HR Capitalist Definitions: "Battlefield Promotion"

Business slang - it's everywhere.  Sometimes you need an interpreter, someone to tell you not to drink the tap water, etc.  I'm here to help, at least on the talent side.  Let's start with the business slang term "Battlefield Promotion":

Formal definition of Battlefield Promotion - An advancement in rank within the military that occurs generally while deployed in combat, often after an injury or death of another soldier in battle.Patton

Business definition of Battlefield Promotion - An advancement in rank in the business world that generally occurs when an incumbent leaves, and the company in question makes a quick decision to promote from within so they don't miss a beat in operations.

What people really mean in the business world when they use the term "Battlefield Promotion" to describe the situations of the newly promoted - They're not sure whether the person just promoted has the chops to do the job, and they're pretty sure that if the company opened up the search to outside candidates, there's no way the person just promoted would get the job.  Use of the phrase in the business world underscores this skepticism, with the following usage:

"John just left ACME.  Looks like Jen is going to get a Battlefield Promotion".

"Ann just got a Battlefield Promotion over at IBM Global.  Hope she can get it done, it's going to be tough"

Listen closely, and you can hear the codewords around you.  If you hear the term "Battlefield Promotion", it's code for "I'm not sure this person is up to that job."

Which is not to say the person doesn't get it done.  They often do, it's just a term that illustrates the back biting nature of the human condition.

 


HR AND CATHOLIC (or not): "You've Got a Little Smudge Up There"...

Reflections from a past Ash Wednesday:

The year is 2002.  A young HR Capitalist is running a field region of HR for a Fortune 500.  He's Ash face attending national HR meetings in St. Louis (shout out to Nelly - maybe NSFW or NSF-HR, but it's St. Louis-themed for sure).  The meeting includes 10 Director/VPs of HR - the best HR team I've ever been a part of.

The second day of our meetings landed on Ash Wednesday.  A VP of HR who lived in St Louis grabbed a lunchtime Ash Wednesday service.  She came back with the ashes on her forehead.

Enter Southern Baptist HR leader.  SBHRL doesn't miss a beat.  Right before the afternoon got started, she proceeds to walk up to our Catholic HR leader and breaks it down as follows:

SBHRL:  Hey Ann - You've got a little smudge on your forehead (motions to poorly designed cross of ash remains).... 

Ann - It's Ash Wednesday.

SBHRL: Got it.  Just thought you would want to know.

Not everybody's going to get it when you wear the warpaint of your choice.  Great opportunity to educate and evangelize, though.

Wars have been started for less.

BTW - you've got a little smudge right there.  Seriously.


What Was the First Day of the Rest of Your Professional Life?

Not going to lie - I'm underwater with work today.  Enjoy this blast from the past and be sure to read the comments...

I'm on a little bit of a Dave Grohl kick - as evidenced by this post I did with a money quote from Grohl that really nails how people become world-class at anything (get your first instruments, start practicing your craft and suck, but keep coming back because you're having fun, etc.)

Grohl is basically a proponent of the 10,000 hour rule.  With that in mind, I've got a question for you today: First day rest of your life

"What Was the First Day of the Rest of Your Professional Life?"

Not following me?  Check out the following clip from Grohl at SXSW where he did a keynote (thanks to multiple readers who sent me the link to this) - I've set it to the point where he talks about the first day of the rest of his life.  Click here to listen to the story - it involves a punk rock relative and a trip to Chicago.  I start it at 14:05, listen to at least 16:40 to hear the reference.

The first day of the rest of your life.  What does that mean?  It means what was the inflexion point in your life where you found purpose and challenge that would define who you are for the rest of your life?

What was the first day of the rest of my professional life?  I think there are two:

1.  I was a sophomore in high school and took a roadtrip with some juniors and seniors from our small town to the University of Missouri to play basketball for a weekend - pickup, ragtag hoops in the on-campus rec center.  Figured out I could hang at a young age, and that cemented a work ethic that would allow me to chase hoops in a way that resulted in playing college baskeball on full scholarship, but more importantly gave me the abilty to chase things I really believe in with a singular, dogged focus.  Almost OC in some ways. It's served me well as a transferable skill, but that's the first time I found it - after that day.

2. I was living in St. Louis as a 29-year old and trying to get back to the Southeast and in networking with some BellSouth Executives they said the following: "Kris, we don't have anything we can put you in within Marketing, but we've got this HR Manager spot.  You used to be a college basketball coach, right?  Why don't you try that?"

DING.  It was the first day of the rest of my professional life.  I have to say the ride has been fun, and I can't imagine myself doing anything else.

What was the first day of the rest of the your professional life?  Hit me in the comments (or in email as many do) and tell me when it all changed for you.


Here's A Free Change/Innovation Exercise to Use With Your Managers

I've been working on a new training program for managers of people at Kinetix - on Change Management.  It's part of the BOSS Training series.

Change Management is a pretty hard topic on which to keep managers engaged.  So instead of making it incredibly theoretical, we're taking a page from the software development industry and talking about Change Agile - bringing Agile principles to your change efforts.

What does that mean? Well, the first thing it means is that you don't get to tell people what to do related to the change that needs to occur.  Change Agile is about managers engaging their teams on a team vision, project or perhaps just something that's broken - bringing their teams into the idea process to unlock the innovative powers of a team.  After an idea is selected, agile suggests that you have to run tests that are as small as possible to make sure the idea you selected actually works before layering too much complexity into your solution.

Here's a free exercise from the training. This one's from a tour of traditional change management theories including Kotter, The Rogers Adoption Curve, the ADKAR model and the Satir model. Mix all those theories together and you can start to make great assumptions about why some people pick up on the change being presented quickly, as well as why others are happy to stay in the shadows. 

You can run the exercise below referencing a technology change at your company (which almost everyone has had, right?) or use change that is very specific to your company - your products, services, etc.

Feel free to use this one - and let us know if you want to talk about what we do with the BOSS training series for managers.

 Change agile exercise

 


STUFF THE CAPITALIST (aka KD) LIKES: Real People In Video Projects (Red Hot Chili Peppers version)...

Who am I?  Who cares?  Good questions.  It's my site, so I'm going to tap into Fridays once in awhile by telling you more about who I am - via a "Stuff I Like" series.  Nothing too serious, just exploring the micro-niche that resides at the base of all of our lives.  Potshots encouraged in the comments...

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They come from every state to find
Some dreams were meant to be declined
Tell the man what did you have in mind
What have you come to do?
 
No turning water into wine
No learning while you're in the line
I'll take you to the broken sign
You see these lights are blue
 
---Tell Me Baby, Red Hot Chili Peppers
 
If there's one thing wrong with perfect people, it's that they're too damn... well... perfect.
 
That's why one of the things I like to see is effective use of normal people supporting big brands or big ideas.  Of course, normal people can't carry a 60-second commercial, a 4-minute video or a 30-minute TV show, so if you're going to use the common folk in video, you have to be creative.  Which usually means...
 
Montage.  
 
If you've got a video project to support a brand (let's think about employment branding since most of you that read my stuff are HR pros or recruiters at some level) and you want to use the common folk, you're generally going to have to interview a bunch of folks knowing that 98% of what you capture will be unusable.  But the 2% will be pure gold.
 
Enter the editing room.
 
When you create a company video showing common folks, you're going to edit it in a way that helps you meet your goals and showcases your people in the best possible light.
 
You could do worse than the video below from the Red Hot Chili Peppers.  The video is from their 2006 hit, "Tell Me Baby", and the theme of the video is a montage of interviews with people in Hollywood that have struggled to be discovered on various levels.  Some applicable lessons from this for any video project including employees include:
 
--Real talk rules.  Listening to people talk about their struggles is powerful and feels real.
 
--Dreams.  Listening to people talk about their dreams in addition to the struggles is the perfect balance.
 
--Fun. Seeing those same people with others laughing (in this case with a surprise visit from the RHCP) kind of brings it full circle.
 
You could do a perfect video, but why would you want to do that?  Take a look at the video below from the Chili Peppers (email subscribers, click through for video)
 


HR CAPITALIST DEFINITIONS: "Edge City" (with notes on Amazon Moving to ATL)...

With all the competition for Amazon's second headquarters (dubbed HQ2) and with Atlanta (home of Kinetix, the company I own part of) being in the mix, I thought I'd share one of my favorite books of all time and give you a Capitalist definition while we are at it.

Edge City is the term.  I picked up the book by the same name over 20 years ago at a bookstore when heading to the beach for a vacation.  The book became one of my all time ATLfavorites, and the definition changed how I viewed the business world forever.  Here's a description of the term, as well as details about the concept.  Take a look and we'll talk about Atlanta/Amazon after the jump.

"Edge city" is an American term for a concentration of business, shopping, and entertainment outside a traditional downtown (or central business district) in what had previously been a residential or rural area. The term was popularized by the 1991 book Edge City: Life on the New Frontier by Joel Garreau, who established its current meaning while working as a reporter for the Washington Post. Garreau argues that the edge city has become the standard form of urban growth worldwide, representing a 20th-century urban form unlike that of the 19th-century central downtown. Other terms for these areas include suburban activity centers, megacenters, and suburban business districts.

In 1991, Garreau established five rules for a place to be considered an edge city:

  • Has five million or more square feet (465,000 m²) of leasable office space.
  • Has 600,000 square feet (56,000 m²) or more of leasable retail space.
  • Has more jobs than bedrooms.
  • Is perceived by the population as one place.
  • Was nothing like a "city" as recently as 30 years ago. Then it was just bedrooms, if not cow pastures."

Most edge cities develop at or near existing or planned freeway intersections, and are especially likely to develop near major airports. They rarely include heavy industry. They often are not separate legal entities but are governed as part of surrounding counties (this is more often the case in the East than in the Midwest, South, or West). They are numerous—almost 200 in the United States, compared to 45 downtowns of comparable size—and are large geographically because they are built at automobile scale.

The book is organized by chapters that dig into various Edge Cities in America, including Tyson's Corner, Houston's Galleria area and more.  Because the book came out in 1991 - you can preview the whole book on Amazon (irony) without buying.

What's the big deal about Edge Cities for HR?  The biggest impact they have is what I call "recruiting center of gravity" - my term, not in the book.

Commute preferences change in metro areas as Edge Cities come online and continue to grow.  In Atlanta - home of Kinetix - Edge Cities like Buckhead, Perimeter and Galleria have pushed the employment center of gravity north, to the point where a study I did in 2009 showed that the location preferred by the greatest number of candidates across Atlanta was the Perimeter, located at 12 o'clock on I-285, the perimeter loop that surrounds downtown Atlanta.

But back to Amazon.  You might expect that given the northbound trend of Edge Cities in Atlanta, Amazon would be looking for a location in the north suburbs.  You'd be wrong, primarily because the airport is south of downtown.  As a result, the patch of land proposed for Amazon is connected to downtown near the old Georgia Dome location in an area called The Gulch.

Edge Cities apply to everyone but Amazon - because 50,000 jobs has its own gravity that transcends the Edge City formula.

Quick math - if the average office space formula calls for 170 feet of office space per employee/worker, the HQ2 project would stand at 8.5 million feet of leasable/owned real estate to support 50,000 employees.

You know - the equivalent of 14 Edge Cities described by Garreau.

As they said in Jaws - we're going to need a bigger boat.


WEBINAR: Social Media Ad Buys for Recruiting - The HR Pro's Guide...

Posting jobs on social media is the minimum — and in today’s competitive recruiting world the minimum isn’t enough. That’s why I put together this webinar comparing, contrasting, and ranking the top social media platforms for recruitment marketing advertising. We wanted to cut through the noise and help you make smart recruiting decisions with your recruitment marketing budget related to social.

Join me for “The Talent Acquisition/HR Leader’s Guide to Social Media Buys for Recruiting” on February 15th at 1pm ET/12Noon CT/10am PT and we’ll give you the following goodies:

--A primer on buying recruiting ads (in all their various forms) with the players you expect – Facebook, Twitter, LinkedIn and more.

--No-nonsense rankings of where to spend your money on social platforms based on your specific needs – with sub rankings related to reach, audience and more.

--Benchmarks on what others are doing related to their overall recruiting budget – in social, job boards, Indeed and more – to give you a sense for how you compare.

--The best way to run recruiting campaigns that don’t cost you anything – and are probably right under your nose.

--Some quick-start templates to use to get social ads rolling for that tough to fill job that’s currently crushing your soul.

We love recruiters and HR pros that have recruiting as part of their job. You’re busy and haven’t had time to dig into to social recruiting ads – we did it for you, so join us for “The Talent Acquisition/HR Leader’s Guide to Social Media Buys for Recruiting” on February 15th at 1pm ET/12Noon CT/10am PT. We have you covered!

REGISTER NOW BY CLICKING THIS LINK


Want to Be a Great People Manager? Don't Watch The Ball...

I've got a simple post today.  It starts with sports and rapidly moves off that.  Hang in there.

You know what separates good and great coaches in team sports from average ones?  They don't watch ESPN_Gruden_ the ball.  Regardless of the sport, the best coaches are the ones who spend 80% of their time watching the activity off the ball.  They figure the guy with the ball is going to react to what's going on and do what's necessary.  But the people without the ball?  That's where the action is.

Off the ball is where you have people reacting to what's going on in front of them, behind them, to what they hear - all in an effort to be prepared and be in position to make a play when the opportunity presents itself.  There's a world of activity going on off the ball, but almost all fans and many average coaches focus almost exclusively on the ball.  

You want to be a great manager of people?  A great coach in your organization?  Find the equivalent of "off the ball" for the people you manage and coach.

Examples:

  • A direct report's prep (or lack thereof) to talk to an influential person in another department at your company.
  • Abruptness in email communication that doesn't fit the culture of your company.
  • Giving "gifts" of time and effort in an organization that your direct report doesn't have to - because it's good for them, you and the company - and almost always gets repaid.
  • A direct report's ability to give feedback to people up and down the organization in a way that makes everyone feel like she's looking out for them rather than telling them they suck.

There are a million examples, so let your mind flow.  

Real coaches don't watch the ball.  They coach off the ball.  In sports and in companies.

Be a better manager.  Don't watch the ball.   


Warren Buffett’s #2 Would Hire HR Generalists Over HR Specialists...

Let's start out with a definition of what an HR Generalist is from my viewpoint:

HR Generalist - a HR pro at any level who is in charge of a client group of employees - M_Awesome-Tee-For-Hr-Generalistmeaning they provide HR services to a location, a business unit, a functional area or geographical area.  As part of this role, they provide counsel, service and insight across the HR Body of Knowledge - comp, benefits, recruiting, employee relations, legal, etc.

An HR Generalist can exist at the individual contributor level or manage people, as well as exist at the HR Rep, HR Manager, Director, VP and CHRO level.

Some people define an HR Generalist as a early career HR title.  Don't be fooled.  An HR generalist is more about mindset and world-view than it is about a title.  If you serve a client group and they come to you seeking counsel on every item under the sun, you're probably a generalist.

Good news - The guy behind Warren Buffet thinks you're the valuable type of talent that exists inside an organization.  More from The Hustle:

Behind every lauded genius, there tends to be a No. 2: A Pippen to Michael, a Woz to Jobs, and, dare we say, a Munger to Buffett.

For 40 years, Charlie Munger has served behind the scenes as Warren Buffett’s most trusted business partner.

He’s played a pivotal role in managing Berkshire Hathaway’s $178B stock market portfolio (Q3 of last year), advising him to invest in electric vehicle powerhouse BYD back in 2008, and many others.

While Munger has worked tirelessly over his 70-year career, there is one thing (or, technically many things) he contributes to his success.

Knowing a little about everything

According to Munger, his theory on work ethic, AKA ‘expert-generalism’ goes somewhat against the ever-popular 10,000 hour rule.  

According to Quartz, rather than “lasering” in only on investment theory, his strategy is to study “widely and deeply” in many fields that he could one day apply as an investor.

Bill Gates once said, “[Munger] is truly the broadest thinker I’ve ever encountered… Our longest correspondence was a detailed discussion on the mating habits of naked mole rats and what humans might learn from them.”

You can be an expert-generalist too

Orit Gadiesh, the Bain & Co. chairman who coined the term, describes expert-generalism as “the ability and curiosity to master and collect expertise in many different disciplines.”

Research shows EG’s have:

Hmm, sounds like the world could use a few more EG’s.

If you're an HR generalist at any level, be proud.  You're a trusted advisor that understands that the world is gray, and you also know how important you are in helping those in your client group navigate all the complexity and chaos that comes with managing a workforce.

Simply put, HR Generalists are the most important cog in the HR world.  Be proud, because you are irreplaceable.  

 


How To Show Creatives In Your Workforce That Planning/Communication Is Necessary...

For non-creatives, managing creatives can be tricky business.

I mean, really - you're not creative and you're going to try and tell them how they should run their creative desk?  How dare you!

My experience is that creatives, while organized in their own mind, often don't see a gap related to how others view them and the services they provide.  Creatives are a valuable, rare commodity, so many managers will avoid engaging them to deliver services in a way that the team/company/client can more easily understand - out of fear of losing the resource.

A lot of that gap comes down to planning and/or communication.  What can I expect, when can I expect it?  Many who rely on creative services treat it as a mystical resource.  

Creativity takes time.  Creativity can't be rushed.  It will be done when it's done, but you want high quality, right?

All of which is true.  However, I recently ran across this example of how one creative mind works when it comes to planning and organization.  take a look at the spreadsheet below - it's a planning doc from Harry Potter author J.K. Rowling.  Take a look at the picture (email subscribers may have to click through to view, and all can click on the picture below to blow it up) and we'll talk about it after the jump.

Jk-rowlings-phoenix-plot-outline_1457414808

More on this doc from Open Culture:

At the height of the Harry Potter novels' popularity, I asked a number of people why those books in particular enjoyed such a devoted readership. Everyone gave almost the same answer: that author J.K. Rowling "tells a good story." The response at once clarified everything and nothing; of course a "good story" can draw a large, enthusiastic (and, at that time, impatient) readership, but what does it take to actually tell a good story? People have probably made more money attempting, questionably, to pin down, define, and teach the best practices of storytelling, but at the top of this post, we have a revealing scrap of Rowling's own process. And I do, almost literally, mean a scrap: this piece of lined paper contains part of the handwritten plot spreadsheet she used to write the fifth Harry Potter novel, Harry Potter and the Order of the Phoenix.

One of the most economically successful creatives (in this case, an author) relies on a spreadsheet to plan and execute story arcs and plots.

A lot of your creatives don't plan like this.  I think it's worth sharing to show the level of detail one famous creative mind includes when planning work product.

In addition, the doc serves to make an additional point.  If J.K. Rowling goes to this extreme to keep her own head straight, might more planning and communication from your creatives to those who are waiting for creative product from make sense within your company and on your team?

It's one thing to have it in your head.  To truly reach the highest level of creative service inside a company, your creatives need to be organized - and then tell the world what their work funnel looks like and when they can expect delivery.   

 


You People Who Get Groggy In Meetings Amaze Me...

If you're like me, when you see a person in a meeting start to redline out into something resembling sleep, you're amazed.

I know, I know.  There are sleep disorders that cause people to be unable to stay awake in a meeting or any another work situation that involves someone talking for intermediate to long periods of time.

But my fascination remains.  How do people go to sleep in meetings when their boss is talking - or their boss's boss is talking?

In today's world, we point to sleeping disorders as the reason.  We used to call it natural selection, and the level to which someone was penalized for falling asleep in a work situation was directly and positively correlated with how much they contributed to the business:

Strong contributor nodding off in meeting:  We just make fun of them behind their back.

Weak contributor nodding off in meeting: "Did you see your boy Jim in the REM stage? I'm going to let you take care of that."

Translation: If Jim can't get his s**t together, I don't want to see him in meetings, which means he might not be in the company.

I've been given a natural gift.  I don't look groggy in work meetings, even when I haven't slept in 24 hours and I'm in a brain funk that rivals the deep fog of the SF bay area.  Of course, that doesn't mean I've heard a damn thing you've said in that meeting, only that I have the ability to not offend those in charge/presenting.  I also can't fall asleep on airplanes.  Another minus side related to sleep and me - I've got an internal clock that wakes me up at the time I've thought about getting up - even if I don't have to on a weekend, etc.

These thoughts about work sleep brought to you courtesy of the Twitter moment below, which wonders aloud how people in movies fall asleep automatically, which is followed by people talking about sleep patterns on nights before they have to go the airport, etc.  Funny stuff, worth 3 minutes to flip through the whole thing.

Work and sleep are a weird combination.  Email subscribers click through if you don't see the Twitter moment below.


The Darwinian Nature of Candidates Seeking Remote Work...

We've noticed something interesting on the recruiting trail at Kinetix.

We're a recruiting company and from time to time, we seek to fill remote-based positions, both for ourselves and our clients.  That's not unusual, because I'm sure a lot of you have remote-based roles you have to fill.

What's interesting is the way people talk about the expectations of a remote-based role when they're interviewing

Remote workers who are great hires have likely worked remotely and understand the true reality - working remotely means a lot of times you work harder than you do in the office. Homer remote The day slips away from you and you suddenly have been sitting at your desk for 9 hours without moving.  It can be productive, but there's no natural stop time.

Of course, the other side of the reality is that remote roles can provide some flexibility related to your personal life.  If you have to pick up a kid during the work day, you can likely get that done, but that doesn't mean your work day is over, or even that you're not working in the car while you're traveling to the pick up.

Here's what we've noticed on the recruiting trail related to remote candidates. There's something Darwinian going on related to the way people talk about working for home, and what they do once they're granted home-based work.  Observations:

  1. There's a class of employees who talk about remote-based work in terms of what it can do for them. They espouse the benefits for their life - they can do laundry! They can pick up their daughter!  They say these things to the recruiter... Um hmm..
  2. Then there's a class of employees who never talk about what remote work can do for them personally.  They might be thinking that in the back of their mind, but they'll never say it.
  3. When you hear these two classes of employees talk, you can expect that the behavior transfers past the interview - It's actually how they''ll approach work when they're in the job. When you call #1, you'll get voice mail more often than you do with #2.  

That's why I think a great interview technique is to float some questions about why someone would want to work remote, then shut the hell up.  Just let them talk and work through it.  

They don't need your help. Darwin was all about adaptations, and you'll see these adaptations alive and well on the recruiting trail for remote-based work.  

Both classes of employees love the benefits of working at home.

But you should never hire a remote-worker who hasn't evolved enough to NOT talk about all the things they're going to do with that flexibility.  They haven't evolved and they're not ready for the responsibility.  If they lead with the benefits for them personally rather than the benefits for them professionally, you're likely to be disappointed with the results.

The real players?  They never let you know that they're doing laundry or gong to a dance recital... They just do it, knowing that they're going to deliver more performance than they could in the office.


What Is Your Pettiest Reason For Being Lukewarm On A Candidate?

I'm asking. You know you have some type of petty thing - that's caused you to rank a candidate lower than they should have been.

I'm not talking about bias with a capital "B".  I'm talking about bias with a smaller than lower case "b".   It's so petty that the "b" in bias is actual two font sizes smaller than the rest of the word.  

Mine?  I have a hard time with candidates who take me out of my normal messaging environment.  Namely, the ability to use iMessage across different devices and communicate with team members is a preference - not a necessity.  I've hired people that I can't message on the iMessage platform before, and will in the future.  Best candidate wins. 

But when I pick up my phone to SMS a candidate rather than iMessage from my mac, I need to remind myself best candidate wins.  Twice.

What's your pettiest reason for being lukewarm on a candidate?  Hit me in the comments, or message me.  Unless you're not IOS - if that's the case, definitely hit me in the comments.


APPLE: The Real 2nd (or 3rd) Headquarters Your City Wants...

As you all know, first prize is a Cadillac Eldorado.
Anybody wanna see second prize? Second prize's a set of steak knives.
Third prize is you're fired.

-Blake (played by Alec Baldwin) in Glengarry Glen Ross 

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By now, you know that Amazon is holding a giant RFP/Bake-Off/Contest pitting 20 finalist cities (down from 200+ that originally applied) to determine where a 2nd Headquarters for the company will be located.  The process, deemed "HQ2," solicited bids from cities for where Amazon will spend an estimated $5 billion build a new, second headquarters for 50,000 employees/new jobs.

What you may not know is that Apple announced a similar, less ambitious initiative that may be the prize your city really wants.  Here's the rundown from various reports:  Baldwin

"Apple announced on Wednesday, among other initiatives, that it plans to build a new campus in the United States, as part of an effort to hire 20,000 new Apple employees over the next five years.

Where will the new campus go? Apple said only that it will be announced later this year, and declined to comment if it already had a location in mind.  

While Amazon openly invited a bidding war, with hundreds of municipalities whose officials prepared packages of tax breaks and other perks for the tech company, Apple didn't comment on whether it was soliciting bids or planned to have municipalities compete for the new campus. 

It's not Apple's style to do a public contest — but given that Amazon received 238 different bids from cities, it's safe to say that there are some economic development agencies putting together packages for Cook and Apple. 

Apple's new campus won't be its "second campus" and is unlikely to rival its current headquarters, at 1 Infinite Loop, or its new $5 billion headquarters, Apple Park, both in Cupertino, California. 

The jobs available at this new campus are unlikely to be high-skilled programming jobs making the next iPhone that come with huge salaries often found in California. Apple likes to do its engineering and design close to home in California, both for reasons of security as well as work culture. 

As Apple noted in its announcement, the new campus will initially house "technical support for customers." Much of that work is currently done in Austin, Texas, as reported by the New York Times in late 2016."

Here's an example of the kind of tech support work that could take place at the new campus: 

"During the recent visit, Stephanie Dumareille, a senior adviser on iOS issues who is fluent in English and Spanish, patiently answered questions from a customer who was worried about saving her résumé online and did not know whether she was using a Windows or a Mac computer."

Glassdoor estimates a $38,000 annual salary for technical support agents at Apple in Austin." 

Is that close to what Amazon is proposing?  No. But it might actually be the second prize your city wins where, upon reflection, your city is glad it didn't win the grand prize (Amazon).

The 20,000 jobs that Apple wants to bring to your city is likely to cost less per job from an incentive perspective and here's another big key - your current metropolitan workforce is much more capable of filling these jobs today than it is related to the Amazon HQ2 project.

Amazon's HQ2 impact is going be amazing.  But most of the people in your city aren't going to benefit directly from it.  When you think about the projected Apple jobs - let's say at a 38K annualized salary wage, with an opportunity to earn 50K via OT, bonus, commissions and a career path to higher levels - this project is likely to do more for those impacted by our changing economy that the Amazon project.

Can you teach a factory worker to take support calls for Apple?  Not all of them - but some of them to be sure.  Imagine the impact if Apple went into Detroit with this project and focused on workforce development in a variety of ways.  It would be a huge win for Apple, but just as importantly, for Detroit.

Somebody's going to win the second prize in this economic development project and be happy they did.

Make the call, Detroit.  Get your slides together, Cleveland.  Go pitch Apple on how they can create a great American story by working with your city.


VIDEO HANGOUT THURSDAY - The Psychology of Recruitment: Brain Hacking to Get Agreement...

If you’re a client or follower of Jobvite, you know the Recruiter Nation Live series.  It started with the Recruiter Nation Live Conference in San Francisco last June, and continued with the Recruiter Nation Live Roadshow that brought real recruiter talk to 9 cities in North America over the last three months of 2017. 
 
The feedback was great – you loved it, so we’re back with the latest in the series – the Recruiter Nation Live Hangout Series, hosted by Fistful of Talent and me.  Once a month, FOT will host a live Hangout designed to keep the conversation among HR pros and recruiters going – focused on things you can use, like the best-kept secrets of today’s smartest and most efficient recruiters, Jedi-mind tricks proven to make you more persuasive/get great candidate response and strategies to hold your hiring managers accountable for their choices–so everyone wins.

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Our next hangout is at 1pm ET on January 25th (Thursday!).  It's an informal thing - we fire up the video and a few slides (emphasis on "few") and run through a few things in 20-25 minutes...

Topic - GETTING READY FOR THE JANUARY 2018 HIRING RUSH!! (WITH FOTers DAWN BURKE AND KRIS DUNN)

REGISTER FOR THE HANGOUT BY CLICKING THIS LINK!!!

TOPICS/THE GOOD STUFF - 

The Psychology of Recruitment: Brain Hacking to Get Agreement
 
While technology continues to have greater importance in our day-to-day lives and jobs, knowing the things that make us uniquely human is just as critical. How you use social psychology, and our decision biases to help connect, engage and influence a job candidates is where you can make a huge difference. 

Join Paul Hebert and Dawn Burke of FOT for this 25 minute video hangout as they riff on:

1--How you can use aversion to your advantage - even when the person doesn't have a job to lose.

2--Understanding how getting small commitments can drive even bigger ones.

3--Leveraging "framing" when you talk to candidates to help you lock in salary and other things you might normally have difficulty discussing with candidates


It will be fun and fast. You'll want to join us because it will turn your recruiting game up to 11.  Or if it's already an 11, it will turn it up to 12.

(Hint - one of the weirdest influence techniques is included in this session. Listen in and Paul will explain it.)

REGISTER FOR THE HANGOUT BY CLICKING THIS LINK!!!