Tag Archives: Executive Search Brussels

Social proofing is key to the recruitment process

Social proofing is here to stay  –  so be prepared

Brendan O’Brien Partner – Technology Recruiting posted a LinkedIn update about comments on the social proofing site Glassdoor.com.

Wow! Just had another candidate cancel an onsite interview based on a Glassdoor review. Pulling out of an interview based on a Glassdoor review is the equivalent to making a critical life decision based on what a Kardashian said…rant over

What surprised me was that he was surprised. The development of social proofing as part of a corporate branding strategy, whether it’s AirBnB, Trip Advisor, Hotels.com, Rentalcars.com or Uber is a key part of the way we make consumer decisions today. We wouldn’t even think of going out for dinner, making a hotel or theatre reservation without checking the online reviews. It was only a question of time before it was going to be applied to the workplace on a wider scale. Glassdoor.com and PayScale.com have been around for a decade (the former) and even longer now for the latter. They have also been recently joined by sites such as InHerSight and FairyGodBoss which are active in the gender equity space.

social proofing

Read: 7 tells you are on the brink of losing your team

Candidate experience

Employers check out candidates online, it should therefore be expected that they will do likewise for the employer, the hiring and line manager and even the recruiters. Social proofing is considered by companies to be a prime marketing opportunity for their products. We are all invited to leave reviews and “likes” at every available opportunity

But part of the process is a need to be mindful of, and prepare for, potential negative comments. If a pattern does emerge, any organisation would investigate, whether it’s the state of the bedrooms, the taxi experience, the quality of the mashed potatoes or the holiday rental Fiat.

In the recruitment process less than positive feeedback is an automatic and immediate heads up to any candidate, that they should start checking the voracity of the comments. If we would consult social proofing platforms for a dinner date which lasts 3 hours, we would be mad not to be as thorough, if not more so, for our careers. This can be done via actual networking, as well as other online platforms. As a career coach I would strongly recommend my clients pick up a phone if they could, to someone in the organisation or the sector, to investigate the detail and the sub text.

The words smoke and fire come to mind.

For the employer, it’s a great opportunity to address specifically flagged up issues, which impact employee engagement and retention. That is, the issues that cause people to quit.  The candidate can then decide if the comments from ex-employees are significant enough to be deal breakers for them, or the superficial rant of a disgruntled quitter.

Read: 6 sandtraps that cause onboarding fails

Part of the routine

I routinely check for any comments about my clients on social proofing sites to see if there is anything out there in the ether we should know about. I’m a great believer in no surprises. One client had retention problems at a manufacturing site in rural USA and the realisation that these comments were gaining traction in cyber space and impacting their global brand, made them sit up, pay attention and take action. It also flags up that the exit interview process is not functioning properly. None of this should come as a shock if correctly carried out. If no systems are in place to track employee engagement and attrition then it will be horrifying.  The issues could be about onboarding, salaries, general conditions adn benefits, the culture or even one specific manager.

Bill Boorman suggests in the New Rules of Recruiting  that real candidates track an organisation via multiple channels, for up to 7 months before making a decision to join.

Applicants apply for jobs or a specific role, but candidates are attracted by the company: they go on LinkedIn, Facebook and investigate the company and interact with it.

Social proofing is here to stay.  Recruiters and hiring managers have to accept that and prepare to leverage good feedback and tackle the negative. It’s a perfect opportunity to identify where any problems lie.

For top-level, savvy executive search services arrange a call

Diversity and Inclusion Recruitment – Beyond the Hype

Diversity and Inclusion recruitment processes and workforces are the buzz words right now. If the level of white noise was a benchmark, we should be there and all sorted. But we’re not. So  what’s going on behind the hype?

Why aren’t diversity and inclusion recruitment initiatives working?

I see regular, but superficial posts about the way to get it right. But despite the social media fanfare and the business case for D & I being incontrovertible, the needle isn’t moving at the rate it should. In some cases it’s regressing. These are the stats from McKinsey,  but if you go with Deloitte, Mercer, the World Bank or W.E.F. the indications are all similar.diversity and inclusion recruitment

Now companies like Microsoft and Google who seemingly go to great lengths to do everything right are struggling to shift the status quo. They are making D & I KPIs for senior management and part of their personal objectives. Essentially the message is that people can’t be relied on to do the “right” thing, they must have incentives and be rewarded for achieving specific objectives when it comes to diversity and inclusion recruitment.

Tackling bias 

To tackle this, many organisations have thrown big budgets and people at unconscious bias training and awareness coaching, but without creating a safe culture where biases can be called out.  Not unsurprisingly there is push back against generic programmes as employees resent the idea that they need to be “fixed.” Unconscious bias can only ever be managed in any of us. Candidates are placed because they conform to pre-conceived ideas around “cultural” fit (affinity or confirmation bias) and conversely rejected because they may not. The concept of hire for attitude rather than aptitude beyond entry-level, is something mainly seen in Twitter memes and quoted by LinkedIn influencers.

Read: Affinity bias and the recruitment process

Defining diversity

Organisations need to have a clear vision of how they define a diverse workforce, what it means for them and then clarity on the strategy they need to achieve those goals. Then there needs to be an impactful  message related to the company mission statement and employee benefits that would attract that diverse workforce. These conditions need to be openly stated as this demographic self-deselect. This can be flexi-time, welcome bonuses, job sharing, disabled facilities, carer support, retirement support, mentoring programmes and education and study support. So whether diversity comes from hiring on the basis of gender, ethnicity, age, physical ability or even mental health issues, there has to be clarity on which demographics are being targeted.

Promote an employer brand based on diversity

diversity and inclusion recruitment

Diversity and Inclusion recruitment drives can’t succeed in a vacuum.  A positive employer branding message has to focus on the benefits of working in an organisation that supports diversity. Building relationships at grass-roots level to create a feeder talent pipeline,  whether via alternative schools, community centres, colleges, NGOs, charities or women’s organisations etc;, or offering returnships to early retirees or parents. This involves having role models to act as brand and diversity ambassadors going directly into those communities to do a full-on PR job.

Spread the word

Once created this message needs to be strategically communicated where the target demographics are likely to be found.  85% of jobs are secured via networking so you can see why hiring results in “mini-mes” being selected. Many recruiters pursue low hanging, visible fruit. It means a fast, problem-free placement and easier fee. Identifying potential candidates easily tracked on LinkedIn is the quick fix option which will not support diversity. Many young recruiters don’t have the skills to do anything more imaginative and will need training on what is needed to encourage successful diversity and inclusion recruitment drives

Positions should be advertised in a wide variety of places and platforms. It is well-known that women cannot be found on STEM courses, so it’s a waste of time looking there. Yet most companies continue to do exactly that and then complain loudly they can’t find the talent. They should try looking at liberal arts courses and conducting numeracy testing at the interview stage.

Neutral selection processes

At this point the selection process should be as neutral as possible.

  1. Empathetic application forms – some companies still list learning differences as disabilities.
  2. Neutral profiles – making sure that the text usually written in an alpha male tone will not cause candidates to self-deselect.
  3. Blind CVs  – these are useless on their own without 3,4 and 5.
  4. Structured interviews with open feedback and a culture of calling out and naming bias
  5. Short lists of 3 for the target demographic. A token minority will end up getting cut.
  6. Interview panels with a diverse composition.

Read: Do structured interviews overcome unconscious bias? 

Organisations with a real interest in diversifying their workforce will make more concerted efforts to test new ways to identify and attract a new type of potential candidate. Unless that happens then diversity and inclusion needle will continue to stick.

For support on innovative recruitment processes contact here 

Post brexit language crisis

Post Brexit language crisis impacts talent pipeline

The UK is forging ahead with Brexit. Not only that, the amendment to protect EU citizens residing in the UK was not approved.  As the UK takes it place outside the EU, headhunters and recruiters are now trying to project skill set gaps in the coming years for British organisations. The one gap that screams for urgent attention is the British skill set deficiency in language capabilities, which is estimated will lose the UK 3.5% of economic performance per year. Unless some immediate and urgent steps are taken, there will certainly be a post Brexit language crisis.

Post Brexit language crisis and recruitment

EU nationals are currently “plugging the gap”  says an All Party Parliamentary Group (APPG) on Modern Languages. But with projected restrictions on EU migrants and the future of current European residents unclear, someone needs to come up with a plan. Modern languages are considered  “vital for our exports, education, public services and diplomacy.”  but the national situation is said to be “parlous.”  

Yet it seems that very little is being done about it. With a dramatic decline in students studying modern languages in university, the pipeline is drying up.

Read: Post Brexit uncertainty starts a talent drain 

Can’t, shan’t, won’t thinking

The British attitude to languages has always been of the “can’t/shan’t/won’t” thinking, backed up by the fact that “everyone speaks English.” This is a mix of low-confidence, low competence, low need and Colonial arrogance, which puts British candidates and businesses at an immediate disadvantage. Although improving, the cartoon stereotype of Brits talking loudly in mumbled English to bemused foreigners, is not far from reality. It is true that in many cases, their counterparts will probably speak English, but even a moderate knowledge of a foreign language helps bridge the cross cultural divide to give greater insight. And business is all about relationships after all.

A study from  CBI/Pearson Education and Skills Survey  indicates that at least 66% of UK businesses need foreign language skills. The problem is many UK businesses have given up on home-grown talent and recruit  abroad. Now they may be unable to  pursue that strategy to the same degree,which is going to present problems in recruitment processes.

 

 

In the last  year in any of  the senior pan-European executive searches I have been involved in, where UK candidates were ranked against their European counterparts of equal calibre, the Brits fell well behind in language skills.  Most  European senior executives, will generally speak a minimum of two languages and more often than not three, or even four. That means the UK candidates fell short overall, and were de-briefed. Nul points.

Read: Post Brexit recruitment from the pointy end 

Slow process

So although the number of students taking languages to the age of 16 is increasing, even if they carry on to further education, that demographic will not hit the workforce for some time perhaps another 5 years. That means that home-grown candidates seeking executive roles, who do speak languages will be in high demand and should see excellent opportunities on the market. For those without languages, they will need to up-skill as fast as possible, or miss out on career opportunities, unless they have a very specific high-value, niche-market skill where language skills are irrelevant. For anyone only speaking one language, training will be imperative. Enrol in a class now!

To avoid a post Brexit language crisis, businesses are going to have to offer in-house langauge training to avoid falling behind in their international markets.

If you want to recruit top talent for your organisation contact us

 

mindfulness in recruitment

The Value of Mindfulness in Recruitment

As someone who is notoriously mind-less (I am the person who opens the refrigerator door and has forgotten why,) it has taken a lot of work for me to become attuned to my own biases. In that process I have become especially aware of the value of the process of mindfulness in recruitment. It was heartening to hear Katrien Goossens, Global Head of Diversity and Wellness at Euroclear recently advocate the same. Getting individuals to understand that bias isn’t only found in others, is not easy.  We all have unconscious biases. It’s about all of us.

These biases are so deeply embedded in who we are, our values and belief systems that we barely notice they are there. Unconscious bias is there to protect us and to enable us to sort through the millions of thoughts that go through our heads every day and make sense of them. It is exactly the same as a Twitter hashtag system. A filing system to sort out the things that are important to us and effectively blocks out content that we don’t agree with, is dangerous, offensive or upsetting. In social anthropological terms life threatening people and situations.

3 types of workplace bias

The workplace is no different to our wider cultures. We all make decisions under pressure in the workplace and especially in the recruitment process. This is not efficient and at times illegal and especially frequently not rational. These biases relate to a number of assumptions around gender, age, race, disabilities, sexuality, appearance, BMI, height, social class, accent, nationality, schools and universities attended, political affiliation, postal codes or body art. The list is endless.

  1. Affinity bias   where we ignore negative traits of people we like and focus on the faults of those we don’t
  2. Social bias  –   exhibiting preference to P.L.U. – People Like Us  – our own social group
  3. Confirmation bias  – where we justify our existing perceptions

Even within the organisation, biases play an ongoing role in career advancement. Employees can be offered different levels of career opportunities based on any of these biases.

Backlash 

For many years, employers have used diversity training as a way to overcome biases and make their organisations less homogenous.  Millions are spent. Increasingly those involved in bias awareness training report resistance and even hostility from their programmes and workshops.  Harvard Business Review suggests that  traditional strategies are not only ineffective, they can have a negative impact and even reduce diversity. Even pioneering companies like Google have barely moved the needle in terms of the composition of their workforce.

Some companies are trying to change procedures and practises to deal with these challenges and produce better results. These include:

  • Blind CVs
  • Skill based adverts and job descriptions
  • Structured and behavioural interviews
  • A bias facilitator at interviews
  • Wide range and background of interviewers
  • Interview by text (saw that this week)

My own unconscious bias

However, unwittingly we can continue to disadvantage others, even when at a conscious level we reject those biases. These biases interfere with our rational decision-making, which impact our organisations. It was never more apparent than when I was recently trying to arrange to interview candidates on a Wednesday afternoon. In Belgium the schools are closed. One male candidate was unable to meet because he had to pick up his kids. Another female candidate also had the same commitment. I noted my own reactions to both.

In emoji terms one earned

smiling_face_emoji_with_blushed_cheeks

The other was: Unconscious Bias

My immediate reaction was for the guy “too cute.” The daddy factor. For the woman “she could miss an opportunity. What a shame.” It was very fleeting, but there nevertheless. Using mindfulness in recruitment allowed me to catch and manage that one. I caught myself watching Conchita a few years ago at the Eurovision song contest and caught a definite bias then.

Read: Conchita – Overcoming unconscious Bias  

But how many have I missed? How many do we all miss?

Creating awarenessmindfulness in recruitment

The fact that we have these biases does not mean we need fixing.  When I took the Harvard-designed IAT, or implicit association test I discovered I had gender bias.

A contact discovered that she associated sciences as a male activity, which as a school counsellor she needed to be very aware of.

Another described a man with natural ethnic hair as “sloppy.”

I heard young HR woman reference an older male candidate as a “past his prime.”  Whatever that is.

Our cultures are embedded in gender expectations. This really great video from Kristen Pressner Global Head Human Resources Diagnostics Division Roche covers this point perfectly. Here she acknowledged her own gender biases. It’s a game changer for HR, heavily populated with women and one of the most important HR videos in a long time.

Mindfulness in Recruitment

The practise of Mindfulness can help make us aware of our hidden assumptions. It is about being present, paying attention with intention and not judging. It helps us focus on the experience we are in at that moment in time and creating an awareness of our reactions and making the unconscious conscious.

Becoming aware of my underlying assumptions has allowed me to observe and monitor my reactions and then to change my response if required. This is supported by research from Social Psychological and Personality Science, which suggests that mindfulness can reduce implicit bias and the subsequent negative behaviors follows.  Do I succeed every time? No. Yesterday I was called out by  a colleague for a slip. The most important thing is to be open and accepting of feedback. A senior recruiter became defensive with me when I suggested his language choice was sexist.

Essentially you can’t take the bias out of recruitment until the people involved in the recruitment process become bias conscious. If we all started to note and to become aware of why and how we react to people and ultimately judge them, then we might start to see better results.

The process starts with self. It’s just about getting started.

If you are struggling with unconscious bias in recruitment, contact me.

6 sand traps that cause onboarding fails

“Start as you mean to go on” is one of those timeless great quotes and one that resonates over and over again. Working with executives in transition, I have pulled together a list of 6 major sand traps causing onboarding fails. They are the main stumbling blocks which new hires or newly promoted or transferred individuals regularly fall into. These situations are not irredeemable, but a poor start doesn’t support a successful transition and can plague the person for months or even years. Effective ramp-up time is significantly reduced when these sand taps are avoided.

Often times it’s about the company’s failure to follow through which leads to onboarding fails. But some times it can be about you.

Read: Why onboarding is vital 

6 personal sand traps that cause onboarding fails

  1. Lack of humility

Arrogance is consistently identified as the number one self-sabotaging transitioning traps that  a high number of new hires fall into when joining a new organizations. Many onboarding fails are rooted in arrogance. You don’t have all the answers and if you think you do, it means you have neglected the listening and collaborative part of the process, which is vital to onboarding success. Listening and observing is critical in the early days.

  1. Failure to understand the new culture

Your new organisation is not your old one. Referencing “this is what we did in x” with the implication it was better, will not win you friends and help you build those strategic alliances.

onboarding success

Bull in a china shop

Not paying attention to what is different about your new environment will lead to poor understanding, which impacts business decisions and relationship building.

If you come into a new organisation like a bull in a china shop and try to fix everything that you think is broken, that attitude will only serve to alienate those around you.

The phrase “my old company” should leave your vocabulary. This is one of the major onboarding fails.

  1. Lack of authenticity

It’s very unusual for a new hire not to feel overwhelmed. Most organizations bombard the new recruit with information on people, processes, systems and protocols. But if there is any feeling that you are not who you say you are, then that is the sand trap that is the most difficult dig yourself out of,  because it is based on trust. It is likely to dog you throughout. A certain amount of “fake it until you make it”  will work, but if there is a real lack of confidence, ask for a mentor or look for a coach.

  1. Lack of openness

Very often executives who want to make a great first impression throw themselves into their work, shut themselves off from outside input. This means they are cut off from shared insights and opportunities that will contribute to their success. Being open to conversations, ideas and communication is essential in the early days.

  1. Failure to make decisions

This is the onboarding fail counter point to the arrogant new hire who rides rough shod over everyone. It is the new recruit who fails to launch. They might be so concerned with making a mistake, of getting Executive-Presence-Rulessomething wrong, or feeling a need to collaborate and consult the whole world, they prevaricate and fail to take any decisions at all. This damages confidence and trust. That’s why it’s a good idea to go for the low-level, low-risk early fixes. How do you know what they are? By listening to the people around you.

  1. Not looking after yourself

Many new hires immerse themselves in their new roles so deeply that they forget to take care of themselves.  Striving to make that great first impression, they adopt work practises that exclude exercise and poor eating habits.  Perhaps they start becoming available 24/7. This sets a precedent which is difficult to back-track on and sets a poor example for reports. It can lead to the creation of a damaging and resentful work culture.

woman and clockIt also means that other relationships are being neglected. A common sand trap for an onboarding fail is not seeing that family members are also going through their own transition, especially if the process involves relocation. This can mean a change of school for kids and new schedules for partners too. Don’t make the mistake of leaving them out of the equation.

If you take work home it means that you are “absent while present” which has a negative impact on your whole life.  Stress in one area of life almost always impacts another.  At this point you should make sure you have re-evaluated your personal and professional goals.

Also Read:  10 steps to Onboarding success

If you need any support making the first 90 days a success for your new hires – contact me!

 

 

Career advice needs context

Why career advice is meaningless without context

There is no shortage of career advice, with any number of people giving tips on what and not what to do. There is even advice on what career advice to ignore. Everyone has careers, so we all believe we know what everyone else should do. But as with anything, these bumper sticker type homilies are much more nuanced than we ever imagined. Times and workplaces change. Circumstances change. Heaven forbid – you change. These golden tips and nuggets of wisdom need to be revisited and always put into context. Context is everything when it comes to career advice. Without that – any career advice is meaningless.

4 common pieces of career advice without context

#1 You have to follow your passion

This is the most regularly doled out of all career tips. If it was a movie or a song it would get an award. Of course you should all be advised to do something you love and which satisfies you. Otherwise you will be condemned to a life of frustration and misery. But there are some caveats. The first is to be strategic. Do you have the skills or can you acquire them? The next question is will that passion pay the bills? At the age of 14, I was passionate about tennis, but there was no way I could make a living at it. Or had the skills. That is something that very often people misunderstand. I know one woman who was an excellent home cook and passionate about food. But she was unable to turn that passion into something that paid her bills. Some things like my tennis, are best kept as hobbies.

The other thing is that your passion can change over the years. So something that you might be passionate about in your 20s,  can be the source of unremitting boredom in later life.

You can also develop new passions. It’s not inconceivable that you might find two or even more passions in a working life which is extending all the time.

Core advice: maintain a path of life-long learning. Be open to possibilities and be sure to do your inner work regularly. Assess and prioritize your goals.  In our careers we will be passionate about many things at various times. At different stages of our lives we have a range of commitments and constraints. There is nothing wrong with having to defer to those in the short-term. As life goes on compromises are made as we factor other people’s needs into our planning. The question is do you feel compromised? If you do, then it’s time for a re-evaulation. The pace of change is also so great in our workplaces, that we have no idea what jobs will exist in 10 years that we may become passionate about.

Passion isn’t static for most people. It’s misleading to suggest it might be.

Read: Knowing yourself in the beginning of all wisdom 

#2. You should have a dream

Martin Luther King had a dream.  Some athletes, movie-stars, musicians have dreams. Other more regular people also have them. But unless that vision is backed up by a strategy, goals and a plan then it is worthless.  Relate this to your passion. The same criteria apply.

Core advice: See above

#3. There is no substitute for hard work

Actually there is. I prefer the advice to work smart. In an era of 24/7 availability the pressure to work incredibly long hours is high. In some sectors it’s a badge of honour and status symbol, particularly for men.  Burnout, breakdowns and depression are now normal. There are times when hard work is necessary. But it’s not just about the hours clocked  – it’s about the quality of those hours and their strategic value.

A bedfellow to this piece of advice is that you are judged by your work, so you should allow that work “to speak for itself.” That isn’t necessarily true. People tend to be judged by their results and they need to be able to develop a message that people are aware of. Find a mentor or a sponsor to help you share that message. This is a very female trap to wait for recognition. It frequently doesn’t call. We all have poor, lazy colleagues who still manage to do well.

Core advice: work smart and strategically, have a plan. Network effectively, work with a sponsor who will act as your door opener and find balance. Don’t be afraid to communicate your achievements. Done properly, with some humility, it is not bragging.

Read; Overwhelmed by a culture of overwork

#4. Get as many qualifications as you can 

Today with the cost of education sky rocketing and many graduates leaving university to depressed job markets with huge debts, the further education argument is now under discussion. It is no longer the golden conveyor to career success. So the career advice in this area should be tempered. Clearly there are certain professions which require higher education. In medicine, engineering, architecture and so on, minimum academic professional standards are not optional. But a number of organisations are starting to drop the focus on degree qualifications and look at other skills. The accounting firm Ernst and Young says that there is

‘No evidence’ that success at university is linked to achievement in professional assessments”

The World Economic Forum list the following as vital skills in the future of work:  literacy,  numeracy,  financial knowledge, technology, soft skills (see list below)

wef -skills

 Core advice: The workplace is changing at a terrific pace and currently there is a massive disconnect with our education systems. There is no doubt that the value of traditional educational paths is coming under question. I would definitely think long and hard before taking a liberal arts or soft degree and relate that carefully to longer term career projections. This brings us back again to life long learning. No one can afford not to update their skills on an ongoing basis. Failure to do so will be a problem. So you can have as many qualifications as you like, but if they are out of date, or redundant – they are of no value

Success means different things to each of us. The important element is to be clear what it means to you and to check regularly if those factors are consistent and constant. Career advice is not a one of one size fits all. The advice we need, will evolve as we and our circumstances do.

For career advice, context is not just critical, it’s everything.

Make sure you contact me for any career advice and coaching!

Time poverty

Time poverty the latest corporate epidemic

Poor timekeeping and time poverty

Richard Branson wrote on LinkedIn telling us that if we wanted to be more productive, we should be more punctual. Yet poor time keeping seems to be a current and growing trend, as everyone claims to be overloaded and time poor.

Time poverty has become a corporate and cultural epidemic. Busy or stressed has become today’s standard response to a routine enquiry asking someone how they are. We ae constantly complaining about time poverty.

Time scarcity seems to have become a badge of success and an indicator of professional status.

Opportunity cost  

I confess to having been guilty of some erratic time keeping myself. I was very much “a one more thing before I go”  type of girl and a great subscriber to the phrase “fashionably late.” But, fortunately in my early career, I worked for a manager who monetized the communally wasted time whenever any of his team was late for a meeting. It was actually quite shocking. If we had all been held financially accountable, our pay cheques would have been significantly lighter.

When I transitioned into sales I had to replace  “better late than never ” with  “never late is better.”   Arriving late isn’t actually a recognised commercially winning strategy.

Running late

I have become acutely aware in recent times how erratic general timekeeping seems to have become and how easily  the phrase “running late”,  has slid into our daily business and social vernacular, including my own. Very often people apologise, (sometimes they don’t), explaining that either they, someone, or something else was “running late“, as though they were a bus service, entirely passive and had nothing to do with it at all. Clearly there are always unforeseen circumstances but these tend to be less common than imagined.

I ran a training session a few weeks ago when 50% of attendees were late. I was told this was quite usual. A contact mentioned that two of that same organisation’s account managers were late for a sales meeting with a senior director in his company. They went on to lose the account. A lack of respect for time, their own and others, has become embedded into their corporate culture.

Why are we all becoming more tolerant of  poor time keeping? Whatever happened to William Shakespeare’s “Better three hours too soon, than one minute too late?”

Consequences

Julie Morgenstern, author of Time Management From the Inside Out,  tells us that the first step is to make promptness a conscious priority, but also we need to  gain an understanding into why we’re always late. Poor timekeeping can be very costly, both directly  but also via damage to our reputations suggesting we are unreliable,  untrustworthy and/or disorganised. The reasons she maintains tend to fall into two categories: technical or psychological.

1. Technical Difficulties

If we are always late but at different time then, the likelihood is that it is the result of  bad planning and under estimating how long things will take. Morgenstern advises establishing patterns by keeping a time log of all tasks and finding out exact how much time each task takes. Then factor in a margin for some unforeseen contingency.

2. Psychological

 – Inability to say no

Linda Sapadin, PhD, author of Master Your Fears believes there are deeper underlying implications of poor timekeeping,  which are linked to procrastination. Very often many of the difficulties come from lack of confidence and an inability to say no,  or even to tell another person we have another appointment in our diaries.

– Do you choose to be late?

If we are always late by the same amount of time, there could be a number of reasons – but no doubt, it’s about us!  We might be:

  • Rebellious   – not doing what’s expected
  • A crisis maker   – need an adrenalin rush to get going
  • Attention seeker  – which comes with being last through the door and going through the apology ritual.
  • Power playing  – I’m more important than you are,  sending a message of disrespect
  • Avoider – you don’t want to meet the person, or attend the meeting, so leave it until the very last-minute.

So next time instead of saying something  “ran late”, perhaps we should all just be honest and admit to being bad planners, power players, attention seekers or avoiders.

More importantly if we manage our own time, we will automatically respect the time of others. We should also stop thinking poor time management is worth emulating and follow Richard Branson’s lead.

“It means being an effective delegator, organiser and communicator.”

If you need support with your time management and planning which could impact your career – check out these coaching programmes.

Managing your career in times of uncertainty

How to manage your career in times of uncertainty

My email box has been flooded over the weekend with enquiries from clients asking how “Brexshit” as I call it, will impact them. The answer is noone knows at this point, but eventually some type of calm and compromise will emerge as it always does. Official statements will be made about any impact this will have on the free movement of labour and employee rights. There are unlikely to be any significant changes in the short term. Already some players have made statements to project calm. But there is always collateral damage and it’s important in times of uncertainty to be prepared and in the best position to face whatever may hit us. There can also be opportunity.

Collateral damage 

It is clear that uncertainty and panic damages business confidence which impacts stability. Those two elements feed off each other. This situation may cause hiring and investment freezes, as companies wait for guidance from government departments head offices and even lawyers.

in 2012 I wrote a post called  “Are you ready for a professional emergency landing“. The main criteria are still valid today. It’s all about being prepared and setting up some best practises to cope with any potential emergencies.

Unwelcome change is a hall-mark of our workplaces, whatever the circumstances. We have all seen many excellent people blindsided and ill-equipped to make an emergency landing which causes us to flail around in search of life-vests and oxygen masks.  Under normal circumstances,  this can be because of redundancy, a merger, a take- over or any other unforeseen business circumstance. The fallout from Brexshit had been predicted by most main economic and business experts, but sadly not taken seriously.

So now will be a good time to make sure you are prepared for that emergency professional landing because these times of uncertainty are going to be around for a while. They can be corrosiveand damaging

Here are tips that you can apply immediately while the dust settles:  

  1. Update your online presence and CV: if you do not do this routinely, and keep a copy ready to send off immediately, now is a good time to do that. Start straight away.
  2. Audit your professional skills – it’s important to be current in this area. Many people take their feet off the pedal in terms of professional development , quite often in mid-career and find themselves lacking particularly in relation to newer (read cheaper) employees. It’s important not to become complacent and to view education as an ongoing exercise.  Book a  career audit  Check that you can deliver your elevator soundbites and you have your A game at your finger tips.
  3.  Work on your network – many job seekers tap into their networks only when they have a need, by which time it’s too late.  Strategic networking should be an ongoing effort. Make sure you are doing this now. If you are in a job and don’t think you need to network  – re-examine that thought. Read: Do you have a Go-To Top 10
  4. Pay it forward – the more you can do for other people when you are in a position to do so makes it easier to ask for reciprocation at a critical time.
  5. Monitor your budget –  the last thing Economists want to hear is people being advised not to spend, as this boosts the economy. It’s hard to define in precise terms how long it could take to find another job. You could be lucky – but generally executive searches take about 3-6 months. Today the suggestion is that it can be as much as 9 months. So although it is hard in today’s economic climate, sound advice would be for all of us to have a reserve  “disaster fund“ of a minimum of 6 months to cover critical expenses. One of the most terrifying aspects of job loss is the gnawing anxiety of how to meet fixed overheads.  It’s a good idea to make sure that key financial contact details are in your address book.  How well do you know your bank manager?
  6. Invest in professional support – many individuals seek career support when they are desperate: it might be when they have already lost their jobs or are facing any other sort of career blip. It is important to treat a career with the same strategic analysis as one might any other housekeeping exercise. In the words of John  F. Kennedy “ The time to repair the roof is when the sun is shining”. 
  7. Look after you –  It’s normal to worry about your family and your ability to support your nearest and dearest.  But just as a cabin attendant will exhort  passengers to put on their own life jackets and oxygen masks first and then look after their dependents, the same is true for you. Putting your own needs first, will ultimately be in the best interests of the people who rely on you.
  8. Leave your luggage behind  – this is always one I imagine I might struggle with if tested,  but the logic resonates nevertheless. Sometimes our baggage gets in the way and we have to let it go and take that step into the unknown to protect ourselves. This is another area where professional help can be a good idea. Make sure you understand fully what is holding you back.

If you need support to protect your career in times of uncertainty – contact me. 

 

 

 

 

Tech tackles workplace bias with new apps

Apps and platforms that tackle workplace bias in job search and recruitment

Tech is considered to be one of the least gender balanced sectors. Women are difficult to identify, attract and when that does happen, the churn levels are especially high. But it is also an area which is well placed to offer support to organisations wanting to monitor or highlight their own unconscious biases for gender and other workplace bias.

Some of the apps coming out of the tech sector offer ingenious ways to identify situations where workplace bias exist. It’s clear that although they all can’t tackle the bias directly  – they do expose it and highlight it.

Apps and platforms that tackle workplace bias

Doxa

Doxascore.com is an online dating style site, with data driven tools to match women with companies that best fit them.  Doxa helps women job seekers glean how various tech start-up companies treat their female employees. Using employee sourced survey data, the software develops a view what it is like to work at various companies, and how women fare in these workplaces. The profiles examine  compensation,  hours worked and schedules, pay gap, hours spend in meetings, the number of women on the leadership team and maternity-leave policies.

Entelo Diversity

This is a recruiting software which supports companies wanting to create more diverse teams by targeting specific demographics that are under represented in their current organisations. The algorithm reviews the online profiles of potential candidates—using data from Twitter, GitHub and other sites. “Since this information is layered on top of a candidate’s skills and qualifications, the solution provides a level of objectivity as it relates to your hiring practices. It also helps organizations demonstrate good faith efforts and comply with regulations”

FairyGodBoss

FairyGodboss is a data crowd sourcing platform to rank companies for the professional experiences and conditions they offer women. They have identified top industries for “gender equality, women’s job satisfaction, and the ones women would recommend to other women.” PR, Cosmetics and Hospitality are apparently the leading industries when it comes to women’s perceptions of gender equality at work. This gives women an opportunity to research organisations and make informed decisions based on comments of other women.

GapJumpers

Blind CVs

Blind CVs don’t tackle the root of the problem

GapJumpers is the “Voice” for business offering what they call blind auditions. The app offers companies a platform on which they can test the abilities of job applicants without knowing their gender or race , identifiers which lie at the root of bias.  I would love to hear from anyone who has experienced this process to understand how it works in practise. Blind CVs tend not to deal with the real problem, simply defer it to late in the process. But they do get candidates through the first stages which is at least a step in the right direction.

Gender decoder Kat Matfield

Gender Decoder is an app similar to Textio, it highlights linguistic gender-coding  which appears in job adverts and other documents. Research has shown that language cause women to self-deselect from applying for jobs that are advertised with masculine-coded language.This site is a quick way to check whether a job advert has the kind of subtle linguistic gender-coding that has this discouraging effect. It’s a free app and one that works well.

I’ve used it myself.  My only comment would be that some of the words that are considered to be male coded such as “confident” and “business acumen” are more of a commentary on our culture. To replace with words which are considered to be “female” is simply patronising.

Gendertimer

meetings

Gendertimer is an app that monitors the amount of “meeting air time” participants take up. Here you can track who hogs the floor to create greater gender awareness in meetings and other social situations. Research shows that the dominant group is men! Users can manually record any speaker’s gender chart the data. This leads to self-regulation for any extroverts or  “mansplainers” and the possibility of holding more inclusive  meetings.

Includeed

I saw the pitch for this software diversity dashboard at an #HRTech conference in Paris 2015. Launching in 2016 Founder Sandrine Cina says “Includeed is an online platform which brings together employees, customers and companies around the topics of diversity and equal opportunities. Includeed allows employees and customers to review companies on their efforts towards equal opportunities, letting them know what is really needed and which solutions would be beneficial for all.”

InHerSight

Inhersight.com . Users rank their workplace across 14 criteria including maternity leave, salary satisfaction and wellness. The platform’s rating system is similar to sites such as Glassdoor, TripAdvisor Inc. and other crowd sourced feedback sites. It aggregate anonymous user-generated data to guide women to make “smarter decisions”.

Just not sorry

Just not sorry is a chrome extension app which produced an international furore in the sorry/not sorry debate. This is designed to help women neutralise their emails from “girl speak”  along the lines of sorry-not-sorry-242x300 “I’m sorry to disturb you, but I’m just trying to confirm our arrangements and could you possibly let me know your plans for xx. I know this is short notice but would you mind getting back to me by xx”

My own view is that some women (and men) may find it helpful and emails should be succinct because no one will read them!

Textio

Textio is a spell check for job adverts, highlighting word choices that show gender bias or hackneyed phrases.  It suggests alternative phrasing to stop self-de-selection by certain categories of job seekers. The program discourages corporate buzz words  such as “ ninja” or “guru”   which appeal to male applicants. Once again, my concern is words which are listed as male coded need to adapt with the culture  rather than the other way around.

Unitive

Unitive  leads to is a data driven hiring decisions and monitors job applicants and the hiring process, allowing hiring managers to visualize the information behind their decisions. The platform reminds hiring managers throughout the process when they are most likely to exhibit bias. This can be when drafting job descriptions, adverts, reviewing resumes or other written documents to recognize and avoid workplace bias. Candidates compete anonymously to solve problems related to the job.

What other apps or platforms would you recommend to tackle workplace bias? I would be happy to include them.

If your organisation needs unconscious bias training – contact me.

 

 

structured interviews

Do structured interviews overcome unconscious bias?

Structured interviews in the hiring process

Structured interviews with data driven questioning and assessment are being touted as the “new” way forward in selection processes to avoid unconscious bias, especially in relation to gender bias. Today, most interviewers adopt a fairly relaxed approach to interviewing. There is a strong preference for what seems like casual questioning about the candidate’s background and experience. But although unstructured interviews are perceived to be the most effective from a hiring manager perspective, research suggests that they are one of the worst predictors of on-the-job performance. They are considered to be less reliable than general psychometric testing and personality tests which can be as much as 85% reliable.

So why do we continue to do it?

Cultural fit

There is a long standing reliance on the ability to identify “cultural fit.” Many managers and leaders pride themselves on having the gut instinct to recruit the best talent. It’s possibly true that some do. But most don’t. What they do is follow the tried and tested P.L.U. method of hiring  – People Like Us. As most of the decision makers are male, it shouldn’t come as a surprise that the 3M approach applies: Mini- Male- Mes. An interviewer’s perception of a candidate in an unstructured interview (a normal interview to you and me) is the over riding factor.

Removing human perception

Somewhat cynically I think it’s an unlikely and unrealistic expectation that we will be able to remove human assessment from hiring decisions. A candidate maybe considered to be the best via testing, but may struggle to fit in with the team. I have seen situations where candidates come into the 98 percentile on testing scores and still are not hired because the hiring manager just didn’t like him. Is this based on a bias? Of course. One that is very hard to define. His boss decided that the relationship between the manager and job holder would have been the key driver and the candidate was cut.

Unconscious bias is set up in our DNA to protect ourselves. This is why we hire and surround ourselves with P.L.U., from backgrounds similar to our own or that don’t cause us discomfort.

What are structured interviews?

Rather than relying on ad hoc questions, where the bias of an interviewer can be imbued into both the question itself and also how she receives the answer, it is believed that interviews should be set up so that all candidates are asked questions, in the same order and responses noted down at the time.  There is usually a half way point where an anlysis of the candidates performance is assessed. Interviewers are also held accountable for any perceptions and required to defend them.

The objections to structured interviews are that the communication flow is less organic and possibly stilted, but the results are likely to be more neutral. Response can then be compared systematically.

Candidate Score cards

Candidate scorecards from structured interviews are a more objective method of evaluation in which candidates’ responses are assessed against a predefined benchmarks. Hiring managers can  allocate a weight for each answer based on the requirements of the job in terms of skills and experience, company values,

Will data based questions really overcome unconscious bias? Google identifies certain characteristics that guarantee on-the-job success and structure questions around that. Laslo Bock, VP HR  in his book Work Rules identifies questions that “are behavioral, dealing with past scenarios, and situational, dealing with hypothetical scenarios.”

Psychometric or other testing

Many companies combine testing and an interview process. Frequently candidates are asked to complete behavioural interviews with a specific assignment in line with the requirements of the job. A practical skill test also allows employers to assess the quality of a candidate’s work versus unconsciously judging them based on appearance, gender, age and even personality. Some companies do hiring weekends of “trial by sherry” when they go through a gamut of social events and behavioural assessments. This does not necessarily eliminate bias. There is that urban legend where a candidate was supposedly cut for putting salt on his food before tasting it.

Balanced shortlists 

The reality is that it is not just the nature of the hiring process and whether structured interviews become the norm. The interview procedure can be as neutral as you like, but if the rest of process is riddled with bias and coded messages then the system is set up to fail. This can be in adverts, job descriptions, self- de-selection of female candidates, and other subliminal messages projected at candidate touch points.

One issue is the number of minority candidates short listed for each open assignment. Research from University of Colorado’s Leeds School of Business, although not conclusive, suggests that the key is to have 2 or even 3 female candidates (or other discriminated group) on the short list to level the odds. Psychologically it deflects the black/white approach of “do I want this candidate or not”  to either or thinking.

Companies can insist that the executive search company or the in-house recruiter meet those requirements. If they don’t have the skills to go beyond the highly visible, low hanging fruit type of candidate identification, and many don’t,  they should use specialist organisations which do. Check out 3Plus International 

 A female candidate’s chances of being hired are statistically zero if she is the only woman in a pool of finalists

The most effective way to manage unconscious bias is to make hiring managers aware of their own biases. Then start managing them at every stage of the process.