Intuit Webcast


Uploaded by USOPM on 02.02.2011

Transcript:
Good afternoon everyone.
Thank you very much for coming.
I apologize for the slight delay in starting,
but we pretty much had a monsoon going on here this morning,
and a lot a people are a little bit late in getting in.
My name is Rob Seidner
and I would like to welcome you to the recruitment policy
and outreach of private sector seminar series.
Today's session is called
"Know Yourself and Your Target Talent;
Recruiting Lessons from Intuit."
Just to start out with the technical stuff,
because we have a lot of people
who are watching this as a webinar.
If you have any questions during the presentation,
please email employ@opm.gov.
that's employ@opm.gov
If you're having technical problems,
please do check with your IT helpdesk first,
most of the time, that's where the problem lies.
If you need a copy of the slides,
we can email those out to you,
we've sent them to everyone who is pre-registered,
but we are prepared to immediately send them.
We recognize that sometimes
when watching the webinars the slides are not clear,
so please do ask for them.
For those of you who may have to log off,
we are going to be posting this
on the OPM media page within a few weeks.
If you attended the Southwest Airlines presentation in August
that is now currently up there also.
So, we hope that you do share this with your colleagues
after the fact.
We are bringing this session to you
as part of OPM's hiring reform initiatives.
We have been working with all of the agencies
on trying to improve
how the government recruits and handles its hiring process.
We have made remarkable progress in the past six months
since the President has issued his order
for us to fix the hiring process.
When you look back at
where we've been over the past few years,
it's quite extraordinary that I think most of us
may get lost in the day-to-day struggles
of what we've had to do to make the changes,
but if you looked at a job announcement
from four years ago,
if you looked at
how long it took to hire from four years ago,
we're in a whole new league,
but that doesn't mean that the job is over yet.
What we're trying to really bring in with this series
are the best practices
that we are finding in the private sector,
but are things that can be completely adapted
within the government.
There is nothing that's going to be discussed
that stops a federal agency
from being a proactive planner,
using strategy
and making sure that we're just doing the job
right in advance.
One of the hardest barriers that we do face in government,
it is the fact that we're not necessarily budgeted
to do strategic planning,
to do a lot of the advance work
that's necessary to run an agency.
Senator Voinovich who has been a true hero
of the human capital field within Congress
in his retirement speech last week said as much
that Congress will often dictate that agencies get a job done,
but then fail to actually fund the processes
that need to go into it,
such as human capital planning.
It's something that we know is limitation,
but that's not enough of an excuse for us
to not continue to do the planning.
What we brought here today is Intuit,
which is one of the leading providers
of industry business and financial management products.
This includes TurboTax, Quicken, QuickBooks and Mint.com.
They have been lauded for years
for their innovative recruiting practices.
We are honored today to have Michael McNeal,
the Vice President of Talent,
to discuss the secret to their success.
Michael has been involved in the fast paced
high volume staffing across a multitude of industries
for the past 20 years,
where he has developed talent acquisition models
to support a variety of successful businesses
and marketing strategies.
He is known across the staffing world
for influencing the success of multiple high growth companies,
which include Home Depot,
Starbucks, Apple, Cisco Systems, Avaya, Citigroup,
and now Intuit.
He became a Senior Director of
Corporate Employment Worldwide for Cisco Systems
in June of 1996,
where he developed a recruitment strategy
modeled after successful business
and marketing strategies.
In addition, Michael co-founded Pure Carbon,
a software company that created Job Planet,
which was recognized as a top ten human resource product
of 2000 by Human Resources Executive Magazine.
Michael speaks regularly at national conferences
about non- traditional recruitment methods
and how talent resources can best deliver
high yield business results.
He has been published and recognized naturally
by several organizations including CNN,
The American Advertising Federation,
The Society of Human Resources
and was also recognized with Fast Company Magazine's
"Who's Fast 99 Award, Issue 20."
He received the Bay Area Human Resources Symposium
2006 award for innovation
and most recently honored with
ERE's 2000 Recruiting Department of The Year.
Michael has flown in from California
especially for this presentation
and he has gone over really some great tips
that I do believe everyone in this room can learn from,
everyone on the web can learn from,
and be able to help improve the hiring process
without having to devote significant resources
to doing so,
with that I'd like to introduce Michael.
[Applause]
That is sounding more and more like an obituary.
I feel bad for you guys,
because I was falling asleep listening to that.
I got to change that up;
I don't think I've done anything in the last couple of years.
All that sounded like it was a hundred years ago and so,
I appreciate being here.
I want you guys to know,
the folks on the web
especially there are some people here the braved the weather
and I'm going to pick on them
because they are all sitting way in the back
and little clumps of people here.
So just know that just because you didn't sit in the front
doesn't mean I won't come after you with a question
or some sort of personal ridicule.
The weather is an interesting thing,
I did fly in from California
and I have to share with you that,
I watched a squirrel
get blown off a tree this morning,
this I had never actually seen before
and I don't know if it's
because the squirrels in Washington are lame
or you know maybe he thought he was a flying squirrel,
but the outcome wasn't that great for him,
as I watched and wished I had a camera
for some sick reason but
I don't think most of the people would believe that
my trip to Washington that was what I got to see,
but I do appreciate that you guys
did brave the weather and come out here,
I'm only hopeful that I can get a plane
out of here with the fact that the
weather doesn't look like it's going to get a whole lot better
anytime soon.
I had fun conversations this morning
with a lot of your associates in regards to
some of the challenges they feel that have
gone on inside of the government as well as the
The President basically saying,
"Hey I want you to focus on this."
I also too tried to get a pickup game,
I'm staying right across the street from the White House
and I love playing basketball,
but that didn't happen,
I think it was the whole lip thing now
that's got him a little concerned.
But or he knew I was coming.
He's seen the game,
got a little worried, intimidated but
that's understandable.
But I don't know that you could have a boss,
a bigger boss in the United States say,
"I'd like you to change something",
I think that that's pretty cool.
And you should be pretty proud of that,
that you get involved in that kind of change
and it is a huge change.
I've had the pleasure of working with
different local government agencies
and different counties.
I got to work about ten years ago inside of one of the...
they called it the poorest county in the United States
and it was a small county just outside of Birmingham, Alabama
and the interesting part about inside of this county
where they had so much poverty,
they had a Mercedes Benz factory,
they had all kinds of things
that they were bringing talent into that county.
And so, we went in and we went to the schools
and the junior colleges and said,
"Why don't you go to Mercedes
and why don't you go to the Ford plant,
why don't you go to these other places,
train these people on what you need,
so that you have a population right here,
a talent pool right here in your own county
and you'll bring up the value
associated with the economics
associated inside of the county."
They were like, "Wow."
I'm like, "You're kidding",
what would stop you from doing something like that.
And they said, "Our process",
of which I coming from the private sector don't understand,
because there isn't a process on this planet
that I won't mess with.
There isn't a process
that you can put up in front of me that I can't make better
and I'm not trying to sound arrogant,
but you all could say the exact same thing.
The reality about processes,
the reality about people is they all change, right?
And they have to change,
they have to evolve,
otherwise they die,
it's just like the biological process,
if it stays the same,
you end up dying,
all right?
So, I'd like to have a conversation with you guys,
a chat, if you will,
right, understand what's important to you,
questions you have,
there is microphones here for the folks on the web
so they can hear your questions,
but let's not wait till the end.
And if you guys want to be brave and move up
and chat with me
that's not going to bug me a bit,
because I have to stay within these black lines right here,
or else I blow up,
not exactly sure.
This is what, I was going to talk to you guys about today
and I understand Southwest was here
and they talked about fit and match,
which I think is incredibly important.
The behavioral aspects of someone
being successful inside your organization,
I think is key.
So, I wanted to talk a little bit about the talent planning
similar to what Rob started talking about.
The strategy associated
with getting in front of your process,
because you know what,
if you can get in front of it,
time stops being your enemy.
Right, and that's the biggest problem that most people have,
is they measure, their biggest measurement is time to fill.
How quickly they can get somebody
inside the organization,
if somebody comes to you and says I have a need,
they're too late,
they are too late.
So, what we want to talk about that this morning?
We can talk about employment branding,
we can talk about anything you guys want to talk about.
I want to be able to do that
and the folks on the web feel free to send those questions in
and we'll get on top of them.
I've been inside of nonprofit,
I've been inside of union organizations,
I've spent most of my time inside of Hi-Tech.
For those of you that don't know anything about Intuit,
Rob was nice enough to talk to you a little bit,
but most of the folks think of us as a tax company.
We really spend most of our time
to trying to help small businesses to be successful.
And so, we do about $3.5 billion a year in revenue
and again, we are really starting to work now
with a lot of local agencies in different places
to give them some of the data that we get around
small businesses
and how they're doing,
we just sent out a report two days ago
that showed that some of the areas in the southwest,
small businesses weren't opening,
they were actually...
the growth of small businesses was actually going downward
and it was going upward in other parts of the United States.
And so, that's even interesting to the government
to say well, how come,
how come people aren't opening businesses
or making small businesses,
because if there's no small businesses,
there is no what?
Jobs.
These are the products that we have,
anybody here a customer?
Okay, for those of you on the web that are raising your hands
or driving don't raise your hand,
it's against the law.
For those of you in the room and those that said yes, thank you.
That's about the private... the private sector that we like,
it's customers,
but Intuit, we have a little different saying
and our CEO says this and it's not just
verbiage or something to say,
but he says, the most important thing
that you need as an individual,
what is top of the list?
Air, food or water?
Which one is the most important thing?
-Air. -Air, okay.
Air is our employees, okay?
What's the second most important thing?
-Water. -Water,
those are our customers.
And then the last one is food,
those are our shareholders.
That's the way we look at our business;
air, water, food.
Now it's funny, I talked to small businesses
and small businesses kind of think
that their customers are air,
because if they don't have any,
they don't need any employees, right?
And so, that's an interesting conversation,
because I said, well hold on, you are an employee,
because if there is no you, there is no business, right?
So, it's an interesting argument,
but if you think about the fact that right now
what you're talking about for the Federal Government is air,
it doesn't exist.
Now I'd love to spend about four or five days
talking to you guys about how you bring resources in
and then they go away when administrations go away
or how you do that,
because that's intriguing to me,
because I don't know that I could survive
turning over my population so quickly,
just like talking to somebody that has
you know, a 50% attrition
over a three or four-year period of time, that's insane.
So, there would be a lot I could learn there from you guys.
This is what we focus on,
we talked a little bit about that,
but it's really, it's really talking about
improving people's financial lives
and the reason why I'm telling you this
and I'm sure other companies
that you're going to talk to in the private sector,
this is what we end up believing,
this is the value we think we add to the world.
I mean simply put, we want to help people save money,
we want to help people make money.
And you know what, people...
and this is surprising, how many people here like money?
I don't like money.
So nobody for those of you on the web,
nobody in the room likes money,
which is cool, because you can take all of yours
and give it to me.
I like it and it's amazing,
I go, I was amazed at
how much these guys were willing to pay me
to come out and talk to you guys.
Huge amount of money,
so you're getting exactly what you've paid for right now.
If we were to talk about the talent planning process,
understanding what resources you need for the government,
for all of the different agencies to be successful,
who owns that?
Be brave, somebody throw out an answer,
who owns the process?
I would say that the head of your particular department or
whoever is in charge of that organization.
All right, so the answer was
the head of the particular department
or whoever is in charge of that organization.
Alright, fair?
I think that's right,
I think it's the head of the organization.
How good are they in the government at this?
Nobody, they're not watching, go ahead.
There is a really good chance
they have no interest
in listening to this conversation at all;
private sector is the same way,
right.
We were having a conversation;
very often you guys hire people
very similar to the healthcare industry.
There is this whole recruitment for nurses,
something like that,
do you think that the doctors interviewed any of them?
Do you think that the doctors
gave a good strategic
view of what they were going to need from
a nursing population perspective.
Did they map out
what resources were going to be needed to give good healthcare?
No, but you know what they did do?
They complained about the fact
that they weren't enough good nurses.
And you guys have heard all of that right,
it's the same situation.
So, business leaders own it,
you have to help them understand it,
you have to teach them, you have to build the capability.
So inside of Intuit last year,
we did restructurings associated
with changing the direction of our business, right?
And some peoples jobs went away
and most of the peoples jobs who went away,
we rehired in other areas.
This is only an 8000-person company, right?
But we did it in a very mindful planning perspective
about what resources and the value of those resources
they were to us.
We also didn't use the excuse
that we didn't see it coming,
right?
You guys see most of what's coming,
you know what's coming.
You can't use the excuse,
oh I was surprised,
oh these people went away, I was surprised.
Oh we needed these resources, I was surprised.
Come on in, good to see you,
some new people, for the folks on the web,
some new people came in the back, come sit upfront,
because all the happy people are right up here.
Does that make sense?
You really don't have an excuse
to say I didn't know we were going to have these needs
and so, what you need to do is measure me
on how quickly I can go find them for you, right?
Again, take time out of the equation,
it shouldn't be your enemy,
I put this slide up there...
in the private sector there are a lot of folks that say, okay
this is what we aim to be,
this is what we want to be from a human resources
or town acquisition perspective,
we want to be this trusted business partner.
When I talk to some of the local agencies,
government agencies and stuff like that,
they didn't necessarily agree with this.
They saw their job more transactional,
they saw their job more of a service oriented position
that would allow them right,
to be able to support other organizations.
What do you guys think?
I'm curious.
Are you a trusted business partner?
Are you driving change inside of the government?
You've been asked by the leader of our nation
to change the process,
is the process going to become,
you guys be more transactional and more operational,
what do you think?
I'm seeing for those,
I see the people on the web shaking their heads, no.
Again, the person driving is really going to stop
using their hands when they talk.
Okay, I'm seeing the head shake, so tell me.
We have got a hand over here, there is a microphone coming,
so unless you have a booming voice.
HR isn't viewed as a partner at all, I don't think.
I've been with the government for 40 years.
We're viewed as a service organization,
management tells us what they need,
then we go and try to do it,
but we're not viewed as a partner,
not in the agencies I've been in.
Right, do you think you should be or...
okay I'm hearing a lot of absolutely's
as a trusted partner, right?
A seat at the table.
You know, we hear this a lot
inside the human resources that
you need a seat at the table.
Can I share with you just a second an interesting situation;
we just went through Thanksgiving,
most of us, right?
Again, if this is a global view,
most of us went through
Thanksgiving that are here in the U.S.
and what's interesting is
we at my house
and have traditionally at my house had two tables.
We had the adult table
and the kid table, okay.
What is the criteria for sitting at the adult table?
-Age. -Age,
I always thought it was the ability to drink alcohol,
which could be age related,
should be in most countries, right.
Okay and then at the kid table now
this may come as a huge surprise to you,
but I always wanted to sit at the kid table,
because I was bored at the adult table.
The kids had more interesting things to say
and were usually kind of funny
and didn't care about flicking their peas at each other
and that kind of stuff,
but I realized something as I was younger,
the reality to sit at the adult table
wasn't the ability to drink alcohol necessarily,
it was whether or not
you could carry on a conversation of some value.
And what happened to me as I went up to the adult table
being the little rebellious person that I was
and I said to my uncle Jack,
I don't agree
and he said, why?
And I told him why I didn't agree
with his political stance at the time,
which I really didn't care that much about,
I was just in the mood to argue,
which I found out was part of the reason
why you sat at the adult table, all right.
My dad and mom showed me that path,
and the reality was, is all of a sudden
I was placed at the adult table from then on,
because I had an opinion,
because I had a point of view,
because I had a reference,
because I brought a different mindset to the view, right.
As I got older, I even developed some expertise in certain areas
that was valuable.
So a seat at this table is true.
You don't get invited to the table though, right?
You earn a place at the table,
because of the value you bring to the conversation.
So to come from the kid table and I'm going to tell you
it doesn't matter if it's a private or public sectors,
you don't get asked to that table,
because somebody says okay,
it would be valuable to have HR here,
most of it is the exact same thing,
you are at the kid table,
you are the service oriented, I'll do what you say table,
And you come to the table, because you have brought a value
associated with that.
And so, my question out to you guys is,
is this is your value?
Can you go and be this?
So, I thought we could do some brainstorming.
This is a PowerPoint brainstorming
where the only storm comes from my brain
and I'll see if we get any agreement
and then you guys can add ideas on here,
but I tried to make it look like
we were doing this together.
Anybody have a white board experience like this,
just throwing ideas up there.
So here were some ideas on how I think we could look at
how would we become those business partners.
What kind of value could we bring
and you see on the left hand side,
organizational effectiveness,
realization of our aspirations, innovation,
product performance, cost,
those are all the organizational sides.
Many choices, customization, how we work together,
one of the things that's interesting to me
about your organization is all the different agencies
and how well you guys work together or don't.
Two million employees, right.
Give or take,
give or take,
even if we are off by 10% that's still under the "a lot" column,
right.
All of those people are recruiters,
all of those people can refer people,
all of those people if they have a view into
somebody else and what that person can do,
what their ideas can do,
you could in fact rule the world.
All of that data,
all of that energy,
all of that expertise in regards to
what you want to do and what you want to do
and what you want to do
moving across all of the agencies.
If you in fact did that,
you'd have the most powerful
recruitment engine on the planet,
just that,
I'm envious,
I'm envious of your challenge,
I'm envious of the fact that you have a pool now,
I did some work inside of Home Depot
and I loved that.
We were opening a store every 43 hours
somewhere in the world
and each store on average had to have about 350 people in it,
I created an employee brochure
that cost a $150 million,
because I made a million and a half of them.
We had to hire 350,000 people that year,
okay huge numbers,
but you know what the most powerful part of that was?
The employee population.
Have you ever heard of Friends and Family Discounts,
big retailers doing that, Home Depot doing that, why?
They have a million employees,
if they tell you to invite six of your closest friends
and they give you 10% off,
what a huge marketing campaign.
How much transfer between agencies,
other than Rob,
how much transfer between agencies
goes on
and how much of that information is moved back and forth.
Be brave, remember nobody important is watching.
My answer to that is not enough.
-Yeah. -Not any.
So, you guys might want to spend some time over on this column.
This is how we work together.
How do we collaborate?
Be honest with me, how many people
are in this room right now
and those folks on the web that are in it just for themselves.
Okay, kind of a trick question,
I would like to see if anybody is honest,
oh that would be me.
I want to get promoted, I don't care about these other people,
my wife is going to leave me if I don't get more money.
No, so most of you aren't here
just because you are in it for yourself,
then how come you don't collaborate better together.
What's keeping you from doing it?
More ideas,
change leadership,
you guys are involved in a huge change right now, right?
How many have experience in big changes?
I see a couple of hands,
what's the most important thing associated with change
in your opinion,
blurt it out,
change management.
How do you start about going about change?
Communication,
now I remember I was taught,
communication itself is not change?
So I agree with you,
very important,
but a lot of people
use communication to say that's the change,
I told you,
so you should do it,
that was my parents,
I'm the dad,
I'm the dad now
and I have yet to use this on my daughters,
because I said so.
In government, in business, because I said so
really doesn't get you anywhere
especially if you are not at the adult table.
So, here you are trying to cause change,
how are you going to do it?
Carrying a stick.
Carrying a stick,
somebody else said?
-Buy-in. -Buy-in.
Inertia.
Inertia, that's an interesting one,
we can probably spend a couple hours on inertia
especially when people have been doing stuff the same way, sir.
I would contend expertise should be at the top there,
because even though you suggest to be at the table,
you are going to have to be invited to the table,
being invited to the table and being there,
you bring something of value to the table,
so I would say expertise.
Okay, so sorry for those folks on the web,
what the gentlemen said, very well,
was expertise right,
you have to bring value to the table.
I'm paraphrasing,
he is much better looking and articulate, then I am,
-all right. -He's right.
Although he has a tie on with a bunch of planets
and he was brave enough to sit up front,
so he is my friend, the rest of you guys are not.
The reality for me is I probably would have blurted out vision.
As you said buy-in and I was with you on that,
but there has to be a vision,
there has to be a pretty compelling reason to do it.
What is your compelling reason for changed leadership
that the President of the United States has asked you to go do?
Efficiency and effectiveness,
I paid him because we got a couple of slides
coming that direction,
but how are you going to get
this burning platform
that's going to cause people to listen to you?
You are going to bring expertise,
you are going to bring value
on creating a better process.
Do they care?
Who is the they?
Right, the most important thing for here
around changed leadership and changed management for me
is making sure you understand
who it is that you're talking to,
who is the they,
just like what we do with customers, right?
Who is the actual customer?
Let me give you an HR example, right?
Performance management,
who is the customer?
The supervisor or the manager.
The supervisor or the manager, right?
In my world, the employees.
Now traditionally inside of HR,
I'm with you if you look at every tool that's out there
and everything that people talk about,
what is... who collects all the data?
Who is ultimately the customer in their minds?
It's the manager, but if you go to a manager
and say what data do you need to make that be successful,
they can't really tell you.
They say HR is telling them to do written performance reviews.
I'm saying no, no, no, there's an employee over here
that really wants to know
how they can be better at what they're currently doing,
how they can be a better leader
and what's next from them, right?
There is a great example though
of not shared vision associated with the change,
and that's what I'm dealing with right now.
I'm going to our company and saying
my customer for performance management is the employee,
they're going, "What", right?
So I have to get shared vision,
but I have to bring a burning platform
and you know what my burning platform was,
employees saying they didn't think
they could grow their career at Intuit.
And then we showed all of the people that move around
inside of Intuit, they say no, no, no
that's movement and that's good
and I'm learning more, that's all great,
but my grow my career is what's next for me.
So we had to get a clear definition.
You guys have to sit around,
you have to decide based on the last slide
how we're going to work together
and then you could come back and say
what is our change leadership strategy?
What's our burning platform?
Who are those people that we need to influence?
Be dead clear about that,
does that makes sense?
I'm going to say the other thing too,
it is either easy for me,
and I was sitting there thinking on the plane,
it just has to be dirt simple, right?
I mean you guys have profiles right,
for different jobs?
How many pages are they?
Five or less.
Good answer, we talked about that at lunch.
Okay, how big were they?
We had some that were ten pages long,
we just went through a process where I showed the company
a one page job profile with competencies and skill sets
and they said could you make it smaller?
Because what they were solving for was different
than what employees wanted to see.
They had responsibilities,
employees wanted to see what success looked like,
They had results.
Employees wanted to see
what accomplishments would be on there.
So it's very interesting
when we looked at what the difference was
and who we were solving for,
but it had to be simple.
I think you got to look at even the five pages
and say each part of that,
what is it solving for,
who is it important to?
Then you get your burning platform
and you can start your change.
Questions.
What are the implications associated with your actions?
Do you have the flexibility?
This is what I hear about in regards to the government.
You guys are way more flexible than I ever thought,
but that's not your rep.
Bureaucrats,
public policy and opinion.
There is nothing, and Rob said this earlier,
and I can call him Rob, because we've known each other now
for about three hours.
There is nothing you can't do?
I know you don't have budget.
I know you got unions,
I know you got all those things.
The one thing I tell my team all the time that's the
freest thing that we have available to us is creativity
and I've seen some of the stuff
you guys are working on it and it's cool,
internal trainings,
the different web pages that we're talking about,
moving information back and forth,
2 million employees that you get to play with,
it's a country?
Creativity is free
and some of the things,
you know, inside of Cisco I got all this acclaim
for a thing called Friends Campaign,
did anybody ever see the Friends Campaign?
Basically inside of Cisco,
we created a thing where we said,
if you know somebody at Cisco call them,
if you don't, go to our website,
fill out what you'd like to be when you grow up
and we'll assign somebody to you that does that.
We gave them a friend,
it was that simple.
You know what got all the acclaim?
We put a boss key on the website.
That if for some reason you were filling it out
and your boss came in you could click on that
and what would come up on your computer
was a Christmas list of gifts for your boss,
right?
It cost us nothing,
but we ended up getting national news
associated with this campaign
and all we did was say,
what would cause you to come work at the government
and you know what the people came back to us to say,
because we said Cisco,
I'm throwing the government in there, right?
They came back and said,
if my friend told me it was a cool place to work.
And then we came back and said, well there is...
at the time there were 3,400 Cisco employees, right?
When I left there were 30,000.
I was only there four years.
Okay, but we used all of those people to be recruiters,
because why, because they could tell the story,
because they had passion about what they were doing.
When I started talking to these two guys,
they said, why are you here?
Because they want to change the world
and make it a more beautiful place.
And all the starving people should have food,
which is the... that was the top three,
there were other things in regards to the jobs.
But that's the reality,
it's all of these people have a reason why they're here.
You have all 2 million engaged people.
I saw the banner when I walked in, world class,
that's what you're calling out,
retaining them,
how are you doing that?
Anybody noticed the, "Feed the dog" up there?
That was just a reminder for me before I left to feed of my dog.
I'm just seeing if you're paying attention.
So you saw all of that creative mambo jambo
who cares Mike type thing, let's get busy then.
This is the hierarchal recruitment pyramid.
Anybody ever seen it?
Good, because if you had it was
because you were looking over my shoulder on the plane
while I was creating it on the way here.
So, it's world renowned, all right.
Does that bother anybody else
but me that my computer seems like it's this big
and everybody is staring at when I'm on an airplane?
Have the seats shrunk?
I even put it on low glow so, you know,
anyways, where are you in this process?
Look at the very bottom,
I'm reactive, then I move up the pyramid, I'm proactive,
I get to the top I'm planning
and I know what resources I need to be successful.
Where do you guys think you are?
In the government, can we say butt?
Because in San Fransisco,
we can use much more words than that.
[Laughter]
Just so you know.
The San Francisco Chronicle gave out a list
and I could have put some real bad words there,
butts in seats, time to fill, cost per hire,
is that where you live?
Can you sit at the table living there?
I should have put a picture of a kiddie table
and that's not critical as to where you are,
because you're not alone,
most of the world of recruitment and town
and acquisition and management sits in the same spot, reactive.
So what's the next one?
You know, we talked about this ability,
this proactive is to understand what we need.
I'll give you a simple example.
In your agencies, what's your attrition?
Somebody blurt out a percentage.
Seven, six, three,
right now in this economy zero, right.
Okay, so if the agency,
let's just say your agency has 600,000 people in it, right.
And see... because, I don't want to embarrass myself on the web,
I'll say that the attrition is 10%.
How many people do I know are going to leave?
How many?
60.
60,
10% of my population.
I have like 600,000 and I know that 600 are leaving, right.
Do I have an idea of what competencies and skill sets
those people leaving will have
or is it so random I'd never be able to figure it out.
The handsome man upfront said no,
you can always know what your competencies are, right,
if you have managed your positions
and this is true, we shouldn't be surprised.
We shouldn't be surprised of the 2,000 or 3,000 you need to hire,
and I can tell you I started out looking at this
and you know what a better predictor
of what resources I need was than my hiring manager?
Take a guess,
throw out a guess.
You are being way too quiet and I'm watching,
I want you to know that.
The economy.
take another guess, that's a good one.
Attrition data.
Attrition data.
Individuals leaving.
Individuals leaving, right.
The best predictor of what my needs were going to be
was history.
Historic data so to your point,
it could have been attrition,
it could have been hiring,
it could have been all of these things,
so just last quarter inside of Intuit,
when I took the managerial view of what we needed, right.
And then I took a historic view,
there was a difference.
So then I went to the managers and said why,
right and we had some conversation.
Based on the historic view,
we do some modeling,
we take the historic view and their current view
and bring them together
and we were 96% accurate
in regards to what the hiring needs were for last quarter.
The manager's view 68.
So that tells me first of all they don't know,
what they don't know.
And I got to come to them with some data,
I can't be proactive just asking them.
So how many positions do you think you need to get it filled?
How many people do you think are going to leave?
What competencies and skill sets will they have?
If I go and ask the managers that, they are going to go,
"Would you leave?"
You annoying jacket, where did you get that?
You don't have a planet tie,
you shouldn't be here.
[Laughter]
You have to come to them with data.
You have to bring it, right,
and have the conversations.
I'm got to tell you,
I feel like I'm in recruiter heaven at Intuit.
To be honest with you right,
I've been in a lot of other places,
it wasn't that,
but we are right in between those top two,
and unfortunately you can't stay there
unless you stay on top of your game.
Though this isn't one of those things we look
we went from reactive to proactive,
"Woo-hoo", this is where we stay.
Now what happens is you can be in proactive for a year
and then fall back down.
Sir.
I don't want to bog down the presentation here,
just one real quick question about historical data.
What type of data points are in this historical data
that enabled you...
so again not wanting to bog down the presentation here
You can't hurt this presentation,
it's not a presentation,
it's fire.
Right.
Wondering from historical data
what data points did you guys use to determine so accurately,
I think what you're saying 96.8% or 98%?
Yeah.
The trends, what data points?
So this is a great question
and again paid him serious dollars
to come forward with the curiosity
as well as the courage.
When we first started out we just said
we're going to take the budgeted view,
what the budgeted headcount was,
you know, because every organization
and every agency had this budget
associated with what they said they could go do, right.
We took that view first,
that wasn't very accurate,
because again that was the guesses
that the managers had based on money, right.
Which isn't a bad guess,
you can't throw that out,
but you have to take that one.
Then the human resources organization all of you'll,
I learned this in Texas the other day,
all of you'll right,
they had a bunch of their own measurements right,
succession plans,
high performing reviews,
performance management,
attrition.
They had a bunch of things
that they kept from a data perspective, right.
That was the HR business partners view.
Then the managers had a view and we used to call...
we call this the wish list,
because the manager is a couple of levels below
the folks that were doing the budget.
They were arguing for the money,
inside of your agencies doesn't all the managers,
each different group kind of argue
for the one big bucket of money, okay.
So their view was interesting,
because they are close to the work,
but they are arguing for money, right.
So, we had to get their view.
Then we just took historic data.
So if you see in the box where it says this was market data,
meaning what kind of talent pools are available
in those geographic areas,
how long does it take them to usually hire people,
what kind of attrition did that group have,
what kind of economic situation
does that area, region or country have.
We took that external view.
Then we also went out and said what's happening going forward,
right.
This was, for us this was mergers and acquisitions,
this was investments in new products
that aren't making any money,
this was those kind of things.
So what's happening going forward.
And then lastly, what's going on in regards to
where are all these people are going to actually be, okay.
So it was a great question,
because initially we thought,
okay, we'll just come with some easy data,
but in reality what we ended up doing
was coming up with all of these different views.
Now, in some organizations
if you got two or three of these views
that was a home run,
because they didn't have any data prior.
Now, I jumped ahead on a slide,
does this make sense for you guys,
because this was a great learning for us,
because initially I thought
if I just took the budgeted headcount,
ahead of time, right,
applied my budgets and associate it with
what it was going to take to get the people there.
Quite honestly, that takes you from reactive up, okay.
But you don't get any further than that
unless you start adding the other views.
Because even I went to an organization
where they are flat,
they are not...
they were not budgeting any new hires.
And I said, what about your attritions
and your promotion rates,
what your merit increase is going to be?
And they went, "Oh."
And I said, what were they last year or the year before?
We had this thing we created called the bad computer
and all it does is it has historical data
in what the company has done from a talent perspective
over the course of last five years,
it's amazing to go through and just see,
because now I can walk into any organization and say
this is what you said was going to happen this year
and this is what happened the last five years,
what's the difference?
Why are you... why is there so much difference?
And they came back and said, well great,
let's go, here is what we're focusing on.
And then I had one person say
we're going to launch a new product
and they hadn't budgeted for any increase in heads
in customer support.
Again, for those of you
that said you were Intuit customers
and I know the product is so good
you would never have a question about it.
We're going to launch a new one
and not budget for any support people
that answer your questions.
So is this answering your question,
because that was really important
and it was a huge learning
and I've gone to HP,
I've gone to all these companies
that have huge amounts of populations,
2 million people that you got out there,
there has got to be some really rich data,
the frustration is, it's hard to find,
it hasn't been captured,
it hasn't been trapped,
you know, your personnel systems and stuff like that
are usually the best place to start.
Your FPNA planning people and the budget people,
those are the first people I defended.
I told them too that I controlled payroll
and if they didn't help me
I was going to screw up their checks, this works.
How are we doing on time?
Good.
So this is what it started to look like,
what's your name?
Rafael.
Rafael, Michael nice to meet you.
See how he and I are the only two talking.
I just thought we'd introduce each other.
Okay, so this is how it started to look.
Now what was interesting and Rafael would say this,
is he also knows
that just because he has certain skill sets
and competencies right now,
that doesn't mean that's what he needs tomorrow, right.
This government cannot do what it says it's going to do
based on the skill sets it has today.
It's not.
It doesn't take a government expert or employee
to make that comment.
And so far, I haven't been shot,
so I'm guessing it's okay, right?
But almost everybody here
and probably on the web is nodding their head, saying yeah,
so you have to predict
what skill sets you are going to need.
Let's talk about technical people, right.
The government's technology is just okay,
except in some different agencies, all right.
I got to work with an individual
who was the head of human resources
for the CIA for ten years,
Jennifer Fisher,
I don't if any of you know Jen Fisher,
she went to Motorola right after she left the government
and I used to joke about the fact
that she had access to a database
that was completely unfair for the rest of us.
But you know where all the talent is
based on what they do
and their neighbors and everything else.
I joked this morning,
I told a friend of mine who works for the FBI
that I was coming out to talk to you all,
he said I know.
[Laughter]
I have one of those little things
that they give people from the FBI,
if you're a friend of an FBI person
that you can put inside your wallet, right.
So that when you flip your wallet open,
because you've done something stupid
they could see you're a friend of the FBI right.
They ding in the airport security things.
Whose idea was it to create that?
Give me something that doesn't go off.
When I'm walking through the thing.
So what the managers really had to do is,
we had to say what are the gaps
between what we need and what we have?
You guys have to deal with this on a daily basis, right?
What do you have?
This is where you can help.
This is how we get to the table, right.
What do you currently have inside your agency
and what do you need and is that clear.
When we went to the burning platform around change,
you could win a seat just by talking about this.
You go to any of the agencies and say guess what,
if we're going to stay in front of the cyberstalkers,
we need people like this,
with these kind of skill sets.
If you're going to stay in front of,
let's say technology around for the IRS or around taxation,
we should just let Intuit do it.
[Laughter]
Free File Alliance,
we should just let Intuit do it, right.
We know we'll get more money back,
if we have an expert who did it,
but you have to go out and talk about the different skill sets
and help them understand.
I wanted to go back,
because Rafael asked such great questions
in regards to what did the data look like.
We started to connect the dots, okay.
So this was just raw data.
These little acronyms down here
I know you guys got your fair share.
These are ours and again,
we just started to connect all the things
that we're going on in regards to the different trends
and you can see we were doing it with two-year trends, right.
It was simple data,
not easy to get necessarily,
but what we also found was a lot of the businesses
just like your agencies
they had a lot of data they didn't even know they had,
Because their finance teams or whatever track the stuff,
makes sense?
Everybody asked me then, okay so what do we do?
And so, here is my list.
I would love to tell you
that all you had to do was check those boxes,
but then again, you would just be a personnel organization
and not a human resources business partner
if all you did was check a box.
Can I give you an analogy I use with my daughter
who left for college two years ago.
The analogy was in high school,
you could get A's by memorizing and she did.
Great mind, memorized everything got A's.
I said, at college, you have to be able to apply
what it is that you're learning to an idea.
And what that ended up for me
was thinking about the science of what we do
and the artistry of what we do, okay.
Counting, we can all do.
For the most part, anybody here who can't count,
see and that whole thing about the government
not hiring smart people is just wrong.
And I do want to talk about,
remind me Rafael,
I want to talk about perception versus reality,
I do want to talk about that,
but the reality here is,
if you look at these things, you can just check these off
and say we do, oh we did it.
You can cause change inside of the government,
inside of the world's greatest country by checking the box,
but this should give you some guidance
and say hey, we can go talk about this.
All of the things we've talked about so far,
the leaders having a compelling point of view
and ownership of the role, talents stewards,
these are the outputs and outcomes.
Intuit is kind of a process oriented company
in regards to Six Sigma and those kind of things.
But again, process itself does not solve anything.
It has to be tied to actions and results that you want
for the right customer.
So, we talked about efficiency and effectiveness
and this is a...
I want to see kind of a trigger point for me,
because I want to get your guys' opinion on this
but I had somebody come in
and do an audit of the talent acquisition organization
and it wasn't my choice, right.
The finance community came in and said,
hey we're looking at all the functional groups
and we want to make sure you're not spending too much money
and stuff like that.
And I said, we are trying to bring you
the best people on the planet.
What kind of cost savings do you want associated with that.
You tell me, the President of United States tells you,
he wants the best people in the world.
I have a great answer to that.
And you want me to do it cheap.
I got an idea.
You want a good meal, you want fast food?
Just choose,
guess what?
Fast food is cheaper, right.
It's not better for you.
Sometimes it tastes good,
from a short-term perspective,
all right.
I'll take a run to the border,
I'll hit the Taco Bell when need be,
but it's not the best chicken casadia I have ever had,
okay.
You have to balance this idea
between efficiency and effectiveness.
Now, here is an interesting thing,
2 million people, I keep bringing that up,
employee referrals.
If we went across to all the agencies
and what was the employee referral rate,
which would be interesting data,
let's just say it's 20%.
20% of the positions inside of the government
are filled by an internal person,
from an internal referral.
Let's just say that as,
that's a huge number of people, right.
Guess how expensive that is?
It's not expensive,
it's cheap.
So let's say you spend some money
to create a higher employee referral program,
you're going to save tons of money,
but the idea shouldn't be saving the tons of money,
the idea should be that your internal people know
what it takes to be successful inside of the government.
I know southwest is the whole thing on fit and the fittest,
understand the culture,
understand the people, understand the values.
There is so much energy in this town
about what's doing right for this country,
that's got to be the angle.
It's not like you're getting paid a ton is my guess.
You're doing it,
because there is an emotional bond
to making change and to causing good things
to happen for this country.
Anybody here getting paid a ton of money?
Okay, your eyebrows went up.
So I'm going, where were you at lunch,
because I was... okay, we'll talk.
The interesting part about that is
that's another perception
associated with working for the government, right,
that you have to address,
but there is a bigger calling.
There is a greater calling associated with it,
but think about what you can do from an efficiency perspective
if you just increased the collaboration
across the agencies,
huge difference.
There is a lot of work too
that probably could be done that doesn't need to be done by you.
I'm going to say something wacky, crazy,
because I know the security and whatever people are here,
there is a term for it, all right.
They do all the background investigations
and everything like that,
and that's got to cost you squillions,
ooh just like that, that's got to cost me squillions, right.
And homie is not happy about that?
Taxes are going to go down,
we've got to save some money
associated with some of the things that we do,
that's the balance.
There is agencies that can do that cheaper.
They want to do is cheaper
than what it takes for you guys to do it.
This is a big learning for the private sector,
huge learning for the private sector.
We can get people to do stuff.
A lot of companies are also going to call centers,
they're going to centralize things.
We have a centralized human resources group.
Here is the interesting part between that balance, okay.
Feeling like there is a real person
helping me out in a white glove kind of approach
and feeling like
I just got sent to a call center or a phone line,
right.
You have to address it.
You can create an automated experience for people,
if you pay attention to the experience,
you can create that online,
but you just have to be mindful of what the experience is like.
You know what we did?
We put up the call center
and people were just going, oh great, thanks wow.
Now I get a call and get a number blah...blah...blah...
right.
We put IM chat associated with the call center
and so people wouldn't even call into the call center,
they would go straight to the chat.
Hey, I was wondering about bereavement
or I'm wondering about these benefits
or I'm wondering about that
and they had somebody instantly on IM.
A huge difference,
low cost,
great experience,
But we have to look at how many human resources people we have
and say, well, you know these processes and these people,
this cost was too much,
but we're also trying to give a white glove service.
We had to balance that,
but I will be the first person
to help come argue with our Chief
if he says yeah,
but you got to do this cheap.
So, I'm happy to come in front of Congress, the Senate,
anything you want and say,
okay let's devalue the quality of the talent
based on saving money.
I'd rather save money in these palatial surroundings,
I'd rather save money paying all these money
for speakers to come in,
I'd rather do that,
then lower the quality of what it takes to get great people.
That always should be your argument.
Okay, here is the transformation we went through.
I'm just going to go real quick in regards to that,
but you can see that the centers of expertise
with the online centers in the partnership,
the chat, the phone,
all of those absolutely helped us
in regards to the efficiency and the effectiveness.
Like I said, chat really brought up an experience
that people felt was great.
I just wanted to show you some of the measures
that we use in regards to the talent acquisition,
you can see its satisfaction surveys.
And I have to tell you,
I'm pretty proud of these numbers
associated with how satisfied employees are, candidates are,
how satisfied the managers are.
We test them all,
how they like the interview process,
you can see, look where we had to go down,
length of process.
We knew, given the different parts of the economy
what people would tolerate, all right?
If I don't have a job, I have a lot higher tolerance,
then if I'm a high performing person at Google
and I'm making all kinds of dough
and you got to address those things,
but you can get it with your data.
I mean the point here
is just all of these situations that you tracked.
We say if it moves track it,
if somebody is storing data,
get it from them,
because all of it can give you great vision
into the change that you are trying to make
and it gives you the burning platform.
Okay, so why would we do all of this?
This is why Intuit does it,
my guess is, is probably why the government wants to do it.
So, since 2002, we've been in the Top 100 places to work.
For the last seven years,
we are rated one of the most or the best software company.
Take a wild guess at how long I have been at intuit.
Seven years, what a coincidence.
Yeah, okay, that was all me.
I'm going to give you this glimpse into the future
and then let you leave,
because the weather is better.
What's happening right now with employees and with populations
and we talked about what could be done
outside of the government
and you have all of this security issues
and you have the unions and those kind of things,
but the way the world is going
and this is already happening in universities and colleges,
is there is a crowd out there?
Have you guys heard this Crowdsourcing?
You hear the term getting thrown around and that kind of thing.
Crowdsourcing is basically groups of people
that have band together,
because of their like-mindedness.
I'll give you an example,
Facebook,
right or something else
where people you know how that started,
that started basically
because there was some alternative music people
that wanted to connect with each other.
Now, look at all the different sites
and social media and stuff that's out there,
because like-minded people are connecting.
There is a new blog,
there is a new site out,
people that want to elbow the President in basketball,
I saw it the other day,
okay, I guess I started it.
I just wanted to get a game,
you know, I'm in town.
These pools, right, these crowds of folks,
they are starting to self organize.
I'll give you another example,
you could, if you wanted to pay MIT
to get a bunch of their good students
to go solve a problem for you,
that's a crowd, all right.
I'll give you another quick example,
this came from the editor,
he just released a new book, Jeffrey Taylor.
First of all, his first book was Mavericks
and it was about people
that were challenging the business world
and the idea around talent.
And he's just got another one out
that just released like two ago
and I'm forgetting the title.
His whole idea was that employees,
the way we think of employees are going to be very different.
And his example was that one of the folks here
from Wall Street went out to Canada
and bought a goldmine, all right.
And it cost him about $12 million for this gold mine,
all right.
He had these great engineers and all this drilling stuff
and he went out and they drilled four or five different times
at $1 million a drill,
and they found no gold.
My question to him was actually,
if there is no gold,
isn't it just a hole,
but he called it a goldmine.
So anyway, he went out and said "This is not working."
So he had this idea that he created a contest
and the price was $1 million
and he went out to 3,500 geologists around the world
and said, "If you can give me an algorithm
to identify where gold is in the earth,
I'll give you a million bucks."
So the crowd was,
the 3,500 people that were geologists out there, right.
And he ended up getting two winners,
one was a couple from like Czechoslovakia
and the other was a husband and wife team
that were in Australia, okay.
Now, what they had done was, they had...
they were mining for ore and stuff
and they did that,
so they just changed some of the variables
of how they found ore, right.
Anyway, he took their algorithm
and they drilled and they hit gold, right.
It cost him $1 million, okay.
He had never hit gold with his other employees before, right.
The company right now is valued at $2.8 billion,
because it's now a goldmine, right.
His employees who were there, who are important to him,
didn't come up with the algorithm,
the crowd did, okay.
It makes sense, the interesting part of this though
is what will start happening is us,
we here will help our leaders understand
what resources they need
and be able to tap into these crowds
where they are available.
And what seems like an expensive ticket will actually be cheaper,
we'll go back to the efficiency thing,
you'll start thinking about it
from a different perspective, right.
The business ROI associated with the talent
and folks will work at home,
they will work virtual,
they will do whatever
and they won't necessarily be the employee.
Now the argument we've been having
from a litigation perspective around this
is intellectual capital, who owns it, right.
And the situation with the gold mine,
he said look I own whatever you kick to me.
And people were like,
for a million bucks it's yours, right.
But then they were also sitting there saying,
well is it worth more than $1 million, right.
This is our future, this will be interesting,
this is something the government though will have to consider,
because if the employee populations out there,
if the talent pool is out there
saying we want to live in a crowd,
we don't want to have to come in everyday,
we don't want to have to do that,
we want to go...
you guys are going to have to figure out
how that's going to impact the government
and how the government does what it does,
because you are not going to wait to be told
what you need,
isn't that where we started.
Not going to pro...
not going to be reactive,
not going to be waiting to be told what resources are needed,
going to go grab data,
going to understand the external marketplace,
going to go back to the pyramid,
and say this is what we need
and you're going to tell him.
And then the President of the United States
is going to come back and say, you guys are so smart.
This perception that we don't hire super smart people is bad,
I just had dealt with a situation
where I had a bunch of employees say
that the diversity population inside of Intuit,
there wasn't diversity in the pipeline, right.
You know why they said that?
Because they didn't see any, visually, right.
And it was interesting,
we ran the pipeline numbers,
we ran all our...
we actually have better numbers
than the government does in regards to diversity
and we showed them,
we also don't have 2 million people right.
I mean to be fair right, but we have better numbers.
We don't have any...
the availability pool numbers and our numbers there is no...
what is it, underutilized areas, right.
But the perception was that there wasn't in the pipeline.
Also the hiring managers didn't see all the candidates,
they only saw the ones that made it through the funnel, right.
So there could have been people that were very good,
that were diverse,
but they weren't the top candidate, right.
They also don't see them why?
They don't see them, because we don't want them to discriminate
or have any part of our process
have the possibility of discrimination.
My point being is the perception
though became the reality in people's minds.
You guys have to attack that perception.
People want to come here,
it's cool, you have a huge challenge,
there is a ton of energy
and you have the opportunity
to make big change inside of the United States,
that's cool.
You are here for a reason,
why are all you here,
people got to understand that,
they got to know it,
be transparent about it,
tell them why,
tell them about the opportunity.
I got to bask in the glow of your attention,
I appreciate that,
happy to answer any questions.
If you guys have anything I can be here for a little bit longer,
if you just want to chat in the hallway,
it's all good and again I really appreciate the invite,
thanks.
[Applause]
See how clear and concise I was, okay.
That was an outstanding presentation,
I think you really hit on what's going on
within the federal government
providing the tips that we all really can take with us.
I'd like to thank you for volunteering to fly out here
at Intuit's expense,
so we are good stewards of the tax dollars.
[Applause]
I will put in another plug for TurboTax as result of that.
We very much appreciate that.
And this is...
as I mentioned, this is part of a series
that we're dealing with recruitment policy and outreach.
That we're trying to not just throw out there
a bunch of Fortune 100 companies whose answer is going to be,
spend $4 million and there is your answer.
We're telling a story with this series
of bringing in the best firms.
They are in the Fortune 100
often because they do recruiting best.
It all begins with recruiting the talent,
the air that you are going to have throughout your workforce.
Our upcoming series is going to continue in January,
on January 11th,
we have Microsoft coming in to present
and on how they recruit
when they are the best known brand in the world,
followed by Michael's old employer,
Cisco is going to be here on January 20th.
Then we're going to have a little bit of a gap
and pickup again in April.
On April 27th, we have Cidesco
that's going to come in
and they are going to present on
what it means to be an employer
with offices all over the country
and how they recruit using social media
and several other tactics.
We do hope that you continue to watch these presentations
as well as sign up for the effective hiring workshops
that OPM co-sponsors with the Partnership for Public Service.
If you have any other questions feel free to ask,
otherwise we're going to thank you very much
and go out and always connect, always recruit.
Thank you.
[Applause]