True Faith #HR Replay: Why HR Should Care About The @NBASummerLeague #8ManRotation

by Matthew Stollak on Sunday, July 8, 2018

I'm heading to Las Vegas today and meeting up with the whole (?) 8 Man Rotation folk (Kris Dunn, Steve Boese, Tim Sackett, and, possibly Lance Haun) to take in a couple days of NBA Summer League action.  Worth revisiting this July 2013 post.  If you're in the area, come join us.
On Thursday, I will join three of my colleagues behind the 8 Man Rotation in Las Vegas (we always leave one behind to keep it going in case something befalls the rest of us) for two to three days to catch some NBA Summer League action.
Why do we want to head to the desert in summer time to spend 8-10 hours a day in a gym watching exhibition basketball when those games don't matter?
Because, in actuality, the games DO matter....for those playing.   In his piece on Grantland, Steve McPherson describes what it is like for those involved:

These are guys who have worked their entire lives to be one of the 450 players in the top basketball league in the world. Guys who spent their whole lives being one of the best basketball players in any situation they ever found themselves in. And now it’s just the grind. They’re simply looking for their shot.
The ones hoping for that shot are almost universally flawed in one way or another: undersized or stuck between positions; not good enough at one specific thing to be useful to a team; dogged by problems we can’t even see, the kind of stuff many of us carry around.........
But for these players — who are among the top one or two percent of basketball players in the world — it’s their big chance. Not to become something they’re not, but to see their years of work turn them into what they’ve always been striving toward.

Those playing over these few days in Orlando and in Las Vegas are no different than the applicants to your organization.  They're polishing their resumes,  taking your work sample test, engaging in your role play or simulation, trying to impress you enough to take a chance on them.

For us watching, it will be passing entertainment...but for those involved, it will be all too real, with stakes that truly matter to them.

How Expensive Will #SHRM19 Hotels Be?

by Matthew Stollak on Thursday, June 21, 2018

While the SHRM Annual Conference just ended, the SHRM Housing Office gave attendees a sneak peek into the prices for the 2019 Conference being held in Las Vegas, June 23-26.  You, too, can make your early reservation for next year's conference (only good until 6/22...otherwise you'll have to wait until November) by clicking here

So, how expensive will hotels cost and how does it relate to previous years? To examine this question, I look at selected SHRM conference brochures (i.e., the ones that I still possessed) over the past 18 years to see what it would cost a person to book a single room on a per night average.  Clearly, prices in 2001 will be different than in 2018, so I use an inflation calculator to adjust costs to today's dollars.  I do not include taxes and fees (and Las Vegas hotels vary in their resort fees)

What do the results tell us? 

Cost of an Average SHRM-Affiliated Hotel (per night: 6/23-6/26; 1 room, 2 persons) 

San Francisco (2001): $282.47 (standard deviation of $62.35)
Chicago (2008): $281.43 (standard deviation of $32.40)
Washington DC (2016): $280.37 (sd of $32.49)
Chicago (2018): $272.47 (sd of $17.47)
San Diego (2010): $269.11 (sd of $46.32)

Chicago (2013): $265.88 (sd of $22.02)
Washington DC (2006): $254.64 (sd of $43.75)
Philadelphia (2002): $240.17 (sd of $64.21)
New Orleans (2017): $225.82 (sd of $36.27)
San Diego (2005): $226.01 (sd of $55.11)
Atlanta (2012): $216.21 (sd of $24.12)
Las Vegas (2007): $183.74 (sd of $35.41)
Orlando(2014): $171.79 (sd of $38.23)
Las Vegas (2019): $164.15 (sd of $37.93)

Las Vegas (2015): $149.93 (sd of $24.00)
Las Vegas (2011): $141.1 (sd of $19.62)

SHRM 2019 looks to one of the cheaper options compared to previous years.   Rooms, on average, will cost approximately $108 (+ tax) LESS per night than this year's conference in Chicago.  This will be the 3rd lowest average hotel cost in the last 18 years.  Even with the resort fees, you're likely to be able to stay an extra night for the same price that you paid for 2018.

There is a bit more variation in hotel prices from the two previous years in Las Vegas.  The five number summary also bears this out:

Maximum: $229 (plus tax)
3rd Quartile: $195
Median: $157
1st Quartile: $139
Minimum: $99

Fifty (50) percent of the options are less than $157 per night.

What does this mean?  You'll be able to stay at 5-hotels at a lower rate than most of the options in Chicago this year. To me, the place to stay is the Vdara.  $125 per night is a very good price for this 5-star hotel (even with the $32/night resort fee).  It is in a very good location on the Las Vegas strip, and, for those who dislike casinos, it is casino-free. 
Even better, SHRM hotel costs in Las Vegas are usually competitive even against such sites as Hotwire and Priceline.

See you in June 2019.

True Faith #HR Rewind: The MBTI of Easter

by Matthew Stollak on Wednesday, March 28, 2018

Originally posted March 27, 2016

While some believe there are 16 distinct personality types based on the Myers-Briggs Type Indicator (MBTI), I've long held there are 16 distinct personality types based on Easter candy preference...the ECTI.  The breakdown is as follows:

Chocolate Rabbit - Hollow (H) or Solid (S)

While some prefer their chocolate rabbits hollow, I've always felt it was ripoff when you bite into it, and it crumbles.  Solid rabbit all the way.

Reese's Peanut Butter Egg - Pro (E) or Con (N)

Though I prefer the miniatures or the regular cups, a Peanut Butter Egg is always a solid Easter option.
Marshmallow Peeps - Pro (P) or Con (Z)

Some prefer these marshmallow confections, while I think they are awful

Cadbury Creme Egg - Pro (B) or Con (C)

While the shell is fantastic, the stuff inside is disgusting.

That makes me a SEZC.  What does the ECTI say about you?

Happy Easter everyone!

Speaker Evaluations and #SHRM18

by Matthew Stollak on Friday, March 23, 2018

Last year on the SHRM blog, I bemoaned the sorry state of affairs of speaker evaluations by those HR professionals who are supposedly experienced in the art of giving feedback.  Too often, the comments given to speakers are rarely helpful, or, frankly, downright rude.  

Once again, I served as the Programming Co-Chair for the 2017 Wisconsin State SHRM Conference, and had the opportunity to review the evaluations and comments given to speakers.  All responses (in italics below) are from real HR professionals who took the time to actually make these statements.

"Ok." Fine." "Disappointed." - One word answers are the bane of performance evaluations.  Does anyone want to hear any of these words? Is there any context or explanation as to why or how the audience member reached that conclusion?  Even "fine" has turned into a negative. Give the speaker more constructive information to help him or her understand how the session or material could be improved.

"Pretty basic information." "Basic knowledge, no new information." - As above, does this help the speaker become better?  What does the speaker do with this feedback? Further, what's basic to you, might not be basic to someone else.  

"Had a horrible coughing fit and had to leave"

"Overslept" (for an early bird session)
"Wrong room." 

"Room was way too hot"
"Room was freezing"
"Was not aware of the room change for the session I planned on attending."
- Imagine being a speaker;  You've spent hours preparing for your session, and traveled a significant distance to serve the HR community. You open up the results, and these are the kind of comments left as feedback.  Surely, there are other places on the evaluation sheet to provide this kind of lucid commentary.

"EXACT same session and material as the year prior." - so why did you attend?  There are a number of sessions being offered simultaneously that you could've attended instead.  With over 1,200 attendees in WI (and over 12,000 at SHRM Annual), offering repeat speakers and sessions provides an opportunity for others who might have missed a quality speaker the first time around.

"Not what I thought it would be." "The session was not what I was expecting." - This is my new favorite evaluation phrase.  Once again, there is no context for the speaker to react to and adjust. What exactly were you expecting?

"The presenter did a good job, but it wasn't what I was expecting and was not at all applicable to my organization.  In other words, it was more my fault." - an improvement, and actual acknowledgement of blame.

So, as your get ready to attend the SHRM Annual Conference, keep the following guidelines in mind:
1.  Not all sessions are going to be winners.  SHRM did its best to select the speakers, and those speakers are certainly not there to make you feel bad.
2. If you are not enjoying the session you are in, leave.  The speaker will not be insulted. 

3.  Be cognizant of what you are saying about someone else.  If you felt the session missed the mark, provide constructive information that would be useful in making it better. 

The Shape of #WorkHuman

by Matthew Stollak on Tuesday, March 20, 2018

Copyright Fox Searchlight

Two weeks ago, "The Shape of Water" earned the Best Picture win at the Academy Awards.  Set in a high security government lab in the 1960s, this literal fish out of water tale tells the unique story of a mute woman who falls in love with an amphibian creature.

So, what does it have to do with the WorkHuman conference taking place in April? 

First, the protagonists are essentially outsiders.  Elisa, a cleaning woman is mute. Her next door neighbor, Giles, is a struggling advertising illustrator who is gay. Her best friend at work, Zelda, is black.  And, of course, there is the amphibian man.  In the 1960s, let alone today, all were living outside the "norm."

Yet, many of when welcomed into the workplace, can still feel like outsiders as well.  Companies love to espouse the notion of inclusion.  But, ask 10 people at your organization what inclusion means at that place of work, and you, more than likely, will get 10 different answers.  As Joe Gerstandt says, when you talk about about inclusion, what are you including people in? 

WorkHuman aims to improve the workplace experience. Through sessions such as Donna Kimmel's "Leveraging the Power of Human Differences," and Kim Christfort's "Embracing Cognitive Diversity," diversity and inclusion will not be just an empty gesture.

Second, "The Shape of Water" is also a story of workplace harassment.  While one would think of the amphibian man has the monster, the true villain is the Director of the facility, Michael Strickland.  The first time Elisa and Zelda meet Strickland, it is in the men's bathroom, where they are cleaning.  He doesn't ask them to leave, and begins to urinate in front of them. He continues to assert his dominance by beating the amphibian man with a rod, and the sexual undertones continue to grow in his relationship with Zelda, including locking the office door with her and him inside.  This is all the more pronounced as she literally has no voice.

This makes the WorkHuman #MeToo panel discussion with Ashley Judd, Tarana Burke, and Ronan Farrow, as well as the keynote session with Salma Hayek Pinault, all that more critical.

In addition, with track sessions on crowdsourcing, humanizing the employer brand, the business case for social recognition, and your whole self, Workhuman is the can't miss HR event of 2018. 

It's not too late to sign up. Get $100 off the registration fee by using the code WH18INF-MST.

Hope to see you in Austin.


What Would HR Be Like In An Organized Crime Family?

by Matthew Stollak on Thursday, February 1, 2018

Today, during a during a class discussion of HR as a profession, a student queried, "what would it be like to do HR as a member of an organized crime family? Could you do a lecture on that?"  Now, as far as I know, no one I am familiar with currently has that role.  When that person lists his or her industry when they register for the SHRM Annual Conference, they don't list "Racketeering."

So, what might encompass the role?

Staffing - It is unlikely that an organized crime family is going to put a listing on for "Hired Gun" or "Getaway Driver."  Word of mouth and referral will likely be the chosen route.  And, you'll likely make them an offer they can't refuse.

Training and Development - Onboarding might be difficult without a written employee handbook, and on-the-job training will be paramount. 

Performance Management - there is likely a lot of on-the-spot feedback.  You'd be ahead of the game in eliminating annual performance reviews.

Compensation - Likely a cash-only business with contracts negotiated with a handshake or an exchange of blood.  Perks can be magnificent as you rise in the organization. 

Retention and Turnover - For the most part, people rarely leave the organization.  Termination tends to be literal.

How else would HR be impacted by being part of an organized crime family?

Could You Scout Talent 24/78 365 Days A Year? #8ManRotation

by Matthew Stollak on Thursday, August 24, 2017

As 10,000 Baby Boomers turn 65 each day, and the need for talent management and acquisition becomes increasingly important, it seems HR professionals are continually trying to keep up; being reactive instead of proactive. Imagine, instead, you had to do the deep sourcing necessary not only to maintain your current lineup, but anticipate and be prepared for sudden changes that occur.  As always, HR can turn to the world of sports to find guidance (and solace) on the topic.  In today's post on The Ringer, Danny Kelly provides a deep look at the world of scouting for NFL teams.

In the process of putting together a roster, the draft is just the beginning — every club must look to outside sources to fill out the rest of the squad. The day-to-day task of accounting for injuries and suspensions, filling holes and adding depth, and keeping the team as competitive and talented as possible falls under the purview of the less famous and less understood counterpart to the college scouting team: the pro personnel department and its cadre of scouts. 

What advice do pro scouts give to talent maintenance that can help you succeed as a HR professional?

1. Know Your Roster

As Kelly writes,

Before pro scouts can even start to look to outside options — free agents, guys on the street, or potential trade targets — it’s essential to evaluate each and every player already on the roster, from the top down.

Performance management is crucial.  Pro scouts often use a color coded scheme to rank their players.  Blue might indicate a Pro Bowl caliber starter.  Red, a solid starter.  Orange, as Kelly describes, might be a "band-aid."

2. Constantly Update the Player Database

This might post the greatest challenge to current HR.  it's not enough to simply know your own have to know the talent elsewhere.

The duty for every pro personnel department is to create and manage a database of every player in the NFL, every signable player without a team, and a number of players from lower-level or international leagues. The term “no stone left unturned” is probably a motto for more than one team.

“You’re gonna be scouting the CFL, the arena league,” said Dan Hatman, who worked in personnel departments for the Giants, Eagles, and Jets who is now a director at The Scouting Academy. “When the UFL and XFL were around, [we scouted those leagues, too]. Anybody that’s not college eligible. We’d go through as many of those players as humanly possible — in addition to grading all 32 teams’ rosters every single year — so you constantly have updated grades on everybody who’s in the league.”

Who in your department is scouting other organizations, checking the movements of accountants or tellers across jobs, etc.?

3.  Keep the Shelves Stocked

What happens when an employee is out on leave or short term disability? Or has quit? Or, praytell, dies?  Are you ready to act quickly?  Kelly highlights how NFL teams encounter that inevitability:

The initial impression may be that when disaster struck for both of these teams [Detroit Lions and Philadelphia Eagles], the subsequent moves were desperate and random. But while it’s certain that neither squad wanted to have to turn to free agency and trades to address newly created roster needs, their reactions were neither arbitrary nor panicked. These moves were the result of months, and in some cases, years of scouting, evaluation, and contingency-plan preparation, and both teams were able to act quickly to deal with the loss of key players because of the behind-the-scenes work of the pro scouting departments to build what’s frequently called a “short list,” “ready list,” or “emergency list.”

Who's on your short or ready list?  Are you moving someone up internally?  Have you done the requisite networking and have your virtual rolodex ready to go?

4.  Exploit Roster Cutdowns

In the next two weeks, NFL teams are going to have to reduce their pre-season roster from 90 players down to 53.  This means their will literally be 1,200+ players (many of whom iwill be among the top 2,500 players in the world) suddenly available to plunder.

Are you aware of the available talent when a plant shuts down or layoffs occur in your part of the world?

5.  Win the Battle of Attrition

Do you interview candidates not necessarily for jobs that currently exist, but for when jobs might come free in the future?  The best NFL teams do.

To keep the ready and/or emergency lists properly updated, teams typically work out a group of free-agent players every Tuesday, when the rest of the team has a day off. “We’re bringing in guys off the ready list or bringing in guys as favors to agents,” Hatman said. “Say you’ll have an agent call and say, ‘Hey, I’ve got this guy who’s bugging me because he hasn’t worked out for a team for a while. Can you bring him in and work him out?’ He does that because every workout goes on the transaction record, and it’s one of those things. ‘Oh, you know, X, Y, and Z worked him out. Now we gotta go look at him. We gotta vet him.’ That’s what every department does.”

...and here is the money paragraph:
For some teams, the pro personnel team becomes almost an HR department. “When I became a director, I thought it was really important that I was around the team,” McCartney said. “I went to practice every day, I watched, I was around the players, I knew what the issues were. The outside world has no idea what’s going on in the inside of an NFL building a lot of the time. I think people would be shocked to learn how many issues there can be that they would never in a million years hear about. A football player has a mental breakdown. A guy’s struggling at home in a relationship, and some guys can manage that, others can’t. It’s relationships. They’re people. People have problems.”

These problems can affect a player’s availability during the week or on Sundays, and the team, at times, must make roster changes to account for that. “There’s all kinds of little things like that,” McCartney said, “and [teams] must strike balance between the short term and the long term.”

NFL teams know it is not enough to just look at the unique skills and abilities. They have to look at the employee has a whole and the environmental issues that may affect his performance.

6.  Rinse and Repeat

This cycle goes on year after year. And it’s always changing and evolving with new coaches, new players, new schemes, and new pro personnel. The methodologies, the scouting reports, and the ready lists must be continually updated and improved.  
The search for talent never ends....there is no finish line.   Are you ready to do the same for your organization?