Deal or No Deal?

When I started work, I don’t remember thinking I was due anything other than a pay cheque at the end of the month. I’d received my contract and terms and conditions and I accepted the deal  – the amount of holiday, the level of pension and the protection for sickness. That is about all there was in those days.

I figured that if I worked hard, put in the hours, managed to show a bit of intelligence and initiative that it would help me. Not to get a promotion, but to get experience and ultimately a good reference. Because when I started the job, my director had been very clear – I wasn’t going to stay.

It wasn’t that he was a hire and fire them character – far from it – but he had taken a policy to hire young, eager, recently qualified professionals and to give them a chance in the world of work. In return he realised that he got good quality people, but one’s that would want to move on pretty quickly – and he was ok with that. That was the deal.

Throughout my career, I’ve heard reference to “entitlement” more and more. It really wasn’t a term I was familiar with back in the mid 90s. And whilst I’ve worked with some people who truly believe they were the most entitled on the planet, “we’re unicorns, Neil, that’s what you need to do if you want to hire unicorns”, I’ve met more who’ve been disappointed that a promise they were led to believe, hasn’t materialised.

The thing about a deal is that it has to work for both sides, and yet as organisations too often we want to pretend we have something greater than the reality, in the belief that what we actually have wouldn’t be appetising. The implication of this is we don’t believe that job applicants and employees are capable of making an assessment based on facts and acting in accordance with their best judgment.

So instead we talk about nebulous concepts such as career enhancement, progression, development opportunities and stretch, which are easily misinterpreted and can be unintentionally disingenuous. Frustrations normally kick in at about two years into the employee journey, when people start to realise that their interpretation of the phrase wasn’t the same as the organisation’s.

There’s nothing wrong about a straightforward deal at work, in fact I’d argue there is something pretty refreshing. “If you come here, you’ll be working with good people to do your job, we will look after your health, safety and wellbeing, we will pay you x and give you y on top. You’ll learn and hopefully enjoy yourself and in the future, who knows, you might find something else here you like or you might choose to move on. And we understand and respect that”.

Deal, or no deal?

Seek first to understand

Whilst mooching through social media this weekend I came across a fascinating thread. Someone within my network had posted a rather generic request for help on a pretty generic topic. It was one of those moments that we’ve all had where we ask, “does anyone know anyone who can xxx”.

What fascinated me was that despite the very generic nature, the thread was filled with responses, “I can” or “I recommend x”. It was only after about forty or so responses that someone answered, “I think I might be able to help, but I need a little bit more detail. What specifically are you looking for, who are the people you’re looking for this for and where and when would you need it?”

It reminded me of many of the conversations that we have at work. A problem is generically stated and immediately we all pile in with attempts to fix it. Suggestion after suggestion is made in the attempt to solve a problem that we haven’t even fully understood. From the limited data that’s presented we all form our own individual interpretation and yet we rarely take time to check that our understanding is the same.

The impact on the original requestor can be overwhelming as they are inundated with solutions that can often be contradictory to one another meanwhile the other participants can get frustrated as their “obvious” answer to the problem goes unheard. But what if instead of being at the end of the thread, those questions had been at the beginning? Would that have led to a better quality of response?

It would be easy to say that the originator of the question should have thought it through, but I disagree. The nature of collaboration is that we work together to try to find a solution and that is particularly true in the workplace. If we all take responsibility to ask questions and seek to understand all the aspects of a problem, rather than making assumptions, we not only help to achieve better answers, we save everyone time and effort in the process.

 

The silent workforce

As I write the last post before the Christmas break, I’m drawn to reflect on the future of work. A debate that seems to have warranted more airtime than probably it was due. I say that, not as a denier of progress, not as someone blind to the opportunities, but more as someone equally as interested in the here and now.

Over the next week, many of us will down tools, put on the out of office, lock the door and travel to be with friends, family and loved ones. We will eat, drink, laugh, argue and share moments together safe in the knowledge that others are looking after the things that matter. Because at the same time as we relax and unwind, an army of workers are carrying on as if nothing has changed.

Out critical infrastructure will still run, so when we turn on the light, ignite the hob, run a shower or even connect to the wi-fi we do so in the knowledge there will be service. Should misfortune befall us, we rest assured that our medical staff, police and fire services will be ready to step in and help us recover. When we switch on the television or the radio to listen to the Queen’s speech or watch our favourite Christmas film we know they will be there. And should we choose not to cook for ourselves or maybe cannot do so, the chefs, waiting staff or care workers that will attend to our every need.

Over 1 million people will be working this Christmas in the UK alone and whilst not everyone in this wonderful multicultural country that we live in will place the same importance on the specific holiday, they’re providing a service so that others can take time off in peace. I can’t list the entirety of the professions that work and an omission is not meant to signal a lack of importance at all.

The future of work may see opportunities for some of these areas, but for many there will always be a need for humans to take time for the sake of others. So in our proclamations about the future, let’s not forget the now. My ask of you is simple, as you rightfully enjoy time off in the next few weeks, take time to think of these people and raise a glass and toast in thanks. They may not be seen, but they’re working so that we don’t have to.

Have a good Christmas.

 

 

Recruiting stupidity

Sometimes we get an unexpected lens on the profession. Too often we look from our own position of knowledge and insight and not often enough do we put ourselves in the shoes of a user, whether as an employee or candidate. We talk about “candidate experience” and the role of technology in providing this and  we applaud ourselves on the implementation of systems that improve our speed to hire.

And then we have the chance to look at it from the position of the candidate.

I had this opportunity to do this recently as my daughter applied for Christmas temporary roles with some of the biggest brands on the high street. And I’m here to tell you that your approach well and truly sucks.

Hold in your mind that we are talking about temporary roles here. Maybe four or five weeks. We are talking part time, low paid, customer service roles. We are generally talking about roles that get little training or direction and that are insecure and  disposable.

Which of course is why you need to have an application process that takes on average an hour per role, that includes psychometric testing and situational judgment tests and that results in a standard email telling you that someone will contact you. Which they never do.

Could it be that she just has bad luck? Maybe. But when I talk to her friends they all have experienced the same treatment. And two years ago I had the same experience with my son, resulting in this brilliant message exchange (it was January).

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So of course, your brand just looks a bit stupid and a bit out of touch. When you’re 16, 17, 18 you don’t understand why companies use such laborious and clunky approaches and particularly not as part of an exchange that doesn’t feel fair. You want me to complete all these hoops and hurdles for a minimum wage job with a life expectancy of weeks? No thank you very much.

So yes, it might make life easier for your resourcing teams, but frankly it makes you look stupid. Many years ago I was responsible for recruiting 20,000 Christmas temps for a UK wide high street brand. We put posters up in store asking candidates to speak to the manager inside – ridiculously old school, but funnily, that always seemed to work. And the candidate ALWAYS got to speak to a human being.

Now that’s candidate experience.