What is a Certified Lifeguard? 

According to the Centers for Disease Control and Prevention (CDC), Certified Lifeguards are critical in preventing drowning. Facilities with professional lifeguards have significantly lower drowning rates. 

A Certified Lifeguard is a trained and certified professional responsible for overseeing the safety of individuals in aquatic environments such as pools, beaches, and water parks. Their certification typically involves completing a rigorous training program that includes swimming proficiency, rescue techniques, first aid, and CPR. The certification ensures that the candidate possesses the necessary skills and knowledge to respond effectively in emergencies. 

Thus, the job description of a Certified Lifeguard should not only highlight the required skills but also mention a valid certification as a mandatory qualification. 

What does a certified lifeguard do?

Remember watching Baywatch in the ‘90s? The world-famous sitcom highlighted lifeguards as heroes of the water, ready to spring into action and save the day! While they may not always encounter dramatic rescues like those on TV, the role of a Lifeguard is no less vital in ensuring the safety and well-being of all swimmers. A study published in the Journal of Safety Research found that lifeguards in public swimming areas reduce the risk of drowning by up to 80%. 

Certified Lifeguards are tasked with preventing and responding to emergencies. Their primary role is to ensure the safety of swimmers. This involves constant vigilance, enforcing safety rules, and undertaking rescue operations when necessary. Lifeguards must be adept at recognizing potential hazards and intervening before accidents occur

Certified lifeguard responsibilities include:

The job responsibilities of a Lifeguard require them to be attentive, responsible, and hard-working. Important duties and responsibilities of a certified Lifeguard are: – 

• Supervising swimmers to ensure their safety
• Enforcing facility rules and regulations
• Providing emergency care and first aid as needed
• Performing water rescues and administering CPR
• Monitoring weather conditions to ensure swimmer safety
• Conducting regular safety inspections of equipment and facilities

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Zoologists monitor, mitigate, and manage global biodiversity challenges. Be it ecosystem restoration or species protection, their role in animal welfare is crucial. Use this Zoologist job description template to advertise open roles for your company. Be sure to modify requirements and duties based on the unique needs of the role you’re hiring for.

What is a Zoologist?

A Zoologist studies animal species, examining how they interact with their environments. They are responsible for planning animal care needs, including feeding schedules and habitat conditions. Zoologists oversee teams of professionals who administer daily care to animals. They also conduct research projects to gain deeper insights into species, contributing to the scientific understanding of animal behavior and ecology. Their work is a mix of animal management with scientific inquiry, playing a crucial role in wildlife conservation and biological research.

What does a Zoologist do?

Zoologists commonly work at aquariums, wildlife rehabilitation centers, zoos and similar institutions; they operate within office or laboratory settings. Zoologists are at the forefront of understanding and protecting the animal’s surroundings. A Zoologist career description includes monitoring animal health and investigating disease outbreaks to studying the effects of climate change on wildlife. Also, check out the job description of a Marine Biologist, who often collaborates with Zoologists.

Zoologist responsibilities include: 

• Writing scientific reports and making recommendations
• Investigating animal behaviors, habits, and characteristics
• Planning and executing research projects focused on animal studies
• Publishing research reports to communicate and interpret findings
• Promoting wildlife conservation in white papers and publications
• Identifying, monitoring, and mitigating invasive species and other threats

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Find out how to hire a CISO to protect your organization’s data and systems from cyber threats.  

What is the Chief Information Security Officer (CISO)? 

A Chief Information Security Officer is a senior-level executive who supervises an organization’s information security strategy and implementation. Being a CISO means working closely with the chief technology officer, chief information officer, and other executives and IT experts, to ensure the company’s data is secure and protected from cyber threats, including hacking, data breaches, and malware. 

A 2022 Survey by Heidrick & Struggles highlights the leadership responsibilities of a CISO as s/he reports directly to the full board of an organization in the U.S. The CISO also plays a crucial role in ensuring compliance with relevant laws, regulations, and industry standards related to data privacy and security. 

What does the Chief Information Security Officer (CISO) do?

A Chief Information Security Officer‘s role in an organization is critical for overseeing the security procedures and policies. As the leader of cybersecurity, they shoulder a wide range of job responsibilities, including developing and implementing an information security strategy, overseeing security measures to prevent cyberattacks, and managing incident response if a breach occurs. 

Besides protecting critical data, a CISO job description also involves working with other employees to educate them on safe IT practices. The CISO is up to date with the latest trends and technologies in cybersecurity, including the latest software.

Chief Information Security Officer responsibilities include: 

• Developing and implementing an information security strategy
• Identifying and assessing security risks
• Implementing security measures to mitigate risks
• Ensuring compliance with regulations and industry standards
• Leading a team of security professionals
• Raising security awareness throughout the organization

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The fusion of technology with biology and medicine is reshaping the 21st century industry. Biomedical technologies not only improve public health and support economic conditions but also offer esteemed experiential learning opportunities. With growing funding and investments in biomedical engineering, the biomaterials market is set to reach $64.2 billion by 2029. This will lead to a boom in job opportunities as well. 

If your organization has a head start on Biomedical Engineering programs, it is the best time to hire a Biomedical Engineer with key job responsibilities. Craft a compelling Biomedical Engineer job description using this as a sample – your pathway to attracting top-notch candidates perfectly suited for the role.

What is a Biomedical Engineer?

Biomedical Engineering (BME) is all about the advancements that upgrade human health and health care at all levels. Biomedical Engineers utilize engineering principles and problem-solving techniques in medicine and biology, evident across the healthcare industry, from diagnosis and analysis to treatment and recovery.

Moreover, Biomedical Engineers have gained recognition due to the widespread use of implantable medical devices, such as pacemakers and artificial hips, as well as cutting-edge technologies like stem cell engineering and the 3-D printing of biological organs.

What does a Biomedical Engineer do?

A Biomedical Engineer is responsible for integrating their expertise in biology and engineering to tackle the challenges in the healthcare industry. They specialize in areas like software development, device creation, process improvement, and more.

What ties these specializations together? Each one in the Biomedical Engineer job profile plays a vital role in improving patient care and treatment outcomes. They not only bridge the gap between medicine and engineering but also drive innovation and continual improvement in the field.

Working in diverse settings such as hospitals, manufacturing facilities, and research labs where their contributions make a tangible difference in people’s lives is one of the job requirements of a Biomedical Engineer. 

Biomedical Engineer responsibilities include:

The specific job duties and responsibilities of a Biomedical Engineer may vary depending on a few factors, including their level of experience, area of expertise, and the organizations they previously worked for. There are, however, core tasks that all these engineers (regardless of experience) must have. The following are the fundamental duties of a Biomedical Engineer.

• Offer technical support, training, and guidance to healthcare professionals on using biomedical equipment and systems.
• Proven experience in biomedical engineering
• Strong analytical and problem-solving abilities
• Collaborate with healthcare professionals, scientists, and cross-functional teams
• Maintain and test clinical tools/equipment

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The core duties of a Correctional Officer require them to be diligent, commanding and possess excellent observational skills. 

What is a Correctional Officer?

A Correctional Officer is a law enforcement professional responsible for overseeing individuals who have been arrested and are awaiting trial or who have been sentenced, to serve time in a correctional facility. The officers ensure the secure and orderly operation of jails, prisons, and detention centers, maintaining safety and security within these environments. 

Based on the job responsibilities of the National Institute of Justice, Correctional Officers (COs) are front-line bureaucrats who supervise inmate activities, provide them with social services, and maintain order in the prison. 

If you are hiring, the job description for a Correctional Officer should not only include the official roles and job responsibilities of a Correctional Officer but also mention ideal personality traits such as discipline, drive, assertiveness, and commitment to do public good. 

What does a Correctional Officer do?

Correctional Officers play a crucial role in the criminal justice system by ensuring the safety, security, and well-being of inmates and staff within correctional facilities. The primary duties included in the job description of a Correctional Officer are to implement rules, monitor inmate activities, prevent disturbances, and write routine reports. Additional responsibilities of a Correctional Officer include assisting in rehabilitation efforts and providing support to help inmates reintegrate into society.

Correctional Officer responsibilities include:

The duties and responsibilities of a Correctional Officer are diverse and demanding. Key Correctional Officer job responsibilities include:

• Supervision of inmate activities, including work assignments, recreation, meals, and visitation
• Maintainance and order in the facility to prevent disturbances, escapes, and unauthorized activities.
• Inmate adherence to the rules and regulations
• Regular inspections of inmate cells, common areas, and other facility areas 
• Report accurate records of inmates’ behavior, disciplinary issues, and incidents 

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According to the World Economic Forum, there will be no job shortage in the future, even with AI. Their discussion is focused on the disproportionate amount of new jobs created in the world. In fact, organizations can harness the power of AI and human intelligence to strike a balance. 

Will AI replace jobs? This question is not pertinent in the current or future job markets. The right question to ask is – Will AI bring value? The clear answer is yes! 

How does AI fit into the changing work dynamics?

Automation is the superpower of artificial intelligence. Organizations leverage it to automate mundane repetitive tasks, requiring minimal human intervention. 

Does this mean AI will take over jobs? No. It simply means AI will take over jobs with repetitive tasks, enabling the human resource to be employed in more valuable tasks. It requires the reskilling of human capital to sharpen their creative bend and match the pace of technological development.

The U.S. job market supports this narrative. According to Statista, 25% of Americans, aged between 30 to 44 years, believe AI will create more jobs in the future rather than artificial intelligence replacing human intelligence. Check out 10 new jobs created with AI in the workplace. 

The hiring managers’ perspective

From a business perspective, AI is a great tool to boost productivity. Businesses are looking at a more measured picture by exploring the idea of AI implementation in their operations. Based on IBM’s analysis, around 77% of organizations have either implemented or are in the process of including AI in their operations. They know its direct implication on workforce displacement and the panic amongst workers. Their immediate action is to join the reskilling revolution to upskill their workforce for valuable administrative work. They are also aware that employees are asking questions like – Will AI replace humans? So, they are leaving no stone unturned to maintain the positive mindset of their human talent. 

Recruiters’ strategies to counter the AI-job loss narrative

New technology and jobs

The AI revolution paints a picture of a highly advanced world with new jobs and opportunities. According to Forbes, potential new jobs will be created to manage artificial intelligence, including AI integration specialists, AI compliance managers, VR experience designers, and AI application developers. So, artificial intelligence will not replace jobs. It will require human resources with all-new skill sets. 

Skill assessment 

We all know how workplace evolution takes place every few decades. To be honest, it is not a new phenomenon. It means organizations will use a skill-assessment mechanism to hire workers. The majority of businesses are using AI candidate sourcing and AI recruiting to hire the right candidate with the perfect job fit. 

Talent development

Talent development is a focus area of the majority of organizations. They are aware of the fear in the job market about the uncertainties brought by AI. The World Economic Forum states that around 1.1 billion job transformations will happen in the next decade. Here, “transformation” is the operative word. Many businesses are providing on-the-job training and learning opportunities for talent development. Moreover, they are hopeful about the changes in government policies to empower employees with learning opportunities and funding. 

The employees’ perspective

The workers’ perspective on AI job replacement is clearly divided. The latest survey by Statista suggests that different age groups, ranging from 18 to 65 years responded differently on the subject. While some are hopeful about the future of the job market, others are fearful.

Another survey suggests that 3 out of 4 people use AI at work to ease their tasks and fulfill work commitments. Both surveys may seem contradicting at first but if you observe keenly, transformation is already happening! 

Employees’ strategies to counter the AI-job loss narrative

Upskill and reskill

Don’t you feel skills are the strongest assets of our species? We believe they save us from the uncertainties in life like no other asset can. The job market is no different. Every few decades, there is a lateral shift that requires extra effort to change the pace. The employees have gauged the reality and are already upskilling and reskilling. Many see it as an opportunity to prove their value in the organization. Online certifications, executive courses, and training programs are registering a record number of people. It shows the commitment to stay ahead of the curve. 

Command a premium wage

With upskilling and reskilling, talents know their improved worth at the workplace. Will AI replace humans? This speculative concern is not on their radar. They know the changing work dynamic and the power of accepting the change. It has given them a new outlook towards the job market. New talents are looking for opportunities that match their potential. Also, employees with skills and certifications are getting acknowledgement from the management with perks, rewards, and awards. 

The bright side: a future with AI at the workplace

The future of the job market suggests not to fear the change but to embrace it. It opens the door to opportunities to get better-paying jobs. The preconceived notion that AI and humans have similar qualities and abilities is misaligned. In all honesty, the nuances make it interesting by bringing intuition, emotional intelligence, and sensitivity to the workplace. 

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This transformation is impactful for finance teams, who often bear a heavy burden of time-consuming, repetitive tasks. Laurent’s research quantifies this burden:

“Finance teams in SMBs often spend significant hours each week chasing down documents and invoice approvals–at least 4 hours per week for the majority of finance professionals, according to a recent Yooz survey, with nearly a quarter of respondents spending 7 or more hours per week on this task.

“Automation can cut down this time drastically, allowing teams to focus on strategic planning and decision-making.”

These statistics highlight the potential for a significant shift in how finance professionals spend their time. By automating these routine tasks, finance teams can redirect their efforts towards more strategic, value-added activities.

The analytical capabilities of AI also promise to revolutionize financial decision-making. As Laurent notes:

“AI algorithms can analyze large data sets, providing insights and predictions that enhance decision-making processes in just minutes.”

This rapid analysis can provide finance teams with deeper insights, enabling more informed and timely financial strategies.

Related: AI in HR can transform overload into meaningful impact

The strategic impact of AI in finance

While efficiency gains are impressive, Laurent points out that the benefits of automation extend far beyond mere time savings:

“Automation allows SMBs to grow sustainably and manage larger volumes of work with the same or even fewer resources.”

“As businesses grow, the volume of tasks increases. Automation provides the scalability needed to handle increased workloads without proportional increases in operational costs. This allows SMBs to grow sustainably and manage larger volumes of work with the same or even fewer resources.”

This scalability is crucial for finance departments, allowing them to handle increasing complexity and volume of financial data without a proportional increase in team size.

Accuracy is another critical benefit. Laurent emphasizes:

“Automation also improves accuracy by minimizing human intervention which reduces the likelihood of errors and enhances the accuracy of operations. This is especially beneficial in functions like finance, where timely and accurate data is crucial for decision-making and compliance.”

In finance, where precision is paramount, this improvement in accuracy can significantly reduce risks and enhance overall operational reliability.

Unlocking strategic potential in finance teams

Perhaps most excitingly, Laurent Charpentier shared insights into how automation can unlock strategic potential:

“We found that 77% of finance professionals report feeling that their potential to contribute strategically to business outcomes is significantly hindered by a lack of acknowledgment of the extensive operational pressures they face daily. 

“When asked about potential resolutions, automation was highlighted as critical, with 88% of finance teams emphasizing its importance for strategic engagement.”

These statistics underscore a crucial point: automation isn’t just about doing things faster or more accurately – it’s about elevating the role of finance professionals within the organization. 

By freeing up time and mental energy, automation allows finance teams to focus on more strategic, value-added work.

Laurent’s vision for the future of finance is clear:

“It’s encouraging to see automation amplified with artificial intelligence, resulting in improved productivity without the need for additional headcount.”

“It’s encouraging to see automation amplified with artificial intelligence, resulting in improved productivity without the need for additional headcount, which is particularly advantageous for SMBs operating with tight budgets.”

This perspective challenges finance departments to think creatively about how they can drive organizational growth and success through technological leverage.

Security considerations in financial automation

Laurent also highlights the importance of security in this new landscape:

“I think it’s also important for businesses to consider the security benefits and risks of AI tools. On one hand, AI-powered fraud is on the rise. However, AI is one of the most powerful tools to combat it. 

“Businesses can fight fire with fire by utilizing AI-enabled systems for anomaly detection, vendor risk assessment, advanced data analysis and predictive analytics, natural language processing (NLP), and more, to repel AI-powered attacks.”

This insight underscores the dual nature of AI in finance – while it presents new security challenges, it also offers powerful tools for protecting financial data and processes.

The human element in automated finance

Finally, Laurent emphasizes the enduring importance of human expertise in finance:

“Automation should augment job functions, not replace human workers.”

“Automation should augment job functions, not replace human workers. I believe automation unlocks the strategic potential of finance teams, enabling them to operate at a higher, more valuable level. 

“This shift allows teams to concentrate on business innovation and long-term planning rather than getting bogged down by repetitive, manual tasks. Humans are indispensable, and automation should be a powerful tool in their arsenal to enhance their roles and deliver greater value.”

This perspective highlights that the goal of automation in finance is not to replace humans, but to empower finance professionals to achieve more.

What does this mean for HR Professionals

As finance roles evolve, HR professionals will need to adapt their recruitment, training, and development strategies. 

The focus may shift towards hiring finance professionals with strong analytical and strategic skills, capable of leveraging AI tools effectively. 

Additionally, HR teams may need to facilitate upskilling programs to help existing finance staff transition into more strategic roles.

As we witness this revolution in finance, it’s clear that AI and automation are not just changing processes – they’re reshaping the very nature of financial work. 

By maximizing the use of these technologies, finance teams can elevate their role, providing more strategic value to their organizations and driving business success in new and exciting ways.

The post AI in finance could free up at least four hours per week appeared first on Recruiting Resources: How to Recruit and Hire Better.

The process involves a lot more, such as screening all the applications, shortlisting the best-suited candidates, arranging their interviews with concerned departments, etc.

At times, this can get overwhelming for recruiters, taking up a lot of their valuable time and resources. 

What if we tell you that AI can be a solution to this age-old problem?

Artificial intelligence is the new buzzword, which is slowly changing the entire business landscape. More and more businesses are leveraging the power of technology to streamline their operations. 

According to the McKinsey Global Survey 2024, 65% of organizations are using artificial intelligence and deriving great business value from it. A lot of them are utilizing AI to transform their hiring process and reduce the workload of the recruitment team. 

Workable’s AI in Hiring Survey further explains how artificial intelligence is becoming the future of talent acquisition. Thus, it wouldn’t be an overstatement that AI-powered recruitment is a trend, which is here to stay! 

Artificial intelligence: an overview

Artificial intelligence is a form of technology in which software can replicate human thought processes to perform certain tasks.

These tasks can include everything from language translation to problem-solving, visual perception to decision-making. In present times, every human being is using artificial intelligence in one way or another. 

Role of AI in talent acquisition 

Nowadays, talent acquisition is not limited to filling roles. It is also about building a strong and functional team for an organization. But this can turn into a challenge, especially when you have limited time and resources.

This is when the concept of artificial intelligence comes into the picture, offering a revolutionary approach to talent acquisition. 

An efficient AI-based tool can handle a variety of tasks:

• Job advertising
• Candidate sourcing
• Applicant screening 
• Shortlisting candidates 
• Skill assessment
• Scheduling interviews
• Onboarding

Also read: Grow your talent pool with AI

Key benefits

In the current scenario, the increasing importance of AI in job recruitment cannot be ignored. There are several ways in which artificial intelligence can make things easier for organizations and their recruitment teams.

Here are a few key benefits of using AI in HR recruitment:

• Improved hire quality: Screening all applications you receive for a job position is undoubtedly the most complicated part of the hiring process. It not only requires a great amount of time and effort but there is also a chance of accidentally losing a high-potential candidate. Since AI-based tools use a specific set of algorithms, they can sift through the mountain of resumes in minutes. Only candidates with a profile matching a certain job role get shortlisted, improving the overall hire quality.
• Time and effort saving: By using AI in the recruitment process, you can automate several tedious tasks like candidate sourcing, CV screening, etc. This can expedite the hiring process and save a significant amount of effort.
• Bias mitigation: In the manual recruitment process, there is always a chance of unconscious bias based on gender, age, and more. According to research, 48% of HR managers admit that bias affects the candidates they choose to hire. AI-powered recruitment tools purely focus on an individual’s skill set. Hence, there are fewer chances of any kind of bias in decision-making.

Also read: How to use AI for human touch in recruitment

There is no denying that the use of AI in recruitment is reshaping the future of talent acquisition. By leveraging technology, recruiters can find the right talent while saving a significant amount of time and effort. 

Are you also a talent acquisition leader, struggling to streamline your administrative tasks? If yes, harness the power of artificial intelligence and say goodbye to the time-consuming, manual hiring process.

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But, what is the time tracking software? It is a digital solution designed to streamline the capturing and recording of employees’ work hours. With the time tracking software, employees can effortlessly clock in and out of work via desktop, mobile apps, or even advanced biometric technologies like facial recognition.

In fact, time tracking software offers more than just recording start and end times. The robust tools come with features that significantly enhance HR efficiency. Before exploring these features, let’s review some of the best time tracking software available in the market.

Related: The three do’s and don’ts of remote time tracking

Find out the best time tracking software 

According to Market Research Future, the time tracking software market is set to grow at a CAGR of 16.5% between 2024-2032. Every organization is part of the bandwagon. What’s holding you back? If you’re not sure which solution to go for, here is our list of the best timekeeping and billing software you can consider for your organization: – 

Workable

Workable is a comprehensive hiring and employee management software designed to simplify and streamline HR processes for companies of all sizes. Complementing its existing suite of impressive features, it is now set to launch the best time tracking software for small businesses, medium-sized firms, and multinational companies. 

ProWorkflow

A time tracking software known for its user-friendly interface and features like timesheets, project tracking, and reporting. It also allows employees to track their time across multiple devices. It is one of the accessible time tracking solutions for firms with limited budgets.

Wrike

Guaranteeing seamless time tracking, Wrike is popular for its customizable dashboards and advanced reporting tools. It is preferred by organizations due to its intuitive interface and third-party app integration, which makes the life of the workforce pretty easy. 

Mavenlink

It is a unified platform with resource planning, time tracking, and project management. Mavenlink is a favorite among HRs due to its optimization of operational efficiency. 

Zoho Projects

One of the trendy time tracking software, Zoho Projects tracks billable and non-billable hours, monitors employee performance, and assists in resource management. Its seamless ecosystem with Zoho applications makes it the perfect time tracking tool for medium and large businesses. 

Basecamp

Small businesses who’d like to play the field of time tracking should give Basecamp a go. It has a simple interface that ensures inter-team collaborations, time tracking of employees through third-party integration, and enhanced project visibility. 

ClickTime

The best utilization of time is possible with ClickTime, time tracking software with detailed timesheets, project allocations and resource planning. 

Time Doctor

Remote time management is the need of the hour. Time Doctor gets it and provides in-depth reports on time usage and productivity with tools like screenshot recording, activity levels, and time logging. 

With so many options available, you can choose the best employee time tracking software for your organization based on your business needs.  

How does effective time tracking enhance HR processes?

Google, Apple, Microsoft, and all the big players use time tracking tools. Here’s how employing the best time tracking program in your organization can help enhance HR processes and improve your efficiency: 

1. Improved payroll accuracy 

Unlike manual timesheets, which are more prone to errors and inaccuracies, automated time tracking software can eliminate human error, ensuring accurate records of worked hours. This precision reduces discrepancies in payroll processing, leading to timely and accurate paychecks.

2. Better project management and resource allocation

With time tracking software, you can analyze the time logs of any specific project to gain valuable insight into project dynamics, learn potential roadblocks within the projects, and access resource allocation. This empowers you to proactively intervene and address any delay, ensuring the employees meet the deadlines.

Additionally, timesheets can show potential resource imbalances within the department. By understanding teams that have extra resources and those that are understaffed, you can ensure all departments have the necessary manpower.

3. Reduced administrative burden 

By reducing inaccuracies in payrolls, streamlining workflows, and automating data entry, the time tracking software reduces administrative burden. This frees up your valuable time, allowing you to focus on more productive tasks such as talent management, developing workforce plans, and more.

4. Data-driven decision-making 

Besides keeping track of employees’ work hours, candidate tracking software provides information on employee work patterns, overall team productivity, and departmental performance. As an HR, you can use this data to make more informed decisions about resource allocation, staffing needs, and workflow optimization.

For instance, you observe that a team spends more time than regular working hours. This could be due to understaffing or workload imbalance. Based on this information, you can understand the areas requiring support and help them accordingly.

5. Enhanced employee accountability and transparency

Knowing work hours are being tracked can motivate employees to become more accountable and mindful of how they spend their time. What’s more? The data on how employees allocate their time can help managers understand areas where an employee might need support or offer guidance on effective time management. 

Having a platform where everyone’s time allocation is visible, enables a deeper understanding of each other’s workloads. This transparency can help create a more cohesive work environment. It’s a win-win for everyone! 

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Would I fight over this? You bet. Would I drop a client because they refused to implement a dress code. No. Would I laugh hysterically when they come to me and say, “Jane just showed up with the F word plastered across her chest. Do something.”?

Yes, yes, I would. Because I told you something like this would happen. 

I asked HR people (and others) what their HR hills were and if you’re wondering what your HR department is going to focus on this year, this list is a good place to start.

Fair pay

Executive Recruiter Kristina Angel: “I’m passionate about paying internal candidates a fair promotion based on the position they are in. I could never understand why you would limit them to a strict percentage when you would pay much more for an outside candidate to do the same role. Yes, perhaps the outside candidate offers more experience, but the internal also has an edge with their knowledge of processes, culture and have less of a learning curve in other ways.”

CEO of Wage and Hour of LA, Shannon Coleman-Cryer: “I would like to see salaries posted with job postings! I think this will allow applicants both external and internal to know WTH they will be receiving if they apply for said position. Just my two cents… You know I want to talk about exemptions but since I’ve already (kind of) mastered this task, I will leave it alone today .”

Both Angel and Coleman-Cryer advocate for fair pay for employees, whether they are new external hires or internal transfers/promotions. You’ll find salary fairness will keep you out of lawsuits and increases your applicant pool. LinkedIn found that 91 percent of applicants consider the salary range when applying.

No surprises

Senior Consultant in Leadership, Adam Peterson: “No one should be surprised when they are fired. We’ve made the compliance policies clear and given warnings when they are possible.

“In my corporate days, I saw two fairly random enforcements of policies just to find a way to get rid of someone or make an example that we are serious about that procurement policy.

“Don’t short cut the dismissal process. It undermines the culture for everyone else that still works there!”

Recruiter Elliot Echlov: “There should be no surprises (other than positive ones) when conducting formal performance reviews. If you as the manager are waiting until you *have* to document a performance concern to actually do it, then you are failing to do your duty as a manager of people.”

On the surface these seem like two very different HR hills, but they really are the same one: communicate with your employees – especially negative things. Employees deserve the benefit of knowing where they stand at all times. These leaders want to make sure employees know what they’ve done wrong and how they can improve, long before you show them the door.

Showing compassion

Product Manager Kara H: “Bereavement leave should not be limited to specific employer-defined nuclear family relationships; the allowed relationships tend to disregard the myriad types of non-traditional family structures. The result is a kick while they are down to an employee who has just lost the most important person in their life and learns the bereavement policy doesn’t cover it.”

Accessibility program innovation and strategy architect Sheri Byrne-Haber: “I will die on the ‘all accommodations should be centralized’ hill. Otherwise they are determined at the whims of managers and departmental budgets which leads to inconsistencies and unfair decisions, discriminating against the people with disabilities that need them.”

While these two people are not HR employees, they’ve both selected hills that generally fall under HR policies and both focus on compassion.

Bereavement leaves are typically ridiculously short–can you really handle the paperwork for a deceased child or spouse in three days, let alone grieve – and also do not recognize that was all wish to be there with friends or distant relatives that wouldn’t be covered by policies. 

And with disability accommodation, leaving the accommodations up to individual managers is a recipe for trouble. Understanding disability law and accommodations is complex and consistency is more likely to lead to fair, compassionate, and legal outcomes.

If your HR people start focusing on these types of issues–listen, they aren’t going to back down easily and it will make your business much better.

What about you? What are your HR hills you would die on?

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April’s Hiring Pulse presented some striking observations. Job postings have significantly decreased compared to previous years, and the candidate pool returned to more manageable levels. 

This double edition of Hiring Pulse will delve into these matters further, offering insights into what unfolded in the market during April and May. Let me remind you that the data we’re examining is based on the completed months prior to the current period.

Let’s begin.

How we’re looking at data

We’ve adopted two methodologies in how we look at the Hiring Pulse dataset. For Time to Fill and Candidates per Hire, we’re measuring each month using the average of 2019, the last “normal” year, as a baseline index of 100.

For job openings, we’re taking a different route – simply, the average number of job postings per company. This gives us the opportunity to gauge overall recruitment activity and whether that’s going up or down.

Want a more detailed methodology? Jump to the end and check it out.

As always, we look at the worldwide trends for three common SMB hiring metrics:

Time to Fill (TTF)

Total Job Openings (JO)

Candidates per Hire (CPH)

Let’s start analyzing!

1. Time to Fill

For this report, Workable defines “Time to Fill” as the number of days from when a new job is opened to when that job opening is filled. It’s important to understand that definition: jobs that are still open as of the end of May are not included in this graph as they don’t yet have an “end date”. Only the jobs that are filled are included here.

Quick clarification: the data in this chart shows the trendline against the 2019 average as an index of 100, not the actual number of days in TTF.

Let’s have a look at the monthly TTF trend through to the end of May against the average of 2019, based on jobs that have been filled:

As noted in our previous edition, there is little fluctuation in the Time to Fill Metric this time around. It increased modestly by 1.1 points, from March’s 81.5 to April’s 82.6. However, in May, we see a drop of 1.8 points, mirroring last year’s pattern.

We’ve previously observed that January’s spike is likely due to hiring teams being stretched thin over the holiday season, with the return to ‘normal’ levels in February and beyond resulting from teams catching up on filling crucial roles within their organizations.

This month follows the same trend – just business as usual. This is reassuring until you examine the next metric – Job Openings.

2. Total Job Openings

Total job openings represent the total number of job openings activated across the entire Workable network.

As stated above, we’re displaying this as an average of job postings per company in the network. And because this is not contingent on job opened/filled dates like TTF and Candidates per Hire, we can simply look at the raw job open numbers up to the end of May.

As usual, examining the four company size categories – 1-50, 51-200, 200+, and the overall average – reveals interesting insights.

The key statistic to focus on is the average number of job postings across all company sizes within the entire Workable network. This figure has decreased to 8.1 job postings per company on average in April and May, down from 8.6 in February and 8.2 in March. Notably, this shows stability compared to the same period last year, when the numbers were down by almost 1 point.

However, trends differ within the enterprise-level category (200+ full-time employees). This group saw an average of 16.5 new job postings in March, increasing to 17.3 in April and slightly decreasing to 17 in May.

Medium-sized businesses (51-200) experienced a notable drop in March (6.8), followed by an increase to 7.5 in April and a slight decline to 7.1 in May.

Small businesses (1-50) have shown relatively stable activity, with 6.8 job postings in March, 6.4 in April, and 6.5 in May.

Remember the example we shared in our previous edition? Let’s update it with May’s numbers:

For a typical enterprise-level company with 250 employees, May’s average of 17 job openings means 6.8% of the payroll is looking for new hires—one in every 14.7 positions needs filling.

For medium-sized businesses with around 125 employees, 7.1 job postings in May translate to 5.7% of the workforce, or one in every 18 employees. These companies are hiring slightly more per capita than in March.

In small businesses with about 25 employees, May’s 6.5 job postings mean a significant 26% of the workforce needs replacing or hiring for new roles—more than one in four employees. Imagine in a small office, for every four people, one is a new hire. This makes quick onboarding crucial, as delays can be costly for small, agile businesses.

You might be curious about how all of this compares to previous years, especially since we’ve covered it in the last couple of our editions.

Note: this is calculated a little differently. For the sake of direct comparison, we’re using January of each year as our baseline index of 100.

3. Candidates per Hire

Workable defines the number of candidates per hire (CPH) as, succinctly, the number of applicants for a job up to the point of that job being filled. Again, remember, this is a trendline using the 2019 CPH average as a baseline of 100, not the actual number of candidates per hire.

Let’s look at what’s going on here through April and May:

Enough with the roller coaster effect. Candidates are actively seeking new opportunities after a prolonged period of decline.

For those who need a refresher, the Candidates per Hire metric has been steadily climbing (with occasional months of moderate drops or stabilization) since around mid to late 2022. Then, suddenly, there was a dramatic drop. If the shift from January’s 189.9 to February’s 182 felt significant, then the drop to March’s 161.6 was nothing short of dramatic.

But now, rejoice! April and May show a stable increase, with 175.2 candidates per hire. This echoes figures from last August, but we’re feeling more optimistic now, hoping this trend will continue to rise. Another roller coaster ride? Hopefully not.

Since we’re conducting year-over-year comparisons in this report, let’s apply that to CPH as well.

Here’s a new observation. Through year-over-year comparisons, it’s evident that this year deviates from the trend of previous years, which typically saw a decrease during this period, suggesting a possible seasonality. Why might that be?

Candidates are actively searching for opportunities post-March, and we believe there are two main reasons for this. Firstly, there are fewer job openings this year, and secondly, layoffs are on the rise. Consequently, candidates are casting a wider net and submitting their resumes to more open positions than they did previously.

Let’s delve deeper into this.

What’s going on here?

The current job market appears to be tightening, with fewer available job openings and more candidates applying for each position compared to the typical trend for this time of year. 

This shift in the job market is likely influenced by economic factors, such as layoffs, which are compelling candidates to conduct more extensive job searches. Companies may find themselves receiving more applications per open position, while job seekers may face increased competition in their pursuit of new opportunities.

One way to stay pace with your competition is not just to maintain product competitiveness, but to also acquire and retain the best talent that’s out there. A solid HR suite may be what you need to stay up there atop the hill.

See you next month!

Thoughts, comments, disagreements? Send them to content@workable.com, with “Hiring Pulse” in the subject heading. We’ll share the best feedback in an upcoming report. Watch for our next Hiring Pulse in July!

The Hiring Pulse: Methodology

Because one of the three metrics (Job Openings) is different from the other two metrics (Time to Fill and Candidates per Hire), we’re adopting two very distinct methodologies.

To bring the best insights to small and medium (and enterprise-level) businesses worldwide, here’s what we’re doing with the Job Openings metric: we’re taking the number of job openings in a given month and dividing that by the number of active companies in our dataset, and posting that as an average. For example, if July 2022 shows the average Job Openings per company as 7.7, that simply means each company posted an average of 7.7 jobs that month.

For the Time to Fill and Candidates per Hire metrics, we’re comparing a specific month’s trend against the full average of 2019, and we show the result using that 2019 average as a baseline index of 100. For example, if July 2022 shows an average Time to Fill of 30 days for all jobs, and the monthly average for all of 2019 is 28, we present the result for July 2022 as 107.1 – in other words, 7.1% higher than the average of 2019.

And we chose 2019 as the baseline because, frankly, that’s the last normal year before the pandemic started to present challenges to data analysis among other things.

The majority of the data is sourced from businesses across the Workable network, making it a powerful resource for SMBs when planning their own hiring strategy.

The post Your Hiring Pulse report for May-June 2024 appeared first on Recruiting Resources: How to Recruit and Hire Better.

Shannon shared a striking finding from McKinsey’s American Opportunity Survey that finds that 36% of employed US workers identify as independent workers (up from 27% in 2016).

This surge isn’t just impressive – it’s a call to action for HR departments everywhere. You need to rethink your talent strategies and workforce planning.

But it’s not just independent studies highlighting this trend. Shannon’s own company, Wripple, has uncovered similar patterns. 

Wripple’s 2024 TeamUp report highlighted the strategic significance and growth trajectory of the freelance workforce in corporate America. Shannon comments:

“Many companies are seeking to modernize their workforce standards and practices and 92% of them indicated that they plan to increase their use of freelancers in 2024 and beyond.”

What does this mean for the HR pros? We’re looking at a future where flexible work arrangements are the norm, not the exception. It’s time to start preparing for this shift.

Economic uncertainty: The freelance catalyst

Economic downturns often spark workplace innovation. The recent uncertainties have accelerated the freelance trend. Shannon confirmed this observation:

“The increasing use of freelancers is a macro-trend that was certainly accelerated by recent economic uncertainty.”

As HR professionals, you are often tasked with balancing budget constraints and staffing needs. Freelancers offer a solution. Shannon explains:

“Engaging freelancers for short or medium-term work assignments gives companies the ultimate in financial flexibility. Companies only pay for the work they want and need to get done and no additional employee salaries are added to the books.”

Shannon has noticed that many consumer-driven sectors such as banking, travel and consumer electronics “recently turn to freelancing in lieu of hiring full-time employees.”

The appeal of freelancing: a two-way street

Understanding why professionals choose freelancing is key to your talent acquisition and retention strategies. Shannon identifies the primary draw:

“The primary driver to turn to freelancing is certainly career flexibility – being able to work (a) when you want to and (b) on the specific types of job assignments that are interesting or desirable to you.”

But freelancing isn’t for everyone. Shannon points out:

“To be a successful freelancer, you need to be an expert at something because companies want proven results and they are increasingly looking for specialists who can work efficiently.”

Shannon suggests that freelancers need to have “at least 5+ years of work experience and have mastered at least one craft or skill.  And freelancers often need financial security to feel comfortable with a non-salaried, sometimes unpredictable income.  Therefore, individuals in a dual-income family or those in the mid to late stages of their career are often the ones that turn to freelancing.”  

The freelance economy isn’t just changing how we hire – it’s changing how we think about careers altogether.

Adapting HR strategies for the freelance era

As HR professionals, you are at the forefront of this workplace revolution. Our strategies need to evolve quickly to keep pace. Shannon shared some insights on how companies are adapting:

“Companies are adapting their talent acquisition and management strategies in several key areas.”

He outlined four main areas of focus:

• Focus on flexible hiring: Streamlining processes and using freelance platforms for quick on-boarding.
• Creating talent pools: Building a network of go-to freelancers for recurring projects.
• Adding tech: Using project management tools and AI for better freelancer-project matches.
• Policy updates: Adapting payment terms and work policies to suit freelance contracts.

These changes aren’t just surface-level tweaks. They represent a fundamental shift in how we approach talent management.

But with change comes challenges. Shannon highlighted a crucial point:

“Ensuring the engagement of freelancers is handled with the same level of professionalism as full-time employees.”

This ‘professionalism gap’ is something we in HR need to address head-on. How do we ensure freelancers feel as valued and integrated as full-time staff? It’s a question that requires innovative solutions.

Other challenges he noticed are: 

• Consistency: Ensuring quality and reliability from freelancers. Note:  freelance platforms can help with this
• Cultural fit: Integrating freelancers into the company’s culture and brand

Technology: the freelance enabler

It’s a fact. We’ve seen technology transform this field time and again. The freelance economy is no exception. Shannon emphasized the role of emerging technologies:

“Certainly, emerging technologies are already having a tremendous impact on the world of freelance work.”

He pointed out three key areas:

1. Freelance marketplaces and talent platforms. Advanced algorithms and AI help match freelancers with the most suitable projects based on skills, experience, and preferences.  They also offer resources, forums, and support services to help freelancers succeed and grow their businesses.
2. Generative AI. AI is certainly impacting how freelancers work.  Increasingly, all freelancers must have a set of ‘go to’ AI tools that they utilize every single day to get their work down more efficiently with higher quality.   
3. Virtual and Augmented Reality (VR/AR). VR/AR technologies offer immersive virtual meeting experiences, enabling more effective remote collaboration and interaction. VR/AR can create realistic training environments for freelancers, helping them acquire new skills and improve existing ones in a hands-on, engaging manner.

As HR professionals, you need to stay ahead of these technological curves. Shannon noted:

“Increasingly, all freelancers must have a set of ‘go to’ AI tools that they utilize every single day to get their work down more efficiently with higher quality.”

Shaping the future of work

Looking ahead, it’s clear that the freelance economy will continue to grow. As HR professionals, you’re not just observers of this trend – you’re active participants in shaping it.

Shannon’s insights have highlighted the opportunities and challenges ahead. But it’s up to us to turn these insights into action. We need to:

1. Rethink our talent acquisition strategies
2. Develop new approaches to workforce integration
3. Update our policies to accommodate flexible work arrangements
4. Embrace technology as a tool for managing a diverse workforce

The future of work is flexible, technology-driven, and increasingly freelance. As HR professionals, it’s your job to ensure that this future works for everyone – freelancers, full-time employees, and companies alike.

By staying informed, adaptable, and proactive, you can turn the freelance revolution into an opportunity for growth and innovation in your organizations.

The post Freelancers on the rise: adapting HR strategies for the new era appeared first on Recruiting Resources: How to Recruit and Hire Better.

The Surge in demand for blue-collar workers

Let’s start with the good news: blue-collar businesses and their workers are in greater demand than ever before.

Due to the Bipartisan Infrastructure Law, our nation has invested in major infrastructure projects that develop everything from new roads, bridges, and railways to whole airport terminals and ports.

These transformational undertakings have created a historically high number of new jobs in blue-collar industries like construction, manufacturing, and transportation.

As the White House explains, “The economy has added 670,000 jobs in construction since… January 2021—an average of 20,000 jobs per month… Employment in the construction sector has exceeded the pre-Great Recession high for the first time, with [October 2023] setting a new record high going back to the start of the data in 1939.”

The upshot is that there’s a lot of opportunity in the blue-collar sector today. 

Now for the bad news: despite offering good jobs with high wages, many employers are still struggling to find the talent they need. Even if they do manage to find and recruit new workers, they can have difficulty keeping them.

Why? In my experience, many companies in the blue-collar sector continue to enforce policies that might have worked when a single income was enough to support a family, but these policies no longer meet the needs of today’s workers.

Today’s employees prioritize work-life balance

Society has changed, while many blue-collar businesses have not. Today’s employees — no matter their gender, race, or background — prioritize their ability to balance work with their personal lives.

According to a recently released study by Randstad, the world’s largest employment agency, workers rated being able to strike a healthy work-life balance as just as important as pay. Roughly 57% of respondents said they would not take a job that would negatively impact their work-life balance, such as one that doesn’t offer flexible scheduling.

Indeed, flexibility has become a major priority for employees of all kinds, including those in blue-collar jobs. Another Randstad study from 2023 found that 42% of blue-collar employees consider flexibility to be more important than their salary.

A high rate of respondents — almost two out of five — reported that they wouldn’t have any trouble doing their jobs and completing their tasks on a flexible schedule, but also said that their employers were resisting this possibility.

A surprising number of participants — 30% — even said they had quit a previous job because of the lack of flexibility it had afforded them.

Flexible scheduling initiatives can help blue-collar businesses improve their employees’ work-life harmony and retain their valuable team members.

How blue-collar businesses can offer flexibility

Just because something has always been done a certain way doesn’t mean that’s the best way to do it.

Even blue-collar businesses that cherish a long tradition of working in a certain way can adjust their processes and procedures to support employees’ well-being.

Even blue-collar businesses that cherish a long tradition of working in a certain way can adjust their processes and procedures to support employees’ well-being.

So, what kind of flexible scheduling can blue-collar employers consider?

First of all, if two workers want to trade shifts, employers could create procedures that enable them to do this as quickly and easily as possible. Is it really necessary for them to gain manager approval, for instance?

As long as the two shifts are being covered, the work is getting done, and everyone understands what’s going on, requiring paperwork and approval may just add unnecessary tasks to people’s plates.

It may also be possible to offer shifts of variable lengths so that employees might work longer on one day and take off earlier on another.

It might not matter if one person works 10 hours on Wednesdays and takes off two hours early on Thursdays, especially if another team member works two hours less on Wednesdays and two hours more on Thursdays.

As long as the teams are fully staffed as needed to accomplish the work on time, different workers’ hours could be combined like puzzle pieces in order to meet individuals’ needs and preferences.

This flexibility would be invaluable for parents who need to pick kids up from soccer practice on a certain day every week. Workers who don’t have caretaking responsibilities would also likely appreciate this option since it could enable them to spend time doing the hobbies and activities they enjoy during the regular work week.

For some roles, employers might be able to offer flexibility about the exact time employees begin and end work each day.

If the employee can work independently, there is usually less need for them to report for duty according to a rigid, unchangeable schedule.

Even employees who are necessary for group tasks may be able to find ways to shuffle the workaround to accommodate someone who needs to leave the site at a certain time.

Remember that, as a business leader or manager, you don’t need to come up with all the solutions on your own — just ask your team members how policies might be able to become more flexible without undue disruption to the project. They will probably be able to give you a lot of ideas.

Flexibility equals employee productivity and loyalty

The current state of the job market opens up the possibility of revising company policies and improving employees’ well-being.

Studies show that when employees feel happier about their jobs, they are more productive and loyal to their employers. 

For these reasons alone, blue-collar businesses should take a hard look at their policies and consider the possibility of change.

— Jason Lamonica, COO of Spec on the Job, brings more than 15 years of experience to blue-collar staffing and leadership. He ensures stability and growth for these service lines with a focus on operational excellence within three key areas: evidence-based best practice programs, well-trained and appropriate staffing of people, and developing key partnerships with clients.

The post Creating a better work-life balance for blue collar workers appeared first on Recruiting Resources: How to Recruit and Hire Better.

What is idea theft in the workplace?

A team can come up with ideas–and, in fact, a team working together can often come up with better ideas than a single person working alone. 

The classic example is the manager who presents the team’s work as their own. Is that idea theft? People know that the manager didn’t do all the work, right?

Perhaps they do know that when a manager says “I,” they mean “my team,” but if that’s what they mean, then they should say that. A simple change of “the team created this” can bring a world of difference to team morale.

Managers must remember that their job is to manage. You actually look like a better manager when you can explain how your employees did the work under your leadership. That’s the goal. 

Idea theft also comes from people just taking ideas without credit. Sometimes, you’ll see it in meetings. 

Idea theft is common

According to an OfficeTeam survey, 44 percent of employees had their ideas stolen. But that means some of you are also stealing ideas. You may not even realize that you are stealing ideas. Or you may think that yes, Jane had this idea, but I’ve added to it and it’s now mine.

Add to this the proliferation of large language models like ChatGPT where you put in a question and it pulls other people’s ideas for you to use. You may not have directly stolen it from another human, but the AI did it for you.

But why steal? There are plenty of reasons people do, and some of them are solvable. Some are not.

Some people steal ideas because they are self-centered jerks who will stomp anyone who gets in their way. But not all people who steal ideas are that way. Consider the person who brings something up, gets credit for it, and fails to say “well, it wasn’t my idea.” There is a real fear that sharing other’s ideas will make the person seem less valuable.

You also have managers who were trained by managers who stole ideas and think this is just the way to go about it.

And you have people who hear something or read something, but don’t register it and genuinely think they thought it up themselves. Frankly, we all are in that category as we have a ton of input in what we do each day. (Did I read some of these ideas elsewhere? Probably. They aren’t terribly unique or exciting!)

Ignoring or participating in workplace idea theft will be demoralizing. Why would an employee work hard to create something new and have someone else claim credit? Why speak up in a meeting if you know that the person next to you will claim credit for your ideas? 

Ultimately, it has a chilling effect on your employees and their creativity. Remember, managers who support employees get engaged employees. Engaged employees are more productive. More productive employees is a benefit to the manager. Stealing their ideas may make you look cool for a minute but is ultimately destructive.

How to handle workplace idea theft

The most important thing is for managers to set an example. If a manager consistently gives credit where credit is due, others will pick up on it. Managers must provide credit – even when the employee is not in the room. It’s a powerful thing for a manager to say, “Hey, my employee Jane had this great idea and here’s how we’re implementing it…” It allows senior leaders to learn about employees and encourages a culture of collaboration.

If someone steals your ideas you have two options: Stay quiet or speak up.

Most people would probably like to think that they would stand up for themselves and say something witty and pointed that would stop the idea thief in their tracks, but that is not what happens. The first time it happens you may be too shocked to say anything, but if it happens once, it’s likely to happen again and you can prepare. Practice some of these phrases, 

“Yes, that’s a great idea. I presented it last week and…”

“If you’ll remember, I suggested that to you twenty minutes ago…”

“Yes, the project did turn out great. I did X, Juan did Y, Stephanie did Z, and you managed the process.”

Practicing phrases can help you speak up even when it’s hard.

If you’re not the type to speak up in public, you can meet with the thief after and say, “Hey, I worked very hard on that, and you neglected to give me credit. Can you please note that I initiated that project in the follow up e-mail?”

Being outspoken will likely stop the problem, but an inveterate thief will continue, at which point you can either decide to live with it or decide to get out. You’re not a bad person if you quit a job because of this level of disrespect. 

Ultimately, idea theft will affect your business and your brand. The people who come up with the ideas won’t stay if they don’t get credit! So, eventually, you’re left with just the people whose only skill is stealing other’s ideas. It’s a disaster waiting to happen.

The post Idea theft and how it impacts employee morale appeared first on Recruiting Resources: How to Recruit and Hire Better.

We specialize in Human Capital, Talent Development, and Talent Acquisition, and as the only Italian partner of Talentor International, we provide daily support to organizations, both in Italy and abroad, looking to enrich their human resources with talents possessing specific and deeply rooted skills. 

We know well that executive search requires particular commitment, sometimes lengthy processes, and real challenges in finding the ideal talent.

Therefore, we take on this responsibility, dedicating hours to reviewing resumes and conducting interviews, often facing the difficulty of engaging even those talents who are not actively seeking employment.

In this regard, Workable has proven to be an excellent tool for us to simplify this process, allowing us to precisely identify candidates suitable for the specific needs of client companies, engaging both actively job-seeking talents and so-called passive candidates.

Reason why we shared our working methodology with Workable also with our international Partner during the Talentor Research Round Table.

Our unique methods and processes for attracting excellent talents

Our distinctive approach in the consulting and recruiting sector is based on a combination of innovative processes and unique methods that enable us to attract and select talent with specific and deeply rooted skills. Here are some key elements of which we are particularly proud:

1. In-depth competence analysis: We use advanced assessment tools to analyze candidates’ skills in detail. This allows us to identify not only technical skills but also, and especially, the soft skills that are essential for success in the specific role.
2. Artificial intelligence technologies: We implement AI algorithms to match candidate profiles with the specific needs of companies. This allows us to quickly filter a large number of candidates and select those with the most suitable skills.
3. Networking and industry community: We are actively involved in professional communities and industry networks. We participate in conferences, workshops, and networking events to identify and attract top talent, creating relationships that go beyond the simple recruiting process.
4. Training and development programs: We offer continuous training and professional development programs for our consultants, ensuring they have the most up-to-date and relevant skills. In addition to classic training, we also use edutainment techniques and role-playing games that stimulate creative thinking and innovative solutions through experiential learning. This allows us to provide our clients with talent that not only possesses current skills but can also adapt quickly to market changes.
5. Customized selection processes: We tailor our selection processes to the specific needs of each client. This includes structured interviews, assessment centers, and practical tests that simulate real working situations, ensuring that candidates are not only qualified but also culturally fit for the client’s organization.
6. Continuous feedback and improvement: We maintain a continuous feedback loop with our clients and candidates to constantly improve our processes. This allows us to quickly adapt to market changes and meet the emerging needs of our clients.

These methods and processes distinguish us in the consulting and recruiting market, and we are particularly proud of the results we achieve for our clients.

Our dedication to a personalized approach and the use of cutting-edge technologies allow us to attract and select high-level talent, always ensuring maximum client satisfaction.

Exploring the potential of using Workable

The first standout feature is undoubtedly Workable’s intuitive interface and customization options, which allow us to tailor the recruitment process to specific needs.

From simply inputting crucial role and requirement information, this cutting-edge online recruitment platform seamlessly manages the rest of the process. 

Through targeted distribution, it spreads our job postings across a wide range of online platforms, ensuring broad visibility and coverage.

Thanks to this effective distribution strategy, we reach a vast and diversified number of potential candidates, ensuring that no opportunity is left unexplored in our search for the ideal talent.

Keyword: perfect candidate

Thanks to Workable’s job post distribution feature, our advertisement is distributed across a series of online channels and social media, capturing the attention of a wide audience of potential talents actively seeking new job opportunities.

But it doesn’t end there. Workable offers another essential feature for executive search: keyword search.

With this option, we can identify a broad pool of passive talents, those who may not be actively seeking a job change. Identifying such profiles, characterized by exceptional skills and experiences, allows us to more effectively meet the needs of client companies, offering them a broader and more qualified selection of potential candidates.

The satisfaction of success

Our experience with Workable demonstrates that finding the perfect candidate doesn’t have to be an insurmountable task. With the right tools and approach, it’s possible to streamline the recruitment process and achieve extraordinary results.

Today at MCS, we are able to identify and engage the ideal talent for our executive searches, performing more efficiently, transparently, and rewarding. The experience with Workable has marked a turning point in our role as recruiters, and we couldn’t be more satisfied with the results achieved. Workable is exactly what we needed.

Elena Di Maio is currently the Communication Manager at MCS. She is a Marketing Executive Specialist with extensive experience in TTL Brand Communication, Digital Marketing Communication, and Press Office, primarily acquired at a multinational automotive company. In recent years, she has worked as a Web Master, Social/CRM Communicator, and Content Editor. Her specialization lies in designing and managing communication campaigns across OOH, ATL (press, TV, email, social media), and in Event/Exhibition Planning.

The post MCS utilizes HR technology to search for excellent talents appeared first on Recruiting Resources: How to Recruit and Hire Better.

Reddit is like a giant brainstorming session where everyone’s invited and some people show up in their pajamas. Actually, it can resemble the office as well. It’s like a virtual office party—sometimes productive, often hilarious, and occasionally weird.

This article could be alternatively called “I learned HR from Reddit,” but that might be a little embarrassing.

Let’s dive into what our Redditors pulled out of their hats in this first edition.

It’s HR, not the ER

People often push HR to provide all the answers, sometimes struggling to understand the immense workload HR professionals carry.

One Redditor asked, “What HR advice do you wish you knew earlier?” Another responded with a hint of frustration, saying, “It’s HR, not the ER.” They definitely heard that on Reddit. While a strange way to support the initial statement, Redditors are known for their raw advice.

Comment
byu/Sal21G from discussion
inhumanresources

Another insightful response emphasized the vital role HR plays:

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byu/Sal21G from discussion
inhumanresources

HR is a neuralgic group that participates in decisions but doesn’t decide on its own. They ensure that decisions are implemented effectively, balancing the needs of employees and employers.

HR isn’t just about documentation, as another comment highlights:

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byu/Sal21G from discussion
inhumanresources

Is it bad to be too good?

One Redditor received a complaint from their HR manager about being too friendly with employees. Is that really so bad?

Working in HR involves building relationships and conveying the company culture to new hires. Ensuring a well-functioning, non-toxic environment is key. Human resources are fundamentally about human relationships—a valuable lesson.

A director complained that I’m too friendly
byu/str4ngerc4t inhumanresources

Of course, respecting hierarchy is essential. Building meaningful relationships is important, but it’s crucial to know who handles which tasks.

The truth seems to lie somewhere in the middle:

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byu/str4ngerc4t from discussion
inhumanresources

Clear communication is key for any work relationship—and in everyday life too.

Regrettable turnover will haunt you

Everyone has bad days, but that doesn’t justify firing someone without cause. Regrettable turnover is something to avoid.

If you work in HR, here’s a roadmap to track regrettable turnover:

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byu/Bones1225 from discussion
inhumanresources

But why did you reach this point? Make sure to get good feedback from your employees and adjust your strategies to avoid losing talent. When was the last time you ran an employee engagement survey? Maybe it’s time to revisit it.

You don’t need to lose your best people because they’re unhappy with internal communications or need additional benefits. Some of these requirements can be manageable and cost-effective.

People analytics roles on the rise

The surge is real. Who knew what People analytics was before the rise of 2023? Now, we know. People analytics is a crucial part of the HR team, playing a vital role in decision-making.

People analytics isn’t about turning people into numbers. It’s about identifying trends within your company, checking feedback, and making necessary changes and improvements based on data.

If you’re unsure what HR analytics entails, here’s a summary:

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by from discussion
inhumanresources

For better HR management and more informed decisions about your personnel, you can rely on Workable.

Where did you end up?

HR can be daunting, stressful, and full of responsibilities, like many other jobs. Before closing this article, here’s an interesting story.

Would you imagine a career path that begins in HR and ends in nursing? Probably not, but someone decided to make that change.

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byu/AlexaWilde_ from discussion
inhumanresources

This is great. It’s essential to regularly assess your needs and career goals. Imagine yourself as a company—what would you do to improve efficiency and effectiveness? If the answer is “go study nursing,” then do it.

You need to be happy with what you’re doing to create a positive and effective work environment. HR is no exception.

Good luck, and thanks for sharing this short break with me. See you in our next edition of how to ruin HR  Reddit Has It.

The post ‘It’s HR, not the ER’: hilarious but insightful Reddit moments appeared first on Recruiting Resources: How to Recruit and Hire Better.

As workplaces evolve and employee preferences shift towards more flexible working arrangements, understanding and implementing hybrid recruiting can significantly benefit both employers and candidates. 

Whether you’re a startup looking to scale or an established corporation seeking top talent across borders, hybrid recruiting offers a pathway to engaging with and securing high-caliber candidates in today’s competitive job market.

What is hybrid recruiting?

Hybrid recruiting is a method that integrates the personal touch of traditional, in-person interactions with the efficiency and accessibility of digital processes. 

This approach is not just about conducting some interviews online and others in person; it’s about creating a recruitment strategy that maximizes the strengths of both modalities to enhance the hiring process. 

Actually, 70% of companies use online recruitment platforms to advertise job vacancies, highlighting the importance of digital tools in the hiring process​.

Key components of hybrid recruiting

The efficacy of hybrid recruiting lies in its use of advanced technological tools alongside human-centric methods. Essential tools include AI-driven applicant tracking systems that can parse large volumes of resumes efficiently, virtual reality setups for remote office tours, and sophisticated video conferencing tools for interviews. 

The human elements involve in-depth, in-person interviews, on-site visits, and hands-on assessments that provide a clearer picture of the candidate’s potential fit within the company culture.

Steps in the hybrid recruiting process

Job posting and promotion: Utilize both online platforms and traditional methods to ensure a wide reach. This might include digital job boards, social media, and employee referral programs.

Screening and initial contact: Leverage AI to filter applications based on predefined criteria, followed by human HR managers reaching out to promising candidates for preliminary assessments or brief virtual chats.

Interview process: Conduct initial interviews using video conferencing tools, which can save time and resources for both recruiters and candidates. Follow up with selected candidates through in-person interviews to foster a deeper connection and assess their fit within the team and company culture.

Decision making and offering: Combine insights gathered from both virtual and physical interactions to make informed decisions. Extend job offers digitally and discuss details virtually, providing flexibility and speeding up the negotiation phase.

Onboarding: Employ a mixed approach to onboarding by providing digital resources for learning and development, and scheduling in-person sessions to integrate new hires into the company culture and team dynamics effectively.

Advantages of hybrid recruiting

Hybrid recruiting offers several compelling advantages that can address the challenges of the modern workplace and meet the evolving expectations of job seekers:

Wider talent pool

By not restricting the recruitment process to local candidates or those who can afford to travel for interviews, companies can attract talent from virtually anywhere. This is particularly advantageous for roles that are difficult to fill locally or that require highly specialized skills.

Enhanced candidate experience

Candidates appreciate the flexibility that comes with hybrid recruiting. They can engage in initial parts of the hiring process from the comfort of their homes and travel only when they are seriously being considered, which can increase their interest and engagement in the opportunity.

Cost efficiency

Reducing the number of in-person interviews and leveraging digital tools can significantly cut down on travel, accommodation, and operational costs associated with traditional recruiting methods.

Balanced assessment

By combining online and offline elements, recruiters can get a more holistic view of a candidate’s skills, personality, and potential cultural fit. 

This dual approach allows for a more comprehensive evaluation than relying solely on virtual or in-person methods alone.

Implementing hybrid recruiting in your organization

Preparation and planning

Infrastructure setup: Ensure that the necessary technology infrastructure, such as reliable video conferencing tools and an applicant tracking system, is in place.

Team Training: Provide training for HR personnel on managing hybrid recruiting processes, including using technology effectively and maintaining communication consistency.

Execution

Process design: Develop a clear, structured recruiting process that delineates when to use virtual tools and when to engage candidates in person.

Candidate Communication: Maintain clear and continuous communication with candidates about the process, what they can expect, and how they should prepare for each stage.

Evaluation and feedback

Monitoring outcomes: Regularly assess the effectiveness of the hybrid recruiting process through candidate feedback, hiring manager reviews, and recruitment metrics.

Continuous Improvement: Use feedback to refine the process, addressing any technological snags and enhancing the candidate experience.

The adaptability of the hybrid model ensures that companies remain agile and responsive to the evolving expectations of the workforce, making it a strategic choice for future-focused organizations.

HR professionals are encouraged to consider hybrid recruiting as a versatile and effective approach to talent acquisition. This way, they can attract, engage, and retain the best talent while also building a resilient and adaptive hiring strategy.

The post What is hybrid recruiting? appeared first on Recruiting Resources: How to Recruit and Hire Better.

What is rage applying?

Rage applying is simply applying for jobs when you are fed up with your current job. We can probably trace it back to the Garden of Eden, where Eve got fed up with working in the garden all day, bit into an apple, and got a new job outside the garden–or left to be a stay-at-home mom. It’s hard to say.

Getting fed up with your current job isn’t new, and it won’t go away either. Technology makes it easier to find and apply for new jobs than it did in the 1900s, when you had to mail copies of your resume to people or (gasp!) hand deliver it! However, online applications have been popular for decades (even I got a job via Monster.com in 2001), making applications faster.

Are your employees rage applying?

Undoubtedly, yes. You probably have employees who are unhappy in their jobs. You may also have employees who are mostly happy but have moments of frustration and then log in to LinkedIn and start applying.

Of course, not all applications fall under the “rage” label. Some people are just ready to move on. But since we know that people are more likely to move on when they are disengaged, some of your turnover is due to rage applications.

And anytime you have someone leave, know that it took tremendous work to find a replacement job. StandoutCV found that it takes an average of 27 job applications to get an interview and 162 applications to get a job.

That’s a lot of applications. Tuesday is the most popular day to apply; Saturday is the least popular. Which means your employees are likely applying on the clock. Maybe after they’ve been reprimanded or after getting frustrating news.

What do you do about rage applying?

The short answer is nothing.

The longer answer is more complicated. People will move on–that’s part of life. Employees applying for new jobs is not the problem. The problem is that if they have reached the point of rage, you probably need to change.

This is not to say that employees don’t get angry for ridiculous reasons occasionally. They absolutely do, and these are the employees with whom you want to move on. But, if your good employees are not engaged and are frustrated with the managers or their jobs, then you want to do something.

Employees who are highly engaged are 87 percent less likely to quit than less engaged employees. You’ll never stop people from applying in a moment of frustration, but you can reduce the number of applications by increasing employee engagement.

What things make a difference in employee engagement? 

Researchers at the University of Chicago found four key parts of engagement.

Learning opportunities and variety: Most employees don’t want to stay in the same job forever. They want opportunities to learn and grow. Larger businesses have more opportunities to move from position to position but smaller businesses tend to have more variety within one job. Play to your strengths.

Relationships with managers and coworkers: A good working environment depends heavily on your teams. Team members who get along and managers who know how to manage will increase your employee engagement and lower rage applying. 

Low stress: Some jobs are stressful by their very nature, but most are not stressful all the time. If your employees are in a constant state of stress, they are probably in a constant state of job applications. Reduce stress by reducing workloads, training your managers, and remembering the customer is most certainly not always right. 

Extrinsic benefits (including pay and bonuses): It doesn’t matter how interesting the work is, how fabulous the managers are, or how much opportunity for growth there is–if you aren’t paying market rates, your employees will be looking elsewhere. Yes, finding a new job is difficult, but applying is not terribly complicated these days. Turnover is expensive, and you’ll likely have to replace a rage quitter with someone who earns the market rate. It’s far cheaper to give a good salary to your current employees than to have them quit.

If you are working toward and have good employee engagement, don’t give much thought to rage applying. It’s never going to go away. But, if you have good management, you can certainly reduce its impact on your business.

The post Rage applying: addressing the root causes, not the symptoms appeared first on Recruiting Resources: How to Recruit and Hire Better.

Let’s delve into one of the most interesting HR terms.

What is People Analytics?

People analytics, also known as HR analytics, workforce analytics, or talent analytics, refers to the practice of collecting and analyzing data related to employees to improve organizational outcomes. 

It involves using statistical methods and software tools to analyze various aspects of the workforce, such as employee performance, engagement, turnover, and more. 

The goal is to turn data into actionable insights that can enhance decision-making processes and drive business success.

Historically, HR decisions were often based on intuition and anecdotal evidence. However, the advent of people analytics marks a shift towards data-driven decision-making. 

This approach allows organizations to identify patterns, predict trends, and make evidence-based decisions that can significantly impact their operations.

The difference between HR and People Analytics

Traditional HR functions typically focus on managing employee relations, compliance, recruitment, and other administrative tasks. 

While these functions are crucial, they often rely on subjective judgment and lack the analytical rigor needed to uncover deeper insights.

In contrast, people analytics leverages data to provide a more objective and comprehensive view of the workforce. 

It involves collecting data from various sources, such as employee surveys, performance reviews, attendance records, and even social media activity. 

This data is then analyzed to uncover trends, correlations, and patterns that can inform HR strategies.

For instance, while traditional HR might identify high turnover rates as a problem, people analytics can delve deeper to identify specific factors contributing to turnover, such as job satisfaction, leadership effectiveness, or compensation discrepancies. 

By addressing these underlying issues, organizations can implement targeted interventions that are more likely to yield positive outcomes.

Importance of People Analytics for HR

People analytics is a crucial tool for modern HR management. Here are some reasons why it is important:

Enhancing talent acquisition and retention

According to research by McKinsey & Company, companies that effectively use people analytics reduce attrition rates by up to 50%. This is achieved through better understanding of employee needs, improved engagement strategies, and predictive analytics to identify at-risk employees.

By analyzing data from the recruitment process, HR can identify the most effective sourcing channels, predict candidate success, and streamline the hiring process. 

Additionally, retention analytics can help identify employees at risk of leaving and develop strategies to retain top talent.

Improving employee engagement and productivity

These analytics can provide insights into what drives employee engagement and productivity. By understanding these factors, organizations can implement initiatives that foster a positive work environment and enhance employee performance.

Research by Gallup shows that organizations leveraging people analytics to understand employee engagement and satisfaction experience 59% lower turnover, 41% less absenteeism, and 21% higher profitability.

Driving organizational success 

Data-driven HR practices enable organizations to align their workforce strategies with business goals. This alignment ensures that HR initiatives support overall organizational success, leading to improved performance and competitive advantage.

Maximizing cost savings

Predictive analytics in recruitment can reduce hiring costs by identifying the best candidates more efficiently and reducing the need for repeated hiring.

Getting started with People Analytics

Implementing people analytics can seem daunting, but with a structured approach, HR professionals can successfully integrate it into their operations. 

Here are some steps to get started:

1. Identify key questions and problems

Begin by identifying the key questions you want to answer and the problems you want to solve with people analytics. This will help focus your efforts and ensure that your analytics initiatives are aligned with organizational priorities.

2. Plan data collection and analysis projects 

Develop a plan for collecting and analyzing data. This includes identifying data sources, selecting appropriate metrics, and determining the analytical methods to be used. Ensure that you have the necessary tools and expertise to conduct the analysis.

3. Report and utilize results 

Once the data has been analyzed, report the findings in a clear and actionable manner. Use the insights gained to inform HR strategies and make data-driven decisions.

Best practices and strategies

To maximize the benefits of people analytics, HR professionals should adopt best practices and strategies that enhance the effectiveness of their initiatives. 

Here are some key considerations:

Integrating people analytics into strategic decision-making: Ensure that analytics is not a standalone activity but integrated into the broader strategic decision-making process. This involves collaborating with other departments and aligning analytics initiatives with organizational goals.

Ensuring data quality and comprehensive analysis: High-quality data is crucial for accurate analysis. Invest in robust data collection methods and regularly audit data quality. Additionally, use comprehensive analytical techniques to uncover deeper insights.

Building a people-centered and long-term oriented approach: HR analytics should focus on long-term outcomes and be people-centered. This means considering the impact of decisions on employee well-being and aligning analytics initiatives with long-term organizational goals.

Future trends in People Analytics

The field of HR analytics is continuously evolving, with new technologies and methodologies emerging. Here are some future trends to watch:

Emerging technologies and methodologies: Innovations in technology, such as artificial intelligence (AI) and machine learning, are enhancing the capabilities of people analytics. These technologies can provide more accurate predictions and deeper insights.

Predictive analytics and AI in HR: Predictive analytics uses historical data to forecast future outcomes. In HR, this can mean predicting employee turnover, identifying high-potential employees, and more. AI can further enhance these capabilities by automating data analysis and providing real-time insights.

Future challenges and opportunities: As HR analytics continues to evolve, HR professionals will face new challenges, such as data privacy concerns and the need for upskilling. However, these challenges also present opportunities to further integrate people analytics into HR practices and drive organizational success.

Implementing people analytics requires careful planning and a strategic approach, but the benefits it offers make it a worthwhile investment for any organization.

The post What is people analytics – HR practices for the future appeared first on Recruiting Resources: How to Recruit and Hire Better.

This immediate boost in productivity can be attributed to clear guidance, structured training, and the provision of necessary resources from the outset. 

Additionally, research by BambooHR indicates that employees who feel they had an effective onboarding experience are 18 times more likely to feel committed to their organization. 

This heightened sense of commitment is crucial for fostering long-term loyalty and reducing turnover rates.

How can you make the onboarding process smoother and more efficient? Explore our six core onboarding checklists and experience the positive impact in your company.

1. New employee checklist

The New Employee Checklist is designed to ensure that all essential tasks are completed before the new hire’s first day. 

This checklist covers everything from sending the offer letter to preparing the workspace, ensuring a smooth transition into the company. 

By following this checklist, you can create a welcoming environment and provide new employees with the resources they need to start their new role confidently.

Here’s what you need to do:

2. New hire checklist: before the first day

While the above provides a comprehensive checklist for new hires, the following one delves deeper into what you should do before the first day of work.

Preparing for a new hire’s arrival involves several critical steps to ensure they feel welcomed and ready to start their new role. 

This proactive approach helps to streamline the onboarding process and ensures all administrative tasks are handled efficiently before the new employee’s first day.

3. New hire first day checklist

The first day of a new hire sets the tone for their future with the company. The New Hire First Day Checklist focuses on making the first day as smooth and welcoming as possible.

This checklist includes greeting the new hire, giving an office tour, helping with initial HR paperwork, and providing an overview of company policies. By carefully planning the first day, you help new employees feel comfortable and ready to begin their journey with your organization.

HR team tasks

Hiring manager tasks

4. New hire paperwork checklist

Completing all necessary paperwork is a crucial part of the onboarding process. The New Hire Paperwork Checklist ensures that all required documents, both legal and internal, are prepared and signed. This includes employment contracts, tax forms, and benefit documents.

Properly managing paperwork helps in maintaining compliance and sets clear expectations between the employer and the new hire.

5. New employee orientation program checklist

Orientation is a key component of the onboarding process, helping new hires acclimate to their new work environment and understand company policies.

The New Employee Orientation Program Checklist guides you through the tasks needed to support new employees during their first few days.

This includes administrative support, an overview of company policies, office tours, and introductions to team members. A comprehensive orientation program helps new hires integrate smoothly and quickly into their new roles.

6. IT onboarding checklist

A seamless IT setup is essential for new hires to start their roles without technical hitches. The IT Onboarding Checklist details the steps required to prepare all necessary technology and accounts before the new hire’s arrival.

It also includes instructions for the first day and ongoing support to ensure new employees have everything they need from a technical perspective.

Efficient IT onboarding helps new hires be productive from day one and reduces the likelihood of technical issues disrupting their workflow.

Before the first day

On the first day

First week or month

Implementing comprehensive onboarding checklists is a vital step toward fostering a productive and committed workforce. By systematically addressing each aspect of the onboarding process—from pre-arrival preparations to first-day introductions, ongoing support, and technical setup—organizations can ensure that new hires feel welcomed, informed, and equipped to succeed in their roles.

As evidenced by research, investing in effective onboarding is not merely a procedural necessity but a strategic imperative that drives organizational success and growth.

By following these checklists, companies can create a positive and lasting impact on their new employees, setting the stage for a mutually rewarding professional journey.

The post Six core onboarding checklists you need for your HR toolkit appeared first on Recruiting Resources: How to Recruit and Hire Better.

The majority of employees (67% of them in a survey conducted by MIT Sloan) are eager to advance their careers. Yet, research from Gartner shows that only 46% feel supported in honing their skills and forging their path up the ladder at their current organization.

Here’s where employee development plans hold a lot of power. These seemingly humble documents get you and your workers on the same page about professional goals and progress, while providing much-needed visibility into how employees can advance their careers within the company. 

What is an employee development plan?

An employee development plan is a document created collaboratively by a manager and an employee that spells out a single worker’s professional goals and a detailed action plan for achieving them. 

While the employee development plan is largely focused on the desires and ambitions of the employee, it should balance individual goals with the needs of your organization and the “expected objectives for the employee to contribute to the company,” explains Sarah Morgan, a senior recruiter. 

Put simply, a solid employee development plan won’t just fuel the growth of a single employee — it’ll fuel the growth of your entire organization.

What should you include in an employee development plan? 

Despite the fact “employee development plan” sounds rigid and formal, these documents are surprisingly flexible. You have the freedom to adapt them to the needs of your employee, team, or entire organization.

Some companies create highly detailed development plans that are several pages long, while others opt for quick bullet points that fit in a chart on a single page. 

Additionally, your plan is largely dictated by the employee’s specific circumstances. For example, are you documenting a plan to support them in:

• Building a specific skill?
• Moving to the next level of their existing career?
• Switching to an entirely different function or career path?

Those unique situations might require different sections within your plan. But, speaking generally, an employee development plan will include:

• Skills assessment: Whether the employee completes a formal skills assessment or not, the document should list their existing strengths and any skill gaps or development areas to focus on. In our recent upskilling report completed with TalentLMS, 71% of employees said they’d like to update their skills more often. This level of clarity about where they excel and where they can improve refines their focus.
  
  
• Career goals: What are the objectives the employee wants to achieve? The plan can include both short- and long-term goals, ideally with specific milestones or metrics that indicate success. Aim to stick with five or fewer goals so the plan doesn’t become overwhelming and remember to confirm that the employee’s vision is aligned with the company’s needs.
  
  
• Action plan: Goal-setting is nice, but without action, it’s nothing more than an idea. The action plan section of the employee development plan is where you get into the weeds about the exact steps the employee will take to work toward their goal. The more specific you can be here, the better.
  
  
• Resources and support: The entire point of this plan is to confirm the employee not only has room to grow but also support from the organization to do so. In this section, detail the opportunities and resources your organization will provide to the employee to help them pursue their professional goals. This could be anything from mentorship to courses to special projects.
  
  
• Timelines: It’s not a plan without a timeline. Each plan should include dates — whether they’re attached to goals or specific action steps — so that the manager and employee are aligned on when things will be accomplished.

Eager to jump in and get started? Here’s a simple employee development plan template you can use:

Who creates an employee development plan?

The employee and the manager work together to create an employee development plan. But when you boil it all down, who’s ultimately responsible?

“This is a question for the ages and may garner a few perspectives,” Sarah says. “I do believe it should be a joint effort by employee and manager to create as well as maintain. That said, managers should be aware that there are some areas where they need to take initiative with the employee.”

However, the reverse can also be true — employees might need to advocate for themselves and their goals, especially if they feel they aren’t getting the support or investment they believe they deserve.

Regardless of who’s doing the actual documenting, the most important thing is that the process is collaborative so that both the manager and the direct report feel bought-in and committed. When the plan is ready to go, it’s also smart to share a copy with the HR team so they’re in the loop.

Why are employee development plans important?

Employee development plans are way more than a formality or unnecessary recordkeeping. When they’re done well, these plans offer several benefits for employees and their companies.

Employee development plan benefits for employees

• Career growth and advancement: A whopping 91% of employees say it’s somewhat or very important to have a job where they consistently have opportunities to learn. A documented development plan refines their vision for their future and gives them actionable steps and resources to make it a reality.
  
  
• Increased motivation: Goals are inspiring and an employee development plan can fuel an employee’s intrinsic motivation (which comes from within) and extrinsic motivation (which comes from a desire to achieve external rewards, like a promotion or recognition).
  
  
• Better job satisfaction: When employees know where they want to go and what they need to do to get there, they’re more invested in their jobs and benefit from higher fulfillment and satisfaction.
  
  
• Improved clarity: According to Gartner, only 25% of employees are confident about their career path with their current organization. An employee development plan aligns employees and their managers on next steps and objectives, and provides more clarity about what an employee is working toward.

Employee development plan benefits for employers

• Improved employee performance: An employee development plan calls attention to an employee’s strengths and their development areas. Improving on those weaknesses and addressing skill gaps enhances their performance.
  
  
• Higher employee retention: Considering career advancement remains one of the top reasons people leave jobs, it makes sense that it has a direct impact on employee retention. When employees see a clear path to advancement within their organization, they’re less likely to look elsewhere for opportunities.
  
  
• Easier talent attraction: Your current employees care about career growth—and prospective employees do too. 92% of job candidates consider learning and development opportunities as a factor when choosing between two job offers. Employee development plans contribute to a culture of growth and learning in your organization, which is compelling for both present and potential workers.
  
  
• Better strategic alignment: Your ultimate goal in improving employee performance is to improve company performance, but that doesn’t happen if there’s a mismatch between individual and organizational goals. Employee development plans give managers and employees an opportunity to confirm their goals align, as well as to revisit them at regular intervals.

3 tips to make the most of employee development plans

Employee development plans themselves are a learning process—the more of them you do, the more you’ll learn about what works best for your team and organization. However, there are a few best practices that can help you right out of the gate.

1. Personalize the process

One employee might want to take the lead in ironing out their development plan while another might need some more prompting and encouragement. One person might be hungry for feedback while another is resistant to too much constructive criticism.

The development planning process will be most helpful when it’s personalized to each employee. While your plan template itself can stay largely the same, tailor your approach and related conversations to the preferences and unique qualities of your employees.

2. Set specific goals

One of the mistakes Sarah frequently sees organizations make with development plans is relying on vague or unclear goals. She recommends opting for the SMART goal framework, where goals are:

• Specific
• Measurable
• Achievable
• Relevant
• Time-bound

Here’s a quick comparison to show how much clarity this framework adds to development goals: 

• Before: Get better at public speaking.
  
  
• After: Improve public speaking skills by volunteering as a speaker for at least three company events by the end of 2024. 

Plus, the SMART goal framework touches on a lot of other important aspects of an employee’s development plan, such as a timeline and success metrics. 

3. Continue to check in

“I think my biggest frustration as both an employee myself and someone in HR is that it’s not visited throughout the quarter or year,” Sarah says about most development plans. “They’re often created as a ‘box to check’ and then go back into the file to die.”

That not only wastes time but can also breed frustration in employees who will take it as evidence that you’re not truly invested in their development. You can combat this by

• Setting frequent and regular intervals to connect with employees about their development goals and progress, such as during one-on-one meetings
  
  
• Storing the plan somewhere it can be easily accessed by the manager and employee, so they can check progress and make changes when necessary
  
  
• Scheduling a designated meeting to talk about updates to development goals when there’s a larger shift, such as a company strategy change or a team restructuring

When you involve employees in creating their development plans, listen thoughtfully to their goals, questions, and feedback, and commit to ongoing conversations about their progress, you’ll show them that their growth and advancement is an ongoing priority — not a one-time event.

The post Your guide to creating effective employee development plans appeared first on Recruiting Resources: How to Recruit and Hire Better.

Not the ones for throwing, but employees who leave and then come back. With average tenure at jobs remaining fairly steady at around four years, people can go through quite a few companies in their professional careers. So it makes a bit of sense that people may want to come back.

Is it a good idea to hire boomerangs? It can be! It can also be a disaster. Here’s what you need to know.

Boomeranging is more common than you may think

A Harvard Business Review study looked at 3 million employee records from 2019 to 2022 and found that “28% of “new hires” were actually boomerang hires who had resigned within the last 36 months.”

Of course, this is an unusual period, as many people lost their jobs in 2020, and the same companies that laid off en masse were hiring rapidly in 2022. However, it demonstrates that companies are interested in rehiring people.

They also found that boomerang workers tend to come back around the one-year mark–but again, take that with a grain of salt, as that was also when companies that laid off due to the pandemic were hiring again.

But it’s also enough time for someone who left voluntarily to decide, hey, you know what? The grass isn’t greener elsewhere. And that was precisely what the researchers found–the new company didn’t fulfill its promises.

What about boomerangs today?

Robert Half published a survey in May 2024 that found 48 percent of people would consider going back to a previous company–that’s up 8 percent from 2023. So your employees who left don’t hate you! Well, at least not all of them do. 

They don’t all want to return to the same job–they want to return to a promotion. This follows the advice and the data–the easiest way to get a good salary increase is to change jobs.

So, employees hop to a new job for an increase and want to maintain or increase that to come back. Their latest job would have to be particularly awful to come back for less money.

Benefits of boomerangs

The number one benefit of a boomerang worker is they have a better idea of what they are getting into. And you have a better idea of who you are hiring.

You don’t need to worry about work ethic or cultural fit or even if this person brings terrible potato salad to the company potluck and badgers people about trying it.

You already know your boomerang, and your boomerang knows you.

No amount of interviewing can tell you how a person will be as an employee, so this is a huge advantage when considering a boomerang worker. If you reject one, you can do so with confidence that you have made the right decision.

But that’s not the only benefit of a boomerang employee. Consider the following:

• Faster ramp-up time. Of course, they will need refreshers, but they already know the products, systems, software, and bureaucratic processes. 
• They’ve gained knowledge that, perhaps, your company couldn’t teach them.
• They want to work for you. Sure, some people will still take jobs because they have no other options, but a boomerang knows what they are getting into and chooses to do it anyway.

The benefits to the employee are also solid. For instance:

• They have a shorter ramp-up time. While this is generally seen as a benefit to the company, it also makes for a far less stressful onboarding process for the employee.
• They are eligible for FMLA earlier. Suppose your company has 50 or more employees within a 75-mile radius. In that case, your boomerang employee can become eligible for protected leave when they reach 1250 hours–if they have already worked for you for 12 months. This can be a huge benefit to employees.
• They know what they are getting into. Nobody is honest in interviews–candidates lie about their skills and experience, and managers lie about work-life balance and growth opportunities. Everyone knows the truth with a boomerang.

But none of this means that a boomerang is the right hire.

When you should be cautious about boomerang candidates

Why did the person leave in the first place? Has that problem been fixed? If you laid the candidate off, then it’s not as concerning as if they left voluntarily. A voluntary termination generally means the company did not meet some need. 

Some of these needs are easily fixed or were fixed by leaving. For instance, if someone left because of a lack of growth opportunities and is now returning to a higher role, the problem is solved. But if the person left because of personal conflicts, have the other people left?

If the candidate was a lousy employee the first time around, there’s a strong possibility that the person will be a lousy employee the second time around. Some companies feel desperate for employees and agree to take someone back when they shouldn’t.

Sure, people change and grow, but unless it’s been 5-10 years with solid evidence of growth as a person, pass on the bad boomerang.

Should you target former employees?

Absolutely! Some companies even have alumni groups and keep in contact with former employees. And, honestly, if Wegmans ever reached out to me (my first professional job, way back in the 1900s), I’d strongly consider it–if just for better access to chocolate muffins. 

Your best former employees can be your best future employees. It’s worth considering when you’re struggling to hire. And if the Robert Half numbers are correct, your former employees may well want to return.

The post Boomerang employees: should you target them? appeared first on Recruiting Resources: How to Recruit and Hire Better.

To gain a deeper understanding of these critical issues, we turned to Alex and Andrew Geesbreght, founders of PRAX Leadership.

What’s their take on a series of contemporary leadership challenges, and what can you do to save the day? Let’s delve into it.

1. Conflict resolution: finding the root cause

One of the most significant obstacles organizations face when dealing with difficult conversations and conflict resolution is identifying and addressing the root cause of the issue. 

Alex Geesbreght emphasizes this point, stating, “The most productive way to resolve a conflict is for all parties to first find and agree upon the root cause of the conflict, itself. Likewise, the most effective way to prevent these conflicts from happening in the first place is to understand what causes them.”

He further elaborates on the importance of seeing conflicts as symptoms of underlying issues.

“Unfortunately, conflict is often seen and described as the issue itself. 

“These truths, which are often hidden and uncomfortable for organizations to search for, are the most common obstacles that organizations face when dealing with difficult conversations and conflict resolution.”

Alex illustrates this concept with an example of a conflict between a lazy supervisor and a hard-working subordinate. He describes how the tension and lack of effective communication manifest as symptoms, such as the employee feeling like she “can’t talk to her boss” and the supervisor feeling like the employee doesn’t “respect his authority.”

However, he points out that these are merely distractions from the real issue: the employee’s competence threatening the insecure supervisor.

“The reality is that the employee’s go-get-’em attitude and competence is a threat and mirror into the insecure supervisor. Until these hard truths are examined and corrected (the right people in the right places), symptomatic, unresolvable problems will persist.” 

He emphasizes that until the actual root of an issue is discovered and resolved, conflict will continue to arise.

2. Emotional intelligence: the key to effective leadership

Emotional intelligence is a crucial factor in effective leadership and employee performance. Alex Geesbreght underscores its significance. 

“Not to be glib, but emotional intelligence is kind of everything – at least everything that isn’t self-evident. At a CPA firm, someone can either add or not. Technical skills are rarely the basis of contention, miscommunication, and conflict. 

“Whether internal or external to a business, all interactions involve some degree of a relationship between or among people. It is often not what we say or do that others take issue with, but rather how and the motivations behind the same.”

Alex highlights the impact of emotional intelligence on employee retention and promotion, citing, “89% of promotable leaders who leave their jobs do so because of either their loss of faith in the direction of the company (culture) or the soft-skill deficits of those ‘above’ them. In both cases, the problem is a human one – one that would improve with a higher level of emotional intelligence.”

To foster the development of emotional intelligence within an organization, Alex suggests starting at the top, with leaders setting a clear expectation of honest, candid, and kind communication. 

He introduces the concept of “professional love,” explaining, “Kind does not mean soft. I refer to it as the practice of professional love, and it can, over time, be infectious within an organization, much as personal love is within a family structure. 

“I refer to it as the practice of professional love, and it can, over time, be infectious within an organization.”

Alex Geesbreght

“With those you personally love, you care for them enough to risk offending them in the short term. However, because of the relationship, they know that you are motivated out of what is truly best for them – not out of some need you have to make them feel badly.”

Alex believes that when a workforce operates in an environment that promotes constructive, firm, and well-motivated communication, the health of the organization improves drastically. 

3. Establishing a culture of accountability

Holding employees accountable for their performance and actions is a common leadership challenge that organizations face. 

However, Andrew Geesbreght argues that the issue often lies with leadership, specifically in terms of organizational design and performance measurement. 

“Leaders don’t control employees, but since this is often the ‘goal’ leaders become frustrated and blame employees for accountability.”

“Leaders don’t control employees, but since this is often the ‘goal’ leaders become frustrated and blame employees for accountability.”

Andrew Geesbreght

Andrew highlights common mistakes in organizational design, such as having too many direct reports and poor role definition. 

He explains, “A few common mistakes in organizational design are too many direct reports and poor role definition. Addressing just these two areas fixes a large percentage of the problems companies experience in performance. 

“People require attention from their boss and if a leader has 17 direct reports there just isn’t enough time to give quality resources to the people doing the work.”

He also emphasizes the importance of giving individuals an “ownership” lens rather than just a set of activities, 

“This means an individual understands what they are responsible for instead of just a set of activities. This type of design promotes engagement and mastery and far better performance. It’s the difference between doing the dishes and keeping a clean kitchen. The first is something I do and the other is the outcome I am wanting.”

Andrew believes that effective performance initiatives must begin with organizational design; otherwise, practices will ultimately suffer. He believes it is the responsibility of leadership to assess this before addressing an employee’s accountability.

4. Critical leadership skills for navigating change

As the business landscape continues to evolve, leaders need to develop critical skills to navigate change and drive organizational success to avoid leadership challenges. 

Andrew Geesbreght states that technical abilities rarely drive leadership performance.

“Rarely have I seen a person’s technical abilities drive leadership performance. For instance, If you run a large healthcare organization, your abilities as a physician aren’t likely to be the reason the organization thrives. 

“Sports has experienced this phenomenon over and over, as the best players rarely make the best coaches or even general managers.”

“The best players rarely make the best coaches or even general managers.“

Andrew Geesbreght

Instead, Andrew puts the emphasis on the importance of soft skills, such as emotional intelligence, creative thinking, and transformational leadership. 

“Research has confirmed this notion as well, noting that a person’s soft skill deficits are the primary reason an individual fails to advance in an organization.”

Andrew stresses the significance of self-leadership, stating, “PRAX believes these skills must begin at the self leadership level, meaning in order for a person to be effective leading others, they must be able to lead themselves. 

“Although this concept is largely accepted in principle, I see this reality dismissed in practice because truly working on yourself requires humility, effort, and an ability to take responsibility for performance before blaming others – all of which are not natural.”

He asserts that as business evolves and becomes increasingly reliant on technology, leading people through high-level self-leadership principles will become a key differentiator between average and top performers.

5. Supporting employee development and growth

Supporting employee development is crucial for fostering a culture of continuous learning and growth within an organization. 

Andrew Geesbreght stresses the crucial nature of giving attention to employees.

 “This may seem quite obvious, but you might be surprised how often this is news to leaders. Here is how you know you are paying attention to them. First, you are spending money to help them develop them. 

While it is normal to feel constrained by budget limitations when it comes to employee development, one should not claim that employee growth is highly important if the spending does not reflect this priority. 

He suggests that corporate spending, much like personal spending, reflects what is truly valued: “We spend our corporate dollars (just like our personal dollars) on things we value, period.”

Additionally, he underscores the importance of both formal and informal interactions with staff, explaining that this means “time together on a project and time together when performance isn’t the focus.” 

According to Andrew, fostering a sense of connection involves engaging in activities together both “when it matters and when it doesn’t.”

Moreover, he stresses the necessity of regularly evaluating the effectiveness of employee development programs.

He notes that when organizations demand quantifiable results for these programs, he often responds by suggesting the use of the same methods they use to evaluate their internal programs, which typically leads to “silence.”

Andrew acknowledges that employee development is not a core competence of most organizations, and it’s easy to neglect updating efforts in this area. 

He explains, “Over time, organizations get new leaders, new decisions are made, and a mix of legacy programs converge into a patchworked employee development system that doesn’t track budgets or effectiveness. 

“The new HR leader doesn’t like what the last guy implemented, but the organization committed to a 5 year deal so they just have to live with it. Or ‘we used to do staff meetings and regular rounding, but it got too cumbersome’. 

“These scenarios are very common because employee development is NOT a core competence of most organizations. Which is absolutely normal.”

“Employee development is NOT a core competence of most organizations. Which is absolutely normal.”

Andrew Geesbreght

He concludes that large organizations typically maintain a combination of internal programs aimed at supporting growth, along with external vendors who supplement these efforts. 

Andrew stresses the importance of continually updating these initiatives, noting that while it may be easy to neglect, it is necessary. He believes that remaining vigilant with employee development systems is crucial to preventing waste in an area that significantly impacts culture and engagement.

The valuable insights and strategies shared by Alex and Andrew Geesbreght provide a roadmap for navigating the complex challenges faced by leaders in today’s dynamic business landscape. 

As leaders, it’s crucial to reflect on our own practices and take proactive steps to implement these strategies within our organizations. 

By fostering a culture of continuous learning, growth, and accountability, we can effectively navigate the challenges ahead and achieve sustainable success.

The post Your roadmap to deal with leadership challenges appeared first on Recruiting Resources: How to Recruit and Hire Better.

And this time, we find the differences even more striking. Let’s have a look and understand what those differences are – and more so, what they mean.

How we’re looking at data

We’ve adopted two methodologies in how we look at the Hiring Pulse dataset. For Time to Fill and Candidates per Hire, we’re measuring each month using the average of 2019, the last “normal” year, as a baseline index of 100.

For job openings, we’re taking a different route – simply, the average number of job postings per company. This gives us the opportunity to gauge overall recruitment activity and whether that’s going up or down.

Want a more detailed methodology? Jump to the end and check it out.

As always, we look at the worldwide trends for three common SMB hiring metrics:

• Time to Fill (TTF)
• Total Job Openings (JO)
• Candidates per Hire (CPH)

Let’s start analyzing!

Main highlights

The three main highlights for this month’s Hiring Pulse are:

• Job opening trend bleaker than in past years
• Talent pools are shrinking – sharply
• Q1 of 2024 looks very different compared with previous Q1s

1. Time to Fill

For this report, Workable defines “Time to Fill” as the number of days from when a new job is opened to when that job opening is filled. It’s important to understand that definition: jobs that are still open as of the end of January are not included in this graph as they don’t yet have an “end date”. Only the jobs that are filled are included here.

Quick clarification, because people are asking: the data in this chart shows the trendline against the 2019 average as an index of 100, not the actual number of days in TTF.

Got that? Good. Let’s have a look at the monthly TTF trend through to the end of March against the average of 2019, based on jobs that have been filled:

You might find this refreshing, or you might not: there isn’t much undulation either way this time around for March’s Time to Fill Metric, which dropped a humble 1.1 points from February’s 82.6 to March’s 81.5.

We noted in past Hiring Pulses how January’s spike is likely the result of strained bandwidth in hiring teams over the holiday season and the fall back to ‘normal’ levels in February being a result of teams catching up in filling crucial roles in their organization.

This month is more of the same – just business as usual Which is nice, until you look at the next metric – that of the Job Openings.

2. Total Job Openings

Total job openings represent the total number of job openings activated across the entire Workable network.

As stated above, we’re displaying this as an average of job postings per company in the network. And because this is not contingent on job opened/filled dates like TTF and Candidates per Hire, we can simply look at the raw job open numbers up to the end of March.

As usual, when we’re looking at four different company size buckets here – the 1-50, the 51-200, the 200+, and all of them combined – we’ll always find an interesting story to tell.

The overarching stat you want to look at is the average number of job postings across all company sizes throughout the entire Workable network. That number is down to 8.2 job postings per company on average in March, which is down from 8.7 in January and 8.6 in February.

The enterprise-level bucket (with 200+ full-time employees) is also down in job activity, from 18.5 new job postings on average in January to 17.1 in February and now, 16.5 in March.

Medium-sized businesses (51-200) saw a more dramatic drop – down one full job posting on average from 7.8 in February to 6.8 in March.

The small businesses (1-50), at least, show relatively stable activity – 6.8 in January, 7 in February, and back to 6.8 in March.

And let’s put all of this in perspective: for analysis’ sake, let’s say the typical enterprise-level company has 250 employees. March’s 16.5 jobs on average would mean 6.6% of the entire company’s payroll is, technically, looking for new people to pay. That’s one in 15 job positions across the company needing to be filled/backfilled in March.

Encompassing anywhere from 51-200 employees, our medium-sized businesses bucket covers a wide spectrum, but let’s just say 125 for this analysis. March’s 6.8 job postings translates to 5.4% of the company’s employee base, or roughly one in 18 employees.

So, in a sense, companies with 125 employees are hiring less per capita than companies with 250 employees.

Now, when we look at small businesses, the difference stands out. Since we picked the middle of the range for medium-sized businesses (125, based on 51-200), let’s use 25 as our employee size for a small business. In this case, March’s 6.8 equates to a staggering 27.2% of all employees in the company. That’s more than one in four employees.

Imagine going into your office and for every Thomas, Shiloh, Hassan, and yourself, one of you is the “new hire”. That’s a sizable portion, especially impactful when you’re a small business that thrives on agility. A quick onboarding for any new hire is a must in this area – and a delayed time to full ramp (i.e. full production) can prove costly for you.

OK, enough of that. You may be wondering how all of this compares to previous years, especially since we did it last month. We talk a lot about the “new normal”, or in Ida Wolfe’s case, the “never normal”. So, what’s normal for March?

Note: this is calculated a little differently. For the sake of direct comparison, we’re using January as our baseline index of 100.

Obviously, 2020 was a gong show starting in March, so let’s set that one aside and look at the other years in our dataset. You can see how 2024 is the only year out of the five other years where there’s a drop in job posting activity. Every other year (again, 2020 excluded), we see a healthy upswing in jobs for March. Not this year.

OK, what does that look like for each of the size buckets? First, the companies with 1-50 full-time employees:

Small businesses have been a feel-good story over the last little while for the most part – but when we look at it through this specific year-over-year lens, we see that, again, the first quarter of this year doesn’t look great compared with previous years (again, ignoring 2020 as an obvious anomaly).

And moreover, this year shows the only February-March decline of any year in our dataset.

Let’s look at the 51-200 FTE size bucket now:

Like the 1-50 FTE size bucket, the mid-range companies (51-200) paint an equally bleak picture for the first quarter of the new year. Again, when omitting 2020, this year’s the only one that takes a sharp nosedive from February to March 2024. And it’s a pretty steep one, too.

Now – the 200+ FTE companies:

The enterprise-level companies also see a drop from February, but the difference from the other two size buckets is that the drop is not nearly as pronounced as the one seen from January to February. That’s the opposite of what we saw last month, where this category saw the biggest month-to-month drop not only when compared with the other sizes, but any Jan-Feb drop of any year for any bucket.

Interesting. And unlike previous Hiring Pulse reports, there’s actually even more eye-opening stuff coming up, this one in the Candidates per Hire metric.

3. Candidates per Hire

Workable defines the number of candidates per hire (CPH) as, succinctly, the number of applicants for a job up to the point of that job being filled. Again, remember, this is a trendline using the 2019 CPH average as a baseline of 100, not the actual number of candidates per hire.

Let’s look at what’s going on here through March:

Remember that time on the roller coaster in [insert town here]? How you were slowly climbing up the tracks with a rhythmic clickety-clack clickety-clack, until you reach the top and then all of a sudden you’re careening down the other side so your heart basically goes up your throat?

Well, this is the metric version of that – the Candidates per Hire metric, which has been in a steady upward climb (with a month or two here of moderate drops or stabilization) since basically mid–late 2022, is suddenly coming down in a dramatic drop. If January’s 189.9 to February’s 182 felt like a lot, then February’s 182 to March’s 161.6 is, in a word, dramatic.

That’s a drop of 20.4 points – the biggest since a 30.2-point drop from October to November 2020, and the second-biggest drop in all our records dating back to January 2019.

Since we’re doing year-over-year comparisons in this report, let’s do that for CPH as well:

Two different ways to look at this. Either candidate pools are in rapid decline, or they’re simply returning to the “normal” of previous years after being so high for so long.

Let’s now go into what we think all this may mean.

What’s going on here?

Perhaps all the tumult around layoffs, restabilization (as opposed to destabilization), the talent shift, and so on has meant new jobs popping up and those getting filled in quick order.

We mentioned the talent shift – Trevor Bogan over at Top Employers Institute wrote a little about this and we’ll get a little deeper about it here. It’s basically how old talents and skills aren’t necessarily becoming redundant or obsolete; they are simply no longer in need in some areas and in greater need in other areas. The same for goods and services – some lessen in importance and value, and others grow in value over that same time period.

So is there really job loss? Maybe to a degree, as we’ve seen in layoffs. But it’s more of a groundshift.

Think about what happened during COVID. If you were lucky enough to have a fully online platform, especially in the area of communication, delivery, or something similar, the demand for your software likely skyrocketed during the pandemic when the majority of society operated on a remote basis both at work and at play.

Now, we have AI which is one of the more exciting developments to come along in a long time. It’s also disrupted our society to a point where those already operating in AI technology are very optimistic about times ahead – a recent Deloitte report finds 62% of leaders from AI-fueled orgs are excited about what’s coming up.

And 79% expect generative AI to change the way in which they operate over the next three years. A bulk of that is in coding, especially – which is one example of a sector facing considerable upheaval (if not redundance) in the age of AI.

There’s reason to be cautious (and you’re in good company if you are – 30% feel uncertain about it all), but if you’re not one of the early adopters of new technology and able to adapt quickly to new developments, your company may fall behind.

One way to stay pace with your competition is not just to maintain product competitiveness, but to also acquire and retain the best talent that’s out there. A solid HR suite may be what you need to stay up there atop the hill.

See you next month!

Thoughts, comments, disagreements? Send them to content@workable.com, with “Hiring Pulse” in the subject heading. We’ll share the best feedback in an upcoming report. Watch for our next Hiring Pulse in April!

The Hiring Pulse: Methodology

Because one of the three metrics (Job Openings) is different from the other two metrics (Time to Fill and Candidates per Hire), we’re adopting two very distinct methodologies.

To bring the best insights to small and medium (and enterprise-level) businesses worldwide, here’s what we’re doing with the Job Openings metric: we’re taking the number of job openings in a given month and dividing that by the number of active companies in our dataset, and posting that as an average. For example, if July 2022 shows the average Job Openings per company as 7.7, that simply means each company posted an average of 7.7 jobs that month.

For the Time to Fill and Candidates per Hire metrics, we’re comparing a specific month’s trend against the full average of 2019, and we show the result using that 2019 average as a baseline index of 100. For example, if July 2022 shows an average Time to Fill of 30 days for all jobs, and the monthly average for all of 2019 is 28, we present the result for July 2022 as 107.1 – in other words, 7.1% higher than the average of 2019.

And we chose 2019 as the baseline because, frankly, that’s the last normal year before the pandemic started to present challenges to data analysis among other things.

The majority of the data is sourced from businesses across the Workable network, making it a powerful resource for SMBs when planning their own hiring strategy.

The post Your Hiring Pulse report for April 2024 appeared first on Recruiting Resources: How to Recruit and Hire Better.

They are time-consuming, costly, and limited in scope. However, the rise of artificial intelligence (AI) offers a promising solution. AI can significantly expand and enhance talent pools. 

A 2023 McKinsey report indicates that 55% of organizations now use AI in at least one business unit,. This growth reflects AI’s expanding role in enhancing efficiency and innovation across various sectors.

Early adopters already see the benefits

Traditional recruitment faces several challenges. It is often slow and expensive. Finding the right candidates can take months. 

This delay can hinder a company’s growth and competitiveness. 

Additionally, traditional methods may not reach a diverse range of candidates.

AI is changing the recruitment landscape. It offers tools and technologies that streamline the hiring process. 

Early adopters of AI in recruitment have seen significant benefits. 

These include faster hiring times, reduced costs, and a broader reach. By leveraging AI, companies can stay competitive and attract top talent more efficiently.

AI-driven talent sourcing

AI can transform the way companies source talent. It helps identify both active job seekers and passive candidates. 

Passive candidates are not actively looking for jobs but may be open to new opportunities. AI tools can scan social media and professional networks to find these potential candidates.

Using diverse recruitment channels is crucial. AI can help companies leverage online job boards, social media platforms, and industry-specific forums. 

This broadens the reach and increases the chances of finding top-tier candidates. By using AI, companies can attract a more diverse and qualified talent pool.

Integrating AI with existing HR systems

Seamless integration of AI with existing HR systems like Workable is vital to grow your talent pool with AI. 

AI can enhance Applicant Tracking Systems (ATS) and Human Resources Information Systems (HRIS). This integration streamlines candidate tracking and communication. It also automates administrative tasks, saving time and resources.

Integrating AI with existing systems can pose technical challenges. However, this depends on the software you use and how user-friendly it is.

A well-integrated AI system can improve the efficiency and effectiveness of the recruitment process. It ensures that companies can quickly and accurately identify the best candidates for their needs. 

Additionally, companies are addressing the AI talent shortage by investing in upskilling and reskilling their workforce. Accenture, for instance, aims to double its AI workforce by combining hiring, acquisitions, and extensive training programs.

Enhancing candidate engagement with AI

Continuous engagement is crucial. AI can keep candidates engaged with personalized content and updates. It can also help schedule interviews and provide real-time feedback.

This makes the recruitment process smoother and more appealing for candidates.

The role of AI in talent analytics

AI-driven talent analytics offers significant advantages. Predictive hiring is one such benefit. AI can anticipate future hiring needs based on data analysis. It can analyze market trends and talent availability to inform recruitment strategies.

Skills and performance analytics are also crucial. AI can evaluate candidates based on their skills and potential. 

This includes AI-driven assessments and performance tracking. 

By focusing on skills and potential, companies can make more informed hiring decisions. AI helps ensure that the candidates selected will excel in their roles and contribute to the company’s success.

Leveraging AI for talent pool diversity

AI can play a vital role in enhancing diversity within talent pools. It helps identify underrepresented talent by analyzing broader data sets. AI tools can detect diverse candidates and reduce unconscious bias in job postings and selection processes.

Crafting inclusive job descriptions with AI assistance ensures that language and requirements are free from bias. 

This attracts a wider range of candidates. Tracking and analyzing diversity metrics with AI allows companies to adjust their recruitment strategies based on data insights. 

This continuous improvement fosters a more inclusive hiring process.

Future trends in AI-enhanced recruitment

Emerging technologies will continue to shape AI in recruitment. Advancements in machine learning and natural language processing will enhance AI capabilities. 

These technologies will enable even more precise candidate matching and predictive analytics.

The role of HR professionals is also evolving. As AI becomes more integrated, HR professionals will need to develop new skills. 

Understanding how to use AI tools effectively will be crucial. Preparing for these changes will help HR professionals stay relevant and effective in an AI-driven landscape.

By expanding and enhancing talent pools, AI offers significant benefits. From improving recruitment efficiency to personalizing the candidate experience, the advantages are clear. 

As technology evolves, staying informed about future trends will be crucial. Embracing AI in recruitment can help companies attract and retain top talent, ensuring long-term success.

The post Grow your talent pool with AI  appeared first on Recruiting Resources: How to Recruit and Hire Better.

You are the HR manager at a mid-stage tech startup. You need to grow and expand your team quickly, and you need to do it fast. You’re hiring in every department – marketing, development, project management – and the inundation of resumes comes pouring in.

You have your next roundtable meeting at 10 o’clock and you’re supposed to have the best candidates picked out. You have no idea who the candidates are, and why or even if they’re qualified. You don’t have time to sort through your learning tower of resumes to learn about them.

It’s a tough situation. What do you do? Good news: Using ChatGPT for resume screening can swiftly navigate through the flood of applications, and identify the top candidates.

Situations like this are exactly the kind of thing that ChatGPT can do very well – sorting through and processing a lot of information very quickly. AI-powered resume screening can help you dig through that mountain of information and quickly pick out the best resumes with the most qualified candidates.

Many HR leaders are already implementing AI-powered resume screening, using tools like ChatGPT, to enhance their recruitment processes. A study by Gartner showed 38% of HR leaders have already implemented or explored AI tools to make their HR processes more efficient.

Hold on though, you’ve never used ChatGPT before. You’ve heard people talk about it, you’ve seen it on the news, but you haven’t had the need to use it before now and you’re not sure that you trust it. You still rely on your grandson to teach you how to use your smartphone. You don’t know the first thing about machine learning or data science.

Good news again: you don’t need to. ChatGPT is a general all-purpose tool that anyone can use regardless of how tech-savvy they are. 

This comprehensive guide will show you how to use ChatGPT to screen resumes and evaluate candidates in record time

Note: This tutorial will make use of ChatGPT-3.5, which is a free tool that’s accessible to anyone on the internet, rather than ChatGPT-4 which comes with a paid ChatGPT Plus subscription.

How to set up ChatGPT-3.5

First things first. You need to set up an OpenAI account before you can use ChatGPT for the recruitment process. It’s a straightforward process that should take no longer than 5-10 minutes.

Step 1: Create an OpenAI account

Go to the OpenAI homepage (https://chat.openai.com/) and click “Sign Up” to create an account.

Sign in with your email address, or with your Google, Apple, or Microsoft account.

Step 2: Verify your account

OpenAI will ask you to verify your email for security purposes. Go through the prompts to complete the verification process.

Step 3: Start a conversation

Once you go through the verification process, you’re on your way. 

You should see a window with a chat interface at the bottom. You can now begin using ChatGPT.

The chat interface at the bottom is where you give ChatGPT instructions, called prompts. ChatGPT responds to the prompts you give it – questions, instructions, and conversational text – and gives you human-like responses as output. 

Think of it like talking to an enthusiastic intern or virtual assistant with the brain of a supercomputer. Take some time to play around with it. Ask it to tell you a joke, plan a trip itinerary, or make a recipe. 

As you get more used to it, try experimenting with having it do things you do in your day-to-day as an HR manager, like write an email invite to an interview. The more detail and context you give it, the better the output will be.

ChatGPT Prompt: I’m an HR manager at a tech startup and I’m hiring for a content manager. The role requires 5+ years of experience, familiarity with SEO best practices, and proficiency with GA4. Write me an email template following up with a candidate who made it to the first round of interviews.

The output it gives you may seem generic, but with just a little fine-tuning you can build ChatGPT in your HR processes and save you hours of work.

Step 4: Provide feedback (optional)

One of the best things about ChatGPT is how it continually improves its output based on the feedback you give it.

For example, if you need something more specific in the interview invitation email, you can tell ChatGPT to change it accordingly.

You can make it shorter.

ChatGPT Prompt: Condense to half the length.

Or give it different tones of voice.

ChatGPT Prompt: Rewrite the email to sound more friendly and engaging.

Or even have ChatGPT adopt different roles and personas to whatever you need it to be – a marketer, a CEO, a researcher, or a sales associate, etc.

ChatGPT Prompt: Write the email as the CMO at my company.

How to use ChatGPT for resume screening: a step-by-step guide

Now that you have an OpenAI account and have some practice with ChatGPT, it’s time to get to the good part: making an AI-powered resume screening process to choose the best candidates and save your bacon in time for the meeting.

In this hypothetical example, you have five resumes to choose from. You need to scan and sort through all of them in a hurry, and pick out the candidates that are the best fit for the role. 

ChatGPT can automate the candidate shortlisting faster than you could on your own. The process is simple, and can all be done on the same screen.

Step 1: Provide the job description

First, copy and paste the full job description into ChatGPT. This will give ChatGPT the criteria it needs for candidate evaluation.

This tutorial will use Workable’s content manager job description as an example. Or, you can create your own job description using the Workable job description generator.

ChatGPT Prompt: I’m hiring for a content manager, and I need your help ranking and analyzing the resumes. Here is the job description for the role I’m hiring for, please read and save it and say “Done.”, nothing else.

{{Insert job description}}

Step 2: Upload or copy resumes

Next, upload and paste the resumes you want to screen in the same conversation. 

Keep in mind that ChatGPT can only process so much information at a time. If you overload it, it’ll get confused or spit out inaccurate information. If you need to screen more than a handful of resumes, consider uploading them in batches, five at a time.

ChatGPT Prompt: Here are the resumes I want to screen. When you’ve read and saved all of them, say “Done.”, nothing else.

{{Insert resume #1}}

{{Insert resume #2}}

{{Insert resume #3}}

{{Insert resume #4}}

{{Insert resume #5, 6, 7…}}

Step 3: Ask ChatGPT to rank resumes

When all the resumes are loaded up, the next step is to use ChatGPT for candidate evaluation. Ask ChatGPT to rank the resumes in order from least to most qualified. ChatGPT will then sort, analyze, and rank the resumes against the job description you gave it earlier.

Note: You can get a more reliable response if you ask ChatGPT to explain its reasoning when using ChatGPT AI for resume screening.

ChatGPT Prompt: Rank the following resumes from most qualified (1) to least qualified (5) based on the requirements stated in the job description. For each resume, provide a brief explanation justifying the ranking.

Step 4: Get a detailed analysis (optional)

From here, you can do a deeper dive into each candidate’s profile using ChatGPT automated candidate evaluation. ChatGPT will highlight any qualifications or experiences that make them a good fit for the role.

That can give you something to go on when you have to explain to your leadership team who you think should be selected for the next stage of interviews, and why.

ChatGPT Prompt: Based on the job description, identify the relevant experience from [candidate name]’s resume that makes them qualified or unqualified for this role. Provide specific examples from their work history.

Step 5: Evaluate skills match

 If you want to, you can take things a step further and analyze their technical skills. A content manager might need a working knowledge of technical SEO, or how to use your CMS, or understand the lingo and jargon if the content is about technical subjects.

ChatGPT Prompt: Based on the skills and qualifications listed in the job description, evaluate whether [candidate name]’s technical skills listed on their resume are a good fit for this role. Provide a rating from 1-10.

Tips for AI skeptics

These AI tools are new, and people are still figuring out how they work. Human resources is a people-oriented field. It’s completely understandable if you’re not convinced how artificial intelligence for resume screening can help you recruit and source the best candidates.

If you’re hesitant or skeptical about whether candidate shortlisting with ChatGPT is the way to go, here are some tips to get you started.

• Start small

Begin with small batches of resumes. Test them out at a small scale to see how ChatGPT-3.5 can streamline the recruitment process for you. Then try it with more resumes at a time, with different job descriptions, and with different roles. 

• Compare results

Compare the results of ChatGPT’s AI-based resume screening recommendations with how you screen resumes manually. See for yourself how it helps you and whether or not it saves you time for more important, high-level work.

• Emphasize time-saving

Think of any low-effort, menial tasks you might have to do as an HR manager, and have ChatGPT do them for you instead. Candidate shortlisting with AI can be a saving grace if you’re short on time and resources. 64% of HR professionals say AI tools help them filter out unqualified candidates.

Limitations of using ChatGPT-3.5 for resume screening

AI can be a wonderful asset to you if you know how to use it, but there are limits to what it can and can’t do. Making the most out of the technology involves understanding its limitations, and how to surpass or work around them. Some limitations you might face when first using artificial intelligence for resume screening are:

• Lack of industry-specific knowledge: May lack the expertise required for certain job roles or industries
• Potential bases: Can inherent biases from training data, leading to unfair evaluations
• Inability to fully understand context: May struggle to comprehend the full context and implied meanings
• Limited evaluation of soft skills: Difficulty accurately assessing soft skills like communication

HR consultant Bryan J. Driscoll advises that before using ChatGPT in your resume screening process, you should carefully align it with current employment laws related to data privacy, data protection, and equal employment.

“There’s also a substantial risk of unintentional bias,” Driscoll says. “ AI systems learn from vast datasets that often contain historical biases. If not carefully managed, these biases can be perpetuated in the screening process, leading to discriminatory outcomes against certain groups of candidates. This not only violates principles of fairness and equality but can also lead to legal repercussions for companies.”

Any output you use from ChatGPT must have human oversight. If you build ChatGPT into your HR processes, make sure that you or another human on your team is checking what it does for accuracy. ChatGPT is there to enhance your candidate screening process, not replace it.

ChatGPT Can be the best thing to happen to your resume screening process

After just a few test runs, you’ll start to see what a ChatGPT recruitment process can do to make life easier as an HR manager. Now you can go into that meeting, plop those resumes down on the table, and say confidently and with conviction that you the right guy to interview next.

Time is a luxury you seldom have as an HR manager. Using ChatGPT-3.5 to rank and evaluate your candidate resumes can make your recruitment process more efficient and free up time for what really matters – connecting with your potential candidates.

If you’re curious about what else AI can do to cut down your workload as a hiring manager, have a look at Workable’s AI-powered HR and recruitment features that can help you with job descriptions, candidate sourcing, and interview questions.

The post Screening resumes with ChatGPT: a step-by-step guide appeared first on Recruiting Resources: How to Recruit and Hire Better.

Key features often include market benchmarking, industry-specific insights, and customizable reports. 

These tools are designed to ensure that salaries are competitive and aligned with industry standards.

Using a salary estimator, employers can input job titles, locations, and experience levels. The tool then generates salary ranges based on real-time data. 

This process helps eliminate guesswork and ensures consistency in salary decisions. By relying on objective data, companies can make informed decisions that promote fairness and transparency.

Salary estimators also offer insights into industry trends. This information is valuable for HR professionals who need to stay updated on market conditions. 

By understanding these trends, companies can adjust their compensation strategies accordingly.

Here are some good reasons you should consider using a salary estimator tool.

1. Ensuring competitive salaries

Offering competitive salaries is crucial for attracting and retaining talent. A salary estimator tool helps you stay informed about market rates. It ensures your offers are competitive. 

According to a recent report, U.S. job postings with salary information more than doubled from 18% in February 2020 to 44% in February 2023. 

This trend shows the growing importance of salary transparency.

When your salaries are competitive, you can attract the best candidates. It also helps retain current employees who might otherwise look elsewhere. 

With the job market constantly evolving, staying updated on salary trends is vital. A salary estimator tool ensures you are always informed and ready to offer the best compensation packages.

2. Promoting fairness and transparency

Fairness and transparency in pay are vital for maintaining employee trust and satisfaction. Salary estimators help ensure pay equity by providing objective data. 

This data-driven approach helps eliminate biases in salary decisions. Moreover, transparency in pay practices can improve employee morale.

Statistics from the World Economic Forum show that pay transparency in job postings has increased internationally. In Germany, it rose from 8% to 20%, in France from 10% to 30%, and in Canada from 12% to 23%. These numbers highlight a global shift towards more transparent pay practices.

Pay transparency not only builds trust but also encourages a culture of fairness. Employees feel valued when they know their compensation is fair and competitive.

This can lead to higher job satisfaction and lower turnover rates. By using a salary estimator tool, you can promote a transparent and equitable workplace.

3. Supporting budget planning

A salary estimator tool is invaluable for budget planning. It helps companies allocate resources effectively. 

By providing accurate salary data, these tools enable better financial planning and management. 

Knowing the market rates for various roles allows you to plan your budget more accurately.

For example, consider a company planning to expand its team. Using a salary estimator, the HR department can project the total cost of hiring new employees. 

This includes not just salaries, but also benefits and other associated costs. Having a clear understanding of these expenses helps in making informed decisions about growth and resource allocation.

Additionally, salary estimators can help identify areas where the company might be overspending. 

By comparing your current salary structure with industry standards, you can pinpoint roles where adjustments are needed. This ensures that your compensation strategy is both competitive and cost-effective.

4. Improving employee satisfaction and retention

Fair and competitive salaries are key to employee satisfaction and retention. When employees feel they are compensated fairly, they are more likely to stay with the company. 

A salary estimator tool helps ensure that your compensation packages meet industry standards and employee expectations.

Employees who believe they are being paid fairly are more engaged and motivated. This can lead to increased productivity and a positive workplace culture. On the other hand, perceived pay disparities can lead to dissatisfaction and high turnover rates.

By regularly using a salary estimator tool, you can make necessary adjustments to stay competitive. 

This proactive approach helps retain top talent and reduces the costs associated with high turnover. 

It also demonstrates to your employees that you value their contributions and are committed to fair compensation.

Please review these sections and let me know if any adjustments are needed before proceeding 

5. Staying compliant with regulations

Salary estimators also play a crucial role in ensuring compliance with wage and labor laws. 

Many regions have implemented pay transparency laws that require employers to disclose salary ranges in job postings. 

For instance, in Colorado, the percentage of job postings including salary information increased from 16% to 81% following the implementation of such laws.

Compliance with these regulations is essential to avoid legal issues and potential fines. A salary estimator tool helps you stay updated with the latest legal requirements and ensures your job postings meet these standards. 

By adhering to these laws, you not only avoid penalties but also build a reputation as a fair and transparent employer.

Even in regions without explicit transparency regulations, salary transparency is growing. 

For example, Utah’s largest metro areas saw salary information included in more than 50% of job postings, likely influenced by nearby Colorado’s legislation. 

This trend suggests that adopting transparency practices proactively can keep you ahead of potential regulatory changes.

6. Facilitating market benchmarking

Market benchmarking is another significant benefit of using a salary estimator tool. Benchmarking allows you to compare your company’s compensation packages with those of other companies in your industry. 

This ensures that your salaries are competitive and aligned with market standards.

For example, a mid-sized tech company used a salary estimator tool to benchmark their salaries against competitors. 

They discovered that their compensation packages were below industry standards for several key roles. By adjusting their salaries, they were able to attract higher-quality candidates and improve employee retention.

Benchmarking also helps you understand industry trends and shifts in salary expectations. This information is crucial for strategic planning and staying competitive in the job market. 

A salary estimator tool provides the data needed to make these comparisons and adjust your compensation strategies accordingly.

For HR professionals and SMB employers, adopting a salary estimator tool can be a game-changer. It equips you with the data needed to make informed decisions about compensation.

This, in turn, helps attract and retain top talent, fosters a fair and transparent workplace, and supports strategic financial planning.

The post Six reasons why your company needs a salary estimator tool appeared first on Recruiting Resources: How to Recruit and Hire Better.

While the core of those challenges may be recognizable – even common – how they happen in the first place is usually not. Being stuck between a rock and a hard place is never somewhere you want to find yourself, but contrary to popular belief, it’s a privilege to be there. 

It’s an invaluable lesson that puts us at the crossroads of what is right and what is easy. 

And that’s where FishingBooker found itself in July of 2023.

As the biggest online travel company that specializes in organizing fishing trips worldwide, our goal is to make it possible for everyone to access enjoyable fishing experiences, anywhere. 

We’ve been on that mission for over a decade with successes and failures always coming hand in hand. 

But the summer of 2023 brought about a ship-horn-sounding wake-up call that FishingBookers now known as “The Reset.”

The path that led to reset

Every business in the world felt the chaotic effect of the COVID pandemic, and FishingBooker was no exception. We grew substantially over those couple of years, and as a result, our ideas and our staff were also getting bigger. 

Success comes with incredible perks, but it’s easy to forget its challenges. 

We still talked about the importance of improving our path, processes, and decisions, but we missed the changes in the bigger picture because we followed a charted road. 

In other words, we became comfortable in our success without really questioning everything it brought.

As we entered 2023, the landscape started shifting. FishingBooker’s mission and vision became blurry to the people of FishingBooker, which had a ripple effect through every aspect of our work. 

This lack of a clear understanding of the company’s direction was the foundation for all other challenges.

Insufficient open communication between different teams led to the creation of silos, in which everyone was doing their job, but there was rarely much contact, let alone cross-team cooperation.

These changes saw the growth of our ideas and personnel start to outweigh the growth of the company as a whole, directly endangering our future. 

It was time for hard questions, candid feedback, and shifting our focus to what mattered, not what we were used to. This is where the idea of the Reset came in.

The first steps – the good, the bad, and the ugly: feedback

The core of the Reset was to go back to the drawing board to rediscover our mission and values, and to reexamine what worked and what didn’t in our business approach. 

This was no easy feat, and it started as so many great discussions do – with candid feedback and uncomfortable conversations.

FishingBooker’s leadership came together for the first Team Lead Summer Retreat in July 2023. 

In the days that followed, we shared our experiences and ideas on how to develop a growth mindset within each team, what was holding them back from doing their best work, and what steps needed to be taken to overcome the autopilot mode we were struggling with.

Getting on the same page is no small feat, but the first step was identifying the stumbling blocks – the unquestioned and ultimately unsustainable growth that the company experienced in the previous years, as well as the lack of clear mission and communication around it. 

The comfort zone we sailed in was cushioning us for too long and, if we didn’t change course, we were set for a brutal wake-up call. 

Developing a growth mindset

It all came down to needing to reframe what truly mattered – our mission and our goals. Our mission – Fishing trips made easy – remained our guide. 

And to achieve this, the priorities were to make our platform lightning-fast and ensure a seamless user experience for both our captains and customers. 

Achieving these goals required fully focusing on impactful actions and execution with the highest quality standards. 

The recipe for making this happen included:

• Focusing on impact, not ego – replacing the “this is how we always do things” approach with initiatives that would drive the growth of the platform.
• Breaking the team silos – understanding the power of bringing together teams with different perspectives and specialties to usher in a more holistic approach to our initiatives. 
• Over-communication – learning from previous communication failures and applying those lessons to over-communicate the company’s direction, mission, and goals, giving a clearer picture of how every employee can impact them in a meaningful way.
• Continual improvement of FishingBooker’s culture is essential – ensuring that employees’ needs are taken care of is the only way to ensure sustainable growth and success. In turn, growing and being profitable are the only ways to keep offering career development opportunities to FishingBookers.

And thus, the balancing act began. Everyone in the company faced fundamental questions about their team’s work and opportunities to elevate it. 

This led to big changes in how we developed processes and workflows at FishingBooker, as well as the establishment of numerous cross-team initiatives that broke the silos barriers. 

The Reset mentality was gaining momentum by the day.

Coming Together

Not to much surprise, the first months of the Reset were scary and uncertain. 

This was expected as it’s a part of every in-between period – when everything old is falling away, and new ideas have not yet taken shape. 

It was becoming clear that if we weren’t aligned, it would be hard to stay sustainable for years to come. 

We focused on continuous direct and open communication between the leadership and teams, ensuring that we had a clear and shared understanding of our vision and goals.

One of the ways we achieved this is by organizing a Winter Leadership Retreat in December 2023. During those two days, we reiterated the importance of the Reset’s lessons and how they affected our goals for 2024. 

Developing a growth mindset takes time and dedication, and the retreat was a big step in that direction. 

Developing a growth mindset takes time and dedication, and the retreat was a big step in that direction. 

Team leads had the opportunity to be in the same room, share their teams’ ideas and achievements, and voice concerns about the path ahead. 

The retreat proved the significance of over-communication among teams, while breaking the silos brought about promising initiatives that had never been tried before. 

It was in this mindset of focus and innovation we moved into 2024.

Post-reset FishingBooker – prioritizing impact, focus, and constant improvement

Change is always hard, but staying stuck between a rock and a hard place is infinitely harder. At FishingBooker, the Reset isn’t an event anymore, but a mindset. 

It’s a shift that more than ever makes us examine our projects in the “effort vs. impact” frame and one that insists on a blend of innovation and analytical, data-driven thinking. 

The post-Reset period made it clear that it was vital to develop a growth mindset on an individual level, learn about how teams in the company operate, and find ways to work together toward achieving set goals. 

Prioritizing impact, relentless focus, and constant improvement were the main takeaways from the Reset period – the biggest lesson learned in the past year. 

Prioritizing impact, relentless focus, and constant improvement were the main takeaways from the Reset period – the biggest lesson learned in the past year.

Developing a growth mindset takes time, energy, and perseverance because falling back into old habits is an easy slope to slide down. 

Introducing the Reset at FishingBooker was much more than a business decision, it affected every single person working in the company because it challenged them not to think outside of the box, but to break it altogether.

There are many external factors that we have no control over, but what we do control is our approach to our successes and failures, and how much we learn from them. 

It’s possible that, in the future, we’ll have many more mini-Resets that will equip us for whatever challenges we face next. 

But for now, we focus on impact not ego, and carve our path one decision at a time.

Andrijana has been in love with nature since before she could walk, and she lives to explore the great outdoors whenever she has the chance. Be it traveling to far-off lands, hiking, or mountain climbing, Andrijana loves discovering new places and writing about them. The first time she went fishing with her dad she insisted on returning all the catch into the water. Dad was not pleased. 

Her curiosity about fishing only grew from there, and that’s what brought her to the FishingBooker’s Content Team. For the past 6 years, she’s had the opportunity to learn and write about all things fishing and pair that knowledge with her passion for digital marketing.

The post Resetting for growth: FishingBooker’s approach appeared first on Recruiting Resources: How to Recruit and Hire Better.

Someone in the thread suggested it sounded like this influencer:

 

View this post on Instagram

 

A post shared by Nicole Pellegrino (@nicolepellegrin0)

To which the original poster said, yes, just with shorts instead of a mini skirt.

Now, to defend the Instagrammer, she plays the role of a clueless person, but apparently, not everyone catches on to that.

It’s intern season, and this Redditor discovered that even though the company gave the interns a dress code, it didn’t stick in their heads.

If you have interns showing up to work, you could use more clarity around office rules than you need for more established employees.

If you have interns showing up to work, you could use more clarity around office rules than you need for more established employees.

Or, as one Redditor said,  “spell it out in crayons.”

Here is some help spelling things out so every employee–even your interns can understand.

Office etiquette: dress code 

Because dress code violations brought this all on, let’s start there. Things like “business casual” or “business attire” and, especially, “dress for the day you have” can work just fine with experienced professionals, but with people who are in their first professional environment, it’s not enough.

Be crystal clear with what you mean by your dress code. HR Director at LPS, Marie Lobbezoo, suggests wording such as:

• Backs and stomachs should be covered at all times. 
• Proper undergarments must be worn at all times. T-Shirts, Camisoles, and/or Bras are recommended for office wear under outer clothing.
• Underwear as outerwear is not permitted in the office.
• Bra straps and underwear should not be visible when you are fully dressed,
• Leggings should only be worn under a tunic or top layer that extends to mid-thigh.
• Strapless or spaghetti-strap tops should only be worn with a top layer over them.

You might find that ridiculously over the top, but you need to assume that interns (and some more experienced employees) will have no idea what is and is not appropriate.

Spelling it out makes it straightforward for everyone and removes discomfort from managers and HR. You don’t have to struggle with why their outfit is inappropriate; just point to the bullet point on the list.

Punctuality and breaks

Interns should understand the importance of punctuality, as school classes start at specific times, but office environments can feel different. Meetings with coworkers or clients can feel like get-togethers for group projects, but it’s not the same. It falls under the office etiquette.

Be specific about what you expect. If you need our interns to show up at 8:30, say so clearly and speak with someone the first time they arrive at 8:40. This may seem overly nitpicky, but the goal of an internship is to train people how to act in an office.

If your office is more casual about start times, that’s great! Just let your intern know precisely what you expect. And don’t demand that your intern be there at 8:30 when you aren’t going to stroll in until 9:45. If there is a reason for the difference in start times, also make that clear.

Breaks can be a weird concept for people in their first job. If they worked in food services or retail, they undoubtedly had breaks assigned by a shift leader and strictly timed. But white-collar breaks can be much more casual. Can your interns wander to the kitchen for coffee or a glass of water anytime? Probably. Do you want them to spend half the day there? Probably not.

What about lunch? How long is it? Do people generally eat at their desks, pack lunches, or go out? Remember that your interns probably can’t afford to eat out daily, so let them know where they can store their lunches and whether eating at their desks is acceptable.

What should they call people?

When I was in college, we called all the professors “Doctor” or “Professor.” Grad students who taught undergraduate classes were referred to by their first names. When I moved to graduate school, the professors introduced themselves to us by their first names.

I struggled with using their first names throughout grad school because it just seemed wrong to me.

It doesn’t matter what your standard is–just tell the interns. “We call everyone by their first name except for the CEO, whom we call Ms. Smith.”  Or, “Please call clients Mr. or Ms. Last Name until they ask you to use their first names.” 

Just make it very, very clear. That way, there is no awkwardness.

They know what to expect. Different cultures and different schools use very different naming standards. Don’t assume they will know your company practices. 

The first few days and weeks at a new job are stressful for seasoned professionals, triple that for interns.

Be incredibly clear about expectations and correct them promptly and politely. If you can do this, intern season will be great for you and your interns.

The post Decoding office etiquette: guiding interns effectively appeared first on Recruiting Resources: How to Recruit and Hire Better.

So the question is, how do you balance the efficiency of AI in talent acquisition with genuine human interaction as a recruiter?

It’s a delicate balance, but achieving that balance between recruitment process automation with human oversight can help you find talent faster and better than ever.

This post will offer actionable insights on how to balance AI in talent acquisition with your human oversight – identify where in the recruitment process AI can be most helpful, and how to get started using it.

Benefits of AI in hiring

AI recruitment tools make life easier for you as a recruiter by automating time-consuming tasks – they take care of the work that takes the most time but produces the least results.

Integrating AI in recruitment allows you to focus on more strategic tasks, and gives you more time to connect with the candidates you shortlist, interview, and hire.

This is a key point: AI should be used to enhance the recruitment process, not replace it.

If you’re new to generative AI tools, there are a few benefits of AI in the hiring process worth considering:

• Efficiency: AI recruitment tools can speed up your initial candidate screenings
• Improved candidate matching: AI tools can analyze large amounts of data and format it in a way that’s easy to use and understand, so you can match candidates to roles more accurately
• Reduced bias: Using AI in your hiring process can help mitigate unconscious biases you might not be fully aware of and focus purely on qualifications and skills-based hiring

Getting started with AI in recruitment

If you haven’t used AI tools before, integrating them into your existing hiring process can seem a little daunting.

Not to worry though. AI recruitment tools aren’t hard to learn – you just need to spend a little time with them. Here’s how you can get started:

Identify your needs

Start by assessing your current recruitment processes. Are there any repetitive administrative tasks that can be easily automated? If you could snap your fingers or wave a wand, what tasks would you train a robot to do for you if you could?

Clearly define your goals. Do you want to improve efficiency in your hiring process? Reduce your time-to-hire?

Knowing what you want to achieve will help you make the most out of these tools. Look at things like sorting resumes, scheduling interviews, and sending follow-up emails.

Choose the right tools

You can train AI recruiting tools to shortlist candidates based on a set of predefined criteria you set. That right there can free up more time for you to engage with the candidates and do your final decision-making.

Implement gradually

Start small. Begin by automating one or two tasks you identified. This way, you can test the tools out for yourself without overwhelming yourself or your team. Measure the results and make any necessary tweaks.

The key to the successful use of AI in talent acquisition is continual testing and improvement. It’s an iterative process.

Train your team

Proper AI onboarding for your recruitment team will help them make the most out of these tools. Organize training sessions to help mitigate any resistance to adoption. Open the floor to getting feedback from your team and find any parts of your AI recruitment workflows that need improvement.

Tasks AI can handle without human intervention

Using AI for automating hiring processes can save you a lot of time and administrative burden when it’s used for repetitive or data-intensive tasks. That allows you more time to build genuine relationships with your candidates.

There are a few places where you can start.

1. Initial resume screening

AI is very good for resume screening and can filter resumes for keywords and qualifications very quickly. That speeds up the initial screening process so that only the most qualified candidates move forward to the next stages.

2. Writing interview questions

Using ChatGPT and Workable AI together can help you make personalized interview questions and even evaluate the best answers. Try out the Workable interview question generator and then edit and fine-tune its output to make the questions more specific to the role.

3. Candidate sourcing

Why reinvent the wheel and start from scratch every time you hire for a new role if you don’t have to?

Integrating AI in recruitment can help you source candidates easily find past applicants, add them to your recruitment pipeline, and improve its decisions based on which candidates did or didn’t make it.

Maintaining human interaction in an AI-driven recruitment process

While AI can be a huge time-saving tool in recruitment, it can’t do your job for you. It’s there to help you and your team, not replace you.

Striking a balance between AI with human interaction is key to building strong relationships with your candidates and ensuring they have a positive experience.

Human-led follow-ups

AI in talent acquisition can handle the initial candidate sourcing and resume screening. You or someone on your team should take over from that point and handle the follow-ups.

Reach out to the shortlisted candidates personally. Having an AI chatbot do that part of the process is a bad idea. People can generally catch onto when they’re talking to an AI chatbot and it rubs them the wrong way.

Follow-up with a personalized email addressing specific points from the candidate’s resume or application. This way, your candidates feel valued and not like a faceless number in an automated system.

Assess culture fit

There are certain things that language learning models (LLMs) can’t evaluate, no matter how sophisticated they are. Soft skills like leadership, initiative, and communication are some of them.

AI can speed up the process of candidate shortlisting, but the final decision should involve the judgment of a human recruitment expert. That can only come from you or someone on your team.

During the interview process, assess the candidates’ communication skills, problem-solving abilities, and alignment with your organization’s culture.

Empathetic feedback

AI tools are designed to be friendly and helpful and to be aligned with human values, but they’re not capable of true empathy. Not yet, anyhow.

Refine the candidate evaluations you get from AI with your own personal insights and constructive criticism. Encourage an open, two-way dialogue where candidates can ask questions and be assured of getting an answer from a person.

Enhancing the candidate experience with AI

Combining both AI efficiency with human oversight can elevate your candidate experience to a new level. Here’s how to make the best out of both.

1. Timely communication

Your AI chatbots can provide instant answers to any common candidate questions. For anything more complicated, specific, or involved, you can delegate to a human recruiter.

Regular updates on the candidate’s application status should be automated if possible. Use AI tools to let your candidates know what’s going on.

2. Personalized feedback

AI can generate personalized feedback to help you prepare assessments. However, that feedback should be supplemented with your own insights and personal notes on the candidates’ performance.

3. Efficient scheduling

Candidates can use AI self-scheduling tools to choose interview times that best fit their schedules. That cuts out a lot of the unnecessary back-and-forth communication, so you can spend more time preparing for the interview itself.

Use AI to make recruiting easier, so you can focus on what’s important

AI hiring tools can handle the drudgery and repetitive tasks, so you and your recruitment team can step in and make the candidate experience more personal and empathetic.

Are you curious about how you can use AI to improve your hiring strategy? Check out Workable’s AI features and start planning on using these tools to set your organization apart.

The post How to use AI for human touch in recruitment appeared first on Recruiting Resources: How to Recruit and Hire Better.

Are you ready to explore a few of the most significant ones for your day-to-day work?

You’ll have to wait a little bit longer because we believe it’s better to explain our thought process while crafting this article. We didn’t want to add more confusion, so we divided the terms into six major categories: practicality, fundamental concepts, technology integration, compliance and legal, current trends, and core HR functions.

Now, you are ready. Let’s explore each category and provide additional context on the HR terms every HR professional should know today.

Practicality

This category focuses on practical HR practices and policies that enhance operational efficiency and employee well-being, such as managing absences, implementing telecommuting, and retaining employees.

1. Absence management

Absence management involves policies and procedures designed to reduce absenteeism in the workplace. Effective absence management ensures that employee absences are handled in a way that minimizes disruption to operations.

This includes tracking employee absences, understanding the reasons behind them, and implementing strategies to reduce absenteeism. It can involve flexible working conditions, health and wellness programs, and clear communication of attendance policies.

Good absence management can improve employee productivity, reduce costs associated with absenteeism, and enhance overall workplace morale.

2. Full-time Equivalent (FTE)

Full-time Equivalent (FTE) is a unit that indicates the workload of an employed person in a way that makes workloads comparable across various contexts.

One FTE is equivalent to one employee working full-time.

It’s used to measure the total workforce capacity by converting part-time hours into full-time equivalent hours.

For example, two part-time employees working 20 hours each would be equivalent to one FTE. This metric is crucial for budgeting, financial analysis, and understanding workforce productivity.

3. Telecommuting

Telecommuting, also known as remote work, allows employees to perform their job duties from outside the traditional office environment. This can be from home, a co-working space, or any other location with internet access.

Telecommuting offers flexibility, reduces commuting time and costs, and can increase job satisfaction.

For employers, it can lower overhead costs and attract talent from a broader geographic area. However, it requires robust communication tools, clear expectations, and a strong company culture to ensure productivity and engagement.

4. Unlimited PTO (Paid Time Off)

Unlimited Paid Time Off (PTO) is a policy where employees can take as much time off as they need, as long as their work is completed and deadlines are met.

This policy is designed to promote a healthy work-life balance, reduce burnout, and increase employee satisfaction.

It shifts the focus from tracking hours to achieving results. While it offers flexibility and autonomy, it requires a high level of trust and responsibility from employees and may not be suitable for all types of jobs or industries.

5. Employee retention

Employee retention refers to the ability of an organization to keep its employees and reduce turnover.

High retention rates indicate a positive work environment, competitive compensation, opportunities for career advancement, and strong leadership.

Strategies to improve retention include offering professional development, recognizing and rewarding performance, providing a supportive company culture, and ensuring work-life balance.

Effective employee retention strategies can lead to increased productivity, reduced recruitment and training costs, and a more experienced and cohesive workforce.

Fundamental concepts

Fundamental Concepts cover the core principles and essential knowledge every HR professional should understand, including employment laws, employee engagement, onboarding processes, and job analysis.

1. Employee engagement

Employee engagement refers to the emotional commitment and involvement an employee has towards their organization and its goals.

Engaged employees are more productive, motivated, and likely to stay with the company.

Strategies to boost engagement include providing meaningful work, recognizing achievements, offering professional development opportunities, and fostering a positive workplace culture. High employee engagement can lead to better performance, lower turnover, and a more positive organizational atmosphere.

2. Onboarding

Onboarding is the process of integrating new employees into an organization and equipping them with the necessary tools, knowledge, and skills to become effective team members. It typically includes orientation sessions, training programs, and introductions to company policies and culture.

Effective onboarding helps new hires adjust quickly, improving job satisfaction and retention rates. It is a critical step in ensuring employees feel welcomed, valued, and prepared for their roles.

3. Job Analysis

Job analysis involves systematically studying a job to determine its essential duties, responsibilities, skills, and qualifications. This process helps create accurate job descriptions, which are essential for hiring, performance evaluations, and compensation management.

Job analysis also identifies the physical and mental requirements of a position, ensuring that employees are well-matched to their roles. Accurate job analysis supports effective HR practices by aligning job requirements with organizational goals.

4. Compensation and Benefits

Compensation and benefits refer to the total rewards an employee receives for their work, including salary, wages, bonuses, health insurance, retirement plans, and other perks.

A well-designed compensation and benefits package can attract and retain top talent, boost employee morale, and enhance job satisfaction.

It’s important for HR professionals to stay informed about market trends and ensure that their offerings are competitive and align with organizational objectives and budget constraints.

Technology integration

Technology Integration involves leveraging digital tools and software to streamline HR functions, including applicant tracking systems, HR software, video interview platforms, and payroll solutions.

1. Applicant Tracking System (ATS)

An Applicant Tracking System (ATS) is software that manages the recruitment and hiring process. It automates job postings, screens resumes, and tracks candidates through the hiring stages.

ATS helps HR professionals streamline recruitment by organizing candidate information, ensuring compliance with hiring regulations, and facilitating communication with applicants. By using an ATS, companies can reduce the time and effort required for recruitment, improve the quality of hires, and create a more efficient and organized hiring process.

2. HR software

HR software refers to digital solutions designed to automate and manage various human resources functions. These include payroll, benefits administration, performance management, employee records, and recruitment.

HR software improves efficiency by centralizing data, facilitating reporting, and enabling self-service for employees. It helps HR departments reduce manual tasks, ensure compliance with regulations, and enhance overall HR service delivery. With the right HR software, organizations can improve data accuracy, streamline HR processes, and support strategic decision-making.

3. Video interview software

Video interview software enables organizations to conduct interviews with candidates remotely. This technology facilitates live video interviews or allows candidates to record their responses to predefined questions.

It is particularly useful for screening candidates who are geographically dispersed. Video interview software can save time and costs associated with travel, provide flexibility in scheduling, and offer a more convenient experience for both candidates and interviewers.

Additionally, it can be integrated with ATS and other HR systems to streamline the hiring process.

4. Learning Management System (LMS)

A Learning Management System (LMS) is software that manages and delivers educational courses, training programs, or learning and development initiatives. It allows organizations to create, track, and manage employee training activities.

An LMS provides a centralized platform for e-learning, offering features like course enrollment, progress tracking, and assessments. It supports employee development by providing accessible and consistent training, ensuring compliance with industry standards, and helping measure the effectiveness of training programs.

5. Payroll Software

Payroll software automates the process of managing employee compensation.

It calculates wages, withholds taxes, and ensures employees are paid accurately and on time. Payroll software can also handle deductions, bonuses, benefits, and generate payroll reports.

By automating these tasks, the software reduces errors, ensures compliance with tax regulations, and saves time for HR professionals. Efficient payroll software enhances the overall accuracy and reliability of the payroll process, improving employee satisfaction and trust.

Compliance and legal

This category emphasizes the importance of adhering to legal standards and regulations in HR practices, covering topics such as employment laws, equal opportunity, safety regulations, and family leave policies.

1. At-will Employment

At-will employment is a legal doctrine where either the employer or employee can terminate the employment relationship at any time, for any reason, or for no reason, with or without notice. This framework offers flexibility but provides less job security for employees.

Exceptions to at-will employment include termination for discriminatory reasons or violations of public policy. Understanding this doctrine is crucial for HR professionals to manage terminations properly and ensure compliance with legal standards, thereby minimizing potential legal risks and fostering fair workplace practices.

2. Equal Employment Opportunity (EEO)

Equal Employment Opportunity (EEO) refers to the principle that all individuals should have equal access to employment opportunities without discrimination based on race, color, religion, sex, national origin, age, disability, or genetic information.

EEO laws and regulations, enforced by agencies like the Equal Employment Opportunity Commission (EEOC), aim to prevent workplace discrimination and promote diversity. HR professionals must ensure that hiring, promotion, and other employment practices comply with EEO standards to foster an inclusive workplace and avoid legal penalties.

3. Occupational Safety and Health Administration (OSHA) Regulations

OSHA regulations are standards set by the Occupational Safety and Health Administration to ensure safe and healthy working conditions. These regulations cover a wide range of workplace hazards, including chemical exposure, machinery safety, and ergonomic practices.

Employers are required to comply with OSHA standards to prevent workplace injuries and illnesses. HR professionals play a key role in ensuring compliance by implementing safety programs, conducting regular training, and maintaining accurate records. Adhering to OSHA regulations helps create a safer work environment and reduces the risk of legal issues.

4. Family and Medical Leave Act (FMLA)

The Family and Medical Leave Act (FMLA) entitles eligible employees to take unpaid, job-protected leave for specified family and medical reasons. Covered reasons include personal or family illness, childbirth, adoption, and certain exigencies related to a family member’s military service.

Employees can take up to 12 weeks of leave in a 12-month period. HR professionals must ensure compliance with FMLA requirements, including proper documentation, communication, and maintaining employee benefits during leave. Understanding FMLA helps protect employees’ rights and ensures that organizations fulfill their legal obligations.

Current trends

Current trends highlight the latest developments and emerging practices in HR, such as inclusive leadership, employer branding, recruitment marketing, remote work policies, and the gig economy.

1. Inclusive Leadership

Inclusive leadership refers to leadership practices that ensure all team members feel valued, respected, and included. Inclusive leaders promote diversity by actively seeking out and leveraging diverse perspectives, fostering an environment of openness and respect.

They are aware of their biases and work to mitigate them, ensuring fair treatment for all employees.

This approach not only enhances team performance but also drives innovation and employee engagement. HR professionals should encourage and train leaders to adopt inclusive leadership practices to build a more equitable workplace.

2. Employer Branding

Employer branding is the process of promoting a company as an employer of choice to attract and retain top talent. It involves creating a positive image of the organization through marketing and communication strategies that highlight the company’s values, culture, and benefits.

Strong employer branding can differentiate a company from its competitors, making it more attractive to potential employees. HR professionals play a key role in developing and maintaining an effective employer brand by ensuring that employee experiences align with the brand’s promises.

3. Recruitment Marketing

Recruitment marketing applies marketing principles to the recruitment process to attract, engage, and nurture potential candidates. It involves creating targeted campaigns that highlight the company’s strengths, culture, and opportunities to attract top talent.

Techniques include social media marketing, content marketing, and employer branding efforts. Effective recruitment marketing helps build a strong talent pipeline, enhances the candidate experience, and improves the overall efficiency of the hiring process. HR professionals should leverage recruitment marketing to reach and engage with passive candidates.

4. Remote Work Policies

Remote work policies outline the guidelines and expectations for employees who work outside the traditional office environment.

These policies cover aspects such as eligibility, communication protocols, performance expectations, and cybersecurity measures.

Implementing clear remote work policies ensures that remote employees are productive, engaged, and aligned with company goals. HR professionals must develop and enforce these policies to support a flexible work environment while maintaining organizational efficiency and security.

5. Gig Economy

The gig economy refers to a labor market characterized by short-term contracts or freelance work rather than permanent jobs. It includes individuals who work as independent contractors, freelancers, or part-time workers in various industries.

The gig economy offers flexibility and autonomy for workers, while companies benefit from cost savings and access to a diverse talent pool. However, it also presents challenges such as lack of job security and benefits.

HR professionals need to understand the implications of the gig economy and develop strategies to manage and support gig workers effectively.

Core HR functions

Core HR Functions encompass the fundamental activities and responsibilities of HR, including performance management, onboarding, recruitment marketing, talent management, and employee relations.

1. Performance management cycle

The performance management cycle is a continuous process used to plan, monitor, and review an employee’s work objectives and overall contribution to the organization. It typically includes setting performance expectations, providing ongoing feedback, conducting performance appraisals, and creating development plans.

Effective performance management ensures alignment between individual goals and organizational objectives, enhances employee performance, and fosters professional growth. HR professionals play a critical role in facilitating this process, ensuring it is fair, transparent, and conducive to employee development and organizational success.

2. Onboarding software

Onboarding software assist you in integrating new employees into an organization and familiarizing them with company policies, culture, and their specific roles.

Effective onboarding helps new hires adjust quickly, enhances job satisfaction, and reduces turnover. By providing necessary resources and support, HR professionals can ensure that new employees become productive members of the team, contributing to their long-term success and the overall efficiency of the organization.

3. Talent management

Talent management encompasses the systematic attraction, identification, development, engagement, retention, and deployment of individuals who possess the skills and potential to meet current and future organizational needs.

It includes activities such as workforce planning, talent acquisition, performance management, learning and development, and succession planning. Effective talent management ensures that the organization has the right people in the right roles, promotes employee growth, and supports the achievement of strategic business goals.

HR professionals are essential in designing and implementing talent management strategies.

4. Employee relations

Employee relations involve managing the relationship between the employer and employees to ensure a harmonious and productive work environment.

This includes handling workplace conflicts, addressing employee grievances, ensuring compliance with labor laws, and promoting fair treatment.

Effective employee relations practices help prevent and resolve issues that can impact employee morale and productivity. HR professionals play a key role in fostering positive employee relations by implementing policies, conducting training, and providing support to both management and employees.

We know it’s a lot for one day. But don’t panic! By following our content, you’ll become more familiar with these terms and receive up-to-date insights from the HR industry.

The post Top HR terms any HR professional should know today appeared first on Recruiting Resources: How to Recruit and Hire Better.

By presenting a comprehensive comparison of the best solutions available, our goal is to empower decision-makers to make informed choices that will benefit their organizations in the long run.

Let’s not waste any more time.

Key features to look for in HR payroll software:

When evaluating HR payroll software, consider the following essential features:

• Payroll processing and accuracy: The software should automate payroll calculations, ensuring timely and accurate payments while minimizing errors.
• Employee self-service portal: A user-friendly portal allows employees to access pay stubs, update personal information, and request time off, reducing administrative burden on HR staff.
• Tax compliance and reporting: Look for software that stays up-to-date with federal, state, and local tax regulations, automatically calculating withholdings and generating required reports.
• Integration with other HR systems: Seamless integration with other HR tools, such as time and attendance tracking and benefits administration, enhances efficiency and data consistency.
• Data security and privacy: Ensure the software employs robust security measures to protect sensitive employee and financial data from unauthorized access or breaches.

Payroll software in numbers

Automation in payroll processing has changed the HR landscape, offering substantial cost reductions and error minimization. 

Companies leveraging automated payroll systems report up to an 80% decrease in processing costs, alongside significantly lower error rates, which translates to increased efficiency and accuracy in payroll management​​. 

This shift towards automation is part of a broader trend where 62% of companies now use cloud-based payroll systems, a notable increase from 34.8% in 2019​, according to the Global Payroll Complexity Index​. 

These cloud-based solutions facilitate the seamless management of remote teams and streamline payroll processes across diverse locations, enhancing operational efficiency. 

This strategy allows businesses to navigate the complexities of payroll management while focusing on their core activities, driving overall productivity and compliance.

Top HR payroll software solutions

Let’s explore and compare some of the most prominent payroll software solutions. We will discuss their pros and cons, as well as pricing models.

1. ADP

ADP is a comprehensive HR payroll solution that offers a wide range of features, making it an ideal choice for enterprises. 

With robust functionality, scalability, and excellent customer support, ADP can handle the complex needs of large organizations. 

Pros: Robust functionality, scalability, and excellent customer support.

Cons: Higher cost compared to some competitors

Pricing: Starts at $79 per month plus $4/employee

2. Xero

Xero UK provides intuitive cloud-based accounting solutions tailored for small businesses, streamlining tasks like invoicing, expense monitoring, and payroll management. With a strong reputation among businesses and accountants alike, Xero UK revolutionizes financial management through its cutting-edge offerings.

Pros: User-friendly interface, affordable pricing, and strong integration with other Xero accounting features.

Cons: Limited customization options and fewer advanced features compared to some competitors.

Pricing: Starts at $39 per month for payroll, with additional costs for accounting features.

You can easily integrate ADP and Xero with Workable to manage your payrolls and workforce along with our exceptional recruiting and HR services.

3. Paylocity

Paylocity is a cloud-based HR & payroll software that offers a user-friendly interface, strong customer support, and a robust mobile app. 

It is suitable for mid-sized businesses looking for a comprehensive solution. 

Pros: User-friendly interface, strong customer support, and robust mobile app.

Cons: Higher cost and limited integration options with third-party systems.

Pricing: Customized based on company size and specific needs.

4. Gusto

Gusto is an all-in-one HR & payroll software designed specifically for small businesses. 

It offers easy setup, affordable pricing, and excellent customer support, making it an ideal choice for small business owners. 

Nonetheless, it may have limited scalability for larger enterprises and fewer integrations compared to some competitors.

Pros: Easy to set up and use, affordable pricing, and excellent customer support.

Cons: Limited scalability for larger enterprises and fewer integrations compared to some competitors.

Pricing: Starts at $40 per month plus $6 per employee.

5. Paychex Flex

Paychex Flex is a comprehensive HR & payroll solution that offers a robust feature set, scalability, and strong customer support. 

It is an excellent choice for growing businesses that need a solution that can adapt to their changing needs. 

However, it may come with a higher cost compared to some alternatives and may require a longer setup process.

Pros: Robust feature set, scalability for growing businesses, and strong customer support.

Cons: Higher cost compared to some competitors and a longer setup process.

Pricing: Customized based on company size and specific needs.

6. Rippling

Rippling is an all-in-one HR & payroll software that offers easy-to-use HR and IT tools, strong integration, and good customer support. 

It is suitable for businesses of all sizes looking for a comprehensive solution. 

As a relatively newer player in the market, it may have a smaller customer base compared to more established competitors.

Pros: Easy to use, strong integration with other HR and IT systems, and good customer support.

Cons: Relatively newer player in the market with a smaller customer base compared to established competitors.

Pricing: Custom

7. QuickBooks Payroll

QuickBooks Payroll is a payroll software that integrates seamlessly with QuickBooks accounting, making it an ideal choice for businesses already using QuickBooks. 

It offers a user-friendly interface, affordable pricing, and strong QuickBooks integration. 

However, it may have limited advanced features compared to some competitors and is primarily designed for QuickBooks users.

Pros: User-friendly interface, affordable pricing, and strong integration with QuickBooks accounting.

Cons: Limited advanced features compared to some competitors and primarily designed for small businesses using QuickBooks.

Pricing: Starts at $75 per month plus $6 per employee. 

*Additional discounts may be available periodically for all the aforementioned HR payroll solutions.

Let’s compare the top HR payroll software solutions

Here’s a side-by-side comparison table of the seven HR payroll software solutions, considering factors such as key features, pricing, and customer support.

Factors to consider when choosing an HR payroll software

When selecting an HR payroll software, consider the following factors:

Company size and growth potential: Choose a solution that can scale with your business as it grows.

Industry-specific requirements: Some industries have unique payroll and compliance needs, so look for software that accommodates these requirements.

Budget and ROI: Evaluate the cost of the software against the potential time and cost savings it can provide.

User-friendliness and employee adoption: Select a solution with an intuitive interface to encourage employee adoption and minimize training needs.

Customer support and training resources: Look for software providers that offer robust customer support and training resources to ensure smooth implementation and ongoing success.

The seven software options presented in this article offer a range of capabilities and price points to suit various business requirements. 

Take the time to assess your needs and evaluate your options to find the best fit for your organization.

The post Top HR Payroll software solutions for your company appeared first on Recruiting Resources: How to Recruit and Hire Better.

Sam emphasizes the significance of a well-crafted candidate experience, stating, “For us it’s incredibly important, especially given the current climate within the UK in terms of talent acquisition. It’s very competitive so businesses need to ensure that their recruitment processes are smooth, consistent and with quick action for candidates.” 

To address this challenge, Casio overhauled their recruitment process, which “previously was very manual – from candidate shortlisting all the way through to facilitating communications between our hiring teams and candidates. Interview scheduling at times was tricky to coordinate, requiring multiple reminders, as we also had introduced hybrid working in our head office post-COVID”.

Sam further elaborates, “It’s important for that candidate to know where they stand, not just waiting a long time for their first interview and then the follow-up stages after that.

“So, having Workable really helped us with that communication and recruitment pipeline, making sure those touchpoints with the candidate were really easy to use and maintain; enhancing a more personal experience with automated communication templates that were easy to define and customize in the platform.” 

This proactive approach to communication has been key in keeping candidates engaged throughout the hiring process and boosting their efforts to attract top talent.

HR Technology can overcome hiring challenges 

Casio implemented Workable, our recruitment software, to enhance candidate communication and smooth the hiring process. 

This has been particularly beneficial for roles in high demand, such as customer service, marketing, and retail.

Sam notes the specific challenges in these industries, saying, “Recently the predominant roles we recruit for are customer service and marketing, which can be quite challenging due to their demand in the market.

“Additionally, retail positions pose a challenge since the pandemic, with experienced retail workers seeking opportunities that are more remote work or hybrid, so brands have to be able to emphasize their benefits clearly to attract quality candidates.”

“Brands have to be able to emphasize their benefits clearly to attract quality candidates.”

By leveraging technology, Casio has been able to navigate these challenges more effectively “by ensuring our adverts are optimized to reach the relevant talent we want to attract. Workable’s AI recruiter has also been helpful in sourcing potentially applicable matches.

“Furthermore, the collaboration with the hiring teams on our recruitment campaigns has improved and been made easy with the platform, centralizing our communications, feedback and evaluations in one place rather than just emails. Seamlessly managing campaigns via Desktop or App is made so easy.”

The value of unified reporting

As the self-proclaimed “data cruncher” of the team, Sam appreciates the value of a unified reporting system. 

“I’m probably the data cruncher on our team. Having HR technology that helps inform our strategic decisions was incredibly important for our team. Previously, I had to manually gather data from various sources, which was time-consuming.”

“Whether I was working with recruiters or analyzing data myself, everything was done manually, including generating reports.

With HR technology, “I can easily access information for how the campaigns are performing – reports like time to fill, recruiter productivity, performance of different recruitment sources are just some of the reports pre-built into the system and easy to use and export.”

“Having real-time data and robust filtering options is invaluable for our team’s efficiency and historical analysis.”

Embracing video interviews

One standout feature that has transformed Casio’s hiring process is the use of one-way video interviews. 

Sam shares, “The recorded one-way video interviews were a trial, but they really worked. Initially, I was hesitant because I knew this could be a drastic change for the business as we were used to always conducting interviews in person, which isn’t always feasible nowadays. It could also be argued as a potential barrier for some candidates.”

This shift has not only saved time but also received “really positive feedback from both candidates and hiring managers. Candidates are able to proceed in our selection process quickly and hiring managers are able to review candidates and evaluate them almost as soon as the candidate has submitted their interview, allowing us to move on to the next stages of the process more efficiently.

“It also allows us to consider how candidates present themselves in a remote environment which is a factor we consider now that remote meetings happen more often nowadays with hybrid working.”

“Being able to shortlist people who we might have otherwise taken longer to see has been a great benefit from the system.”

Prioritizing soft skills

Casio has shifted its focus to prioritize soft skills and cultural fit over strict qualifications. Sam explains:

“For some roles, yes we do still need some technical expertise, but our focus is about what else the candidate can bring? Are they organized? Are they more methodical in approach to problem solving or more creative? How do they tailor their communication?”

This approach aligns with Casio’s values. Sam elaborates, “values are really important to us, especially in the challenges of adapting to a hybrid work environment. Ensuring someone can engage with the rest of the team is part of our interview process.

“Also understanding the candidate’s needs and wants for their work environment is also crucial, these days it’s important to assess cultural fit from both employer and candidate perspectives. It’s a partnership at the end of the day. This is particularly emphasized in senior roles.” 

“These days it’s important to assess cultural fit from both employer and candidate perspectives. It’s a partnership at the end of the day.

“We’ve also used the system’s psychometric assessments, which have been very insightful during interviews encouraging productive conversation between us and the candidates.”

Workplace culture: a factor to attract top talent

Casio has noticed promising trends in employee satisfaction. Sam shares, “By focusing on that, you end up having people who are more invested in your workplace culture. This, in turn, hopefully leads to an upward trend in positive feedback from our employees.” 

“We do survey our employees as well, and we are not only scoring high, we are also seeing further increase in recommendations for Casio as a place to work and in people wanting to be part of our team.”

Sam acknowledges that while they are making progress, there is still room for growth. “Focusing more on those softer skills is actually crucial for us, ensuring that we have an engaging process. There’s always room for development and learning from our employees.”

Casio’s transformation of their hiring process demonstrates the impact of prioritizing candidate experience, utilizing HR technology, and focusing on soft skills. That was the best way for them attract top talent.

By implementing tools like Workable and embracing video interviews, Casio has streamlined its recruitment efforts while attracting high-quality talent that aligns with their culture.

As Sam notes, “it’s really important for us to get that right and make sure we have the right people in the right seats.” 

With a dedication to continuous improvement and a candidate-centric approach, Casio is well-positioned to build strong, engaged teams that drive the company’s success.

The post How Casio transformed its hiring process to attract top talent appeared first on Recruiting Resources: How to Recruit and Hire Better.

• Instantly add a LinkedIn profile to Workable
• Search Jobs by Workable members
• Look up candidates in your database
• Manually add candidates

Built and fully approved for use on the platform, our Chrome extension allows you to instantly add a person’s LinkedIn profile to Workable, directly from your browser powered by the LinkedIn PDF download functionality. Install the Chrome extension and open it when you’re on LinkedIn. From there, just click a button to add the profile as a candidate for any of your Workable jobs.

This experience enhances your sourcing capabilities, enabling you to swiftly gather candidate information and streamline your recruitment process.

But that’s not all. Our Chrome extension isn’t limited to just LinkedIn. You can also utilize it on other websites to source potential candidates effortlessly. Whether you’re browsing industry forums, professional networks, or any other online platform, Workable’s extension empowers you to efficiently identify and add promising candidates to your talent pool.

• Install the extension
• Open it on LinkedIn to quickly add a prospective candidate to Workable
• Use it on any site to manually source in a candidate

With a focus on simplicity and functionality, our Chrome extension is a valuable tool for recruiters looking to optimize their sourcing efforts. Say goodbye to manual data entry and hello to a more streamlined recruitment workflow with Workable’s updated Chrome extension.

Download from the Chrome webstore today and try it out firsthand.

The post Introducing Workable’s updated Chrome extension appeared first on Recruiting Resources: How to Recruit and Hire Better.

GPT-4o democratizes advanced AI by making powerful features accessible to all users, including those using the free version.

Key enhancements include improved language capabilities, faster performance, and the integration of multimodal abilities, allowing the AI to see, hear, and speak.

It also introduces custom GPTs and the Code Interpreter, enhancing practical applications in education, work, and global entrepreneurship.

AI now sees, hears and speak

It’s like your personal assistant for growth, valuable for work and education tasks. 

ChatGPT now can have spatial understanding, reviewing given information in live time and interacting with you during the whole process. It can also watch your screen and provide answers to your queries. 

Here is one of the many examples you can find on the web about its efficiency, and guess what? It’s about job interviews:

5. Interview prep pic.twitter.com/xTYUYe1ezy

— Angry Tom (@AngryTomtweets) May 13, 2024

1. A powerful tool for the hiring process

The integration of GPT-4o can enhance practical aspects of recruiting and hiring processes through several advanced implementations. 

AI in HR helps streamline proactive candidate sourcing. GPT-4o can integrate with hiring platforms and scour social media profiles, professional networks, and other online platforms to identify and engage potential candidates. 

This proactive approach not only widens the talent pool but also ensures that recruiters can reach out to highly suitable candidates even before they apply. 

Furthermore, GPT-4o facilitates real-time collaboration between hiring managers and recruiters by integrating with collaborative tools like Slack, Microsoft Teams, and Trello, ensuring seamless communication and coordination throughout the hiring process.

Additionally, virtual job fairs and career events powered by GPT-4o offer interactive experiences where candidates can engage with AI representatives, attend webinars, and participate in Q&A sessions, making the recruitment process more dynamic and accessible. 

GPT-4o can also provide candidates with detailed feedback reports on their interviews and assessments, helping them understand their strengths and areas for improvement. 

These capabilities make the recruitment process more efficient, personalized, and candidate-centric.

2. Decision making made easier

Automating data analysis with GPT-4o significantly enhances the evaluation of employee performance by efficiently processing large datasets. 

This technology can identify trends and generate detailed reports, providing HR teams with accurate and comprehensive data. By pinpointing areas of strength and opportunities for improvement, GPT-4o ensures that performance management is both objective and data-driven. 

This allows HR teams to make informed decisions that can positively impact overall productivity and employee development.

In addition, the analysis of employee satisfaction surveys is greatly improved with GPT-4o, offering real-time insights into employee morale and engagement. 

By quickly detecting patterns and sentiments within survey responses, HR teams can promptly address any issues that arise. 

With GPT-4o, the decision-making process becomes more efficient and effective, ultimately benefiting the entire organization.

3. Your assistant in meetings

Imagine being in a meeting where discussions are flowing rapidly, ideas are being exchanged, and decisions are being made. In such a scenario, ChatGPT 4o acts as your ever-attentive assistant. 

It listens keenly to the discussions, comprehends the context, and stands ready to provide relevant information at your command.

For instance, if a topic arises that requires data or statistics to support a point, ChatGPT 4o swiftly retrieves the necessary information from internal databases or the web, presenting it to you in a concise and digestible format. 

This capability saves valuable time that would otherwise be spent on manual research, allowing you to stay informed and make well-informed contributions to the conversation along with your HR team.

Moreover, as the meeting progresses, ChatGPT 4o diligently summarizes key points, decisions, and action items, ensuring that nothing gets lost in the midst of complex discussions.

4. Your translator to your discussions

In a globalized world where businesses interact with partners, clients, and colleagues from diverse cultural backgrounds, effective communication can sometimes be hindered by language barriers. 

ChatGPT 4o bridges this gap by serving as your real-time translator during discussions involving multinational participants.

Consider a scenario where you’re leading a virtual meeting with participants from various countries, each speaking different languages. 

With ChatGPT 4o language ceases to be a barrier. As participants speak, ChatGPT 4.0 simultaneously translates their words into the language of your preference, ensuring that everyone in the meeting can understand and contribute effectively.

Moreover, ChatGPT 4o doesn’t just translate words; it captures nuances and cultural sensitivities, ensuring that the essence of the message is preserved across languages. 

Imagine how this technology can help you access new talent pools and collaborate with external resources.

ChatGPT is a seamless technology that can help you work better; it’s your assistant in both personal and professional development. AI integrations in your HR toolkit can maximize the benefits of the technology you use and offer you a significant competitive advantage in your work.

The post Four ways that ChatGPT 4o will improve your HR work appeared first on Recruiting Resources: How to Recruit and Hire Better.

Whether you’re a recruiter aiming to set competitive salary ranges for job advertisements or an HR professional needing insights for employee salary leveling or promotions, the Salary Estimator has you covered. These new features are available in Workable at an additional cost and provide:

• AI-Driven Accuracy: Access millions of job data points for precise salary insights.
• Built-in Convenience: Salary estimations are available right where you need them in your existing Workable account.
• Time-Saving: Say goodbye to manual research – with the Salary Estimator, reliable salary data is just a click away.
• Empowered Decision-Making: Make informed recruitment and HR decisions with confidence.

Use the Salary Estimator across various scenarios. We recommend it to assist with:

• Determining salary ranges for job advertisements, tailored to specific locations in the US and UK.
• Planning your hiring budget effectively with real-time salary data.
• Gaining insights into how your salaries compare to the broader market.
• Level-setting salaries for employees or gain insights for promotions and career planning.

Say goodbye to the headache of researching salary data and hello to smarter, data-driven salary decisions with Workable’s Salary Estimator. Empower your recruitment and HR teams today with the tools they need to succeed.

Get a demo of Workable to learn more. If you’re a current customer, sign in and visit the Reports page in your account to learn more.

The post Workable’s Salary Estimator is your ally in salary decisions appeared first on Recruiting Resources: How to Recruit and Hire Better.

AI is reshaping talent attraction strategies

According to Jake Canull, “Talent leaders have been using AI-driven tools to help them hire the right people for the right roles and improve decision making since the early 2000s.” 

He notes that the technology has improved incrementally over the past 20 years, with a revitalized boom in the last two years following the emergence of ChatGPT and the potential of Generative AI.

“HR and Talent teams can gain and maintain a strategic advantage against competitors by employing the most balanced talent process that consists of improved work efficiencies, and enhanced human-decision making,” Jake explains.

Top Employers Institute’s World of Work Trends report for 2024, which surveyed and certified the people-practices of more than 2,400 large organizations globally, found that “84% of Top Employers are defining a strategic vision for how technology will contribute to the overall employee experience.” 

Jake Canull emphasizes that Generative AI is at the forefront of this conversation.

AI in talent acquisition transforms various aspects including candidate sourcing, resume screening, candidate matching, assessments, predictive analytics, and reporting. 

These tools enable HR teams to identify potential candidates more effectively, streamline processes, and make data-driven decisions.

Jake Canull elaborates on the specific areas where AI is making a difference: “AI-powered applicant tracking systems (ATS) and talent acquisition software (TAS) can analyze resumes and job descriptions to identify relevant skills, experiences, and qualifications. 

“By leveraging natural language processing algorithms, ATS platforms match candidates to job requirements, enabling recruiters to focus on the most suitable applicants.”

Enhancing accuracy and efficiency in skills evaluation

AI tools have empowered frontline people leaders and talent professionals with more accurate information at a more efficient rate than ever before. 

The World of Work Trends report for 2024 found that “employee engagement scores were statistically best when both strong organizational purpose and good leadership were present.”

Jake highlights several benefits of implementing AI in the talent acquisition process, such as improvement in the time needed to hire new employees, data-driven decision making, efficiency, competitive advantage, and enhanced candidate quality. 

“AI analytics tools offer hiring managers valuable insights into recruitment trends, candidate behaviors, and performance metrics, enabling them to make informed decisions, optimize recruitment strategies, and forecast future talent needs,” Jake adds.

“AI analytics tools offer hiring managers valuable insights into recruitment trends, candidate behaviors, and performance metrics, enabling them to make informed decisions, optimize recruitment strategies, and forecast future talent needs.”

The personal touch in candidate interactions

While AI in talent acquisition offers numerous advantages, maintaining a personal touch in the recruitment process can be challenging. 

Jake Canull emphasizes that “maintaining personal touch in processes can only come through human context of situational empathy and compassion based on experience.”

“Maintaining personal touch in processes can only come through human context of situational empathy and compassion based on experience.”

He further explains, “It can become painfully obvious when you receive a message about a work item that feels painfully out of context. Top employers of choice invest time and resources building the right context of messaging around the most relevant use-cases.”

Top employers invest time and resources in building the right context of messaging around the most relevant use-cases. 

He notes that certified Top Employers are extremely thorough when integrating AI into their talent recruitment processes, as they are accustomed to annual reviews and audits of every HR practice. 

“If the systems and controls are not in place to maximize the employee’s experience, the employer may not pass certification,” he adds.

However, overreliance on technology and candidate bias are potential issues that organizations must address. Jake warns that “AI algorithms may inadvertently perpetuate or even exacerbate biases in the data used for training the models.”

Emerging AI technologies and their future impact

Looking forward, Jake Canull identifies several emerging AI technologies that he believes will have a significant impact on talent attraction and evaluation over the next five years. 

These include technologies supporting neurodiversity in the workplace, AI-driven skill matching for jobs and career changes, personalized employee experiences, wellbeing management, and tying employee sentiment to organizational communication.

The World of Work Trends Report for 2024 found that “72% of Certified Top Employers expect the importance of Neurodiversity in people practices increasing by 2026.”

Jake also anticipates the rise of AI tools that tie soft skills to business outcomes.

“Hard skills help an individual get work done, and the soft-skills enable positive work environments, trust, and wellbeing. AI tools that tie soft skills to business outcomes will start appearing more too,” Jake predicts.

He also foresees the emergence of “AI-driven recommendation engines that prompt action at key moments to personalize a work experience for individual people and reinforce feelings of appreciation, support, and trust.”

Overcoming challenges in AI integration

Despite the benefits of AI in talent acquisition, organizations face challenges when integrating AI into their recruiting processes. Jake emphasizes the importance of ensuring that processes, technologies, and workflows are built with a diverse group of stakeholders to avoid bias.

“Top Employers are avoiding the negative outcomes from bias by ensuring processes, technologies, and workflows are built with a group of diverse stakeholders each step of the way,” he explains. 

“For example, a high performing group of individuals may be assigned to join a committee that contains generational diversity, neurodiversity, job-level diversity, gender/ethnicity diversity, and more. 

“Including differences throughout work we do is key to creating a psychologically safe space for stakeholders to mention concerns and in turn, help their employers avoid the costly mistakes that can originate from well-intended decision-makers that operate out of their own set of biases as well.”

Top Employers Institute captured an “18-percentage point increase in the prioritization of diversity, equity, and inclusion initiatives globally from 2023 to 2024,” concurrent with the continued rise of AI technology in the workplace. 

Organizations must also navigate ethical considerations, data privacy, and security concerns when implementing AI recruitment platforms.

Jake Canull highlights two additional challenges: “AI raises ethical dilemmas related to using candidate data, algorithmic decision-making, and the potential impact on employment opportunities and socio-economic disparities. 

“Organizations must navigate ethical considerations, uphold principles of fairness and integrity, and prioritize ethical AI practices to build trust and credibility in their recruitment processes.”

“Organizations must navigate ethical considerations, uphold principles of fairness and integrity, and prioritize ethical AI practices to build trust and credibility in their recruitment processes.”

“AI recruitment platforms rely on vast amounts of candidate data, raising concerns about privacy and security. Organizations must ensure compliance with data protection regulations, implement robust security measures, and establish transparent data handling practices to safeguard candidate information from unauthorized access or misuse,” he adds.

New skills for HR professionals in the age of AI

To stay relevant and maximize the potential of AI in talent management, Jake Canull advises HR professionals to focus on three key skills: curiosity in asking the right questions, algorithmic literacy, and discernment in decision-making.

“As someone who champions growth-mindsets rooted in gratitude, my advice is to focus on three skills that I believe will future-proof every talent management team and professional,” Jake shares.

An article by Jessica Kim-Schmid and Roshni Raveendhran in Harvard Business Review  published in fall of 2022, stated, “One way to reduce algorithm aversion is to help users learn how to interact with AI tools.

“Talent management leaders who use AI tools for making decisions should receive statistical training, for instance, that can enable them to feel confident about interpreting algorithmic recommendations.”

Jake Canull wholeheartedly agrees with this statement. “There tends to be a delay between commercial ready items and Discernment in decision-making: this is learned through years of experience and this lesson never stops. 

“The Institute for Digital Transformation puts it this way: ‘Discernment involves the ability to make sound judgments and decisions by analyzing and understanding situations or information through a careful examination of the details. 

“It is a cognitive process that involves evaluating and differentiating information to make informed decisions.'”

AI is undeniably transforming the landscape of talent acquisition, offering organizations new ways to attract, evaluate, and retain top talent. 

As Jake Canull and the insights from Top Employers Institute demonstrate, embracing AI-driven tools can provide a competitive edge, streamline processes, and enhance decision-making.

However, the successful integration of AI requires a balanced approach that combines technology with human judgment, empathy, and a commitment to diversity, equity, and inclusion. 

As AI in talent acquisition continues to evolve, HR professionals must adapt and acquire new skills to harness its full potential in talent management.

The post Top Employers Institute on how AI is reshaping talent acquisition appeared first on Recruiting Resources: How to Recruit and Hire Better.

The idea is that this minimum salary should be tied to the economic reality. And that makes at least a little sense. 

But, let’s face it, the FLSA makes little sense in 2024. Congress first passed this law in 1938, and they have amended it from time to time, but it remains substantially the same. In a nutshell, it divides employees into two classes: exempt and non-exempt. The non-exempt are paid by the hour and can receive overtime pay, and the exempt receive a salary.

Both groups have minimum salaries, and the law enshrined the 40-hour workweek into law.

And so, what’s wrong with that in 2024? Just about everything, and this latest law change is an example of this.

The economy is very different

In 1938, the unemployment rate was 19 percent. People wanted government intervention. Now when the unemployment rate breaches 4 percent, we all freak out. 

Many of the jobs we have today did not exist in 1938. Certainly, my job did not exist, and yours probably did not either. As technology has changed, the workplace has shifted. The current debate over remote work demonstrates that this is not even close to the same workforce Congress looked at 86 years ago.

In 1940 the US population was 132,164,569 with approximately 8 million farm workers. In 2023, the population was 339,996,563 with only 2.4 million farm workers. Today we have over 3 million IT workers, in comparison. 

And while the original FLSA did not cover farm workers until 1966, just looking at this one set of facts indicates how very different the economy is today.

And while there have been tweaks to FLSA it still is a law built for an economy that doesn’t exist.

Related: Legal experts chime in on the FTC’s noncompete ban

What could a new law look like?

If we wanted to start from scratch, what could we do differently? This is actually a very difficult thought exercise because, of course, people are paid by the hour unless they are meet the duties test to be salaried employees!

But it doesn’t need to be that way. We don’t even need a 40-hour work week!

Other countries survive with different rules.  France has a famous 35-hour work week (although that isn’t universal in France); in Bhutan, the average worker works 54.30 per week (the highest in the world). In practice, French employees work an average of 30.7 hours per week. 

Many professions that offer services don’t charge clients an hourly rate but rather pay by the project.

Many people like the flexibility of a salaried job–no matter how many hours they work, their paycheck remains the same. However, some complain that this allows employers to exploit them. It’s true that absent safety regulations, a company can require an exempt employee to work around the clock.

Senator Bernie Sanders tried to lower the work week to 32 hours, but that will go nowhere. President Biden just vetoed a bill that would have allowed employers to sidestep joint employer regulations that often affect franchised companies.

Some countries offer strong employee protections. The US generally does not. The vast majority of employees are at-will employees. And 36.6 million people in the US are not employees at all, but independent contractors.

So, our status quo doesn’t have to be the future. And while there are a million ways to look at employment, there is one foundation principle that I would like to apply: Contract law.

Why I support contracts?

I spent a good portion of my career laying people off. I know how the at-will system works, and there are many advantages for both employers and employees. The same law that allows a company to terminate you without notice allows you to quit without notice. 

But, what if we flipped employment law on it’s head and said, instead of detailed rules that said who could be paid a salary and who earns overtime, we just said “Everyone is an adult here. You work it out.”

In that case, if I wanted to work for $3 an hour, I could take a job that pays $3 an hour. As an employer, I would also be free to offer a lousy job, but certainly couldn’t force anyone to take it.

If I wanted to offer a salary to work 80 hours a week at $30,000 a year, I could do that, but it’s doubtful anyone would take it.

Let people make the contracts they want to make. Under my system, offer letters would spell out the conditions of pay, including maximum hours per week for salaried roles, and when overtime kicks in for jobs that pay by the hour. And then let people decide if they want to take the jobs or not.

Positions could either be at-will or contracted. Either way, everything would be upfront at first.

Would that mean businesses could take advantage of some people? Absolutely. But they do that today, already. With a clear contract for every role, you would know what you were getting into. Heck, I’d even throw in a mandatory 48-hour waiting period between when the offer was made and when a candidate could accept the offer, giving them time to consult friends at minimum and a lawyer if necessary. 

You might say it would be a disaster without protections. But the true minimum wage is always zero, and too many protections lead to that. Take a look at California, which implemented a $20-an-hour minimum wage for fast food workers, and many people lost their jobs.

Honesty is the best policy in my book and I value independence. So, let individuals decide what they want. The results might surprise you.

The post Upgrade FLSA: legislation vs free market in employment appeared first on Recruiting Resources: How to Recruit and Hire Better.

“Teleteachers was founded by a female speech language pathologist who wanted to create a network of other SLPs that could provide services virtually,” Sarah McLaurin explained. 

This was especially crucial in areas “where kids live in rural areas where they might have a provider coming out to them once a month or once every few months.”

The initiative stemmed from sheer necessity, as McLaurin recounted, “She even worked in Alaska at one point, and in those villages out there, people had to take five planes and all kinds of transportation. So those kids were going without services.” 

The evolution of technology provided a timely solution: “As technology has advanced, there’s the opportunity to be able to provide those services virtually, so that kids can have consistent services that they are legally entitled to.”

Expansion in service offerings

As the demand for virtual educational services grew, so did MIYO health. “

We started with SLPs but quickly expanded to include special education, occupational therapy, physical therapy, and even general education. It’s pretty much anything that you can teach in a classroom, we could teach online,” McLaurin highlighted. 

This growth was organic but accelerated significantly with the advent of the COVID-19 pandemic, underscoring the crucial need for virtual platforms in education.

“The pandemic really pushed the importance and opportunity for virtual services to the forefront,” McLaurin noted. This period also marked a significant pivot for the organization, as they began to package their platform for broader use.

Optimizing the hiring process for education

MIYO health faced the dual challenge of rapidly scaling its workforce to meet burgeoning demand while ensuring that each hire meets stringent qualifications necessary for educational roles. 

Sarah McLaurin elaborates on how they’ve optimized their hiring process to address these challenges effectively.

“As we continue to grow it was like the previous tools weren’t fulfilling all of our needs. I think that really came to a head when we had to hire 30 to 40 speech language pathologists and at that time that seemed impossible for a lot of companies.

“So, being able to navigate over to workable, we were able to get the word out a lot farther.”

Workable helped streamline the hiring process by allowing MIYO Health to disseminate job postings widely and filter applications efficiently. 

“The challenge was to hire people and get them started as quickly as possible. It was really necessary for us to have somebody to apply today, possibly interview them tomorrow. Get another interview or another step by the end of the week and get them started next week.”

As a result, one of the things they really love at Workable is that “there are so many integrations into free job boards, and then other integrations as well, that we can do. It just automatically sends it out to all these different places.”

Educational background on MIYO Health’s HR approach

The significant impact of having a staff predominantly composed of former educators is evident in MIYO health’s HR strategies and operations. “What’s cool about our staff is that probably 90% of us are former teachers,” McLaurin proudly stated. 

This shared background in education provides an invaluable perspective in understanding and addressing the specific needs of schools and students.

McLaurin elaborated, “We were all involved in special education. I was in gifted education as a classroom teacher. It’s wonderful that we know firsthand the burden and the amount of work and pressure that is on teachers in the classroom.” 

This deep understanding directly influences how Teleteachers develop their products and services, ensuring they are empathetic to the educators’ daily challenges.

Commitment to educators and appreciation

During Teacher Appreciation Week, it’s especially pertinent to highlight how MIYO health supports and values educators, both in and out of the classroom. 

“Our Operations and Hiring Team do such a great job of ongoing support with our providers.” states McLaurin.

MIYO Health sets itself apart from other staffing companies by going beyond simply placing educators. 

They engage with them every step of the way and continue to support them in their assignments on an ongoing basis. 

This commitment fosters strong relationships with both providers and districts, ensuring a successful and enriching learning environment for all students.

It’s all about helping these kids

MIYO Health aims to reduce the burdens on educators while enhancing the services provided to students. 

“We don’t want to put something else on your plate, we want to take things off. We want to make things easier for you. At the end of the day, it’s all about helping these kids and making sure that they’re getting the help and the services that they desperately need,” McLaurin explains.

They also offer mental health services and technologies for schools to address the ongoing mental health crisis. Hence, their new name, MIYO Health, reflects their vision of solving the challenges in mental health and special education delivery.

As we celebrate Teacher Appreciation Week, our conversation with Sarah McLaurin reminds us of the critical role educators play in shaping future generations. 

It also highlights the innovative approaches companies like MIYO Health are taking to support these educators through thoughtful HR practices. Also, through commitment to providing valuable, often life-changing services to students across the globe.

Sarah’s journey began in education, fostering a deep understanding of student needs and the power of engaging learning experiences. As an award-winning gifted educator, she crafted innovative curriculum and embraced technology to empower both students and teachers. This passion for education, coupled with her strong analytical and creative skills, led Sarah to the exciting world of EdTech. Now, she leverages her background to develop and launch impactful educational technology solutions, ensuring they effectively address the needs of learners and educators alike.

The post MIYO Health: optimizing the hiring process for education appeared first on Recruiting Resources: How to Recruit and Hire Better.

By following their work, HR professionals can stay informed about emerging trends, innovative practices, and best-in-class strategies for managing the modern workforce. 

Why should I follow HR influencers on Linkedin? 

Following HR influencers offers several benefits. 

They provide valuable insights and expertise on various aspects of human resources, helping you stay informed about industry trends, best practices, and emerging technologies. 

HR influencers often share practical tips and strategies that you can implement in your own work to enhance recruitment, employee engagement, and organizational culture. 

Additionally, by following HR influencers, you can stay connected with a community of like-minded professionals, fostering networking opportunities and collaboration. 

What are the qualities of a good HR influencer?

A good influencer possesses several key qualities that set them apart and make them effective in their role. 

Authenticity is paramount, as they are genuine and transparent in their interactions, sharing their expertise, experiences, and opinions in a sincere manner. 

Credibility is another essential attribute; a good influencer is knowledgeable and credible within their niche or industry, demonstrating expertise through their content and track record of success. 

Engagement is crucial, as they actively interact with their audience, responding to comments, participating in discussions, and fostering a sense of community. 

Consistency is key for maintaining relevance and building trust; a good influencer consistently produces high-quality content that resonates with their audience and aligns with their brand. 

Providing value to their audience is also fundamental; whether it’s educational, entertaining, or inspirational, their content enriches the lives of their followers in some way. 

When evaluating influencers, pay attention to these qualities to determine who is genuinely influential and worth following in your industry or area of interest. This how we came up with the following list. 

Top HR influencers

Introducing our curated list of top HR influencers who are reshaping the future of human resources. We’ve compiled this list of 11 influential voices in the HR industry, each offering unique perspectives, valuable insights, and practical advice. The order is random. Let’s begin. 

Suzanne Lucas

Suzanne Lucas, also known as the “Evil HR Lady,” is a seasoned HR professional renowned for her candid and practical advice. 

With over twenty years of experience in HR management, Suzanne shares her expertise through her popular blog, offering straightforward solutions to common workplace challenges. 

Known for debunking HR myths and advocating for both employees and employers, Suzanne’s insights have been featured in top publications like Inc. and Forbes. 

Through her engaging writing and speaking engagements, she has become a trusted voice in the HR community, helping professionals navigate complex issues and foster positive workplace environments.

If you are a fan of our Resources blog, then you surely came across her articles here. 

Find Suzanne Lucas on Linkedin.

Hung Lee

Hung Lee is a prominent figure in the HR and recruiting space, known for his expertise in talent acquisition, technology, and innovation. 

He was the founder and CEO of Workshape.io, a recruiting platform that used machine learning to match developers with job opportunities based on their skills and preferences. 

Hung is also the curator of Recruiting Brainfood, a weekly newsletter with over 30,000 subscribers that features curated content on recruiting, technology, and HR trends. 

With a background in software engineering and recruitment, Hung brings a unique perspective to his work, blending technical expertise with a deep understanding of the human side of hiring. 

Hung Lee is widely respected for his thought leadership and contributions to the HR community, and he influences the way organizations approach talent acquisition.

Find Hung Lee on Linkedin

Roberta Matuson

Roberta Matuson, known as the “Talent Maximizer®,” is a globally recognized leadership coach, author, and HR consultant specializing in talent management and organizational development. 

With over 25 years of experience working with Fortune 500 companies, small businesses, and non-profits, Roberta brings a wealth of expertise to her work. 

She is the author of several acclaimed books, including “Suddenly in Charge” (3rd edition released this year), “The Magnetic Leader,” and “Evergreen Talent,” which offer practical strategies for attracting, retaining, and developing top talent. 

Through her consulting firm, Matuson Consulting, she helps organizations worldwide maximize their talent potential and achieve sustainable growth. 

Roberta Matuson is a trusted advisor to executives and HR professionals, empowering them to build high-performing teams and drive business success. Through her LinkedIn newsletter, which counts over 150,000 subscribers, you can always be sure that you are updated.

Find Roberta Matuson on Linkedin

Meghan M. Biro

Meghan M. Biro is a respected HR and workplace expert known for her thought leadership, writing, and consulting work.

As the founder and CEO of TalentCulture, a leading media outlet and community focused on the future of work, Meghan provides valuable insights and resources to HR professionals, leaders, and organizations worldwide.

She contributes to Forbes, Huffington Post, and other publications, where she explores topics such as leadership, employee engagement, and the evolving role of HR in the digital age.

Meghan is also a sought-after speaker and commentator, sharing her expertise on HR and workplace trends at conferences, webinars, and podcasts.

With a background in marketing, technology, and entrepreneurship, she brings a unique perspective to her work, blending strategic thinking with a deep understanding of human behavior and organizational dynamics.

Her passion for innovation, advocacy for employee well-being, and commitment to driving positive change make her a respected voice and influencer in the HR community.

Find Meghan M. Biro on Linkedin.

Heather R. Younger

Heather R. Younger is a well-respected keynote speaker, author, and leadership expert known for her work in employee engagement, workplace culture, and leadership development. 

As the founder and CEO of Employee Fanatix, she helps organizations create environments where employees feel valued, engaged, and empowered. 

Heather is the author of three books, “The 7 Intuitive Laws of Employee Loyalty,””The Art of Caring Leadership,” and “The Art of Active Listening,” offering practical strategies for building strong relationships with employees and fostering a positive work environment. 

Through her writing, speaking engagements, and consulting work, Heather R. Younger continues to inspire leaders to prioritize empathy, compassion, and authenticity in their interactions with employees, ultimately driving organizational success and employee loyalty.

Find Heather R. Younger on Linkedin.

Johnny C. Taylor

Johnny C. Taylor is the President and CEO of the Society for Human Resource Management (SHRM), the world’s largest HR professional society. 

With a background in law and HR leadership, Johnny brings a unique perspective to his role, advocating for HR professionals and shaping policy on issues such as workplace diversity, employment law, and workforce development. 

Under his leadership, SHRM has expanded its reach and influence, providing resources, training, and certification programs to HR professionals worldwide. 

He authored the national bestseller, RESET: A Leader’s Guide to Work in an Age of Upheaval, offering a candid, forward-thinking vision for leaders to reimagine their company cultures amidst global upheaval. The book presents data-driven strategies to fundamentally reset all aspects of work.

Johnny is a frequent speaker at conferences and events, where he shares his insights on topics such as the future of work, talent management, and HR innovation. 

Through his work at SHRM and his advocacy efforts, Johnny C. Taylor Jr. continues to drive positive change and elevate the HR profession on a global scale.

Find Johny C. Taylor on Linkedin.

Josh Bersin

Josh Bersin is a globally recognized HR thought leader, analyst, and educator, known for his expertise in the intersection of HR, technology, and business strategy. 

He is the founder of The Josh Bersin Company , a leading research and advisory firm in the HR space. Josh has been at the forefront of analyzing and predicting trends in HR technology for over two decades. 

He is a writer and speaker, sharing his insights on topics such as digital transformation, talent management, and the future of work. 

Josh Bersin is also known for his annual “HR Technology Market Report,” which provides an in-depth analysis of the HR technology landscape and highlights emerging trends and innovations. 

Through his research, writing, and consulting work, Josh Bersin continues to shape the conversation around HR technology and AI, helping organizations leverage technology to drive business success and enhance the employee experience.

Find Josh Bersin on Linkedin.

Ben Eubanks

Ben Eubanks is an HR analyst, author, and speaker specializing in HR technology, talent management, and workplace innovation. 

He is the founder of HR Tech Awards and upstartHR, a blog and community focused on HR and leadership topics. He is also the Chief Research Officer at Lighthouse Research & Advisory, a research and advisory services firm specializing in HR and talent management. You can find his podcast show “We’re only human” here. 

Ben is known for his in-depth research and analysis of HR technology trends, as well as his practical insights into how organizations can leverage technology to enhance their HR practices and improve the employee experience. 

He is the author of several books, including “Artificial Intelligence for HR: Use AI to Support HR Functions & Improve the Employee Experience,” which explores the potential impact of AI on HR processes and practices.

Through his writing, speaking engagements, and consulting work, he helps organizations navigate the complexities of HR technology and harness the power of AI to drive innovation and achieve their business goals.

Find Ben Eubanks on Linkedin.

Liz Ryan

Liz Ryan. Liz is the founder and CEO of Human Workplace, a career advisory firm that provides coaching, training, and consulting services to individuals and organizations. 

With over 30 years of experience in HR leadership roles at companies like U.S. Robotics and AlliedSignal, Liz brings a wealth of expertise to her work. 

She is known for her unconventional approach to HR and career advice, challenging traditional notions of work and leadership. 

Liz is a prolific writer, contributing regularly to Forbes and LinkedIn, where she shares her insights on topics such as career development, personal branding, and workplace culture. 

She is also the author of several books, including “Reinvention Roadmap” and “Happy at Work.” 

Find Liz Ryan on Linkedin.

Laurie Ruettimann

Laurie Ruettimann is a seasoned HR leader turned writer, speaker, and consultant, known for her bold and provocative commentary on HR and workplace issues. 

With over two decades of experience in HR, Laurie brings a wealth of knowledge and a fresh perspective to her work. 

She is the author of “Betting on You: How to Put Yourself First and (Finally) Take Control of Your Career,” a book that challenges conventional career advice and encourages readers to prioritize their own well-being and professional fulfillment. 

Laurie contributes to publications like Forbes, Fast Company, and The Muse, where she shares her insights on topics such as leadership, employee engagement, and workplace culture.

She is a Linkedin Learning Instructor and the host of Punk Rock HR Podcast & Newsletter

Through her writing, speaking engagements, and consulting work, Laurie Ruettimann empowers individuals and organizations to rethink outdated HR practices and create more human-centered workplaces.

Find Laurie Ruettimann on Linkedin.

Jeanne Meister

Jeanne is a recognized expert in HR technology, workplace innovation, and the future of work. 

She is the founding partner of Future Workplace – now part of Executive Networks – a research and advisory firm specializing in HR 

She has authored several books on the topic, including “The Future Workplace Experience” and “The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today.”

Jeanne is a frequent speaker at industry conferences and events, where she shares her insights on emerging trends in HR technology, AI, and the digital transformation of the workplace. 

She is also a contributing writer for Forbes and Harvard Business Review, where she explores topics such as remote work, employee experience, and the impact of technology on the future of work.

Find Jeanne Meister on Linkedin.

As we conclude our exploration of these influential HR figures, it’s clear that their collective expertise, passion, and innovative thinking are driving significant change in the HR profession and beyond.

From thought leaders shaping the future of work to advocates championing employee well-being and technological innovation, each influencer brings a unique perspective and invaluable insights to the table.

As HR professionals, leaders, and organizations, we have much to gain from their wisdom and guidance.

Let us continue to learn from, engage with, and be inspired by these individuals as we strive to create workplaces that are innovative and thriving for all.

The post Top HR influencers you should follow in 2024 appeared first on Recruiting Resources: How to Recruit and Hire Better.

Sounds like a dream – but it’s now reality. We’re already seeing VR being used in onboarding and orientation, and in the workplace itself, with Apple, Meta, and others bringing their VR headsets and other technologies to the working environment..

Now we have AI – it’s not a futuristic concept at all. ChatGPT was just the beginning, and we’re now seeing countless AI technologies in hiring, management, and business strategy being developed every day.

This doesn’t just require adaptation on your part. It requires strategic upskilling in HR if you, the HR professional, are to stay relevant and competitive in your skill set.

Read more about AI at work:

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The role of AI in talent acquisition: a study for recruiters

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The emergence of AI in HR

Workable’s AI in Hiring & Work survey report at the end of 2023 found that AI is used widely throughout organizations. More than three in five (62.5%) of all respondents say they’ve used AI in hiring processes over the last year.

The desire for greater efficiency drives growth, improved decision-making capabilities, and enhanced employee experiences.

AI and upskilling in HR: a strategic response

The shift towards AI and automation isn’t replacing jobs – it’s simply reshaping job roles and functions, making upskilling an essential strategy. The World Economic Forum (WEF) estimates that 1.1 billion jobs will be transformed significantly by technological advances.

The WEF also estimates that, by 2025, half of all workers will require reskilling to cope with emerging job functions including automation and AI technologies.

A 2024 Randstad report also finds that 29% of workers point to AI as among the top skills employees are interested in when upskilling and reskilling. Future-proofing is at the core of this motivation.

Upskilling not only prepares HR professionals for these new challenges. It also positions them to take advantage of AI’s benefits in recruitment, employee management, and policy implementation.

AI-powered HR tools: enhancing efficiency

Incorporating AI tools bring advantages, such as automating repetitive tasks and analyzing large data sets more efficiently than human counterparts. You can, for instance, use AI to boost employee retention, and AI-enabled predictive analytics to preempt turnover.

And platforms like Workable have revolutionized hiring processes by automating candidate screening and reducing the time spent on administrative tasks.

This allows HR professionals to focus on strategic decision-making and personalized employee engagement.

To invest in AI upskilling in HR, consider the following strategies:

1. Establish a micro-certification program

Following AT&T’s NanoDegree approach, create or procure a micro-certification program in partnership with an online learning platform.

Focus on specialized courses like data analysis for recruitment, predictive analytics for employee retention, or AI-based onboarding strategies.

2. Plan internal AI workshops

Similarly to Amazon’s Machine Learning University, organize internal workshops that offer hands-on experience with machine learning tools.

You can also invite experts to conduct sessions tailored to HR professionals, enhancing their understanding of AI-driven talent management.

3. Build personalized learning pathways

Develop a personalized learning pathway for yourself and your colleagues – via an app, online portal, or something similar.

Utilize assessment tools to identify knowledge gaps and tailor AI training modules that build on existing HR expertise, ensuring practical application.

4. Train your executives as well

Take a cue from Microsoft’s AI learning hub by organizing executive-level seminars focused on AI ethics, strategy, and data management.

Help HR leaders understand AI’s strategic implications in workforce planning, diversity hiring, and employee development.

Implementing these targeted upskilling strategies will empower you to seamlessly integrate AI into your recruitment and talent management.

Future trends: AI and the global workforce

Looking forward, we’ll see a spike in AI’s role in HR, influenced by global trends towards remote working and digital collaboration. AI can help manage geographically dispersed teams, enhance virtual training programs, and create personalized employee experiences at scale.

As businesses continue to navigate these changes, HR professionals must remain at the forefront of technological adoption, advocating for tools that improve both operational efficiency and employee satisfaction.

Upskilling human resources to utilize AI in its work is not merely about keeping up with technology – it’s also about leading the charge in redefining the workplace of the future. For HR professionals, upskilling in AI is a pivotal step toward enhancing your strategic role and driving your organizations toward innovative horizons.

HR’s future is an intelligent one, one that offers opportunities to those who level up with it.

The post The role of AI in talent acquisition: a study for recruiters appeared first on Recruiting Resources: How to Recruit and Hire Better.

It’s not just the cost. Organizational knowledge and familiarity take a hit. Employee morale takes a downturn, as remaining colleagues pick up the leftover pieces left behind. Overall productivity is affected in all this.

A Work Institute report finds that 78% of the reasons employees quit are preventable. What if you could use AI to help in all this? Yes – there are perpetually evolving digital solutions that can predict, analyze and influence employee retention rates.

Read more about AI at work:

Exploring the future of jobs and the positive impact of AI

Are you part of the never-ending debates on AI job replacement at your workplace...

AI in finance could free up at least four hours per week

Finance teams in SMBs often spend significant hours each week chasing down docum...

The role of AI in talent acquisition: a study for recruiters

Artificial intelligence is taking the recruitment world by storm. Yet, many peop...

Understanding employee attrition retention

Why do people leave their jobs? First, they may have found a better-paying position elsewhere. Work-life balance is a factor as well; perhaps an employee wants more flexibility in their work. In another opportunity, they can be better parents, or are able to focus on non-work things like training for a marathon or volunteering in their local community.

Or, perhaps, their career trajectory hasn’t gone the way they hoped – and they see better paths elsewhere. Finally, the company’s culture may not be the right fit.

Normally, you would find out all this information via exit interviews, employee surveys, and periodic reviews.

However, AI can enhance this process by continuously analyzing a broader spectrum of employee data points. This includes performance reviews and engagement surveys to social media behavior and communication patterns.

Your AI bot can comb through all this on a regular basis and not only identify what influences employee attrition and also how these factors interact in complex ways..

Applications of AI in employee retention

Let’s look at the different ways in which you can use AI in employee retention.

1. Predictive analytics

Predictive analytics is one of AI’s most powerful contributions to HR, enabling proactive talent management by forecasting employee behavior. Through sophisticated machine learning models, organizations can analyze historical and real-time data, such as:

• employee demographics
• performance metrics
• engagement survey results

These data points help identify early warning signs that signal an employee might be considering leaving.

By understanding these patterns, HR teams can implement targeted interventions to address potential issues before they escalate.

Real-world application

IBM’s AI-powered predictive attrition model is a notable example of how predictive analytics can revolutionize retention strategies.

With a reported accuracy of 95% in identifying employees at risk of leaving, this tool helps HR departments design personalized retention plans tailored to individual employee needs. This can ultimately reduce turnover rates and boosting engagement.

Extended insight

Predictive analytics shifts HR from a reactive approach to a proactive one that prioritizes employee well-being.

This capability enables organizations to cultivate a healthier work culture by addressing employee concerns and aligning them with strategic business goals.

2. Sentiment analysis

Sentiment analysis, powered by natural language processing (NLP), provides organizations with a deeper understanding of employee morale and satisfaction.

By processing and interpreting unstructured data, such as feedback from internal communications, emails, social media posts, and review sites, sentiment analysis can pinpoint recurrent themes that affect employee engagement.

Real-world application

Amazon utilizes AI-based sentiment analysis tools to monitor employee satisfaction across its workforce.

By analyzing comments from internal communication channels and employee surveys, Amazon can quickly identify areas of concern and implement targeted solutions. Through this, Amazon ensures that employee feedback is integrated into strategic decision-making.

Extended insight

Sentiment analysis empowers HR departments to address the nuanced factors that contribute to employee satisfaction.

By continually monitoring sentiment trends, organizations can foster a transparent environment where employee voices are not only heard but also acted upon.

This proactive approach not only helps in mitigating discontent but also strengthens trust and alignment between employees and management.

3. Personalized employee experiences

The customization of employee experiences through AI is not just a tech upgrade but transforms how human resources nurture talent. Companies can use AI to analyze each employee’s performance data, preferences, and feedback to offer tailored career development paths.

This targeted approach can include recommending specific training programs that align with their skills gap, suggesting career advancements based on their success patterns, or even proposing suitable mentors within the organization who match their career aspirations and style.

There’s value in building career paths for your employees – Workable’s Great Discontent survey in 2023 found that 22% of workers say career opportunities are a factor in choosing to move jobs, and that’s up from 15.8% two years earlier. Meanwhile, when asked what could be better about their current job, 23.3% pointed to training and development – up from 20.9% in 2021.

Real-world application

Cigna is one example of AI use in career pathing and internal talent mobility. Faced with hiring for three to five thousand positions on a daily basis, the company realized its own employees were not properly informed of these opportunities within their teams.

To solve this problem, Cigna picked an AI-supported HR platform to surface open roles with its own employees in a setup described by its director of product marketing as a Netflix-style recommendation system based on user data.

Extended insight

Utilizing AI for career pathing allows HR departments to act more like career coaches than administrative bodies, providing employees with a more engaging and supportive work environment. This not only enhances the employee experience but also promotes a culture of continuous improvement and personal development.

You can also use ChatGPT to build a career development plan for your employees – complete with ready-to-use prompts.

4. Automation and employee support

AI-powered tools such as chatbots and virtual assistants represent a significant leap in providing real-time support to employees. These AI solutions can handle a wide range of inquiries related to HR policies, benefits, payroll queries, and job responsibilities efficiently, allowing HR professionals to focus on more complex issues.

This immediate assistance helps in reducing the turnaround time for query resolution, thereby enhancing employee satisfaction and operational efficiency.

Real-world example

As a 300-person company across three different major hubs (Boston, London, Athens) and sales and support on the ground in multiple other locations and time zones around the world, Workable’s HR team addresses numerous needs and questions on a regular basis.

To step up on its communications via an email, Slack, or even Confluence pages, the HR team built an “HR Workabot” trained on all the data, information, and content in its human resources.

This enables employees to immediately get answers to any question, including when the next holiday is, what benefits they have, how to get their tax documents, and more. The result is a speedier and more engaged workforce that knows it can get an answer to anything it needs.

Extended insight

By automating routine inquiries, AI not only streamlines operations but also collects valuable data on the types of queries being raised.

This data can be analyzed to further refine HR policies and procedures, ensuring they are clearly communicated and effectively meet employee needs.

Moreover, the constant interaction with a responsive AI tool fosters a tech-friendly atmosphere that can accelerate digital transformation across the organization.

Implementing an AI-powered retention framework

There are four fundamental steps when introducing AI into your employee retention strategy.

1. Data collection and integration

The success of any AI system heavily relies on the quality and quantity of the data fed into it.

For HR, this means integrating data across various systems – payroll, performance management, employee engagement, etc. – to create a comprehensive view of each employee.

2. Choosing the right AI tools

The market is replete with AI solutions, each offering different capabilities. Selecting the right tool involves understanding the specific needs of the organization and the problem it aims to solve.

It also requires considering the scalability, integration capabilities, and support offered by the vendor.

3. Ethical considerations

As AI systems are fundamentally driven by data, they are susceptible to the same biases present in their training data.

It’s essential for HR professionals to ensure that the AI tools they use are not only transparent but also regularly audited for bias and fairness.

4. Change management and employee buy-in

Implementing AI in HR processes can evoke concerns about surveillance and job displacement among employees.

Addressing these concerns transparently and highlighting the benefits of AI for employees is crucial for gaining their buy-in and ensuring the successful adoption of AI technologies.

Future trends in AI and employee retention

The future of AI in HR looks promising, with ongoing advancements in machine learning, predictive analytics, and natural language processing.

As these technologies become more sophisticated, they will provide even deeper insights into employee behavior and more refined tools for enhancing employee retention.

The post The role of AI in talent acquisition: a study for recruiters appeared first on Recruiting Resources: How to Recruit and Hire Better.

Organizational health goes beyond mere profitability and productivity – it includes the vitality and functionality of your entire operation.

But wait: what exactly is it? Let’s talk about that first.

What is organizational health?

Organizational health is characterized by a company’s capacity to unite under a shared vision, skillfully execute strategies, and dynamically evolve in response to market shifts and internal demands to maintain innovation and relevance.

Imagine your company as a well-oiled machine – employees are engaged and productive, management is strategic and effective, financials are robust and balanced, and your market presence is active and responsive.

This scenario epitomizes a robust organizational health. It highlights elements of a company that are not easily measured at the bottom line.

The importance of organizational health

Let’s take a look at the impact of employee engagement on organizational outcomes. McKinsey reports that 10% of all employees are pretty much out the door already, with another 43% either actively or mildly disengaged at work. That’s more than half.

This disengagement and attrition can be costly. In that same report, McKinsey finds that a medium-sized S&P 500 company loses between $288 million and $355 million per year in lost productivity as a result.

That’s the cost of poor organizational health.

Business author Patrick Lencioni also highlights the value of a healthy company: “The single greatest advantage any company can achieve is organizational health.”

“The single greatest advantage any company can achieve is organizational health.”

Patrick should know – he authored the book The Five Dysfunctions of a Team. It’s a compelling business fable that delves into team dynamics and strategies aimed at enhancing team performance. He’s also the top boss of The Table Group, a business service that helps companies improve their overall health.

Clearly, it’s important.

How do you measure organizational health?

To effectively measure and enhance your organization’s health, consider assessment tools like the McKinsey Organizational Health Index (OHI). This tool helps gauge various facets of organizational health, providing insights that guide improvement strategies.

Use these tangible measurements tied to OHI to monitor the rise (and fall) of your company’s overall health:

1. Evaluate management practices

Understanding how management behaviors influence organizational health is crucial for long-term success. You can measure this area via:

• 360-degree feedback: Implement a system where employees can provide feedback on their supervisors. This helps identify leadership qualities and areas for improvement.
• Behavioral assessments: Use tools that assess leadership behaviors and management practices to pinpoint specific areas that require development.
• Performance metrics: Track the performance outcomes of different teams. Relate them back to specific management behaviors to identify what works and what doesn’t.

2. Assessing employee experiences

Every organization is made up of people. It makes sense to ask those people directly about how they perceive their working environment and culture. You can do this by conducting:

• Employee surveys: Regularly conduct surveys that ask direct questions about job satisfaction, workplace environment, and the perceived support from management.
• Exit interviews: Use exit interviews to gather information on why employees are leaving. This can provide insights into the work environment and employee engagement.
• Focus groups: Organize focus groups to dive deeper into employee concerns and experiences to gather qualitative data on their daily work environment and culture.

3. Measuring health outcomes

Tracking key health outcomes helps quantify the effectiveness of the organization in maintaining a supportive and productive work environment. You can do this by tracking these three core KPIs:

• Employee retention rate: Monitor employee retention rates as a key indicator of organizational health. High turnover can indicate issues with leadership, compensation, or work-life balance.
• Customer satisfaction scores: Organizational health often impacts service quality. So, measuring customer satisfaction can provide indirect insights into the internal state of the organization.
• Productivity metrics: Assess productivity levels across various departments to determine if leadership and organizational practices support employees’ ability to perform their roles.

How do you improve organizational health?

You can approach organizational health in five focal areas:

1. Be a leader and visionary

Leadership is more than managing day-to-day operations. It involves inspiring and aligning the entire organization with a clear and compelling vision. Effective leaders embody the values they wish to see throughout the organization, ensuring that their actions and decisions reinforce the strategic goals.

This includes not only setting the direction but being actively involved in your company, which strengthens trust and clarity across all levels.

2. Cultivate a supportive culture

A healthy organizational culture is one that promotes transparency and open communication, creating an environment where employees feel valued and recognized for their contributions. This involves more than just financial rewards – it includes acknowledging efforts in meaningful ways, providing growth and development opportunities, and fostering a positive workplace.

Such a culture enhances employee satisfaction and loyalty, which are critical for long-term success.

3. Focus on engagement and productivity

To keep your teams engaged and productive, emphasize continuous learning and well-being initiatives. This includes offering training and development programs that cater to the needs of employees, promoting work-life balance through adaptive working arrangements, and implementing wellness programs that address physical and mental health.

Engaged employees are more likely to be motivated and maintain high productivity levels, contributing positively to your overall goals.

4. Adopt an agile mindset

This business landscape seems to be in constant flux – and this could well be our ‘new normal’. The ability to adapt to change is crucial for maintaining organizational health. Embrace new technologies and processes. Train your teams to be prepared to handle the changes.

Effective change management strategies include involving employees in the change process, providing clear communication about the benefits and impacts of the change, and offering training and support to ease the transition.

5. Communicate far and wide

Strong internal communication is crucial for maintaining a healthy organization. This ensures all employees are informed on company developments. This helps them understand their specific roles within larger objectives, and feel involved in the organization’s journey.

Ensure regular updates, establish open forums for feedback, and include tools that facilitate easy and transparent communication across different levels of the organization.

A healthy body, a healthy mind, a healthy workplace

Just as maintaining a healthy body is crucial for personal well-being and effectiveness, fostering organizational health is essential for a company’s resilience and productivity.

Organizational health, involving comprehensive management of leadership quality, workplace culture, and employee engagement, acts as the backbone of business operations.

It supports the company’s ability to innovate and adapt swiftly to market changes, mirroring how a well-cared-for body responds to stress and recovers from illness.

Investing in organizational health is a strategic priority that yields long-term benefits, enhancing overall performance and ensuring sustainable success.

The post Organizational health: the key to sustained business success appeared first on Recruiting Resources: How to Recruit and Hire Better.

As a teacher, you do more than impart knowledge. You inspire critical thinking, foster creativity, nurture self-confidence, and instill a love for learning, all of which reaches beyond the classroom. Across the globe, you plant seeds that grow into the ideas, innovations, and societal contributions of tomorrow.

And, as a recent Preply study shows, your impact can stay with students for the rest of their lives.

Teacher Appreciation Week

There’s no denying that you face your share of challenges. You often hear about disillusioned educators who have left the field, the competitive job market, and the struggle to achieve a balanced lifestyle.

But there’s another side to this that deserves attention, particularly in honor of Teacher Appreciation Week: The countless stories of students whose lives have been positively impacted by their teachers.

A vast majority of students — 84%, according to Preply — have had far more good teachers than bad, a testament to the passion and dedication they bring into the classroom. Those good teachers aren’t just a figment of school memories; they leave a lasting impact.

And as many as 59% of former students testify that a teacher significantly influenced their future, fostering ambitions, developing skill sets, and encouraging dreams.

In fact, nearly half of those surveyed express a desire to reconnect with their most impactful teacher, acknowledging the difference they made. Another 77% of respondents say they reminisce about their most influential teacher at least once a year.

These numbers don’t just highlight the influence of a teacher — they tell heartening stories of gratitude and appreciation, underscoring why the teaching profession is so deeply important.

The commonalities of favorite teachers

If you want to be that pivotal, ‘favorite’ teacher, you may think the definition is subjective or requires you to be easy on your students, but some universal qualities surfaced in Preply’s findings. Favorite, impactful teachers leave a lasting mark due to their unique teaching approach, their subject, and where along their educational journeys students encounter them.

For many, the most memorable favorite teachers appear in high school, followed by primary and then middle school. Beyond general subjects, teachers specializing in English, language arts, and science seem to be the most popular.

But perhaps the most enlightening finding relates to teaching methods. To rank amongst the favorites, you can create a similar environment that the majority of respondents say their favorite teacher offered in the classroom. Favorite teachers created an approachable, relaxed atmosphere, and it didn’t come at the expense of education. Close to half of these favorite teachers balanced warmth with just enough challenge, maintaining a learning environment that fostered both trust and growth.

Only a small percentage of teachers had an especially rigorous style, suggesting that favorite teachers are usually those who can combine accessibility and understanding with academic rigor — certainly no small feat, but something students appreciate long after they’ve graduated.

Making a difference beyond academics

While academic accomplishment is a huge part of education, your role as teacher often extends beyond the classroom, and being more than just an instructor can draw a stark contrast between good teachers and excellent educators. Recognizing the whole person instead of zeroing in on your student simply being an academic learner makes a difference.

According to Preply, favorite teachers have played a supportive role combating shyness, helping with mental health struggles, and easing the transition for students new to their schools – all of which can profoundly impact a student’s overall development and well-being.

In fact, 37% of respondents credited their favorite teacher with nurturing them in a way that made up for neglectful parents. This highlights the incredible potential you have to help your students through truly difficult experiences.

Additionally, half of the individuals surveyed noted that these favored teachers shared personal life details, helping to foster a deeper, more human connection that extended beyond the curriculum.

Sometimes, these connections spill over class hours. More than half of all respondents (54%) mentioned that their favorite teachers made themselves available outside of class, embodying an above-and-beyond commitment to their students.

A bright future for teachers

Between COVID-19, funding cuts, and other challenges, the teaching field has certainly been hit hard in recent years. But your impact as a teacher hasn’t diminished at all. In fact, students may need your stability and guidance now more than ever, as the country continues to face social and economic challenges.

In terms of the job market, the future looks promising. According to the US Bureau of Labor Statistics, prospects for preschool teachers are set to expand, with a surge in job opportunities through 2032. The BLS predicts an influx of about 56,300 new openings for preschool instructors annually during this period, meaning many more opportunities to get your foot in the door.

Teaching is a hard job – it’s extremely demanding, both intellectually and emotionally. If you’re a teacher or aspiring to be one, know that your work is so much greater than imparting a curriculum. Every moment in your classroom is an opportunity to touch lives and shape futures, one student at a time.

The post The lasting impact of teachers: why their dedication matters appeared first on Recruiting Resources: How to Recruit and Hire Better.

This approach addresses the limitations of traditional pay cycles, which often fail to align with the immediate financial needs of workers. By offering flexibility and control over earnings, on-demand pay is reshaping the employee compensation landscape.

Let’s get into the meat and chaff of all the things you wanted to know about on-demand pay and were afraid to ask.

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What is on-demand pay?

On-demand pay, also known as earned wage access (EWA), is a payroll model that allows employees to access their earned wages before the traditional payday.

This payroll feature enables your workers to withdraw a portion of their accrued but unpaid earnings at their discretion, often through a digital platform or app provided by their employer or a third-party service. It can also be a “trickle” of pay into your employees’ accounts on a regular basis with greater frequency than the traditional biweekly / bimonthly / monthly models.

The idea of on-demand pay is to provide financial flexibility, which has a range of benefits for both employees and employers.

Benefits of on-demand pay for employees

There are numerous reasons your employees might like an on-demand pay model. First, on-demand pay addresses the financial stress faced by many workers. When offering on-demand pay, employees are better able to manage their personal expenses on a regular basis. They don’t need to wait until the end of the two-week or monthly cycle for a paycheck as bills pile up.

According to PwC’s Employee Financial Wellness Survey 2023, 28% of full-time employees often or always run out of money between paychecks. Even among those who earn $100,000 or more per year, 15% always or often run out of money between paychecks. On-demand pay would help ease these challenges.

The culture of immediate delivery is a factor as well. Borja Perez, VP at EWA provider CloudPay, told TLNT: “People are used to instant gratification in so many aspects of their lives, and they expect the same with their pay. Instead of waiting for payday, employees want immediate access to the wages they’ve earned.”

“People are used to instant gratification in so many aspects of their lives, and they expect the same with their pay. Instead of waiting for payday, employees want immediate access to the wages they’ve earned.”

The rise of the gig economy and freelance models in today’s working world is also an influence. A more dynamic working environment brings the expectation of more flexible payment options.

People do like it – especially younger generations. According to ADP’s Earned Wage Access study, 59% of millennials put higher priority on a job offer when that employer offers on-demand pay or EWA.

Benefits of on-demand pay for employers

In the ADP study, there’s positive sentiment among employers regarding the business benefits. For instance, 96% of employers offering EWA also find that their employees like it. That same study finds 96% saying it helps with talent attraction, and 93% saying it helps with employee retention.

Also, according to Employee Benefit News, four out of five employers (80%) say EWA improved mental health in their teams, and 88% of business leaders offering EWA saw decreased stress in their employees.

There are intangible benefits as well. By offering on-demand pay, employers can alleviate financial stress, leading to a more focused, satisfied, and productive workforce.

Modernization of payroll processes is also a factor. An earned-wage access model streamlines payroll operations, potentially reducing administrative burdens and costs associated with traditional payroll cycles.

Overall, it can benefit your employer brand, positioning your company as an innovative and employee-centric organization.

The drawbacks of on-demand pay

There are, of course, drawbacks to on-demand pay. It may lead to impulsive spending on the part of employees if they lack financial literacy or discipline. While this falls more on the employee than it does on you as an employer, it’s worth thinking about.

Also, some on-demand pay services charge extra fees, which can add up over time.

And finally, in contrast to the above-listed benefit of reduced administrative work. an on-demand pay model built into an existing payroll system can lead to numerous technical and logistical headaches, at least in the short term.

On-demand pay: an evolution or just a fad?

On-demand pay is gaining traction globally. A report from Zion Market Research predicts a rise in the earned wage access software market from $22.5 billion in 2022 to $26.74 billion by 2030. That same report highlights opportunities in countries with a high rate of daily wage workers where on-demand pay models make sense.

It’s also increasingly legislated. In April 2024, the US Congress advanced the Earned Wage Access Consumer Protection Act to ensure a regulatory framework and establish consumer protections for services that offer workers access to their paychecks before their scheduled payday.

On-demand pay – or earned wage access – could mark a paradigm shift in employee compensation that empowers workers with financial flexibility and control. It could be another ingredient in how the future of work is shaped.

On the other side of the coin, employers are apprehensive about the administrative factors – although with time, practice, and guardrails, these can be resolved.

Employees may also be hesitant because of the implications it might have on their taxes. Those worries may be short-lived as the US Treasury Department continues to update the Internal Revenue Code to clarify tax treatments of on-demand pay models.

What it all boils down to is this: what do your employees want in terms of compensation? And what works best for you as an employer? Weigh out the benefits and risks from an on-demand pay model and act accordingly.

The post Pay transparency: the pros, the cons, and best practices appeared first on Recruiting Resources: How to Recruit and Hire Better.

Dawn felt tired after many meetings and wanted a longer lunch break to relax. She wondered if it was possible without causing trouble.

Sam worried that the company was watching what he did online. He couldn’t tell if it was real or just his imagination.

Molly felt sad when she found out about a job opening too late. She wanted to know why nobody told her about it.

Vince didn’t like taking time off work. He wondered if he could avoid using his vacation days.

Olivia got excited about the idea of getting a bonus. She wondered when it would happen and if it was real.

They all needed to reach out to HR to ask the burning questions.

But would they avoid that if there was another way to obtain the information they wanted without having to pose these uncomfortable queries?

The awkward questions list

Still wondering what the questions are?

Let us break them down for you:

• Is it okay to date someone from the workplace?
• Can I take a longer lunch break if I come in early and leave late?
• Is the company monitoring my emails and internet usage? 
• Why wasn’t I informed about the internal job posting before it was filled?
• What happens if I don’t want to use my vacation days?
• Is this Nick a higher-up? 
• What is his/her job role? 
• Will I receive a bonus and when? 

Do you see yourself fitting into any of those scenarios?

I know there are even more. If you ask an HR professional, they will come up with dozens of them. 

Each of these questions pertains to various workplace concerns and dynamics.

The topics cover various aspects of workplace dynamics and policies. They touch on the challenges of dating coworkers and navigating professionalism, conflicts of interest, and HR guidelines.

Additionally, there’s discussion about work-life balance, with considerations for extra hours worked versus time off taken.

Privacy concerns arise regarding surveillance in the workplace, particularly related to email and internet usage monitoring. Communication and transparency within the organization are also scrutinized, especially concerning internal job postings and the dissemination of pertinent information to employees.

Leave policies, including the implications of not utilizing allocated vacation days, are highlighted.

Lastly, inquiries into organizational hierarchy and employee benefits, including the role of an individual named Nick within the company and the timing of potential bonuses, round out the breadth of topics.

Each one underscores different aspects of workplace culture, policies, and interpersonal dynamics that can impact employee experiences and relationships within the organization.

We have automation now

Utilizing AI-powered technology alongside collaborative tools or an HRIS can enhance accessibility to information and streamline HR processes. Let’s elaborate on them one-by-one:

Human Resource Information Systems

An HRIS like Workable can streamline the process of answering these questions without requiring in-person interaction. Here’s how:

Policy documentation: An HRIS can store and provide access to company policies and procedures regarding workplace relationships, lunch breaks, digital privacy, job postings, vacation policies, and bonus eligibility. 

Employees can easily refer to these documents online, ensuring clarity and consistency in information dissemination.

Self-service portals: HRIS platforms often include self-service portals where employees can find answers to commonly asked questions. Employees can log in to the portal to access information about company policies, benefits, and procedures, reducing the need for direct HR involvement.

Automated notifications: HRIS systems can automate notifications regarding important updates or changes in policies, job postings, or bonus structures. This ensures that employees are informed in a timely manner, mitigating confusion or frustration over missed opportunities or outdated information.

AI-powered chatbots

This can be combined with the previous one, significantly increasing efficiency.

AI-powered chatbots or virtual assistants integrated into HR platforms can respond to employee queries instantly and accurately. 

These bots can be programmed to understand natural language, providing personalized support on topics such as workplace policies, break schedules, vacation accrual, and internal job postings. 

By leveraging AI, employees can access relevant information without needing direct interaction with HR personnel, promoting self-service and efficiency.

Collaborative tools  

Platforms like Confluence offer centralized repositories for HR-related documentation, including policies, procedures, and FAQs. 

HR teams can maintain up-to-date information on Confluence pages, ensuring employees have access to the latest guidelines and resources avoiding asking awkward questions. 

Employees can search for answers independently within Confluence, finding information on topics such as workplace relationships, vacation policies, organizational hierarchy, and bonus structures. 

Collaborative features allow HR teams to collaborate on document creation and updates, ensuring accuracy and consistency across materials.

Why is it important to avoid the awkward questions

Companies benefit greatly from working to avoid recurring employee questions and automating their resolution processes through HR technology. 

By proactively addressing common inquiries and streamlining responses, companies can save valuable time and resources for both HR professionals and employees. 

Automation reduces the burden on HR staff, allowing them to focus on strategic initiatives and more complex employee needs rather than repetitive administrative tasks. 

Furthermore, by providing clear, consistent, and readily accessible information through self-service portals and automated notifications, companies can improve employee satisfaction, foster a culture of transparency and trust, and enhance overall organizational efficiency. 

Additionally, automation helps ensure compliance with company policies and regulations by consistently applying rules and procedures across the organization. 

Overall, investing in systems to automate and manage employee awkward questions not only enhances HR effectiveness but also contributes to a more productive and engaged workforce.

The post How to use automation to avoid the awkward HR questions appeared first on Recruiting Resources: How to Recruit and Hire Better.

Don’t get stressed about this – Claudia isn’t leaving tomorrow. She could just be proud of the work she’s done, but let’s be real: with all the economic uncertainty and industry layoffs, Claudia’s likely just building a backup liferaft. You know, just in case.

This is a strategy known as ‘career cushioning’. This approach involves networking, upskilling, and even exploring side projects, all to ensure a safety net is in place should their career landscape shift unexpectedly.

Claudia’s story is becoming increasingly common – Fast Company is calling career cushioning a trend set to grow in 2024.

What’s career cushioning?

First, let’s define it. Career cushioning refers to the practice of employees taking proactive steps to secure their professional future, often in response to economic uncertainty or a desire for greater career mobility.

This can involve activities such as networking, upskilling, building a personal brand, or exploring alternative job opportunities, all while remaining employed in their current role.

The evolving economic landscape and shifting employee priorities have given rise to this phenomenon. According to a Robert Walters survey, 68% of workers in the United States are now career cushioning.

That’s a significant number. As HR professionals, knowing this trend and its implications is crucial for navigating talent management and retention strategies.

What’s causing career cushioning?

Two major factors contribute to the growing prevalence of career cushioning:

Economic uncertainty: Global economic headwinds, inflation concerns, and high-profile layoffs have instilled a sense of job insecurity among employees. Those jitters are motivating employees to build out that liferaft, so to speak – just in case their careers are impacted.

Evolving priorities: The “Great Reshuffle” highlighted the shift in employee expectations, with many seeking greater work-life balance, flexibility, and purpose-driven careers. Side hustles are becoming more the norm and workers are less willing to put all their eggs in one basket in their main hustle.

What are the signs of career cushioning?

It’s not necessarily a reason to pull the fire alarm across the organization, but it’s something you should be mindful of as an employer.

HR advisor Taylor Queen at Insperity in Florida tells Fox Business: “Although ‘career cushioners’ may not want to leave their current position, they decide to get a jumpstart in case their role should change or be eliminated.”

So, to get ahead of this, it’s important to recognize these signals not only to understand individual employee needs but also to reflect on the broader organizational health.

Here are the key indicators:

1. Increased networking activity

Employees may intensify their connections on professional platforms like LinkedIn, often updating their profiles and engaging more actively with external networks. This indicates their intent to stay visible and relevant in the broader industry landscape.

2. Pursuit of additional qualifications

Enrolling in online courses and seeking certifications are signs that employees are gearing up for new opportunities. This continuous learning can be a double-edged sword: while it boosts their current role performance, it may also prepare them for external opportunities.

3. Exploration of side hustles

Engagement in side projects or freelance opportunities often reflects a desire for greater job security through diversified income streams. This could also point to a lack of fulfillment or challenges in their current roles.

4. Discreet job search activities

Subtle signs like increased private calls, discreet meetings, or a sudden spike in personal appointments during work hours could suggest that an employee is interviewing elsewhere.

What can you do as an employer?

Is career cushioning something to worry about? Maybe. On the contrary, it’s an opportunity for HR to adapt and enhance talent management strategies:

1. Foster open communication

Create an environment where employees feel comfortable discussing career aspirations and concerns. Regular check-ins and feedback loops can provide valuable insights into employee sentiment and identify potential flight risks.

Not quite communication, but on that last point – you can also use predictive analytics to find those trigger points that lead to turnover, and preempt them ahead of time.

2. Invest in employee development

Prioritize upskilling and reskilling initiatives to equip employees with the skills needed to thrive in evolving roles. Providing learning opportunities demonstrates a commitment to employee growth.

3. Champion internal mobility

Establish clear pathways for career progression within the organization – in other words, establish a culture of internal mobility. Encourage employees to explore different roles and departments, fostering a culture of talent development.

Those who stay with you even in different capacities will prove more valuable due to their familiarity with your brand and product/service.

4. Review compensation and benefits

Regularly benchmark compensation and benefits packages to ensure they remain competitive within the industry. Consider offering a range of attractors in your total rewards package, including clear career paths, flexible work arrangements, and well-being programs to enhance employee satisfaction.

5. Build a strong employer brand

Cultivate a positive work culture that emphasizes values, purpose, and employee recognition. Promote your employer brand through various channels to attract and retain top talent. Make your people proud to work for you!

You, too, can be their career cushion

“There’s a bit of a game of musical chairs playing out, and employees don’t want to be caught out when the music stops without a seat,” said Korn Ferry client partner Mark Royal, according to CNBC.

By understanding the motivations behind career cushioning and implementing proactive strategies, you can support employees like Claudia Feinstein to not only be assured of a seat in your company, but also motivate them to choose that seat should they have options in the future. And that’s the music your employees want to hear.

The post Career cushioning: a new trend and a call for action appeared first on Recruiting Resources: How to Recruit and Hire Better.

If your stomach just dropped to your shoes, we get it. It feels like a worst-case scenario for any HR professional, but it’s also a growing trend — especially on TikTok, where the term “Quittok” is gaining steam as a hashtag and category of videos.

A quick TikTok search for #Quittok returns over 2,600 posts. And while not all of them are recordings of actual resignation conversations, plenty of them are.

There’s this one of a corporate jargon-filled performance review that ended with a resignation.

@gabrielle_judge

Quit My Lazy Girl Job with Me! It’s been a year since I have quit my corporate career and I never posted this meeting so I thought I would now to celebrate! I just wrote a memoir on my upbringing and what created all of the anti work philosophy I have. #corporate #lazygirljob #careeradvice #quittok

♬ original sound – Anti Work Girlboss – Anti Work Girlboss

Or there’s this one where the employee quits and calls out a toxic work culture.

@josiejoyyy

honestly could have saved myself and just sent a text cause they don’t care but i had dreamt of this moment for 2 yrs. #quitting #resigning #quitmytoxicjob #cya #trafficcontrol

♬ original sound – Josie Joy

There’s a potential silver lining here: Not all of the conversations are negative. Some offer surprisingly good company publicity.

But it still marks a major shift for employers: Employee conversations that used to stay “in-house” are now out there for the world to see, share, and comment on — a concept that became unmistakably clear with the recent Cloudflare incident when an employee named Brittany Pietsch recorded herself being let go. The video racked up millions of views and tons of press.

So why are employees (particularly younger ones, considering TikTok’s users are primarily Gen Z) publicizing these potentially sensitive conversations? And perhaps even more importantly: Can (or should) you do anything about it?

Control and connection: why employees share their resignation conversations

The idea of publicly posting such a private and potentially confidential conversation feels foreign to many people — especially older generations who were taught not to bad-mouth their employers or air their dirty laundry. But for younger workers? The benefits of sharing their resignations could outweigh the potential fallout.

Building a sense of agency

“Many people use social media as a form of agency, the feeling of being in control of one’s life and one’s future,” explains Paula Caligiuri, DMSB Distinguished Professor at Northeastern University and co-author of “Live for a Living.”

Younger employees, in particular, are struggling at work — which can leave them grappling for some level of authority over their decisions, futures, and well-being.

• According to research from Johns Hopkins University, younger employees are less engaged and have higher levels of stress and burnout than older Millennials, Gen X, or Baby Boomers:
• In research from Deloitte, less than half of Gen Zers say their boss helps them maintain a healthy workload and 28% struggle with their mental health because of their boss
• According to McKinsey, Gen Z is more likely than older generations to report the pay they receive does not allow them a good quality of life and are also less likely to report feeling fairly recognized and rewarded for their work

Where previous generations might have just swallowed their concerns or written them off as normal parts of the working world, Gen Z isn’t as inclined to tolerate perceived mistreatment. The same McKinsey research showed that they’re far more likely than any other generation to point to a hostile work environment as a major impact on their ability to do their work.

Even if they don’t confront their employer directly (something they’re surprisingly unlikely to do), posting on social media is a way of calling their company to the carpet and “holding leaders accountable,” adds Rima Roychowdhury, a Gen Z Journalist and Content Creator who hosts “A Gen Z Journey,” a podcast aimed at bridging the gap between the senior and Gen Z workforce.

Controlling the narrative and perception

“Making a resignation public or sharing it with friends is a way to control the narrative,” says Paula. Think that sounds manipulative? Well, you’ve probably done the same thing before. Look back on your own resignations and you’ll see that you probably put your own spin on them when venting to family, friends, or trusted loved ones.

Maybe your employer didn’t recognize your skills. Or they restricted your development. Or they underpaid you. Or they showed favoritism. Whatever justification you gave, it’s always easier to point the finger at your employer than to accept accountability for why the role or workplace wasn’t the right fit.

Younger workers are doing that same thing, just in a far more public forum that feels intuitive to them. Sharing their resignations allows them to shape the story, manage the perception of themselves and their former employer, and ultimately feel justified in hitting the road.

Finding connection and camaraderie

Love them or hate them (we know, you hate them), these videos resonate with younger workers. “For most of us, it’s probably our first time, or among the first few times, getting fired or resigning, and acknowledging the reality of the situation is tough,” Rima says.

“Seeing others take charge of their situation and posting it gives us the confidence that we’re not alone.”

It’s natural for workers to rely on their social support systems when they experience career setbacks or make hard decisions. And, for younger employees, those support systems are often found online.

When research published in the Journal of Experimental Psychology: General states that “people pay more attention to information they perceive to be related to themselves,” it makes sense that these resignation videos quickly pick up steam online.

Seeing sharing as normal

“Social media has shaped many people to be comfortable making their private world public,” Paula explains. That’s especially true for Gen Z, who are the first real digital natives. They don’t remember a life pre-internet and pre-social media.

For them, sharing big moments — from childbirth to divorce to, yes, even job resignations — isn’t a bold move. It’s normal (and maybe even their ticket to achieving internet fame).

What can employers do to keep conversations in-house (and offline)?

Some of the reasons why younger employees turn to social media are understandable — but that doesn’t mean these videos are advisable. As an employer, this public posting can open up a whole can of worms in terms of your reputation and employer brand.

So it begs the question: What can you do?

“Employers may be tempted to wedge fine print in employment contracts to ban them from filming such videos,” Paula says. “And that’s exactly what they shouldn’t do.” It might not even be legal to do so in some locations.

Your next reaction might be to reach out to the former employee and request that they take the video down. But that could backfire, especially when you run the risk that they’ll record and share that conversation too.

It can feel like you’re tiptoeing around a lot of tripwires here. But rest assured, there are a few steps you can take to respond to this situation with strategy and tact.

Train supervisors on how to have these conversations

Paula says the most important thing companies can do is adequately train supervisors on how to have these types of meetings and employment conversations. “Basically, you want to keep your company from going viral for the wrong reason,” she says.

When managers know how to lead these discussions with respect, honesty, and support, it could turn a negative into a positive if the employee does decide to share the exchange.

For example, take a look at all of the “manager goals” comments on this video below, compared to all of the “groan, corporate jargon” comments in the video above:

@durbinmalonster

Quitting my corporate stable job that I love in this economy??? Y’all should have seen my dads face when I told him hahaha.

♬ original sound – Darby

Solid manager training leads to a more productive conversation – and exposure that helps (rather than hinders) your employer brand.

Take a hard look at your culture and employee experience

You’re asking why an employee is publicly posting about their decision to leave. But perhaps the better question to ask yourself is this: Why are they deciding to leave in the first place? What needs or expectations aren’t being met?

According to motivational psychologists Edward Deci and Richard Ryan, all humans have three innate psychological needs that are essential for well-being:

• Autonomy: Control over work, decisions, and outcomes
• Belonging: Sense of connection with others
• Competence: Continued growth and development

Improving each of these elements can mean employees that are more engaged, happier, and less likely to leave — which means less potential for the dreaded “I quit” videos.

1. Autonomy

Remember that younger workers often share their resignation videos to achieve a sense of autonomy, which indicates they lack those feelings in their daily work lives.

Offering flexible work options can fuel a sense of independence, but organizations should also clearly articulate their purpose, values, and expectations.

“This clarity helps employees understand the boundaries within which they can make decisions autonomously while ensuring that those decisions are in line with the overarching goals of the organization,” says Debra Franckowiak, Organizational Psychologist at Inspired Training Institute.

2. Belonging

Gen Z expects a culture of belonging at work, but it’s something that’s undoubtedly suffered amidst remote or hybrid work arrangements and layoffs. Research form BetterUp shows that 25% of employees admit they feel like they don’t fit in at work.

Focus on ways to help employees feel like part of something bigger than themselves, whether that’s connecting their work to the company’s larger goals or offering plenty of social and bonding opportunities.

3. Competence

According to research from Handshake, 87% of undergrads say learning and development benefits are either important or essential when evaluating a job opportunity. It’s proof that employees — and especially those that are early in their careers — want chances to grow and develop new skills.

From listening to employees’ career goals and providing resources to offering helpful feedback and access to challenging projects, investing in employee development goes a long way in making them feel more valued and supportive.

When a video is posted online, the temptation is strong to jump into crisis mode. However, use it as an opportunity to look inward and make strategic improvements to these three areas. Doing so will create a more positive employee experience, which hopefully translates to more positive (or private) employee exits.

Try video stitching

Want to make lemonade from those lemons? Try using the video as part of your own marketing efforts in the form of a video stitch. It’s a technique that allows you to combine an existing video on Tiktok (in this case, the video of the employee resigning) with a video you create.

“If the public is firing shots at the company, it is an opportune moment for HR to step up and create a video stitch explaining their side of the issue,” Rima says. “It does the job of answering questions and helps with marketing, so it’s a win-win.”

“If the public is firing shots at the company, it is an opportune moment for HR to step up and create a video stitch explaining their side of the issue. It does the job of answering questions and helps with marketing, so it’s a win-win.”

Don’t use your video as an opportunity to pick the former employee’s perspectives apart. Rather, focus on how your organization is acting on that feedback to better meet employee needs moving forward.

When Rima says that “Gen Z wants more transparency,” this is a solid way to meet them where they are, take accountability, and highlight some of your upcoming changes and initiatives. However, remember to keep your audience in mind. If they’re not already in TikTok, the video probably won’t land.

Quittok: An opportunity to question, not quell

Quittok? For employers, it’s more I-don’t-like-it-one-bit-Tok. And for good reason: It’s nerve-racking to reckon with the fact that current and former employees can publicize sensitive conversations that you assumed would stay private.

But as much as the threat of virality might have you battening down the hatches or instituting punitive policies for employees who post online, treat this less as an opportunity to quell and more as an opportunity to question.

What about your culture or employee experience made them feel like they needed to resort to this? And more importantly, what can you do to address those shortcomings moving forward?

Will an employee sharing their resignation still feel like a betrayal? Of course — and posting online is likely not going to make it onto lists of career best practices anytime soon. But with the right next moves, you can transform that video from a blemish to a benefit.

The post What is Quittok? And what can you do about it? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Our fully remote team, scattered across Canada, provides Canadians with accurate, honest, and helpful information about credit cards, spending money, and saving money.

As an organization that’s seen significant growth over the past few years, WeyMedia has experienced its fair share of recruitment headaches. We finally turned to Workable in August of 2021 as a solution to the hiring challenges we’ve faced and we’ve never looked back. 

Our hiring efforts have increased considerably over the past six months, and this wouldn’t be possible without the cohesion and simplicity that Workable provides.

Collaboration is key

Our company is organized into five teams—content, growth, development, marketing, and administration—that work very closely together. Each has a narrow focus but requires regular input from one or more of the other teams, creating a well-oiled, cohesive team out of the smaller groups. 

This kind of seamless integration of people means that members of various teams communicate regularly and form both professional and personal relationships as a result. 

Because of these interdepartmental working relationships, a new employee may be hired to work on a specific team but will still work closely with members of other teams. 

Hiring is a collective effort

Therefore, it’s important to consider the needs of related teams during the hiring process avoiding recruitment headaches.

To help with this, WeyMedia involves multiple team members in the interview process. It’s not just the hiring manager—other team members also participate in the interview panel.  

Things can get confusing when ambitious growth goals combine with a large hiring committee. 

WeyMedia has a fairly complex hiring process that involves multiple interviews, personality assessments, skills tests, reference checks, and more. 

WeyMedia’s HR toolkit

Workable has made it exponentially easier for every person on the hiring project to check who the candidates are, where they are in the process, what the results of their assessments were, and more. 

We’ve integrated our Gmail account with Workable, too, which creates a seamless line of communications. We can reply from within the Workable platform or directly from our shared inbox, and all correspondence is recorded.

The current WeyMedia team has reached 22 employees, but we intend to fill at least 10 more positions within the next 6 months. 

This an ambitious goal but we have full confidence that it will be reached, thanks in large part to the efficiency of Workable. 

Hiring challenges

Initially, application links could be found on the WeyMedia website and resumes were sent directly to the admin’s email account. 

This caused significant backlogs and made it tricky to find and sift through the applications. 

There was often confusion among staff members as to which stage a candidate was in and who still required a reply. Now that we use Workable, we receive applications directly in the platform and can easily move candidates from one stage to the next.

As our small but mighty recruitment team manages multiple roles at once, having everything in one place within Workable’s organized platform makes juggling these roles and candidates much easier. 

In fact, the numerous stages in Workable have been customized to our unique vetting process. 

Considering our bold goals for growth over the next few months, this kind of convenience and simplicity is necessary characteristics for a hiring platform.

Our hiring process is perhaps lengthier than some candidates are used to, but our thoroughness ensures that we hire the best possible candidate for the position avoiding recruitment headaches. 

Workable helps ensure that we choose someone with the skills we need, who can quickly make a notable impact, and who will enhance our workplace culture.

The post WeyMedia: insights on mitigating recruitment headaches appeared first on Recruiting Resources: How to Recruit and Hire Better.

While he excels in her current role, George aspires to understand the broader business implications of the software she helps create. Recognizing her potential, her company offers her a temporary role in the product management team. 

This move is not just a change of scenery for George, it’s an opportunity to understand different aspects of the business, enhance his skills, and contribute more significantly to his organization’s goals. 

This is a prime example of internal mobility, a crucial strategy in modern organizational management that benefits both the employee and the company.

What is internal mobility?

Internal mobility refers to the movement of employees across different roles, departments, or geographies within the same organization. 

It is an integral part of human resource strategies aimed at leveraging existing talent by providing opportunities for growth and development while filling internal needs for key skills. 

There are three types of internal mobility

• Lateral moves: These occur when an employee moves from one role to another at the same level. These moves are often aimed at broadening an individual’s skills and experience.
• Promotions: Moving an employee to a higher-level position within the organization, which typically involves more responsibilities and a change in job status.
• Temporary assignments or rotations: These are short-term changes in an employee’s role, often used for project-based work or developmental purposes, much like George’s move to the product management team.

Objectives of internal mobility

The objectives of internal mobility are diverse and impact various aspects of organizational health and employee engagement:

1. Career development

Internal mobility is instrumental in career development, providing employees like George opportunities to learn new skills and gain exposure to different facets of the business. 

This not only helps in building a versatile skill set but also prepares employees for higher responsibilities, making them well-rounded professionals.

2. Organizational agility

Today, organizational agility is more crucial than ever. Internal mobility allows companies to quickly reallocate resources to where they are most needed, adapting swiftly to market changes and business needs without the delays of external hiring processes.

3. Retention and satisfaction

Internal mobility is closely linked to higher rates of employee retention. 

According to data from LinkedIn’s 2023 Workplace Learning report, employees who have made an internal move by the end of their second year with a company have a 75% likelihood of staying, compared to a 56% likelihood among those who remained in the same position.

Employees are less likely to seek opportunities outside if they feel their current employer supports their career development and offers them new challenges. 

This is particularly relevant in industries with high turnover rates, like technology and digital services.

The benefits for your organization

We’ve already highlighted the objectives of internal mobility. But what about the additional benefits for the company? From enhanced collaboration to strategic alignment, companies stand to gain significantly from this process.

1. Strategic alignment and succession planning

By allowing employees to traverse various roles and departments, organizations can develop a workforce that understands multiple aspects of the business. This understanding is crucial when identifying potential leaders for succession planning, ensuring the company’s future is in knowledgeable and capable hands.

2. Enhanced collaboration and innovation

When employees move across departments, they bring unique perspectives that can lead to innovative solutions and improve collaboration. This cross-pollination of ideas is crucial for innovation, helping break down silos and fostering a culture of continuous improvement and creative problem-solving.

3. Cultural integration

As employees move within an organization, they spread and reinforce the company culture. This movement helps in building a unified culture that supports the organization’s values across all departments, which is essential for maintaining a cohesive work environment.

There are challenges too

While the benefits of internal mobility are clear, several barriers can impede its successful implementation. 

Common challenges include managerial resistance to losing top talent, lack of a structured internal mobility program, and inadequate HR technologies to track employee skills and match them to internal opportunities. 

Overcoming these barriers requires a proactive approach, beginning with strong leadership support to champion the benefits of mobility.

A Deloitte survey reveals that only 6% of respondents believe their organizations excel at moving people from role to role, and 59% rate their ability as fair or inadequate. The survey also indicated that 49% of respondents see a lack of processes to identify and move employees as a major barrier​.

AI can change the way we think about internal mobility

The advent of artificial intelligence and other new technologies has created new job roles and increased the necessity for internal mobility, ensuring that organizations can quickly fill roles that are newly significant or have never existed before​.

Utilizing AI technology, organizations can now pinpoint skill deficiencies and identify internal candidates primed for career advancement, according to Tom Baker, Head of Talent and Resourcing at M&G. 

This approach ensures that individuals possessing the requisite skills and potential are duly considered for new opportunities within the company.

While encouraging employees to take charge of their career paths is a common discourse in talent management, equipping them with the right tools remains imperative. 

AI-powered tools can be a pivotal solution in this regard. These platforms empower employees to craft personalized learning journeys, pinpoint relevant training programs, and align their career trajectories with individual interests and organizational skill needs. 

Consequently, employees can proactively acquire the skills necessary for future roles, fostering a culture of continuous growth and development.

In addition, AI-driven predictive analytics emerge as invaluable allies, simplifying the complexities of this task. 

By analyzing workforce data and industry trends, these tools forecast forthcoming skill requirements and potential talent shortages. 

Armed with such foresight, talent leaders can devise effective strategies, ensuring the organization maintains a well-equipped workforce ready to tackle future challenges head-on.

Best practices for effective internal mobility programs

To implement a successful internal mobility program, organizations should adopt several best practices:

• Leadership support: Encourage leaders to endorse and actively participate in the mobility program.
• Clear policies and procedures: Develop transparent policies that outline the process for internal applications, selection criteria, and career development opportunities.
• Effective communication: Regularly communicate the availability of internal opportunities and success stories to motivate employees to participate in the program.
• Robust HR systems: Invest in HR technology that can track employee skills, career aspirations, and internal job openings to facilitate the matching process.

By investing in robust internal mobility practices, companies can retain top talent, adapt to changing market conditions, and ensure a competitive edge in their industry.

The post Internal mobility: benefits, challenges, and the impact of AI appeared first on Recruiting Resources: How to Recruit and Hire Better.

Understanding the Pregnant Workers Act

The Pregnant Workers Act addresses issues surrounding pregnancy discrimination and accommodation in the workplace. It mandates that pregnant employees receive fair treatment and reasonable accommodations.

It also emphasizes that discrimination against pregnant employees based on pregnancy, childbirth, or related medical conditions is unlawful sex discrimination under the Civil Rights Act of 1964.

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Fundamental changes and implications

1. Explicit accommodation requirement

Old PWA: Before the amendments, employers had no explicit federal requirement to provide accommodations for pregnant workers.

New PWA: The amended PWA now explicitly mandates that employers provide reasonable accommodations for pregnant employees, similar to those required for individuals with disabilities under the Americans with Disabilities Act (ADA).

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2. Interactive process and reasonable accommodations

Old PWA: While the Pregnancy Discrimination Act (PDA) prohibited discrimination based on pregnancy, childbirth, or related medical conditions, it did not specify a formal interactive process for determining reasonable accommodations.

New PWA: The amended PWA emphasizes the importance of engaging in an interactive process between employers and pregnant employees to determine suitable accommodations. This collaborative approach ensures that the needs of pregnant workers are adequately addressed.

3. Anti-retaliation

Old PWA: The PDA prohibited discrimination against pregnant employees but did not explicitly address retaliation against employees who requested accommodations.

New PWA: The amended PWA reinforces the prohibition of retaliation against employees who request accommodations or assert their rights under the Act, providing additional protection for pregnant workers.

4. Notice requirements

Old PWA: Before the amendments, employers had no specific federal requirements to inform employees about their rights regarding accommodations for pregnancy-related conditions.

New PWA: The amended PWA requires employers to notify employees about their rights under the Act, including information about the process for requesting accommodations and the protections against retaliation.

5. Clarity and consistency

Old PWA: The lack of clear federal guidance on accommodations for pregnant workers led to inconsistencies in treatment and uncertainty for both employers and employees.

New PWA: The amendments provide clear guidelines and requirements for employers regarding accommodations for pregnant employees, promoting consistency and fairness in the workplace.

Benefits for employers and employees

The Pregnant Workers Act benefits both employers and employees. Employers who comply with the PWA avoid legal repercussions and demonstrate their commitment to workplace equality and fairness.

Pregnant employees receive the necessary accommodations and fair treatment they deserve, improving their health, safety, and productivity.

Enhanced workplace culture: Employers can cultivate a positive workplace culture that prioritizes inclusivity and accommodation, fostering an environment that values the well-being of all employees.

Retention and productivity: Accommodating pregnant workers can lead to higher retention rates and increased productivity as employees feel supported and valued, resulting in improved morale and engagement.

Legal compliance: Adhering to the provisions of the PWA ensures that employers remain compliant with federal anti-discrimination laws, mitigating the risk of costly litigation and reputational damage.

The risks of non-compliance

Non-compliance with the new Pregnant Workers Act (PWA) can result in various penalties and consequences for employers.

Here are some potential repercussions for failing to adhere to the requirements of the new PWA.

1. Legal action and lawsuits

Employees who believe their rights under the PWA have been violated may file complaints with the Equal Employment Opportunity Commission (EEOC) or pursue legal action against their employer. This can lead to costly litigation, damages, and legal fees for the employer.

2. Monetary damages

If a court finds that an employer has violated the provisions of the PWA, they may be required to pay monetary damages to the affected employee(s). Damages may include back pay, front pay, compensatory damages for emotional distress, and punitive damages in cases of egregious violations.

3. Civil penalties

Employers who violate the PWA may also be subject to civil penalties imposed by the EEOC or other relevant enforcement agencies. These penalties can vary depending on the severity of the violation and may include fines or other sanctions.

4. Injunctive relief

In addition to monetary damages, courts may also issue injunctive relief requiring the employer to take specific actions to come into compliance with the PWA. This could include implementing policies and procedures to prevent future violations and training employees and managers on their obligations under the law.

5. Reputational damage

Non-compliance with the PWA can also result in reputational damage for the employer. Negative publicity surrounding discrimination lawsuits or findings of non-compliance can harm the employer’s brand image and impact its ability to attract and retain customers, clients, and talented employees.

6. Loss of government contracts and benefits

Some employers, particularly those who contract with the government or receive government funding, may risk losing contracts or eligibility for certain benefits if found to violate anti-discrimination laws like the PWA.

7. Monitoring and oversight

Employers who violate the PWA may be subject to increased monitoring and oversight by regulatory agencies, leading to additional scrutiny and potential repercussions for future compliance failures.

Overall, the penalties for non-compliance with the new PWA can be significant in terms of financial costs and reputational harm. Employers must understand their legal obligations and proactively ensure compliance to avoid these consequences.

The post Learn the new EEOC changes in the Pregnant Workers Act appeared first on Recruiting Resources: How to Recruit and Hire Better.

These changes were introduced to address concerns about fair compensation for overtime work and to ensure that the law keeps pace with the changing nature of work and employment practices.

The US Department of Labor recently announced changes to the minimum annual salary threshold for overtime pay eligibility. These changes will be implemented in two stages. The first stage will take effect on July 1, 2024, when the threshold will increase from $35,568 to $43,888 per year. The second stage will begin on Jan. 1, 2025, and the threshold will rise to $58,656 annually.

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This means that from July 1, 2024, to December 31, 2024, the threshold will be $ 43,888, and from January 1, 2025, onwards, it will be $58,656.

As a result of these changes, many workers and employers across the country will be impacted in significant ways. Let’s take a look at these changes:

1. More people are now eligible for overtime pay

This is because the eligibility threshold has been raised to include more workers. Previously, only workers who earned less than a certain salary threshold were eligible for overtime pay.

This threshold has been raised, which means that more workers, including salaried employees, will now be eligible for overtime pay if they work more than 40 hours per week.

2. The way overtime pay is calculated has changed

Previously, overtime pay was calculated based on a worker’s salary alone. Under the new regulations, overtime pay will be calculated based on a worker’s regular pay rate, which includes bonuses or commissions.

This means that workers who earn more than just a salary will now receive fair compensation for their extra work.

3. Employers are required to follow the new rules

This is not just a bureaucratic change, but a step towards a fairer work environment. It means they will need to update their payroll systems or adjust their contracts to comply with the latest regulations.

Employers who fail to comply could face penalties or legal action. The new rules are designed to ensure that all workers are treated fairly and that the law is being followed.

4. Workers stand to gain financially

The new regulations ensure that workers eligible for overtime pay will receive more money for their extra work, which can significantly boost their income.

This is a positive development for those who put in long hours and deserve fair compensation. It could also prompt employers to foster a healthier work-life balance, reducing the need for excessive overtime and improving employee well-being and productivity.

An opportunity for employers

The new regulations may require companies to make operational changes. However, this presents an excellent opportunity to improve work processes.

Companies may need to hire additional staff or adjust work schedules to avoid excessive overtime. Prioritizing employee satisfaction and engagement may also be necessary to retain their workforce, leading to significant shifts in work organization and management across various companies.

In summary, the changes to the overtime pay law will significantly affect both workers and employers. The new regulations aim to ensure that all workers are treated fairly and receive fair compensation for their extra work.

Employers who fail to comply with the new rules may face penalties or legal action. These changes may also bring about changes to the way companies operate and manage their workforce.

The post Learn the new EEOC changes in the Pregnant Workers Act appeared first on Recruiting Resources: How to Recruit and Hire Better.

The COVID-19 pandemic has necessitated remote work, which remains a challenge. 

Additionally, issues like retention and talent acquisition continue to hurdle companies in search of the best hires. 

Technology evolves rapidly, with AI becoming increasingly prevalent. HR teams are exploring how AI can serve as an invisible coworker, automating time-consuming and manual tasks.

Let’s find out more about it below.

1. Remote work and team morale 

The sudden shift to remote work has been one of the most significant changes businesses have faced in the previous years. This transition has placed new demands on HR departments to maintain company culture and employee morale without the traditional physical workplace.

Dan Dillon, the founder of CleanItSupply, explains the core of this challenge: “As we moved online in response to the pandemic, keeping the team spirit alive and maintaining employee morale remotely has required a whole new approach to leadership and workforce management.” 

In his company, they undertook additional measures to enhance employee engagement.

“We initiated weekly virtual team-building activities to foster stronger connections amongst teams. We also revamped our performance management system, focusing more on results and less on hours worked, to encourage a healthy work-life balance while maximizing productivity.” 

Similarly, Max Shak of Nerdigital highlights the difficulties in “maintaining a strong company culture” in a remote setting. He notes that creating a sense of belonging and aligned purpose among dispersed teams has demanded innovative solutions and adjustments to HR practices.

The consensus among HR leaders like Laurie Hyllberg of Kinsa Group is that adapting to the rapidly changing work landscape, especially in terms of remote work and digital transformation, presents significant HR challenges. 

Laurie mentions, “One of the most significant HR challenges we currently face in our industry revolves around adapting to the rapidly changing work landscape, particularly in remote work and digital transformation. As VP overseeing our strategic direction in HR, I’ve observed these shifts firsthand while maintaining a strong company culture and ensuring operational efficiency.”

These statements highlight a universal HR focus about how to effectively manage remote work to ensure that it benefits both the company and its employees. 

2. Talent acquisition and retention

Another perennial challenge that has intensified in the current job market is talent acquisition and retention. The competitive job market has made it crucial for HR to not only attract but also keep top talent.

Viktoriia Prydatko, from HireDeveloperBiz, addresses this challenge: “As an HR professional, one of my biggest challenges is attracting and retaining top talent in a highly competitive job market. With the availability of job openings increasing and candidates having multiple options to choose from, it’s becoming increasingly difficult to find the right fit for our organization.” 

She stresses the importance of creating a positive and satisfying work environment that not only draws skilled professionals but also encourages them to stay.

Joe Coletta, CEO of 180 Engineering, echoes this sentiment, pointing out the difficulties in “attracting and retaining highly skilled and qualified candidates.” He highlights the competitive nature of the technical recruitment field, where top talent often has multiple offers to consider.

He also commented on the technological information that we are going to elaborate on in the next section: 

“With technology and data analytics, it’s possible to analyze metrics such as employee performance, engagement levels, and retention rates to identify trends and design targeted strategies.” – Joe Coletta

“I’ve noticed some of the best HR departments leverage the vast amounts of data available to them in today’s digital age to drive insights and informed decision-making. With technology and data analytics, it’s possible to analyze metrics such as employee performance, engagement levels, and retention rates to identify trends and design targeted strategies.”

These insights reveal a shared struggle across industries to tackle the dual issues of hiring qualified individuals and ensuring they have compelling reasons to stay.

3. Technological integration and adaptation

The integration of technology in HR processes is a critical theme that runs through many of the challenges highlighted by HR professionals. 

This encompasses everything from recruitment processes to employee management and data analytics.

Garrett Ham, CEO of Weekender Management details the balancing act required in tech integration: “One distinct challenge we’ve faced is the integration of technology in streamlining operations while ensuring that our team is not only tech-savvy but also possesses strong interpersonal skills crucial for guest relations and conflict resolution.”

Similarly, Laury Hyllberg of Kinsa Group explains how helpful it was for them to use HR technology: 

“We’re focused on leveraging technology to enhance our HR practices while being mindful of the human element crucial to our success.” – Laury Hyllberg

“We’re focused on leveraging technology to enhance our HR practices while being mindful of the human element crucial to our success. This includes investing in training and development opportunities, fostering open lines of communication, and creating virtual spaces for collaboration and social interaction.”

These perspectives highlight the important role of technology in modern HR, both as a tool for efficiency and as a potential area of upskilling/reskilling.

4. Industry-specific challenges

Each industry faces its unique set of HR challenges, shaped by market demands, workforce composition, and regulatory environments. HR professionals must tailor their strategies to meet these specific needs effectively.

Tawny Lott Rodriguez of Rowland Hall discusses the global scope of talent acquisition, which has expanded significantly in the digital age. 

“Gone are the days of recruiting from a local pool. Today, we’re in a global battle for the best minds.” – Tawny Lott Rodriguez

“Gone are the days of recruiting from a local pool. Today, we’re in a global battle for the best minds. We need laser focus, innovative strategies, and forget the old interview tactics – it’s time to think human touch and impeccable employer branding to attract top talent.” 

This global competition necessitates a more dynamic approach to HR practices, from understanding diverse cultural backgrounds to managing different time zones and legal frameworks.

In sectors with high employee turnover, such as the service industry, specific challenges emerge. Nick Valentino of Bellhope Atlanta Movers highlights the difficulty of managing turnover: 

“One of the biggest challenges we’re running into right now is keeping up with turnover for our seasonal positions. This has been an issue for us since our business launched, but it’s definitely not getting easier as we grow. Because we operate nationwide, one of the hardest parts of this is setting compensation levels competitively in each individual market.

“Especially in dense, urban areas, it can be tough for us to hit the sweet spot of competitively pricing our services and adequately compensating our staff.” 

This challenge requires innovative HR solutions that not only address recruitment but also focus on retention strategies, even in temporary roles.

5. Training opportunities 

Philip Wentworth, Jr, of Rockerbox.tech, discusses the need for additional knowledge that a specific product may require: “The primary hurdle has been ensuring our team isn’t only tech-savvy but also deeply understanding and empathetic toward the unique challenges our small business clients face.

“With a focus on developing solutions for employer-based tax credit programs, staying ahead in a niche yet complex field requires a specialized skill set combined with a high degree of adaptability.

“One effective strategy we’ve implemented is fostering a culture of continuous learning and innovation within our team.” – Philip Wentworth

“One effective strategy we’ve implemented is fostering a culture of continuous learning and innovation within our team. For example, we introduced a regular “Innovation Hour” where team members can explore new possibilities in tax credit programs or pitch technological advancements without the constraints of their everyday roles.” 

Dylan J. Cleppe from OneStop Northwest LLC sheds light on the complexities of managing a diversified service portfolio: “We aim to integrate a multitude of services for businesses, including SEO, payroll, HR, and social media management. This has presented a set of unique HR challenges. 

“The most pressing challenge we face is finding and retaining multi-disciplined professionals who are not only adept in their respective fields but can also cross-functionally collaborate to deliver a holistic service to our clients.

“This necessitates an ongoing investment in a dynamic learning environment and fostering a culture that values versatility and continuous improvement..” 

As technology evolves and new products are launched, companies have to train their employees to ensure they are up-to-date and can integrate this knowledge into their roles.

This exploration of HR’s biggest challenges reveals the complex landscape that HR professionals navigate. From adapting to remote work and integrating technology to managing industry-specific challenges and providing training, these professionals play a crucial role in shaping the future of work.

The post What is the biggest HR challenge now? We asked 10 HR experts appeared first on Recruiting Resources: How to Recruit and Hire Better.

On the one hand, CEOs (who generally have noncompetes themselves) panic that their employees will be free to cross the street and work for their competitors, and on the other hand, employees rejoicing because they will be able to cross the street and work for the company’s competitors.

Both sides need to take a deep breath. This is not a done deal.

In fact, employment attorney David Miklas said, “As an FYI, I am changing nothing from last week to today. I am still drafting noncompetes for my Florida businesses.”

Just what are the experts saying about this proposed FTC ban on noncompetes?

Wait! A lawsuit?!

To no one’s surprise, the US Chamber of Commerce and the Business Roundtable already filed a lawsuit against the FTC in federal court in the Eastern District of Texas. The only surprise was that they managed to get it filed in less than 24 hours.

While how the lawsuit will go at this point is anyone’s guess (although I’m guessing it never goes into effect), there will undoubtedly be an injunction, and even if there’s not, it doesn’t go into effect for 120 days. Any agreement for executives entered into before the effective date will still apply.

Why noncompetes aren’t evil incarnate

While noncompetes are often seen as a threat and a punishment, that may not be the case. The FTC acknowledged that executives (defined as workers earning more than $151,164 annually and who are in policy-making positions) with access to expert advice weren’t being taken advantage of.

Related: Jimmy John’s famous noncompetes, which prevented former employees from working in any sort of food service that made sandwiches for two years, died in 2016, yet people still bring it up as a sign that noncompetes are awful.

Employment attorney Todd Stanton explains:

“Our Firm’s standard advice though, is to have narrowly tailored restrictive covenants (non-solicits, non-raiding/poaching, and confidentiality clauses) in most employment agreements. We only recommend noncompetes in very limited circumstances (mostly sales of businesses). Having those covenants in place gives employers options when they face a nefarious former employee, but we make sure we talk the client through every available option before will even discuss writing a demand letter, much less a complaint and TRO.”

While many people automatically assume business interests aren’t legitimate, anyone who has worked with actual people knows that there are terrible people who would happily destroy your business. Business owners take tremendous risks and responsibilities and, as such, need a way to protect that.

But, Todd says, enforcing a noncompete is often a last resort. When he has a client who wishes to enforce one against a former employee, he looks for a different solution:

“We start with, ‘did you pay them in a manner compliant with the FLSA?’ If the answer is no, we do not send them a letter they’ll take to a lawyer. Then we ask how much the employee’s activity is costing the company and how much they’re willing to spend to stop it.

“No matter what that number is, I ask if they can think of any other more productive ways to spend that money to protect their business interests. … $100k buys a lot more good will from wavering clients than it does attorney time. And your life is happier. Most clients realize how stupid it all is if they get a little perspective.”

And if it does go into effect?

Attorney Fitzgerald (“Jerry”) Bramwell says, “What happens, assuming the Supreme Court doesn’t kill the rule? Employers start relying on carrots instead of sticks to keep their best people engaged. There is a cascading effect leading to a much happier society overall.”

And maybe you don’t even need carrots.

Employment attorney Kate Bischoff tweeted:

“Folks. Business groups. If a noncompete ban will end your business, how do businesses in ND, OK, CA, and MN stay open?”

Folks. Business groups. If a noncompete ban will end your business, how do businesses in ND, OK, CA, and MN stay open?

— Kate Bischoff (@k8bisch) April 24, 2024

Kate has a strong point. noncompetes have been essentially unenforceable in California since the 1940s and that doesn’t seem to have driven away business or innovation. California has its problems, but no one is citing the lack of noncompetes at the center of those difficulties.

And lawyers will innovate and find ways around the ban, such as confidentiality agreements, partnerships, non-disclosure, and stronger IP protection.

Employment attorney Eric Meyer explains, “The new rule does not generally impact NDAs or non-solicitation agreements unless they prohibit a worker from, penalize a worker for, or function to prevent a worker from seeking or accepting work or operating a business.”

But there will be consequences to that as well.

Stephanie Raynor, an HR application specialist, says that, if the noncompete ban goes into effect, “companies may strengthen confidentiality agreements, limiting employee mobility and innovation.”

This is no magic fix for anyone. And we all have to wait for the lawsuits to sort out. My best guess is that noncompetes will ultimately be limited but not done away with altogether. As the FTC says, executives can represent themselves well.

The post Legal experts chime in on the FTC’s noncompete ban appeared first on Recruiting Resources: How to Recruit and Hire Better.

What is an AI Engineer?

An AI Engineer is a tech professional skilled in programming, machine learning, and data science. They apply their expertise to develop algorithms that enable machines to perform tasks that typically require human intelligence. These tasks can range from speech recognition and image processing to decision-making processes within business applications.

What does an AI Engineer do?

AI Engineers are involved in the end-to-end development and deployment of machine learning models. They translate complex data into AI-driven solutions that can perform autonomously in real-time environments. This role includes writing code, deploying models to production, and continuously monitoring and updating them as needed.

Key responsibilities:

• Design and develop AI models and algorithms from scratch.
• Implement AI solutions that integrate with existing business systems to enhance functionality and user interaction.
• Manage the data flow and infrastructure for effective AI deployment.
• Collaborate across teams to align AI initiatives with organizational goals.

The post AI Engineer job description appeared first on Recruiting Resources: How to Recruit and Hire Better.

What is an AI Strategist?

An AI Strategist is a pivotal role that involves understanding the potential of artificial intelligence technologies and applying this knowledge to craft strategies that align with and propel a company’s business goals. This role requires a deep understanding of both technology and business to effectively bridge the gap and drive meaningful innovation.

What does an AI Strategist do?

AI Strategists conduct comprehensive analyses to identify how AI can improve business processes, enhance customer experiences, and create new products or services. They design and oversee the implementation of AI strategies that incorporate ethical considerations and maximize ROI. Their work involves constant learning and adaptation to new technologies and market developments.

Key responsibilities

• Strategically plan and manage AI initiatives to align with business goals and drive innovation
• Lead the adoption and integration of AI technologies across business units to solve complex challenges and create value
• Assess new AI technologies and their potential impact on the business, recommending investments and technology adoptions
• Facilitate collaboration between departments to ensure that AI projects are effectively implemented and integrated

The post AI Strategist job description appeared first on Recruiting Resources: How to Recruit and Hire Better.

What is an AI Auditor?

An AI Auditor is a specialized role that focuses on the critical evaluation of artificial intelligence systems to ensure they operate within established ethical and legal frameworks. They assess various aspects of AI applications, including algorithms, data usage, and overall system design, to safeguard against biases and ensure transparency and fairness.

What does an AI Auditor do?

AI Auditors systematically review and verify the compliance of AI systems. They work closely with technical teams to understand AI workflows and identify any potential ethical or legal issues. This includes monitoring the data handling practices, evaluating the fairness of algorithms, and ensuring that AI implementations do not compromise user privacy or security.

Key responsibilities:

• Evaluate AI systems for adherence to ethical, legal, and technical standards
• Conduct risk assessments to identify vulnerabilities within AI implementations
• Audit AI algorithms, models, and data streams for compliance and accuracy
• Collaborate with AI ethics officers and data scientists to ensure integrity and fairness in AI applications

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What is an AI Operations Manager?

An AI Operations Manager strategically leads the deployment and ongoing management of artificial intelligence within an organization. This role requires a blend of technical acumen and managerial expertise to ensure AI systems are effectively integrated and consistently aligned with evolving business objectives.

The manager also ensures that AI deployments enhance operational processes and adhere to best practices and industry standards.

What does an AI Operations Manager do?

The AI Operations Manager is responsible for the operational aspect of AI within the company, ensuring that AI systems are not only up-to-date but also aligned with the strategic objectives of the organization.

This includes managing system updates, overseeing the integration of new AI capabilities, and collaborating with various teams to mitigate risks associated with AI deployments. The role also involves continuous monitoring and evaluation of AI systems to optimize performance and ensure maximum efficiency.

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What is an AI Analyst?

An AI Analyst is a professional skilled in the art and science of data analysis and modeling, specifically within the realm of artificial intelligence. Their expertise helps to uncover hidden patterns, correlations, and insights from raw data, which can be pivotal in critical decision-making processes. The role demands a strong understanding of both the technical aspects of data analysis and the strategic implications of the insights derived from it.

What does an AI Analyst do?

An AI Analyst meticulously sifts through data using various analytical tools and techniques to support the objectives of their organization. This involves cleaning and preparing data, selecting suitable models, and performing exploratory data analysis to validate assumptions and infer conclusions. Their work often leads to actionable insights that can profoundly impact a company’s strategy, operational efficiency, and technological advancements.

Key responsibilities:

• Lead and coordinate with data scientists and other stakeholders to develop innovative data analysis methodologies
• Utilize advanced analytics to extract valuable insights from large datasets, helping to shape business strategies
• Spearhead the implementation of machine learning models to automate data processes and enhance predictive analytics
• Ensure the accuracy and integrity of data used for analytical purposes through rigorous validation and testing

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What is an AI Trainer?

An AI Trainer is a pivotal role in the field of artificial intelligence, dedicated to the continuous improvement of AI systems through meticulous training and optimization of data. These professionals utilize their expertise in data science and machine learning to prepare datasets, develop training scenarios, and adjust algorithms to train AI systems efficiently and effectively.

What does an AI Trainer do?

AI Trainers play a crucial role in shaping the capabilities of AI systems, ensuring they are able to understand and respond to human input with high levels of accuracy. Their work involves crafting datasets, running simulation exercises, and continuously tweaking the training processes to teach AI models how to process and react to real-world data and scenarios.

Key responsibilities

• Designing comprehensive training strategies for AI systems to enhance their learning and performance
• Analyzing and interpreting model performance to identify training deficiencies and opportunities for improvement
• Collaborating with AI engineers and data scientists to integrate and refine AI models
• Overseeing the implementation of training protocols and adjusting them based on feedback and analytics

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The FTC has decided to limit the enforceability of most noncompete agreements in employment contracts, except those applicable to senior executives.

The FTC defines senior executives as workers earning more than $151,164 annually who are in a “policy-making position.”

Noncompete agreements for regular employees, such as those in sales or marketing or engineering teams, will no longer be enforceable.

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The background

Noncompete agreements were once limited to highly paid executives to prevent them from sharing confidential information with other companies.

However, in recent years, such agreements have become more common in lower-paying jobs such as fast-food workers, yoga instructors, and maintenance workers.

These agreements can prohibit workers from taking a job with a competitor, starting their own business, or even working in the same industry for a set period after leaving their current job.

They can sometimes be so broad that they prevent workers from finding new employment in their chosen field – thereby limiting their career options.

“The freedom to change jobs is core to economic liberty and a competitive, thriving economy,” says FTC Chair Lina M. Khan.

“Noncompetes block workers from freely switching jobs, depriving them of higher wages and better working conditions, and depriving businesses of a talent pool they need to build and expand. By ending this practice, the FTC’s proposed rule would promote greater dynamism, innovation, and healthy competition.”

Employees will have more freedom to navigate the job market and explore new opportunities. The FTC believes that this change will provide more choices for employees and enable them to explore new places of work without the fear of being tied down by noncompete agreements.

However, it’s important to note that without noncompete contracts, employees may face increased competition and potential loss of job security.

What this means for you as an employer

In the current business landscape, employers are advised to be cautious about their restrictive covenants to ensure compliance with legal regulations. To safeguard their business interests, they should consider implementing appropriately tailored nonsolicitation or confidentiality clauses and limit trade secret access only to those who need it.

Employers who are concerned about the FTC rule, as well as broader legislative and regulatory efforts to restrict the use of noncompete agreements, may look into other options to protect their confidential information and business relationships. This could include nondisclosure and nonsolicitation agreements.

However, ensuring that these agreements comply with local, state, and federal laws is crucial.

The FTC hopes to encourage worker mobility, enhance competition, and stimulate innovation by limiting noncompete agreements. This decision will also benefit small businesses and startups, which often need help recruiting and retaining top talent due to their inability to offer competitive salaries and benefits.

Overall, this recent decision to limit the use of noncompete agreements in the US has been widely praised by experts as a significant move towards promoting competition and dynamism in the job market.

Noncompete agreements restrict employees from working for a company’s competitors for a certain period after leaving. While these agreements were originally intended to protect companies’ trade secrets and intellectual property, they have often been misused to limit workers’ mobility and bargaining power, resulting in reduced wages and stunted career growth.

The rule will take effect 120 days after publication in the Federal Register, which if published now, makes it effective in late August 2024. Publication typically happens several days after approval – however, legal challenges may delay enforcement. Business groups led by the US Chamber of Commerce have already taken legal action.

The post Learn the new EEOC changes in the Pregnant Workers Act appeared first on Recruiting Resources: How to Recruit and Hire Better.

Building strong relationships 

The cornerstone of successful networking is the genuine rapport and trust you build with others. 

Whether online or in person, focus on being authentic and interested in the conversation. 

Rather than merely exchanging business cards, engage deeply with contacts to understand their challenges and goals. 

This approach not only strengthens relationships but also makes them more likely to remember and recommend you when opportunities arise.

Continuous engagement

Effective networking doesn’t end with making initial contact; it requires ongoing effort. 

Regular follow-ups through emails, social media, or meetups can keep the relationship alive. It’s important to touch base not only when you need something but also to share useful articles, congratulate them on professional milestones, or simply check in to say hello. 

This kind of consistent engagement helps to solidify your network and keeps you top of mind.

Strategies for networking to land your next job

Networking can be daunting, especially if you’re unsure whether to focus your efforts online or in person. 

The good news is that in just the first quarter of 2023, 37% of job seekers used their networks to search for job opportunities. by asking for referrals or consulting their existing networks. This method of job searching highlights the ongoing importance of personal connections in finding employment opportunities​

In-person vs. online networking 

While the digital world offers convenience and a broader reach, face-to-face interactions can lead to more profound and immediate connections. 

In-person events like industry conferences, seminars, and business meetups provide a platform to engage directly with influencers and peers. 

Utilizing social media platforms

Social media is a powerhouse for networking. LinkedIn, in particular, is indispensable for building professional relationships. 

Create a compelling profile, engage regularly with your connections by sharing insightful content, and participate in discussions to increase your visibility. 

Connect with people in your industry and join groups that align with your career interests. Twitter and Facebook can also be effective if used strategically to follow companies, join career-related groups, and engage in industry conversations.

Online networking tools

Beyond social media, there are numerous tools designed to enhance networking. For example, digital business cards can be a great way to share contact information quickly and efficiently in virtual meetings or webinars. 

Networking apps and platforms like Meetup can help you find How can job seekers use networking to their advantage? events and groups that match your professional interests, providing new opportunities to connect with like-minded professionals.

Practical Networking Tips

To network effectively, you need practical strategies that you can apply in everyday situations. Here are several tips to enhance your networking efforts:

1. Starting with who you know: Begin by mapping out your existing network which might include former colleagues, acquaintances, friends, and even family members. 

Reach out to them with specific intentions, such as gaining insight into their industries or asking for introductions to other professionals. 

This approach can ease the pressure of making new connections from scratch and can lead to unexpected opportunities.

2. Expanding your circle: As you become more comfortable with your immediate network, start attending broader industry gatherings and online events. 

Each new connection has the potential to introduce you to another, thereby exponentially growing your network. 

Always be open to meeting new people, regardless of their industry, as diverse contacts can offer unique perspectives and opportunities that you might not find within your current network.

3. Networking etiquette: When engaging with new contacts, be respectful and considerate. Never directly ask for a job.

Instead, focus on learning about the person and their needs. Ask thoughtful questions that demonstrate your interest and expertise. 

When the time is right, express your career aspirations and ask for advice, not a job. 

This approach not only shows professionalism but also helps build a rapport based on genuine interest and respect.

With these tools and tactics, you are better equipped to navigate the networking landscape, ultimately enhancing your ability to secure a job in today’s competitive market.

What to consider before starting with networking

While networking can universally benefit job seekers, there are several nuances and special considerations to keep in mind that can vary depending on context:

Cultural considerations 

Networking is not a one-size-fits-all activity, cultural nuances can influence how networking is perceived and practiced around the world. 

Understanding and respecting these differences is crucial to international networking success.

Ethical networking 

Ethical considerations are paramount in networking. It’s important to ensure that your networking efforts are genuine and not solely self-serving. 

Aim to offer help and support to others as much as you seek it for yourself. This reciprocal approach not only enriches your professional relationships but also builds your reputation as a valuable and trustworthy member of your network.

Reflect on your current networking strategies and consider integrating the approaches discussed here to enhance your networking effectiveness. 

Step out of your comfort zone, start building those connections, and watch as your professional network grows, bringing with it more  possibilities for your career.

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Key security features to look for

When evaluating an HRIS, several security features are paramount. These not only protect against unauthorized access but also ensure that the data remains intact and confidential throughout its lifecycle in the system.

Data encryption

• Encryption at-rest protects data stored on physical or virtual disks from unauthorized access by encrypting the data while it is not actively being used.
• Encryption in-transit safeguards data as it moves between systems, ensuring that intercepted data cannot be read without the appropriate decryption keys.
• Encryption in-use may also be provided, which encrypts data even when it is being processed, providing an additional layer of security.

Compliance with data protection regulations

An HRIS should comply with key data protection regulations relevant to the organization’s location and operations. 

This not only includes GDPR but may also involve local privacy laws and sector-specific regulations like HIPAA in healthcare.

Compliance ensures that the HRIS provider is following best practices for data privacy and security, which helps in protecting against legal and financial repercussions.

Access controls

Effective HRIS systems implement robust role-based access controls (RBAC) that restrict access based on the user’s role within the organization. This means that individuals can only access information that is pertinent to their job functions.

These controls help minimize the risk of data exposure internally and play a crucial role in preventing data leaks.

Each of these features contributes to a secure HRIS environment, ensuring that employee data is protected from both external attacks and internal misuse. As businesses increasingly rely on digital tools for human resources management, the security of these systems cannot be overstated.

This beginning sets the stage for your article by defining the importance of HRIS security, introducing essential concepts, and detailing key security features.

It will help guide your readers through the critical elements to look for when assessing the security of their HRIS provider.

Advanced security practices

While basic security measures are essential, advanced security practices provide additional layers of protection and monitoring that can significantly enhance the robustness of an HRIS. 

These include proactive monitoring and alerts, regular security audits, and enhanced user authentication and secure connections.

Proactive monitoring and alerts

Continuous monitoring involves tracking all activities within the HRIS to identify and react to abnormal behavior or potential security threats promptly. This not only helps in detecting breaches early but also in preventing them.

Security alerts are automated notifications that inform system administrators and security teams about unusual activities. These alerts enable quick response to potential threats, helping to mitigate risks before they escalate.

Regular security audits

Conducting regular technical security audits is crucial for maintaining the integrity of an HRIS. These audits assess the effectiveness of the security measures in place and identify any vulnerabilities or areas for improvement.

Audits can be performed internally by dedicated security red teams or externally by third-party security specialists. Regular reviews ensure compliance with security policies and standards, and they keep security practices up to date with the latest threats.

User authentication and secure connections

Strong user authentication methods, such as two-factor authentication (2FA), biometrics, or single sign-on (SSO), are critical for verifying the identity of users accessing the system. 

These methods help prevent unauthorized access by ensuring that only legitimate users can log in.

Secure connections, typically implemented through TLS protocols, encrypt data exchanged between users and the HRIS. This ensures that data remains private and unaltered during transmission, protecting against interception by malicious actors.

Vendor transparency and trust

Choosing an HRIS provider involves more than just evaluating their product; it also requires assessing the provider’s business practices, particularly their transparency and commitment to security.

Transparency in how an HRIS provider handles security is indicative of their reliability and trustworthiness. Providers should clearly communicate their security measures, policies, and any relevant certifications.

Building trust through open communication

Regular updates from the provider about new security measures, as well as timely disclosures about potential or actual security breaches, are crucial for maintaining trust.

Engaging with providers about their security practices and receiving satisfactory responses demonstrates their commitment to protecting client data.

Evaluating your HRIS provider

When assessing potential HRIS providers, it is essential to perform a thorough evaluation of their security features and practices. Always have in mind that prevention is always better than cure. 

This evaluation helps ensure that the provider can adequately protect sensitive employee data.

Steps to assess a provider’s security

1. Review the security features outlined earlier in this article. Ensure that the provider meets or exceeds these basic and advanced security requirements.
2. Ask specific questions about the provider’s data handling and security practices, including data storage, encryption methods, and how they manage data breaches.
3. Check for independent security certifications like ISO/IEC 27001, which indicate adherence to high security standards.

Questions to ask providers

• What encryption methods do you use for data at rest and in transit?
• How do you handle and respond to data breaches?
• What third-party security audits or certifications do you have?

Red flags in provider security

1. Lack of clear and direct responses to security inquiries.
2. Absence of regular and transparent security audits.
3. No evident compliance with international data protection regulations.

At Workable one of the most compelling testaments to our confidence in our security measures is our use of the Workable HRIS tool.

As a true example of ‘dogfooding,’ we use our platform to store sensitive information such as our employee data. 

We do this not because it’s convenient, but because we trust the controls in place that protect data confidentiality and integrity. 

Remember, the strength of your HRIS security affects not just the operational aspects of your business, but also its moral and legal standing. Choose wisely, act responsibly, and prioritize security in every decision related to your HRIS.

Additional resources

To deepen your understanding of HRIS security and stay updated on the latest trends and practices, consider the following resources:

• “Data Security Standards” by the International Association for Privacy Professionals (IAPP).
• “HR technology: closing the security gap” by the Society for Human Resource Management (SHRM).
• Regular publications and updates from data protection agencies such as the European Data Protection Supervisor (EDPS) or the U.S. Department of Health and Human Services for HIPAA-related information.

The post Ensuring data security in your HRIS implementation appeared first on Recruiting Resources: How to Recruit and Hire Better.

What is an AI Architect?

An AI Architect is a strategic role that involves planning and designing the foundational frameworks that allow businesses to leverage artificial intelligence technologies effectively. These professionals ensure that AI implementations support business goals, enhance operational efficiency, and drive technological innovation while adhering to ethical standards.

What does an AI Architect do?

AI Architects are pivotal in bridging the gap between complex AI technologies and practical business applications. They design the technical blueprints for AI systems, collaborate with technical and business teams to tailor AI-driven solutions, and oversee the implementation process to ensure that these solutions deliver tangible benefits.

Key responsibilities of an AI Architect:

• Architecting and deploying scalable AI solutions that integrate seamlessly with existing business and IT infrastructure
• Leading cross-disciplinary teams to develop AI applications that meet strategic business objectives
• Ensuring AI solutions comply with ethical standards and industry regulations
• Staying abreast of advancements in AI, machine learning, and data science to continuously innovate and improve solutions

The post AI Architect job description appeared first on Recruiting Resources: How to Recruit and Hire Better.

Now, imagine this: instead of your manager informing you that the job posting for the vacant position has been posted, they announce that the organization has decided to implement AI-driven solutions to handle the responsibilities previously managed by the departing individual.

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You are immediately skeptical of this new development.

“How will AI know how to do my former co-worker’s job?”

“We were working on some projects together. What will happen to those?”

These questions abound, among other fears and uncertainties.

However, a fascinating journey of discovery and adaptation unfolds, illustrating the symbiotic relationship between humans and AI in the workplace.

A fascinating journey of discovery and adaptation unfolds, illustrating the symbiotic relationship between humans and AI in the workplace.

AI integration is becoming increasingly prevalent in today’s rapidly evolving landscape of workplace dynamics. From streamlining operations to enhancing decision-making processes, AI has undoubtedly transformed various facets of organizational functioning.

However, as illustrated in the example above, when it comes to HR, the introduction of AI can evoke a spectrum of emotions, ranging from curiosity to apprehension.

At the heart of this narrative is the recognition that AI can be a valuable tool for HR professionals when used strategically and ethically. By leveraging AI’s capabilities, organizations can streamline administrative tasks, optimize recruitment processes, and gain actionable insights from vast datasets.

Returning to our original scenario, one of your former co-worker’s tasks was answering questions about employee benefits. Imagine: instead of being directed to a phone number, employees are now greeted by a chat box that provides instant access to not only the benefits information but also other HR-related information, policies, and procedures.

These AI-driven assistants can enhance HR service delivery, reduce administrative burden, and improve employee experience, all of which contribute to a more efficient and effective HR function.

But I understand you may have concerns. If AI can handle my former co-worker’s primary responsibility, what about my own job? It’s a valid question.

The value of the human touch

Amidst the excitement about the potential benefits of AI in HR, it’s important to remember the human aspect of this technological integration. While AI may excel in executing repetitive tasks and providing readily available information, it cannot replicate the nuanced understanding, empathy, and creativity that are inherent to human interactions.

Therefore, the HR function must navigate the human-AI relationship with care, ensuring that technology complements rather than replaces human expertise and intuition. This human-centric approach is crucial to maintaining the unique value that HR professionals bring to the table.