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Transforming Talent Decisions With Ethical AI

Sponsored by Reejig

Countless HR tools, applications, and platforms now rely on artificial intelligence in some form. Users may not even notice that AI is operating in the background — but it can fundamentally change the way we work, think, and make talent decisions.

This raises several big questions. What should we really expect from AI? And is this kind of innovation moving us in the right direction?

For example, what role should AI play in skills-related talent acquisition and workforce mobility practices? With stellar talent in short supply these days, this topic has never been more important for employers to consider. So join me as I look closer at key issues surrounding ethical AI in HR tech on this #WorkTrends podcast episode.

Meet Our Guest:  Jonathan Reyes

Today, I’m excited to talk with Jonathan Reyes, a talent advisor and futurist who has been helping technology and banking industry companies navigate hypergrowth for nearly two decades. Now, as VP of North America for Reejig, he’s on a mission to build a world with zero wasted human potential.

Defining “Zero Waste” in Humans

Jonathan, I love the phrase “zero wasted potential.” What exactly does Reejig mean by this?

We envision a world where every person has access to meaningful work — no matter their background or circumstance. In this world, employers can tap into the right skills for the right roles, whenever needed. And at the same time, society can reap the benefits of access to diverse ideas through fair and equitable work opportunity.

The concept of sustainability is emerging in every industry. Now, sustainable human capital is becoming part of that conversation, and this is our way of expressing it.

So, with zero wasted potential, decisions aren’t based on a zero-sum game. When employers make human capital choices, individuals or society shouldn’t suffer. Instead, by focusing on talent mobility through upskilling and reskilling, we can create a new currency of work.

Workforce Intelligence Makes a Difference

Why do you feel workforce intelligence is essential for employers as they make talent decisions?

Organizations have so much human capital data. With all the workforce intelligence available, there’s no reason to hire and fire talent en masse — and then rehire many of the same individuals just months later.

Obviously, that’s an emotional and human experience for employees. But also, organizations are spending unnecessary money to find people and let them go, only to invest again in rehiring them.

Focusing instead on internal mobility is far more cost-effective.

Where Ethical AI Fits In

Many companies are unsure about AI in talent acquisition and management. What’s your take on this?

There are no universally accepted standards for ethical AI. This means vendors across industries can say technology is “ethical” based on self-assessment, without input from legal, ethical, or global experts.

But we’ve developed the world’s first independently audited, ethical talent AI. In fact, the World Economic Forum has recognized us for setting a benchmark in ethical AI.

The Impact on Internal Mobility

How do businesses benefit from shifting to a zero-wasted potential talent strategy? 

When companies manage internal mobility well, they extend employee tenure by 2x. And we know that people who stay and continue growing and developing are much more engaged.

This can create a significant downstream benefit. It’s one of the biggest reasons to invest in this kind of talent management capability.

 


For more great advice from Jonathan about why and how organizations are leveraging AI to make better talent decisions, listen to this full episode. Also, be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher. And to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Are Job Candidates Ghosting You? Try This Recruiter’s Advice

Spooky season is upon us! People are carving pumpkins, dressing in crazy costumes, and swapping scary stories. So, in the spirit of Halloween, we’re taking on a truly horrifying subject. This is so frightening it can make a hiring manager’s hair stand on end at the very mention. That’s right. We’re talking about candidate ghosting. Beware!

Is Ghosting For Real?

Oxford Languages defines ghosting as “the practice of ending a personal relationship with someone by suddenly and without explanation withdrawing from all communication.”

When somebody ghosts you, they stop replying to your messages, they don’t answer calls, they stop all forms of communication. There’s never any explanation—they simply disappear without a trace.

Originally a dating term, ghosting is becoming increasingly common in business, especially in the context of recruiting. For example, a 2021 survey by Indeed found that 28% of job applicants had an employer—10% more than in 2019. And today’s reality seems much worse. In fact, a U.K. poll earlier this year found that more than 75% of job hunters admit to ghosting in the past year. Scary statistics, to be sure!

Why Do People Act So Creepy?

There’s no single reason why candidates ghost potential employers. But ghosting clearly seems more common when job vacancies are prevalent in a particular sector. 

When more opportunities are available, applicants have less incentive to keep in touch. They will often receive viable offers more quickly, so when they do, they’ll accept the most attractive option and move on.

However, ghosting also happens when vacancies are few and far between. We’ve seen it up close at our own recruiting agency, even in niche roles where very few opportunities exist. 

In a discussion with our team, one brave team member confessed to ghosting a prospective employer in the past. She explained, “I was pretty far into the interview process when a few issues raised concerns for me. These were mainly about time off, travel expenses—things that probably should have been resolved up front.”

The truth is, we can make some educated guesses about a candidate’s motivations, they can ghost us for any reason. Without an explanation from the candidate, you’ll never know for sure what happened—and that’s what makes it so frustrating.

The Business Impact of Ghosting

Probably the worst impact of ghosting is that it wastes time. You could spend months sourcing credible talent and conducting interviews. You may even get to the stage where you’re negotiating a package. And then without warning—poof!—that top candidate goes silent. 

Ghosting is not only time-consuming—it is expensive as well. Consider this:

The average U.S. cost per hire is $4,700 for a non-executive role and $14,936 for an executive, according to Zippia. Most roles are filled within roughly 42 days, but it can take much longer when ghosting comes into play.

And it’s not just about the extra cost of a delayed hiring process. It’s also important to take into account the business cost of an unfilled role, which can cost employers dearly in terms of lower business productivity, quality, and responsiveness.

How Can You Combat Ghosting?

Although it’s impossible to shut down ghosting altogether, we’ve learned some techniques to help employers prevent candidates from vanishing into thin air.

1) Invest in the Relationship

Put yourself in a candidate’s shoes. As one recruitment specialist told the BBC earlier this year, “Candidates are being approached all the time with an abundance of jobs to choose from […] if they have multiple applications on the go, it can be easier to simply ignore one of them.”

If a candidate is in contact with multiple recruiters or hiring managers, it’s easy for several to fall off of the radar. But if you develop a working relationship with candidates, you’ll remain top-of-mind. Just as you would with a friend or colleague, make sure you stay in regular contact with candidates. Show that you care by touching base when you say you will and by keeping them updated throughout the hiring process.

2) Be Transparent From the Start

Before you move forward, strive to clarify what a candidate is seeking in a role, and reflect on whether your offer will meet those expectations.

People may feel uncomfortable telling you they’re unhappy or unsure about an aspect of a role. Instead, they may find it easier to simply move on. So be sure you understand their job requirements from the start of your working relationship.

In particular, don’t keep the details of an offer secret. For example, if a candidate is interested only in working remotely, an in-office location will likely be a dealbreaker. It’s best to be upfront about every aspect of the role before you make an offer. This saves time for both you and the candidate.

3) Establish a Long-Term Connection

Smart hiring managers and recruitment specialists help candidates recognize the value of maintaining a relationship throughout their careers. Rather than just completing an immediate transaction, recruiters can introduce candidates to influential people within their industry and help build their professional network over time.

Ghosting can cause unintended reputational damage. So, if you help candidates see the long game, they’ll be less likely to abruptly end your communication. 

4) Respond Kindly to a Rejection

We’ve seen employers lash out at candidates who decline an offer. This is a surefire way to encourage more ghosting! If a candidate rejects a job application, remember they’re doing you a favor by responding at all.

Keep responses polite and professional. Thank the candidate for their transparency, wish them well, and keep the door open for the future. It’s a surprisingly small and very well-connected world. So think about how much goodwill a gracious response can help your organization, in the long run.

5) Ask People Not to Ghost

Sometimes the best way to encourage candidates not to ghost you is just to…ask! Tell people upfront that if they change their mind about the opportunity at any point, you would really appreciate a heads-up.

This approach has often worked for our team. It lets us be more proactive in filling roles for our clients. Because we have spent time nurturing trust with our candidates, they tend to be candid in sharing their thoughts.

Of course, this may not work every time, but it can’t hurt to try.

6) Recognise When You’re Being Ghosted

…and move on. Don’t assume that a candidate will eventually get back in touch with you to seal the deal. If a candidate is wasting your time, then your energy is better spent on finding a more suitable applicant elsewhere.

Similarly, you should never put all your recruiting eggs in one candidate basket. With ghosting on the rise, it’s crucial to have at least one active candidate at any given time. But ideally, you should keep two or three more high-quality candidates in the running for an open position, as well.

7) Don’t Ghost

You may have been ghosted, but there’s never a reason for an employer to be a ghost. Employers who blow off applicants can quickly develop a bad reputation for ghosting and wasting candidates’ time, too. 

If we expect candidates not to ghost, we must treat them the way we would like to be treated. Recognizing the time and effort unsuccessful candidates have put into their applications is a must.

Employers should keep all candidates informed of the outcome of their application, whether it is positive or negative. Otherwise, that negative candidate experience may come back to haunt your organization in the future.

All this Ghosting Talk Is Kind of Scary!

But don’t worry, you made it to the end. And now you’re much better equipped to avoid those wicked ghosts. Poof!

Childcare Benefits: A Reckoning for Working Families

It’s not a stretch to say COVID changed everything—including the way working families think about childcare benefits. Before the pandemic, parents struggled with childcare challenges, of course. But the day-to-day realities grew much worse when the pandemic struck.

After the initial shock of schools and childcare centers shutting down, families were left to figure out how to work from home while parenting. Instead of being at school or daycare, children spent the day side-by-side with their parents. In fact, from February 2020-February 2021, the lack of childcare pushed 2.3 million women out of the labor force. And a very long time passed before these women could return to work (if they have returned at all).

While people in some jobs continued to work on-site throughout the pandemic, many workers had to adapt to the new remote work world. This is where many employees still find themselves today, either working remotely or in some form of hybrid schedule—splitting time between home and office.

Today, childcare conditions have improved slightly, but still are far from ideal. Fortunately for some working families, employers are sponsoring more childcare benefits for those who need this kind of support.

Remote and Hybrid Employees Still Need Childcare Assistance

The benefits of remote work are well documented. However, one drawback is often overlooked. I’m talking about the misconception that people don’t need childcare assistance when they’re working remotely. This notion became prevalent early in the pandemic, and unfortunately, employers still haven’t moved on from this line of thinking.

Picture a typical working mother in a remote or hybrid management role.

Compared to her in-office peers, she doesn’t have fewer deadlines, less ambitious KPIs, or a smaller staff to manage. Nor does she have extra hands to hold her baby while attending Zoom meetings or responding to email messages. There are no extra hours in the day when she can feed or play with a toddler.

The workday is still the workday—even when people perform those tasks at home, surrounded by family distractions and obligations, rather than in an office cubicle.

Families With School-Aged Kids Face Unique Challenges

Contrary to what some believe, childcare needs do not stop once kids start kindergarten. I’m a mother, myself, so take it from me! Parents of 5-year-olds are still in the thick of their childcare journey.

Historically, preschool programs (as well as before-school and after-school care) served as a safety net to support a large, productive workforce. But COVID, chronic underfunding, and budget cuts have left these programs with limited capacity, fewer teachers, and reduced hours. The safety net is frayed, at best.

And now, working parents have the added burden of anxiety about COVID risks.

Previously, when children were mildly ill, they still attended school. These days, we know better. Emergency and backup care are must-haves for working parents who are unable to stay home with a sick child.

Even when parents take precautions, they still face the risk of a COVID outbreak at school that can suddenly change the course of a day, a week, or a month—depending on mandated quarantine periods. This is a lot for working families to handle, which is why employee childcare benefits matter so much.

Throughout the pandemic, working parents have been balancing the risks of depriving their children of social interaction or exposing them to a potentially deadly disease. Some families decide to choose individual or small-group professional care, such as a nanny or nanny-sharing arrangement. But this increases overall childcare costs and isn’t affordable enough for some.

The Trouble With Workplace Childcare Centers

Some employers have tried to help working families fill this gap by investing in on-site childcare centers. While an admirable idea and a substantial financial commitment, these large centers fall short for many employees.

These facilities no longer meet many childcare needs, and simply do not work for remote and hybrid workers. For example, how many working parents would want to commute to headquarters for their kids when they may otherwise be working from home? Working families prefer caregivers who are located close to home—which should be good news for employers who don’t want to dedicate massive budgets to build and maintain large childcare centers.

Childcare Benefits Are Key to Employee Retention

No matter which childcare option families choose, it comes at a price. And it’s hard for people to keep in perspective just how unaffordable it has become.

The national average childcare cost has risen to more than $10,000 per year, per child. That’s incredibly steep. How many working families do you know with two or three kids who also have an extra $20,000-$30,000 lying around?

The increasing cost of childcare forces parents (and mothers, in particular) to make a very difficult choice: Stay employed or quit to care full-time for their children. This has pushed record numbers of women out of the workforce.

The reality facing families is stark and alarming:

Current and prospective employees value family care benefits more than ever. This means employer-sponsored childcare benefits should play a key role in retention and recruitment strategies.

Final Thoughts

COVID drastically changed employment and childcare. The status quo is no longer sufficient, for both employees and employers. Forward-thinking business and HR leaders are rising to the challenge and supporting working families with employee childcare benefits that make a significant difference in people’s lives. This is a step in the right direction.

Skillability: Will It Solve the Talent Crunch?

The current talent market poses numerous challenges for leaders and employees, alike. Perhaps the most disruptive force redefining the post-pandemic business landscape is persistently high employee turnover. This Great Reshuffle” demonstrates just how quickly teams can change—even beyond the pandemic shift to remote work.

A New Business Necessity: Skillability

This fluid employment environment brings good news and bad. Employees are welcoming it as an opportunity to advance their careers. But among employers, it has given rise to the practice of talent poaching. Global companies are proactively pursuing candidates from all over the world, culling the best talent away from other, smaller businesses.

And on top of this highly competitive talent market, employers are now struggling with the effects of inflation. As the cost of living continues to increase, so do demands for higher wages. And candidates are willing to hold out when employers don’t meet their salary expectations. These dynamics can make it tough to fill openings, even for high-paying, highly-skilled roles.

At the same time, employees face a volatile economic landscape that is sending conflicting messages about how to weigh the stability of an existing job against other attractive options. Today’s sky-high inflation hasn’t done employees any favors, either. Even though individuals have more bargaining power, inflation quickly eats into any wage increases gained from a job switch. As a result, economics plays a much more active role in career choices these days.

But despite all of these issues, both employers and employees can rely on one shared secret weapon. It’s something I call skillability.

The Power of Skillability

A skill is an individual’s capacity to perform a job task or function, based on existing knowledge, ability and competence. Skillability, in contrast, is an individual’s capacity to develop proficiency in an unfamiliar skill.

The faster and more efficiently someone can develop a skill, the better. So, skillability can be measured by determining the time an employee needs to develop new skills, along with the investment needed to build those skills.

Training, alone, is not enough to improve skillability. It also requires a supportive, learning-forward work environment. Together, they can nurture professional growth and create a win-win for individuals and their employers.

It’s essential for leaders to develop key workforce skills internally. This gives them new ways to support employees in their current roles, while helping them prepare for future growth within the organization. At the same time, by proactively encouraging team skillability, leaders can uncover new growth opportunities for themselves.

For example, consider technology advancements. While new technologies may promise greater operational efficiency and profitability, they also require specific skills that existing employees may lack. Employees with a high level of skillability can help companies hedge against the uncertainty of changing technology by being adaptable and agile in the face of change.

Building Skillability Within Your Organization

Skillability may sound like a trait, but the ability to develop new skills can actually be learned. It’s all in your approach to training, development, and talent acquisition. Here are just a few ideas to help your organization move forward with this strategy:

1) Consider Candidates Who May Not Fit the Mold

Candidates who lack one or more “required” proficiencies can bring a background or experience that enables them to quickly pick up new skills, duties, and responsibilities. Don’t screen out these individuals.

This approach offers several advantages. First, it opens your organization to new, often untapped talent pools. Also, it encourages the development of existing internal talent, which can drive retention and avoid the consequences of unwanted turnover.

Think about it. If you hire new employees for skillability and their desire to learn, you’re not just investing in their future, but in your organization’s future competitiveness, as well.

2) Build Achievable Benchmarks Into Training

Benchmarking is nothing new. Business leaders use it to determine the highest standards of performance. However, it can also be used for training and onboarding. Benchmarks and timelines can spur self-driven learning over a defined period.

Industrial technology provider, Emerson, relies on a powerful version of this model. It instills lifelong learning “DNA” in new employees to ensure that they will be skillable throughout their employee journey. This kind of approach indicates early on whether employees are likely to grow continually and take on new challenges as they arise. It also encourages the most enterprising employees to quickly distinguish themselves and demonstrate their skillability.

3) Break Employees Out of Their Comfort Zones

Sometimes, the most effective way to cultivate skillability is to nudge employees toward learning opportunities that push their existing boundaries and routines. This strategy is inspired by the fact that people learn more effectively when they’re somewhat uncomfortable as they explore new ways of thinking and doing things. 

Effective learning disrupts the status quo, so to speak. And overcoming these challenges has a way of encouraging people to continue pursuing learning opportunities for themselves. This means you’ll want to put employees in new situations that force them to challenge their thinking, expand their knowledge, test their abilities, and ignite their desire to grow and evolve in their careers. 

4) Establish a Supportive Environment

The climate you establish for new and existing employees is paramount to skillability’s success. It’s important to create a setting where fear is seen as an invitation to grow, rather than a signal to hold back.

Often, leaders inadvertently discourage growth in others because they fear negative consequences or they’re anxious about their own ability to grow. This can intimidate others and put a damper on skillability. One way to avoid this is for senior leaders to consistently and openly encourage all team members to develop skillability, and for the organization to reward people at all levels who step up to the challenge.

Final Thoughts

Employers can become so invested in hiring for a specific skill set that they fail to consider a candidate’s skillability. When you hire people, you’re already planning to involve them in training. So, why not broaden your talent options to include those with a stronger likelihood to learn much-needed skills in the future?

Even if you look within your ranks for employees with motivation and a commitment to continuous learning, you’re likely to find viable job candidates you might not have otherwise considered. It may only take a gentle push in the right direction and an environment that gives them the support they need to grow and succeed.

Job Design: Is It Time to Rethink Your Approach?

EDITOR’S NOTE: This is the last article in a 4-part series sponsored by Unit4. The series outlines a new approach to talent strategy for people-centric organizations. This final post looks at why and how employers should rethink job design.


 

As we close this series about how employers can reinvent their talent strategy for the future of work, we turn our attention to one of the most important ways to attract and engage the people your organization needs to succeed. Namely, we’re looking at why this is the right time to revisit your approach to job design.

For most of the past 100 years, employers have used the same techniques to scope job vacancies, write job descriptions, and hire employees to fill roles. But these classic job design methods aren’t particularly efficient or effective.

In fact, only about 50% of interviewed candidates who receive a job offer actually become employees. Plus, the talent acquisition process, itself, is expensive. This means the perceived cost of a “bad hire” is so steep that decision-makers often become paralyzed. And that inaction forces organizations to offset costs by relying too heavily on long tenure.

It’s not an ideal solution by any measure. But focusing on the 4th talent strategy pillar can help you address these issues. How? Read on…

Reworking Job Design: Where to Start

Employers can no longer afford to ignore the need to address ever-changing talent rosters. Average employee tenure is decreasing, even as demand for future-ready skills is increasing. This means leaders must fundamentally rethink the way they structure jobs.

Here’s a good starting point: Design new roles based on the assumption that whomever your hire will stay onboard for 2-4 years. Then work backward from there.

In this game plan, onboarding and robust initial training are especially important, so you can ensure faster time-to-value from new hires. In addition, jobs designed with shorter tenure in mind will benefit from being supported by onboarding and “bedding in” processes that are much more tightly controlled.

This means that skills mapping, employee learning, and professional development will need to become a more prominent part of the HR function, along with talent pipeline development. It also means that the skills you expect to develop in employees should become central to the benefits you offer candidates.

Reframe Benefits for Shorter Job Cycles

In addition to packaging skills as benefits, you’ll need to reorient benefits so they’re compatible with shorter terms of service. Rewards for time-in-role or time with the company are relics that don’t make sense in today’s workplace. They need to be replaced.

For better results, focus on performance-based incentives for contributions to specific projects and programs with more clearly defined targets and expectations.

What Does This Look Like? An Example

One way to illustrate this new approach to job design is through the rise of the contractor. This increasingly popular option is a way to tap into skilled talent on a temporary basis. It helps employers find and deploy people more quickly, while simultaneously reducing operational overhead and risk.

At the same time, contractors benefit from more options in today’s predominantly hybrid working environment. They also benefit from a faster learning curve that comes from working on a more diverse portfolio of projects over time.

Reliance on contractors has increased dramatically—but not at the same rate in every region. For example, in the U.K., contractor usage has grown by about a third since the 2008 financial crash. By comparison, in the U.S., it has surged by the same proportion since only 2020.

Nevertheless, the shift to a contingent workforce shows no sign of diminishing. And many organizations still struggle to find permanent employees in today’s tight labor market. So the advantages of hiring contractors make project-oriented hiring a highly attractive option.

Repackaging Jobs to Attract Top Talent

In your job descriptions, do you still use this kind of phrase?

“The successful candidate must be willing to…”

If so, prepare to leave that kind of thinking behind. Instead, think in terms of asking this question:

“How do you want to work for us?”

In other words, you’ll need to let new hires determine some of the terms of their engagement with you. This makes sense because it encourages deeper ownership of the role’s success. Besides, if you’re designing jobs around shorter “tours of duty” with specific goals and objectives, why not configure these positions so they can be performed on a contract or project basis?

This model offers multiple benefits:

  • You can more accurately assess jobs and redefine them so they deliver the most value to your organization.
  • You’ll be better prepared to tap into a much larger talent pool. (After all, the huge increase in today’s contractors is coming from somewhere. That “somewhere” is the rapidly growing segment of the working population currently seeking greater flexibility in how they market and sell their skills.)

Where to Find Help

This blog series may be over, but your job restructuring journey is just beginning. For an in-depth view of our insights into this and other future-minded strategies for people-centered organizations, download our white paper:

Rebuilding Talent Strategy: Finding and Retaining People in a Changing World.

Also, as you consider technologies needed as the backbone of a reimagined talent strategy, we invite you to take a closer look at our ERP and HCM suite of solutions. These advanced platforms can provide the advantage your business needs to stay at the forefront in the future of work.

For example, you’ll be better equipped to:

  • Audit and map workforce skills
  • Target and deliver timely, relevant learning and development programs
  • Take the pulse of workforce engagement
  • Increase pay equity and transparency
  • Provide people with seamless connections to colleagues and resources in hybrid work settings.

In combination, these capabilities can help you build sustainable business value, going forward. To learn more about how Unit4 solutions can make a difference for your organization, book a demo here.

 


Related Reading

For other articles in this series, check the following links:

Part 1:  Reimagine Talent Strategy: Make Development a Core Part of Your Business

Part 2:  Commit to Careers

Part 3:  Engage in the Employee

 

Great Hires Are Better Than Frequent Fires: How Smart Recruiting Helps

Sponsored by: RocketReach

Hiring teams know just how hard it is to find candidates who hit the mark with both soft skills and technical skills.  Ideally, a new hire brings the majority of the hard skills required to do the job well. But soft skills are equally important, if not more important, depending on your company’s philosophy. In combination, hard and soft skills allow for a highly productive team and culturally rich environment.  So, how do you identify these powerhouse candidates? This is when smart recruiting tactics can make a strategic impact.

Why? Finding and placing high-performing candidates should be every HR professional’s primary goal. But if recruiting focuses more on an individual’s experience than their ability to enhance your culture or have the right attitude to learn, that hire could likely be a mismatch long term. How can you avoid this? To illustrate, let’s look closer at how we approach hiring at RocketReach

Smart Recruiting: Why Prioritize Soft Skills?

Of course, every job depends on a core technical or business skill set. However, we over-index on culture and behavioral skills because a candidate’s character matters, here. Well, not just here, but in all successful, people-first organizations.

A candidate with great skills requires less on-the-job training. But someone who’s a great cultural fit often possesses untrainable qualities that embody an organization’s values and vision. So it’s wise to get a read on each candidate’s potential to adapt to your culture and perform well with the team. 

What exactly is at stake? Well, according to a new SHRM report, over the past five years, 20% of Americans left a job because the company culture was bad. In fact, the cost of this turnover is estimated at more than $223 billion.

Here are several more findings to consider: 56% of Americans now say they feel less-than-fulfilled at work, while 26% say they dread going to work each day. In today’s talent market, finding an ideal candidate may not be easy. But hiring a strong candidate who also fits your company culture is arguably just as important (if not more so!) as hiring someone just because they have the desired level of experience.

How Smart Recruiting Leads to a Stronger Culture

Clearly, it’s important to build and sustain a people-first company culture. But how can smart recruiting help determine if a candidate is (or isn’t) a good “fit”?

1. Understand Your Work Culture

When considering your company’s culture, don’t just analyze intangible items like general employee vibes. Also include your leadership structure, core mission and vision, office environment, feedback and performance review processes, as well as overall interpersonal communication styles. These and other factors contribute to the relationships within your team and how the company is investing in its people. They also influence employee retention and how others perceive your organization.

Harvard Business Review agrees that a carefully crafted positive company culture helps develop workforce well-being. At this point, we all know how important culture is for working professionals. Every employee touchpoint, from onboarding to offboarding, influences how your organization’s culture affects your employees. As a result, people rank workplace well-being higher in importance than monetary compensation or material benefits. So, culture deserves to be top-of-mind with each new hire. 

2. Identify Characteristics That Map to Your Culture

Once you’ve clarified your company culture, let’s assume you want to sustain it. Using your analysis, you can identify the characteristics of current employees who are thriving. You can also compare and contrast those characteristics with previous employees who are better suited to a different culture. 

On the other hand, if you’d like to improve your culture, you can start identifying candidates whose soft skills align with your desired organizational direction.

For example, say your workforce is fully remote. This means collaboration is probably more challenging than in a traditional office environment. You may want to focus on candidates who demonstrate that they’re self-starters with a strong sense of resourcefulness, self-efficacy, and proactive ownership

Or, if your company’s mission and values emphasize diversity and inclusion, you may want to focus on candidates who are open-minded, adaptable, and have a curious approach to problem-solving. Try targeting candidates who seem resistant to change and more accepting of those with different backgrounds and ideas.

Of course, the idea of cultural alignment isn’t new. For example, a popular 2005 personnel study that is still cited today concluded that when employee characteristics align with company culture, their job satisfaction and performance are also stronger.

3. Interview With Alignment In Mind

After you understand the qualities a candidate needs to be successful in a given role, it’s time for interviews. Along with questions that evaluate hard skills, what are some questions you should ask to determine a candidate’s soft skills?

  1. What about our organization made you want to apply for this position?
    Pay attention to the enthusiasm and focus of each candidate’s answers. Did your benefits seem particularly attractive? Was it your company brand or careers page? Or was it the job description, itself? Do the candidate’s personal values align with your company’s? Each answer is a clue about the individual’s perspective, motivations and interests. This can determine how closely a candidate’s values align with your team’s and how you can sell them on these things down the line if they are a great fit
  2. What does your ideal next role look like?
    This can tell a recruiter tons about the type of environment in which a candidate will thrive. Do they envision working independently or in a group? What main responsibilities does this person want to own and enjoy most? Are they hoping to grow in mentorship or people management?? This can show you if your current team and environment fit the candidate’s needs.
  3. If one of your colleagues disagreed with you in front of a group during a board meeting or a meeting with leadership, how would you handle this?
    Sharing a hypothetical question about a challenging situation and asking for a suggested solution can reveal someone’s ability to listen and collaborate, think critically, and have the right attitude under pressure.
  4. Tell me about a time when you felt an employer’s culture didn’t suit your needs. Why do you believe it wasn’t the right fit for you?
    Sometimes a direct approach is the best approach. Pay careful attention to see what the answer reveals about the potential fit with your current culture (or the culture you’re working to achieve).

There are a million ways to ask interview questions that focus on soft skills and culture. But whatever questions you choose, make sure you tailor each to your company values and needs.

Hiring managers will understand the characteristics that align with an open position and the overall company culture. This frees you to get creative and keep interviews candid and human. The less “cookie cutter” your questions, the better they will serve your talent strategy in the long run. More importantly, ensure that your interview teams are trained to over-index on culture and company values – that way everyone is looking through a people-first lens. So whether you’re conducting a pre-screening interview, or you’re in a final-round group interview, put your culture front-and-center. 

Traditional Hiring Practices Are Inefficient for Hiring Leaders

There hasn’t been a time in recent history when the development and application of smart hiring practices has been more important. Companies are struggling to hire the best and the brightest while facing a unique set of challenges. We’ll explore if we are meeting this inflection point effectively — and what companies can do to improve their response.

Our Guest: Lou Adler

On the last Worktrends Podcast, I spoke with Lou Adler. We discussed hiring practices and how businesses can take it to the next level.

‎Lou Adler is a well-known hiring expert, who turned the recruitment industry on its head through his performance-based recruiting model. With over 40 years in the recruiting industry, Lou’s company, the Adler Group has trained over 40,000 hiring managers and placed 1500 executives for many of the fastest-growing companies.

He is a top LinkedIn influencer and author, known for The Essential Guide for Hiring and Getting Hired and the Amazon top 10 best seller Hire With Your Head, Using Performance-Based Hiring to Build Great Teams, translated into multiple languages.

Hiring Decisions: Are We Making Progress?

You contend that hiring results haven’t improved much in the past 25 years. What is the basis for this claim after tens of billions have been spent on new HR tech?

Well, the biggest claim is… I look at the Gallup satisfaction report, which comes out monthly and it hovers around 30 to 33% of people who are actually satisfied with their jobs. And that number hasn’t changed in 25 years since they started taking it.

So as far as I’m concerned, things have not only not gotten better, they have gotten worse. And I contend, I know the reasons why, but that’s least sufficient proof to say, “Hey, maybe we do have a problem.”

The Great Resignation & Job Satisfaction

Let’s talk about the great resignation. In all of the implications, what are you seeing here? And do you have suggestions for companies, recruiters, and job seekers around this?

To me, and it goes back to the underlying problem of why people are dissatisfied and it really comes down to the point that people take jobs and they don’t really know what the work is. And they don’t know what the style of the manager is, they don’t know the quality of the team, and they’re not a hundred percent sure of what the expectations are.

The satisfaction is driven by the work itself, the people, the company, the manager, the projects, the impact they’re making, and people give that to a shrift. They focus too much on the start date, not enough on the actual work they’re doing.

So to me, that’s the underlying problem of dissatisfaction. And it’s gotten worse because people are now trying to hire faster for more money. So now you have the great resignation, et cetera, et cetera, et cetera.

The Solution: Recruiters Need to Understand the Roles

Recruiting, with no understanding of the role, won’t help us recruit and retain the contributors. It’s time to change the mindset about how we approach discussions with candidates. Quick hiring, without deep consideration of the roles, is fueling negative outcomes. 

I have the knowledge that I believe is correct, but I think you have HR leaders and companies that have a strategy designed, “Hey, let’s fill jobs as fast as we can.”

And yet I believe the process of making that decision, “Should I hire this candidate?” And from the candidate’s perspective, “Should I take this job?” That is a much more detailed, thorough evaluation. That’s an investment on the company’s standpoint in hiring this person and an investment on the candidate, “Hey, should I invest my time in this company?”

And I don’t think the tools that both sides use to make that decision are evaluated properly. I think people have competency models. They’ve got behavioral interviewing. I think that’s a band-aid solution, and I don’t think they’ve really addressed the core problem.

The Solution: Take the Time to Define the Work

There are steps to improving hiring. However, more time on the front end of the process is necessary. This requires a close look at critical performance objectives — and incorporating these into a method, a “scorecard”, that can direct the entire recruiting process.

If you want to implement performance-based hiring, you have to only do two things. Number one is you don’t take a requisition filled with skills, experience and competencies. Instead, you take a requisition that lists the five or six key performance objectives the person taking that job needs to do over the course of the year to be considered successful.

We call that a win-win hiring outcome. Meaning the candidate says, “I’m so glad I had this job over the year and I’m enjoying this work.” And hiring manager says, “I’m so glad I hired that person.” So, defining the work is that core thing.

The other bookend is, don’t accept or don’t hire anybody unless they meet the standards on a tool. We call it the Quality of Hire Talent Scorecard, which determines the 10 best predictors of on the job success. If you just put those two bookends in, don’t hire anybody who doesn’t meet these performance requirements and define those performance requirements up front, you’ll figure out what you’ve got to do in the middle to get there.

In Summary: When Hiring, Emphasize Key Performance Indicators & Consistently Apply That Strategy

Overall, we cannot hope to improve hiring decisions without taking the time to understand the specifics of the role. The ensuing process should not be a race to hire, but a race to capture the important aspects of the role and communicate this effectively to candidates.

The issue to get to that though, requires a lot more work. It’s not just, “Will you take this offer at this point in time?” I have to understand the job, I have to understand the environment, the candidate has to understand, “Is this the right career move? Is it work that I’m intrinsically motivated to do? Can I work with this team? And can I work with a manager’s style?”

I hope you found this episode of #WorkTrends helpful. I know that I found the discussion fascinating.

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Also, for more great conversations, be sure to follow #WorkTrends on LinkedIn, Twitter and Instagram!

5 Strategies for Defining Your Employer Brand

Vanilla is one of the most popular flavors in the world. Just ensure it doesn’t become how people describe your employer brand.

Today’s job candidates and workers are often compelled to stay with one company versus another because of the company’s purpose and value. In other words, companies need a strong, direct, authentic employer brand that keeps employees from quitting and joining the Great Resignation. In most cases, a vanilla employee experience won’t cut it anymore.

A Modern Employer Brand

Instead of a basic, old-school employer brand, you need one that’s modern. You need a brand that reflects what your organization stands for and what talent can expect, even if it turns some applicants away.

Companies with substantive employer branding often embrace not being a good fit for everyone. Their employee value proposition statements illustrate their workplace’s true “give and get” nature. With this model, when a team member is willing to “give” in one area, they can expect to “get” something in return. It’s a reciprocal relationship that’s offered up plainly and unabashedly.

If this sounds unusual, it’s because only now are organizations strategically revising and advertising their employer brands more deeply. As employees become more critical of their work environments, many leave their longstanding positions to find companies that align with their values and goals. Especially in the ever-changing workforce, it’s important to learn from others’ mistakes so your company prospers rather than plummets.

Communicate a Meaningful Change

Even massive employer branding face-lifts, like Facebook’s rebranding to Meta, are not enough. Such a change can be perceived as surface-level and doesn’t create or communicate any meaningful change. And because in recent years, candidates have begun conducting employer brand research and digging deeper, transparency and authentic connection are key. Candidates and employees want sincerity. Candidates want to know what your company stands for to decide if it aligns with their passions and purpose. In other words, they want you to lay everything on the table as part of your employer branding.

Where, then, do you start? Below are five employer brand research tactics that will help you define and establish a genuinely distinct employer brand that reflects not only where your company is today but also where it will be tomorrow.

1. Assign a range of leaders to an employer branding committee.

As with any initiative, your employer branding efforts require commitment. An employer branding committee will help construct your employer brand from the ground up and serve as a strategic resource moving ahead.

To get the most out of your committee, including team members from across departments and verticals such as talent acquisition, marketing, diversity and inclusion, and sales will ensure that you aren’t overlooking any key issues as you flesh out what your employer brand means.

2. Host an employer branding kickoff meeting.

After inviting critical players to the table, hold a workshop to allow everyone to get on the same page regarding your employer branding goals. Hold this workshop in person, online, or both. After all, quality employer branding should be geographically agnostic.

During the event, review your employer branding elements. Try to get a handle on how all departments and groups see your organization. Are there disconnects, such as between your mission statement and the experience of workers as measured by employee insights like exit interviews? These are the areas to start cementing your preferred employer brand.

3. Conduct interviews with members of your leadership team.

A huge reason for misalignments between the employer brand you want and the employer brand you have is that leaders’ aspirations don’t always match up to your employer branding expectations.

As part of your conversations, find out what your company leaders demand and admire about their employees. Attempt to get a sense of what working for them looks like so you can revise your employer brand accordingly. Remember that you want your employer brand to be transparent when presenting your organizational work life.

4. Complete focus groups with a cross-section of employees.

Now that you’ve heard from the people steering the ship do a little research to learn more about the daily experiences of employees. Hold about a half-dozen two-hour sessions with up to 10 workers in each session. Use these focus group sessions to find out why the employees chose your organization and what motivates them most — and least. Try to understand the “give and get” exchanges happening. Don’t be surprised if you realize that your employer brand is more complicated than you might have thought.

5. Gauge the market’s view on your employer brand.

At this point, you should start to have a fleshed-out idea of your employer brand. How does it match up to your competition? Ideally, you want your employer brand to gain attention because it’s compelling or engaging. Therefore, spend time investigating the employer brands of your talent competitors.

Check out Glassdoor ratings, social media posts, and other markers of general brand sentiment. Be sure to check out job descriptions, too. Everything you learn can be folded back into maturing and solidifying your employer brand.

Final Words

Years ago, employer branding seemed easy: Pop a ping-pong table in the breakroom, offer beer on tap, and you were done. In 2022, high performers are looking for something deeper and more substantial out of their employee experiences. They’re looking for companies with employer brands that are straightforward and real and that offer workers a chance to be a part of a company they know they can trust and believe in. Developing a research strategy and research infrastructure for employer branding enables you to be that for them.

Meeting the Needs of a Changing Workforce

Graduation season is here, and many recent or soon-to-be graduates are about to enter the workforce. In fact, it is estimated that companies plan to hire 26 percent more new graduates from the class of 2022 compared to the year before. Meeting the needs of this new workforce is key to successful talent acquisition and retention. 

The world is different than it was three graduation seasons ago. Businesses have needed to adjust the way they approach the hiring process to build strong teams. For these organizations to attract and retain the top talent within the job market, a different mindset and approach are required.

The future of work is now, and it is reliant upon driving change through technology, different ways of working, fresh perspectives, and diverse voices.

The Demand for Flexibility

Flexibility is an unwavering demand of the new generation of workers. In a world that relishes instant communication and expects full transparency, job candidates are more aware of the vast number of organizations that meet their employees where they are. So what does this mean for companies that are looking to hire and retain candidates who are overwhelmed with options? It means that flexibility is a must – not a “nice to have.”

Flexibility means allowing employees to build a schedule that best fits their needs. Many organizations are adapting accordingly as they recognize this level of flexibility is something they must offer their current and future employees. In fact, 81 percent of executives are changing their workplace policies to offer greater flexibility. This is a standard expectation of our new normal. A failure to keep up with these demands means limiting your talent pool and losing even the most loyal of employees.

Flexibility also means empowering employees to choose where they work. Organizations that promote a “work from anywhere” mindset prove that they truly foster an environment of flexibility and a consistent employee experience regardless of where one is seated. Companies have quickly acknowledged that the “work from anywhere” mindset vastly widens their potential candidate pool. These organizations can focus on recruiting candidates with different skillsets or backgrounds that can positively impact the business.

The companies that will win in the top talent competition are those that realize it is not where one works, but rather it is the breadth and quality of the work produced that is critical in allowing their organization to scale to the next level.

Defining Your Purpose and Aligning With Candidates

As Gen Z gains more stake in the workforce, purpose-driven practices will continue to take hold at the forefront and become the foundation of business. This shift has been bubbling under the surface for a few years, but now it sits firmly at the core of candidate requirements.

Organizations that choose to look intrinsically and identify the true purpose behind their work will find that like-minded talent turns their way. Purpose comes in many forms and can be realized in a variety of ways. There is no doubt that the new generation of candidates will not work for a company that does not have a defined and pursued purpose in place. The questions that all organizations must ask themselves are: What is the purpose of what you do? Who will you positively impact? How can you build a workplace that drives this purpose every single day?

The Impact of Technology

The Insurance industry exists largely to serve and support individuals, families, and organizations across the globe in times of need. This institution is comprised of companies that face challenges of how to bring a fresh and modern approach to help drive their purposes. Due to the length of its establishment, it would not come as a surprise if many candidates, particularly new graduates, saw the insurance industry as old school and have not considered it for their future careers. However, the reality is that there is a multitude of career advancement opportunities as technology such as software-as-a-solution, artificial intelligence, and machine learning continue to mature and become a staple within the industry. Insurance is a perfect fit for the new generation of workers who are inherently creative problem-solvers and who also wish to deepen their technology skillsets.

The companies that truly live out their defined purpose and offer the skills and training programs that employees desire will be the ones that gain the talent pool’s attention and thus deliver the innovative solutions that will be disruptive within their industry.

Cultivating Diverse Talent is the Path Forward

The changing workforce is shedding a bright light on the notable differences in how the varying generations approach their line of work. However, one similarity all generations in the workforce share is that employees only feel satisfied within their careers when they are comfortable enough to show up as their true selves and follow and express their passions and beliefs. Organizations that allow individuals and groups to be heard and empowered will win the competition for great talent. Without a doubt, upholding diversity, equity, and inclusion (DE&I) practices are at the forefront of these efforts.

Companies that promote their DE&I efforts create a culture where employees feel respected, connected, and proud. These organizations that choose to take a stance are more favorable to the new generation of candidates, many of whom will not work for companies that do not have DE&I programs in place. For organizations with customer-facing roles, an increased level of pride from employees leads to an increased level of engagement. Therefore, allowing them to better serve their customers and build stronger relationships with critical stakeholders.

Diversity Fosters Innovation

Organizations with diverse leaders and employees innovate at a faster rate. Diverse thinking and perspectives fuel creative ideas. It also fuels development cycles for new solutions, allowing companies to gain and sustain a competitive advantage by getting to market faster and focusing on the long-term value for their customers. This will in turn drive better business outcomes. 

Recently, our organization held a Diversity Summit to reflect on and discuss the future goals of DE&I in the workplace. It was a transformational three days, and the Summit is the type of event every organization should host more of. The group’s time together was filled with impactful moments that were educational, inspiring, and motivating to our employees. Both on a professional and personal level. 

DE&I initiatives should be incorporated into every part of the business and is not merely a three-day event. Leaders need to make a conscious effort to inspire employees and drive company culture by “walking the walk.” Candidates are not impressed by companies with executive-level and corporate “buy-in”. They are drawn to companies with true executive-level and corporate “believe-in”. An organization’s DE&I stance must stem top-down, and it cannot just be a focus within the HR part of the organization, or it will fall flat.

Every employee at every level within a corporate environment owns the company culture. Every candidate in the talent pool has a vested interest in being a part of an open culture that promotes belonging. 

A Few Final Thoughts

A company’s most valuable asset is its people. 

Companies must regularly reevaluate their hiring and internal processes. These processes are only successful when companies foster programs that empower their employees both professionally and personally and allow them to pursue their passion and purpose.

The companies that do this are the ones that will attract and retain candidates of the highest caliber.

7 Tips For A Successful Remote Hiring Process

Gone are those days when people used to travel to their workplaces. According to a Pew Research report, about one-fifth of workers having the flexibility to work from home are doing so. 

With the onset of the pandemic, global employment methods and the work culture changed forever. By December 2020, 71% of the working population were working remotely. Yet, even as the pandemic threat subsided, many professionals chose to work from home. In November 2021, a report by Gallup showed that 45% of full-timers were still working remotely, either part-time or full-time. 

This sudden paradigm shift to remote work has affected the work culture of almost all organizations worldwide. Today, recruits and even legacy employees demand a flexible hybrid working model. This pushes companies to rethink their business model to incorporate the shifting dynamics of a remote workforce. Companies must design a cohesive culture in a digital environment, and the change should begin right from the recruitment process. 

This article will address the importance of remote hiring in the modern industry and offer actionable solutions to its complexities. 

Why is Remote Hiring Important?

We’ve just emerged from a global pandemic that forced people everywhere to stay confined within the four walls of their homes. In 2020, as governments imposed lockdowns across countries, most organizations chose to operate remotely – this sudden transition was anything but smooth. Although challenging, corporations could stay afloat by adopting radical remote hiring and working strategies. This is when the reliance on digital collaboration tools like Zoom, Google Meet, Slack, etc., skyrocketed massively. 

Soon, companies realized that remote hiring offers numerous advantages, especially for global employment. With the possibility of remote work on cards, most corporations can now hire international employees. 

As the modern workspace is no longer limited by geographical location and borders, organizations can tap into a broader global talent pool. This is a win-win situation for businesses and job seekers. Since companies can source talent from anywhere globally, they can save money on employee relocation costs and forego the hassle of arranging for work permits and visas. On the other hand, skilled and qualified people can apply for their desired roles in top companies without being restricted by geographical boundaries. 

As remote work became the norm, many corporations realized that retaining talent is now relatively easier. With employees working from the comfort of their homes, they can maintain a better work-life balance and be more agile and productive. Remote or hybrid working has had a direct impact on the well-being of employees, with a recent Forbes report claiming that it boosts employee happiness by as much as 20%. 

Thus remote hiring is pivotal for international hiring since it helps build a diverse team comprising skilled and qualified people who are satisfied with their job. 

Guidelines for a Remote Hiring Process

Although companies can source talent internationally now, there remains a shortage of skilled workers, particularly in specialized areas. In addition, upwork reports that around 78% of HR managers consider that skills will become more niche in the ensuing decade. Consequently, about 91% of managers have already resorted to more agile hiring strategies. 

Cultivating a work culture that is both diverse and inclusive starts with remote recruiting. Businesses must adopt an open mindset and implement innovative hiring approaches to build a competent remote team. 

While there’s no shortcut to hiring best-suited candidates virtually, employers can follow these guidelines while remotely hiring employees. 

1. Invest in Remote Hiring Pre-Work

In collaboration with the Harvard Business School, a recent study by Accenture revealed that a significant portion of qualified employees is deterred by online job portfolios put up by employers. 

Hence, employers must switch up their job promotion tactics. For instance, they can create attractive job descriptions highlighting a specific role’s key skills and responsibilities. Hiring managers can also accurately describe their company’s remote policy to maintain transparency across job platforms. They should also include any logistical requirements, such as expected timezones or the frequency of monthly office visits. 

It’s crucial to create tailormade job ads for different platforms. Pasting the same hiring advertisement for all job profiles will mean you risk the chance of losing out on a potential talented applicant.

2. Importance of Video Interviewing 

Today, freelancers and full-time employees feel more comfortable with remote employment. Hence, employers can no longer ignore the importance of video interviewing for remote hiring. Usually, employers/recruiters cannot meet the remote applicants face-to-face, and thus, they have to evaluate a candidate’s skills through video interviews. 

However, video conferencing comes with its challenges. For instance, there can be audio-video glitches or internet disturbance during the interview. Employers can easily overcome these issues by creating a solid interview setup for remote hiring, including a reliable internet connection, double-checking the tech before logging in, etc. Also, it helps to have a Plan B ready if there’s any glitch during a video interview. 

Tip: Be punctual and present in the chatroom when the applicant enters. Slowly ease into the interview process through casual chatting. 

3. Be Transparent 

Recruiting international talent can be a tricky process. However, being transparent about your company’s mission and your expectations from the employees is a commendable start to the employer-employee relationship. This will help you lead by example and gain your employees’ trust. 

4. Prioritize Collaborative Hiring

Fostering teamwork is a pivotal addition to your company’s work culture. Ensure to involve all the relevant teams while hiring employees remotely. It allows your employees to get involved in the core operations and makes them feel valued. 

Collaborative hiring also allows you to acquire valuable input from different team members, making the whole hiring process more comprehensive. Ensure that your Applicant Tracking System (ATS) can facilitate team collaboration and accommodate multiple users. 

5. Integrate Technical Skills Assessment 

All employers must evaluate applicants’ hard skills, especially for highly competitive niche roles. For instance, recruiters may assign projects or coding problems to assess a candidate’s real-world skills for tech roles like data scientist or web developer. 

Project-based assessments are a foolproof way to test a candidate’s competency and skills. For example, a 2021 HackerEarth developer survey states that nearly 40% of working developers prefer to sit for video interviews that provide remote editing tools. 

6. Provide Details Pre-Interview

When recruiters fail to offer detailed information about a role, most candidates are unprepared for the interviews. This makes the entire interviewing process futile. 

You can avoid this by providing applicants with all relevant details related to the job during the pre-interview stage. Also, putting up details online will ensure a level playing field for all candidates. Another great idea is to conduct career fairs before the scheduled interview to help candidates comprehend what you expect from them. 

7. Hire People with Remote Work Experience

This might sound odd, but remote working isn’t everyone’s cup of tea. With minimal to no supervision, remote workers are autonomous – they are their own boss. Unfortunately, this may lead to sluggish outputs and missed deadlines. Founder of Baremetrics, Josh Pigford, explains it aptly, “….. It’s a skill set. You have to know how to work remotely.” 

Thus, hiring people with some remote work experience might make an employer’s responsibility of supervising and managing employees easier in the long run. 

To Conclude

Employers must meticulously plan their remote hiring process to fit the needs of the modern remote workforce that operates across borders. From advertising job vacancies to onboarding remote employees – every step of the hiring process must be well-thought-out. 

We hope these tips help align your remote hiring strategies with your company goals.

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.

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.

     

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.             

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.

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

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.

 

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 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.

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. 

Building a Courageous Work Culture: Why it Matters

Sometimes, the biggest threat to an organization isn’t the most visible one. Emotions drive behavior, not logic. One of the most potent emotions is fear. As a result, one of the most significant challenges and responsibilities of leaders – at every level – is combatting fear and fostering courage. In themselves, in others, and across their entire organization.

 

 

Our Guest:  Karin Hurt, CEO, Let’s Grow Leaders

On the latest #WorkTrends podcast, I spoke with Karin Hurt, CEO of Let’s Grow Leaders; a training firm focused on human-centered leadership development. They help leaders resolve workplace ambiguity to drive innovation, productivity, and revenue without burning out employees. 

Mental health and wellness in the workplace has been a trending topic for several months. Psychological Safety sits at the core –  defined as “the belief that one can speak up without the risk of punishment or humiliation.” 

After working with both leaders and supervisory level employees at the same companies, it became clear to Karin that there was a lack of Psychological Safety in the workplace. As a result, Let’s Grow Leaders partnered with the University of North Colorado for a research study to understand when employees were holding back ideas, what kind of ideas they were holding back, and what was preventing them from speaking up.

When asked more about what inspired the study on Psychological Safety and innovation, Karin had this to say:

“We were working with leaders across a variety of industries all around the world, and we were having conversations at the senior-most levels of these organizations. And we were hearing things like, Why don’t more people share their ideas? Why don’t people speak up? And then we would be doing training at the supervisor level of these same organizations. And we would hear things like, No one wants my ideas. Nothing ever happens anyway so why bother? And we thought, are you working for the same company?”

Why Employees Don’t Speak Up?

It’s important that leaders are trained to be exceptional listeners. It’s also important for leaders to create an environment of trust. Why do employees hold back? Karin further explains:

“When we dug underneath and found out why they were holding back these ideas, 50% said nothing will ever happen anyway. 49% said they weren’t regularly asked for their ideas. 67% said my manager operates around the notion of this is the way we’ve always done it. 40% said they lacked the confidence to share. And this one was really the most surprising. 56% said they don’t share ideas because they’re afraid they won’t get the credit.”

Steps to Building a Courageous Culture

An employee’s lack of confidence can stem from many experiences and roles. The result – trust and confidence barriers. As a leader, steps can be taken to break through these barriers:

“So it starts with navigating the narrative. And that is really getting very clear about how you feel about speaking up at work. And then, it’s creating clarity that you really do want people’s ideas. Third, cultivate curiosity, which is where you proactively go out and ask people for their ideas.

It’s not enough to ask. Karin further explains:

“So we talk about responding with gratitude, thanking people for their ideas, information, telling them what’s going to happen next or not happen next and why.”

Building an infrastructure of courage starts from the top down. Don’t just change the narrative; live it. 

I hope you enjoy this episode of #WorkTrends. To learn more about building a courageous culture at work, contact Karin Hurt on LinkedIn.

Myth Busting Common Video Interview Concerns

Video interviewing—whoever has gone on one knows that it is a different beast, both for the candidate and the recruiter. Aptitude Research reported less than 60% of US companies used or planned to use video interviewing in their HR processes. At the height of COVID-19, a Gartner study revealed that 89% of organizations have used video interviews to hire talent. This number is expected to rise even more as video interviews become increasingly popular. For this reason, it’s important for employers to understand the benefits of video interviewing and get more comfortable with it.

 

Our Guest: Sean Fahey, CEO, VidCruiter

Sean Fahey is an award-winning business leader, serial entrepreneur and CEO of VidCruiter. His company is one of the fastest growing in remote recruitment in the market. After years of firsthand recruitment experience, he’s on quest to share everything he knows about the evolution of video interviewing.

Sean started us off by explaining the basics of video interviewing in the recruiting space and its many forms:

“The most popular would be like a Teams, or Zoom, or a Skype type interview. We have that solution here at VidCruiter and we’ve repurposed it to be recruitment specific. The most popular type is called an asynchronous interview or an on-demand or prerecorded interview. This is where a candidate records themselves on their own time at home and recruiters watch this recording on their own time in the future. This allows recruiters and hiring managers save a lot of time.”

The Myths of Video Interviewing

Candidates prefer in-person interviews for a fighting chance at securing job. However, it’s becoming evident that video interviews produce greater results for employers. There is a lot of good happening behind the scenes that candidates don’t realize. Sean explains:

We often hear candidates say, ‘I’d rather meet with you in person or talk to you.’ ” The purpose of this tool is not to eliminate the in-person interview or a video conference, it’s the step before that. The benefit of a prerecorded interview is that you can now open the pool up to whoever is remotely qualified. So, you’re giving a chance to 20, 30, 40, 50 candidates to showcase themselves. This tool enables more people to have real conversations, more people to see your profile, and more people to be interviewed. The goal is not to eliminate the in-person or the video conference that you’re going to have after, it’s to facilitate who will go there first.”

How Video Interviewing Mitigates Hiring Bias

People assume that video interviewing increases hiring bias, but in actuality, it’s quite the opposite. The pre-recorded method, for example, allows candidates access to an identical question and answer experience. Sean further explains how video interviews mitigate small talk, a common contributor to hiring bias.

“It’s hard to avoid small talk, but small talk has the potential to create bias. Video interviewing reduces hiring bias by treating everyone identically. Another component of the bias reduction is the ability to share video interviews with multiple stakeholders. More than one decision maker can watch an interview and determine who they want to meet with next. The third component is how the evaluation process is done. More than one person can be part of the evaluating criteria. VidCruiter’s tools and other vendors within the space have what’s called ‘structured interview evaluation guides’ built into on-demand or video interview solutions. This way, when recruiters vet through candidates, they have the proper evaluation metrics and guides to make the right decisions.”

Artificial Intelligence and Video Interviewing

Sean expects that artificial intelligence will make a significant impact in future digital recruiting:

 “If you talk to Siri, Google Voice, or Alexa, what percentage of the sentence would you say did it captured properly? Sometimes it’s 100%, other times it’s 80% or 90%, but the point is, they’re the leading provider of that kind of technology in the world. AI is performing in terms of predicting where candidates should apply in a chatbot or predicting the best recruiters. However, in terms of analyzing a candidate, it gets kind of risky.”

How to Prepare for a Video Interview

The interviewing process has changed drastically over the past two years. Candidates are less likely to meet potential employers in-person, and more likely to suit up for their webcams. This could be a new and daunting experience for most, which is why Sean left us with tips to best prepare for video interviews.

“The best thing that you could do is practice. You can get an interview coach or you can get someone to sit with you and ask you some questions to prepare. I’ve found that the most successful candidates are detailed and they have more examples to support their responses to questions.”

How Companies Can Improve Their Video Interviewing Experience

There are ways for recruiters to improve the recruiting experience for candidates so that they feel like they’re being interviewed by real people and not lifeless computers. Sean fills us in on a few tips that will have candidates happily complete the vetting process, rather than give up midway.

“If you’re a recruiter, record a video in your home, on your phone, in your car, or in your office asking the interview questions. Have different managers from your team record themselves and have staff members of the same role give testimonials on their experience working at your company. This is even a better experience than a traditional interview because the candidate is able to meet more people in your team.”

I hope you enjoyed this episode of #WorkTrends, sponsored by VidCruiter. To learn more about video interviewing and recruiting in today’s climate, contact Sean on LinkedIn.

 

 

 

 

Internal Mobility, The Talent Marketplace, and Why to Embrace It

The world of work is rapidly evolving, and so are the career aspirations of the people. Compared to what we saw decades ago, people don’t want to embrace the same position for years till they retire. Instead, they are looking for opportunities to try new duties, get new skills, and stay flexible and agile.

On the flip side, today’s labor market is highly competitive, and there is a scarcity of skilled workforce. The PwC CEO survey reveals that a whopping 74 percent of CEOs are concerned about the shortage of critical skills and talent.

As a response to those challenges and today’s look at the future of work, internal mobility comes into play very actively.

The ‘secret sauce’ of internal mobility

The modern internal mobility concept evolved as the next logical step after the traditional career management model. The problem with career management was the idea of “waiting until someone is ready.” This resulted in losing top talent who took career opportunities elsewhere. Even if mobility was facilitated—or rather forced by management—it looked more like “assigning” new roles to employees.

Internal mobility today is agility built into the company’s talent processes. This model allows companies to get the most out of the talent and skills their employees obtain. Employees, in turn, get multiple opportunities like taking new and adjacent roles, upskilling, and keeping up with the company without having to leave it.

Internal talent evolution, however, wouldn’t be possible without technology. Today, the HR tech landscape contributes to internal mobility by providing what are called talent marketplace solutions. Simply put, a talent marketplace is a platform that connects employees with career opportunities inside the organization.

From recruiting to employee upskilling: What the talent marketplace brings in

The talent marketplace helps companies improve their employee engagement, development, and retention. Other challenges the talent marketplace helps address are:

  • Accelerating time-to-hire and optimizing hiring costs: Many organizations still pay big bucks to recruit people from outside. With a talent marketplace platform and insights into the company’s skills and talents, organizations can save recruiting expenses and instead connect their internal employees with the internal job openings.
  • Improving productivity of new hires: Employees who joined a new project or stepped into a new area of responsibilities within the company demonstrate better productivity. The reason follows. Internal talents have already spent some time with the company and can bring their valuable insights and skills to the new role. Besides, the opportunity to shift to a new role within a company contributes to employee motivation, engagement, and development.
  • Addressing skill gaps and future-proofing: The talent marketplace also helps the company coordinate all its available talents and see if they match current and future job roles. This way, companies can spot the skill gaps and align their employee development activities with their strategy and market trends.
  • Building a more agile workforce: In the long run, by embracing internal mobility powered by technology, companies can foster transition to a more agile workforce.

Talent insights as a fuel for internal mobility

One more component that makes internal mobility sufficient is data. The lion’s share of it, apparently, comes from within the company. Employee CVs, job profiles, training programs, and other assets containing information about skills are filling the internal mobility machine. Data about internal skills loaded into the talent marketplace platform transform into insights. Some of them allow companies to:

  • Basically, match employees to existing job openings, projects, and tasks
  • Personalize reskilling and upskilling journeys to help employees grow into new roles
  • Benchmarks future skills and future jobs

Another source of insights fueling internal mobility is the external market. Market trends that have run through the talent marketplace provide companies with insights into emerging roles, skill developments, and future business trends awaiting the particular industry.

With intelligence like this, companies can fill existing job openings with existing employees and take internal mobility to a whole strategic level. Specifically, they can make skills in their company transparent. Also, they can know what skills are still missing in their company, and plan strategies to address these deficits. They can plan, personalize, and predict the effort of employee development initiatives aimed to fill in the skill gaps.

Of course, embracing internal mobility doesn’t happen overnight. It takes time, investment, data, and the right technology. But most importantly, it requires the right future-oriented mindset. American Express, IBM, Nestle, P&G, Unilever, and Google are just a few examples of brilliantly performed internal mobility strategies set on the future and employees’ development. Hopefully, more prominent companies will join these ranks.

Recruiting Pro Tip: How to Overcome Candidate Communication Barriers

Talent selection is a delicate, multifaceted process. No two candidates are alike, and each presents the recruiter with a unique set of circumstances to navigate.

The selection process is entirely predicated on the quality of communication. With this in mind, recruiters need to do their best to become familiar with the candidates and understand what they do or don’t bring to the table. This depth of insight helps recruiters make the most informed decisions.

It’s important to realize that a number of variables determine the quality of candidate communication. For example, communication channels, the setting, the candidates’ cultural background, psychological makeup, and so on. All these variables can create specific communication challenges and difficulties. Notably, this communication noise prevents recruiters from forming a complete picture of the candidates.

What are the most common communication barriers in the recruitment process?

As the working reality becomes increasingly globalized, it provides unparalleled access to the talent pool. On the flip side, it also creates new challenges for recruiters. Surely, the work of a recruiter has never been more complex. For one thing, there are a growing number of factors to take into consideration during the selection process.

It is virtually impossible to capture the full extent of the complexity of the present-day recruitment landscape. Instead, we will cover some of the most common candidate communication barriers in the selection process. We will examine examples and provide suggestions for overcoming these barriers.

The most common kinds of communication barriers are:

  • Cultural barriers
  • Physical barriers
  • Personality barriers

Let’s take a closer look at each of these areas.

Cultural communication barriers

Indeed, the way we interpret the words and actions of others is greatly shaped by our own experiences. Moreover, recruiters have historically been faced with a high degree of differences among candidates. In earlier times those differences would manifest themselves within a certain cultural context. With technology-enabled access to the global workforce, that is no longer the case.

Approaching candidates from different cultures from a “western” perspective can easily create communication barriers. Let’s take a look at some of their more common manifestations.

False assumptions

Obviously, every culture has its own norms of expression. Something as simple as a head nod can indicate agreement in one culture and disagreement in another. Because of this, a lack of understanding of these differences can easily lead recruiters to false interpretations.

For instance, making eye contact during an interview is interpreted as confidence by western cultural norms. Some other cultures consider it rude and impolite (Chinese, for instance). The same can be said for talking loudly.

As another example, personal questions that we find acceptable in our culture can be too invasive in others. Westerners find name-dropping and referencing influential personal ties to be inappropriate. Conversely, it may be perfectly normal in societies with a strong community aspect.

While it may be true that certain cultures are more explicit, emotional, and passionate in their expression, others may be more restrained and subdued.

These are only several examples from a vast array of cultural differences.

Language barriers

The English language has become a ubiquitous means of international communication. However, recruiters should not assume that everyone uses it at a high level. To be safe, it is best advised to simplify the language and avoid metaphors and other more abstract manners of expression. Generally, this ensures a high degree of clarity and mutual understanding with non-native English speakers.

Stereotypes

Recruiters should be particularly careful to avoid the trap of stereotyping. Whether we are conscious of it or not, we all fall prey to stereotyping. Making assumptions about others based on their fundamental characteristics is part of our nature. Often, humans need to categorize the world around us to interact with it in an efficient manner.

Without a doubt, stereotypes can seep into the way we communicate with others. This creates difficulties stemming from false assumptions. Stereotypes lead us to believe that a person from a certain group will behave in a certain manner. Candidates can easily (and often correctly) interpret stereotyping as an offense.

How to overcome cultural communication barriers

It all starts with understanding and respect.

The more we are familiar with other cultures, the easier it becomes to navigate and interpret them properly. Recruiters should understand the candidate’s fundamental cultural norms and desirable patterns of behavior.

With language, it is all about finding common ground and adjusting our vocabulary to ensure that we are clearly understood.

Stereotypes are more difficult to overcome, as they are often deeply ingrained into our being. Recruiters should do their best to avoid making assumptions beforehand. They must approach all candidates as individuals, removed from any group context. It’s all about their qualifications, not any group labels.

Physical communication barriers

This category refers to the physical setting of the selection process and the candidate communication obstacles it may present.

Candidate interviews take place either in a shared physical space or online. Both come with their own sets of potential obstacles that warrant closer inspection.

In-person interview

The main physical obstacle in an in-person scenario is discomfort. Generally, interviewees always experience a certain degree of anxiety and it is up to the recruiter to make them feel more relaxed and comfortable.

Here are a number of steps recruiters can take to prepare the interview setting and make it more comfortable for the candidate.

  • Find a space that is free from interruptions and distractions such as background noises.
  • Show the candidate the restroom location and allow them to use it.
  • Offer the candidate a hot or cold beverage.
  • Have any other participants in the interview in place to avoid delays.
  • Give the candidate a tour of the office (walking can have a calming effect).
  • Have water and glasses available during the interview.

Online interview

Holding an interview in a virtual setting eliminates many challenges of in-person interviews. It also creates new ones. Basically, the formal goal is to eliminate distractions and allow both parties to focus on the conversation.

Certainly, technology can be unpredictable. The number of tools we use to communicate nowadays creates a situation where things can easily go wrong. However, solid preparation can minimize a lot of these risks. Here are some tried and tested practices for conducting online interviews:

  • Planning and scheduling: Clearly communicate the course of the process. Schedule the interview well in advance. In addition, inform the candidate about the communication platform and check whether they can use it. Inform them about any other participants. In short, make sure you cover every relevant detail in advance.
  • Technology: Test your equipment (camera, microphone, headphones, computer, Internet connection, etc.). Don’t forget software (interview platform, login data). Also, arrange a backup option (different platform or a phone call) in case something goes wrong.
  • Distractions: Ensure no interruptions. First, turn off ringtones and alarms. Minimize background noises. Prepare all necessary items to avoid getting up or shifting around.
  • Voice and gestures: Pay greater attention to your tone of voice and facial expressions. Also, show engagement with the conversation. Account for any streaming delays by making brief pauses after sentences. Try to look at the camera, not the screen.

Personality communication barriers

Candidate personality can create a variety of communication barriers. In this section, we will examine some of the most common situations.

The silent candidate

Some candidates are not very talkative. It can be a case of nerves, lack of proper answers, and many other reasons. Usually, recruiters can attempt to overcome the lack of input by:

  • Asking additional questions
  • Hinting at a longer answer (“Give me a more detailed overview of…” or “Take a few minutes to tell…”)
  • Allowing them to come back to the question at a later point
  • Being direct (“Can you be more specific about…”)

The chatty candidate

Some interviewees tend to give long and winded or generalized answers that often meander away from the question. Because of this, recruiters can choose to write it down as general chattiness. It can also be an indication of nerves or the lack of a proper answer. To keep the interview on track and get the answers they seek, recruiters should:

  • Ask specific questions
  • Summarize the key points of an answer
  • Hint at a preferred shorter answer (“Can you briefly clarify…”)

If none of this works, recruiters should embrace a more authoritative approach by:

  • Being direct and letting the candidate know that they’re not answering the question
  • Interrupting the answer to get back on track
  • Referring to time constraints and reminding the candidate of limited interview time

The nervy candidate

Sometimes, despite the recruiter’s best efforts to relax them, candidates cannot fully reign in their anxiety. Unfortunately, there is only so much a recruiter can do to alleviate the situation, and these are some of the steps they can attempt:

  • Display a relaxed state.
  • Acknowledge the candidate’s nerves without making a big deal about it. Letting them know that it is OK to be nervous can help.
  • Engage in small talk (weather, journey to the interview, etc.) to try to relax the candidate.
  • Offer refreshments.
  • Be patient, make eye contact, and utilize supportive and encouraging gestures and expressions.

Wrapping up

Attracting and managing a globalized talent pool is becoming more and more complex. Thus, recruiters must be more knowledgeable and adaptable than ever before when it comes to candidate communication. Also, communication barriers are multiplying in a fast-evolving world. However, recruiters can still overcome them with a fundamentally astute approach to their work. This includes being prepared, being respectful, and having an open mind.

Talent Acquisition 2021 Recap and Forecast for 2022

The pressure is officially back on for talent acquisition teams to engage the right employees and help businesses stay competitive.

Early on in the pandemic, millions of workers were laid off in a race to downsize. Economists predicted a grim year of people scrambling to get their old jobs back—except, that isn’t quite what happened.

Instead, Americans have started leaving their jobs (and not coming back) at historic rates. In fact, according to Lawrence Katz, the Elisabeth Allison Professor of Economics at Harvard, “we haven’t seen quit rates this high since 2000, when the BLS started recording the statistics.”

For businesses with an eye toward the future, it’s time to learn from the mistakes of 2021 (like why employees aren’t in a hurry to come back to work) and use that knowledge to stay ahead. When you’re vying for the same talent in a seller’s market, reaching the right candidates and making the right offers once you find them are critical to your success.

Our Guest: Michael O’Dell, Talent.com

On the latest #WorkTrends podcast, I spoke with Michael O’ Dell, President of Talent.com. With over 20 years of experience in the recruiting and digital talent acquisition industry, Michael became president of Talent.com in January 2020 where he has been spearheading their rebranding and overseeing U.S. sales operations. He’s also the host of his own show, the Workscape podcast, where guests join him in analyzing trends and the future of the labor economy in the U.S.

When asked how the business of recruitment marketing has changed with fewer people looking for jobs, Michael suggests that there might not actually be fewer people.

“I think it’s a different set of people and a lot of the same people over and over,” Michael says. “Maybe it’s the great reshuffling. It’s a musical chairs of professionals.”

The move to remote, hybrid work from home has also been a major shakeup for those in the recruitment advertising industry – with remote jobs going from being a small part of the ecosystem to an important part of the conversation.

“For the longest time, remote jobs have been part of our ecosystem, but it’s been a very small part,” Michael says. “But come last year, it was like 4% of our jobs had a remote or work from home location. And that I think went up like 20x in a three or four-month period.”

For Talent.com this actually meant changing their search algorithms to make sure that they aren’t just matching the right job to the right person in the right place:

“When you have three major inputs in a search and one of them is finite, i.e., location, you have some pretty nice guardrails. Now, we have to just be better.”

The Big ‘R’: How to retain your top talent

Paying people their worth, being a good human, and paying a living wage are a no-brainer when it comes to retention, but what more can employers do?

“Go and have a conversation with your people,” Michael says. “If you value them, if they’re good, if they’re good to you, be good to them.”

Michael points to a recent LinkedIn survey that shows people are starting to leave for different industries. Interestingly, it doesn’t seem to be a one-way street. He discusses how different industries are starting to look for skill sets that they may not have considered before, which is putting increased pressure on recruitment advertisers.

You’re looking at competition from different industries,” Michael explains. “So, you do have to be better. You have to be quick. If you think you can put jobs out there or source candidates and engage with them for three or four days, you’re going to lose that person.”

A mass exodus in the workforce

There are also those leaving the workforce altogether. Michael has some interesting research about the differences in why some age groups, working groups, and genders are deciding to resign. Baby boomers, he says, have benefited from the stock market over the past couple of years and seen their retirement funds grow, causing many to take a step back and retire.

“And then you have the other side,” he says. “We have some of the lowest labor participation from younger workers now than ever.”

He also notes that some young men are realizing they can work part-time at different jobs and make as much or more than they did full-time at another job, while female workers struggle to find a job that accommodates the fact that they have a proportionally larger share of elder and childcare. Interestingly, people with disabilities are benefitting from the move to remote and hybrid work from home.

“There’s a lot of organizations that have always looked past working from home, regardless of who it is,” Michael says. “And now folks with disabilities have tremendously more opportunities to work in an atmosphere that is comfortable and productive for them.”

I hope you enjoy this special podcast of #WorkTrends, sponsored by Talent.com. You can learn more about talent acquisition 2021 recap and forecast for 2022 by reaching out to Michael O’Dell on LinkedIn. And, in case you missed it, listen to the podcast here.

9 Tips to Improve Your Careers Page and Attract Talent

In today’s competitive job market, it is more important than ever to stand out from the crowd. Your careers page is one of your most valuable marketing tools for attracting qualified candidates. This is crucial for finding the right people to work with you.

Research shows that a good careers page can have a dramatic impact on how many applicants apply for jobs.

In addition, it also affects what positions they apply for, and whether or not they accept offers when offered.

If you are currently dealing with a talent shortage and don’t have an optimized page, it’s time to change that.

Here are nine tips for making sure your career page stands up against the competition.

1. Add a video to your careers page.

A well-produced video is more memorable than any other type of content and can help you attract more applicants. You’ll also be able to increase conversion rates. So grab your camera and start shooting.

The video only needs to be a few minutes long, but it should highlight what makes your team unique. You can also opt for pre-recorded video content if you don’t have the resources to create new footage. This can include a video from an internal conference or event.

2. Include a testimonial from an employee who has been promoted in the past year.

Include a testimonial from someone who is currently in the role you’re hiring for, or has recently moved up into a new position.

You can also do this by sharing your company’s top-performers list and showing happy employees talking about their successes. You could even have them speaking about their experience at the company. This is a great way of demonstrating that your company is a great place to work at. And more importantly, you don’t even have to say it. Obviously, this makes a much more powerful statement.

Even if your company is totally remote, you could use video conferencing platforms to interview an employee. This is a great way to get him/her to share their experience working with your company.

3. Update your company’s mission statement with words that are relevant for today’s job market.

Your company’s mission statement may be short and sweet, but it can still have a huge impact on how your employees behave.

If you want to attract top talent, specify what kind of role would help them reach their goals and make sure the words you use are relevant for today’s job market. Words like “collaborative,” “growth,” “innovation,” and “team player” are important. They tend to get more clicks in applicant tracking systems than terms that aren’t as engaging or popular, like “responsible.”

You should also consider including values in your mission statement if they’re appropriate. For example, the value of teamwork comes to mind. Don’t stray away from being authentic to your company culture.

In a post-pandemic workplace, being clear on what your company is all about is important. It makes it easier to onboard new staff effectively and keep them at your company for longer.

4. Showcase the diversity of people at your company and how they work together to accomplish goals.

There’s been a lot of talks recently about diversity at work. How can you show the world that your company is inclusive and highlights different backgrounds coming together to achieve success?

This is a great way to attract applicants whose skills are outside the box. It also shows you as having experience in areas where you’re currently staffing gaps. You might also consider highlighting interns. They tend to be more active on social media than full-time employees and will help spread the word.

5. Create a career opportunities page with open positions, descriptions, qualifications, and application instructions.

If you have open job positions, make sure they are fully fleshed out on your careers page. Also, include a link to the full job description. Your career opportunities should also include application information. For example, include how many positions will be available and when the applications are due.

Applicants who feel like there aren’t enough options or their applications would not be considered might seek a job elsewhere. If you are just starting an online business being clear and setting the right expectations is key to success. This also applies if you have a physical business that’s been running for years.

6. Share content on social media channels.

Online platforms such as LinkedIn and Facebook allow you to post your careers page content. This is a great way to spread the word and encourage maximum user engagement.

You can also use your social media channels to promote diversity at your company and attract a wider range of applicants. This can be done while being transparent about what the benefits are when working at your company.

7. List educational requirements with other hard skills on job descriptions.

There’s no need to hire an A+ developer if there aren’t any openings that require those skills.

Instead, list educational requirements with other “hard” skills under “requirements” or “job description” categories. This allows you to highlight what skills the best candidate would have. The opposite would be to show that all the requirements are checked off which isn’t always beneficial.

8. Include salary information on job descriptions and in the description section of the career opportunities page.

Don’t forget to include some compensation details. If you’re hiring for a specific position, there’s no need to list “competitive salary.” Neither is a link to benefits needed since those are already included. It is important to include information about salary ranges on your careers page. This allows candidates to get an idea of what they might make if they apply for your open positions.

9. Speak to potential employees about the company culture and current employees.

When applicants are looking for jobs, they want to know what it’s like to work at your company. However, it isn’t always easy to find out from a website.

Find out if there’s someone at your company who can speak about their experiences working there. Ask your existing staff to post on social media and share with others what makes them happy at work.

You might even consider creating an “About” page that includes specific information. This can include how long your team has been together. Moreover, you can speak about what people do outside of work. It’s also a great idea to include insights into the company culture. Finally, share information about the office or city they work in.

If you focus on recruiting your employees online, all of the above tips make it easier to humanize the digital hiring experience in this day and age.

Conclusion

If there is an opportunity to highlight the top reasons why someone would choose to work within your company, do it. For instance, inclusivity adds a great deal of value to the work culture and team spirit in general. That is worth spreading the word about. The more diverse your workforce is, the better your company will be.

On top of this, employees are likely to have a higher vested interest when specific conditions are met. These include working for companies that have shared what their core values are. It’s also important to try to make strides toward achieving them.

You can always pursue new avenues for improvement on your career page as well. These are just some suggestions we think would help attract candidates with unique skill sets.