Archives for human resources

Reinventing Human Resources from Native American Wisdom

If you want to know how to make your company retreat transformative, I recommend you get some advice from Jennifer J. Riley, who invited me to join her team this week to teach them how to authentically brand themselves on LinkedIn so that they attract “their” people and help their people find them – clients, employees, vendors, partners, etc.

Branding helps you find “your” people, meaning the kinds of people you enjoy working with and for. It helps you engage with people who need what you offer, know people who need what you offer AND appreciate the approach you take. Successful branding results in building connections that are most likely to achieve tremendous outcomes from working together.

Jennifer’s business is family law, and she is a curator of people. I am one of those people.

Jennifer does not just provide legal services. She has a very inspiring vision of reinventing family law to provide the support that people need to rebuild after legal matters, such as divorce, devastate their lives and their shared resources.

The theme of the company retreat I presented at was New Horizons. All of the retreat’s programming was intentionally designed to stabilize her staff after tremendous growth during one of the most challenging times on the planet to be alive, so that the team can lay a strong foundation from which to build these programs and services.

Jennifer was very fortunate to have grown up around Native American elders who would frequent her parent’s store. She is in the process of setting up a third office location and home in Tucson, AZ, where she hosted her retreat at the ridiculously gorgeous Hilton El Conquistador Resort.

To honor the traditions of the land, the hotel welcomed Larry Redhouse, a Native American flutist, to perform a sunset fire ceremony. At the time Larry started, the evening’s banquet was just beginning and the photographer sent us down to get a group photo. So we all happened to be on the lawn in front of him. As he began, we all fell silent in full reverence of this ethereal sound while the sun blazed the mountains that loom behind the resort with brilliant colors – pink, bronze, and gold.

I am not ashamed to admit that tears fell out of my eyes from the sheer beauty of it all. I felt transported. As he ended a song he turned to us and asked if we were all together in a group, to which we proudly replied that we were the JJR Law Firm party. Then he turned to face us and imparted some Native American wisdom to us along with the rest of his captive audience, all of it deepening our connection as the colors of the mountains grew richer and richer.

A few of his words made the tears drop faster. For one, he advised us to “let it go.” Let go of the pain and anger of wrongdoings against us. Don’t let the pain distract you from the treasure all around. He also shared the philosophy of Mother Earth. Larry pointed to the mountain, which seemed to be shining from within down upon us rather than just reflecting the sun, and told us that to Native Americans, the earth is not a resource; it is a life source. Native Americans appreciate every gift the earth provides, and as we witnessed later that evening when the Yellow Bird Indian Dancers came to share even more about the Apache culture via dance, song, and storytelling, they pay tribute with dance and song for all of the gifts it provides.

Imagine for a moment if this was our normal way of being, not only at home, but at work – paying tribute with song and dance to the pen that signs the accord, or the software that computes the data, or internet that connects us all. Sometimes I do wish I could dance and sing and make technology work better, especially lately. However, the elder dancer of Yellow Bird said that the rain dance they performed was a song of gratitude after the rain, not to will the rain. These traditions are not of asking, but of gratitude. They gladly give back to Mother Earth and take care of Her needs.

I think you know by now where I am going with this.

So, now imagine if companies recognized people as their life source. It would probably look a lot like the retreat, for starters. Jennifer wasn’t just concerned with upskilling her people so that they would produce more. She recognized what they have already produced, especially under extraordinary circumstances. She provided them with training on tools that will enable them to make an impact on the planet that they find meaningful, as well as to protect their data.

She made sure I took the time to help one of her attorneys, Patrick (PJ) McGinnis, craft a LinkedIn invitation to those interested in learning how to protect equine therapy locations from compliance issues, a passion of his.

Another member of her tribe, Cara McClintock-Walsh, secured world-renowned author Colum McCann as a keynote speaker to engage their intellectual and emotional intelligence by being led through his Narrative 4 process.

Jennifer nourished not only her team’s minds, but also their bodies and spirits. She had a nurse teach them how to better care for their physical, emotional, and mental health through the pandemic and beyond.

And yes, they learned team building from a Trader Joe’s team developer.

All the while, she made sure we ate the best food and experienced the beauty of the area by immersing us in it with a fascinating guided hike at Catalina State Park followed by standing yoga.

The resort was not just gorgeous, but highly tuned in to the needs of the group. Someone merely overheard Jason Warburton, Jennifer’s husband and Facilities Manager, say that he forgot his sunglasses and dropped off three free pairs to his table!

Now imagine what this looks like every day. Imagine if company leaders really understood that their workforce is – more than a transactional exchange of output (production) to input (salary), but an ecosystem that needs balance to sustain itself. Furthermore, companies are a part of larger ecosystems, and need to consider the interconnection of their actions and decisions on the world around them.

What if the job of Human Resources or Human Capital was not to get the most out of their investment, but to put back what they harvest? What if doing no harm to their life source was a priority and a minimum standard?

Imagine if companies saw people, not money, as their life source. And what if the individuals of these companies also recognized the earth as a life source? How differently might decisions be made?

If a company really embodied these Native American philosophies, what would we call Human Resources?

Maybe if companies prioritized offering their talent something in the hiring process instead of focusing on what they can garner from candidates, the Talent Acquisition Department would instead be called the Opportunity Center.

Since many people seem interested in disrupting HR, it now makes perfect sense to me to not look to build a better model from scratch, but to borrow from the models gifted to us from wise civilizations around the world – an integrated model. It also makes sense to me to do the same for all the other models that need disruption.

Once these values are imbued into your corporate culture, please, don’t let what happened to indigenous cultures and traditions happen at your company! Find ways to make sure that the elders of your company pass on their wisdom and that the newer members keep the traditions alive!

Make sure your company is not only offering a living wage, health benefits beyond “sick care”, and ample time and conditions for rejuvenation of mind, body, and spirit, but also make sure your people are celebrated and appreciated.

Larry Redhouse – If You Only Knew

The Larry Redhouse Trio :Playing “If You Only Knew”, an original by Larry RedhouseLarry Redhouse – keyboardsKirk Kuykendall – acoustic bassGil Rodriguez – dr…

Karen Huller, CEO of Epic Careering, is the co-founder of The Consciousness Conference (ConCon) and the C3: Corporate Consciousness Co-op community on LinkedIn. She is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a conscious career and leadership development firm specializing in executive branding, talent-values alignment, and conscious culture, in 2006. 

While the bulk of Mrs. Huller’s 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

Mrs. Huller was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business. As an instructor for the Young Entrepreneurs Academy, she has helped two of her students win the 2018 National Competition to be named America’s Next Top Young Entrepreneurs, to win the 2019 People’s Choice Award, and to land in the top 8 during the (virtual) 2020 National Competition.

She serves on the board for the Upper Merion Community Center, which she helped establish, and is an advisor to Florida International University for their Women in Leadership program. For her service as Vice President of the Gulph Elementary PTC, she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. Mrs. Huller has also been the lead singer for Harpers Ferry, a rock cover band, for 20 years. She lives in King of Prussia, PA with her husband, two daughters, and many pets, furry, feathered, and scaly.

Conversational Intelligence – Answer The Call To Conscious Leadership

As usual, our topic for this month’s Answer the Call to Conscious Leadership event was voted on by our C3 community as something people wanted to know more about. One of our members, Phil Williams, actually mentioned it in his comments in last month’s event, and through that engagement, he was asked to be a panelist this month, which is really an ideal path we would like all of our members to take advantage of. I, then, used my sourcing skills to secure another expert, and I have to say I hit the jackpot in finding Gabriela Herrero, C-IQ Certified Conversational Alchemist.

This month, we shifted our platform to make it possible for people outside the C3 community to attend live and access the replay, though unless you were connected to Lawrence Henderson, you would find it hard to find that replay. We encourage you to invite other conscious leaders and aspiring leaders to request membership in the C3 community to watch the full event, which this month lasted about 40 minutes.

In that time, we covered:

  • The 3 levels of building trusting relationships
  • The 3 stages of elevating trust in conversations
  • The #1 step to enhancing conversational intelligence
  • Why conversational intelligence is a vital skill for conscious leaders
  • Why some leaders fail to communicate and how to overcome that challenge
  • What ho’oponopono is and how it relates to emotional and conversational intelligence
  • How to accelerate the path from self-awareness to being consistently conscious
  • The role of neuroscience in building conversational intelligence
  • Some of the hidden syndromes from which leaders often suffer subconsciously
  • How to ensure that you are being thoughtful in your conversations
  • What is needed for leaders to gain self-awareness
  • What conscious leadership is really about
  • Why a having a coach is the key to continual growth in conversational intelligence
  • How various cultures use language, build trust, and perceive feedback
  • What feed forward is and why it is a more palatable alternative to feedback
  • How co-creation becomes a source of renewal for leaders in a time when energy and time are extremely limited resources
  • What resilience is all about and why leaders need it
  • The importance of resilience and flexibility, and which comes first

This is not even an exhaustive list! As you can see, this hour that we co-create together provides tremendous value, and our C3 community continues to grow and increase in engagement.

We want to promote your intellectual value! We want your conscious leadership solutions to reach the people who need them!

If you haven’t already, please share your expertise with the community and suggest topics for which you could be a panelist. Answer the Call to Conscious Leadership topics are decided on by our community according to what are the most relevant and intriguing topics, which means that YOU could be our next panelist.

You can also be a host, so if you want to try your hand at that role, we want to offer you the chance to facilitate these amazing co-created conversations.

Check in with the community today!

Peter Gabriel – Come Talk To Me

The opening track off the DVD film based on his Secret World Live video. Pretty much the greatest thing I’ve ever seen.

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

How to Go from a Boss to a Conscious Leader

Recently, I read a post from a business owner who was asking human resources professionals for advice about an employee who requested not to be contacted after work hours or on weekends, except in the event of an emergency. 

He explained that he “made it clear” to the employee that she is not required to respond to anything not urgent after hours or on weekends, but affirmed his “authority to send emails to their work email address for items that may cross his mind after hours so he doesn’t forget. He sent this employee an email over the weekend. She “politely and respectfully” reminded him of her request. “I really would like my time and space respected during off-hours.” He pushed back. She pushed back. 

“You may not like me setting boundaries but this is important to me. If you respected me and my time, you would understand that an employee should be allowed to have a reprieve.”

His perspective was: “As the boss and owner of the company, I should be the one who sets operations and not the employee… She is setting (or changing) the business guidelines and protocol, and it does not sit well with me.”

Many people advised this leader to let her walk, his way or the highway, and he was very much in agreement at the time I read and responded to his post. This advice and his source of discomfort were very much coming from ego rather than empathy. 

Here was my response: 

“Look, everyone is doing the best they can to cope in difficult times. This requires MORE self-care than ever. The only solution isn’t to send emails anyway because it works for you and she can just opt to ignore them. She obviously has notifications on to deal with emergencies, so she will get every email, and even though she may not be required to respond to non-emergencies, she still may feel compelled by a sense of duty and obligation that adds pressure (self-imposed, yes) when she needs to be disconnected. Need – as in, a physical need to manage stress for overall well being. By insisting on your way and not respecting her boundaries, you are communicating that what she needs is less important than what you want. Self-care = putting your needs over someone else’s wants. Selfish = putting your wants over someone else’s needs. What kind of leader do you want to be? Can’t you create the drafts when you think of them and send them off Monday morning? Yes. You can. If you don’t value her, let her go. If you do value her, respect her boundaries. Be the leader she needs.”

He responded, “Fair and well put.”

While he was in ego at the time of posting, he was also open to really hearing other ways to look at this problem. 

I’m not sure how he’ll handle it, but I am glad that he was open.

He said, “I want to do what is fair and just, which is why I came to this group! Thank you!!”

At that moment, this boss/manager had a choice to move into conscious leadership. He was able to do so because his intention was to be fair to his employee. He was open to guidance and new self-awareness, and if he does decide to accommodate his employee, he will have moved from ego to empathy and compassion, which is empathy in action.

As a leader, you have multiple points throughout their days, weeks, months, and years that give you the opportunity to make similar choices. 

Like forming any habit, and what I love about habits, is that once a habit is formed, doing that thing becomes a compulsion rather than a choice. You are pulled to do it, rather than having to push. However, that time in between the self-awareness of the habit that needs to develop and the time that the habit is developed, the push is a challenge for most people. 

Join me for a free online masterclass on Wednesday, September 30th at 2:00 PM EDT to find out more about how you can create more speed and ease during that in-between period so that you can become more consistently conscious as a leader.  

What would you have advised this leader to do? What would you do?

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If you’re dedicated to making a meaningful impact in the world through your work, I invite you to join my LinkedIn group for conscious leaders. Join C3 now to be a part of future free events, watch replay recordings of our past events, interact with the conscious community, speakers, and experts, and have your chance to share your expertise by becoming a future guest panelist for upcoming events. Remember that without you, meaningful change is not possible.

Dashboard Confessional – Bend And Not Break (Lyrics)

Lovely band, lovely song, lovely album Album: “A Mark, A Mission, A Brand, A Scar” – 2003 Lyrics: I catalog these steps now Decisive and intentioned precise …

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

Organizational Leadership – Answer The Call To Conscious Leadership

This past Tuesday’s Answer the Call to Conscious Leadership event featured insightful takeaways about organizational leadership.

Along with the added expertise of our guest panelist, Geralyn Smith, HR and Leadership Development Consultant, we discussed:

  • The steps to take to start building relationships with organizational leaders
  • How the human resources discipline has evolved, why, and where is it going
  • Where human resources professionals tend to want to grow midway through their career
  • Why organizational leadership has become such a niche focus
  • How to get human resources a seat at the table
  • How to explain the strategic role human resources can play vs. the tactical role many leaders perceive HR to be
  • The top tools and methods to use to demonstrate the value that HR has to offer
  • The best ways to reconcile the company expertise of HR with the functional/technical expertise of hiring managers
  • Why corporate leaders circumvent human resources and the resulting costs to the organization, as well as how can HR prevent this
  • What job seekers can do to engage HR as a facilitator rather than a gatekeeper
  • What an HR Business Partner is and why companies need one

You don’t want to miss this replay! Join our amazing LinkedIn Group, C3, for instant access. Geralyn is also a member of the group, so you can tag her and ask any follow-up questions you may have!

Our next Answer the Call to Conscious Leadership event will take place on Thursday, October 1st at 1:00 p.m. ET. Get into C3 now to be a part of future live events. Joining C3 also gives you the opportunity to vote on upcoming training topics, watch replay recordings, and connect with other conscious leaders.

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

Curtailing COVID Turnover – Answer The Call To Conscious Leadership

As voted by our C3 Community, this past Tuesday’s Answer the Call to Conscious Leadership event was all about curtailing COVID turnover, but we covered quite a bit about mitigating it altogether.

Our panelists, Kelly Robinson, CEO of Talent Acquisition and Recruiting Consulting firm Panna Knows, and TaJuanna Taylor, Corporate Compliance Project Consultant, had very different, but complementary perspectives on:

  • Why people resist being involved in change projects and how can you engage them
  • The definition of UNculture
  • The critical questions to ask to make sure that your company is talent-ready
  • Where in the talent cycle the turnover is highest, and if it is preventable
  • The top warning signs that your talent needs a check-in
  • Why talent is jumping ship from “secure” jobs in the middle of a pandemic
  • The recommended systems companies can implement in order to stop turnover before it starts
  • How companies can leverage assets they already have to engage and retain talent
  • The critical metric some companies are NOT measuring
  • The risks of hiring talent that is doomed to be disengaged and jump ship during this time
  • The front end measures that need to be taken to make sure that the talent you consider truly represents the talent your company can retain and who will thrive
  • How to give yourself permission for self-care as a leader
  • The long-term impacts of not taking care of your talent
  • When to make concessions in your talent requirements
  • How to get to a point of sustainability in your talent strategy
  • The qualities that leaders need to express in order to master the long-game of retention
  • The crucial difference between managers and leaders, and what’s needed right now
  • The balance leaders must strike between neglect and micro-management
  • The counter-intuitive problem of having a wide talent pool

Wisdom bombs galore, folks! You definitely want to watch this replay! Get in C3 now for access.

I don’t know about you, but I love this event and I love this group. Am I allowed to say love in a corporate setting? Yes, I am! Because this is what we are creating.

We are collaborating to create a more conscious, HUMAN corporate landscape. There are only gains to doing so. The more people who join in, the further and faster we go.

Get in this community and be on the front lines of a movement that is sure to make work better for more people…and the planet. Be one of the founding 100 members, and then when you recognize how powerful it is to connect, commiserate, and collaborate with other conscious leaders and facilitators, invite your people.

The faster we grow, the further we go.

Remember that the next free training in this group is the 3-Day Conscious Decision Challenge starting Wednesday, August 26th at noon ET. Over 3 days, you’ll discover 3 frameworks to determine the course of action that is in the highest good and that will get your people enthusiastically onboard. Register now and see you in C3!

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

New Questions for Workplaces in 2020

We saw some tough headlines in the last 10 years force companies to do some deep evaluation of their culture and policies. A few companies emerged as trailblazers, applying breakthroughs in research, technology, and science. They spotted trends before the rest, and started their own trends for the rest to follow (or not).

All the things that we can measure have exploded. We are now drowning in so much data that the next big feat looks to be figuring out what is actually meaningful and consequential to sustainable growth.

As much shade and slack that millennials are thrown from the other workforce generations, they certainly drove many changes. We’ve seen a transition to mobile-focused marketing and an intuitive user experience, along with greater focus on employee rewards.

Now that we’re wrapping up this decade and a new generation is entering the workforce, what do we see on the horizon that will prove influential in the evolution of careering, hiring, and leadership?

Without knowing who will become president, it’s hard to predict what will happen with healthcare, student debt, and consumer debt. Certainly, if healthcare becomes universal, many companies will be forced to completely reinvent how they plan on attracting and retaining employees who were working mostly for benefits. In my 20 years working with job seekers and job changers, I have known many who, if it weren’t for the need for medical benefits, would have opted for self-employment.

Employee benefits

Here are some statistics that can help show just how influential benefits have been in recruitment and retention strategies:

  • 49% of the US workforce currently receives healthcare benefits from their employer.
  • 78% of workers would likely remain with their employer because of the benefits it offers, up from 72% in 2016. (WTW)
  • More than 50% of employees said they have left jobs after hearing the siren calls of better benefits elsewhere. (Randstad)
  • 55% of employees would be somewhat likely to accept a job with lower compensation but a more robust benefits package. (Aflac)
  • 56% of U.S. adults with employer-sponsored health benefits said that whether or not they like their health coverage is a key factor in deciding to stay at their current job. (SHRM)
  • 46% said health insurance was either the deciding factor or a positive influence in choosing their current job. (SHRM)

Keep in mind there are many companies with employees dedicated to helping employers manage health care plan enrollment and administration. Will companies let these employees go or retrain them for other roles within the company?

Employee wellness

A Limeade study found that when employees feel their employer cares about their well-being, there is a significant boost in engagement, retention, workplace reviews, and “extra mile” efforts while hostility is reduced by ten times. Larger companies offer more benefits than any other size companies, and yet they have the lowest engagement. So, we can surmise that offering good healthcare benefits is not enough to make employees feel cared for and/or that offering employer-sponsored healthcare does not correlate to engagement at all, though it does correlate to candidate attraction and retention.

Wellness programs have become wildly popular as well. However, as more companies implemented costly wellness programs, most struggled with adoption and recouping the investment. (We’ve covered why in a 2-part article this year.)

We saw some influential leaders emerge as authors, as well, shedding light on issues like gender gaps in pay and opportunity, sexual harassment, workplace bullying, cyber security, engagement, and physical security.

  • Shawn Achor taught us that being happy at work DOES indeed lead to better engagement.
  • Studies on meditation at work increased exponentially, with new benefits emerging all the time. Companies like Google, Aetna and higher learning institutions like Brown, NYU and Harvard are weaving mindfulness and meditation into core cultural and education initiatives.
  • Ariana Huffington highlighted the need for creative minds to rest.
  • Travis Bradberry has been educating Fortune 500 companies on the implications of Emotional Intelligence.
  • Cy Wakeman has smartly asserted and demonstrated that engagement efforts without accountability breed entitlement.
  • Sheryl Sandberg encouraged women to lean in, own their seat at the table and find a sponsor, not another mentor.

With the rise of school and workplace shootings, we remain to see whether gun control becomes a major area of change or not. Mental health is another key issue. While people are shining a light on how mental illness has become an epidemic, sufferers are crying out to end the stigma.

Just a couple weeks ago Philadelphia Eagles offensive linemen Brandon Brooks left the field in the first quarter due to a debilitating anxiety attack that caused extreme nausea. He stated he was not ashamed nor embarrassed about the event. In the last decade, more and more celebrities came clean about their struggles with anxiety and depression. Others lost their battles before we even knew they were suffering. It’s clear no one is impervious to mental illness. The conversation about how to best treat and support those suffering is just starting, let alone how to address it in the workplace.

Being “woke” is going out of vogue as spiritual elitists fail to be influential in inspiring change. Authenticity, accessibility, and being vulnerable are proving to be much more effective.

Keeping all of this in mind, there are new questions we should be asking in the workplace.

In 2020 and beyond, companies should be able to answer these questions:

How do you address mental health in your workplace?

Are clear protocols in place for employees experiencing hardships?

Are there HR policies in place to protect employees who wish to get help for mental illness?

What is the company policy for determining if an employee needs urgent or professional care for mental illness?

What does the company do to support mental wellness?

How aware are employees of these outlets?

What might stop employees from taking advantage of mental health resources?

What misconceptions do they have?

Here is what I hope to see happening in 2020:

Mindfulness everywhere! It’s not only important for sustainable corporate and individual success, it’s imperative to people and the planet, that we develop self-awareness, emotional intelligence and consciousness at a faster pace than technology evolves.

My Epic Careering Personal Branding tools get funded, built, and adopted on a worldwide scale to put the power of career management back in the hands of the workers. This enables more people to have résumé and LinkedIn content that helps them be identified by employer’s AI as having the potential to succeed in their open and upcoming roles. It also easily communicates the cultural viability of a candidate.

Though I’d prefer people be self-aware and empowered to pursue professional opportunities that align with their innate strengths, joy, and best chance at thriving, employers have to play their part, too. Employers need to be more proactive in helping talent grow up, or even out, from a skills standpoint, a maturity standpoint, and a consciousness standpoint. Leaders must be better coaches. Give people more of a chance to be forthright about their aspirations. Don’t try to retain employees that are better off somewhere else, or who have demonstrated an unwillingness to be coachable and accountable. A person’s best chance at making a meaningful contribution and being fulfilled by it is being in the right job at the right company, as Jim Collins shares in Good to Great.

While technology will surely continue to be tried and applied, and the automated branding journey and content builders will certainly bridge the gap between high-quality talent and the companies who need them, job seekers everywhere are crying out for more HUMAN involvement. Certain applications for technology are not allowing exceptions to rules to get the attention of people who can interpret unconventional strengths as major potential. Let’s let humans do what humans do best – connect with each other and perceive potential.

Personally, I’d like to see one-sided video interviews die. I don’t trust facial recognition AI, nor people, to be free from bias. We’re just not there yet. Two-way (or more) video conferences are a great way to have both candidate and employer feel each other out without the cost and time of travel.

I hope that industries in need of disruption are not sustained just because they employ a lot of people and make a lot of money. Someone needs to step in and make sure that when a faster, better way of healing people, feeding people, housing people, shopping, etc. comes along, there are affordable and accessible programs available to retrain people to get even better jobs.

I hope internet connectivity reaches all corners of the planet and new, profitable opportunities are available to poor and oppressed countries, or even parts of our country.

I hope as more heroes emerge with human limits and behavior, we stop vilifying each other for our weaknesses and mistakes. Certainly, serious offenders will need consequences, but we can’t set the bar so high for leaders that they need to be perfect. This only leads to cover-ups and corruption. I hope we value accountability, honesty, and forgiveness more than we value perfection so more worthy leaders can emerge.

If healthcare was universal, it would no longer be a major driving decision of where a person works. This would absolutely force companies who want to compete for talent to pay closer attention to offering what actually engages people: opportunities for learning, growth and expansion. Plus, a salary that not only pays the bills, but funds a desirable lifestyle now and as we age.

What are your hopes for 2020?

https://youtu.be/THnabGK7mPs

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

What If Corporate Talent Worked the Same as Athletic or Performance Talent… Is It Time to Consider It?

“I’ll have my people call your people.”

From time to time people tell me that their job search is taken care of because they have recruiters working on it.

Oh, if only.

I’d estimate that the odds of your recruiters actually being out there searching for opportunities for you is 1,000:1.

One out of every 1,000 recruiters will take time away from the 3-6 “hot” job requirements assigned to them at any given moment (positions for which clients are impatiently awaiting a small handful of perfect candidates), to proactively search for job requirements they are NOT working on so that they can find an opportunity for which to present you.

You might be thinking, “but if they place me, that’s money in their pocket, so…” So, you think that they are dividing their time between efforts on your behalf, and phone screening, interviewing, referencing, testing and packaging candidates for the jobs they have a chance at closing right in front of them?

You think that they are searching the jobs other recruiters are working on in hopes maybe that recruiter will offer a split fee to share you?

Or maybe they are looking to gain some new clients by dangling a superstar in front of them?

Or maybe out of the goodness of their heart, or even in consideration of their personal brand, they will take time away from income-producing activities while they are on the job to let other people know just how great you are and how much you deserve consideration?

I’m not saying this doesn’t happen, it just happens a lot less than you’d hope – 1/1000 of the time.

If you are relying on recruiters to make sure you know about opportunities as they arise, you are making a very common mistake of assuming recruiters have time to spare. Recruiters are notorious for failing to follow up. Again, this isn’t a truth for all recruiters, but most models restrict recruiters from spending time outside of producing and presenting qualified, competitively-priced candidates.

They can’t meet their metrics and their income goals if they do this. It’s why I started to resent being a recruiter and considered becoming a coach, and it’s why you see many other recruiters also coaching.

But what if corporate talent management operated more like professional sports and entertainment management?

What if whenever you were ready for your next big blockbuster hit, you had people working on it and trying to find you that next big gig (plus the paycheck to match it)?

Let’s rewind a bit, because in entertainment you’d still need an impressive portfolio and headshot. Much like in the corporate arena, you’d need a distinctive résumé and LinkedIn profile. In sports, it’s your buzz, your stats, and a killer highlight reel that get you the attention of recruiters. An agent will make sure you have all of the above, and they may offer that service in house or refer you to a trusted expert. Either way, that’s a charge that you, the talent, incur. They would spin your story as one of a star-in-the-making, and hype up your value for you. They would consult to you on managing your image and the narrative.

Then, an industry talent agent taps their network of industry players to find out who needs what you offer, what challenges there are, who is making the decision and when, how long you’d be needed, and what it pays. They mediate between the producers and casting agents to coordinate auditions or readings, and sell, sell, sell them on hiring you while you work your magic and do what you do best to earn the part. Then, if your performance matches the hype, your agent does all of the compensation, conditions and terms negotiating to make you as happy as possible.

The agent gets paid, takes 10-20% of your contract, and pays you the rest.

Think about 10% of your current income. Have you invested 10% of your income on things that will increase your career success and income, as most financial stability/freedom gurus recommend?

Now think about how much you’d spare of your income if someone actually helped you increase your income. Let’s say you make $100K annually. That would be a $10K per year investment, but what if investing $10K got you a $25K raise that year to take an opportunity that also elevated your career, impact, and influence.

Why isn’t this model used in corporate talent management?

Let me first say that there are firms who operate as agencies. Some will even postpone payment until you land while others will help you hone all of your marketing tools, like your résumé and LinkedIn profile, and then promote you to their “elite” network full of VIPs and corporate executives.  They may or may not require that you sign with them “exclusively,” meaning even if you land an opportunity not developed by them, they still get their fee. It’s the only way it could make sense for agents.

I would think that would decentivize job seekers to own their own campaign, and leaving your fate solely in someone else’s hands still seems dis-empowering. How can you be sure that the best possible opportunities were identified?

Have you used this kind of service? Please share if this worked for you, because I have my doubts.

It’s hard to believe that an executive in need of talent would entertain the solicitation of an agent representing a talent they don’t know. I know some recruiters and account managers do try to get a shot at filling a prominent placement by presenting a “dummy” profile filled with impressive stats. In those cases, the recruiter is expecting to get paid by the company should they hire someone, but an agent gets paid by… well, they still get paid by the company. This is because their fees would be negotiated into the salary just as a recruiter’s fee would be.

It can work, but I have to believe that this works a lot less often than if the talent were to personally approach that same executive, even digitally, and conveyed stories instead of stats that demonstrate how he or she can help the company achieve what they aim to achieve.

Times are changing, however. This is the first “job seekers” market I’ve ever witnessed. Maybe now, while the people have the power, is the right time for this model to become more prevalent.

It’s true that usually someone else’s endorsement can be more powerful and influential than your own. Does it reduce credibility if that someone is incentivized to endorse you?

Hiring managers and executives – What would it take for you to entertain interviewing a candidate that was represented by an agent?

Will this just turn hiring into a process where the best sales pitch gets the job? Wait a second. How different is that from our current reality? The difference is that the hiring manager would be dealing with a professional pitch master. Would professional pitch masters be trusted? Would it matter if the talent is truly great?

If this started working on a more consistent basis, more often than having someone in your network recommend you and more often than an effectively written cover letter targeting that person/job, how long would this model work for? Would it still be a valid practice if the economy shifted the other way?

Please share your thoughts and concerns as an ambitious talent or as a hiring manager/executive.

What are some other pros and cons to this approach and what the obstacles you perceive to it being adopted?

Does this solve other problems?

How could it be structured for the optimal benefit of all parties?

Fats Domino – I’m Gonna Be a Wheel Someday

Deluxe edition of Fats Domino’s greatest hits including “My Girl Josephine”, “I’m Ready” and more.. ♫ Listen to the full best of on YouTube → http://bit.ly/2BSub7B ⇓ Stream on Spotify / Deezer → http://spoti.fi/2H8nZI5 / http://www.deezer.com/album/5966978

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Why is an Entrepreneurial Mindset a Hot Quality in Talent Today?

When I tell people that the career management course I teach at Cabrini University incorporates lessons on emotional intelligence and entrepreneurialism, people ask me what that means, though most of them recognize the problems when entrepreneurial mindsets are lacking among their teams. In my experience, advanced learning institutions want to promote entrepreneurial mindsets, but may think that promoting actual entrepreneurship is at odds with a liberal studies education.

Back in 2005, I made plans to earn an MBA in Entrepreneurship. I even had tuition reimbursement approved by my firm at the time. My plan was to earn the degree, make sure it paid off for my firm by helping them successfully launch new services and products, as was the trend there at the time, and then start my own coaching business.

Things didn’t work out as planned, but they worked out… for me. The firm, which was over 20 years old, didn’t survive long enough to have been able to leverage my MBA, and I wound up starting my company much, much sooner than if I had earned my MBA first.

Google is quite a trend-setter, as you probably know. Businesses used to be very risk-averse; investing in new ventures isn’t territory companies will enter without extreme due diligence and substantial data. However, if you’re blazing a trail, there’s no one before you to prove which path will lead you to the promise land, and deep due diligence takes time no one can afford at the pace of change today. It’s also risky to avoid innovation, or to have so much structure that it stifles innovation. Today, you’ll be easily surpassed by more agile organizations that aren’t afraid to try and fail. On the other hand, if you jump on a bandwagon that wasn’t built right or headed in the wrong direction, you also risk failure.

To quote Jim Rohn:

“It’s all risky… If you think trying is risky, wait until they hand you the bill for not trying.”

Google has become an interesting case study for various talent strategies, including the kinds of qualities and skills that they seek. It seems that they, along with other Silicon Valley unicorns, have proven that hiring entrepreneurial talent does not make your workforce one big flight risk. In fact, it helps you innovate at a competitive pace, as long as you have the culture to nurture the inclinations of this population.

When I see a job description stating that the company wants an entrepreneurial candidate, or that they have an entrepreneurial culture, I wonder what that actually means to them.

There is a definition for entrepreneurialism, but there are also varying perceptions about the related qualities and conditions that enable companies to fully leverage it.

By some Glassdoor reviews and first person accounts, it seems that entrepreneurial could be synonymous with self-managed. With other data to add context, sometimes you can tell that a company is growing at such a rapid pace that they have little structured training, supervision, and coaching. This scares me, because even effective, successful entrepreneurs need strong mentors.

The benefits of an entrepreneurial mindset can be:

  • Innovation
  • Resourcefulness
  • Accountability
  • Time management
  • Coachability
  • Tenacity/Grit
  • Troubleshooting
  • Multitasking
  • Combination of people and tech skills
  • Opportunity-seeking
  • Problem-solving
  • Experimental
  • Outcome-driven
  • Project management skills

The transferable value of being entrepreneurial to a corporation is a “do what it takes” attitude.

These people don’t complain that they can’t be effective because they don’t have the resources; they go to Plan B, or C, or D, etc.

They don’t sit around while IT fixes technical problems; they go back to the old ways things were done so that progress can continue.

They don’t ask for extensions or offer apologies – they deliver some functional solution on time and promise an even better one in the future.

They don’t wait to be instructed or told; they see what needs to be done and make sure it gets done, even if they have to delegate it to someone they don’t actually have any authority to direct.

They stay on top of almost everything, keeping the customer (and revenue) at the top of the list always.

They put in extra hours when needed, and proactively invest in extra training to acquire skills that are valuable.

They make it work.

If all of this sounds great to you, let’s get clear about what you have to offer talent like this if you don’t want them to jump ship – and they will if their impact or opportunity is limited.

You need to give the room to fail. They will want to try things that have never been tried before, things that have not yet been proven. Be conscious of how often you say no, and make sure that when you say yes, you give them your full support. Back them up when they fail. Take accountability for giving them the leeway, and partner with them to devise their next victory.

Just because they can institute their own structure and deliver on time doesn’t mean that they don’t want to learn from working closely with those who have achieved more than them. Don’t let them hang too long solo without checking in, recognizing progress, and guiding them in overcoming challenges. Entrepreneurial people still want to cut out errors and get to results sooner. If you have wisdom that can prevent trial and error, offer it generously.

Just because these folks manage to do a lot with a little doesn’t mean they will sustain a job where resources are chronically limited. They’ll want to see you making investments in new technology and training. If they don’t, they’ll see the risk for them in falling behind and will seek out new opportunities.

Trust these folks to come in, work smart, honor their natural rhythms and work at their own pace, as long as they deliver. If they fail to deliver, help them understand what actually went wrong as a coach, rather than as someone who enforces punitive controls to course correct.

Give them time to recharge. This population is at great risk of burn out, because they are so driven to solve problems quickly and deliver. Even if you offer unlimited vacation, you may need to make sure that this talent is taking adequate time to manage the important aspects of their personal life – their personal finances and relationships. Make sure that they have ample time to enjoy the things that stimulate their curiosity and creativity outside of work. Help them manage their holistic wellness.

Don’t assume that these people want to climb the corporate ladder into management, though they love having an impact. What makes them great could be what they do with their hands and minds, not what they do with their people. Make sure that there are multiple mobility options for these folks to continue being challenged and growing.

Some may say that not everyone is cut out for entrepreneurial life. While I’d certainly say that not everyone is prepared for this life, everyone can adopt an entrepreneurial mindset and though we all may need to shift into maintenance mode from time to time, true entrepreneurs will not be happy staying there for very long.

Is your company seeking “entrepreneurial talent” or promote an “entrepreneurial culture?” What do they mean by that?

Imagine Dragons – Whatever It Takes

Get Imagine Dragons’ new album Evolve, out now: http://smarturl.it/EvolveID Shop Imagine Dragons: http://smarturl.it/ImagineDragonsShop Catch Imagine Dragons on tour: http://imaginedragonsmusic.com/tour Follow Imagine Dragons: Facebook: https://www.facebook.com/ImagineDragons/ Twitter: https://twitter.com/Imaginedragons Instagram: https://www.instagram.com/imaginedragons Directed by Matt Eastin and Aaron Hymes. Special thanks to the Bellagio Las Vegas and Cirque Du Soleil.

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Taking On Fixing the Broken System of Hiring and Careering

Any workable solution has to bridge the agendas of all parties – talent, recruiters, HR, and hiring managers. Everyone is working from different playbooks, even using different dictionaries. So much money has been thrown into HR tech, and none of it has fixed what’s broken.

#realities

There are problems with the human solutions:
  • Bias – It requires a LOT of self-awareness, which requires time for reflection. Time is something of which we all, recruiters included, have less and less. Speaking of…
  • Time – It’s not reasonable to expect recruiters to read résumés for 300-3000 job applicants. Then you also expect that they send a response and gather and provide feedback while spending adequate time on the phone with candidates who appear to fit, and hold on-site interviews, test, reference check, network, maintain professional partnerships, etc.
  • Arbitrary job requirements – Companies are too cryptic or even naive about what skills and experience candidates really need to step successfully into a role.
There are problems with the tech solutions:
  • Keywords – What % of résumés do you think actually have all the right keywords, and in a context that qualifies the candidates’ proficiency or lack thereof? Relying on keywords shrinks a candidate pool significantly.
  • True success indicators – Keywords do not predict performance, so the candidates that rise to the top of search results are not necessarily the ones who will perform the best.
Some other unfitting pieces of the puzzle –

Rolling recruitment:

Companies, especially in this market, need to be pooling talent whether there are positions open or not, but candidates aren’t buying into this whole talent community thing. They change jobs when they’re ready to change jobs, and once they land, it’s not a great career management move to jump ship because a company you vied to work for when you were looking is finally ready to hire.

******

Market pay:

If companies invested money in programs that ACTUALLY improved engagement AND accountability (few do!), maybe they would be able to give their current talent the money they expect and would be offered elsewhere instead of losing this talent, suffering losses from vacant positions, and then having to pay a new hire more and invest resources and potentially money in training new talent. Projections on actual losses that may not show up on the balance sheet need to be factored into payroll budgeting.

******

Communication:

Companies automated so much of the recruiting cycle that it seems human-to-human communication is perceived as a nuisance instead of a necessity. HR people don’t want candidates calling. Third party recruiters often have zero interface with a hiring manager. How many recruiters wasted weeks trying to find candidates with X experience only to find out that the client hired a candidate without it? In all that time the recruiter could have followed up with candidates with real updates.

*******

Culture killers:

Hiring managers are spending a large percentage of their time killing drama, trying to get their teams business-ready in the face of resistance to change, and fighting politics and bureaucracy that there is little to no time left to give thoughtful consideration to candidates who don’t check all the boxes and provide productive feedback. Eliminating a candidate because they don’t have industry experience, for example, can be shortsighted.

******

Elimination criteria are evolving:

Background checks are still revealing crimes related to marijuana for candidates in states where it is now legal. Blacklisting is a practice facing increasing scrutiny. Companies are (and have been) eliminating references due to fear of litigation. Discriminating against candidates who suffered long-term unemployment or any unemployment is now illegal in certain municipalities and states. Eliminating candidates who have been underpaid, or using previous pay to justify paying lower than market rate are illegal. Pursuing litigation against your former employer isn’t as illegal as facing retaliation from your former company, but it won’t be long until it is, I predict.

******

There are no band-aids for the problems that plague hiring and careering. The whole system needs to be torn down and replaced.

Yes, I have ideas. I’ve paid close attention as a former job seeker who experienced long-term unemployment, a former IT recruiter, and as someone who has been a close confidant of corporate leaders as a career coach for 13 years as well as an adjunct professor teaching the next generation of talent how to navigate job search, careers, and leadership. I need the right ears. I need to find partners. This is a HUGE undertaking, larger than the sum of all I’ve accomplished to date. Hit me up if this mission speaks to you.

Wounding and Healing of Men

Provided to YouTube by The Orchard Enterprises Wounding and Healing of Men · Francis Dunnery Hometown 2001 ℗ 2004 Francis Dunnery Released on: 2004-08-03 Auto-generated by YouTube.

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Old School Hiring Practices Facing Scrutiny and Backlash in a Job Seeker’s Market

Extra! Extra! Read all about it! There are more job openings than candidates.

I don’t think all people in hiring positions have gotten the memo – it’s a job seeker’s market. I say this because for three years now, I have been tracking and capturing gripes of job seekers (as well as recruiters, human resources professionals, and hiring managers.)

The power has shifted, and qualified job seekers are in a position to demand that a few irksome practices be abolished in favor of you wooing them into accepting your position. In a few cases, the law is even in their favor, as more legislation is passed at the local level prohibiting employers to play games with job seekers.

If we apply the trickle-down theory (not the economic theory) of adoption to hiring best practices, there are going to be early adopters, those who are watching and following the early adopters to see if new practices succeed, those who will only jump on the bandwagon after most others, and those who insist on bucking anything new.

Traditionally, this theory purports that cost is a factor for products, which does apply somewhat to practices, since new employees require training when a company updates standard procedures to adopt new best practices. More recent revisions of this theory take a closer look at motive to adopt anything new. Herein lies a mystery. All companies need talent of some kind or another.

Look at how long it took employers, even early adopters, to jump on the candidate experience initiative. User experience (UX) has been a web interface design focus and official term for nearly 25 years. Customer experience and guest experience have been evaluated and improved in retail and entertainment since the dawn of the industries, but didn’t adopt the Xx acronym until the mid 2010s, and the x can connote a purely digital experience. Patient experience has been measured since the 1980s.

In 2005, talent management thought leader, Kevin Wheeler, introduced the Candidate Bill of Rights initiative. Five years later, the term “candidate experience” was coined and within a couple years, several entities started recognizing companies who provided exemplary candidate experience.

What took employers so long to focus on the experience of candidates? The motive wasn’t there as long as they were in the position of power.

Though candidates have the power, not all employers got the memo, so if you are a candidate and you stand your ground on any of these practices, just know that you could risk an offer with employers who are on a slower adoption curve.

*****************************************************************

The following are hiring’s most hideous, harmful practices of which job seekers and their advocates are becoming more vocal and less intolerant about:

  1. Not being transparent about budgeted salary

Job seekers have traditionally been advised to not be the first to bring up salary to avoid being categorized as money-motivated, which could also contribute to the candidate being a flight risk, apt to leave their job at the drop of a better offer. Now we know – employees who stay loyal tend to be paid less than professionals who change employers. This is backwards, yes. Companies, in essence, are losing money by having to replace people they lose with people who will expect more compensation when they could have just offered better pay raises and growth opportunities. Retaining employees costs less than vacancies, re-allocating resources to backfill positions, and paying to onboard and train new employees, and that’s not even taking into account lost productivity while new employees ramp up.

Not being upfront about budgeted salary also doesn’t make sense from a time standpoint. If you have 5 qualified candidates, but only 2 would accept your offer, why invest time in interviewing all 5?

Now that the power is in the job seeker’s hands, it’s the companies who choose to withhold budgeted salary who risk being perceived as wanting to get as much as they can for as little as possible, while C-suite employees enjoy 7-figure compensation and bonuses.

Also, don’t undervalue talents’ time. If they are currently employed, it requires them to take time off of work to interview. If they aren’t employed, their time is their money. They don’t actually have time (or energy or emotions) to invest in opportunities that are not going to help them meet their lifestyle needs.

Don’t jerk job seekers around. When a requisition for a position is approved, it is approved with a budget. Negotiating, at its best for long-term mutual benefit, is supposed to achieve a win-win. We’ve seen how win-lose negotiating eventually backfires.

  1. Asking about perceived weaknesses

I personally like this question, but I have seen/heard certain thought leaders encourage candidates to avoid it because it’s a trick to get candidates to disqualify themselves. As a recruiter, I asked it, but not for that reason. In fact, to preach that the only reason this question exists is to get candidates to shoot themselves in the foot is plain old inaccurate. It has a more noble intention, though I also recognize that the means can be achieved through more conscious questioning.

The intention when I asked this question was to gauge self-awareness, accountability, and coachability. All of these are requirements of being employable.

However, I am in Marcus Buckingham’s camp of focusing more on identifying and applying strengths vs. developing weaknesses as a sound career management strategy. All strengths can be liabilities, however, if unchecked. It can take real world experience to test how to balance strengths, and in doing so, there is trial and error. It’s the error – the acknowledgement of the cause/effect relationship between something done too extremely or too deficiently, and the future correction, that leads to growth and development. Also, as we become we wiser and realize that there are a multitude of things we don’t know that we don’t know, we start to better recognize knowledge and skill gaps.

Questions to identify such moments don’t have to be so entrapping. You can achieve the same result by asking two behavioral questions – one that deals with soft skills and one that addresses hard skills.

A. “Tell me about a time when you identified a knowledge or skill gap. How did you become aware, how did you fill it, and what impact did that have?”

B. “Tell me about a time when you identified an area of growth. How did you become aware, what did you do to develop in that area, and what impact did that have?”

  1. Demanding salary history; asking for W2s

Unfortunately, I worked for a firm that had a policy to require salary history and request W2s to validate a candidate’s most recent salary. It went against my values. As someone who had been chronically underpaid (until I learned and applied negotiating skills with my own boss), I did not feel that a person’s past salary should have any influence whatsoever on their future salary (and the training that my company sponsored in 2004/2005 confirmed this.) Still, it was our policy. This, among other policy and cultural changes, were the impetus for my own disengagement.

Perpetuating low pay keeps marginalized groups marginalized. This policy is anti-equality and sustains gender and race wage gaps. This is why many municipalities and states have passed laws prohibiting employers from requesting salary history.

  1. Ghosting/Blacklisting

The majority of job seeker gripes revolve around spending time pursuing open positions, filling out online applications, doing due diligence as advised, and then getting nothing – zero response – from a company. Even an automated confirmation of receipt would be reassuring to some level, according to job seekers. However, once a candidate is in the system, they expect an update of some kind. Newer applicant tracking systems build in candidate updates and make it quite simple to blast out when no more applications are being accepted, when first round candidate interviews are being scheduled, and when the position is formally closed with an accepted offer. Not all employers have such sophisticated ATSs, however the early adopters and those that have followed them do. The companies lagging behind are sending a message that they are not focused on candidate experience.

One of my most viral LinkedIn posts to date is about recruiter blacklisting. Some have mistaken this post as an endorsement for this policy, but it was really intended to make job seekers aware of things that they do to burn bridges with recruiter, and how the small world of recruiting can mean a mistake with one recruiter may restrict your ability to work with other recruiters as well.

It happens, and to be clear, I am not condoning it. It, too, is illegal in certain states and municipalities.

However, when a bad reference comes back or a candidate abuses a client or no-shows, their file gets marked accordingly. Many readers who commented rightly pointed out that some recruiters are on a power trip, and can be vengeful in limiting someone’s future opportunity because of a bad experience that perhaps that recruiter even precipitated.

Yes. There are recruiters who have become a bit too accustomed to judging candidates as worthy or not worthy of working with them. These are the recruiters who need a wake up call. Just as ATSs allow recruiters to keep notes on which candidates have misbehaved, there are several recruiter rating sites out there now, and their brand is sure to be tarnished by acting from ego. Karma is a b*tch.

  1. Automated rejections to candidates who have interviewed

This is a bit like breaking up over text. When two or more people have invested time getting acquainted face-to-face, an automated response just seems shallow and dismissive. Some of these candidates could be your second choice, and you might want to tap their shoulder in the future should your #1 reject the offer, not work out, or move up quickly. Any of the candidates you’ve personally met are potentially in a position to promote or tarnish your employment brand. Have you read Glassdoor lately?

I get that you can’t give a personal response to hundreds of candidates who apply, but if you’ve had under 20 people interview, (and, really, if you’ve had over 10 without an offer, there’s a flaw in sourcing and/or qualifying) it is reasonable to expect that you can let them know they are no longer being considered, even if you use a template – at a minimum.

  1. Not giving accurate feedback and updates

If someone takes the time to come out to meet you and your team, take a moment to give them real, individualized feedback and updates. A phone call is preferred, but I have had the experience, as I’m sure any recruiter who tried to make it a policy to provide feedback, of someone swearing that they would take feedback professionally, take it personally, and dismiss the feedback as wrong, or even discriminatory. There are liabilities in providing feedback, even when the reason for rejecting a candidate is on the up and up.

However, if your hiring practices have been thoroughly audited (have they?), and you are sure that bias is not influencing hiring, I’m certain that you can provide a legitimate reason for a candidate not being considered, or even being forthright about something that puts them at a competitive disadvantage or advantage.

Do you think there are legitimate reasons to NOT let a candidate know that they are one of three finalists? What this information does is help the candidate understand that, even if they feel that they are a shoo-in, their efforts to find their next opportunity need to continue.

Don’t let a candidate believe that a job is theirs to lose so that they cease other opportunity development while you continue to vet other candidates.

  1. 4-month long hiring cycles

At the executive level, especially in this day and age, leaders need to be scrutinized to a certain degree. The stakes are high, and there are potentially many stakeholders. It is understandable that the hiring process can be delayed for due diligence and because getting busy executive leaders and/or directors to arrive at a consensus can be a time-consuming process.

However, we all know that the pace of change is accelerating and even at the executive level, decision-making needs to be expedited.

At an even lower level, four months is just excessive. Top talent who make things happen and innovate will perceive a long hiring cycle as a systemic sign of slow progress. If you have justifications for such a long hiring process (such as clearances or thorough background checks), it would be best if you clarified this from the beginning.

  1. Passing over people for employment gaps

When I finally landed after a 10-month unemployment period induced by 9/11, I found myself expected to disqualify technical candidates who had been unemployed for 6 months or longer. This client request was based on the implication that tech talent who had not been actively working for 6+ months somehow lost their touch, grew stale, or had skills that are now obsolete.

This was 18 years ago, and things weren’t changing that fast! This was a huge conflict for me, and one that made me rethink my own career choice.

Fast forward to the great recession, and layoffs touched more people than ever. Hard-working, talented, valuable, qualified employees were out on the streets, not just those you could assume were dead weight – which is a bias, if you hadn’t recognized this.

There are some who never financially recovered from that, 10 years later! Add to being laid off any kind of personal or health challenges and you have people who are now perpetually in debt.

Anyone can be the casualty of poor leadership in any economy.

  1. Requiring 3 references from past supervisors

Even 14 years ago when I was recruiting, many of the companies we recruited for and from instituted “no reference” policies. Apparently, many employers had been sued for defamation, among other things. The best some of them can do is verify work history and maybe be coerced into affirming or denying that they would hire them again in the future.

Here in the pharma-rich Greater Philadelphia area, pharma professionals, among others, are unable to provide references because their company adopted this policy. Does that make them unemployable? No.

Reference checking is and has been a hiring best practice based on the theory that past behavior is the best predictor for future behavior, as is the behavioral interviewing methodology.

Has this theory been proven, though? Is it infallible? Are references the only or best way to validate performance?

There are two sides to every story, and then there’s the truth. Hearing someone else’s version of a story does not help you arrive at truth, necessarily. In fact, it can raise caution flags where there needn’t be any.

My previous firm’s policy required three reference checks. Every time I butted up against a challenge, I had to validate the challenge in order to circumvent the policy and move forward with a candidate, or I was told to find new candidates. This was an unnecessary hurdle to finding the right candidate.

I’ve also learned that, not only can references be biased, but they can also can be faked or pressured.

I admit, I check references for people I hire for my company, even subcontractors, but it’s not a witch hunt. It’s a way for me to learn how to inspire their best work and what projects I might want to outsource to someone else. I don’t require a certain amount and most of the time, if they have impressive, specific LinkedIn recommendations, that is good enough validation.

As a recruiter, sometimes the validation a reference provided was used verbatim in my candidate presentation to a client, so they do have value, but should not be required to consider a candidate. Special circumstances and changing corporate policies have to be considered.

  1. Using the term “overqualified”

I admit, I have defended this term as a justifiable reason to reject candidates. It’s true that from experience, some employers have learned that hiring an experienced person to do a job below their abilities has resulted in that person disengaging, growing frustrated by not being able to apply their knowledge, jumping ship at better offers more in alignment with level and pay, and resentment toward younger managers who feel threatened.

A hiring manager will not trust a candidate’s word over their own experience, but this can still signal a bias.

The problem is that the term “overqualified” has become synonymous with age discrimination. You can’t detach that meaning once it’s there.

The pressures of decision-making authority and staff supervision can lead to burn out, family issues, and even health complications. For many legitimate reasons, some people choose to sacrifice income for better quality of life. Get a candidate’s why – always.

If there are ethical, logistical, or cultural reasons why you won’t offer an experienced candidate a position, explain them explicitly.

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These are just 10 of many trends that are shifting as companies become more aware of the need to be attractive to top talent in order to survive the next few years.

Epic Careering wants to make sure that more of the opportunities that are available for today’s and tomorrow’s talent are with conscious companies with conscious leaders who are nurturing a conscious culture.

If you know or work for a company that has a future at risk, that is losing top talent to competitors, or that is behind the curve in adopting consistent conscious hiring and leadership practices, nominate them anonymously. Provide their name, your reason, and any contact information that will help us get through to a decision-maker.

Bob Dylan The Times They Are A Changin’ 1964

TV Movie, The Times They are a Changing’ (1964) Directed by: Daryl Duke Starring: Bob Dylan

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award.