WorkPuzzle

Twitter by the Numbers: What is Really Going On?

About three months ago, I wrote an article about Twitter, and the potential it has to change the way we collect and catalog information as a society.  At the time, Twitter was growing quite rapidly, and it was difficult to tell where the trajectory was leading.

I just ran across some interesting research that may give us some insight into this question.  The research was conducted by HubSpot, an internet marketing firm based in Boston.  Hubspot found that of those who sign up for Twitter accounts...

• 54.88% have never tweeted  (i.e. have never posted anything)
• 55.50% are not following anyone (i.e. are not reading anyone else's posts)
• 52.71% have no followers (i.e. no one is reading their posts)

What does this mean?  Most people who sign-up for Twitter, never use it!  It is difficult for a service, such as Twitter, to have a substantial impact if the majority of the subscribers are not using it.  This is similar to a bunch of people buying their parents a fax machine in the '80s—great idea, but nobody could get their parents to actually use it.

The hope of the business world, is that Twitter will become a vast database of information that will allow marketers—recruiters included—to tap into the demographics and preferences of millions of individuals.  The HubSpot research uncovered some disappointments there as well:

• 75.86% of users have not entered a bio in their profile
• 68.68% have not specified a location

It’s tough to draw conclusions from a data source that is so limited.  The only available information are the millions of 140-character “tweets.”  Maybe the FBI could make some sense of this type of disconnected information, but the rest of us remain at a loss.

There is much more data becoming available that can give us clues about the reality of Twitter.  For example, a recent study by PMN documented that only 22% of Generation Y consumers (18 – 24 years old) are using Twitter (99% have active accounts on a social networking site, such as Facebook). 

You’d think more of this demographic would be driving the buzz about this network, but that is not the case.  We do know that 56% of executives under the age of 40, regularly tweet or generate microfeeds (source: ClickZ study, June 09).  Do you think anyone is reading them?  Probably not.

I think there are a couple of points a recruiter or hiring manager can take from this discussion:

1. If you’re feeling an overwhelming amount of guilt because you’re just not connected with the concept of Twitter, this should relieve your guilt.  You’re not the only one that doesn’t “get” Twitter—many of your candidates are in the same boat.
2. Don’t expect a tool, such as Twitter, to release you from the hard work of recruiting.  It would be great to publish something and then have thousands of people lap it up and find you endearing (isn’t that why Oprah tweets?).  But, it usually doesn’t that work way.  Make the calls, send the emails, have the one-on-one conversations, etc.  Twitter may help you in some small way, but the traditional tasks of recruiting will continue to produce the most consistent results.

 

Getting Inside Your Candidate's Head

As a recruiter or hiring manager, it is important to be able to put yourself in the shoes of your candidates.  From a marketing perspective, your messaging needs to ring true with the individuals viewing your ads.  The objective is to have an emotional impact, followed by prompt action.  For high-quality candidates... you know, the ones you really want to have join your team... the need to make an emotional impact carries over into the interview.
 
This begs the question:  What’s going on inside the candidate’s head?  What are this individual’s priorities?  What are the significant issues that are going to cause the person take action?  All are great questions.

I came across some research this week that gives us some insight on this topic.  The research was conducted by The Society of Human Resource Management (SHRM).  The study involved presentation of a list of common job traits, and a request for employees to rank their importance.  They used a four-point scale to indicate what they felt was “very unimportant” (a "one" on the scale), on up to “very important” (a "four").  The percentages below indicate how many people ranked the given item a four, meaning “very important.”

JOB TRAIT - PERCENTAGE WHO RANK ITEM AS "VERY IMPORTANT"

• Job security - 63%
• Benefits - 60%
• Compensation/Pay - 57%
• Opportunity to use skills/abilities - 55%
• Feeling safe in the work environment - 54%
• Relationship with the immediate supervisor - 52%
• Management recognition of employee job performance - 52%
• Communication between employees and senior management - 51%
• The work itself - 50%
• Autonomy and independence - 47%
• Flexibility to balance life and work issues - 46%
• Meaningfulness of job - 45%
• Overall corporate culture - 45%
• Relationships with co-workers - 42%
• Contribution of work to organization’s business goals - 39%
• Job-specific training - 35%
• Variety of work - 34%
• Career advancement opportunities - 32%
• Organization’s commitment to corporate social responsibility - 31%
• Organization’s commitment to professional development - 30%
• Paid training and tuition reimbursement programs - 29%
• Career development opportunities - 22%
• Organization’s commitment to a “green” workplace - 17%

As a hiring manager, I suggest you digest this list from a couple of perspectives.  (1) How do the employment opportunities you’re offering line up with what candidates want in a job?  (2) In the marketing and interviewing process, are you emphasizing issues that have a minimal chance of impacting your candidates?

What Creates Talent? - Part 2

In yesterday's blog I began to share some facts that challenge the way we think about talent development.  I think you'll find over the next few weeks, the material I share with you on this topic will change the way you train, recruit and coach. 

In my intro, I included questions similar to the following:

• Why has one tennis camp in Russia developed more top ten athletes than any other?

• Why has one music school in New York turned out the likes of Itzhak Perlman and Yo Yo Mah?

or, as metioned previously...

• Why have 12 different boys from the extremely small country of Curacao, made it to the semifinals of the Little League World series, six times over the past eight years, even taking the title once?

In his book The Talent Code, Daniel Coyle uncovers certain consistent patterns that exist in every "talent hot bed" in the world.  Specifically, these patterns include similar methods of practice, motivation, and coaching.

So, let's examine these three components further:  Practice, Motivation (he calls it Ignition) and Coaching (he calls it Master Coaching):

It turns out that Practice, in each of the talent hot beds, is achieved in a very similar way.  It is performed so that mistakes can be tracked and modified, without missing the opportunity for correction.  For example, in one of the top music schools, students are asked to play so slowly that nobody can possibly recognize the song being played - The student is then able to notice imperfections and train the brain to grow in this area.

Similarly, tennis players are trained to work through routine movements slowly, without a ball, to train the brain to grasp the fundamentals before actually hitting a ball. They do this throughout many years of training.

What is happening in the brain while one trains like this? (from a recent blog that also references The Talent Code, but worth including again)

Your brain is made up of millions of neurons and synapses, all with the ability to build super highways of super speed.  All that is needed to build these connections is a substance called Myelin.  Myelin, it’s recently been found, has the ability to grease the skids between neurons so that large pathways are formed to create mega bandwidth learning and growth, if given the opportunity.  And guess what gives your brain the greatest opportunity for Myelin production?... Failure!  Not just failure, but lots of failure…the more the better!  And not just large doses of failure, but failure and correction, failure and correction, failure and correction…

Here’s an example:

In 1997, Soccer Coach, Simon Clifford, was so curious about what caused Brazilian Soccer to be so successful, that he temporarily moved to Brazil and lived in a dimly lit dorm-like setting to find out first-hand.  What he found has changed the way many elite youth soccer teams practice, and has made Simon Clifford a very wealthy man, given that he has founded worldwide “Brazilian Soccer Schools” all over the globe.

What he found was that everyone, except the professionals, were playing a much smaller game of soccer on a small, hard court, with a heavier ball.  Given the small space, the game moved quickly and frantically, with split-seconds to decide where to pass, to whom, and how.  In other words, unlike American Soccer, Brazilian Soccer offers many more chances to fail and succeed in each minute of play, for each player – Every player touches the ball six times more per minute, to be exact.

When the brain experiences this incredible frequency of failure and correction, it grows Myelin like mad!  Super highways are formed that can ultimately lead to amazing talent.

So what does this teach us?

When we are training, it's not the "talented" people we should focus on, it's the people who share the capacities of the top performers, and are willing to practice until they reach mastery of a given skill.  People who are willing to practice scripts, over and over and over... Sales people who are willing to make multiple calls, fail/correct, then fail/correct, again and again...These will be the folks who develop talent!

I don't know each of your businesses well enough to definitively be able to articulate what should/shouldn't be part of your training regimen, but I do think that if you can mirror the practices of these talent hot beds, tailored to your industry of course, you have a much better chance of turning out some true talent. 

I would love to hear your ideas regarding how your company's training might be able to resemble these talent hot beds... 

Next:  Ignition (Motivation)

What Creates Talent?

Most of us have been brought up to believe that talent is something people are born with- you either have it...or you don't.  This idea is so pervasive that what I'm about to share with you may take a few days to sink in.  For that reason, I'll spend a few days giving you a little information at time, so that you can digest it, and perhaps slowly begin to let it change the way you approach everyone under your management. 

What deeply interests me, is that what you believe about the question, "What Creates Talent?" will determine how you recruit, coach, mentor and parent.  It will determine the questions you ask in an interview, how you train, what you insist on in work performance, etc...

I've recently been devouring the book The Talent Code, by Daniel Coyle.  Coyle had the enviable job of traveling the globe, studying the world's most unusual "talent hot beds" - places where unusually high percentages of people excel at what they want to achieve.  He describes the social science and neuroscience around the phenomenon of talent development.  It's truly amazing stuff! 

He convincingly answers questions like:  

• Why is Brazil so dominant in soccer?

• Why has South Korea gone from having one LPGA touring pro in 1998 to 33 in 2008?

• Why has Russia gone from having three in the top 100 Women's Tennis Professionals, to 16 today?

• Why have 12 different boys from the extremely small country of Curacao, made it to the semifinals of the Little League World Series six times, over the past eight years, even taking the title once?

The answers to these questions will surprise you, and will have you doubting your preconceived notions of talent development.  I actually want you to ponder the possibilities today...Sorry, I'm giving no answers until tomorrow.  But, I guarantee that the answers will make you a better manager, mentor and parent.

I will leave you to ponder this quote:  Robert Lansdorf, tennis coach of former number one players Pete Sampras, Tracy Austin, and Lindsey Davenport, all who grew up miles from each other said this:

"It's not about recognizing talent, whatever that is.  I've never tried to go out and find someone who's talented.  First you work on the fundamentals, and pretty soon you find where things are going."

There is much, much more than meets the eye with regard to this quote.  I will chip away at the science around talent tomorrow...

Managing Your Talent Pipeline: Are You Really Going Anywhere?

We’ll wrap up our series on Managing Your Talent Pipeline (1,2,3,4) today by covering the important concept of vision.  Here is an important universal truth that you can apply to your recruiting efforts: 
 
Every human being wants to be part of something that’s going somewhere. 

This is a basic human reality that can be tapped for the mutual benefit of both an organization and an individual. 

Sure, many companies have vision statements that hang on a wall somewhere.  But no one could tell you what they say, and it doesn’t answer the candidate’s question… "Are you really going anywhere?" 

One of the biggest mistakes that we see hiring managers make is trying to convince someone to leave their existing organization, with little emotion or excitement over the possibilities in the new position.  If I don’t feel inspired when I talk with you about your company, my emotions will tell me to stay in my existing job, no matter how many facts the hiring manager can produce to show me I’m misguided.

How do you stir up this emotion in a conversation?  Here are some ideas:

1.  Develop a concise statement (vision) of what your organization is trying to accomplish.  Boil this down into something that is easy to say and remember.  Practice it with people in close network.  Do they feel inspired when they hear it?  If not, rework it and try again.  For an example of this, look at what Gore Technologies (makers of Gore-Tex) has done. 

2.  Formulate two or three stories of people who are flourishing in your organization.  Stories inspire people and they tap the emotions much better than facts and figures.  You can start a conversation by saying something like, “Let me tell you a quick story about someone who joined our group about six months ago…” 

3.  Help the candidate envision themselves working in your environment.  Once you start to understand a person’s strengths, help the candidate make the connection of how those strengths could be both optimized and valued in your environment.  Candidates not only want to know they’re part of something going somewhere, but they also need to see that their talents are an important and necessary component to reaching the destination.

A well-established vision, coupled with some specific examples of people who are thriving under that vision will, in itself, help your candidates to feel excited about your organization.  Build on that with a clear statement of how your candidate's strengths compliment your company's vision, and you have a great chance of generating an positive emotional response from your candidate. 

Until the candidate says, "I want to go where you're going!" in their mind, you have no chance of getting them to move thier feet. 

Managing Your Talent Pipeline: Direct Follow-Up

In the last few articles (1,2,3), we discussed the importance of proactively executing a series of indirect contacts with candidates in your talent pipeline.  It’s a challenge to consistently make these “small contributions” to your contacts, but perseverance pays off. 

We all know that seeds grow in soil that is well-prepared by the gardener, but the seeds still have to be planted.  Likewise, there is a time for more direct recruiting contact with a candidate.  Here are some principles that will help you more successfully connect with potential candidates:

1.  Get face-to-face with the candidate.  As you know, a lot of communication happens in the non-verbal realm.  Contacting a candidate via phone and email has limitations that are difficult to overcome. 
 
Think of ways you can spend time with the candidate in a natural setting.  Are there professional activities that you can attend where you’ll likely cross paths?  Are there mutual clients, acquaintances, or business scenarios where face-to-face connections are likely?  Are there non-work-related restaurants, clubs, charitable activities that a candidate is known to frequent?  I’m not talking about stalking a person—certainly this could be pushed too far.  But, if you’re sitting behind your desk, and have no face-to-face contact with any candidates, you’re at a disadvantage.

2.  Identify a crisis/problem that you can actively help solve.  Everyone has problems and difficulties in their professional lives.  During a discussion, try to discover a specific issue with which a person is struggling and then deploy your own personal efforts, or the resources of those in your network, to help alleviate the pain.

This can be very simple... For example, I have a friend who works in the building supply industry for a company that supplies windows to commercial buildings.  During a discussion last week, I mentioned that we were thinking about updating some of the interior doors in our house.  He was quick to provide me some information on how doors are made, distributed, and sold to end-users.  He also introduced me to a contact who would be willing to sell low-cost “seconds” (doors that had small flaws).

If you are the person who consistently provides timely answers and solutions, it becomes both natural and desirable for a candidate to envision working on a team with you.

3.  Pop the question:  “Are you really getting what you need?”  You may remember from science class in high school what Sir Isaac Newton taught us about motion:  A body at rest tends to stay at rest unless acted upon by an outside force.  While Newton was describing the nature of physical motion, the same principle applies to recruiting - People will tend to stay in their existing jobs unless they are dislodged by some external force.

Most of these external forces (they have a fight with their boss, they get their benefits cut back, they lose a sale because of an incompetent co-worker, etc.) you cannot control.  But, you can help a person identify a potential escape hatch.  When you ask a person to consider joining your organization, this may be the last bit of dislodging they needed in order to make a move. 

Even if it’s not quite the right timing yet for your candidate, you’ve made your intentions clear and the candidate will store this away (along with your other positive interactions) for possible use in the future...

Managing Your Talent Pipeline: Important Don'ts

Last week, we talked about the importance of making small contributions to those in your talent pipeline.  We’ll provide some more ideas in future articles, but I wanted to cover a few important “don’ts” as you start to think about ways you can better engage those you are hoping to recruit.

1.  Don’t underestimate the effectiveness of consistent follow-up.  Anyone who is successful in a sales position knows that persistence is a prerequisite to success.  One of our clients, the general manager of a large services company, once told us that he never calls a vendor back until after he gets the 3rd call from the sales person.   Why?  In his own words... “That’s the only way I can know that the person is serious.”

Recruiting is sales, and consistent follow-up with your candidates is the only way you’ll be able to produce long-term, across-the-board success.  There are very few exceptions to this rule.  The good news is that persistence does work, and almost anyone can be successful at it.

2.  Don’t get discouraged when candidates don’t respond. The difficulty with persistence is that it often does not offer very much positive feedback.  During an initial meeting it is common to make a good emotional connection with a candidate.  The natural expectation is that the positive experience will carry over into the follow-up phase of the recruiting process, but this is often not the case.  What’s more typical is that you send several emails and don’t hear back... You leave voice mails, but don’t get your calls returned... You may even send hand-written notes, but there is still no reciprocation.

Don’t give up!  Instead, adjust your expectations.  You’re not this person’s personal friend or relative, so don’t expect to be treated like one.  You’re a professional acquaintance who has something to sell (an opportunity).  People can realize and respect that you’re doing your job, and they can even envision themselves working for someone who executes their business duties with professionalism.  But, that is where the emotional connection ends.  If you expect more, you’re ego is in the way.

3.  Don’t expect technology to replace personal attention and effort.  Because recruiting is a process that involves so much repetition, there is a temptation to automate as much of the process as possible.  While there are tools that allow you to be more effective, it is a mistake to over-rely on technological solutions that minimize human connections.

If you set up a candidate on a drip email system that automatically generates canned emails, your efforts will have some potential impact on the candidate.  But, don’t expect it to have the same impact as a personal note or phone call.  Human beings respond to personal connections— this is not going to change.

The bottom line…recruiting is hard work.  If you’re willing to do the work, you’ll be successful.  If you’re constantly looking for a short-cut, you’ll likely continue to experience frustration.

Happy Fourth of July from WorkPuzzle

WorkPuzzle is celebrating Independence Day today and will not be publishing a new article until Monday, July 6th.  We appreciate your readership and wish each of you a joyous and safe holiday.

Managing Your Talent Pipeline: Making Small Contributions

Once you have permission to follow-up with someone (see yesterday’s article), it then becomes important to make some sort of small contribution to the candidate’s life in subsequent conversations.

When you contemplate how to make one of these contributions, think of things that are small and thoughtful rather than large and flashy.  Here are three ideas that I’ve seen used effectively:

1.  Recognize an accomplishment.  Our world is more transparent than ever before.  With various websites, online social networks, blogs, and other venues, there is a lot of information available about people.  It is not uncommon for people to publish both their personal and professional accomplishments in some kind of online environment.  It’s also easy to search and find such information.

For example, your candidate might be part of a large company that recently won a large contract from the government.  A quick email letting the candidate know that you noticed the accomplishment is a natural way to make a connection.  If the person had direct involvement in the deal, of course it would be appropriate to congratulate that involvement specifically - If not, the general congrats is still worth the effort.  Good news is good news, and people like to talk about it.

2.  Recognize an accomplishment of someone close to the candidate.  All of us have relationships and we care about what happens to the people in those relationships.  It’s quite natural to strike up a conversation with a person and talk about their spouse, their kids, their activities, etc.  During an initial conversation, take some mental notes on these relationships and activities, and then keep your ears open for things that naturally take place around you.

When you find some tidbit of information, let the person know that you noticed their accomplishment.  This can be a simple email that says something like, “Bill, I noticed that your son’s football team made it to the district tournament.  You must be really proud.  We’ll be pulling for the team—I hope they make it to state!”

3.  Recognize a mutual contact.  Psychologist Stanley Milgram is commonly credited for conceptualizing the six degrees of separation theory.  Milgram (and now many others since then) has shown us that we're surprisingly connected to those around us through a web of relationships.  When this web is discovered, people naturally find it interesting.
 
When you find out that there is a common contact between you and the candidate you’re trying to recruit, make a point to acknowledge it.  This too, can be a short email that says something like, “Bill I ran into Paul Graham last night at Costco.  He mentioned that he did some work with you a couple of years back and had some nice things to say.  Hopefully, you two will connect again soon.”

As you make these contributions, remember the objective—keep the balance of value in the relationship tipped towards your candidate by making multiple deposits.  If the person always gets something good from you (such as kind words and attention), or hears something positive (such as remembrance of an accomplishment or relationship), or just feels some encouragement, then good things are more likely to result on the recruiting front.

Managing Your Talent Pipeline

Here is a question we often receive from hiring managers:

“I’ve identified someone who I think would be a great addition to my team, made initial contact with that person, but realize that the timing is not quite right for them to leave their current job.  Now what?  How do I stay in contact with this person over time in a way that will eventually result in a hire?”

This is where a lot of people get stuck.  They make the initial contact with enthusiasm, but there is not enough substance in the relationship to initiate further contact without feeling awkward.

Over the next couple of days, I’m going to share some things that we’ve learned on this topic from some of the best recruiting companies in the country.  Hopefully, you’ll be able to take some of these ideas and apply them to your talent pipeline.

There are two basic rules that I recommend you follow when working with your candidates:

1.  Ask for permission.  Seth Godin made his debut into the consulting/marketing world by figuring  out that people like to be respected in the marketing process.  In fact, they respond much better when they are treated with respect.  In his bestselling book Permission Marketing, Godin makes the point that respect is shown by asking a person if it is OK if you market to them.  By the way, this is where the concept of the “opt-in” email originated.

Recruiting is marketing.  When you make initial contact with a candidate and you believe there is some potential for the future, ask a simple question:  “Would it be OK if I followed-up with you occasionally?”  It is a natural question to ask, and most people will say yes.  By dong this, you show respect and you set an expectation for future contact.

2.  Add value with each subsequent conversation.  John Sumser, a recruiting expert and author, often makes the point that any communication with a candidate must provide the candidate with something of value.  More specifically, the value of what you provide in the conversation must exceed the value of the candidate’s time and attention to take the call or answer an email.  If this does not happen during each conversation, the candidate will no longer want to talk with you.

Think of it like a scale that rests on a center fulcrum - If you’re extracting value from the candidate (you want their time and attention), the scale tips towards you.  You’re getting something, but not giving something in return.  Only dysfunctional people put up with this type of imbalance.  Good hiring managers make sure the scale is always tipped toward the candidate, and not just a little bit--a lot.

In the upcoming articles, we’ll offer some ideas to help you get the scale to tip in your candidates' favor...