Skilling

Why Skilling Investments Directly Correlate to an Organization’s Bottom Line

Sponsored by: Cornerstone

Learning is the most important thing we do at work. 

I know that’s a bold statement. I’m sure you’re already trying to think of things you do at work that are more important than learning. But the truth is that learning is the foundation of how we grow and perform. 

Think about the learning opportunities at your organization. Are there company-sponsored places you can go to learn? Or do you simply rely on Google and YouTube? 

The reality is that many organizations rely on employees to find their own learning and development opportunities. So, what’s the problem with this? 

The problem is that this lack of prioritization for development opportunities at work won’t get us through the current talent and skilling shortages many industries are facing or help us grow into the future of work. 

These aren’t problems that will go away on their own, either. In fact, the current skilling and talent shortages are keeping business leaders up at night. According to a recently published Cornerstone People Research Lab survey, 48% of all employers placed skills and talent shortages within their top three concerns over the next three years. 

This urgency from business leaders is further evidenced in PwC’s Annual Global CEO Survey, where 74% of CEOs reported being concerned about the availability of key skills. 

Cornerstone’s survey also found that while ‘laggard’ and ‘average’ organizations show a consistent employer-employee confidence gap in skills development, high-performance organizations are ahead of the game. 

Let’s explore how high-performance organizations approach skills development and why it works.  

High-Performance Organizations as a Model for Success

High-performance organizations put their money where their mouth is. For example, when asked when they would prioritize skills investments for their company, 72% of respondents reported that prioritization was expected to occur within the next year or had already begun. Meanwhile, 68% of lagging organizations plan to invest in skills development within three to five years. 

According to our research, high-performance organizations aren’t just investing in one or two learning and skill development areas either. Nearly all high-performance organizations are prioritizing learning and development technology, learning content, formal education or university learning, mentoring and coaching programs, and on-the-job skills training.  

Meanwhile, only 34% of lagging organizations prioritize formal education, and 52% invest in mentoring and coaching programs. There’s more than a 30-point gap between high-performance organizations and laggards. 

High-performance organizations are also increasingly adopting an internal talent marketplace mindset. They are using skills data and skills development programs to promote internal mobility. Ninety-seven percent of high-performance organizations agreed that the role of talent development is to improve employee growth. Employees also agree – 82% of employees at high-performance organizations reported feeling that their company had insight into the gaps between current skills and those needed in the future. 

Developing internal talent is the number one way high-performance organizations plan to fill skills gaps. Meanwhile, lagging organizations plan to hire externally to fill those gaps over the next three years. 

Up-Leveling Your Skilling Strategy 

So, where do you start in up-leveling your skilling strategy? 

First, take inventory of the skills currently available in your organization. Then, predict what skills are most important to the future success of your organization. Once you understand what skills gaps exist, you can chart a plan to help close them. 

To do this, AI-based skills assessment and pathing technology can help identify those gaps between existing and future skills and make intelligent job and career recommendations based on skills.  

Once you connect skills development to career growth, employees can more easily chart their desired career path by seeing an integrated view of the skills needed and how it translates to internal mobility. 

This kind of growth investment isn’t just good for your people – it’s good for business. According to a 2021 Gallup survey in partnership with Amazon, skills training is one of the top perks younger workers look for in a new job. Further, 61% of respondents also said that upskilling opportunities are important for staying at their job.  Seventy-one percent agreed that job training and development increased their job satisfaction. More satisfaction leads to better retention. Better retention means better success and outcomes for a business.

The takeaway is simple. When organizations adopt an internal skills marketplace and an internal-first hiring mindset, employees stay engaged and happy, and your business increases its chances of successfully navigating the future.

Workforce Expectations

New HR Processes to Meet Workforce Expectations

The Great Resignation was a very real and present concern for HR professionals in 2021. In December alone, 4.3 million workers left their jobs. As the labor pool shrunk and companies faced skill shortages, there was a palpable power shift among employees. Workers knew they were in demand and could ask for more: more flexibility, more money, and more perks. Average hourly earnings have increased 4.8% year over year as a result.

Companies were already faced with competition for talent before the pandemic. This threw HR professionals in even more of a tailspin when they had to find new ways to meet these workforce expectations while developing work-from-anywhere policies practically overnight.

Although the labor force participation rate shows signs of bouncing back in the coming years — in fact, employment is estimated to increase from 153.5 million to 165.4 million by 2030 — HR must come up with innovative ways to attract and retain talented employees if they want to keep up. That means changing their HR processes to meet workforce expectations.

Meeting Workforce Expectations With New HR Processes

With a tight talent pool, HR professionals have to get creative, embrace new technologies, and find fresh ways of attracting and retaining talented employees. To do this, HR teams should stay open-minded to more progressive employment arrangements. This could include using contract, contingent, and gig work. In some instances, they should even consider employing robots, automating HR processes, and reskilling employees. 

As workers’ expectations change regarding work flexibility and other norms, the onus is on HR leaders to update the following HR processes:

1. Productivity Measurement

Gone are the days when measuring employee productivity meant simply looking at an employee’s time card or hours worked. In a work-from-anywhere environment, managers must shift their mindset to managing employees based on results rather than on time spent sitting at a desk.

It’s up to HR to teach managers how to measure and monitor employee productivity without physically seeing them in their chairs. To accomplish this, HR must clearly define job descriptions. Additionally, managers must communicate expectations. Most importantly, HR should encourage managers to let employees have the autonomy they need to do their jobs while still providing coaching on timelines, issues, and opportunities.

2. Pay Practices

Employees want not only the flexibility to work remotely, but also more flexibility as to when they work. Although 70% of executives want to return to the workplace, only 40% of workers do. Organizations that have embraced a remote environment to meet workforce expectations are now faced with the “work from anywhere” problem. Sure, it’s wonderful that employees can live anywhere in the country — or even the world. But, most HR teams are not set up for payroll, benefits, compliance, or taxes everywhere to support this. This can be a major roadblock when it comes to attracting and retaining talented employees.

In addition, HR leaders have to get ahead of questions from employees about cost-of-living adjustments for cities with higher costs of living. What is your philosophy and compensation structure? Does it allow you to attract talent across all markets nationwide? For example, consider tech companies based in San Jose, which is a tech industry hotspot. Should employees get paid more because that’s a high-cost-of-living area? Or not because they have the option to move? These questions can get quite philosophical and are up to your HR team and other company leaders to decide.

3. Onboarding Solutions

For new employees, the “computer setup” checkbox for onboarding has evolved over the years. Just a few decades ago, someone from IT came to connect the new employee’s system and set up their email at their desk. Now, it’s a UPS package delivery. Then, a two-hour phone call where IT instructs the employee on how to set up and configure settings for their workgroup. The employee needs to learn the ins and outs of how to use the collaboration tools and where to find the information needed for the job.

In addition, new employees might never even meet their HR representative in person to complete paperwork. These situations open up a need for remote onboarding tools. Tools that offer e-signature capabilities and advanced cybersecurity to prevent private information from being breached. They also require a solution for remote I-9s. (Current USCIS guidelines still require a person to provide HR with original ID documents to show proof of eligibility to work in the U.S.) Above all, you should determine how to integrate current tech tools with these new tools to make onboarding remote workers smoother for all involved.

4. Career Growth Opportunities for Employees

Even before the pandemic hit, employees looked for development and growth opportunities in their roles — particularly Millennials, who are known to leave jobs that lack such opportunities. HR can encourage employees to stay with the company longer by offering new forms of recognition and benefits, like upskilling.

Now, more than ever, employees want to know what competencies they need to learn to grow in the organization. They also want to know how these skills will benefit them in their future careers. To meet this need, work with managers to understand the competencies required for each role. Outline a clear path from one position to the next on the hierarchy.

Workforce Expectations for the Future

Meeting changing workforce expectations to mitigate the labor shortage requires updated HR processes that follow new trends in HR practices. Although this HR transformation process can seem overwhelming, the benefits will pay dividends in attracting and retaining talented employees — and securing your company’s future growth.

     

Forecasting the Future of Work

Forecasting the Future of Work

Podcast Sponsored by: QuantumWork Advisory

According to McKinsey, the pandemic has accelerated existing trends in remote work, e-commerce, and automation. As a result, up to 25% more workers than previously estimated could potentially need to switch occupations. Both employees and leaders are being driven to upskill. A recent study from the Sloan Management Review found that only 7% of respondents were led by digitally competent teams. So what does the future of work hold? How can we ensure that we’re prepared for it?

Our Guest: Mark Condon

On our latest #WorkTrends podcast, I spoke with Mark Condon, managing partner and founder of QuantumWork Advisory. He is a pioneer in the talent and workforce sector with over 20 years of global experience with both startups and multinationals.

There are maturity traits found in good digital leadership. Mark explains:

Leaders need to engage and protect their organization. When developing new business models, those need to be protected from the broader business. Another is the culture of inquisitiveness and trust, but you have to balance it with rigor. You want your organization to be curious, to have an exploration culture, and one where no one gets fired for experimenting, but you also need the discipline behind that.

Young Leaders in the Digital Age

Companies are balancing the use of technology implemented and used by people. So when we talk about young leaders, what are they facing when it comes to leading in the digital age? Mark:

It’s confusing out there. There are so many great technologies that appear to be wonderful in their own right. But there’s a problem in that digital transformation is really about technology. The technology in a lab looks wonderful, but we have to use it in our businesses. And our businesses are full of people, policies, and processes, which may not help the technology work. So how to make the tech work in practice is a people-centric issue.

Mark also explains:

People used to choose technology on the basis of functionality, but without it being a great user experience, it’s kind of a waste of time. People need to be able to want to use that technology and it has to be easy to use.

Diversity, Equity, and Inclusion – The Role of Technology

Technology plays a significant role in DEI and talent acquisition and retention strategies. Mark confirms:

This is a huge topic. Around 2020, about $50 billion was going to be spent on the DEI tech vendor space and would grow to around $110 billion by 2024. This is a massive investment.

Technology has its advantages and disadvantages. 

AI is a great enabler of matching, but it also can have a dark side in that if it’s not fed the right data, it can actually make the bias worse. So the problem with AI is it can make things a lot more efficient, but it also can magnify the problem.

The Gig Economy

With the rise of the gig economy, remote work, and flexible work arrangements, the future of work has taken a fork in the road. So where are we going with all this? Mark explains:

A lot of people suffered burnout through COVID, and this is continuing. The burnout rate has been quite damaging for people. People have had enough. I think they’re asking themselves, “Why am I working so hard.” I think a few people are getting off the merry-go-round, not to say all, but I think some are, certainly.

I hope you found this recent episode of #WorkTrends informative and inspiring. To learn more about QuantumWork Advisory and digital transformation in the field of talent and workforce strategy and delivery, please visit https://www.quantum.work/advisory.

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Be sure to follow our #WorkTrends hashtag on LinkedIn and Facebook, too, for more great conversations!

Mental Health

10 Ideas To Make Mental Health Support More Accessible For Employees

What are some ideas to make mental health support more accessible to employees? This question was posed to a group of talented professionals for their insights. From offering mental health holidays to flex work schedules, here’s what they had to say.

Offer Mental Health Days

Mental health Days are meant to be used when you have too much on your mind or when are feeling high levels of stress and anxiety. We can’t pre-plan how we will feel, so it’s important to allow employees to take unplanned days off.  Moreover, it is a great way to track the mental health of your employees. If someone is taking too many “mental health days” then you can reach out and support them! It’s easy to apply and simple, yet so few companies do it!

Annie Chopra, She TheQueen

Take Time to Communicate Benefits

In our brand new research on mental health, we found that employers rated themselves a “C” while the workforce rated employer support for mental health as an “F.” When you get into the data, you see that while companies are trying to make changes, these changes aren’t always felt by the workforce. We have to spend as much time communicating the changes and benefits we offer as we do actually selecting those benefits if we want to see real impact.

Ben Eubanks, Lighthouse Research & Advisory

Provide Health Coaching Sessions

Working with a qualified health & wellness coach has the potential to make a big difference in employees’ work and personal lives.  A health coach is NOT a licensed mental health practitioner. A good health coach IS a trained empathetic listener and motivator who works with people in groups or one-on-one. They help to create and work toward solutions to increase the enjoyment of life and work. 

Employers can offer coaching services onsite or remotely, in groups or individually.  The National Board of Health and Wellness Coaching (NBHWC) certifies coaches who have completed specialized coaching training, demonstrated coaching skills, have experience working with clients, and passed a rigorous exam.

Ronel Kelmen, Attainable Transformation

Include Inspiring and Regenerating PTO Perks

We all understand that employees need sufficient high-quality PTO experiences in order to stay sharp, satisfied, and healthy at work. But what really makes PTO beneficial for our mental health is when that time is also inspiring. 

For example, we offer our employees three fully paid 24-hour days per year to participate in volunteer activities. Not only do these experiences give our team the chance to step outside their work and breathe, but while doing so they’re also engaging in work that can reignite and reshape their worldviews.

Tina Hawk, GoodHire

Promote a Work-Life Balance

Make sure your employees are taking time away from work on a regular basis. This means encouraging regularly scheduled vacations and not rewarding a burning the midnight oil mentality. You may get short-term results, but this type of schedule will often lead to burnout and far less productivity and motivation. 

A great leader challenges their employees to regularly rest, recharge, and connect with their loved ones. When employees feel valued, they will be much more motivated.

Mark Daoust, Quiet Light

Host Mental Health Fairs

One out-of-the-box way to make mental health more accessible to workers is to hold a mental health fair. These events function like traditional health fairs yet focus on psychological health. Booths can give out information on practices like stress management and avoiding burnout. Additionally, you can do activities like meditation and mindfulness worksheets. Beyond providing at-risk employees with resources, you can also use these fairs as a way to educate the workforce at large about mental health and help professionals to be better allies to psychologically vulnerable peers.

Carly Hill, Virtual Holiday Party

Encourage the Use of Wellness Apps

Employers can provide free resources and access to mental health apps. It can be a way for everyone in your company to get the mental health help they need, especially to prevent burnout amongst your employees. Using an app might feel less intimidating when seeking professional help from a therapist or psychiatrist.

You might not be there to visually recognize when an employee is overworking themselves. But with certain apps, they can get reminders to take breaks and maintain healthy habits during their working hours.

Scott Lieberman, Touchdown Money

Foster a “Life Happens” Culture

A healthy company culture understands that even the highest performing employees will face unideal circumstances that may take them away from work. A culture of ‘life happens’ understands that company needs shouldn’t supersede employee needs but ebb and flow. As we navigate turbulent times as a nation, we’ve all faced the universal truth that life happens, and sometimes things are out of our control.

Amrita Saigal, Kudos

Allow Flexible Work Schedules 

A remote or hybrid work schedule creates more flexibility for employees to take care of their physical and mental health how they see fit. Workers want freedom – time to spend with loved ones, take care of themselves, and travel – promoting one’s mental health on their terms. Allow the space and flexibility for your employees to take care of their mental health at their discretion.

Breanne Millette, BISOULOVELY

Train Leaders to Create Inclusive Environments 

Smaller businesses can make mental health more accessible to employees by equipping leaders with the tools and resources to have open, honest conversations and by creating a safe space for employees to speak openly without fear of judgment. 

Creating inclusive environments for conditions like autism, ADHD, dyslexia, and dyspraxia can go a long way in making sure everyone feels supported at work. By educating people about and accepting neurodiversity, you can create an inclusive and supportive workplace where everyone can thrive.

Dan Gissane, Huxo Creative

       

Great Employees

How to Find Great Talent in a Tight Job Market

Talent wars may be a dream come true for skilled candidates, but competing for great employees can leave employers hanging. When there doesn’t seem to be much interest in your open positions, you might wonder what you can do better. Making matters more challenging is that all your competitors appear to be looking for help, too. And they may be eye-balling both active and passive job seekers, including some of your star staff members.

While finding good employees can be harder than expected, there are ways to get a leg up. A few of these methods involve tweaking strategies you might already be familiar with. Others could be new approaches that get you thinking outside the box. Below are some techniques to use in your quest to find talented new hires.

Go Beyond Your Conventional Candidate Pool

Certain business models, such as brick-and-mortar retail, limit hiring pools to local candidates. But if your business can accommodate remote work, you open up the possibility of finding out-of-state or even global talent. To enable your international hiring efforts, your company can work with an employer of record or establish local entities.   

Creating overseas subsidiaries or legal entities can make sense if you plan on hiring more than a few employees. Maybe you’ve identified an attractive international labor market with candidates that will be good fits for various positions. This approach might also pay off if your company plans on sticking around in that market for a while.

Yet setting up a bunch of legal entities can get expensive. The average costs range from $15,000 to $20,000 in most countries. These figures are only for initial expenses and do not include the price tag for recurring admin and office needs. If you want to hire one candidate from Spain and another from Thailand, legal entity expenditures could prove prohibitive.

An employer of record (EOR) service that already has a legal entity in the location you want to hire from can help. The EOR is the employer on paper, but your company gains local staff with the desired expertise and outlook. Similar to professional employer organizations, EORs also handle the HR side of things such as payroll. But an EOR goes a step further by ensuring companies stay in compliance with a country’s labor laws.

Create a Stand-Out Employer Brand

Job seekers are encouraged to develop a unique personal brand when crafting a résumé, cover letter, or LinkedIn profile. Companies can do the same with online career and HR website pages or microsites. An organization’s employer branding should also extend to applicable social media platforms, job board postings, and employer review sites.

Creating and managing a strong brand pays off in recruiting and retention. Research shows that 75 percent of active job seekers are more likely to apply to companies that actively manage their employer brand. About 50 percent of candidates won’t accept an offer from an organization with a poor reputation, even for a raise. And employers that stay on top of branding can decrease turnover by up to 28 percent.  

Candidates who don’t have an inside link to your company will first go to your website and social media pages. They’re looking for who you are as an employer, what you stand for, and what current employees have to say. Beyond a list of perks and financial incentives, job seekers want a glimpse of what working for you looks like. Consider adding behind-the-scenes videos, employee spotlight blogs, and catchphrases that emphasize your core values.

Take a Closer Look at Your Job Descriptions and Postings

Sometimes posting a generic help wanted or “We’re Hiring!” notice is enough to bring a star candidate to your door. But in a competitive labor market, where everyone’s looking for specialized skills, compelling job descriptions and postings are a must. Using worn-out phrases or getting too technical might repel qualified applicants.

Mismatched descriptions touting roles perfect for recent graduates and long lists of specialized qualifications will also turn off candidates. You’ll leave job seekers shaking their heads with postings for entry-level positions that nevertheless insist on three years of experience. 

Even if your area doesn’t require you to list salary ranges, including pay rates helps set expectations. You’ll save time and disappointment if you’re upfront about hiring budgets early in the process.

Besides clear descriptions of a position’s core responsibilities and performance standards, job postings should highlight why the company is unique. You can include things like mission statements, values, and career development opportunities. But also consider who your intended audience is and why they would want to do this job in your organization. Include language that communicates the why and pulls them in. Add links to your career site and employee reviews.

Once you’ve perfected your job descriptions, find job boards, events, or professional networks that target your ideal candidate. If you’re hiring for entry-level positions, reach out to colleges and universities with career services and informational events. Some online job boards appeal to remote job seekers or those who specialize in tech or marketing. Start building a database or pipeline with potential applicants from referrals, career-oriented sites, and internal employees.  

Finding the Best Match

Finding the best people proves to be more difficult when strong contenders have more choices. Cutthroat labor markets often require employers to get creative and revisit company identity strategies. You can do this by searching outside conventional hiring pools, developing distinctive employer branding, and aligning descriptions with candidates’ motivations. Putting these methods into practice can help you shorten the time you’ll take to find that great match.             

Unification of HR Systems

Unification of HR Systems – Set Up for Success

Podcast Sponsored by: Tydy

Considering a new HR system for your company? Finding the right HR system has become a critical piece to a successful, thriving business. In order to support a company’s talent strategy, there are several distinct types of HR systems available. It might seem difficult to select which one is best for your organization. This is a critical choice because HR systems that contribute to a good employee experience are 1.3 times more likely to perform better. And, who doesn’t want their business to perform well? 

Our Guest: Kiran Menon

In this episode of the #WorkTrends podcast, we unpack the important topic of HR systems with Kiran Menon, the CEO, and co-founder of Tydy. Tydy is an employee experience solution that connects, unites, and automates HR processes and technologies. During his 17 years of experience in consulting and sales, he has worked across multiple locations, leading teams in Europe, the US, and Asia. Kiran states:

“Tydy actually started from an onboarding perspective. What we are doing is we really went out there and reimagined onboarding and redefined what onboarding meant for large enterprises. Our focus is on employers with about 5,000 plus employees. Tydy moved them from cumbersome weeklong processes to quick, simple, and verified onboarding in seconds.”

How Has Technology Impacted the Way HR is Managed?

In the last two years, companies have faced an increased need for better software and improved processes throughout the digital space. With many work teams working remotely from a variety of places, there has been a surge of software options to optimize and manage complex HR procedures across businesses. Kiran explains:

“There’s been a huge proliferation of multiple apps in the workplace. Suddenly post-April 2020 companies globally scoured everywhere to look for different types of applications that could digitize processes and deliver a digital-first experience. What’s really happened is there’s been a sudden influx of too many apps and too many systems. This overcomplicates the process. Technology has impacted HR pretty massively, but also, it’s brought about a lot of concerns, issues, and frustrations.”

HR Systems and Onboarding

One of the most crucial functions of an HR system is the onboarding process. The importance of this process going smoothly directly correlates not only to a company’s success but also to its financial health. Kiran states:

“We work with companies where day one of an individual joining and getting started is billing day, right? This means that the moment the person starts, you actually want them to get onto the floor and start becoming productive. That’s billing hours in whatever that industry may be. Now, if your onboarding system does not enable them to do that, you are actually losing revenue when your assets like your laptops are not ready until day five, or day 10 in some cases.”

With all the benefits of a unifying HR system, are there any drawbacks? Kiran explains some of the challenges:

“One of the biggest questions from an ownership perspective is when you’re thinking about onboarding, who owns asset allocation. Is it HR? And until you understand the plan that ticks off all these boxes, it becomes very tough to think about unification. 

Managing HR in the Future

With all of these quick shifts regarding HR systems, will there be any more major changes in the way that HR is managed in the future? Kiran gives us his prediction:

“You still have about a good decade to two decades of innovation in front of you. We haven’t even touched the tip of the iceberg when it comes to how data could be used. Or, how you could potentially automate verification systems, or automate even career mapping from a data perspective. So I think there’s a lot more that needs to be uncovered and developed from a future perspective.”

I hope you’ve found this recent episode of #WorkTrends helpful when considering an HR system to elevate your company’s onboarding and overall organization. To learn more, contact Kiran Menon on LinkedIn.

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Be sure to follow our #WorkTrends hashtag on LinkedIn and Facebook, too, for more great conversations!

Hiring Bias

Hiring Bias – Create a Fairer Hiring Process

Bias can be a powerful factor in the recruitment process. In 2019, researchers from the University of Chicago and the University of California, Berkeley, began secretly auditing some of the top companies for implicit bias in the hiring processes. Their results showed a significant bias against resumes that included candidate names likely to be associated with Black applicants. In other words, even at top-tier employers, bias appeared to be repeatedly popping up in the hiring process.

This may surprise some people who believe that the U.S. Equal Employment Opportunity Act wiped out bias in hiring. After all, it’s illegal for employers to discriminate against potential employees based on gender, race, religion, age, national origin, or disability. Nevertheless, bias in hiring is still an issue.

The Root of Bias in Hiring and Recruitment

When it comes to recruiting, bias is the brain’s subconscious way of labeling a candidate as a “yes,” “no,” or “maybe” according to the recruiter’s subjective feelings about a candidate’s observable characteristics. This means that the recruiter can be biased toward or against a candidate (for example, a male recruiter preferring a male candidate), which can lead to unfair assessments. Given this understanding, it’s clear that bias can show up in almost every step of the hiring process.

Consider a recruiter reviewing dozens of applications for a job opening. The recruiter can show bias when judging candidates. Anything from gender and personal pronouns to alma maters and home addresses can spark common hiring biases. Many recruiters aren’t even aware they’re being biased because many of these judgments happen subconsciously.

Even after the resume review stage, hiring teams can again display bias during interviews. A number of studies over the years, including some from Princeton and New York University, have concluded that it takes less than a minute to form a first impression of someone. That first impression could be based on an unfair preconceived notion — related to anything from previous personal experience to common stereotypes.

For instance, a recruiter may expect candidates to be energetic and cheerful during the initial screening. Under those circumstances, a more thoughtful, serious, or reserved applicant could be removed from consideration before getting a chance to warm up to the discussion. While this immediate impression may have some truth to it, the candidate may need time to truly show what they have to offer, which may be far more beneficial to the organization in the long run.

The good news is that it’s possible to mitigate the effects bias can have on the hiring process. And it all starts with having conversations to acknowledge, understand, and address this issue.

Common Types of Hiring Bias

According to ThriveMap

  1. Affinity bias
  2. Confirmation bias
  3. Halo effect
  4. Horn effect
  5. Illusory correlation
  6. Beauty bias
  7. Conformity bias
  8. Contrast bias
  9. Non-verbal
  10. First impression

Reducing Implicit Bias in the Hiring Process

In my years in the recruitment industry, I’ve encountered some excellent, reliable ways to temper bias. Below are a few recommendations.

1. Implement an applicant tracking system.

An applicant tracking system, or ATS, is a centralized platform used to streamline recruitment and consolidate candidates. A robust ATS can collect, analyze, and review hiring and recruitment data objectively, and can provide an overview of all touchpoints and data collected along the candidate’s journey. At any time, a recruiter can retrieve key information about an applicant from the system.

Not surprisingly, one of the biggest benefits of an applicant tracking system is the ability to reduce bias. Certainly, recruiters can tailor candidate searches by inputting keywords such as “developer” or “Harvard.” Nevertheless, an ATS has the potential to be more impartial than most humans.

Another advantage of an automated applicant tracking system is time savings. An ATS can match up candidates with remarkable speed. At the same time, most applicant tracking systems are customizable and can integrate with other platforms such as marketing tools.

2. Remove identifiers.

Applicant tracking systems remove a lot of unconscious bias from recruiting. But, they can’t conduct interviews for you. Instead, get creative in implementing different methods to decrease the chance of discrimination before and during interviews.

One method I learned that proved successful was to scrub identifiers (such as applicant name, education, address, gender, and related fields) from every resume. As a result, your hiring committee can compare candidates on the basis of their experience — nothing else.

For example, in a previous role, I was tasked with building out the DevOps team. I presented candidates of diverse ethnicities and genders, but the hiring manager kept rejecting them no matter how technically adept they were. When I brought up the high rate of rejection, the hiring manager explained that they were only interested in bringing on male applicants of a certain ethnicity.

Though that explanation was genuinely upsetting, I suggested the method of removing identifiers from applications, and we agreed to try it. From that point forward, I presented only candidates’ qualifications, and the acceptance rate went from near zero to over 95%.

3. Involve a hiring panel.

It’s common in recruiting to conduct a final panel-style interview. This is the opportunity for the candidate to meet their potential teammates and vice versa. Someone on the call may have reservations or be impressed just based on their initial perception of the candidate. Rather than letting this bias influence the interview, let the candidate’s qualifications and cultural fit come into play.

One way to mitigate bias with panel members is to ask them to listen in on calls with candidates rather than join by video. Just listening helps panelists focus on the substance of candidates’ answers rather than their appearance.

Final Thoughts

Everyone has biases, whether they realize it or not. Rather than allowing those biases to unfairly affect the hiring process, set up guardrails to guide the process toward more equitable outcomes. You’ll end up making more appropriate hiring decisions and, ideally, improving the candidate and employee experience.

The Empathetic Workplace

An Empathetic Workplace – 4 Practical Tips

As a business leader, you want to keep employees engaged at work and encourage company loyalty. How does the empathetic workplace blend in with those goals? How can you create a culture that makes people care about their jobs? The key is making empathy your central focus by starting with a top-down approach.

When leadership makes employees feel respected and valued, they provide a space where employees can bring their whole selves to work. In turn, their teams are happier and more motivated. Employers who want to facilitate a compassionate company culture need to improve communication, boost transparency, listen to employees, and include more stakeholders in the decision-making process.

The Importance of Empathy

Traditional work methods got flipped upside down at the start of the pandemic, creating additional stress in people’s work and personal lives. Research conducted by Qualtrics found that 42% of employees experienced a decline in mental health after the start of COVID-19. This stress caused a decrease in work performance, with 20% of people saying it took longer to finish tasks and 12% saying they struggled to juggle workplace responsibilities.

Creating an empathetic workplace can help ease some of the stress employees are feeling. Recent research from Catalyst shows how empathy can improve workplace performance. The survey found that 76% of people with highly empathetic leaders reported feeling more engaged at work, while less than a third of those surveyed with less empathetic leadership reported engagement. So what does this mean for you? If you want your employees to do their best work, creating an empathetic workplace isn’t an option. It’s a necessity.

How to Create an Empathetic Workplace

Empathy has the power to transform your workplace. However, it takes more than one initiative to make empathy the cornerstone of your company culture. Here are four things you can do to continuously foster compassion and create a company culture grounded in empathy:

 

1. Implement an Open-Door Policy

Opening communication lines across the company is a great way to show employees that they’re in an environment that values empathy. When appropriately implemented, an open-door policy can improve communication across all levels of an organization and establish trust among employees. Rather than keeping workplace issues to themselves, employees with this policy will feel more comfortable discussing problems with managers. This allows managers to address concerns before they become major stressors.

For an open-door policy to be successful, you need to encourage upward communication. If this is a new concept for your workforce, you may need to prompt workers to provide senior leadership feedback. One way to get the ball rolling is by asking employees for feedback in annual surveys and addressing the survey results in a companywide meeting.

 

2. Be Vulnerable

To effectively lead a team through a crisis, transparent communication is key. Yet very few leaders keep employees in the loop. In a recent survey conducted by Leadership IQ, only 20% of employees said their leaders always openly share ongoing company challenges. When employees are left in the dark, anxiety and fear can develop, causing them to consider looking for new career opportunities. On the other hand, when leaders openly share company challenges, employees are 10 times more likely to recommend them as great employers.

So how can senior managers and CEOs practice vulnerable leadership? You could try discussing challenges you or the company are facing and victories you’re incredibly proud of. By opening up to your team, you make it easier for them to open up to you.

 

3. Listen More Than You Speak

To be empathetic, you need to become a better listener. This means keeping an open mind, recognizing how your employees are feeling, and trying to understand their perspectives. While you don’t have to agree with everything said, ensuring your team feels heard can make a world of difference. In fact, employees who feel heard are 4.6 times more empowered to do their best work.

Try to listen more than you talk. Your goal should be to avoid interrupting employees while they speak. Paraphrase what was said after they’re done to show that you are listening. Although you may disagree with what was said, it’s still important to validate the other person’s perspective and let them know you understand where they’re coming from.

 

4. Talk With Your Team Before Making Decisions

As the world returns to normal, you may be wondering what your work environment should look like. Some employees may be eager to return to the office, while others enjoy working from home. Before creating a return-to-office plan, talk with your team about their preferences.

Employees will have their own unique qualities that dictate which type of working environment suits them best. As an empathetic leader, it’s important to keep each individual’s unique characteristics in mind while creating a plan that works for them. The world of work has been permanently altered, and there’s no longer a one-size-fits-all strategy that works for everyone.

If you want employees to care about their jobs, you need to care about them. By creating an emphatic work environment, you can create a space where employees feel safe bringing their whole selves to work.

Boost Your Talent Attraction Strategy

Boost Your Talent Attraction Strategy

There are several job vacancies advertised each day. The question is how many of them manage to attract prospective candidates. Many recruiters struggle to locate and hire qualified candidates. The job market is full of talent, but wrong moves can cost you the right candidate.

Below are some helpful recruitment strategies for attracting the best talent.

Boost by Adding Clarity

In most cases, the job seekers are looking for clarity in the job posting. Clarity around company history, job profile, pay scale, and career opportunities. The savvy recruiters give job seekers a clear picture of what to expect. Communicating job necessities clearly and how someone will benefit from them is important. There are several ways of crafting job posts that can stand out. Note the company culture mentioning how the employees can enjoy the work-life balance while being in the company and the different perks they are entitled to. 

You may be wondering if outsourcing your recruitment is the right move for you. It can give both parties involved in this process an opportunity to do what they do best, and help provide more time for focusing on tasks that really matter, like hiring new employees. You can also take help from PEO services for recruitment. 

Boost with Campus Recruitment

Colleges are full of dynamic and young talent that will show a great deal of enthusiasm in their work. Partner with colleges and universities to get in touch with their placement cells. Campus recruitment is a terrific way of finding students and new graduates. other ways to get in front of students and graduates:

  • Campus newsletters
  • Seminars and workshops to showcase company and career opportunities
  • Invite students to take a tour of your organization
  • Sponsor student cultural events and festivals
  • Provide internship programs

Boost by Adding Flexibility

Employees are often looking for organizations where the pressures of work will not affect their personal lives. A modern-day organization offers many benefits to its employees including a better work-life balance. Provide some extra perks such as a remote or hybrid work model, extra company holidays, or an open office environment.

Several companies have friendly sports events for keeping their employees entertained. It is crucial to have a sense of freedom and rejuvenation in the workplace. Try to get away from the usual working standards.

Leverage Competitions

According to the reports, digital media has gradually become the leading source for finding employment. You can arrange online talent search programs for experts and students to participate in to showcase their skills. For example, Loreal Cosmetics conducts a marketing competition for students called Brandstorm where they are allowed to act as managers throughout the competition. These kinds of competitions allow job seekers to know the organization better and recognize its brand.

Social Media Recruitment

HR teams have to be sufficiently active on social media networks for attracting the best available talent. Develop a reputation and a good connection by using social media. There are specialists available that can guide you in the art of using social media as your mainstream device for promoting yourself as a top recruiter. 

Conclusion

Companies need to flaunt their job requirements in a way that will appear like irresistible opportunities for the top talent.  Think of it as a well-organized marketing campaign. You are selling the brand. If done right, you will find the right talent for your organization quickly and easily.

Ways to Help Veteran Employees Thrive

Ways to Help Veteran Employees Thrive

Sponsored: Orion Talent

I am a staunch advocate of veteran hiring. It is a smart business decision with a positive impact on everything from profitability to innovation to competitiveness. Not only are you hiring men and women with state-of-the-art technical skills and proven leadership skills far beyond that of their civilian peers, but you are also accessing resilient soft skills. Combined, these skills will help shape the future of your company.

While many of you are already on board with hiring veterans, I know retaining veterans is an entirely different animal. In a recent conversation with Meghan Biro, we talked about how many companies don’t transition service members to civilian roles very well. According to SHRM, the average annual employee turnover rate is around 19% making it a formidable hurdle for talent acquisition leaders. When we consider veteran employees, the percentage jumps to nearly 50% leaving their first post-military position within a year.

Much of this turnover can be attributed to a lack of support. Or, an undefined career path, feeling uninspired, or skills misalignment. But this doesn’t have to be the case. Luckily, these issues can all be addressed through a well-planned veteran onboarding and retention plan.

Help Military Veterans Thrive with These Five Strategies

1. Mentorships 

Mentorship is an excellent way to provide your new veteran employees with a connection to another veteran. They can serve as a resource, guide, and advocate in their new role. The U.S. Department of Veteran Affairs offers a wealth of information on retaining veterans, including information on setting up a successful mentorship program. 

Listed among the benefits of veteran mentoring are an increase in morale, and productivity. In addition, retention, better adaptation to workplace culture, better career development, and promotion of diversity. These voluntary relationships are also a great way to transfer institutional and cultural knowledge.

Technology powerhouse Siemens has been successfully executing its veteran mentorship program for years. Orion Talent has worked with Siemens to hire nearly 2,500 veterans since 2010, and among their veteran retention best practices is a military peer mentorship program. Mike Brown, Global Head of Talent Acquisition of Siemens, explained their program.  “When other military come in now, they get paired up. And I think that really helps with their transition.” 

2. Employee Resource Groups

Similar to the retention benefits of mentoring veterans, creating Employee Resource Groups or Veteran Affinity Groups also offers increased employee engagement and job satisfaction. The VA calls these voluntary groups a “critical element to retention advocated by study respondents”  in their Veterans Employment Toolkit. ERG programs can also include career development, advocacy, community service, and social activities. Make sure to give your veteran employees the time and space to participate in these groups, especially as they onboard.

An additional benefit of veteran ERGs is that they help build your company’s reputation in a job market where candidates, veteran or civilian, are seeking purpose-driven work. They also increase workplace agility as your org chart is flattened in an ERG. Collaboration and innovation often follow!

3. Career Pathing

When I speak with men and women transitioning into the civilian world, their desire for a clear career path stands out. Their military career progression was clearly laid out, with defined goals and requirements. In civilian terms, you can think of this as career pathing. When you hire a veteran for a Junior Electrical Engineer position, you could lay out a plan with steps and milestones to reach Senior Electrical Engineer and then Project Manager, for example. 

Laying out these career paths pays dividends in terms of engagement and retention. Employers also experience higher performance and productivity rates. This Mercer study shows that 78% of employees would stay with their current employer if they were given a clear career path. 

4. Upskilling

Offering continuous development and ongoing education to your veteran employees is a powerful retention tool.  

Not only are you illustrating your investment in their success by providing these programs but you are reaping the rewards. Aside from increased retention, benefits of upskilling include increased employee satisfaction, less need to hire train new employees, and becoming more competitive in your industry.

“Our experience shows that when veterans receive tailored preparation for future roles, it leads to a better fit, a better transition, and ultimately better retention,” explains Laura Schmiegel, SVP, Strategic Partnerships at Orion Talent. “This helps companies save time and money in employee turnover, and it means they get to keep some of their best talent.”

As Meghan discussed in her recent article on veteran hiring, workforce partnerships can play an important part in upskilling. Strategic workforce partnerships like the Department of Defense Skillbridge program allow you to recruit veterans and gain access to their existing expertise while upskilling and reskilling them at the same time. 

5. DEI Initiatives

The veteran population represents a 43% diverse workforce and should be an integral part of a company’s DEI initiative. As with any other group in your initiative, you will want to consider how to prevent bias towards your veteran employees. Unfortunately, some old biases may linger, and your DEI strategy is the place to nip that in the bud. 

This HR Exchange article by LaKisha Brooks explains, “These judgments are often harmful to diversity initiatives because they limit our ability to see people as individuals with unique talents to contribute. For example, bias against veterans includes assuming they have post-traumatic stress disorder (PTSD). Bias can also include mental health problems just because of their military background, assuming they have a particular personality type, such as being rigid or stern…It’s essential to put assumptions aside and ask meaningful questions to learn the truth instead.”

These five veteran retention strategies will help highlight to the veterans at your company that yours is a workplace that sees them for the unique individuals they are with valuable skills worthy of investment. But, you don’t have to take on all five at once. Choose one, and make it amazing! Then move on to the next retention strategy. Your veteran employees will be proud to call your company home.

 

Workplace Safety

Workplace Safety Reporting – How to Streamline

In pursuing health and success for a business, safety compliance is critical and we understand why. Monitoring injuries and potential hazards can help your workplace combat risks and costly fines. It can also make employees feel safer, but understanding where to begin isn’t always easy.

Maintaining workplace health and safety reporting is a practical challenge for HR teams already balancing a lot on their plates. Plus, fluidity and growth in the compliance industry over the past few years have added some complex obstacles.

Reporting requirements are likely to keep shifting. The more aware you are of changing regulations, the better prepared you will be to meet the uncertainty of maintaining health and safety in the workplace.

Meeting Regulations Around Employee Health and Safety

There are no two ways about it: Being compliant in the workplace is a must for companies that don’t want to welcome risk. For starters, companies that don’t adequately or accurately report workplace incidents could incur financial penalties from regulatory bodies or have legal action taken against them. What’s more, the public could form the opinion that your company doesn’t protect its most valued assets: employees.

Being prepared to confront the evolving nature of health and safety concerns can put you at ease when an unfortunate incident does occur. But how should you go about it practically? These three elements should be part of your action plan to maintain health and safety in the workplace:

1. Make record-keeping a habit.

Employee health and safety is something no company can afford not to prioritize. If a workplace incident or mishap occurs, you shouldn’t wait to report or record it.

Getting proactive about record-keeping will save you a lot of time and stress when reporting to the Occupational Safety and Health Association, or OSHA. Track recordable incidents throughout the year and always maintain an accurate count of all information required for the OSHA log. This information can include injury information (e.g., date, body part, location), restricted days, lost time, the annual average number of employees, and their total hours worked.


This data can be complicated and time-consuming to gather in one fell swoop, so establish a practice of thoroughly documenting every injury, incident, and safety audit as it occurs. Doing so will also put troves of insightful safety data in your hands. For example, suppose the numbers tell you that the most common injury in your organization is lower back pain. In that case, you could introduce preventive measures, such as mandatory lunchtime stretching periods or weight limits on packages. The more informed you stay on injury occurrences, the more proactive and supportive you can be about employee safety.

2. Work to reduce employee injuries.

The safest way to make OSHA reporting more efficient is to have fewer employee injuries. Easier said than done, sure, but if you and your team dedicate time to preventing injuries, you might be surprised at the difference. 

Start by removing any unnecessary hazards from your workplace. Then, try scheduling regular check-ins with your employees and taking note of their safety concerns. These conversations can help you shine a spotlight on hazards you haven’t even considered.

That said, actively trying to avoid on-site injuries doesn’t guarantee they won’t happen. A business that works with any risk will have a run-in with OSHA at some point. If you’re unlucky enough to have to report a fatality, serious incident, or complaint against your business, OSHA will reach out to you for additional information.

When it does, you want to be ready to comply with the OSHA reporting requirements. Be prepared to present a record of all nonminor injuries, copies of the safety training provided to employees, and hazard assessments. These documentations also serve to educate your team continuously about safety trends.

3. Categorize staff logs.

When your company diligently maintains accurate safety reports, it creates a buffer against legal action. Reports are verifiable and evidential, and they can help make your case if your business faces a lawsuit.

Keeping timely safety reports is especially useful because many lawsuits happen months or even years after an incident. Preserving documents like associate reports, investigation summaries, medical documents, email correspondence, and photographic or video evidence means you can be ready to inform your legal team when ready.

Your HR network might be complicated, especially right now when contingent workforces are trending. When working with different types of employees (e.g., seasonal, part-time, or temporary employees), make it a little easier on yourself by distinguishing among them. If you’re working with a staffing agency, ensure that they have strong safety processes, prioritize associate safety, manage incident documentation, and oversee workers’ compensation claims.

Making compliance reporting more efficient in your workplace will take some time. Once you have a plan in place, reporting activities should be easier and more efficient. 

Maintaining health and safety in the workplace is critical for your business’s survival. Streamlined reporting will help you stay organized and safeguarded from legal action. Prioritizing health and safety is also a necessary investment in the value employees bring to your company. It can lead to fewer accidents and injuries. It can help keep your teams healthy and ready to perform at their best.

 

Military Hiring

Utilizing Partnerships to Improve Military Hiring Practices

Sponsored: Orion Talent

As organizations – specifically hiring leaders – look to fill their talent pipeline, the US Military is an unrivaled source of talented, experienced people. Decades of research and hands-on experience underscore that military training results in well-rounded employees who serve as an asset to any workplace.

The military has a well-deserved reputation as an extremely effective employer, with its firm commitment to training; it teaches people about persistence, mentorship, innovation, leadership, and success. Let’s face it: the military leads the pack in cutting-edge training programs. This fact has long been embraced by organizations that are champions of military hiring, such as Booz Allen Hamilton and Lockheed Martin.

Follow the Leaders

A SHRM report indicates accelerated military hiring initiatives at major companies including Siemens, AT&T, and Allstate Insurance. Here are some excellent stories from Starbucks about the success of their military hiring program. These leading organizations offer a wide variety of resources to veterans and their families. 

There are also more than 230 firms involved in the Veteran Jobs Mission coalition, which plans to hire 1 million vets by 2025, having already hit its earlier target of 100,000. Many other organizations see the value in military hiring but aren’t sure where to begin.

Here’s a tip. The key to an effective military hiring program lies in the utilization of partnerships. Savvy organizations tap the expertise of those who know the intricacies of military candidates and their families. It’s nothing less than wise to have partners help navigate government programs. In addition, speak the military language, define effective communications channels, advise on the transition to civilian life, and more.

Provide a Positive Candidate Experience

It’s no secret that I love a great candidate experience. Members of the military and their families deserve a positive and promising journey. Veteran job programs are created, funded, and maintained for a reason – to help bridge the gap between the military and the workforce. From employer branding to onboarding, people desire and deserve a smooth process that makes them feel valued.

By coming together and utilizing partnerships with similar goals, it makes the process that much better. Let me refer to the 2021 North American Talent Board Candidate Experience (CandE) Benchmark Research Report, published by The Talent Board.  

When they ranked the Primary Areas Where Companies Plan to Contract with External (3rd-Party) Service Providers to Enhance Recruiting Efforts in 2022, veteran/disability services came in at number 3 with 26% of respondents wanting to invest there. 

Reaching Goals through Partnerships

Many businesses are new to the military hiring landscape, and others haven’t even scratched the surface. Regardless of what stage you’re in, capitalizing on partnerships in this area is critical to the success of military hiring.

The SHRM Foundation and USAA recently conducted research to better understand what employers should do to more effectively recruit and retain veterans, especially during challenging economic times. They found that over one-third of employers (36%) said that they do not think their organization has been effective in hiring veterans since the start of the pandemic.

Here’s some data from that research that I find telling: 

  • 43% of employers don’t know where to post jobs to target veterans
  • More than 1 in 3 employers say recruiting veterans is more difficult than civilians
  • 40% of employers don’t know where/how to sign up to exhibit at veteran job fairs

In a situation where employers feel ill-equipped to tap a talent pool, there is a natural call for help. This research indicates a gap in the process that can be filled with the right allies. It’s best to align with organizations that have already established a foundation of trust and employ communications techniques that work. 

The SHRM research referenced above states, “Many employers…struggle to understand the unique circumstances that impact workforce readiness beyond experience and skillsets when veterans transition to the civilian workforce.” 

This challenge underscores the need to utilize partnerships. Partners like SkillBridge, Onward to Opportunity, Hiring Our Heroes, and MilSpo Academy are great examples of partners who would be able to help employers understand these unique circumstances and adequately address them.

Tapping Expertise is Smart Business

Understanding the nuances of military hiring can make a tremendous difference in the approach. Fortunately, there are many organizations dedicated to helping military personnel find gainful employment after service. Tapping these organizations inevitably saves time, money, and resources. 

Recruiting and talent experts Orion Talent understand the importance of expertise in this space. The company has a rich military DNA and provides a full suite of technology-driven talent acquisition solutions. As part of their offerings, they have a partnership program built on more than three decades of experience. One of their many useful solutions helps organizations understand complex government programs, including the Department of Defense’s SkillBridge, as well as other veteran and military spouse training and upskilling programs. 

Here’s a fact that I would want to know if tasked with military hiring: The U.S. Department of Defense pays the service member’s salary and benefits. The service member participates in a SkillBridge program during their final 180 days of service. There is no cost for leveraging and upskilling this unique talent pool.

Build Support Internally and Build Partnerships Externally

In a recent podcast, I was able to speak with Sarah Peiker, CEO at Orion Talent. Sarah shared, “Get the buy-in you need from decision-makers, talent acquisition professionals, human resources, and operations managers. It’s also important to make sure everyone supports hiring military candidates. Track and measure results. This includes metrics on hiring performance data and retention rates. Do your homework before determining your hiring model. Build a hiring process that works towards a positive candidate experience.”

I highly recommend the eBook: Military Solutions for the Business of Work: Unexpected Lessons in Getting the Job Done & Getting Ahead for more on this topic. 

Military hiring provides an excellent opportunity to bring strategic assets into a company’s workforce. I recommend you open your arms to the vast opportunities for rewarding partnerships that focus specifically on veterans and their families. By doing so, you are exponentially broadening your reach, increasing the quality of your talent pool, and building a stronger workforce. 

Massive amounts of talent + partner organizations eager to help both organizations and job seekers = a win-win in the talent war.

Mid-Career

Mid-Career Employees and Their Impact on The Great Resignation

The Great Resignation has not hit the world of work. According to the U.S. Bureau of Labor Statistics, the rates of resignation are highest among mid-career employees. Many of these workers are leaving their jobs and fields to pursue a new career path offering better job security or greater flexibility.

Mid-career workers are attractive to companies because of their skills and life experience. Skills like leadership, problem-solving, and multitasking transfer well to new roles and often give seasoned hires an advantage over younger workers.

It’s almost as if the entry-level openings don’t exist anymore: Thirty-five percent of “entry-level” openings require years of job experience. That’s higher in skill-heavy industries like tech, with 43% of college graduates leaving school without a job lined up. This will affect us for years to come.

We must tackle the dual-pronged issue of investing in these entry-level employees while also retaining our mid-level workers. Younger, less experienced hires need a chance to enter the workforce and get learning, and mid-level employees need to feel valued and cared for within their current roles.

Growing Your Retention Rates

Company leaders need to recognize that both mid-career and entry-level employees have essential roles to play in the success of their business. If they can nurture both experience levels, they can retain and onboard successfully and simultaneously.

To start, leaders need to acknowledge the hurdles that mid-career employees face. Forty-five percent of caregivers said they had considered leaving the workforce because of personal demands on their time, while 34% said they had “lost critical skills” in the past year.

To combat this life stress, mid-career employees need flexibility and understanding. Companies must develop permanent, sustainable methods of retaining talent via flexibility, including remote work, in-office childcare, and flex time. These employees also need the opportunity to gain skills (or grow existing skills) in an accessible, low-cost way.

Helping Employees Grow Their Skills

 Eighty-nine percent of employees are willing to reskill, but too few get the chance. Providing opportunities to learn new skills and develop professionally shows the company is invested in growth. Give employees of all levels some opportunities to skill up, and they will show their worth.

Teaching your employees will lead to better engagement — 2.9 times higher engagement than employees who don’t see opportunities to learn and grow. Upskilling opportunities are also a win for your company. It allows you to move existing employees into roles that are often difficult and costly to fill.

Be a Mentor

Mentorship programs have positive effects on both mentor and mentee, so even mid-career employees who aren’t interested in upskilling can still benefit. Taking a junior employee under their wing creates a sense of loyalty among mentors, boosting retention rates. A program could increase mentees’ communication skills, community engagement, goal-setting, and a sense of purpose — even if the mentee isn’t an entry-level worker.

Furthermore, mentorship is currently underutilized. That means companies adopting mentorship programs will stand out among competitors. As a result, you’ll gain another layer of protection against poaching while also making your business stand out from the crowd.

Companies don’t need a gimmick to make it through the Great Resignation; they need to evolve alongside our changing world. Changes to how we work and train workers are necessary to make it through this event. Utilizing a mentorship program will gain more engaged employees and gain better career outcomes.

People Analytics

Talent Analytics, What is it and Why Does it Matter?

How often do you think talent analytics are used today? More than you may think. We know everyone talks about data. Whether you’re figuring out how to acquire new users or build an audience with content, you’re probably using analytics to set goals and measure what’s working. But a critical area where both qualitative and quantitative data continue to make a difference in the world of work is talent analytics.

At its most helpful, talent analytics takes the guesswork out of hiring the right talent. Talent analytics doesn’t just help you get a warm body in a seat, either. This data can help recruiters and companies ensure a talent match where only the most motivated and those inspired to do their best work sign the dotted line.

When it comes to world-class recruiting in an increasingly competitive landscape, talent analytics play a central role in making HR and recruiting work smarter. Think of it as a way out of the HR fog

That said, understanding the right metrics is key to narrowing down the focus. By applying talent analytics, you can better pinpoint and hire team members who will ultimately serve as positive assets to the organization

What ARE Talent Analytics?

Talent analytics is the term for a data-focused approach to decision-making regarding current and future employees. By analyzing past employee behavior to predict future performance, talent analytics is often used by HR, hiring managers, and recruiters to find the best type of candidate.

According to Deloitte, “Four percent of organizations surveyed believe they have predictive talent analytics capabilities today. Only 14% of companies have any form of talent analytics program in place. Yet, more than 60% want to build a plan this year. 

In a still-relevant Harvard Business Review article about competing on talent analytics, Tom Davenport, Jeanne Harris, and Jeremy Shapiro outlined six types of data used for managing a workforce.

6 types of Data Used for Managing a Workforce

  1. Human Capital Facts: The key indicators of the business’s health, such as headcount, turnover rate, and employee satisfaction.
  2. Analytical HR: Segmented data on the units, departments, and individuals that most need attention.
  3. Human-Capital Investment Analysis: Tracks the activities that have the largest impact on the business, such as how employee satisfaction results in higher revenue, lower costs, and greater employee retention.
  4. Workforce Forecasts: Identifies and predicts the best times to either ramp up or cut back on staff.
  5. Talent Value Model: Provides information on why employees want to stay in an organization or why they choose to leave.
  6. Talent Supply Chain: Predicts how to best staff a company according to changes in the business.

Levels of insight vary – from basic information to predictive modeling. As organizations integrate talent analytics into their practices, deeper insights allow for better planning.

 

Analytics, What is it and Why does it Matter? | TalentCulture

What Moneyball Taught Us About Analytics

Using data gathered from your current workforce can drastically improve your ability to make smarter decisions when recruiting talent. Relying solely on your gut to make a hiring decision is a mistake.

I like to compare talent analytics to the more commonly known practice of sports analytics. This was made famous by the book and film Moneyball. It transformed the way professional baseball teams recruit talent. Instead of relying on gut instincts and old-fashioned scouting, Billy Beane and Peter Brand transformed recruiting by using something now known as “sabermetrics.”

The Oakland Athletics used empirical analysis of baseball statistics to measure in-game activity and thereby predict future performance. Once laughed at by old-school baseball managers, sabermetrics is now used by every team in the Major Leagues.

Just like Beane and Brand, organizations can use talent analytics to hire the right people. Additionally, to better understand how to align company strategy and employee capabilities. Decisions on how and where human capital should be allocated across the organization are much more reliable. Therefore, effectively placing individual employees becomes easier. 

Talent Analytics: Art or Science?

As much as I strongly believe in the power of data, I would never advise someone to rely solely on data to quantify and qualify a human being. 

In my opinion, stellar recruiting is an art as much as it is a science. Using data and analytics as business intelligence is powerful, but your value judgment is fundamental. If talent is a natural ability, it is impossible to precisely quantify. Plus, talent doesn’t (usually) stagnate; it grows and changes, so you need to take that into consideration when assessing data.

Talent analytics has proven to be an ever-growing asset. It allows HR and recruiting teams to better connect with organizational goals. By knowing what you’re seeking, talent analytics can save time and resources. The ability to measure and leverage people data is not only exciting but smart business. 

Digital Health Coaching

Digital Health Coaching as a Modern Employee Benefit

Whether working onsite in the healthcare, construction, service, and hospitality industries throughout the pandemic, the stresses of the past two years have taken their toll. Employees are tired. Employee Burnout is being experienced at an extremely high rate. 

More than four in 10 workers surveyed by global staffing firm Robert Half said they are more burned out on the job today compared to one year ago. That’s a 10% jump from a similar poll in 2020. In addition, nearly half of workers surveyed, some 49%, who are experiencing increased fatigue, blame this on heavier workloads. 

As the pandemic lingers, digital health coaching is on the rise. This modern employee benefit is proving to be a critical lifeline for employees now and in the future.

New Work Models Increase Employee Burnout and Health Issues

Open-ended remote and hybrid work has exacerbated employee burnout — a syndrome outlined by the World Health Organization resulting from chronic workplace stress characterized by decreased work efficiency, exhaustion, energy depletion, and negative and cynical feelings related to a job. 

These feelings are further compounded by increased substance use, sleep issues, and chronic health issues due to the current climate. All of which have a negative impact on safety, absenteeism, and productivity. To make matters worse, remote and hybrid workers aren’t always getting the support they need to cope.

Employers Turn to Digital Health Coaching to Support Workers

Employees need to feel supported while maintaining a sense of privacy. Unfortunately, people struggling with substance abuse disorder and mental health issues are often conditioned to remain silent — to suffer alone. Especially now, workers may even view their struggles as a temporary result of the pandemic rather than an undiagnosed problem. The issues are real, however. 

Between August 2020 and February 2021, the percentage of adults with recent symptoms of anxiety or depression increased from 36.4% to 41.5%, and the rate of those reporting unmet mental health care needs increased from 9.2% to 11.7%, according to the Centers for Disease Control and Prevention.

With the pervasiveness of unfulfilled mental health care in America, companies can fill the void to provide employees with guided intervention — supporting employees and helping them make lasting change. Companies can accomplish these goals by adopting robust substance use health insurance and policies, improving workplace culture, educating employees to promote drug-free workplaces, and providing employees with supportive and confidential services in a digital health coaching program.

Digital Health Coaching Meets Employees Where They Are

The root of a healthy company is a healthy workforce. Yet, many employer-backed health and wellness programs struggle to attract, engage, and produce tangible outcomes for employees. In addition, traditional programs are plagued with a one-size-fits-all approach to personal struggles. Personalizing care is critical for employers who want to build a pathway that helps individual employees build a strong foundation and momentum to overcome their struggles. 

With the help of a digital health coaching program, blending cognitive-behavioral training with video-based educational modules and a vast library of impactful content, every employee can obtain support and help when they need it. In addition, by creating personalized experiences and providing targeted content that appeals to different learning styles, such programs can effectively engage employees — raising the likelihood employees complete the program and achieve positive outcomes with staying power. 

Engaging Health Coaching Programs Benefit Workers and Employers

For employers questioning whether adding a digital health coaching program to their employee benefits is worth the cost, the answer is a resounding yes — yes, it is worth it. 

Some 80% of the total costs for treating chronic conditions such as diabetes, hypertension, obesity, cancer, asthma, and more stem from risks and unhealthy behaviors worsened by the pandemic. These include poor stress management and standard of care, insufficient sleep, excessive alcohol, drug use and smoking, poor diet, and a lack of physical activity and health screenings. As a result, costs to both workers and employers come in the form of additional healthcare spend and productivity loss. 

Data suggest the benefits of adopting a digital health coaching program, which helps reduce lifestyle risks and unhealthy behaviors, can result in significant savings for employers and employees alike. 

Depression, for example, the second-leading cause of “years lived with disability” worldwide, is steadily linked with greater economic burden and reduced work productivity, and this was pre-pandemic. It’s also estimated to cost employers nearly $20,000 per 100 employees each year in lost productivity and additional healthcare costs. Then there’s obesity. A chronic condition gradually rising, obesity increased from 30.5% to 42.4% from 1999–2000 through 2017–2018. Obesity alone can cost employers $100,000 – $550,000 each year per 100 employees in disability, workers’ compensation, absenteeism, and presenteeism.

Enhanced Digital Health Coaching

Enhanced digital health coaching serves to lower these costs. Employees who improve their general health and complete their treatment protocols to address risky behaviors, mental and chronic health issues are less likely to require expensive interventions later, saving them and their employers in the long run. 

Employers must act as employees continue to deal with pandemic burnout, increased stresses, substance use, and other risky behaviors. In doing so, they’ll help employees address the issues they may be silently struggling with, allowing them to make lasting change and improve the health of their workplaces.

Coaching Young Talent Through Remote Work Challenges

We all know that hiring young talent can bring a lot of positives to any organization. Younger workers are digital natives, they tend to have a great deal of energy, and their perspectives frequently provide a thoughtful counterpoint to “the way we’ve always done things.”

However, the cliche of younger workers being perfectly OK with staying glued to a screen all day long is unhelpful. This stereotype can unconsciously lull HR professionals into neglecting to address the downsides of too much time spent online. And this problem has become increasingly prominent in our new all-remote or hybrid workforce setting. After all, how are we supposed to interact with remote workers if they’re not connected to a screen of some sort?

The long-term effects of the Covid-19 pandemic on mental health will doubtless fill research papers for decades to come. We know for sure that the pandemic was particularly difficult to handle for college students who had only begun to move out into the world. Many were sent off-campus, often back to their childhood homes. Countless international students were suddenly sent back to their country of origin. The net effect was a deep sense of disorientation.

Pandemic restrictions are lifting worldwide. HR professionals need to remain sensitive to the more pronounced feelings of fear, isolation, and confusion that young talent are bringing to the workforce. When hiring recent grads for remote positions, the burden rests solidly with employers to ensure these younger workers do not get lost in the shuffle.

The Ups and Downs

The benefits of remote work scarcely need to be enumerated. During the pandemic, many of us found it beneficial to stay at home. The environment was relaxing, both physically and mentally. Stress levels went down. Knocking out projects while wearing sweats served as a calming influence.

However, remote work has some downsides. The single biggest loss, of course, is that of community and real-life relationships.

Offices are and perhaps always will be where professional types meet, greet, and bond. Good things happen when colleagues bump into each other in the hallways and breakroom. Things that don’t happen on a video conference call.

WFH status can leave young talent with a nagging “last to know” sensation.

This sense of isolation can be especially pronounced for workers attached to companies where most colleagues are working in-office. As a result, remote workers are often left off essential communications. Unfortunately, though unintentional, this is an all-too-common reality. Every remote employee has at least one story of logging into a video conference only to learn it was canceled, but nobody bothered to tell them.

Long-Term Effects of Remote Work on Young Talent

HR professionals must recognize that those who choose to work remotely may be at a significant disadvantage. For example, a remote worker might push themself to the breaking point to meet an important deadline, but would anyone notice? This is a serious downside that could carry with it implications for future raises, promotions, and perceived value.

The other obvious issue for remote young talent is the lack of easy access to more seasoned employees. Remote work lessen’s any ability to lean over to ask a quick question. When the remote worker isn’t well connected, simple questions may go unasked. As a result, coworkers can categorize employees as “a face on my laptop.” 

Turning the Tables

Like every other challenge, the key to young talent overcoming the downsides of remote work is to adopt simple counter-strategies and stick with them. Here are two to consider.

1. Push your remote workers and yourself outside comfort zones

Not everyone is an extrovert. Research from The Myers-Briggs Company reveals that nearly six out of every ten people prefer introversion to extroversion. Despite this, introverts owe it to themselves to adopt an “I’m getting out of my comfort zone” attitude when working remotely. Accept that everyone will need to push through initial reluctance. 

Katelyn Watson is the chief marketing officer at Nurx, a remote-first company that provides consumers with healthcare options delivered virtually. To ensure that no one gets “lost in the mix” at Nurx, Watson pays attention to everyone’s contributions during meetings and gatherings.

“As a leader of a global, 100% remote workforce, I want everyone to feel comfortable joining into discussions,” Watson explains. “ I empower team members to speak their thoughts when collaborating and always invite them for feedback, even when there is an awkward silence. No one should feel they have to be quiet or can’t veer from popular opinion. I stress that the more ideas we gather, the stronger our marketing will be. At Nurx, all marketing team members get an equal platform regardless of title or tenure.”

2. Embrace mentorship on both sides of the videoconference screen

Mentorship is a great way for HR professionals and remote workers to sharpen their relationship skills. Having one trustworthy person to talk to when a question arises can smooth out the bumps we invariably experience whenever we try something new. In many office settings, remote or hybrid work is new, so both parties should expect to not manage it well at first.

Do mentorships make that much of an impact? Serenity Gibbons, unit lead for the NAACP in Northern California, says they do. “A good mentor can help you achieve more in less time,” she notes. “ Plus, your mentor can serve as your cheerleader and maybe even advocate. For example, when a job is about to open, your mentor may recommend you or smooth the way for a different interoffice transition.”

Set up regular mentorship meetings. Have an agenda for each meeting to stay on track. Your agenda might include talking through some concerns you’re having. Or reviewing how you’ve applied your mentor’s suggestions since your last conversation. In time, you’ll have forged a solid bond with your mentor, even if you’ve never met face to face.

The Great Resignation

The Great Resignation – When Employees Woke Up

2021 turned out to be a year that introduced many new terms into the common vocabulary. One of the most popular terms – The Great Resignation.

  • Pandemic
  • Hybrid Work
  • Non-Fungible Token – and many more 

For the human resource professional, none turned out to be as life-changing as “The Great Resignation”, at least, on the professional front. 

Sure, for HR teams, the pandemic caused a lot of strife. Re-engineering of processes that support the hire to retire Lifecycle of employees, was the need of the hour. Supporting colleagues as the threatening environment led to mental health issues, was equally, if not more, important. Amidst all of this, however, what ended up taking precedence was hiring. Fueled by the aforementioned wave of resignations that corporates witnessed. But, why did The Great Resignation happen? 

Let’s try and understand this by recounting the sequence of events that occurred starting in early 2021.

The Great Resignation – Why?

When the pandemic initially started digging in deeply across the world leading to lockdowns (or curfews or variations, thereof), the expectation was that hiring would stall. That companies facing a business impact would control operational costs by laying off or redeploying their staff. Unsure about the way the economy would play out, most organizations tended to err on the side of caution. Consumers were, after all, expected to become conservative and cautious in their approach.

What happened, however, was quite unexpected. For the most part, consumers changed their behavior while making their purchases. The growing e-commerce world became the gateway to personal happiness in a much bigger way. Unable to visit farmer’s markets and malls, shoppers filled up their e-carts. Clicking away on their screens, keeping the economy going. Restricted from dining at their favorite hangouts, people ordered in, making full use of services like UberEats.

Unexpected Revenue Shifts

Other than in industries like travel and hospitality, executives in most other sectors were pleasantly surprised to see that the dive in revenues and profits was not as sharp as expected. In many cases including technology and healthcare, there was a rise! 

As swiftly as the revenue graphs had sloped downwards, they turned upwards and started reaching new highs! Further waves of the pandemic led to additional learning over the course of the following months. This experiential learning enabled policymakers to change their approach when it came to managing their economies.

At the start of the pandemic, many governments across the world had locked down their entire nations. In more recent times, the preferred approach has been to try and create containment zones whenever there seems to be a fresh outbreak of the virus. This new mechanism of fighting the spread of this disease is extremely beneficial for the world of business. It prevents a complete stop of the production cycle.

So, what has been the benefit of this new reality for our workforce?

The Destruction of Boundaries

For the first time ever in many industries, “human capital” is truly free from the shackles of the physical office space. The past twenty-odd months have shown us that work can continue seamlessly even when carried out remotely. All it needs to keep these running smoothly is an evolution in work practices.

Even in organizations that are in the manufacturing or product space, there are enough roles that can be played off-premises. An additional benefit is the “remote interview”. Candidates can be interviewed virtually (literally and figuratively) at the drop of a hat. No more juggling personal schedules or taking a leave of absence from the current job. Just thirty minutes sculpted out during the day.

The Rise of Digital

A huge reason for the world being able to come out largely unscathed (relative to what was anticipated at the start) is the fact that technology has advanced to a level where the element of distance has been negated. Exploding technologies have been brought into mainstream facilities like video conferencing, showcasing tech-enabled shifts in the way business work is now conducted.

The digital landscape also propelled learning across walls. Aspirational professionals, ranging from fresh graduates to experienced C-suite executives, used this opportunity to pick up new skills and dig deeper into chosen fields of work.

The Availability of Choice

One of the major (positive) side-effects of the pandemic has been the self-awareness that many have gained. This self-realization has encouraged many to decide the operating rules for themselves. From flexibility in terms of work location to flexibility in terms of work hours, workers are looking at customizing the kind of work commitments they make, much like the way they choose to personalize their Subway® sandwich. The talent-hungry corporate world had chosen to play ball – creating work models that suit varied types of individuals. With a shift from ‘pay-for-time’ to ‘pay-for-output’, employees balance their work and personal life, in a more controlled way, putting themselves in the driver’s seat.

Conclusion

In essence, 2021 can be clearly proclaimed to be the year when workers woke up and The Great Resignation started. Truth is that not all may have awakened out of choice. Some amongst us might have been jolted awake by the rude interruption of the dreaded virus, as they found themselves retrenched or having had to leave their work to take care of an ailing family member. But, the end result is the same. It seems, as we get further into 2022, that professionals are indeed awake and about enjoying their days in the sun! What a time to be working!

 

Tips for Jumpstarting Your Talent Acquisition Strategy

Terms like recruitment and talent acquisition are used synonymously, but they aren’t the same. Recruitment is a short-term fix for most “big-picture” employers, whereas talent acquisition is a long-term solution. 

While you may need to fill a vacancy quickly, organizations should focus on long-term planning if they want to improve their culture and work towards a unified vision.

Talent Acquisition Vs Recruitment

Recruitment is about filling vacancies. Talent acquisition is an ongoing strategy that focuses on finding leaders, specialists, and future executives. For HR to run a successful talent acquisition strategy, they need to plan and find candidates well.

There are other subtle differences, Talent acquisition:

  1. Requires a lot of planning
  2. Uses metrics and data to improve the recruitment process
  3. Focuses more on skills and experiences. Recruitment concentrates on the position.

Although employers hope their employees will give 2-weeks notice before quitting, there are plenty of times where that isn’t possible. Of course, an employee suddenly leaving is why employers prefer the recruitment strategy, but planning can make talent acquisition possible.

Should I Be Recruiting or Acquiring?

Not every industry needs a recruitment strategy, but how do you know if your position requires the acquiring method? Generally, the more specialized and high-demand roles should take an acquiring approach, regardless of urgency.

Some would argue that all positions require talent acquisition, and employer review websites like JobSage prove this. For example, a fast-food cashier is still challenging to fill long-term because front-of-house workers handle angry customers. You’ll want to hire talent that fits your corporate culture to reduce turnover rates, even for easy-to-fill positions.

How to Create a Talent Acquisition Strategy

A poor talent acquisition strategy can impact your organization as a whole. To ensure the right talent fills your vacant positions, follow these steps to create your acquisition strategy.

Start With the Right Communication Strategy

High-quality talent wants to work for companies that offer great benefits, an incredible corporate culture, and growth opportunities. Therefore, it’s essential to communicate your total benefits package and differentiators when promoting career opportunities.

Don’t Forget About Competitive Pay

Inflation has hit hard. The recent 7.5% increase has made even the most well-paying jobs insufficient for people with families. That means salary and salary growth potential are more important than job seekers.

If you’re consistently losing out on talent at the last possible second, look at the salary your competitors offer. Be competitive.

Consider Contractors and Employee Referrals 

Employee referrals are one of the best ways to find new talent. Consider implementing an employee rewards program to make it attractive.

Alternatively, you could seek out independent contractors to fill positions. Not only are they less expensive to hire, but they can work remotely and jump into a job at a moment’s notice. 

Remove Bias From the Hiring Process

Diversity in the workplace leads to increased productivity, creativity, cultural awareness, and marketing opportunities. However, unconscious biases can cause us to choose candidates based on their sexual orientation, race, religion, age, religious affiliation, or gender. 

To make your recruitment process more diverse, use Applicant Tracking Systems, non-bias workplace tests, and a more structured interviewing process that focuses on skills.

Keep Past Applicants Engaged

Keeping a passive talent pool will allow you to pick from it when necessary, but you can’t just promise a job at a later date. Instead, you need to stay in contact with your applicants by telling them you’ll contact them should another position become available.

Create a separate email sequence that speaks to your potential hires to let them know what’s happening in your business. 

Offer a Remote or Hybrid Work Environment

A PwC survey found that 72% of workers prefer to work from home at least two days a week, while 32% want to work from home full-time. Since remote employees are more productive than their in-office counterparts, it makes more sense to offer remote employment options.

By removing geographic barriers, you open up your talent pool beyond your physical location. As more businesses switch to the hybrid office, you’ll need to do the same to be competitive.

Regularly Speak to Students

Your strategy’s unconventional talent acquisition step should include university and college students, especially in fast-moving industries. While students won’t have the experience you’re looking for, they will have new skills and a go-getter attitude.

You can start by sending recruiters to job fairs who can speak to students. Then, consider partnering with specific schools for internships or on-the-job career training to scope out top talent.

Ask for Candidate Feedback

Organizations rarely ask their candidates why they wanted to apply for a position or why they declined an offer. However, you must gather this data to know what kind of candidates you’re attracting and how you can be more competitive.

Make sure the survey is anonymous as not to discourage participation.  You’ll also make your candidates feel like their opinion matters, improving your brand by asking for feedback.

Promote From Within

The best thing about hiring from within is you already know your candidates. Additionally, they already fit in with your company culture and have the skills to move into their new positions. Finally, hiring from within is great for long-term talent retention.

How Remote Work Helps SMEs Reach Global Expansion

How Remote Work Helps SMEs Reach Global Expansion

Developing an international footprint is no longer a task reserved for large companies with sizable financial lungs. While it certainly helps to have stable revenue streams and available cash flow for growth, global mobility is now in the reach of small companies with international growth aspirations.

The latest developments in remote work and digital technology on a global scale are acting as a growth enabler for companies with small headcounts but big international aspirations. Yet, few SMEs (small and medium enterprises) have a fully-fledged global mobility program with dedicated resources.

How can SMEs go about acquiring the necessary global HR expertise and a thorough understanding of the legal requirements inherent to global mobility without breaking the bank? What ways can they meet employee expectations on an individual level with minimal management? What is the right level of support on the ground to capitalize on the globalized practice of remote work?

Here’s how remote work helps SMEs reach global expansion–and it starts with a good global mobility policy.

1.  Draft a Nimble Global Mobility Policy

Since many professionals and companies have become accustomed to remote work, SMEs can now capitalize on a global remote workforce as a viable alternative to traditional employee assignments abroad. Companies must keep compliance in check when looking to hire anyone, anywhere, based on the specific market’s labor laws and changing regulations around remote work. Although hiring local talent remotely in the location of interest may bypass immigration issues, there are still tax liabilities as well as compliant payroll and benefits to consider. Any SME’s effective growth strategy should include a compliant, strong global mobility policy that encompasses:

  • Standardizing and structuring compensation approaches;
  • Providing adequate on-site support to employees (compliant contracts, payroll, and benefits);
  • Establishing a tax policy clarifying the assignee’s role and responsibilities relating to expatriate tax, personal tax, and company compliance.

2. Reap the Savings of Flexible Working

Today, with remote work, SMEs can capitalize on skilled talent working in cost-effective locations. Additionally, they can reintroduce flexible working as a talent retention perk. For instance, perhaps assignees returning to their home country on either business or home leave can extend their reunification periods with their families while working remotely to deliver on their commitments in the host country.

3. Keep Employee Experience Front and Center

Remote work has raised the stakes on how companies traditionally conceptualized employee wellbeing. For the past two decades, the common approach to managing mobility revolved around segmenting assignments by either duration or purpose. Today, employee expectations have evolved at an unprecedented fast pace around work-life balance and mental health, making solid and hands-on employee support a centerpiece of global mobility management.

This adds to the complexity for SME leaders accustomed to segmentation. Segmentation may fall short in connecting with the aspirations of employees. However, community, purpose, and job satisfaction will play a more prominent role going forward. Giving employees a voice and echoing their preferences and concerns is an important element of meeting employees’ aspirations.

A global mobility policy should integrate remote work elements to include a wide array of options for employees to choose from, from the classic expat-lite or local-plus policies to the emerging virtual assignments.

4. Look for Valuable Partnerships

For SMEs  looking to operationalize its global workforce aspirations, the seemingly infinite global talent pool may seem daunting. Building up a global mobility management team with remote work elements can be both time intensive and resource consuming. SMEs that further delay their international growth plans could miss their opportunity. This is especially true considering the increasingly competitive landscape and that remote work has leveled the playing field. To mitigate administrative complexities, SMEs can access the burgeoning Employer of Record. They can tap into this industry to find strategic partnerships that can help streamline and materialize their international footprint aspirations.

3 Principles for Hiring in The Great Resignation Era

3 Principles for Hiring in The Great Resignation Era

These past 20 months have seen a monumental shift within the hiring market. The balance of power is now tipped away from employers and  now leans toward candidates. In The Great Resignation era, employees are willfully resigning their jobs by the millions. Given the greater risk of turnover, it is now more imperative than ever that employers understand how to hire the right candidates for the right roles — a goal they can better achieve by focusing on three key principles for hiring in The Great Resignation era: pre-interview preparation, interviewer question technique, and the interviewer’s listening skills.  

Hiring Mistakes Aren’t Cheap

Even before The Great Resignation began, research indicated that a single hiring mistake at the management level could cost a company $1.5 million or more, annually — an average of 1.5-2 times the employee’s salary. Poor hiring decisions also decrease organizational productivity and workforce morale.

In their New York Times Bestselling book, Who: The A Method for Hiring, authors Geoff Smart and Randy Street share a number of best practices for avoiding common hiring mistakes during the interview process. As a Certified Forensic Interviewer, I see the three principles within this book as especially applicable for hiring during The Great Resignation — starting with pre-interview preparation.  

1. Pre-Interview Preparation: The Ideal Candidate Profile

Companies must ensure their interview process is designed to bring the best candidates to the fore. That process begins with what the “Who” authors call, “the scorecard”: a document which describes the organization’s hiring goals. Put another way, your company needs to ask the question, “What does our ideal candidate profile look like?” 

Answering this question can help the interviewer establish consistent guidelines for evaluating each candidate. The company should not build its candidate profile around the tasks that they want the candidate to execute. Instead, they should build it around the outcomes that the organization wants them to achieve. Once the outcomes are established, the interviewer can then identify the skills and attributes the candidate must possess to achieve those outcomes. 

Without a clearly established profile, interviewers may over-prioritize factors such as years of industry-specific experience and education or end up comparing candidates to one another instead of measuring how well each candidate’s skills and attributes match with the ideal candidate profile. 

2. Interview Questions & Technique

The kinds of questions an interviewer asks during hiring play an outsized role in the responses they receive–and, therefore, hiring outcomes. Several commonly used techniques can muddy the interviewer’s understanding of the candidate’s skills:

Behavioral Questions 

This type of question often starts with the phrase, “tell me about a time.” However, this opener gives the candidate leeway to take poetic license with their answer or to provide a canned response. 

To avoid this issue, an interviewer should rephrase questions to ask about specific times, events, or people.  Key phrases like, “when was the first time,” “when was the last time,” or “what was the most difficult time?” help prompt less generalized responses. The interviewer will also gain a clearer behavioral read as the candidate answers the question. 

Compound Questions

One of the other big mistakes interviewers make is asking the candidate long, compound questions a series of questions instead of one. A compound question looks something like this: “Please tell me about a time you experienced conflict with one of your supervisors and what the conflict was about and how it started and how it made you feel?”  

An interviewer should ask one question at a time. This helps ensure the candidate answers the question and that the interviewer remains fully attentive throughout their answer. Once the candidate finishes their reply, the interviewer can ask any necessary follow up questions.

Questions With Implied Answers

Questions with a clearly implied “correct” answer are among the least useful. Examples include asking a candidate if they are able to perform a particular job function — asking an accounting candidate, for instance, if they know how to use Quickbooks. The candidate knows the answer the interviewer wants to hear, and will, in all likelihood, give that response.

Rather than asking about abilities, an interviewer should consider adding experiential elements to the interview process. For example,  if a job requires experience with a certain software, an interviewer might ask candidates to perform a task using that software. They can ask the candidate for a demonstration during the interview, or as a follow up.

3. Interviewer Listening Skills: Creating a Focused Environment

Interviewers often make up their minds about candidates’ strengths or weaknesses based solely on reviewing their resumes. These expectations create biases during the interview process. An interviewer might forgive poor answers if they believe they are speaking with a strong candidate. Vice versa, they may over-index on poor answers if they think they’re speaking with a weaker candidate. 

As an interviewer listens to each candidate they should pay close attention to specific word choices and apparent comfort-levels. They should take note of the way candidates describe their ideas and experiences. Does the candidate sound confident? Do they use appropriate, industry-specific terminology? Do they appear more comfortable answering some questions than others?

Ideally, an interviewer will not just listen attentively, but take a disciplined listening approach. Disciplined listening requires the interviewer to remain focused on their prime objective: finding the candidate most likely to help the company achieve its long-term objectives. It calls for interviewers to limit their internal monologues and to unearth the true value each candidate has to offer.

The Importance of Strategic Interviewing

As companies navigate the dynamics of the The Great Resignation, it’s important for interviewers to implement a solid pre-interview strategy for hiring the ideal candidate. Interviewers must refine their questioning technique and create an environment in which to focus and listen to each candidate. With these three considerations in mind, organizations can hire the right candidate for the right role, even in these difficult times.

Employer Branding: Illustrate your Story with Authenticity

Employer Branding: Illustrate Your Story With Authenticity

Life lessons roll in at an interesting pace. Sometimes they are slow and steady. Other times, they fly at us with momentum and fervor. Let’s just say that COVID has made a difference in how we’ve been learning and adapting these last few years. Some decision-making was simply made for survival; some decisions gave us an opportunity to shake up the status quo. In the world of HR, I just want you to know: WE SEE YOU. And now, more than ever, there is pressure to retain employees and appeal to future team members in a challenging market. Here’s a tip: Employer Branding Matters! Build an authentic brand by taking visible, measurable action. 

What IS Employer Branding?

According to SHRM: 

“An employer brand is an important part of the employee value proposition and is essentially what the organization communicates as its identity to both potential and current employees. It encompasses an organization’s mission, values, culture and personality. A positive employer brand communicates that the organization is a good employer and a great place to work. Employer brand affects recruitment of new employees, retention and engagement of current employees, and the overall perception of the organization in the market.”

Employer branding isn’t new, but the way we look at it has evolved. People have always wanted to work for companies that treat people well, compensate fairly, and provide something positive to the community or society. And younger generations are quick to point out the importance of the latter. They deeply desire an alignment with an organization that walks the talk. The time is ripe to look critically at employer brands – how they essentially sell themselves to current and potential employees – and ensure there is alignment with the truth. 

Why does Employer Branding Matter?

The company Blu Ivy defines themselves as, “employer branding, talent recruitment and culture architects.” Their website hosts a robust section on employer branding – with broad and specific whys and how.  An article that resonates with me is, “Why Strong Employer Brands Are Ahead of The Competition.” It points out that an employer brand may take some time to construct, so start now. And the top three reasons include:

  1. You can stand out from the crowd. (KEY for today’s recruiting challenges!)
  2. You can walk the walk. (Note: let’s not wait to be “called out” on discrepancies.)
  3. You can share real results and stories. (This is where branding, storytelling and marketing play a role in telling the story of YOUR employee experience.)

The article states, “Winning employer brands…know that the best way to attract candidates to their organization is to show, not tell. For example, rather than having the same-old stock photography showing happy people in cubicles, they’re creating day-in-the-life videos that illustrate what working at their company is actually like.” 

Think Creatively About Employer Branding

Illustrating your employer branding requires creativity and fresh approaches. It isn’t as difficult as it used to be to provide a glimpse into daily life. Consider videos, interviews, true snapshots of your workplace culture… Anyone on social media has grown to expect visuals that give insight into what it’s like to live, vacation, play and even work somewhere. Use visual and storytelling tools across a variety of platforms to offer real insight. 

So what are you doing to illustrate a “day in the life?” Stock photography and some group pictures from the holiday party aren’t enough (or even accurate). While industry may dictate what is more or less appealing on camera (climbing a wind turbine vs. coding), take the time to think about how to depict the positive aspects of your employment. How can it be captured? What is our culture and how do people feel as they accomplish their work?

Employer Branding Should Be Authentic

But the most important point here is to be authentic. If you aren’t all happy hours and foosball and golfing, don’t sell that. Frankly, those arcade-like workplaces have already had their heyday. I would argue that you SHOULD have some enjoyable activities, team bonding, family friendly, pet-loving, character-building activities that you can showcase. But don’t promise anything but the truth. False advertising creates a long and expensive path to unsatisfied employees and turnover. Do employees volunteer? Exercise together? Have reading clubs? What is special about how your leaders and employees interact, grow, learn and succeed?

In a fantastic article on BenefitsPro, “2022: Human resources and recruiting predictions”, “Employer branding will make or break companies in 2022.”

It continues:

“Employer branding has risen to a top, dire priority for companies to attract and retain talent – and it will continue to be top of mind next year. Companies need to effectively communicate their company benefits, perks, values, vision, and most importantly culture, leaning into their unique value proposition and conveying what makes them different. We saw that candidate preferences have changed dramatically this year and companies will need to ensure they adjust their value proposition and policies accordingly to stay competitive.

“HR teams will implement more employer brand-focused initiatives, such as hosting and attending industry and recruiting events, updating their career pages and Glassdoor, applying for company awards, and even hiring a Head of Employer Brand to ensure all communications are aligned and consistent across various channels.”

Go Straight to The Source

In an article on Stories Inc., they underscore this point: you need good content from the right sources. It states:

“The past two years have seen unprecedented challenges, and a heavy burden of proof on your employer brand to show how it supports its people. Candidates are keenly interested in how you’ve cared for your team members in the pandemic and in the demands for increased inclusion, diversity and belonging.

They’re interested in how your culture has held up or changed.

They’re interested in what it looks like to work at your company right now.

And, they’re only going to believe it when they hear it from your employees.”

Ask the Right Questions

So what do you do? Start talking to employees and asking the right questions. Here are some suggestions to get the ball rolling. 

  • Why do you work here? 
  • What makes our team or organization unique?
  • What do you wish you had known when you were learning about us? 
  • How do you describe your workplace environment to your friends and family?
  • What would make your daily job better? 
  • How can we better align our ideals with our actions?

This is a content goldmine, as well as an opportunity to make some changes. Think about how you’re going to ask and capture answers (survey, videos, conversations and notes?) Then, ask yourself: What is worth sharing with the world? What improvements can make us more competitive for future talent? Where are we misaligned with how we present ourselves with the daily experience we provide to employees? 

Employer Branding is Worth the Effort

Employer branding is not a simple undertaking, but almost inevitable. And doing it right requires some hard conversations and auditing about the truth of the brand. Bottom line: In the battle for recruitment and retention, it is critical to KNOW your employer brand, ILLUSTRATE it well, and be AUTHENTIC in how to showcase the business. 

How does your organization ensure that the employer brand matches reality? Email me at ctrivella@talentculture.com to share your tips and successes!

developing a training program with better ROI

Developing a Training Program With Better ROI

Despite the economic downturn, training and professional development expenses in large companies rose from an average of $17.17 million in 2019 to $22 million in 2020. Similarly, small businesses also increased their investments in training by over $100,000. With so much money being spent, it would be easy to assume that companies of all sizes are seeing clear returns on their investments (ROI). Unfortunately, that doesn’t seem to be the case. One study found that only 11% of employees actually end up applying the training they receive to their day-to-day work. Why is there such a disparity between spending and results? Is training at work even worth it? The answer is yes, and it’s time for companies to shift their focus to developing a training program with better ROI.

How Training Programs Fall Short

The problem isn’t with training so much as the way many organizations approach developing and implementing a training program. All too often, companies rush into these programs without reflecting on what’s really needed to support their objectives. Consequently, not enough work is done to understand the challenges employees face, how they learn best, and what sort of follow-ups are required.

As an HR leader, you must transition from implementing professional training for training’s sake to analyzing each program’s effectiveness and ROI. Even moving the needle a few percentage points could have a significant impact on employees’ success and your company’s bottom line.

Achieving Better ROI in Professional Training

Putting the focus on ROI isn’t as difficult as you might think. Actually, it just requires a little more planning before rushing into training implementation. The goal is to figure out what training methods work best for your organization and calculate the true costs of that training ahead of time.

Set up key performance indicators to measure the success of training programs. Additionally, employee assessments can be used during the training process to more accurately analyze organizational data and the benefits of training and development. The important thing is to turn training from something good in the abstract to a practical, measurable, and mutually beneficial process.

Focusing on ROI will help you create effective training strategies. With this in mind, here are a few steps that can help you focus on developing training programs with better ROI:

1. Develop an integrated education and talent management framework

There’s no silver bullet when it comes to the perfect training program, but the right framework can ensure a strategic alignment of objectives and outcomes. Select and align programs to the specific needs of your organization. If you currently have training programs that don’t fit into this new framework, cut them. Every initiative should be moving your employees in the right direction for your business.

2. Create a digital strategy.

Up to 77% of organizations in the U.S. already use e-learning. A digital approach to training is more flexible, easier to access, and more engaging. Today’s digital learning platforms incorporate a variety of different techniques to keep employees interested, including interactive quizzes, videos, and games. Tailor E-learning to each employee’s specific needs as it pertains to their position or role. Using assessments prior to training can better determine individual learners’ needs, motivations, and preferences. Far too often, the learner’s perspective is not captured when it comes to training. The right digital strategies can fix that.

3. Favor flexibility.

Training needs to adapt fast to the changing needs of consumers and the economy itself. The ability to rapidly adjust resources to serve learning needs as they arise is crucial. Locking into a top-down formal approach doesn’t accommodate this. Instead, emphasize flexibility in your content and delivery modes to stay agile.

4. Keep an eye out for silos.

Silos in training can result in duplicate programs and inefficient use of data. So, be sure to thread learning throughout the day-to-day operations of a business so it works alongside its objectives. Many training programs use what’s known as a 70:20:10 learning framework to address this. This means 70% of training occurs while working, 20% happens during collaboration, and 10% takes place through more formal means, such as classroom sessions.

You can reduce the silos that pop up by fostering intentional connections between training programs among different business units and HR programs. This will promote learning networks and help ensure stakeholder alignment when it comes to rollouts. You should also remove the silo between theoretical training and practical application by implementing real-life applications and leadership encouragement.

The Importance of Resiliency

Be sure to implement resiliency alongside other strategies in order to make the most of training. This has become a key human skill across HR departments as agility and adaption have become essential to survival.

Resiliency in the business world means drawing actionable insights out of a variety of different sources. The goal is to be ready to change course quickly while also planning for a longer-term evolution. Effective training strategies should incorporate resiliency in order to prepare employees for real-world work.

Teach your employees resiliency through individual virtual training and group activities. These methods not only help employees learn resiliency, but they also give you a better idea of how each person handles tough situations. From there, you can apply additional training where necessary.

Training is not a set-it-and-forget-it type of thing. Therefore, employers must reevaluate training regularly and adapt it accordingly so that it remains applicable to both your company’s and your employees’ goals. By emphasizing resiliency and focusing on creating flexible, practical training programs, you’ll see better results.

Tackle Turnover: Spend a Little, Save a Lot

Tackle Turnover: Spend a Little, Save a Lot

Your employees are your most valuable asset. If nothing else, the past two years have surely taught us that. How did organizations survive? Was it their inventory, their machinery, their equity? Those resources may have had something to do with staying afloat, but without the employees to sell, manage, and operate those assets, the business landscape would look very different today.

Knowing this, it’s not surprising the Great Resignation is top of mind. In August alone more than 4.3 million workers quit their jobs. That’s nearly 3% of the U.S. workforce leaving their jobs in search of something better – in a single month. There’s no better time to spend a little to tackle turnover, and save a lot in the long run. 

Spending a Lot on Turnover

Research conducted by Gallup in 2019 found the cost of replacing an employee ranges from one-half to 2x their annual salary. In an average year – even a good year – voluntary turnover costs U.S. businesses about one trillion dollars. 

Now take into account the massive turnover we’ve seen this year, plus the increasing labor shortage industries are facing. Recruiting is no longer business as usual, and the cost of turnover will show that. Organizations looking to stay competitive will need to utilize signing bonuses, agencies, and headhunters to recruit top talent, and it will be pricey. 

All of these costs to fill a position that ideally wouldn’t have been vacated in the first place – and there’s still a risk that the new hire you just spent thousands of dollars onboarding will leave, too! 

While this may sound bleak, it doesn’t have to be this way. In fact, Gallup also found that 52% of employees who left their role voluntarily said their manager or organization could have done something to prevent them from quitting. This “something” that could reduce your organization’s turnover by half is really quite simple.

Tackle Turnover by Reassessing Employee Value

Reducing turnover may sound daunting – after all, each employee quits for their own specific reasons. Do organizations need to have a unique strategy for each employee at risk of leaving? Luckily, that isn’t the case. Whatever the reason for leaving is – benefits, work-life flexibility, workplace safety, career development, or something else – chances are the overarching theme is the same: how valued an employee feels. 

I’ll say it again: your employees are your greatest, most valuable assets, yet based on 2021’s turnover rates, it doesn’t appear organizations are treating them as such. Now more than ever organizations must lift, connect, and engage their humans before it’s too late. Employee recognition does just that.  

A robust employee recognition program allows employees to be recognized and to recognize each other for the invaluable work they do each day. It builds a community grounded in an organization’s core values, strengthening the bottom line. When employees feel seen, appreciated, and connected to their colleagues and organization, they stay longer. 

Spend a Little, Save a Lot

How much does your company spend on turnover in a year? How much will your company spend on turnover this year, when resignation rates are at an all-time high? Even without knowing the exact number, it’s probably too much. 

Instead, consider putting a fraction of that cost, say 1% of your payroll, into building a robust, collaborative, values-based employee recognition program and watch the ROI flood in. Workhuman® research has proven recognition works again and again. 

Across industries, employees who give and receive recognition are 2.6x less likely to leave their position. Employees recognized 7 to 10 times annually (that’s less than one recognition moment a month) see 2x lower turnover than those who go unrecognized. New hires recognized in the first year leave the organization 3x less than their unrecognized counterparts. 

The Impact of Recognition

Investing in a recognition program not only reduces turnover and increases engagement, but it also leads to happier customers. A Gallup report found engaged employees are not only more productive but also report 10% higher customer satisfaction metrics than disengaged employees. Workhuman’s data backs this up. Employees who are recognized monthly with monetary value are 4x as likely to receive compliments and be recognized by customers for exceptional service. Even further, the data shows a strong recognition culture yields customers who actually spend more

The power of recognition impacts organizations in all industries, not just customer facing ones. A Workhuman study found that five manufacturing plants with the strongest recognition culture reported 82% lower recordable injuries than the plants with the lowest recognition reach. Strong recognition cultures also reported an average lost time incident rate that is 65% lower than plants with low levels of recognition.

The impact goes far beyond the individual recipient. Just seeing coworkers receive awards for safety-related moments encourages others to prioritize safety as well. Employees who feel safe in their environment and are appreciated for following safety protocols are more productive. It almost makes them and feel more valued and connected to their work. 

Spending Smart

There is no avoiding the inevitable, and employers now have a choice to make. The choice is simple. Do nothing and continue to fund the endless turnover cycle, or build a culture where the turnover cycle can’t persist. Strategic employee recognition increases the bottom line through engagement and connection. Spending a little will transform your organization into one where employees want to stay. What are you waiting for? 

How Small HR Teams Can Punch Above Their Weight

How Small HR Teams Can Punch Above Their Weight

Small but mighty HR teams are under increasing pressure to perform with fewer and fewer resources. Typically, small budgets mean that functions like payroll, time and attendance, benefits administration, HR compliance, and more have to be done manually or with spreadsheets. This stifles smaller HR teams’ ability to consistently punch above their weight.

In a recent survey, GoCo found that 74% of HR professionals feel more pressure from senior leadership to hire and retain top talent amid The Great Resignation. 

And with the arrival of COVID-19, these pressures have only been exacerbated. HR teams must now also deal with the digital transformation accelerated by the pandemic. In fact, according to McKinsey, 85% of companies surveyed are increasing digitization during the pandemic. 

Large companies typically have access to ERP and enterprise-wide technology solutions, supported by large team headcounts. This equips them to handle rapidly evolving future-of-work considerations such as digital transformation or remote work policies. But what about small HR teams? How can they tackle the same issues that large HR teams face with significantly fewer resources? One answer is automation: Leveraging digital tech reshapes how small HR teams function.

Automation technology is increasingly being utilized by small businesses to power their HR functions and to deliver the prowess of a large HR team. 

Streamline HR Work for Efficiency 

When teams are small, it’s critical to optimize efficiencies and reduce errors. Often, small HR teams rely on highly tedious and time-consuming processes for benefits administration or payroll. They tackle complex functions using manual processes. More often than not, this leads to errors or simply monopolizes HR’s time with administrative work. This makes it difficult to tackle new pressing challenges facing HR leaders. Additionally, it becomes nearly impossible for them to take on strategic initiatives. 

Implementing automation technology streamlines core HR functions. Work can then be completed quickly and with significantly fewer errors. When HR practitioners have time to focus on caring for employees and supporting people functions, they provide much-needed value to their organizations. Automating time-consuming and repetitive tasks boosts the productivity of your HR team. An overlooked benefit of HR technology is that for small HR teams, the right tech can alleviate the need to check work or ensure the accuracy of reports. With fewer errors to fix and less paper-work to process or reconcile, small HR teams can flourish.

Staying Compliant

One of the most crucial responsibilities of HR teams is to ensure organizations, big and small, remain HR compliant — adhering to layers of government regulations and financial requirements. A business’s size does not exclude it from compliance requirements. And failure to comply can result in costly penalties at the state, local, and federal level.

Paperwork and manual processes are often the enemy of staying in compliance. Document-focused compliance processes will inevitably result in human error. Small HR teams can succeed at compliance work — but going digital is a crucial step in that journey.

There are many complex moving parts to HR compliance. Small HR teams have a lot to keep up with. Staying aware of constantly evolving and changing regulations when it comes to payroll, hiring, and benefits can feel daunting in one-person or small HR departments. This becomes only more complicated for companies that employ a mix of full-time, hourly, and freelance workers. Adding multiple regional or geographic locations adds further complexity. 

HR automation technology easily streamlines HR compliance and helps them punch above their weight. It improves accuracy and frees up HR to focus on emerging priorities such as employee well-being, hiring, and onboarding new employees.

Flexibility in Tech Is Key

Most small HR departments straddle the world of analog and digital — meaning even when they deploy tech solutions, they still rely on a mix of software, paper systems, and spreadsheets. It’s often a transition from paper to software to cloud-based systems. So, software that has the flexibility to align with how an HR department already operates eases the burden of learning and implementing a new system. Done right, technology can step in to automate certain HR processes to create efficiencies and then leave it up to each unique HR practitioner how they best want to track specific HR functions. 

One of the common obstacles in the way of HR departments that want to go fully digital is the lack of flexibility in many of the tech solutions out there. HR pros spend years, maybe even decades, perfecting processes like onboarding and offboarding. They don’t want technology that’s going to force them to change all of that. So it’s important to find tech that doesn’t force you to conform to a particular process. Rather, look for solutions that trust you to define your own workflow, and that are flexible enough to support that. 

And as small HR departments scale with the growth of their companies, so too must the technology. Platforms that only offer out-of-the-box solutions often have difficulty in scaling with a company’s growth. Flexible systems better match things like headcount growth and complex processes like running payroll in different geographies or supporting multiple EINs.

Optimize and Improve With Data 

When used strategically, HR automation technology is a powerful tool for small HR teams who want to have a big impact. It’s not enough to automate; there’s a growing expectation to leverage people data to make better business decisions. As more and more HR data is stored, modern HR systems can extract useful people insights. These insights drive outcomes such as reduced turnover, better onboarding, and increased productivity.

Small businesses and their HR teams can make better business decisions and improve employee experience with the reports that core HR technology generates. With technology, small HR teams can deliver high-impact, strategic work. Having better data covers compliance, better supports people, and empowers company leadership with key people insights. Small HR teams can be just as integral to business success as large HR teams — when they harness technology.

Looking to Build a Strong HR Department from Scratch? Follow These 6 Steps

Looking to Build a Strong HR Department From Scratch? Follow These 6 Steps

Building an in-house human resources department for your business, or a company where people can outsource their HR needs to you? The initial steps can be overwhelming. The best way to build a solid HR foundation is to create policies, standard operating procedures, and risk mitigation plans. Implementing policies that align with your workplace culture will improve overall employee experience and mitigate operational and reputational risk. Here are some important components to keep in mind to build the foundation for a strong HR department–from scratch. 

1. Organizational Design

Organizational design is the backbone of the company. It facilitates efficiency by eliminating double work and smooths out bumpy processes and procedures that may be in place. That’s because it delivers the proper information to the right employees at the right time. While this is a relatively new element in human resource departments, organizational design has been around for decades. A tried and true method is the McKinsey 7-S Framework created in the 1970s. You use it to see whether different parts of your organization are operating harmoniously together and find ways to improve. The structure is split into seven key components, and at the center of the framework is the company’s shared values. These components comprise of the following:

  • Strategy (your business plan)
  • Structure (how your business is organized)
  • Systems (daily activities)
  • Shared values (mission statement and goals)
  • Style (the leadership)
  • Staff (the culture and the capabilities of the staff)
  • Skills (what the organization is actually capable of)

2. Employee Compensation and Benefits

Workers search for companies that focus on well-being, meaning the best talent is looking for the best compensation and benefits. According to a recent study, 32 percent of businesses with 10 or fewer employees are now offering benefits packages. Your business should also have something to offer. Principally, the larger your business grows, the more comprehensive your compensation and benefits package will need to become. In-house HR departments should know what employees want so that they can attract and retain talent

3. Onboarding/Recruiting Procedures

Proper onboarding is important because it can cost 90 to 200 percent of an employee’s annual salary to replace them. Effective onboarding will reduce the chance of quick employee turnover while potentially increasing retention. Listen to what your employees want and give them a full idea of what their job will entail. In a BambooHR survey, of the employees who left within six months, 26 percent didn’t believe it met their expectations.

4. Occupational Health and Safety Program

According to a study published in 2018, 1,027 Canadians die a year due to work-related accidents. That’s about three people a day. Therefore, you should adhere to the Occupational Health and Safety Act set by your province and the Canada Labour Code. All employers in Canada are required to follow these by law.

5. Training and Development

When it comes to recruitment, you want to have a good training and development program implemented within your business. An IMB study showed that 35 percent of millennials felt compelled to work at a company with optimal training programs. In fact, it’s one of the top reasons they are likely to sign on with a business. Plus, 52 percent of millennials are drawn to companies that give them the opportunity to advance in the workplace. Furthermore, employees that don’t receive the training they need are 12 times more likely to quit their job. 

That’s not all. A recent study found that businesses with thorough training programs had more than twice the income per employee than those without them. The American Society of Training and Development also found that those who spend $1,500 on training generated 24 percent more profit than those who spent less. This is evidence that skimping on training affects your bottom line and hurts you financially in the long run. 

6. Internal vs. External HR Teams

There are many pros to having an in-house HR department. Specifically, it is a lot easier to cultivate a positive culture, resolve problems, and adjust practices to enable organic development. The cons of having an internal HR team are that it can be expensive. Additionally, it can be hard to find the right specialist or team that aligns with your company values.

A pro of having an external HR team is that specialist companies have in-depth knowledge and skills in specialized areas. These may include legal compliance, coaching and development, and benchmarking. It also gives companies the time to focus on their business rather than human resources and employee compliance issues. 

The cons of outsourcing your HR team are that it can feel impersonal and disconnected from the company’s culture. This department outside the company can be an issue as you are giving up control of select processes. You also won’t be able to keep track of daily startup operations and related HR concerns. What is best for your company will depend on your own set of challenges and the resources you can access.

It’s a good idea to plan and have realistic HR goals that align with your company values. As your team grows, your business needs will require some tweaking. Having a plan in place from the outset will make this process a lot simpler and allow for organic development.