Episode 23 - Claudia Miller - Sought-after career coach

Claudia Miller is a sought-after career coach, she is a brilliant woman. She has dedicated her career and focused her efforts on working with women and women of color. She has been featured in Forbes, MSNBC, Thrive Global, and Business Insider putting her in their top global list of Top Innovative Career Coaches. This is definitely a conversation you should check out!

 

Leighann Lovely  00:19

If you are an HR professional business owner or at the operations level trying to understand what people want. You may be struggling, our systems have been shocked practices have been questioned and culture is the leading conversation. Let's learn how culture is created, sustained, and why it should be the leading conversation when discussing hiring, training and retention. This is the foundation of any business and it's time to address it. So tune in to Let's Talk HR humanizing the conversation. We tackle topics that influencers of change need to understand and struggle to overcome every day, such as where to start, and what the new workforce wants and how to attract and keep positive momentum going. I'm your host Leighann Lovely.

 

Leighann Lovely  01:08

Claudia Miller is a sought after career coach for women in tech, and she helps her clients land fulfilling jobs at a senior level. She also partners with companies and organizations in identifying rising stars within their organization, and providing strategic insight and support in developing a leadership and talent pipeline with a focus on women and women of color. Due to her efforts, she worked with top Fortune 500 clients and partnered with World Business Chicago in developing a workforce development strategy in coordination with the city of Chicago's efforts in decreasing unemployment rates for persons of color. She's also the creator, and host of roadmap to the executive suite podcast. Due to her clients success. She has been featured multiple times in Forbes, MSNBC, thrive global, and Business Insider, I put her in their Top Global list of top innovative career coaches. This is going to be an awesome conversation today. And I look forward to it.

 

Leighann Lovely  02:21

Claudia, thank you so much for joining me today. I'm really excited to have you here.

 

Claudia Miller  02:26

I'm excited to be here. Leighann, especially with some of the topics we'll be discussing today.

 

Leighann Lovely  02:30

Yeah, so why don't we jump right in? And, you know, why don't you start off by telling me a little bit about yourself.

 

Claudia Miller  02:36

I am a career coach for women in tech, and I help my clients land fulfilling jobs. And since COVID, I've been able to help clients get jobs within 90 days or less. And on average, my clients get a 56% in salary increases. So not only do I work with women, but I also work with organizations and companies that are looking to develop their leadership and talent pipeline, and primarily with more women and women of color in senior leadership roles.

 

Leighann Lovely  03:03

That's amazing. And, you know, obviously, with the onset of the pandemic, things have, you know, really affected women, especially women of color. So it's it's such an amazing thing that you're doing, have you always you know, had a pull towards, you know, the kind of that coaching aspect kind of that has it always been a you know, kind of a path that you've wanted to go on, or tell me a little bit about that.

 

Claudia Miller  03:32

Definitely around the mentorship, I wouldn't say necessarily coaching because what I didn't really know about coaching until later in life, but I just called it mentorship and helping people out. And I tend to be very resourceful. So when I don't know anything, I'll just say, let me find out. And then somehow I get, you know, the solution or various solutions and see, hey, let's test out to see what works. And you know, you mentioned you were struggling with A, B and C, here's some ideas that I have, you know, why don't we test them out and see how that works? later than I realized, well, that's a form of coaching and kind of once I knew about and I started mentoring people and coaching them, then that's where the birth of my company started from have more on the coaching aspect in relation to careers and leadership roles.

 

Leighann Lovely  04:22

That's awesome. That's amazing. And you're right, you know, coaching, what, it really became the boom of coaching I guess I've seen more and more of that popping up over the last couple of really like what the last five years and just in extreme popping up as more and more people have kind of gone out on their own and figured out that there's a definite need, you know, in the world, not only for individual coaching, but also for going into organizations and, you know, coaching on a large scale of, Hey, where's that need is there, you know, specific department needs is there Watching have of actual managers? Because what and I throw these statistics out all the time, but how many managers go into management positions and don't actually have any training? Right? So I mean, that's, that's amazing. So you mentioned, you know, obviously the women of color women being, you know, some of these, these individuals who are kind of have historically been, I guess, overlooked. And now, with the onset of the pandemic, unfortunately, women over men, kind of a large, a larger number of those during the pandemic dropped out of the labor market, right? And what statistically speaking, or I should say, not statistically speaking, but when you run down all of the reasons, there's valid reasons as to why so many women dropped out, you know, a lot of the homemaking duties fell on on some of the women. And then when you really dive into those numbers, it disproportionately hit women of color. Most. So I guess, how has that really changed your business and how you are helping these women level back up, or, you know, because some of them were struggling to even go back into the job market at what they were making prior to the pandemic? So, you know, I'd love to hear your input on that.

 

Claudia Miller  06:35

Yeah, and you kind of touched on a few things. So one of the things that I've noticed, definitely women and women of color have been the biggest population that has been impacted with COVID, when it comes to the workforce. And because of those responsibilities, I mean, the working from home plus kids online learning, I mean, I can't even imagine having a toddler and having them sit down in front of a laptop while you're still working in managing the rest of the housework. So it definitely fell upon women. And they've been the mostly impacted. But from what I've seen, and how I've seen the change since COVID, especially when it comes to my clients is they've kind of had that pivotal moment when they realize that their job could be done from home, or they're looking for more of that fulfillment, they started to realize, you know, without the hustle and bustle of commuting and picking up the kids, they finally had some time to realize that they can do their work successfully, while working from home and still take care of some of the house things that we tend to do, like, Oh, I'm doing laundry while I'm getting on the meeting. And I may be having some food in the crock pot for later for dinner today. And I'm still performing at the level I was already doing at the office or even more at this point. So there definitely came that reflection moment of them realizing, you know, what, I want more of a fulfilling job, I want to be challenged. And I want to be an organization that values me, but also my priorities. And my philosophy is, you know, we work but there are some non-negotiables, like family, like family is that, for me, at least is that's a non-negotiable. So if I can do the job successfully, and there's no need for me to go into the office, why do I need to go into the office, and it allows me to be flexible with my family. So it's really having that understanding from them and saying, You know what, I'm ready for the next step in my career, I'm looking for that fulfillment, while still having that flexibility where the output and the work will still be there or even higher levels, because I'm able to be more productive with it. And that's where a lot of my clients now are coming to say, Hey, I've been at this company for so long. They're asking us to work from go back into the office. And there's no need for me to go into this. I've been doing this job successfully for two years. And you know what, I had been passed up already for promotions multiple times. And I've come to realize that I'm ready for a change. I'm ready for something.

 

Leighann Lovely  09:05

that's awesome. And and I have I've heard that story. My day job. I'm you know, I'm in the recruiting, I'm in the hiring. I'm in the so I'm in the thick of it on a daily basis. And and you're right. It's one why are they being passed up to if we are we are capable the world has has now shown us that we are capable of doing work at home and yeah, right now I have you know, I have my child upstairs. I'm fortunate enough to actually have my husband upstairs with her so she's not running down here. Do you know Hey, Mommy, Hey, Mommy, and she's four. But we have shown that that we're capable of working from home men and women alike are you know, very much capable of working from home? Now, so here's, here's a question that I pose, you're you're working with these individuals, but on the company side, because you also go in and you've done work with, I mean top Fortune 500 clients and and companies and you know, so when these organizations come to you and say, yep, we think that we want to bring them back into the office, are we? What is the advice that you're giving to those organizations? What is the, you know, the reaction? Or the conversation, you sit down and say, Well, wait a second?

 

Claudia Miller  10:40

Great question. So when usually companies, you know, I work with them, they'll say, Well, how can we move more women into leadership roles? What do we need to do to retain our top employees? And how can we attract that top talent? So that way, they not only want to work here, but they stay here. So one of the things I look into as well, let's Is this an inclusive environment that we currently have for top talent that you're looking to attract and retain? Because there's a difference? And they're both costly? So if you're, I mean, a new probably knows from HR perspective, it costs this amount of money to try to hire someone. And it's even more cost effective to retain them than to always hire and fill that position over and over again. So then it's doing like an audit and assessment, do we have an environment right now that allows women and just overall touchdown to thrive it? Because if you're asking them to come into the office, why is that? Now I understand there's some roles and responsibilities that you do need people to come into the office, via the front desk office, and you need someone to check in or whatever, that it's there are professionals that are needed for someone to be there physically. Now, is this really needed? And if it's, no, it's not needed? Then why do we have that now we can offer that flexibility. I also have clients where they're like, hey, I need to leave the house, I cannot be there. I need to go, I'm an extrovert. I want to be around people. And sometimes I cannot get things done at home. Because Because my husband and my kids are all there, I need to go somewhere else to just kind of have separate both work and business. Now, we want to offer that flexibility. But that's not every not a job doesn't require for someone to be there. Let's really look into the assessment. Is this because you don't trust your employees? Then the question doesn't become should they come in? It's why don't we trust the employees? Is it because systems related? And if there's a systems and processes related? Let's look into that? Is it because you have not hired? Maybe their team is very green and very entry level? Okay, well, then how can we create this conducive environment for them? And maybe we need to do training beforehand before they even start their job. So there are other factors to look into to them just saying, well, we need them to be in the office. Well, if you just need to be in the office, because you want them in the office, then it becomes a different question, then your priority is not to attract and retain top talent, and make it easy for them to do and deliver the work at the level you want them to

 

Leighann Lovely  13:14

Right, sometimes it's just a mindset. And it's it becomes, well, you just want them in the office, because that's what you've only ever known. And you're not willing to change with the times, which means you're you're never going to be able to have the young, beautiful, amazing talent that is coming into the workforce. Because unfortunately, this is the new workforce that is coming up. This is because that's, that's what they are coming up in this is this is the new and I hate to say it, you know, I people hate this. This is the new normal. I mean, this is now normal.

 

Claudia Miller  13:59

Yeah, and even like I have clients, and most of my clients already managers, directors, senior directors, so they're between like, late 30s, but usually they're in their 40s and 50s. They're like I been working from home already from this previous company, and I'm looking to go into another company, and they're asking me to go into the office, there's no way I'm doing that. Or two, I've always worked it to the office, and now I've had a taste of the work from home lifestyle, and I'm not going back, there's no turning back. All the work that I do can be done remotely. And I want to be able to do that. And then you know, it opens up other aspects of it. But even like is that just even like the new generation is just overall wellbeing? And everyone like I said, Isn't a different point in their time in their life? And like is are they able to fulfill the job successfully? You know, while working from home? If so, yes, then it also opens up a higher talent pool. We don't just have to hire within our you know area or zip code. Now we can open up to other parts in the US and be able to attract that top talent that otherwise wouldn't be capable of. And now we have access to that. Plus it saves on personal expenses and operating expenses as well.

 

Leighann Lovely  15:11

You had mentioned I'm, you know, I'm an extrovert, I love the ability to work from home. But there are days where I'm working from home and I'm like, You know what, I really just, I'm gonna go into the office. So I'll work from home in the morning, and then I'll I'll finish out my day in the office, because I'm just going stir crazy and my my little lower level, you know, office, and I'm like, and, and usually those are the days when my daughter's in school, my husband's at work, and I'm sitting here with my crazy dog who's driving me crazy. Who was literally driving me crazy. I'm like, I'm going into the office, like, it's too quiet. But there are people and one of my best friend is one of them. She's she's an accountant. And she's like, Oh, my God, I hate going into the office. Like, she goes, I can do everything I need to do. Quiet. No disturbing, you know, notice urban, nobody coming up saying, Hey, what'd you do this weekend, she's like, it just it stops me from doing my work, I get distracted, I feel like I can get so much more done. And there is definitely a mix of that. And, and as a recruiter, I've talked to some candidates who are like, I will absolutely positively only work remote. And I'm like, Okay, I'll see what I can do. But there is a predominant number of companies out there that are still Nope, they have to at least come into the office two days a week. Like, we just we want that camaraderie, we want to be able to physically be in the same room with each other two days a week. But there are people out there that are 100% remote. So you know, there's definitely a mix. Now. You work with obviously women, women of color. And this, and I absolutely am intrigued by this topic, because speaking with dei experts speaking with it goes, it's so much deeper than just hey, we are we're a company that's diverse. And this is something that I think a lot of companies, a lot of individuals, not just company individuals who have this conversation, they don't understand what it means to have a true, true diversity and inclusive environment. And what that means to the healthiness to the benefits of being diverse, at every level of an organization, not just saying, Oh, we're a manufacturing company. And every you know, we have every buddy, you know, all races and ages and colors and on the manufacturing floor, but everybody in the C suite are white men. That really it doesn't it that really has no impact, you know, truly on the company. And so I would love to talk to you a little bit about, you know, how that impacts and why that's so important to work with women. And I'll leave it at that.

 

Claudia Miller  18:25

I love that you brought that Leanne, because yes, I mean, and even, there's a report by McKinsey called women in the workplace, and the most recent one is from last year 2021. And it shows that men and women both are hired at the same rates. Now for every 100 men that get promoted 86 women get promoted. And as we move up the career ladder, it creates a discrepancy and anomalies leads to a 75% drop in women in leadership roles. So safety, like you mentioned, on the metro, manufacturing floor and entry level positions, we may see that oh, yeah, we're we're very diverse we have look at our employee pool. And when you look at senior leadership roles, it tells a different story. And overall, not only because it's ethical and moral, and you want to have that diversity, but also the bottom line is it's good for business. I was reading a stat that for companies that have they need to have at least 30% women in leadership roles, but when you hit that mark, and increases 10 to 30% of revenue to your bottom line. So it is not only like I said important to be able to have that and also it it stems in creates more innovation because we have different points of views and allows companies to create different products, different services, offerings, different segmentations for companies or clients you want to attract and it can just overall increase revenue overall. But you know, those are the things that they need to be taken into account when it comes to that. So it's really creating a system that allows for women Women have colored diverse talent to be able to thrive in, but also giving an empowering the employees to be able to do so as well. So I do think that one as employees, we do have a responsibility to also advocate for ourselves. But we also need a company and a system that allows us to thrive. And that can set us up for success if we're willing to do the work. And usually, there is a mixed or there's a, there's a part missing, either the employee doesn't know how to advocate for themselves, toot their own horn and position themselves to start developing that executive presence. But I've also seen from companies where they've created systems that doesn't allow them to continue to be able to thrive and and they're always like, a good example is they're always hiring externally, but never looking internally. And then when that employee leaves, not all of a sudden, magically, that title they've been asking for four years out of medically is available, that salary increase they've been asking for, all of a sudden, it's like the like, there's just an open box that just opened up, and all of a sudden, there's that money. Whereas had they offer that to the employee beforehand, that employee would have stayed there, they would never even considered looking at other companies. And now you're having someone that's been at the company, you know, 510 years of experience walking out the door. And now they need to hire three people to cover that one person's responsibility. So like, those are just some like quick examples that I've seen both from the candidate side where they're like, I keep getting passed up for promotion, I know, I just found out being grossly underpaid. And I make 50k $50,000 less than my direct reports, and all these horrible scenarios that I've heard about. But when they get the job, all of a sudden, the money's there, the title is there, the upper mobility is there, the resources are there. So that's more of a systemic company issue that needs to be resolved. So when you have the two, that's like a perfect marriage.

 

Leighann Lovely  21:55

So you mentioned something about, you know, companies are able the companies are, are able to make higher revenues. And I'm probably saying this, I'm not saying it the way that you put it such, you know, eloquently, but, you know, so companies are actually, you know, higher producing, they're, they're actually running better when you have a diverse leadership team. Correct? Correct. So why is that? I mean, what, what is the, what makes up that secret sauce, when all of the sudden you have it, you know, and in the back of my head, I'm thinking Well, to me, it kind of makes sense, right? I mean, I can think of 1,000,010 different reasons. You've got ideas, that one, you know, but there's got to be statistics behind that right as to. And it's always in put the right people in the put, put the person in the right spot on the bus and they will thrive. Yeah, but it's like, why why have we not thought about this? Why is this just happening now? For God's sakes? Right?

 

Claudia Miller  23:07

Yeah, I do believe there's, there's there multiple variables, but sometimes it's the unconscious bias. And these are things that we always know, you know, or it's like, nobody tries to rock the boat. So for example, when looking to fill a job position, we think that the person needs to fill in every single thing, in that job description, they need to be already experienced in that role. So if I'm applying for we're trying to fill a director role, we're looking for other persons that's already done the director position. And then discounting that manager that's been working in that department, or at that company for five, seven years, who already knows the ins and outs, instead of promoting them, we say, well, you don't have that director experience, we're just gonna hire elsewhere. Whereas we could have already given instead of that person for success and move them up, but because sometimes we think black and white, we're looking for a director, therefore, we must hire a director position. And I know in HR, you're probably hear from hiring managers, like you are asking for the impossible, and then the pay doesn't even match up. Where do you want me to find this person? Right? So there are just so many things that it's very black and white that we think director position, where I'm coming from that, you know, candidate side saying, don't apply to jobs that you qualify 100% Because I already know you're going to feel bored and challenge once you get to know the company, and then you're gonna find yourself looking for another job, because you're looking to be fulfilled, you're looking to grow and learn. You're looking to acquire new skill sets, and you don't want to stay stagnant in your career. So just going into a job posting just thinking about it. There's just like I said, so many things, that unconscious bias of, well, this person has to have this previous experience in order to do this job. It's one thing to another conscious bias is, you know, maybe and then thinking of A kinda like a woman, or she had a two year break, because of maternity leave or taking care of a loved one. So who cares, she's still able to do the job doesn't matter if she took a two year break or four year break, can she do the job successfully? And is there opportunity for her to grow up in that role, because then that becomes a loyal employee. There, they're able to learn. And you also sometimes, we don't always want someone that's already done it because you want them to be innovative, that creates for more innovative solutions allows them to stay within that role in itself. And because of that innovation, that's where the revenue comes from, maybe they're doing this in a very productive way. Maybe they're able to do this in a short amount of time, because they're realizing how it impacts them. Based on the role, like, Hey, I used to do this job, and I know this pain points. Now, as a manager, director, let me kind of read, get rid of those challenges to make my team work more faster and efficiently. Because I know that used to be a big obstacle for me,

 

Leighann Lovely  26:02

You know, and it's, you said, loyal employee. So I know a company that hired a woman, she was pregnant, they were fully aware, she was pregnant, they hired her fully knowing that in six months from then she was going to go on maternity leave. I will tell you that that that individual was one like, oh, wow, you're going to offer me the job. And I'm, you know, first of all, that should be the way that it is, you know, being pregnant is not. It's not an illness. It's not a it should be a triumph, you know, period of your life. But of course, I hated being pregnant. I love the end result. But anyways, it should be a great time in a woman's life of Oh, my gosh, I'm growing a life in me. But many employers will, if they find out, despite the fact that obviously it's illegal to discriminate for that purpose. Just little caveat in there, if anybody's listening and digging, you know, you hire somebody who's pregnant, that employee will become an extremely loyal employee. Again, what you were saying, okay, yes, she took a break, she took a year break a two year break a four year break, raising her children that does not make that person, all of the sudden, uneducated and incapable of doing the job they did before they took a break to raise their children. And there's so many people out there that are so scared to do that, because they're like, Oh, I could end in my career, if I do this. It's like, really like this is things that drive women's decisions. But what I like about the society that we are now entering into is that we put an emphasis, a huge emphasis now on work life balance, and parental leave. And more and more companies are now saying not maternity leave, they're saying parental leave, because men are now saying, wait a second. Why is only the woman allowed to get an opportunity to enjoy the first couple of months of this beautiful new life? Can't I get a chance to bond with my child? I mean, it just seems like it was it's been so backwards for so long. And now we're finally going Yeah, men are just as important in the in a new child's life. And I'm sorry, I'm bringing up you know, this whole pregnancy thing, but and women have historically kind of been punished for Oh, god, you're gonna take three months off to bond with your child? Oh, god, that's such a horrible thing. How dare you do that? You know, and men are going wait a second, I want to do that, too. It's like, yeah, yeah, go, you can do that. Yeah, that's a good idea. Maybe society will stop punishing the woman for doing it, if the man does it. And it'll start to balance out. And something else that you said, promoting from within. Part of the reason that we have less women in leadership is because and this is, again, a systemic problem throughout our society, is because companies do mediately go externally. And because there are more men who have historically been in leadership, more men apply to the position with the said, skill level, right? Or said, director level experience. And so they continue to put those men back in those instead of promoting the possible woman who has the experience from within, thus not getting that additional training. Which is why women continue to leave the job that they're at To get more advancement, creating thus the problem that we have,

 

Claudia Miller  30:09

Yeah, I had, I had a client where her company got acquired. And usually when an acquisition comes whoever the acquisition body or companies, they'll put in their new leadership, so they'll put in a new CEO, the CEO brings their own CFO, their CMO, and everyone else. And all of a sudden, she used to have direct access to the CFO. Well, now she's four levels, below the CFO, yet she's training every single one of them, that department that she created the processes, she embedded into it. And now they're looking to get a reacquired, or they sold it off to someone else. So they're not. So she's been through like three different bosses in the past four years. While she's the one that created the department, she went on maternity leave her responsibilities, she was demoted. And now, of course, she's looking for a job, right? And she got a job offer. And they're asking her, you know, what can we do to keep you that, like, at this point, it is too late, right? Um, so there's just so many things that kind of you have to take into account. But, I mean, there's multiple reasons. But like you mentioned, even like, I have my own business, but even for my husband, I want him, you know, one of the things that dictates where he goes to is, well, we're looking to, you know, build or grow our family. So what are the, you know, offerings and benefits that come from it, because I too, need that partner. And then right now, he works for a really big company. So he's like, I am loyal to this company. If I can retire here, I would stay here. And those are like the really great companies because of the benefits that they offer the for the entire family. And now you get more of a loyal, devoted person. They're looking, I mean, he works extra, because he loves and enjoys his company. He's always promoting it, he's always speaking very highly of the company. Like these are things that come from it. That's free promotion, that's hard to buy. And all these things stacked up against each other is what creates a very successful company. That's where innovation comes in.

 

Leighann Lovely  32:16

I was yeah, that you're exactly right. I was talking to somebody and I can't remember which episode, but there is a really easy way to destroy your company. Treat your employees like crap. And they will go out. And not only are they going in, I'm not saying they're going out purposely bad mouthing the company, but they're going to have conversations with their friends. They're going to be in social settings, and they're going to be Oh, yeah, my job sucks, or where do you work? And they're gonna say, Oh, I work at XYZ company. And it's just all the culture is horrible. That one really bad conversation that somebody overhears, that can spread like wildfire, like I mean, it. Absolutely. And you can completely stop. I mean, and there's one company in particular, that I, like it's known in everybody who works in that particular type of industry, every, none of them will go work there, because they know that the working conditions are so bad. And I had brought it up, somebody, you know, in my network had said, Oh, if you know, anybody who's looking for this type of work, and I brought it up, because I knew somebody in that type of work, and he goes, Oh, God, no, nobody I know will ever go work there. And I was like, Oh my god. So on the flip side of that, if you want to spend very little on promotion and marketing, become known as the place that treats your employees, awesome. That really goes out of your way to offer good benefits, a good vacation package that makes your employees happy. I know a company that has a gourmet chef that makes food, you know, on on the lunch hour, makes fresh food every day for their entire staff, and that the employees don't pay for it. It's all included. So every day that employees come out on their lunch hour, the the gourmet chef is there making fresh food for them for their lunch hour, they have an hour lunch, they go back, and then they finish out their day and go home. And everybody raves about, wow. I mean, the work is hard. But wow, I love working here. I'm not gonna go anywhere else. I'm not going to get a gourmet meal for lunch every day.

 

Claudia Miller  34:32

And I'm sure that's every recruiter dream because it makes it so easy to want to fill those positions with top talent, right? Whereas at the other company, you would not want to be that recruiter. You're like you're literally scraping by like Where can I find someone? Because I personally I share with my clients I actually have a company or blacklist of companies have not to work for so when a client would say, Hey, I think I should work here. I was like You know what I do not recommend. And here's why. And I have different cases from past clients who running away from these companies because of these specific reasons. This company is just not set up for you to succeed, right?

 

Leighann Lovely  35:12

I mean, and obviously being, you know, in the recruiting world, I hear all the horror stories, I play, somebody plays a professional person somewhere, and then they call me six months later and go, Oh, my God, I need to tell you this. And I'm assuming that you didn't know. But you're probably not, I need a new job. And you're probably not going to want to place anybody else here. And it's and then, you know, as somebody who's putting their reputation on the line as being a premier recruiting firm, you go, Oh, yep, I don't care if I burn the bridge with the client. Because if that's really what's happening at this company, I'm not going to place anybody else there. Because I'm just going to end up placing somebody and having them come back to me six months later, and tell me that it's the most volatile place they've ever worked. And that's not you. That is not the reputation. That one I want to have, nor that my company that I represent wants to have, right. Yes, exactly. So yeah, I mean, companies need to one if they don't know what's happening. They're there. I mean, come on. You have a constant, you know, and I, it drives me crazy when people come to me and say, I have a hiring problem. And then I say, Well, how many people have you hired? And they say, Oh, 10. And I say, how many have left? Oh, eight. So you don't have a hiring problem. You have a retention problem? AKA you have a culture problem.

 

Claudia Miller  36:43

Yep. And what is happening now, that's a different strategy that requires different resources. Because to your point, I mean, you continue to hire and hiring, hiring. But if you're not fixing that back end, then what's the point and it costs, I mean, I forgot what the stat is. But it's like it could cost up to 40% of an employee's base salary, just to fill them plus the time you they need to get on board, which can be three to six months at a time, where as you had taken care of that employee, you save so much money. Plus, you're able to have the recruiter spend more time in other new jobs as opposed to refilling that position that just felt a few months ago.

 

Leighann Lovely  37:23

Right, and years ago, I think, I mean, this was years ago, the cost of training, the cost of onboarding, that it was anywhere from depending on the level of the position 10 to 30,000, you know, in just hiring a new employee to get them on boarded to get their benefits going to get their, you know, the work comp all of that up and running for each employee that they brought on. And then the training period, there was like a range depending on the date. That was a statistic years ago, I haven't really kept up on that. But it was like, so you're gonna waste like 10 to $30,000 per employee to get them up and running for them to walk out the door six months later, well, why are you doing that you're you're wasting, you might as well go and start a fire in the back of your business and just throw money on it, it would do better for you than what you're doing right now. Yep. It doesn't make any sense. Like, but if you want me to continue to just hire people for you and charge you a fee, and then take them back and place them somewhere better. Okay, I suppose. Let me just let them know that in six months, I'm going to be re, you know, placing him somewhere else. But I mean, no, sorry. That's bad joke. Okay, we've gone off on a tangent. So I want to talk to you a little bit about you, you're you have a podcast? Yes, I do. Tell me a little bit about that.

 

Claudia Miller  38:43

It's called roadmap to the executive suite. So I created a podcast with the intention of demystifying what it means to be a woman in an executive role and how to get there. So I felt that a lot of times when I was speaking to clients, they would say, Well, I don't know if I want to be the executive suite, I want to be able to spend time with family. I don't want to be always working. And I kind of want to test it out. I know I have some clients that are executives and like, I don't hear that. They're probably you're just as stressed as they are. But sometimes it might be the job or it's just the wrong company that you're at. And so I created the pockets. I bring in executives, I bring in recruiters, executive recruiters and really ask them to be transparent and candid, like tell me a little bit more how would you recommend and also helping them move through their career to help them get there if they even want to make it to the executive suite? Because it's not everyone's golden dream and I told her respect that but maybe you want to make it all the way to the senior director level or a director position. Well, then the podcast is meant to help you get there and really have a really true good understanding and that way you have the all the information you need to decide how far do you want to take your career.

 

Leighann Lovely  39:55

Awesome. And it's that's that's great. I love it. because you're right, people think that the higher level, the higher up they get, the more pressure, the more responsible it is, the more responsibilities that you have. But that does not mean that you're sacrificing. It doesn't mean that you have to sacrifice your work life balance, it just simply means that you need to work for a company that understands what your expectations are of the job. And if they don't match yours. Well, then you just you're, that's not the right role for you.

 

Claudia Miller  40:31

Exactly, yeah, I have clients that are the executive suite, and they tell their boss and whoever their employees, between the hours of two to four, I'm with my family, I'm picking up my kids, and I'm spending time with them. And I'll be back on it's between six to eight. And you know, that's how they make up their time. And everyone's okay with it, the company is profitable, they're still doing really well, and that my client is even more loyal now. Because their company supports them. And they're able to do this and have that flexibility.

 

Leighann Lovely  41:02

Yeah. Well, that's awesome. That's, that's absolutely amazing. You've also been featured on in multiple times in Forbes, MSN VC, which was in this was, you know, I do it when I did your bio. But I mean, that's, that's pretty awesome. I'm wildly impressed. So tell me, you know, when you start working with a company, what is the very first thing that you start off with?

 

Claudia Miller  41:36

Making sure what the goal objective is? What is the goal objective? Because that or the scope of work? Because that would dictate everything kind of to your point? Oh, we have a hiring problem. What is your goal? I'm looking to, you know, move more women into senior leadership roles. Okay, we that's the goal. Everything else moving forward is going to dictate that. Tell me what is your leadership and talent pipeline look like? Why don't have one. Okay. How many of your employees right now are in the management level that are women? We don't know what we need to collect that data. You know, who are how many positions out there? Do you have open fill positions? And how many of those have you looked into? Can the person right now in that role fill that role? We haven't done that we just post the job and put it externally and internally. All right. So it's just that goal dictates the entire strategy? And if sometimes they don't have the metrics, well, then let's get those metrics. That way we can fully evaluate. And again, the goal is to move more women into senior leadership roles. Let's start internal. Who do we have? And if they don't have the executive presence, but maybe they have the expertise, well, we could help them build that executive presence, we can help them brand rebrand themselves as leaders, because sometimes it's just a little bit of rebranding need it like, for example, I had an insurance company hire me because their IT department, they have a lot of people that the average tenure, or the least the youngest tenure will be 10 years, on average, most of the employees have been there for 1520 years. So they like to retain their employees. But they kept seeing a gap when it came to director positions. And ideally they like to hire from within. Now, they're like, We know that some of them can kind of sort of do it. But we don't know if because they don't know how to sell themselves, or because they truly don't know how to do it, can you coach them, and then we can help decipher that. All they needed to do was help them sell themselves and rebrand themselves. And this is for the IT department. So they're not salespeople. So of course, they don't know how to sell themselves, so worked with them, and helping them rebrand themselves as that leader, director position, show them how to truly sell themselves and how to communicate as a director. Now all of a sudden, they were able to fill in a lot of those director positions were very highly qualified people who now know how to sell themselves and portray themselves as leaders. And it was a win win scenario for both the company and for their employees. And now they started developing and growing that into kind of like their talent pipeline. So now they can go in through this training program. And now they have a good source of talent where they can say, hey, we have these positions available. We have these people or our employees that are already prepped and ready to go. They just need to be placed. And now they're even increasing their retention. And most of their employees now are even more willing to be loyal to them because they know there's upward mobility for them.

 

Leighann Lovely  44:32

Right? That's awesome. And it's obviously, again, I go back to I'm in the recruiting world in the hiring world, and there are definitely certain types of individuals that, you know, I'm a salesperson, I can go into an interview and I could probably sell you on the fact that I would be great in any role, even though I have no experience if I really wanted to That's what I do for a living. So, but then there are people who have an extremely brilliant background, but they can't seem to get a sentence out during an interview because now you've got nerves. They're, they're introverts. And you're putting him on the spot, and I'll have clients call me and be like, oh, oh, this interview didn't go well. I mean, it was it was horrible. And I'm like, Okay, wait, wait, let's back up. I'm like, Why didn't it go? Oh, well, he just, he or she could they just couldn't, you know, articulate anything. And I'm like, okay. But do you need them to articulate to that? Well, no. Okay. So hard skills. Do they have? Yeah, oh, yeah. He's got all the does this person have to speak to client? No. Okay. So personality wise, total introvert, but that's the job. Well, yeah. Okay. So what's the problem? Yeah, like, but and that's, it's true. I mean, there are some people that just that in there are some jobs and I remember my first two are through an accounting firm, all CPAs all tax all. And I'm an extrovert, I walk up to people and I shake hands, and, and it was the most uncomfortable. Again, I'm not trying to pick on him. I am kind of my best friends and accountant. But it was it was one of the most uncomfortable because here I am, like, ready to be like, Hey, hi. Oh, and everybody's just like, Yeah, hi. And then just goes back to what they're doing. And I'm like, Oh, my God, that's personality. Right? You know, we're not all we're not all designed to, and,  we can't be.

 

Claudia Miller  46:59

And I think you brought up a great point, because that's something that I always try to take into account. Because, one, I do feel like it's the employees responsibility to say, Hey, I know I'm an introvert, I don't know how to do this. But I do want to move up the career ladder, I need to start getting better those soft skills, whether it's presenting myself as a leader, or as that director, I need to probably rebrand myself, they need to come across and I need to do to almost speak at a different frequency. Because when you interview as a manager is very different how you interview as individual contributor, director and the C suite. So there's different frequencies and how you present yourself. But it's also the company's responsibility. And I think you mentioned this at the beginning, where it was not all managers have management training, we want to be able to say, hey, I want you to be able to sell yourself because I want you to communicate with us all the great work that you've done, not only so that we can promote you and take care of you, but sometimes that can be used for sales, marketing, that can be other assets that can be used to let's help each other help each other. So I do think that that's a responsibility of both parties. And ideally, like, you start to building that strong, robust, high performing talent, and then they don't have to be the best sellers. Because they're, you're not hiring them to become like the number one salesperson, you know, if they're like in other departments that doesn't require that but at least to be able to feel comfortable enough to sell themselves within the organization and showing them that skill set that allows your company to be even more successful.

 

Leighann Lovely  48:36

Yeah, and so across the board, and I'm not talking about C suite I'm not talking about but across the board, I think the number is 8% 8% of people who are promoted within to mid level management position, have management training, the rest are promoted and are not given management training. Right? That is, that was the number I'm not sure maybe that has gone up over the last year or two because of everything that has transpired. But at the time that I had last looked that up, it was only 8% of the people who are moved into management and I'm not talking again, this is not taking into account C suite or and that number is I mean, it's it's painful to even think that you leave them you're basically setting them up to fail. If you're getting no management training. You're basically yeah, I mean, no wonder you have so many individuals just kind of lay out Oh, yeah. Okay, I'm gonna tell you what to do, but I don't know if I'm saying it in the right way or so. Yeah, okay. There is a definitely a great need for mentors and coaches and training to go into these organizations. And part of it is that there there is a lack of time for a lot of organizations, especially now we have a huge gap in in in employees to go into the open jobs that we have. Companies are struggling at every I mean, you go into a restaurant and even restaurants don't have the employees, the half the half the restaurants empty, and you're sitting there waiting for 15 minutes to get your table because they don't have the staff. So this is happening at every business across the United States, well, really probably in the world because of what has transpired. So it's a, it's an interesting world. But I love that you are working with women. And I love that you are working with women of color, because those are definitely two areas that are are in need of coaching and in need of, I shouldn't say in need of coaching, I should say. They need to be recognized. And people need to stop overlooking the fact that women are just as experienced and are just as capable of doing the jobs that anybody else is doing, or anybody else is capable of doing.

 

Claudia Miller  51:12

And they're bringing higher ROI.

 

Leighann Lovely  51:17

And that, so we are we are coming to time. So I want to ask you the question of the season. If you could go back to your younger self and give yourself advice, when would you go back? And what advice would you give yourself.

 

Claudia Miller  51:32

I would probably go give myself advice. Maybe around 11 or 12 or so. And here's the kind of like a philosophy or model that I live by now. But I hadn't heard of that, you know, when I was 11, or 12. But it's like, do what others won't to achieve what others can't. So sometimes like, just because it's hard right now, doesn't mean it's not worth it. And sometimes if you want to achieve excellence, you have to put in the work. And sometimes it will require giving up some things but then you will get to achieve something that others just are not even willing to be able to get to. Because they're not putting willing to put in the work.

 

Leighann Lovely  52:15

And why that particular age.

 

Claudia Miller  52:19

I think that that's when I started kind of like, I think like that's the age that I started coming to like who am I? And what should I do now, I've always been a straight A student. And I'm an extrovert. So I would say I've always been like really good with grades. But that's when I started at the time, I thought well, I want to become like an architect or something. But I think that's like a prime age where I like I almost started being conscious of like my surroundings and what I wanted to be and who I was where I was trying to find myself. Now more of thinking of we don't find ourselves, we recreate ourselves. So who do I want to be? Let's create that person and what I need to do to create it. But I say that that would be the age and that would be my advice.

 

Leighann Lovely  53:05

That's awesome. And wow, you were you were an early I don't know the rights. You started at a at an early age trying to discover yourself because honestly, I didn't discover myself until I was probably in my mid 20s. But to be that driven and start to become that conscious of of things, at that young of an age is amazing. And you are completely correct. If there are any young, younger adults listening to this. What you said is that we don't you said not become ourselves but create. Yes, yes, that is that is absolutely. Spot on. Brilliant. I truly believe that the world doesn't come to me. I go to it. And I need it head on at every corner at every stop. And yeah, that's that's absolutely beautiful. So well. Yeah. If somebody wanted to reach out to you, how would they go about doing that?

 

Claudia Miller  54:14

They can go to my website, Claudia t miller.com. Or follow me on LinkedIn, and Instagram, Claudia T. Miller, I post a lot of free career advice in there, as well as you know, some strategies on how to improve overall like what systems are set up for within companies that allow women to thrive and move into senior leadership roles but they can learn and hear more about me through those three avenues.

 

Leighann Lovely  54:40

Excellent. And that'll be also on the show notes. So if you didn't catch it here, you're welcome to jump into the show notes and it will be listed there. So Claudia, thank you so much for the conversation today. I truly enjoyed talking with you. You're a brilliant woman, and I know that you are out there inspiring other brilliant women. You No, so thank you.

 

Claudia Miller  55:01

Thanks for having me, Leighann.

 

Leighann Lovely  55:05

Thank you again for listening to Let's Talk HR. I appreciate your time and support without you the audience this would not be possible so don't forget that if you enjoyed this episode to follow us, like us or share us have a wonderful day

 

Contact Claudia

 

LinkedIN – https://www.linkedin.com/in/claudiatmiller/

 

E-mail – claudia@claudiatmiller.com

 

Website – claudiatmiller.com

Transcribed by https://otter.ai

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SUMMARY KEYWORDS

employees, company, hiring, women, job, people, clients, coaching, senior leadership roles, director, position, created, work, day, organizations, recruiter, office, training, thrive, Claudia

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