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IT Recruiting is Still a Struggle. These Strategies Can Help

Recent headlines are shining a bright light on high-profile layoffs in the technology industry. But for many employers, IT recruiting is still an uphill battle — largely because the IT talent shortage continues to dampen hiring plans.

For years, organizations have posted more job openings than qualified candidates could fill. The opportunity cost is staggering. To put this into perspective, consider that by 2030, at least 85 million jobs could go unfilled. In financial terms, this shortfall could translate into $8.5 trillion in unrealized annual revenues.

Fortunately, the pandemic-era shift to remote work helped expand the global pool of candidates. But it also increased competition for the strongest candidates.

What can you do if your competitors are offering higher salaries or better benefits? It doesn’t mean your organization is out of the running. How can you gain an advantage? In this fierce IT recruiting marketplace, you can attract and retain the best global talent by focusing on three key priorities:

Strategies for Global IT Recruiting Success

1. Define Audiences and Create Candidate Personas

It’s essential to know your target audiences. This includes thinking carefully about the personas of candidates you want to attract now and in the future.

First, your talent acquisition team and hiring managers should take time to explore the different cultures related to your target markets. This insight will help you develop messages and incentives that resonate with the various types of people you want to draw into your organization.

For instance, messaging that a software developer in India considers important and engaging won’t necessarily interest a software developer in Bulgaria or any other country. The same principle applies to nearly every other position and region, across the board. 

Also, a large pool of talent isn’t yet ready to enter the workforce but will become a priority in the future. Don’t wait. Start considering now what it will take to reach those young candidates and appeal to their interests.

For example, an internship program is one way to build a pipeline of candidates who will soon be prepared to enter the workforce. When college students perform effectively and have a positive work experience as interns, you can build a bench of people who are ready to be hired when they graduate.

2. Develop Your Employer Brand and Showcase Your Culture

To attract and retain top global IT talent, it’s especially important to publicly showcase your employer brand and company culture in an authentic way. 

Social media is one of the easiest, most effective tools to accomplish this. Ideally, your social media presence provides visibility into your organization’s culture, mission and values, professional development opportunities, diversity initiatives, corporate social responsibility, and team bonding activities. This helps potential candidates envision what it could actually be like to work there. 

Your social media presence is especially important when attracting younger talent. In fact, The Harris Poll says 58% of Gen Z and Millennial job seekers with work experience rely on social media to research potential employers. And 48% have applied for job opportunities they found on social media.

And other research reveals that most candidates who are seriously considering a job offer will carefully review a potential employer’s social media profiles for red flags before they decide to accept.

BREATHE LIFE INTO YOUR EMPLOYER BRAND

Clearly, Gen Z and Millennials are turning to social media when looking for jobs. They’re also willing to get involved as employees if employers simply ask.

For example, an employee brand ambassador program could significantly amplify your organization’s social presence. By crowdsourcing social media activity internally, you can generate higher-quality content, increase audience reach, and drive much deeper engagement.

Employee brand ambassador programs can also capture behind-the-scenes “magic” that makes your organization a unique place to work. This could include everything from feel-good stories about managers who recognize team members in fun ways and internal team traditions like weekly trivia contests, to candid videos of silly work moments and community volunteering events. Your employees are uniquely positioned to showcase your brand in ways that no one could communicate alone.

From Instagram, Facebook, and Twitter to LinkedIn and Glassdoor, the content posted by and about your organization reflects your overall employer brand. So it’s important to work closely with your marketing and social media teams to ensure your efforts support the organization’s brand identity across all platforms and channels.

3. Prioritize and Personalize Candidate Experience 

The last (and perhaps most important) piece of the global IT recruiting puzzle is to provide the best possible candidate experience. This is vital because it helps distinguish your organization from other companies that are vying for the same talent.

Your candidate experience is essentially your brand experience. In fact, 78% of job hunters agree that the candidate experience they receive directly indicates how much an employer values its people.

Not surprisingly, a weak candidate experience has caused some job hunters to withdraw from the hiring process. Their top 3 issues:

  • Disrespect during interviews
  • Poor rapport with recruiters
  • The process simply took too long.

Ultimately, a negative candidate experience can harm your brand. For example, 72% of candidates that encounter a negative candidate experience will tell others about it directly or online. That’s not the kind of word-of-mouth any employer wants to spread.

ELEVATE YOUR CANDIDATE JOURNEY

How can you ensure a strong candidate experience? Focus on each stage of the process:

  • First, carefully review and evaluate the entire journey. Start with the moment someone learns about a role at your organization. Then, move through each step until a new employee arrives for the first day on the job.
  • When candidates initially apply, is the process as easy, accessible, and straightforward as possible? Can people apply quickly online, or do you require them to go through multiple steps and submit excessive amounts of information?
  • During the interview cycle, your hiring team has a chance to shine. How do you assure candidates that you’re interested in them and you value their time? Is everyone in the hiring process able to prepare for interviews? Do they develop relevant questions, so candidates can provide useful answers? Does your process give candidates ample opportunity to ask about job expectations, organizational culture, and other key decision criteria?
  • Throughout each stage of the journey, clear, consistent communication is key. Are you keeping candidates in the loop with regular updates and next-step information? And if you choose not to move forward at any point, do you explain why in a timely, thoughtful way?

These steps may seem obvious, but if you want better results, you won’t leave them to chance. Why? According to a U.S. survey, interviews trigger anxiety in as many as 93% of job seekers. A great candidate experience can help relieve stress. This means candidates will be able to focus on discussing their strengths, demonstrating their skills, and determining if the position is a good fit.

Final Notes on Global IT Recruiting

In today’s candidate-driven global IT market, applicants have the power to choose which employer they prefer. That’s why it’s crucial for hiring managers and talent acquisition teams to know their audience, develop their employer brand, and perfect the candidate experience. When these three components work well together, your organization has the best chance of attracting and hiring the right kind of talent for every job.

How Can You Build an International Workforce? Tips for Success

In the past, many employers dismissed the idea of building an international workforce. Those who could attract local talent considered it unnecessary. Others didn’t have the resources to support remote teams. No more. Why? The market for talent is vastly different today than when the pandemic began three years ago.

Welcome to a New World of Work

Even if you’ve only glanced at business news recently, you’ve seen the signs. Several rapidly changing trends are rewriting work-related behaviors, norms, and expectations in significant ways.

Employees are working from home in unprecedented numbers. And they’re quitting their jobs at higher rates, despite inflation and other economic warning signs. In fact, people are more mobile than ever, as they uproot themselves on a dime to work remotely from states or countries they find more attractive.

What’s more, these trends aren’t limited to a few isolated professional groups or locations. Now, you can see evidence of these changes in every corner of the world. So, what’s the key takeaway from all of this upheaval? In my opinion, it all points in one direction — to the rise of a truly international workforce.

Why Choose an International Workforce?

According to government statistics, roughly 75% of global purchasing power lies outside the United States. And across that global landscape, an international workforce has sprung up, filled with talented, driven people who are eager for employment.

Fortunately, many crucial technologies are now available to help employers find and hire an international workforce. For example, these tools are designed to assist with everything from identifying the right candidates and onboarding new hires to ensuring that payroll complies with regulations in an employee’s home country.

Employers with a modern, cloud-based HR technology ecosystem can integrate these tools into their existing tech stack with relatively little disruption. But whatever applications you choose should be based on a holistic talent strategy. In other words, you’ll want to develop a plan that considers all the issues and benefits associated with international expansion.

But for many organizations, the reasons for going global are compelling. Competition for qualified talent remains intense. And now that flexible work models are becoming a standard, the reasons for U.S. companies to go global are clear. It has never been easier to attract and retain the talent you need by expanding your geographical footprint. But employers who want to succeed should focus on these key steps…

How to Hire a Truly International Workforce

1. Uplevel Your Talent Acquisition Efforts

Many employers continue to act as if their sourcing efforts are still limited to a specific geography. But that’s no longer the case. Today’s qualified talent pool is global. So, if you make the most of this competitive opportunity, in no time you can expand your applicant pool.

The U.S. doesn’t have a monopoly on exceptional workers with specialized knowledge and experience. Not even close. By limiting yourself to domestic workers, you also limit your company’s potential.

Obviously, a major advantage of global hiring is the ability to quickly fill high-priority roles. But there are other valuable benefits, as well.

For instance, if diversity is important to your organization, an international workforce opens the door to fresh perspectives. Embracing people with various points of view brings the kinds of insights that help businesses grow and thrive. In fact, diverse teams are 1.8 times more likely to be prepared for change and 1.7 times more likely to lead market innovation, according to Deloitte.

This also sends a powerful message to potential hires and customers about your commitment to diversity and inclusion. For example, having an internationally diverse workforce is a strong selling point for 67% of candidates looking for a new job.

2. Find Local Partners You Trust

Thus far, we’ve discussed one type of remote hiring — accepting applications for remote roles from people around the world. But there’s another type of remote hiring with massive implications. It’s when companies want to rapidly enter a new geographic market.

In the past, businesses breaking into a new country like Thailand might have acquired a Thai company to absorb its workforce. This can be slow, time-consuming, and costly. And it may even be a cultural mismatch.

Now, this process is no longer necessary. Today, through remote recruiting, businesses can simply hire the remote workers they need in Thailand, and work with them to implement a rollout in that country.

This raises a related question: How can you trust a remotely-hired partner to build your business in another part of the world? Ultimately, the answer is the same as it would be for a domestic candidate.

This means you’ll want to complete the same type of due diligence. Ask for references. Conduct multiple rounds of interviews. If possible, begin with a probationary trial period, so you can clarify each candidate’s skills and culture fit. Although hiring an international partner might seem like a bigger decision than hiring a domestic candidate, the same basic rules apply.

3. Leverage New Technology to Drive Global Growth

Certainly, global hiring isn’t simple. Setting up operations in a new work environment — with its own distinct customs and employment laws — requires specialized knowledge that isn’t readily available in most organizations.

What are the local laws around hiring and firing? What kinds of expectations do employees bring to their day-to-day work lives? What are the labor laws? How are things like cross-border compliance monitored? These are essential questions when hiring globally, and it’s imperative that businesses build their knowledge base so answers are available when they inevitably arise.

Fortunately, in recent years, many technology solutions have emerged to help businesses deal with issues like these. AI-powered platforms can readily streamline the process, integrating team members from across the globe while staying on top of compliance. In fact, platforms like these can transform the entire process, allowing companies to quickly expand into new markets and establish a local presence anywhere in the world.

Final Thoughts

At this point, the barriers to forming a truly international workforce are almost purely psychological. There is no shortage of skilled workers across the globe who are eager to make an impact at U.S.-based companies. And there is no shortage of technology-based solutions that can make it as easy to hire those workers as it is to hire someone down the street.

What corporate America does need is a psychological shift. Employers need to be willing to think beyond borders, get creative with hiring, and tap into the power that an international workforce can offer. The rewards are clear and abundant. All we need is the will.

Hiring In a Recession: 3 Strategies for Business Resilience

The global economic climate is in a precarious state, with experts now predicting a 70% likelihood that the U.S. will enter a recession this year. No doubt, this news is unsettling for business owners. But it’s important to remember that recessions are a natural part of ongoing economic cycles. They can even present opportunities for organizational growth and resilience if you know how to capitalize on them.

So, how can leaders navigate today’s challenges and emerge even stronger on the other side? By strategically hiring in a recession. If you want to build bench depth on your team during tough times, here are three strategies to consider:

3 Strategies for Hiring in a Recession

1. Go Global With Remote Hiring

We’re in a much different position now than during The Great Recession of 2008. So is the global workforce. Thanks to technological advances and the prevalence of remote work models, it’s much easier now for hiring managers to tap into the vast global talent pool.

Compared with local hiring strategies, seeking out top talent internationally offers multiple advantages. Not only can you gain access to a much larger source of candidates, but you can also achieve significant overhead cost savings if you hire people in locations where labor costs are lower.

In addition, sourcing job candidates from around the world can help you develop a much more diverse team. If you are careful to hire skilled professionals, an international approach can inject your work culture and business deliverables with fresh perspectives. This can help your business operate more effectively and efficiently while supporting long-term growth.

That said, hiring globally isn’t without its challenges. To succeed, hiring managers need to be aware of hiring laws and regulations in their chosen countries, as well as cultural differences. It’s also important to ensure that hiring practices are fair and equitable, regardless of where potential employees may be located.

The importance of remote work leadership also needs to be taken into consideration here. Your organization should be prepared to develop and support management skills and practices that will help remote teams stay connected, engaged and motivated.

2. In an Era of Mercenaries, Focus on Your Missionaries

The last few years have been like a game of musical chairs for the labor market. The Great Resignation resulted in 44% of workers hopping from job to job, searching for higher pay, better benefits, and more flexible work options.

This led to a new trend known as “mercenary hiring,” where employers use inflated compensation packages to recruit highly skilled candidates without regard for the company’s mission or culture. However, this recruiting practice can be very risky. While it may be an effective way to attract top talent in a tight labor market, it can also lead to increased workforce churn and damage company culture.

Fortunately, there’s an antidote to mercenary hiring. Hire “missionaries” instead. Focus on people who share a passion for your company’s mission, purpose, vision, and values. These job seekers are more likely to invest in long-term success with your organization, so they’ll also be more invested in your company’s growth.

Of course, it’s one thing for employers to identify, attract and hire these “missionaries.” But it’s even more important to focus on creating an environment that nurtures them and encourages them to thrive. For example, this can include competitive salaries, consistent recognition, and generous professional development opportunities, as well as incentives like flexible scheduling and remote work options.

3. Find Opportunity in Adversity

The hiring landscape may have changed, but one thing remains the same: Hiring during a recession is an opportunity to tap into highly qualified talent you might not find as easily during better economic times.

During the last recession, the U.S. lost 2.6 million jobs. And in 2022, we began seeing some very prominent companies announcing major layoffs. While this news can be disturbing, hiring managers should see it as an opportunity to find the best and brightest talent amidst the chaos.

History has shown us some iconic instances of hiring when the job market was at low ebb. For example, in the 1940s, Hewlett-Packard famously capitalized on the closure of military labs to beef up its workforce. And during one of the nation’s worst 16-month economic cycles, Microsoft took the initiative to hire some of its most influential engineers. Both cases offer powerful business lessons.

Key Takeaways

So, what’s the moral of this story? Here are the three key takeaways to keep in mind about hiring in a recession:

1. Top Talent is Only a Zoom Call Away

With the rise of remote work and virtual hiring tools, it’s easier than ever to find top talent in all corners of the world. Don’t limit your search to local candidates. Consider expanding your talent acquisition reach to a global scale. This can open you to a broader pool of qualified, motivated candidates while giving you access to diverse skills and experiences.

2. Resilience in Hiring is More Than Just Hiring More People

In a recession, it’s important to be strategic about who you recruit. Look for individuals who share your goals and understand your company’s mission. People who sincerely want to advance your agenda are much more likely to stay with your company during difficult times. Focus on building a team of dedicated employees who are willing to be flexible during uncertain times. This will help you weather the storm and emerge stronger on the other side.

3. When Others Freeze Hiring, Be Bold

During a recession, it can be tempting to react with a hiring freeze. Although that approach may save costs in the near term, it is also likely to be a mistake. Investing in talent during tough economic times can set you apart from competitors and position you for success in the long term. Don’t be afraid to be brave and continue investing in your team, even when times are tough. This can help retain your best existing employees, while also helping you attract strong new talent. That combination can build the foundation your company will need to drive future growth.

Final Note

Overall, the key to successful hiring in a recession depends on three factors – your ability to be adaptable, strategic, and focus on building a team that is willing and able to weather the storm with you. By keeping these principles in mind, you can navigate even the toughest hiring climate and make your organization more resilient in the face of any economic downturn.

How to Help Employees Step Up to Lateral Moves

When you think about your future within your organization, what do you envision? Do you anticipate moving up through the ranks into a managerial or executive position? Or if you’re a specialist, do you look forward to taking on successive roles with increased responsibility? What about lateral moves? Do they even cross your mind?

In my opinion, lateral moves get a bad rap. Naturally, when people consider how to advance their career within a company, they think first about promotions. Lateral moves tend to be discounted because they don’t signify a “step up.” But that’s an overly simplistic way to look at career paths.

Here’s the truth: Some people aren’t cut out to manage others. Some don’t dream of running a department or a business. This doesn’t mean they aren’t talented employees. Nor does it mean they should be stifled professionally.

On the contrary. The best way to support these employees is through opportunities to move across the organization, rather than encouraging them to take a step “up.” When strong employees move sideways, you can fill their vacated roles with other internal talent, recruit new hires or look into business process outsourcing services.

Why Lateral Moves Make Sense

There are multiple reasons to transform your corporate “ladder” into a “lattice” that supports lateral moves. For instance, with this approach you can expect to:

1. Invigorate Professional Development

When you recognize that talented employees aren’t suited for managerial roles, it’s important to find other ways to encourage continued growth. Carefully chosen lateral moves can further develop employee strengths, expand their skill sets, and help them contribute more fully to your organization’s goals.

2. Improve Workforce Engagement

One of the most critical reasons to support lateral moves is the fact that it boosts engagement. When people are encouraged to use their skills more fully, they feel more connected with their work. For example, imagine a promising member of the finance team shows interest in marketing.

A transfer to the marketing group can mean this employee will work harder and be happier. This is beneficial for the employee, personally and professionally. And improved productivity improves the company’s bottom line, as well.

3. Promote Cross-Functional Collaboration

Lateral moves can also improve communication between departments. Better communication can improve collaboration and remove cross-functional barriers that may have slowed innovation in the past. Plus, when employees share knowledge and expertise gained from other teams, that fresh perspective can help their new teams find better solutions to business challenges.

4. Increase Employee Retention

By enabling people to explore different roles through lateral moves, you create new reasons to keep top talent onboard. Ideally, all team members can find attractive opportunities in departments that align with their professional interests and goals. In the near-term, job satisfaction should increase. While over time, you can expect to see retention increase as costly turnover decreases.

2 Ways to Support Lateral Moves

Did you recently realize one of your team members would be happier or more effective working in a different department? There are a few ways you can prepare them for a smooth transition. For example:

1. Develop a Transition-Specific Training Plan

When employees first joined your company, a training plan probably answered their questions and helped them get accustomed to their role. Although a lateral mover is no longer new to the company, a team-specific training plan could help them step into their new responsibilities more quickly and easily.

A transitioning employee may feel intimidated by the possibility of working with a new team or other changes on the horizon. Partner with the other team’s leader to ensure a warm welcome. Share your insights about the employee with this leader, and encourage them to discuss the new team’s habits and cadence of work.

The sooner an individual understands the lay of the land in a new internal role, the sooner they can contribute and help move the team’s agenda forward. By developing strong training and actively taking a part in the move, you can help transitioning employees reach their potential as soon as possible.

2. Keep Your Door Open

You may have initially been surprised or hurt to hear that a team member would prefer to work in a different department. However, it’s best to support their lateral move. Often, an employee’s desire to transfer isn’t a negative reflection on their current manager’s performance. It may just mean they want to learn more about another part of the business or their career goals are leading them in a different direction.

So keep the door open. In the near term, this employee will need your support as well as the support of their new manager. Major career transitions often come with growing pains. Even if an employee has been with the company for several years, they may not understand much about their new role or the team dynamic. Reassuring this individual that you are available to answer any questions will ease their professional transition.

Final Thoughts

When helping employees with their careers, it’s important to assist those who are strong candidates for lateral moves, as well as those who are moving upward. This is a great opportunity to show employees you care about their professional development and trajectory, even if they aren’t aiming toward a traditional managerial position.

When conducting performance evaluations, think about which employees are well-positioned for this kind of transition. Talk with them about their interests and goals. And if they want to pursue a lateral move, follow these tips to support them.

Are You Ready to Lead Through Uncertainty?

Sponsored by HiBob

As 2023 begins, the world of work is bracing for a rough ride. For more than a year, inflation has gripped the economy. Previously unstoppable tech companies are reeling from recent layoffs. And other industries are tightening their belts, as a recession now seems unavoidable. What will it take to lead through uncertainty?

Strategies that helped organizations thrive under different circumstances are no longer relevant. But during lean times, how can you preserve what’s valuable and unique about your organization? This question is top-of-mind for leaders everywhere. So let’s get advice from someone who understands the factors driving today’s business climate:

Meet Our Guest:  Ronni Zehavi

Today, I’m thrilled to welcome Ronni Zehavi, Co-Founder and CEO of modern HR platform provider, HiBob. After more than 25 years of experience in launching and leading successful technology companies, Ronni knows first-hand how to guide organizations through volatile, uncertain circumstances. Now he’s sharing his unique perspective and expertise to help others lead through uncertainty.

Managing Multiple Unknowns

Welcome, Ronni. Let’s dive right in. How can organizations navigate through uncertain times?

It’s a bit like driving a car. In 2021, driving fast may have been easier because the road was clear. But today it’s bumpy and cloudy. No one knows when it will end, so you need to slow down.

2023 is going to be challenging. First, read the map and then adjust your plan. How long is your runway? Do you have enough cash? Do you have enough funds to weather the coming storm?

Then look realistically at the environment. A slowdown will have an impact on your customers as well as your organization. Will you be able to generate the revenues you expect?

The Long Game

The economy will eventually bounce back. How can we prepare for that now?

It starts with your people. Invest in them. Make sure you can retain all of them. Or, if not all of them, focus on your most important people. Because you’ll want them to be with you when the tailwind comes.

And more than anything else, think positive. What goes down comes back up. So optimism is critical.

How to lead through uncertainty

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What About Layoffs?

Is there a right way to reduce headcount? How can leaders avoid damaging their company culture?

Layoffs are only one option in a CEO’s toolbox when adjusting to a difficult environment. First, you may decide to slow down hiring. If a slow down isn’t enough, then you may need to freeze hiring or freeze salary increases, or both. And if needed, the next option could be salary cuts or layoffs. One or both.

But it is important to think about the people who stay as well as those who are laid off. Retention can be affected when those who remain are expected to do the job of two people or even more.

Communication and transparency are critical to preserve your culture.

Can Flexible Work Help?

Do you think economic changes will influence where we work? 

I don’t think so. I think hybrid work is here to stay. Flexibility was a nice-to-have perk a few years ago. But the pandemic proved that organizations can deal with it.

The ultimate combination is two or three days at the office or two or three days remote. It offers flexibility, but it keeps engagement and collaboration among people.

How to Support Hybrid Work

I like the idea of finding a balance between onsite and remote work. But how can leaders accomplish this? 

It’s a journey. It will take time until we get there as a standard. But flexibility is all about what we call internally, The Three T’s:  Trust. Transparency. Teamwork.

If your organization follows these values, it will help you create a flexible work culture.

 


For more insights from Ronni about how to lead through uncertainty, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher.

In addition, we invite you to join our live Twitter chat about this topic on Wednesday, January 25th at 1:30pmET/10:30amPT. Follow @TalentCulture for questions and be sure to add the #WorkTrends hashtag to your tweets, so others in the community can easily find your comments and interact with you!

Also, to continue this conversation on social media anytime, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

Are You Cultivating a “Culture-Add” Talent Strategy?

In recent years, I’ve been encouraged by a groundswell of employers that are choosing to embrace “culture-add” people practices. In fact, several months ago, I wrote about it in a Sage Masterclass article.

Because this concept is central to the future of work, I’ve continued to ponder, read and discuss culture-add issues with others. Now I’m convinced this topic deserves much more than just one blog post. So let’s explore it further here. I hope this underscores the need for a shift to a culture-add recruitment and retention mindset. But more importantly, I hope it inspires constructive change.

What Does “Culture-Add” Mean?

The term “culture-add” speaks to a paradigm shift beyond traditional “culture-fit” talent strategies. On the surface, the culture-fit approach seems appealing. However, it ultimately leads to one-dimensional groups, teams, and organizations. And history tells us homogeneity can have dangerous consequences:  blind spots, groupthink, and poor decision-making.

In contrast, a “culture-add” approach actively seeks people with diverse perspectives that enhance teams and organizations. As we learn more about the significant benefits of a diverse workforce, culture-add hiring is emerging as an important way to strive for differences that make a positive impact.

As I noted in my previous article:

Most of us know that employees who align with a company’s values and fit into the culture generally have higher job satisfaction, improved job performance, and frankly, stick around longer. However, we are resting on our laurels if we use this as our rationale for continuing to use the culture-fit model.”

Embracing Organizational Change

We all know humans tend to resist change. In fact, the old adage, “If it ain’t broke, don’t fix it,” was suitable for a long time. It still holds some merit, so let’s not dismiss it completely. Tried-and-true processes can potentially save us from all kinds of turmoil — emotional, logistical, financial, and more.

However, if we want to innovate and grow, we must also be able to adapt. No doubt, changing an organization’s cultural fabric can be daunting. But it is necessary for long-term viability.

As Stephanie Burns says in a 2021 Forbes column, Why Evolving Your Business Right Now Is Critical:

Anyone who has wanted to cling to how things were will be in for a surprise this year, as COVID-19 entirely shifted the original paradigm. However, it’s also presented an opportunity for businesses and individuals to evolve into new ways of being.

COVID hasn’t just turned the world on its head, it’s accelerated trends that were already happening, such as the shift to remote work and the collective desire for more convenience…

Still, some founders don’t want much change. This could be due to fear of the unknown or fear that leaving their old business model, which had worked so well for so long, could be catastrophic. However, we’re reaching a critical impasse where businesses that don’t evolve may very well fade out of the picture. Evolution is a natural part of all of our lives, and our businesses are no exception.”

Leaders would be wise to heed this important advice, even if it seems overwhelming. It’s time to change. Our work cultures are constantly shifting. We, too, should remain prepared to embrace new ideas, processes, and people who can make us better.

Culture-add hiring can support this process by inviting more diverse minds and voices to the table as we dream up fresh ideas and orchestrate change. This reminds me of a related term — new blood. We need new blood to thrive.

Connecting Culture-Add and Diversity

This conversation leads us directly to the benefits of diversity. There’s an excellent article on the NeuroLeadership Institute blog, Your Brain at Work: Why Diverse Teams Outperform Homogeneous Teams. The entire piece is worth reading, but here’s a noteworthy excerpt:

Diverse teams are particularly good at exposing and correcting faulty thinking, generating fresh and novel ideas, and accounting for a wider array of variables in planning.

Part of the reason this happens is due to what scientists call cognitive elaboration — the process of sharing, challenging, and expanding our thinking. In essence, diverse teams compel each other to think more deeply about their reasoning and interrogate the facts more objectively.

They share counterfactuals as they go, they don’t take things for granted, and there is minimal ‘social loafing’ — or just accepting things at face value. In short, diverse teams tend to come to better conclusions because those conclusions have been road-tested more thoroughly.”

The science of diversity in teams is truly fascinating. It tells us that recruiting and hiring leaders can help by feeding teams with talented people who can accentuate the benefits of diversity.

Of course, diversity and inclusion don’t end with hiring. The next step is fostering a workplace that makes a wide variety of people feel valued. This is not an easy task. However, it is essential. So let’s look closer at what to consider…

Tips For Building a Culture-Add Mentality

1. Actively weave a sense of belonging into your workforce

As you build a more diverse organization through culture-add hiring, don’t be surprised if cliques and segmentation develop based on geographical, cultural, and other distinctions. That’s natural! But challenge your people to also learn and share what they have in common with others. Allow space for these common interests and goals to surface.

The Why Diverse Teams Outperform Homogeneous Teams article offers a compelling reason to make this a priority:

The benefits of diversity aren’t likely to accrue if we simply put together a team of diverse individuals and assign them a task. The environment in which they’re working should be inclusive — one in which all members feel valued and as if they have a voice.

In that inclusive environment, the benefits of diversity are far more likely to materialize. If not, employees will leave the organization, or worse, stay but not contribute. Diversity without inclusion only creates a revolving door of talent.”

Vigorously work on building a sense of belonging so people of different ages, backgrounds, and lifestyles feel celebrated for their differences. After all, you’ve brought them in to add to your culture, so allow them to shine.

2. Prepare to fully retrain your recruiting and hiring staff

This tip could stand alone as an article, white paper, or college thesis. But to be brief, let’s use an example to illustrate how deeply culture-add hiring upends the traditional approach:

Previously, when Bob hired someone at XYZ insurance company, he considered a candidate like Stan an excellent fit. That’s because Stan lived in a similar neighborhood, was married to a well-liked woman, and had kids who were high achievers. If Stan also golfed on the weekends and enjoyed a steak dinner, even better! He’d fit right into XYZ Insurance and would have a fulfilling career.

As mentioned previously, this model once made a lot of sense. Cultural similarities and a genuine “he’s one of us” mentality created a comfortable atmosphere where longevity was often the result. Unfortunately, homogeneous organizations were also the result.

Today’s businesses face new challenges that require a different approach. Your talent acquisition team can start by taking the initiative to reassess the criteria they use to find people (where, how). Then you can reframe the recruitment conversation from end to end.

Instead of looking for people to fit a standard outdated profile, allow questions and conversations to emphasize and embrace differences in candidates. What can they add versus how do they fit?

Begin by asking yourself and others in your organization to talk openly about how hiring is being handled, and what kind of outcomes this approach is creating — for better or worse.

If a culture-fit model still drives your talent decisions, don’t be ashamed to admit it. But if that’s the case, you’ll want to start making changes soon. Because I assure you, your competitors are already moving toward culture-add for the win.

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.

What Helps Women Leaders Move Up, Not Out?

Currently, women account for nearly 48% of the global workforce. This seems like progress for gender equality and inclusion, right? But the picture isn’t as rosy as you might think—especially for women leaders.

In fact, recent research reveals that as women move up the management ranks, they’re actually less likely to be promoted to each successive rung on the corporate ladder. No wonder women executives are quitting their jobs at a record pace!

What will it take to remove these obstacles so more women can reach top management positions?

With stellar talent in short supply these days, this topic has never been more important for employers to address. So I invite you to dig deeper with me on this #WorkTrends podcast episode.

Meet Our Guest:  Todd Mitchem

Today, I’m speaking with author, consultant, and leadership development expert, Todd Mitchem, EVP at AMP Learning and Development. Todd is a future-of-work visionary who helps individuals understand and embrace the process of professional disruption and reinvention. And today we’re tapping into his expertise on key trends involving women leaders.

Work, Women, and Power

Welcome, Todd! Tell us, how can women leaders step into their power?

I teach presentation, communication, and executive presence skills for employees, often at large companies like Microsoft. And I would say about 98% of the participants are women.

Often, when I tell these women to step into their own their power, they’ll ask, “Well, how do I do that? I don’t want to seem too aggressive, or too bossy, or…”

My response is, “When you are in a room presenting, you’re there because someone believed you deserved to be there. You just need to own that. You need to step into that power.”

And the next piece is to lean on what you know, lean on what you’re good at, and step into that strength.

Executive Presence is a Skill

How are women leaders applying these lessons to engage their power?

Well, executive presence is a skill. People aren’t born an executive leader. It’s a skill.

So, if you teach them this skill, it’s amazing to watch what emerges from the process.  Because it frees them to bring out all the things they’ve worked so hard to achieve.

It’s powerful. But it’s skill-based. Once you learn the skill, your intelligence, your wisdom, your knowledge all emerge, almost naturally.

Women Can Lead With Their Strengths

You say women leaders need to realize they deserve to be in the position they’re in and should claim it. But what do you really mean by this?

I think society tends to make women think they’re supposed to act like their male counterparts who are successful but may be aggressive or overly dominating.

But in truth, if women just lead with their knowledge, instead of trying to outmatch the egos of their male colleagues, they’ll find they’re in a better place. That’s because they have much more confidence.

How Men Can Help

Todd, you’ve helped thousands of women claim their power and step into their roles more fully. As a man, how can you do this?

It’s not as if the corporate world is now magically wonderful for women. It isn’t. That’s an illusion. But women are evolving at an incredible pace, and men need to help step that up.

As women step into their power, men need to step up and check our egos at the door.

Resistance, or fear, or an unconscious belief structure will destroy you. The ego’s fight to win is about wanting to be right, instead of getting it right.

But the best thing to do for the future of work is to embrace the power we have as a unified group—men and women working together.

 


For more great advice from Todd, 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.

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.

Employee Caregivers Are Quitting. Here’s How to Keep Them

These days, we’re flooded with headlines about The Great Resignation, The Big Quit, and The Great Reshuffle. It’s not surprising. The desire for career advancement and better work/life balance are powerful reasons why people are resigning in record numbers. But these aren’t the only motives. Actually, a growing number of people are quitting so they can take care of loved ones. If your organization can’t afford to lose these employee caregivers, this advice can help you keep them on board.

Factors Driving This Trend

We’re seeing more employee caregivers, partially because the pandemic put older people at risk and disrupted existing family care arrangements. But also, it is the result of broader population shifts and the rising cost of long-term care. Let’s look at how this could play out over the next 15-20 years…

1) Our Population is Changing

Historically, if you mapped our population by age, the chart would look like a pyramid. In the past, many more young people were at the base. As they became adults, they helped support a smaller number of older people at the top. Today, that pyramid is inverted, with a larger elderly population and an increasingly smaller base of young people at the bottom who struggle to support the elderly. This is happening because:

  • Boomers are aging
  • Younger generations are producing fewer children
  • Medical advances are extending life expectancies

This inverted pyramid means that by 2040, the elderly will depend more heavily on the working population than those under 18. Put differently, in less than 20 years, more of your employee caregivers will be supporting elderly loved ones, rather than their own children. Or potentially, they could be caring for both at the same time.

That’s already the case for many employee caregivers. In fact, more than half of middle-aged Americans are currently “sandwiched” between generations.

2) Caregiving Costs Are Rising

Because care is expensive to provide, not everyone will be able to hire professionals to look after aging family members. Instead, they’ll need to provide care themselves at home. According to a recent AARP survey, there are 48 million unpaid caregivers in the U.S. and 80% of these caregivers are providing care to an adult family member or friend.

This means organizations will increasingly have employees who are juggling job performance with the burden of being a caregiver—along with all the time, energy, and emotional commitment that caregiving requires. While they may manage caregiving by missing time at work, it could also be as serious as leaving the workforce altogether.

For example, consider these statistics:

How to Support Employee Caregivers

What are forward-thinking HR leaders doing to help employee caregivers? Our recent conversations focus on three key action areas:

1) Provide Financial Solutions

One of the most important ways to support employees is by helping them plan for their own long-term care. While younger employees may not see the need, education and planning now will offer them more care options in the future if they’re injured or become ill.

When you create financial programming, be sure it includes discussions about the role of:

  • Medicare and Medicaid – Some people see government programs such as care options. However, they typically don’t cover long-term care (Medicare) and access involves significant drawbacks and limitations (Medicaid).
  • Retirement savings/401k – Similarly, using 401(k) and retirement savings to pay for care is possible, but this also comes with drawbacks. These investments are best reserved for funding life expenses during retirement and are not recommended for use during working years.
  • Standalone long-term care insurance – This coverage may be offered at work or purchased through an independent insurance provider. It can be a viable solution that can help cover some costs of long-term care.
  • Hybrid life insurance with long-term care benefits – This lets people purchase life insurance coverage that includes the ability to advance part of a death benefit for care needs. Many products on the market focus care benefits on professional care such as a nursing home or home health aide, but new products in this category cover family caregiving, as well.

2) Promote Your Employee Assistance Programs

Another way to support your workforce is through an employee assistance program (EAP). The right program can help employees navigate the challenges they face as caregivers. Whether it’s offering care planning tools and strategies or access to tools to help people manage complex aspects of care, be sure to consider a wide range of resources. For instance, you could include:

  • Care planning services
  • Care needs assessments
  • Help in finding and evaluating care
  • Life insurance claims support
  • Long-term care claims support
  • Home care placement assistance
  • Legal support for wills, trusts, and power of attorney documents
  • In-home loneliness solutions
  • Home modification services
  • Relocation support

Finally, it’s important to share details about your EAP program, and re-communicate the program’s features and benefits on a regular basis. Pairing this with enrollment or re-enrollment of your financial support solutions is a great way to protect your employees.

3) Pay Attention to Caregiving Legislation

Many state governments are taking notice of the need for care—the growing number of people who need a solution, the lack of affordable care, and the expected future drain on state Medicaid funds. A growing number of states are enacting legislation to address these care issues.

For example, in 2021, Washington became the first state to pass this kind of legislation. The Washington Cares Act provides long-term care financial support for state residents. The program is funded by a payroll tax. Employees with qualifying long-term care coverage could opt out of the program (and the associated tax).

Although this legislation may provide a rough blueprint, each state’s approach is likely to be different. To prepare their organizations and their employees for the future, employers should begin tracking legislative activity.

Start Planning

It’s hard to know precisely what’s in store for employers as more Boomers leave the workplace and younger employees step in to care for aging loved ones. But thus far, it’s clear that employee caregivers will need support and solutions as they navigate an increasingly challenging eldercare crisis.

HR leaders can be an essential part of the solution, but it’s important to start planning now. Workplace programs and policies need to evolve, with active involvement from employers and their employees. Start by educating your workforce about the need to plan for long-term care–whether caring for an elderly parent or planning ahead to manage their own care should they need it. Working together with employees to address their needs will help them understand your commitment to them, and encourage them to stay.

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

 

To Boost Retention – Review for Projects, Not Performance

If you’re ramping up for Q4 in your workplace, you may be anticipating a slew of quarterly performance reviews. It’s your manager’s last chance of the year to address recent performance issues, map out a plan for improvement, and set a goal for what’s next year.  

But if you’re concerned with retention, you may want to reconsider. Performance reviews, depending on how they’re done, may not have the right tone to fit the turbulent world of work we’re in right now. They may not support your engagement and retention challenges. Employees are jumpy — and while feedback is always a good idea, it may all be in the delivery and the framework.  

What works instead? Take a project-based approach — in which feedback and reviews are based on specific projects rather than overall performance over time. It avoids focusing on trickier metrics like behavior and “commitment” and provides a picture of a given situation and a given challenge. And it creates a clear boundary between life and work at a time when many of our workforces are seeing those lines blur. The day-to-day of a given job may be filled with ebbs and flows that didn’t exist when performance review criteria was designed. Particularly in categories like “attitude,” “willingness,” or “energy.” But a project is a project: you get it done.

Projects and Teams are Already on the Rise

The world of work is already shifting to projects as an increment of production instead of focusing simply on time. A project-based approach to the workplace is already a reality for a growing number of organizations. Of course, there are industries that traditionally lend themselves to project-based cadences of work. Industries such as marketing, advertising and content, engineering, legal firms, consultancies, and other service providers. But even high-service industries can shift to projects — framing work into initiatives, special efforts, campaigns, and quotas.

Taking this approach can bring your people together as a team. And we’re seeing the rise of teams — Deloitte’s research on the power of high-performance teams to catalyze organizational growth is pretty compelling. We divide into teams to better structure communications channels within digital workplaces, to forge accountability, to better manage, and to create a unit we can rely on. Projects and teams go hand in hand: a team executes on a project, essentially — and may interact with other teams, but they have a specific role, specific tasks. That actually frees up a manager to track a whole lot more in terms of individual input and contributions, responsiveness, creativity, and the ability to work in a group — and as reflected in the outcome of the project they were a part of.

Anchored to Specific Targets

The uneasy truth may be that many organizations wonder if performance reviews are working, but don’t have an alternative. But this is the era of transformation — like it or not, we transformed where and when and how we work out of necessity. It’s a reality right now that employees are stressed — and a bit jumpy if you look at the Great Resignation. 

So consider the fact that just 14% of employees agree their performance review inspires them to improve, according to Gallup research. Further, traditional performance reviews and approaches to feedback can take a psychological toll —  actually making performance worse about one-third of the time, according to research published by the American Psychological Association. No one wants to unintentionally build more resentment instead of more engagement, best intentions aside.  

I’ve seen plenty of well-designed performance reviews that stay brilliantly on specifics. But one of the common objections employees have to performance reviews is that the criteria can feel vague; in that gray area may live bias, unfairness, arbitrariness, etc. Going granular may alleviate that: you’re looking at clear tasks delineated within the arc of a project: beginning, middle, completion. There’s closure. A sense of accomplishment. Finishing something feels good — and deserves credit. It may offer a tactful cantilever to other issues that need to be addressed. And there’s no question that each individual’s contribution to that project — and their own experience being a part of it— offer countless opportunities for feedback, for clarification, and for recognition. 

Reflecting What’s Happening Now

Is taking a project-based approach to reviews feasible for most organizations? It could be more feasible than you think. It fits the changes the world of work is already undergoing, and: factors many organizations are already experiencing:

  • An increase in bringing in gig workers, SMEs, and consultants that either complement existing skills among our salaried workforces or expand them as necessary — and therefore redefining the essence of a team.
  • A shift from depending on the overall cohesion of a physical workplace to a remote and hybrid one, where people don’t come together organically but over the work they do.
  • A new emphasis on flexible scheduling and more work/life integration — seeing the job as a series of projects rather than a monolithic block of time no matter what happens.
  • A need to integrate faster into operations and get employees aligned before that 3-6 month period when many consider leaving: A recent survey of some 2,000 U.S. employees found that more than half (52%) were already on the hunt for a new position after being in their present one for less than 3 months. 
  • A workforce in which teams, no matter their composition, can autonomously and independently execute, and a well-managed or self-managed team is becoming the essential engine of production (more than individual output) and a key part of the organizational chart.

A Resilient Framework

Recently the Harvard Business Review pointed to the resiliency of a project framework: instead of focusing on process and controls, it focuses on how to deliver the elements with the greatest value. It’s not a leap to see how that approach could also remove bias (such as recency) and gray areas from the equation, making the effort more about purpose, intent, strategy, goals, execution, and lessons learned. In terms of HR and talent management, that kind of shift immediately opens the door for feedback and self-reflection on the part of its participants and makes self-observation part of growth. In essence, it democratizes the review process by making it more clear.

Depending on the size and nature of your organization, performance reviews may be a critical factor in your talent management strategy. But adding project-focused reviews to the mix adds a concrete benefit. A tangible means to gauge people’s efforts to achieve real results, in real-time.  

It’s also a smaller-scale way to build larger-scale results: as we know, growth happens in increments and iterations, not whole-cloth. No question, it’s easier to drive alignment and achieve collaboration across a team focused on a project. So take that sense of accomplishment, focus on it and celebrate it, and then do that over again. In terms of employee engagement, that can create a truly strong foundation — and more reason for them to stay.

8 Learning and Talent Development Topics for Better Employee Retention

impact awardInvestment in learning and talent development is an essential ingredient of every company’s engagement and retention plans. What is one crucial topic to include in employee L&D that will lead to better employee engagement and retention?

To help you create an effective L&D program, we asked L&D professionals and business leaders this question for their best insights. From including interviewer training to developing individual talents, there are several essential topics that may help you deliver a robust employee L&D for better engagement and retention.

Here are 8 must-have topics for better employee retention:

  1. Interviewer Training
  2. Communication and its Impact on Business
  3. Feedback Delivery
  4. Celebrating Achievement
  5. Leadership Development
  6. Build Emotional Intelligence Skills
  7. Goal Setting and Performance Feedback
  8. Develop Individual Talents

Interviewer Training

A must-have learning opportunity for all employees is interviewer training. By focusing on a task and responsibility that most employees engage in throughout their careers, you simultaneously give your employees the skills to contribute to building a more successful company with the right talent. Additionally, you give them skills to carry with them wherever they go next. Interviewer training empowers everyone to become a brand ambassador. It also encourages a truly inclusive and diverse workplace and gives all employees a chance to be better.

Ubaldo Ciminieri, Co-Founder and CMO of interviewIA

Communication and its Impact on Business

Studies show that collaboration drives workplace performance. Learning the value of communication and how it impacts the business should be a priority for all employees to understand. Beginning with the “why” communication is crucial to show how it can affect and change the culture by building trust across the leadership team and staff.

In creating a high-performing, high-functioning organization, there needs to be collaboration on all levels. This means we need to communicate and over-communicate. Things change when people you work with understand what you are trying to do, the why, and how it affects them. The outcome is a high-performing team where work gets done with highly engaged staff, and the company exceeds expectations on all levels.

Denise Moxam, VP of HR and Engagement at Production Solutions

Feedback Delivery

There are countless learning topics that can positively impact employee engagement and retention. One of the areas that I believe to be crucial is feedback. To be able to skillfully provide regular, accurate, and timely feedback can improve performance, increase trust, and build relationships. All of which have a direct impact on both retention and engagement. Of course, the results are dependent upon individuals’ competency in this area. While some people may have the inherent ability to deliver feedback the right way, at the right time most of us need training and practice.

Greg Forte, Senior Director of L&D at Precision Medicine Group

Celebrating Achievement

Celebrating is a powerful skill that all leaders need to have in their toolkits to confidently & effectively lead now. When you celebrate a teammate, you are demonstrating that you see them, care about them, and value their contributions and how they show up in the world.

Celebrating is a skill, and it needs to be included in your L&D strategy. When you have leaders who properly and consistently celebrate their employees, you will see motivation, trust, connection, belonging, engagement, and retention skyrocket! Throw that confetti, leaders!

Leah Roe, Leadership Coach & Founder of The Perk

Leadership Development

While it’s not typically part of the category of employee learning, building a healthy leadership practice at all levels of the organization may be the strongest driver of employee retention and engagement. Employees need the opportunity to grow and thrive in their careers. This will rarely happen without leaders who recognize and encourage their development.

We know that most learning happens on the job and in conversation with others who already know the job. A learning function that equips front-line, mid-level, and senior leaders with the mindset, skill set, and tool set to effectively grow their employees will have an exponential impact on employee engagement and retention (not to mention business results).

Leaders who simply see employees as a means to the end of profitability, customer service, or meeting their operational metrics miss the key ingredient to meeting these business goals. They will see their employees walk away to another opportunity where they can grow.

Dave Adcox, Director, Learning & Organizational Development at Whitley Penn

Build Emotional Intelligence

By building emotional intelligence skills in our leaders and our teams, we support their ability to create an environment where employees are engaged and want to stay. Through our learning and development efforts, we can help our employees understand and manage their emotions, navigate relationships, and build trust. Additionally, we can help them show empathy, reduce stress, communicate better, and inspire others. In doing so, we create a place where our employees thrive and our business grows.

Mary Tettenhorst, Sr. Vice President, L&D of General Electric Credit Union

Goal Setting and Performance Feedback

Since studies show engagement often hinges on an employee’s first 90 days, providing new hires a supportive onboarding experience that includes context on company objectives, culture, and communication standards is critical. Supplementing this with assistance on goal setting will help level-set expectations and facilitate a growth path for the employee.

Always, make sure that your managers are equipped with the knowledge to articulate performance expectations, deliver feedback and coaching, and provide development opportunities for the employee along the way.

Glenn Smith, L&D Manager at Nextbite

Develop Individual Talents

The single most important L&D topic has to be how to effectively develop your people. Unlike a capital investment that has a fixed ROI, investing in human capital has almost unlimited ROI. Not only are you increasing the capacity and competence of your team to create value, development telegraphs that you believe in your people enough to invest in them. When people feel like valuable members of a winning team, they will provide higher levels of engagement and discretionary effort. Development creates a virtuous cycle that benefits both the organization and its people.

Thane Bellomo, Director of Talent Management and Organizational Development of MI Windows and Doors

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.

How to Decentralize Corporate Charity and Boost Your Benefits Package

Benefits are one of the key pillars of good employee retention. According to data compiled by LinkedIn in 2020, “better compensation and benefits” was one of the top three reasons that both Millennials and Gen Xers left their jobs.

This means you can’t just put together a run-of-the-mill benefits package and expect it to be a talent retention tool. On the contrary, sub-par or even adequate benefits are going to be a turn-off in a market where quality talent is at a premium.

This focus on good benefits has made reviewing and expanding your benefits package beyond the basics an essential strategy moving forward.

The Need to Review Your Benefits Package

If you’ve left your benefits package on autopilot in recent years, it’s time to give it a once-over. What’s more, employers can’t just select basic items anymore.

According to the Bureau of Labor Statistics, as recently as March of 2021, the majority of workers with access to employer-sponsored benefits had many of the basics already available. BLS reported that staples such as paid sick leave, unpaid family leave, and paid vacations were par for the course for most benefits packages.

For employers, this means offering competitive health care benefits, matching 401(k) contributions, and providing generous PTO isn’t enough anymore. 

While these are good starting points, it has become essential for employers to put additional effort into crafting their benefits packages. They need to go beyond the generic and tailor the combination to the needs of their workers. 

For instance, HBR reports that the most desirable employee benefits go well beyond retirement accounts and health insurance. Two decades into the 21st century, employees are also looking for things like work-life balance, flexible work hours, and work-from-home options. Often these perks will give a job the edge over higher-paying jobs with less attractive benefits packages.

Of course, post-pandemic, many work-from-home benefits have also become normalized. This means employers need to look even farther if they’re going to find benefits that truly help them stand apart. 

One way to do that which can resonate with the politically active, socially aware younger generation of workers is to include a way to give targeted donations.

Business institutions often include philanthropy as part of their operations. In most cases, though, they do this through clunky corporate foundations that are rife with inefficiencies. Focussing on philanthropy can improve employee experience and retention.

Should You Consider Philanthropy-as-a-Service?

Giving platform Groundswell defines the PhaaS or “philanthropy-as-a-service” model as charitable giving that “experiences near-constant innovation as a purpose-built, third-party software company researches, designs, builds, and launches new tools to corporate, individual, and nonprofit customers.”

In other words, PhaaS does for philanthropy what SaaS does for technology. 

To use the latter as an example, SaaS companies have streamlined the complexities of creating tech solutions in-house. While IT departments are still needed, nowadays, they typically manage a growing tech stack of third-party SaaS tools that make their jobs much easier. 

Off-site entities manage, update, and perfect these tools. They are then offered to end-users at a transparent cost that eliminates the need for excessive hands-on tampering.

In the same way, PhaaS can take the extremely complex business of corporate philanthropy and streamline it off-site. This takes the legal, technological, and logistical responsibilities off of the shoulders of corporate foundations.

PhaaS platforms also have the power of allowing businesses to distribute the responsibility of choosing where charitable funds should go. Businesses using a PhaaS tool can let individual employees donate to the targeted charities that they choose. 

Often all that’s required from an employee is to download an app, log in, and make a few selections.  Before they know it, their charitable preferences are official. This offers many different benefits, including:

  • Removing the overhead cost of running a foundation
  • Funneling more funds toward charities in an efficient, data-driven manner
  • Decentralizing the donation process and empowering employees to have a hand in choosing what organizations their company supports
  • Enabling individuals to support charities in perpetuity

This spreading out of the wealth and decision-making power, in effect, turns corporate philanthropy into an employee-driven benefit.

Spicing Up Your Benefits Package With Targeted Giving

Benefits packages are a key element of any retention strategy. Along with compensation, a good set of benefits can send a message that you care about the well-being of your employees. 

At the same time, a careless, sub-par, or outdated package can become a liability. It can make it much easier for competitors to lure employees away with the promise of a more compassionate set of benefits that will meet their needs.

If you haven’t reviewed your benefits package in a while, it’s time to do so. Don’t wait. Start by making sure that basic building blocks like PTO and a 401(k) are available and up to date. Also, address more modern considerations, such as work-from-home and flexible work options.

From there, consider adding something like targeted giving as a CSR-inspired perk. Invite your employees in on your brand’s philanthropic efforts. This can have the effect of cultivating happier workers who feel invested in their employer and proud of the charitable work that their workplace supports.

Work Sucks, But It’s Our Fault

Burnout and dissatisfaction at work are nothing new. In fact, a recent Gallup study found that more than one-half of American workers feel disengaged at their jobs. Too often we look at work as a necessary evil. We have to do it to pay the bills, but it’s not really something we’re passionate about. 

Meanwhile, business owners and leaders are left scratching their heads wondering why their employees are unhappy and unengaged. The business suffers as a result. So what’s the solution? How can businesses create a culture that engages and motivates employees where productivity and creativity actually thrive?

Our Guest: Dr. Tiffany Slater

On our latest #WorkTrends podcast, I spoke with Dr. Tiffany Slater, CEO and Senior Human Resources Consultant for HR TailorMade. Dr. Slater believes that the people you work with are the single most important element to building a thriving future for your business. Happy people make the world a better place.

What does it mean that people suck and why should we blame ourselves? Dr. Slater explains:

I know that sounds crazy as an HR person for me to say that but you have to say the whole thing together.  People suck and it’s our fault. As leaders, it is our responsibility to make sure that our team has everything that they need to be successful. And when they’re not successful the first thing we have to do is look at ourselves and ask if we did all that we could to make sure that they were successful. So that’s why people suck because a lot of times we don’t do our part.

Employee Performance

There are so many factors that play into a person’s ability to perform at their best. So how can business owners or leaders identify those factors and ensure that people are performing at the highest levels? Dr. Slater:

Make sure the work environment is conducive to being successful as a team member. I think the most important thing is that we create an environment that people actually love. The days are gone when people are just happy to come to work for a paycheck. People want to like what they do and where they do it.

Dr. Slater adds:

Make sure that people understand what value they add to the organization. Making it very clear what an individual’s role is in the overall success of the organization motivates people to want to work at their highest level.

Hiring People Who Don’t Suck and Firing People Who do

Hiring the right people can be challenging, time-consuming, and expensive. Equally as challenging is knowing when to fire someone vs investing the time to discover ways to help them perform at a higher level. So how do we hire people who don’t suck? Dr. Slater:

We hire people that don’t suck by making sure that we ask the right questions up front, and making sure that upon their onboarding we have a plan already designed to support their success.

And when do we fire people who do? Dr. Slater adds:

We shouldn’t just fire people that suck. So obviously there will be times when it’s necessary but that should not be our first response. We should always look to discover what we can do to help that individual to perform at a higher level. And if we’ve done that once or twice then we should start considering if it’s the right fit and if they truly just suck.

Joy in the Workplace

Bringing joy into the workplace leads to better business results and higher employee performance. Dr. Slater explains.

If you will create a joyful work experience for your team they want to stay. They want to work in your organization. Additionally, they want to help the organization to be successful because they understand that the organization’s success is also their success. So creating joyful work experiences is truly the key to a successful business. And I would be willing to bet that it is the key to making the world a better place because happy people make the world a better place.

I hope you found this recent episode of #WorkTrends informative and inspiring. To learn more about Dr. Tiffany Slater and HR TailorMade, please visit https://www.hrtailormade.com/.

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

5 Effective Talent Management Strategies

A talent management strategy is a blueprint for optimizing and broadening employee performance within a company. It allows a company to map out a plan to improve and revamp the organization’s most valuable asset – its people. The goal is to boost the company’s talent pool efficiency and retain and attract talented employees.

However, the concept of talent management is constantly evolving as time and technology change the nature of work itself, making it challenging to build and sustain a strong talent pipeline. Consequently, it has created the need for a new paradigm associated with talent management.

Businesses must adapt to changing demographics and work preferences, establish new capabilities, and rejuvenate their organizations. All this while simultaneously investing in new technology, globalizing their operations, and competing with new rivals.

Now more than ever, companies should use talent management strategies to achieve their goals and remain competitive in today’s fast-paced business environment. With this post as your road map, you can establish an integrated approach to managing all areas of your organization’s recruitment and development processes.

Below are 5 effective talent management strategies you should try.

1. Set Clear Objectives

As a manager, it’s your job to ensure that the company’s goals and objectives are in sync with the goals of your workforce. First, employees must understand their responsibilities and the company’s expectations. Then, through efficient communication and teamwork, they can focus on the company’s primary objectives.

With defined goals in mind, your team will become more involved in their work, commit to meeting milestones and achieve higher performance. Furthermore, it increases the efficiency and effectiveness with which your company can carry out business strategies and deliver outcomes significantly.

5 Effective Talent Management Strategies

For instance, when hiring new talent, you should set clear expectations by drawing out a detailed job description that includes the abilities and tasks required to fill that position. In addition, you should also keep in touch with new hires regularly to establish what is expected of them.

2. Offer Training Opportunities

Quality training programs should be a priority for companies to provide employees with opportunities for career advancement. If you haven’t incorporated training into your talent management strategy, you might want to think about developing a training program tailored to your employees’ unique line of work. Investing in your staff’s professional growth can be accomplished in one of two ways: by sponsoring them to participate in an outside training program or organizing an internal training program.

Most companies have shifted to online training programs, allowing employees to learn at their own speed and time. They produce and distribute interactive learning content using training tools.  Notable training tools could include micro-learning platforms, video training software, learning management systems (LMS), etc.

The other approach involves developing a training curriculum specifically for use inside the company. You can accomplish this by providing mentorship programs with access to resources and training sessions. Coaching your employees will ultimately help them learn more, improving their overall performance.

3. Conduct Performance Evaluations

As a manager, you must evaluate your team’s performance. Reviewing your employee’s performance allows you to offer constructive criticism. If an employee has been doing their job duties to a high standard, you should seize the chance to acknowledge and reward them.

Many companies have switched from annual performance assessments to conducting them more frequently as a part of their talent management strategies. They use key performance indicators (KPIs) to evaluate past and current performances and readjust to meet their goals. Monitoring (KPIs) also enables you to gain insights into prospective knowledge gaps, identify current shortcomings, and fix them. This will help you acquire executive support and the opportunity to modify the process when necessary.

5 Effective Talent Management Strategies

For example, if your company aims to improve its search engine performance, you need to track and measure your SEO campaigns’ return on investment (ROI). If the efforts do not bear any fruit, you should resort to other tactics to drive the desired outcomes. Alternatively, you can hire an SEO company that will improve your online visibility and traffic and boost your website’s bottom-line metrics, like leads, sales, and revenue.

4. Focus on Employee Experience

A company’s talent management strategy should include a holistic employee experience with ample growth opportunities. Therefore, it’s essential to figure out how your employees can best contribute to the company’s long-term goals and overcome specific challenges. However, this may vary depending on the company’s work culture, working hours, and employee benefits. 

5 Effective Talent Management Strategies

If such situations arise, you’ll have to determine if you need to hire more people or if you need to implement a new benefits scheme for your current employees. It will also require you to establish a strong corporate culture that encourages your employees and fosters a sense of community. Doing so will provide them with a workable framework in which they can grow and develop.

5. Adopt a Flexible Attitude

Workplaces nowadays are unpredictable due to rapid technological advancements, global market changes, and political shifts. Therefore, if your organization undergoes a significant change of one kind or another, it’s more important that you are flexible and responsive to sudden change.

You can effectively deal with unanticipated challenges or tasks by adjusting to change quickly and calmly. To sum up, a manager adapting to change means to: 

  • Adapt to the face of ever-changing external challenges for your company.
  • Adjust your management style in response to changing circumstances.
  • Accept changes as positive.
  • Revise strategies as necessary.
  • Take into account other people’s concerns during a transition phase.

Flexibility has become an increasingly valuable skill in today’s highly competitive setting, where unpredictability and change are often constant. However, flexibility isn’t just about reacting to situations when they arise. It also requires significant adjustments to how you think, conduct your work, and act.

Conclusion

Companies must develop strategic talent management strategies to help them retain their best employers for longer. This requires setting clear objectives,  offering training opportunities, conducting performance evaluations, focusing on employee experience, and adopting a flexible attitude. Using these talent management strategies effectively will keep your employees happy and motivated.

 

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.

Skills Development: Now or Later?

Podcast Sponsored by: Cornerstone

Research from PWC shows that upskilling puts companies at a great advantage. The research found that companies realize an extra 10% to 15% of the benefit of large-scale transformation initiatives and up to 40% reduction in workloads on individual roles, as well as a 5% improvement in workforce retention when they integrate upskilling. These benefits lead to more output, opportunities to reduce cost, and higher customer satisfaction

Our Guest: Katie Ballantyne

On our latest #WorkTrends podcast, I spoke with Katie Ballantyne, Cornerstone’s VP of Product and Customer Experience. She has years of experience achieving industry-leading employee engagement programs across organizations.

Katie Explains the already large gap we are seeing in skills development from 2020 to 2022

“Well,  from 2020 to 2022, what we’ve found out through research is that employee confidence that their employer is effectively developing their skills has gone down. And we found that the gap has grown wider. There’s now a 35 percentage point difference between that employer and employee confidence in skilling.

“What this really means, is that only about 55% of employees feel like their employer is effectively developing their skills.”

High Performing Organizations VS Low Performing Organizations

What differentiates these high-performing organizations from organizations that are just not excelling? Is it money? Type of employee? There has to be a definitive answer. Lets see what Katie thought:

“Here’s what we found out. The high performing organizations, they only had a nine percentage point skills confidence gap, whereas the laggard organizations had a 42 percentage point skill confidence gap.”

Katie goes further into the analysis:

“So what that means is that these laggard organizations, so the organizations that aren’t performing as well financially or with their customer retention, this means that only 18% of those employees feel like skilling and development is a high priority for their company. Let’s compare that in contrast to the high performing organizations, this was the only one with that nine percentage point gap, 88% of employees that these organizations feel like there is a priority in their development, in their learning, in their growth.”

The Lure of Learning Development

With a stat from 2021- Katie Explains:

“There was a survey that was done between Amazon and Gallup, it was back in 2021, and that survey uncovered that skills training is one of the top perks that people look for in their jobs. And with about 61% of the respondents in this study saying that upskilling opportunities are also important for staying at their jobs.”

How does technology play a role in the learning development process?

“People know that skilling is important, but sometimes they’re not quite sure where to start. This is big. It’s not like going and picking maybe eight competencies, which is still important and that’s still huge work to even do that and to narrow down that selection, but it can be really, really intimidating.”

I hope you found this recent episode of #WorkTrends informative and inspiring. To learn more about Cornerstone and Skills Development, please visit https://www.cornerstoneondemand.com/ 

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

Background Screening – What you Need to Know

Podcast Sponsored by: Accurate Background

How is background screening impacted in an increasingly remote-first world of work? No doubt, the pandemic has reshaped the workplace. And in many ways, it’s here to stay. A report by Ladders revealed that by the end of this year, 25% of all jobs in North America will be remote. With that in mind, employers need to adapt their background screening practices to the new normal of remote work.

Our Guest: Chief Compliance Officer at Accurate Background

On our latest #WorkTrends podcast, I spoke with an experienced industry professional and SME on background screening, drug testing, and HR Technology from our special guest, Accurate Background. We asked him to tell us the basics every employer needs to know about background checks. He explains:

The best way to open the conversation today is to remind employers that background screening is heavily regulated. We’re talking about federal laws, the Fair Credit Reporting Act, and state laws. These are in addition to the responsibilities that employers have under their federal FCRA and even local laws.

The Range of Background Screening

Both employers and candidates must understand the background screening basics and the different types of background checks.

There’s a wide variety of things that employers utilize throughout the screening process. Criminal history information is one. A subset that we call verifications is another. Verifications range from professional life license verification, employment verification, and education history. And then there are things like drug tests, credit reports, and driving records.

Consent – Yes or No?

Background checks are employers’ principal means of securing information about potential hires from sources other than the applicants themselves. Therefore, we asked if obtaining consent from the candidate is required before conducting a background check.

Oh, it’s required, and it’s required, and it’s required again. So employers, beware. Your disclosure is really a critical piece of the background screening process. If you’re going to do a credit report, tell them you’re doing a credit report. In some states, you also have to tell them why. Criminal history checks, personal or professional reference checks…all need consent.

What if a candidate refuses?

Most employers are conducting background checks contingent on an offer. If the candidate doesn’t want to authorize the background check, they don’t move forward with the process. And employers are well within their rights to leverage that, but they should certainly state it in their policy.

Social Media

Social media sites may seem like easy-to-access information about a potential job candidate. But is it acceptable or ethical for companies to scrutinize social media? What are some of the pitfalls that employers need to avoid?

Employers, hear me now, do not go on Facebook or Instagram or TikTok or even LinkedIn and look at your candidates yourself. That’s a big mistake. You want to engage with a professional organization that is doing this in a manner that is consistent with EEOC guidelines.

A professional social media screen will bring back information about whether or not a person is engaged in activities that could potentially present a risk to the organization. Information to help you make a decision that is ultimately about the true risk to the company and not just a personal opinion or unconscious bias.

The Marijuana Culture Shift

Recent years have seen a significant culture shift in how the use of marijuana is viewed. It’s legal in some states and becoming legal in many others. So what should employers be cautious of here?

There are still federal laws and federal mandates in place for drug testing, where it doesn’t matter what the state law is. Under any law where marijuana is legal, an employer does not have to accommodate use in the workplace. There are a lot of emerging state laws or laws currently in place related to whether or not you can test for marijuana pre-employment. Or whether you can use a positive test result for marijuana in an employment-related decision. But each one of those also has exemptions.

Adapting to the Remote Climate

Background screening shouldn’t take a back seat in this remote work climate. It’s important to understand the risk profile of someone who will be generally unsupervised yet still representing your company.

Take some additional due diligence to ensure that you know who your candidates are, that they’ve done what they say they have done, and that there’s nothing within their risk profile that will be destructive to your company’s reputation.

I hope you found this recent episode of #WorkTrends informative and inspiring. For more information on candidate screening and background check solutions, visit Accurate Background.

And, please mark your calendars! On Wednesday, May 25th from 1:30pm – 2:00pm ET, our #WorkTrends Twitter chat focuses on Background Screening in the Hiring Process, sponsored by Accurate Background.

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

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.