’s no debating that.

post

What Justin Bieber and the New York Giants Can Teach You About Employer Branding

Who wouldn’t want to go to Miami?

Especially during the winter time. When people living up north have to put on large winter coats to go anywhere outside, shovel snow, and avoid slipping on ice while walking, they look down on sunny South Florida in envy as, ho-hum, it’s another 80 degree day.

So South Beach, or frozen tundra? Which one would you choose?

It was an easy choice for the New York Giants of the National Football League. After beating the Washington Redskins 19-10 on New Year’s Day in a meaningless game for the Giants with their playoff seeding intact, some of their star players decided to go on a little vacation down to Miami the following day. It was an off-day for the team, so that is what they chose to do. Odell Beckham Jr., Victor Cruz, Sterling Shepard, and Roger Lewis, all wide receivers for the team, were pictured on a boat down in the Magic City “living it up”. They also went clubbing with Justin Bieber and Trey Songz that same day. Those pictures stirred up some controversy within the New York media, and Giants head coach Ben McAdoo was asked about it the following day. “Players are off until tomorrow morning,” McAdoo said. “We will see them tomorrow morning and they’ll get their workout in, and we’ll get ready for Green Bay (their playoff opponent).”

Normally, NFL players on their off days do a number of different things. They either rest up, run errands, do charitable work, or relax and go somewhere to recharge the batteries. This is not an uncommon occurrence and, on ESPN’s NFL Live show on Tuesday (1/3/17), panelists Bill Polian, an NFL Hall-of-Fame General Manager, Jerome Bettis, a Hall-of-Fame running back, and Damien Woody, a Pro Bowl offensive tackle, all agreed that it is “much ado about nothing” and that this was very common for players to do on their off days, but the host Wendi Nix was concerned about the optics of the Giants’ players actions. Partying in Miami before a make-or-break playoff game did not look good in her and many people’s minds because it gives off a sense of unpreparedness and laziness.

So what does this have to do with employer branding? The above example is the mindset many Americans have about work than their European counterparts. In America, people “live to work”. They work long hours and put in a lot of time and effort into what they do, which can lead to a promotion, but can also lead to stress, less work/life balance, and less time with the family. In Europe (especially in the Nordic countries), people “work to live”. They best understand that a happy employee is a productive employee, and they take measures to ensure that happiness, stemming from a strong education system tailored to preparing students for the business world, to a high quality of life, as well as training and development programs throughout their entire professional careers. Companies that understand and embrace this principle are going to have stronger employer brands than those that do not.

Recent studies have shown that more vacation time leads to more production from employees. While this is a concept starting to gather steam in the US, this principle is already a strong part of Europe. Every country in the European Union, for example, is mandated at least 4 weeks of paid vacation. Austria, a country that is among the top 10 in the world when it comes to the happiest professionals according to Universum, averages the most number of paid vacation days in the EU with 22. The United States is the only developed country in the world to not mandate paid vacation days or holidays. Vacations lead to more productivity because they refresh your mind, give you a different perspective on life (especially in a 3rd world country), and get you away from your “grind” and your “hustle”. Howard Schultz transformed Starbucks into a multi-billion dollar powerhouse based on a trip he took to Italy. Technically, it was a business trip, but Starbucks would not be the company it is today had he not been inspired by the local espresso bars there. The techniques, innovations, and superior customer service he learned there were applied to his company, and both its consumer and employer brand are very strong because of it.

Other companies have embraced vacations and have even taken them to the next level. FullContact, a contact information management platform, not only offers its employees paid vacation, but also pays the bill for that vacation. Expensify, a company that aims to make expense reporting easier, takes it a step further. They will take their entire team abroad (family members included) for one month, with all expenses paid for by the company! This is still work time, but this time is their most productive of the year, according to them. These companies know the value of getting away for a little while, and that is why they are prime examples of how employer branding can be very valuable.

Americans’ mentality and approach to work is what led to the negative reaction of the players partying in Miami on their off day. Their mentality is that those players should be at the facility, studying the playbook, and breaking down tape of the upcoming opponent (or, at the very least, not do anything to the extent that the players did). But the New York Giants followed the European methodology. If anything, according to studies, the Giants will be helping themselves by vacationing. Getting away from it all can help them re-focus and perhaps win their game. Time will tell, but if you ask Justin Bieber, “What Do You Mean” people can’t escape from it all and have a little fun? Let them (as long as they’re not breaking any laws or company rules of course)! Your company may be better off in the long run.