Talentism

Coach Luke or Embrace Darth?

“Darth Vader or Luke Skywalker: who would qualify for a career coach?” That was the interesting question posed at a meeting I attended the other day. After some quick conversation, most of the participants agreed that Luke was the better candidate for a career / personal development coach. The reasoning was straight forward: Luke has trouble controlling his emotions and is a bit of a loaner. He’s a lot of potential but mostly gets mixed individual results. Darth, on the other hand, has already had a bad coaching experience (the emperor), doesn’t adhere to the stated values of most companies and is evil incarnate. Pretty easy decision, right?

Wrong. Like most business discussions, the need to get to the “results phase” of the conversation completed obviated and eclipsed the two basic philosophical questions that would make-or-break any possible response: “What problem are you trying to solve with the coaching?” and “What is acceptable behavior to achieve business results?”

Just for fun, I thought about other ways to start the conversation. What if you asked everyone at the table “If you had a choice between being Luke Skywalker or Darth Vader, who would you chose?” Any doubt as to the outcome of that poll? I would then have asked “OK, let’s say Luke fails in the end and Darth succeeds. Who would change their vote?” Again, I am guessing that most people would stick with being the fair-haired fighter for truth and justice rather than the plasticized epitome of evil.

Then I would take a different tack. I would ask “Who has more integrity… Darth Vader or Luke Skywalker?” Everyone would laugh knowingly and say “Why Luke, of course.” And they would be wrong. There are several times where Luke withholds the truth from people who need to know it (as when he fails to tell Leia that they are siblings), while Darth always tells the truth. As a matter of fact, I am pretty sure that you can go down any business-book definition of success and find that Darth is a better “business person” than Luke. Luke consistently fails to achieve milestones. In fact, if he didn’t achieve the one big objective he is after (become a Jedi, blow up the death star, redeem his father, save the galaxy for freedom and justice) Luke would be widely considered a bad employee. He has lots of character defects, whereas Darth is strong, confident and obedient.

Let’s face it, Darth Vader is the perfect employee and Luke is a bit of a knuckle-head who is a loose cannon. Darth follows the company line; Luke is a rebel. Darth is a commanding leader; Luke is a rural hick who doesn’t really fit it. Darth can mobilize resources quickly to achieve his objectives and is feared inside of his own organization; Luke is a bit of a wimp who always seems to need everyone other people’s assistance to achieve his objectives.

And yet, here we are, all keeping our hands raised in a vote for being Luke. What gives? And, even more fundamentally, why the hell would you try to change Luke from being the youngster flibbertigibbet he so often seems to be when he is the one guy who consistently saves the universe from evil and destruction? Why would you get the coach for Luke?

I think if you went through this exercise at any company across America (and perhaps Western Europe too) you would find the same fundamental disconnect: everyone wants to be Luke and everyone thinks Luke is the one that needs coaching. I have a theory about why this happens: we all see ourselves as the potential hero from a young age, but we have been programmed to believe that a corporate environment can’t accept the risky behaviors of heroes. So we quietly dream about who we want to be and then squelch that dream when we put on the suit and walk through the lobby door. Once the corporate armor is on we willingly (and evenly eagerly) accept that our individualistic tendencies towards intrepidness and fearlessness need to be “coached” out of us so that we can plug into the larger paternalistic / militaristic structure that corporations purposefully create to avoid surprising shareholders and getting executives fired.

I am not here to make moral arguments about whether crushing human beings into conformity is a good thing or a bad thing. You can be he judge of that. I will propose that today’s organization is best served by heroes, and that the nature of a hero is that she makes a lot of short-term mistakes on the way to a glorious end. You might want to consider that before you try to take your Lukes and turn them into Darths.

Recruiting B.S. – And How to Get Rid of It

I recently moved into an HR strategy role at EA. This doesn't mean I won't be writing and speaking about talent: far from it as I am booked for 5 conferences in the next 6 months. But it does mean that Talentism will deal with broader HRIT and C-level challenges around moving to a Talentism business model (when I have the chance to write at all).

It was no secret that I was starting to grow disenchanted with the world of recruiting. I started exploring the nature of my discontent here, and by the time December rolled around I was in a bit of a lather. Under Cindy Nicola's leadership EA had fixed so many of these fundamental issues  that I couldn't quite understand why more recruiting / staffing / talent acquisition departments weren't seeing the light and making the necessary changes to become a true value-add, competitive-advantage-driving, business partner.

That lather, and the freedom of moving to another role,  exhibited itself in the following broadside printed in the March issue of "employee Recruitment & Retention", a monthly newsletter for HR professionals and hiring managers.

The article is the artifact of pure serendipity: I got Frank Sennett's email requesting my views of what was wrong with the typical recruiting department at exactly the time that I had decided to take the gloves off and write a turgid synopsis of all my beefs with the recruiting world before I moved on to my next role.

If you want a copy of the article (and to learn more about employee Recruitment & Retention) click on this link (Download ERRReport307.pdf ). The full article (without Frank's merciful edits) follows:

Recruiting BS - And How to Get Rid of It

Requisitions – Don’t have anything to do with recruiting. They are a way to stay on the CFO’s good side.

Job Descriptions – Don’t have anything to do with the job.

ATS – Not only isn’t it the center of recruiting systems, it’s the worst part of it.

TPR vs. Corporate – It’s a silly war started by corporate recruiters who are trying to justify their poor performance and TPR’s who are trying to justify fees they don’t earn.

Recruiting – Isn’t about filling one position with the lowest cost candidate.

Customer Satisfaction – Isn’t the ultimate measure of whether you are doing a good job, especially if you are corporate recruiting department.

OFCCP – Isn’t about expanding opportunity for more people, it’s about giving bureaucrats a way to look like they care.

It’s About the People – Bull…. It’s about the business.

So, if you don’t want to get outsourced and work in a call center for the rest of your life, think about the following:

The offer is your ultimate control document. If you don’t trust your corporate recruiting department not to waste their time interviewing people the company won’t need then you have a bigger problem than “time-to-fill.”

Job Descriptions should be about the job that needs to be done next year, not the job that was needed last week. By the time you have spent 90 days hiring the right person for yesterday’s job, tomorrow’s job still needs filling.

ATS is commodity. Recruiting is about sales, and sales is about relationships. CRM is the right software for recruiting. It’s easy to embed ATS functionality in your CRM to handle your compliance issues. When it comes to selecting your system, focus on winning the relationship game, not making best friends with the CIO and the General Counsel.

You use the best resource that will produce the best results for the lowest price. It’s business 101. If your corporate recruiting department can’t hire someone after 90 days, and the position is critical to fill, it’s cheap to put a TPR on it. And if you aren’t proactively sourcing all the time, even in downturns, for the talent that drives your business, then every TPR you use when you get surprised by a new requisition for one of these critical positions is too expensive.

Recruiting is about driving the business forward. Competitive advantage. Period. Nothing more, nothing less. It doesn’t exist to get people jobs and it doesn’t exist so that people who couldn’t get jobs being a camp counselor can make 6 figures. That means that you figure out the positions that will make or break your company and you get the perfect person for that job, and you pour your blood, sweat and tears into that, and not into making sure that your hiring manager / client is baffled with bullshit and a pile of resumes so that you can get an “attagirl / boy” and a pat on the back. This means that you need to be able to show that you are driving the business forward even if the ego-maniac hiring manager who is slowly destroying his department right in front of your eyes doesn’t like you because you keep bringing him the right people, and not people he can browbeat into submission so that they leave as soon as they get another position.

And finally, if you really, really care about getting a more diverse work population, then partner with your lawyers to keep the bureaucrats at bay and go find great people where you wouldn’t normally look. They are there. If they don’t dress the way you like, or talk the way you like, or even smell that great, then get over yourself. You aren’t Este Lauder for God’s sake, you are there to drive the business forward, and that smelly kid that rubs you the wrong way may be the one person who can pop that product that’s been going nowhere into an open field run.

Recruiting is about talent, and talent is about results. Period. It’s not about whether your hiring manager loves you, or whether you use the right software, or whether you can source from the same pool of Harvard tightasses every day of the week… it’s about you being able to provide more punch, more value, better business results than a determined hiring manager with a computer and a secretary. If you can’t meet that standard then you don’t belong in the business and it’s time you move on to teaching macramé at the local JC.