What is Full Service Hiring?

in /by

Finding talent to fill job openings within an organization is not an easy task. Most human resources professionals can attest to this. Candidly, the recruitment process can be a hassle. Full Service Hiring can greatly help with these issues!

Technology can simplify recruitment tasks and processes, but this does not guarantee the desired results. Hiring success requires more than just a software solution. It requires expertise and quality human-to-human interactions.

Why Your Hiring Process Fails

There are a number of reasons why your hiring process may fail in producing your desired results. These include:

 

  • Job seekers are not applying to your jobs because the job ads are not compelling.
  • Your job ads fail to reach enough job seekers.
  • You are inundated with applicants that fail to meet your minimum requirements. 
  • Your qualified applicants drop out of the process without notice or reason (ghosting).

 

The above experiences may extend your hiring process into a months-long slog, or even force you to restart the process at square one when openings are not filled. That leads to a loss of time/productivity for hiring managers (who have other full-time duties), which can translate to reduced customer satisfaction–and ultimately, profit.

But there’s a way to get off the hamster wheel of inefficient hiring, and use your time for more strategic efforts that can positively impact the bottom line. That’s where Full Service Hiring comes in!

What is Full Service Hiring?

Full Service Hiring is a managed service solution that helps employers realize hiring success by removing the time-consuming, yet vital, hiring tasks that require expertise and personal touch.

ExactHire, a leader in employment software and services, provides this solution for companies that either need additional people power, or that want to transition their work entirely to a proven outsource partner.

Full Service Hiring Vs. Recruiting Agency

Full Service Hiring places a team of SHRM certified strategists in charge of managing much of the recruiting process, but this is distinct from a recruiting agency in a few key ways:

Cost

A recruiting agency often charges a fee of 20-30% per hire of the hire’s annual salary. Full Service Hiring is not based on a per hire recruiting fee. Instead, it is based on an affordable, flat fee that is up to 72% lower than a recruiting agency.

Results 

A recruiting agency often delivers two or three candidates to a client for final consideration. Full Service Hiring hands off every qualified applicant that meets your hiring criteria. You can then choose to hire as many candidates as you need for that one, flat fee.

Employer Brand

The Full Service Hiring team works on behalf of your organization and represents your employer brand to the job market. This means that your job ads promote and leverage your company brand–not that of a third party recruiting agency. This is especially important for large, ongoing hiring initiatives that seek to build awareness around your career opportunities.

How does Full Service Hiring work?

First off, Full Service Hiring provides a customized solution within a time-tested framework. The Full Service Hiring team works closely with you and your internal team to learn the details of your hiring process and how your company is different from your competitors.

Additionally, the team understands that the ideal candidate will differ slightly for each job opening. So they take the time to learn what makes an ideal candidate for each of your openings, and for your organization’s culture as a whole.

Once the team has learned about the qualities, skills, credentials, and other pertinent details essential (or optional) for the job opening, the team moves into action.

Below are the main phases of Full Service Hiring:

 

Write Job Ads

Leave the wordsmithing to the Full Service Hiring team. They are thoroughly knowledgeable in how to craft attention-getting, informative job ads that convert job seekers into applicants. 

Buzzwords and jargon are left out in favor of straight-forward language that highlights the benefits of working for your organization in a role that aligns with a job seeker’s career interests. Job ads will also be neutral and free of words that could generate unconscious bias.

 

Optimize Job Application 

The Full Service Hiring team reviews company job applications and identifies ways to increase applicant conversions. Does the application collect essential information from the applicant? Is the application too long? Is the application process quick and mobile friendly for the applicant? 

The Full Service Hiring team will evaluate the application to make it an optimal application experience for candidates resulting in a conversion rate boost.  

Promote Job Ads

It’s time to promote the finely crafted job ad to the world. But you don’t want just anyone applying; you want the most qualified people applying.  

With access to up to 25,000 job sites, the Full Service Hiring team will post and manage job ads on sites that will produce the results you need.The team analyzes data and measures traffic to identify the most relevant job boards for your job openings. 

It’s reassuring to know that there is a team of professionals monitoring where your company’s jobs are being posted and how they are performing. 

 

Screen Applicants

The applicants are flowing in, so it’s time for the our team to evaluate them. 

The team uses the initial hiring criteria you provided to identify all qualified candidates for your job opening. All members of the Full Service Hiring team are SHRM certified and have years of experience working in and around HR, so you can be assured that this process is both thorough and objective.

Applications do not sit for days, waiting for review. The team quickly jumps into action as applicants apply to your job ad. Applications are reviewed, and a member of the Full Service Hiring team can schedule and conduct initial interviews to determine if they are a good fit for your organization and job opening. 

Personalized, timely communication is essential to a successful hiring process, and the Full Service Hiring team is committed to delivering this with every job opening, and every job applicant.

 

Review Candidates and Make Hiring Decisions

After applicants are screened, the Full Service Hiring team will deliver you all qualified candidates, in real time, giving you a steady stream of the most qualified candidates available for your final consideration. You decide the next steps. 

Will you interview again? Will you reject? Or will you hire on-the-spot?  The decision is YOURS, and the Full Service Hiring team will be there to provide insight as needed.

Why ExactHire Full Service Hiring?

ExactHire has helped employers improve their hiring process and results since 2007. We know the challenges associated with hiring in all types of job markets because we’ve worked to solve those challenges with thousands of HR professionals and business owners across the U.S.

With this knowledge, and our proprietary software, we are able to offer Full Service Hiring at an affordable price that helps organizations grow their workforces and scale their businesses.

Let the ExactHire team put its years of experience and expertise to work for you. Together, we can help you save time and money while improving your hiring process and outcomes.

Green HR Practices: Promoting Sustainability in the Workplace

in /by

April is dedicated as “Earth Month” with “Earth Day” held annually on April 22nd. People are shifting their mindsets though to make “every day Earth Day” by committing to Earth friendly efforts. Environmentalism is not only for individuals, but for companies too.  Implementing eco-friendly practices within the work culture confirms a company’s commitment to sustainability which can save money and increase customer loyalty. More importantly, green practices improve the condition of our world. We only have one Earth, and we need it to last!

Sustainability in HR

Creating eco-friendly practices at work might sound daunting, but with planning and communication, those practices can easily become the norm. Every initiative has to start somewhere so start with identifying champions for the cause.  Create a sustainability team with key company leaders and Human Resources along with volunteers and representatives from various levels and departments. These teammates can champion the cause and be resources for learning and strategizing the company’s environmental efforts.

Sustainability Priorities

Before implementing new eco-friendly strategies, the sustainability team or designated personnel should conduct an audit to identify areas of improvement. Thoroughly examine the work environment.   Conduct Waste Walks, similar to the objectives of Gemba Walks, to identify opportunities to reduce or eliminate waste. Check to make sure items are working properly, especially where water is concerned. According to the EPA, one leaky faucet dripping at the rate of one drip per second can waste more than 3,000 gallons per year which is enough water to take more than 180 showers! If more than one dripping faucet exists, costs will add up quickly in addition to water waste. Make a list of items to check, and set regular dates for evaluation. 

Once areas are targeted for improvement, the sustainability team can host Lunch and Learns to educate employees on what the company is doing to be environmentally friendly and the benefits to employees for going green.  Create workplace challenges like not using disposable items for a month with those who do that earning company swag or a gift card.  The team can also make sure employees are informed on the proper ways to reduce, reuse and recycle and provide signage in areas on proper recycling. These individuals are the ones who light the fuse on igniting excitement for green practices. 

 

Here are 8 eco-friendly practices to incorporate within the company workspace:

 

Save the trees!

According to the University of Illinois, the United States alone, which has less than 5% of the world’s population, consumes 30% of the world’s paper. Take note:  40 reams of paper is equivalent to 1.5 acres of pine forest absorbing carbon for a year. How many reams of paper were in the last company order?  Too many.  If paper must be used, use recycled paper and print double sided whenever possible. There are many ways to eliminate paper consumption.  Save time and money by using an Applicant Tracking System (ATS) with a customizable electronic application instead of paper applications. Organize employee documents in onboarding software.  No need to worry about misfiling or losing papers or keeping information confidential when items are saved securely in an electronic format. Going green with employment software will save a lot of green for the company.

Take a Temperature Check

Check the thermostat within the office environment. Is the temperature too hot or cold?  Although OSHA does not mandate companies to keep specific temperatures in the workplace, they recommend companies keep the temperature between 68 and 76 degrees Fahrenheit.  Keep the temperature the range that allows comfort and productivity while being green.

Light the Way

Artificial light can impede productivity in addition to being eco-unfriendly. If office logistics allow, utilize natural light through energy efficient windows as much as possible.  Ensure light fixtures are using LEDs. Set timers on lights to turn on or off automatically when rooms are or are not being used to further promote sustainability.

Incentivize

Offer employees perks to bike, walk, carpool or take mass transit to work.  Consider making roles hybrid or remote, especially when long commutes are the norm. Change can be hard for people, and providing rewards to employees for committing to making progressively impactful change should be acknowledged publicly and with the proper motivators. 

Host Electronic Recycling Events

Partner with local waste management and recycling facilities to host recycling days or create designated recycling areas with recycling bins. Electronic devices such as TVs, cell phones and computers are upgraded frequently. While many of these items are often still in working order, host electronic recycling programs so devices that are no longer wanted can be reprogrammed and repurposed. There are nonprofits and schools who could eagerly use technology devices upgraded after a year or two of personal or company use. 

Keep the Work Area Clean

Local waste management and recycling facilities can help with implementing onsite recycling initiatives. Use environmentally friendly cleaning products. Have plastic, aluminum, and glass recycle areas. Consider having a compost area for food waste.  Eliminate individual trash cans at work stations. Etsy did this, and by eliminating individual trash cans and creating communal trash stations with individual recycling, compost, and landfill sections, Etsy’s waste dropped 18%, while its compost rate jumped 300% and its recycling rate went up 20%.  Where trash cans exist, at least use compostable trash bags. 

Refresh the Refreshment Area

Single use coffee cups for coffee makers can fill a trash can rapidly. Those cups are often made of plastic that does not decompose so replace those with reusable or compostable single use cups.  Ideally, multi use serving options are the best for sustainability purposes. Bring back the coffee pots. Have drink stations for employees and/or customers where drinks are self-serve instead of in plastic bottles, but if plastic bottles are used, ensure there is the opportunity to recycle those plastic bottles.  

Reuse, Reuse, Reuse

Encourage employees to bring their own reusable water bottles.  Gift employees with a quality water bottle with the company logo on it as a motivator. Promote reusable items wherever possible. Stock the company kitchen/snack area with actual silverware, plates and cups that can be washed and reused. Explore installing an energy efficient dishwasher in the area to keep the area clean.  Encourage employees, and customers, to opt for reusable bags instead of plastic bags. 

Conclusion

When we “throw away” something, it does not go away. It goes somewhere. People have the opportunity to be more intentional in their environmental actions through enhanced and in-depth discussions and education. Companies can create a culture of eco-friendly work practices by communicating the need for change and why positive change must occur for our current and future generations.  Being an eco-friendly company delivers cost savings and leaves a positive impact on the Earth by promoting sustainability. Customers’ loyalty increases when seeing a company is making efforts to help the Earth and reduce waste.  Internally, employees’ morale improves, even with small changes, when they see that their actions can make the Earth a better place not just tomorrow, but today.

Spring Into Action – Interns, Externs, & Apprentices

in /by

Filling open vacancies within a company is a daily challenge for Human Resources.  Seasoned talent coming from competitors may try to leverage their skills and experience to potentially negotiate. Whether that’s higher salary or benefits packages when seeking employment with a new company.  The hiring process can become a game of negotiation between a company and a prospective employer. Unfortunately, the employer will lose prospective talent to a competitor from time to time.

When filling some vacancies, a key talent pool can often be overlooked. Spring has sprung, and ‘tis the season when many new college/university and trade school students will be entering the workforce as new graduates who seek to utilize their skills acquired through advanced education. HR professionals need to explore the new graduate population as resources to fill entry-level and mid-level roles within an organization. New graduates seek work so let’s give them a chance to show what they have learned.

 

Benefits of New Graduates

New graduates offer a variety of benefits to an employer. From their coursework, they have learned new strategies and educational content that can be applied towards job duties.  Group projects throughout their major and general education courses provide opportunities for students to think creatively. They learn to express their ideas while learning from others’ perspectives.  They must plan and strategize to meet timelines and goals to ensure delivery of successful projects.  Communication, collaboration and team building are transferable skills that are essential in the workforce and are key components of higher education learning experiences.  

There are different ways students can acquire relevant experience that relate directly to the role(s) they seek in their desired industry(ies).  Internships, externships and apprenticeships are three experience opportunities designed to develop business acumen for students.  Each of these three experience opportunities have similarities and differences yet all offer beneficial insights and enhance marketability of new graduates.

Externship vs. Internship

Handshake explains the difference between an externship and an internship. Externships focus on connecting a student with a mentor in a company to learn more about what the mentor does and what tasks, functions and trends are anticipated within an industry.  Externships are typically unpaid and short-term.  Internships provide hands-on experience within the student’s desired career field. Unlike externships, internships tend to be paid, although if paid, wages are typically low. 

Internships tend to earn academic credit and can last up to a year while externships are often a part of a class so no additional academic credit is earned. Externships are often very short lasting up to a few weeks.  Apprenticeships are typically full-time training programs leading to industry recognized certifications and full-time employment using those specific skills. Internships and externships do not always lead to permanent employment with the organization in which the student completed the internship or externship while apprenticeships are the opposite.  

Unique Advantages of New Graduates

Hiring new graduates to fill vacant roles provide a myriad of benefits to an employer. New grads are anxious to find a job that allows them to use their skills from training. They want to be self-sufficient, make money and pay off any existing loan debt so employment is a key goal for them. New grads can be easier on the company’s salary budget.  Because new grads lack years of formal, industry specific work experience, they may be hired at a lower, but fair, market rate as compared to seasoned talent. New grads can be “molded” by company leadership. Meaning that they can be taught professional and company culture skills more easily. 

The “because we have always done it that way” mindset is not firmly implanted in their minds. Whereas tenured employees and job seekers might think this way. Pairing new graduate hires with a mentor can be a big help. They can train the new grad with skills that were not learned in the classroom.  Hiring new grads can build career longevity and set the new graduate up for success leading them to pursue internal advancement opportunities as time goes on.  Talent stays within the organization which can save time and money on recruiting and onboarding due to turnover.      

“Inexperienced” Candidates

If a new graduate does not have an externship, internship or apprenticeship on their resume at graduation time, it does not mean the person does not have pertinent experience or transferable skills applicable to vacant roles within a company.  Consider any full-time or part-time employment the student worked while completing higher education. Working while going to school takes time management skills.  Being a barista or server requires excellent customer service skills. 

Tutoring requires a person to be a subject matter expert (SME) with the ability to communicate knowledge to others in ways students understand.  Call center and retail associates must be organized, meet goals and deliver a positive customer experience. Babysitting and nannying require compassion and the ability to keep children safe and entertained. These examples are a fraction of part-time and full-time jobs that students have worked while training.  All of these examples encompass transferable skills. 

New graduates who have a degree but not experience through externships, internships or apprenticeships can benefit from On-The-Job (OTJ) training provided by the company.  OTJ training is especially useful in the manufacturing environment. These graduates may come with technology related training but need specialized training with differing equipment within the work environment.  OTJ can be part of a higher education training or trade school training program also.  

Recruiting New Graduates

If your organization is ready to recruit for your own internship, externship and/or apprenticeship programs, having a specialized application within your Applicant Tracking System (ATS) will help. Collect essential data such as contact information, college or trade school attending, anticipated graduation, links to portfolios, and answer fields where students can share achievements and awards.  Ensure the ATS application collects all the pertinent information needed to select the most prime candidates.  Keep open communication flowing with students through text and email.

Make sure that students receive an acknowledgement when they apply and especially if they are not selected so they can plan accordingly. Creating message templates within the company’s ATS can make communication personalized while quick and convenient. Make sure all applicants, whether it be for an internship, externship, apprenticeship or permanent employment, have a positive experience in the recruiting process.  Negative experiences can easily travel on social platforms and through word-of-mouth. Create and maintain a positive view of the company’s recruitment process. Leave job seekers with a satisfactory experience so they can share something positive about the company.  

Conclusion

Only a few months until the Spring and Summer terms are over.  Spring into action now to recruit new talent from the upcoming graduate pool from higher education and trade schools. Make sure the company’s branding on the company website and social media platforms are welcoming to new graduates. Communicate the benefits and why new grads should come to work for the company.  Appreciating the talents that new graduates bring can lead to a long-term relationship between graduate talent and the company boosts productivity and profits.

Creating An Effective Performance Management System

in /by

In today’s competitive business landscape, the success of any organization relies heavily on the performance of its employees. To ensure optimal performance and productivity, businesses need to implement an effective performance management system. However, designing and implementing such a system can be challenging without the right strategies in place. In this blog post, we’ll delve into the key components of creating an effective performance management system and provide actionable insights for success.

Define Clear Objectives and Goals

The foundation of any effective performance management system is defining clear objectives and goals. These objectives should align with the overall strategic goals of the organization. By setting specific, measurable, achievable, relevant, and time-bound (SMART) goals, employees have a clear understanding of what is expected of them and can work towards achieving those goals effectively.

Establish Regular Feedback Channels

Regular feedback is essential for employees to understand how well they are performing and where they can improve. Establishing consistent feedback channels, such as regular one-on-one meetings between managers and employees, allows for open communication and constructive feedback. Additionally, incorporating 360-degree feedback, where employees receive feedback from peers, subordinates, and supervisors, provides a more comprehensive view of performance and encourages a culture of continuous improvement.

Implement Performance Metrics

Performance metrics are quantifiable measures used to evaluate employee performance against predetermined goals and objectives. These metrics can vary depending on the nature of the job role and the organization’s priorities. Common performance metrics include productivity, quality of work, customer satisfaction, and adherence to deadlines. By tracking and analyzing these metrics, organizations can identify areas for improvement and provide targeted support to employees.

Provide Ongoing Training and Development

Investing in employee training and development is crucial for enhancing performance and fostering employee growth. By providing ongoing training opportunities, employees can acquire new skills and knowledge to perform their jobs more effectively. Additionally, offering career development programs and mentorship opportunities demonstrates a commitment to employee growth and encourages employee engagement and retention.

Foster a Culture of Recognition and Rewards

Recognizing and rewarding employee performance is essential for boosting morale, motivation, and engagement. Implementing a formal recognition program that acknowledges and rewards employees for their achievements and contributions can help reinforce desired behaviors and encourage a culture of high performance. Rewards can take various forms, including monetary incentives, promotions, public recognition, or additional responsibilities.

Utilize Technology to Streamline Processes

In today’s digital age, leveraging technology can streamline performance management processes and make them more efficient and effective. Performance management software solutions offer features such as goal setting and tracking, feedback management, performance reviews, and analytics. By automating administrative tasks and providing real-time data insights, technology enables HR professionals and managers to focus more on strategic initiatives and employee development.

Conduct Regular Performance Reviews

Performance reviews are a critical component of any performance management system, providing an opportunity for managers and employees to assess performance, set goals, and discuss development opportunities. Conducting regular performance reviews, whether quarterly, semi-annually, or annually, ensures that performance is consistently monitored and evaluated. It also allows for meaningful conversations about performance expectations, strengths, areas for improvement, and career aspirations.

Continuously Evaluate and Adjust

Creating an effective performance management system is not a one-time task but an ongoing process that requires continuous evaluation and adjustment. Organizations should regularly review their performance management practices, solicit feedback from employees, and identify areas for improvement. By staying agile and responsive to changing business needs and employee feedback, organizations can ensure that their performance management system remains relevant and effective.

Conclusion

creating an effective performance management system requires careful planning, clear communication, and a commitment to ongoing improvement. By defining clear objectives and goals, establishing regular feedback channels, implementing performance metrics, providing ongoing training and development, fostering a culture of recognition and rewards, leveraging technology, conducting regular performance reviews, and continuously evaluating and adjusting, organizations can create a performance management system that drives employee performance, engagement, and success.

Personalization of Employee Benefits

in /by

Talent that drives the success of a company is multi-generational. Working alongside each other are Baby Boomers, Gen X, Y (Millennials) and Z. Each generation brings its own talents and characteristics. They each have their own unique needs when it comes to employee benefits provided by the company. There is no one-size-fits-all to employee benefits which will meet the needs of all generations in this diverse workforce. 

To truly invest in their talent, an employer must carefully examine benefit options that appeal to all four generations in the workplace and offer benefits relevant to employees’ needs.  When a company offers personalized benefit options, the employer and employees both win. By meeting the varying needs of each group, a company’s personalized benefit package can help maximize its Employee Value Proposition (EVP). thrusting the company into the spotlight as an employer committed to meeting the needs of its talent and communicating that the company is a bona fide best place to work.

Employee Benefits and Compensation

Benefits and compensation can be complicated not only for employees but HR as well; however, personalizing benefits does not have to complicate the benefits process further.  Personalized benefits within the HR realm is the concept of providing benefits that employees want and actually use. This offers a way for a company to meet not only generational needs, but the needs of employees in different locations and professional levels. When employees have access to benefits that help them professionally and personally, this increases employee satisfaction and productivity leading to reduced turnover and increased profits.

Evolving from the one-size-fits-all to personalized benefits concepts takes time and communication.  Solicit feedback from employees as to what types of benefits they seek, and incorporate new benefits gradually to prevent employees, managers, and HR from becoming overwhelmed.  Benefit selection does not need to feel like walking down the bread aisle of a grocery store with hundreds of options. Start small, and grow slowly. 

Generational Employee Benefits

Each generation has its own needs. Research shows that mental health resources are a high priority for Gen Z. They completed their education through a global pandemic and have lived completely through the internet age so technology is native to them.  Accessing online and app-based healthcare, especially mental healthcare, is important to Gen Z. Gen X and Millennials are often caregivers for children and older family members so comprehensive, lower-premium health benefits that include dependents and live-in relatives are sought.  Boomers are exiting the workforce through retirement so their needs are shifting.  While working, they seek benefits that are focused on prevention. Screenings and annual checkups are important as they try to mitigate the onset of health issues before retirement. 

Non-Health Related Benefits

For all four generations, do not underestimate the desire for non-health related benefits.  Financial management, retirement guidance and professional development benefits are highly sought after as well.  AFLAC reports that 80% of individuals surveyed want support and guidance on personal finances for daily life in addition to retirement planning assistance. By having company provided financial advisors accessible to employees, employees have the opportunity to plan for tomorrow while living within their means today.

Helping employees invest and budget their wages can guide them to more effectively spend and save their money instead of feeling like they are not meeting their financial needs.  If an employee does not feel they are making ends meet with their current wages, they will look elsewhere.  Reduce turnover by providing financial advisors who can show employees how to effectively spend and save instead. By offering company sponsored financial advisement, employees do not have to pay for those services which saves them money, and employers have a higher likelihood of employee retention when employees see how to stretch and save each dollar.   

Expense Allowance

One of the most common ways to personalize benefits is to provide employees with a monthly or annual expense allowance. It can be in the form of employee reimbursements or expense (debit-style) cards.  Most people are familiar with the concept of Flexible Spending Accounts (FSAs). These are used typically for co-pays, approved prescription or OTC drugs, and medical devices. To promote benefit personalization, some employers are incorporating Lifestyle Spending Accounts (LSAs). These can be used for child or elder care, fitness and wellness programs. as well as other items typically not covered with a FSA or Health Savings Account (HSA).

LSAs can have parameters of use set by the employer. However, make sure those parameters will meet the needs of the employees while reaffirming the company’s values and ethics. Gym memberships, home workout equipment, organic food, social events, and relaxation opportunities (i.e. hobbies like reading, travel, etc.) are highly desired benefits that could be considered within a LSA. Although many roles have shifted to remote or hybrid, not all have. Commuter benefit plans help people pay mass transit or parking costs.  

Conclusion

No matter the benefit package, HR’s efforts to promote benefit use are essential. While it is the employee’s responsibility to know what benefits they have, employees appreciate the opportunity to have HR personnel as a resource. They can help them navigate questions and benefit use.  HR can send messages via email and text to employees about available benefits that employees might not be using. As well as provide general information and links to access the service. Host quarterly Q/A meetings with employees to remind them about available benefits. Also to get feedback on the current benefits offered to plan for next year.  Collect feedback through surveys and small focus groups to find out what benefits employees seek that are not currently offered by the company.

Send reminders to employees periodically through the year to remind them to use their FSA money before the deadline and include lists of approved ways to spend FSA funds. Promote telehealth visits for time and money savings. Telehealth can reduce costly urgent care and ER visits. They can also reduce absenteeism with the convenience of not having to take off work for a doctor’s appointment. 

Personalized benefits focus on the person. Each employee is a person with personal and professional needs and a desire to fulfill them.  When a company offers personalized benefits that are aligned with their employees’ needs. Employees witness a commitment by the employer to the wellbeing of employees. Employees and employers both are in an aggressive fight with rising costs and inflation. However, personalized benefits can offer a way for employees and employers to fight that fight together where each entity becomes stronger together in the long run.

 

Photo by FlyD on Unsplash

HR Strategies for a Pandemic

in /by

We have heard the old saying, “Hindsight is 20/20”. How accurate! It is easier to see clearer after a situation has passed. With careful and fervent thought, we ruminate on what we could have done differently. As well as what actually worked during times of trial and success. The year 2020 ignited chaos into the global market with the insurgence of the COVID pandemic.  HR professionals are ultimately championed to be crisis management experts; however, when COVID stormed the world, there was no end date to the chaos.  No explicit best practices on what to do when the world shutdown existed. 

By applying 20/20 hindsight from what happened in 2020, HR professionals are better prepared and continue to craft and modify plans to prepare for when, not if, the next global emergency manifests. Using knowledge acquired from experience. HR professionals must work with employees at all levels to compose and implement fluid preparation plans in times of global crisis. This way they can diligently plan for the worst while hoping for the best.  

 

The magnitude of the global pandemic took people by storm. The “normal” work culture no longer had a definition. Expectations of employees pivoted. While health issues resulting from COVID cannot be downplayed, the lingering effects of the pandemic on business operations cannot be ignored either as the pandemic disrupted global business. Here are three key areas of focus for HR professionals in a post-pandemic world:

 

Flexibility in Pandemic Situations

 

Prior to the pandemic, a typical workday for some employees might have been 9 – 5 like the legendary song. That changed in 2020.  The global pandemic redefined flexibility. Flexibility did not only mean working from home. It also meant how employees worked, when they completed their tasks and who was around when they worked.  People worked at home with partners, children and pets. Parents had to juggle work with children’s e-learning in addition to caring for family members.  By the force of nature, companies redefined flexibility to include parameters that were rarely supported, much less considered, by company leadership.     

Lessons Learned:  

Organizations learned that many roles could be completed successfully outside the office. Trusting that employees will get the job done and done well no matter the work environment will help retain essential talent.  HR became champions for company talent by advocating for flexible work arrangements to remain post-COVID for roles that can support it.  For some roles, does it really matter if the employee takes time in the middle of the day to take a walk, run an errand, or go to a child’s activity if the person is doing their job well and performing at or above expectations? 

Flexibility does not mean eliminating deadlines and giving an employee free reign to do whatever they want. It means establishing and communicating clearly defined parameters of job expectations and validating that employees and management understand those expectations. Empower employees to complete work tasks outside the traditional business hours if necessary to help maintain work-life balance and prevent employee burnout. Employees who feel supported during difficult times are more likely to remain loyal and stay with the company. 

Explore ExactHire Solutions

Communication Is Important in a Pandemic

 

HR balances operations with engagement. People need to be paid. Benefits need to be applied. Jobs need to be filled.  In companies of all sizes, it can be cumbersome for HR professionals to talk with every single employee. (Yes, talk, as in having a verbal conversation.)  During times of crisis, stress magnifies internally and externally for individuals. The pandemic generated a sense of fear and uncertainty in most people. Employees’ minds resonated with “what ifs” related to their professional and personal lives fostering anxiety. Temperature checks (AKA finding out how employees really were feeling) changed from being a “would like to do” to a “must do” for HR teams.  The need to establish and maintain human connection was at an all time high so HR had to be creative and develop ways to support the company’s greatest asset – their people. 

 

Lessons Learned:

HR must spearhead a way to deliver clear and concise communication to employees wherever they are located. To mitigate fears and incorrect information, HR must have various channels and methods in place to deliver timely updates. This reduces employees’ fears and limit gossip. If a conversation cannot be held face to face, use live or recorded video instead of emails when applicable. This can help make the message more personal. HR must establish a communication chain with employees who are trained in delivering communication in times of crisis and who understand their specific role in delivering information. External stakeholders must have their communication support as well. Customers need to know if services or products will be delayed. Having candid and honest conversations between HR and stakeholders will help strengthen trust and provide opportunities to strategize together to mitigate business upheavals. 

 

Developing a communication plan to check in with all employees is essential to their mental wellbeing and productivity in a pandemic.  For some small businesses, it might be possible for an HR team to check in with all their employees; however, that is unlikely for most companies. HR must instill the importance of consistent conversations between HR, managers, and employees to share their fears, successes and complaints without fears of retribution. Pandemics magnify stress so providing a listening ear and offering support will help employees handle the challenges.

Employees at all levels should have access to Employee Assistance Programs (EAPs) where they can communicate difficulties in a confidential environment without fear of ridicule or repercussions. Group activities (i.e. book clubs, training sessions, gaming, etc.)  and virtual social hours in times of crisis can connect employees when there is a face-to-face disconnect. Ask employees what they need so they feel connected and safe, and incorporate their suggestions as best as possible.  

 

Technology Can Help in Pandemics

 

People were forced into finding alternate ways to communicate. Face-to-face conversations were muted and replaced with conversations behind masks and computer monitors. Finding software to support communication through video, chat and text became an instantaneous priority. In the mix of hiring freezes, downsizing and turnover, HR still maintained their efforts to recruit, hire and onboard essential talent. However, it had to take a different approach to make themselves stand out amongst their competitors. Paper approaches became even more inefficient as people were not readily able to complete job applications and new hire forms. Many HR professionals could not go “pull the file” quickly to access info.  Having information accessible to employees and HR staff in multiple locations became necessary during the pandemic.

 

Lessons Learned:

Although many people now feel like seasoned professionals with video conferencing software, train employees how to use essential technology. Coach employees on video and chat etiquette. Although companies have been using email for years, it can be challenging to detect tone in emails and texts.  Help employees, especially in stressful times, to read messages carefully and without predisposition to negativity. Some people are very formal in their messages while others incorporate humor and slang. If there are questions or concerns about the way a message is conveyed, pick up the phone and have an old-fashioned phone call to get more information. 

 

Investing in the right technology can save time and money. Automating the hiring process does not eliminate the personal aspect; it can increase it by giving HR more time to focus on people instead of paper. Use cloud based employment software like an Applicant Tracking System and Onboarding System increases efficiency.  Employees can access what they need wherever they are. Video interviewing and scheduling tools within an ATS simplify recruiting.  Automating document collection within an onboarding system reduces cost and saves time allowing HR to focus on creating the interpersonal connection between employees and the company. Ensure the software service provider is friendly, knowledgeable and receptive to the company’s needs.  Having a domestic based support team that is receptive to the company’s needs is essential. Let the provider do the heavy lifting of software maintenance and support. 

Conclusion

Too often, HR is portrayed only as the “policy and procedure” department. The heart of Human Resources centers on the humans in which they lead.  While policies and procedures are essential to safety and maintaining order, they also provide direction within an organization.  HR professionals can take what has been learned from the pandemic in 2020 and apply that knowledge to prepare for the next global crisis. Creating multiple plans, and knowing that the need to adjust those plans will inevitably occur, is a start. The past four years have been challenging for everyone. Taking what we have learned and strategizing to protect a company’s employees and business practices is time well spent.

 

Learn more about how ExactHire can help you with crisis management through our software and Full Service Hiring solutions, visit https://www.exacthire.com/ or call 317.296.8000. 

Enhancing Employee Retention: HR Practices for the Modern Workplace

in /by

In an era where talent is a pivotal asset for any organization, employee retention emerges as a critical challenge for human resources (HR) professionals. With the dynamic nature of today’s work environment, retaining top talent requires more than just competitive salaries; it necessitates a holistic approach that addresses various facets of employee satisfaction and engagement. This blog post delves into strategic HR practices that can significantly enhance employee retention, thereby fostering a thriving and sustainable workplace.

Understanding the Importance of Employee Retention

Employee retention is essential for maintaining organizational knowledge, sustaining productivity, and fostering a positive workplace culture. High turnover rates not only incur direct costs related to recruiting and training new hires but also impact team morale and the overall performance of the organization. Therefore, implementing effective retention strategies is paramount for HR professionals aiming to build a resilient and competitive business.

Comprehensive Onboarding Process

A robust onboarding process lays the foundation for a long-term relationship between employees and the organization. An effective onboarding program extends beyond the first week of employment, encompassing mentorship programs, ongoing training opportunities, and regular check-ins. These initiatives help new hires assimilate into the company culture, understand their role and expectations, and build meaningful connections within the team.

Career Development and Growth Opportunities

Employees today are increasingly looking for roles that offer personal and professional growth. HR departments can foster retention by creating clear career pathways, offering continuous learning opportunities, and supporting lateral moves within the organization that allow employees to explore different roles and departments. Encouraging professional development not only keeps employees engaged but also ensures the organization develops a skilled and versatile workforce.

Competitive Compensation and Benefits

While not the sole factor, compensation and benefits remain crucial to employee retention. Regular market analysis to ensure competitive salary offerings, alongside comprehensive benefits packages that address health, retirement, work-life balance, and employee wellness, can significantly enhance job satisfaction and loyalty. Tailoring benefits to meet the diverse needs of your workforce can also set your organization apart as an employer of choice.

Foster a Positive Company Culture

A positive company culture, characterized by open communication, mutual respect, and recognition, plays a vital role in employee retention. Cultivating an environment where employees feel valued and heard encourages commitment and reduces turnover. HR can lead initiatives that promote team bonding, celebrate achievements, and facilitate a supportive and inclusive workplace.

Employee Retention through Engagement and Feedback

Engaged employees are more likely to stay with an organization. Regular engagement surveys, suggestion boxes, and feedback mechanisms enable HR to gauge employee sentiment and identify areas for improvement. Acting on feedback demonstrates to employees that their opinions matter and can lead to meaningful changes in the workplace. Additionally, involving employees in decision-making processes can increase their sense of ownership and commitment to the organization.

Work-Life Balance and Flexibility

The modern workforce values flexibility and a healthy work-life balance. Flexible working arrangements, such as remote work options, flexible hours, and part-time opportunities, can significantly contribute to employee retention. By accommodating the varying personal needs of employees, organizations can foster a more satisfied and productive workforce.

Recognize and Reward Contributions

Recognition and rewards are powerful tools for reinforcing positive behavior and contributions. Whether through formal reward programs, performance bonuses, or simple gestures of appreciation, acknowledging employees’ efforts boosts morale and encourages loyalty. Personalized recognition strategies that reflect the unique achievements and contributions of individuals can be particularly effective.

Conclusion

Employee retention is a multifaceted challenge that requires a strategic and proactive approach from HR professionals. By investing in comprehensive onboarding, promoting career development, ensuring competitive compensation, fostering a positive culture, engaging employees, offering flexibility, and recognizing contributions, organizations can significantly enhance their retention rates. These practices not only contribute to a more stable and motivated workforce but also support the long-term success and competitiveness of the business. In the quest to retain top talent, it’s clear that a holistic approach, centered on the well-being and growth of employees, is key to creating a thriving and sustainable workplace.

Optimizing HR practices for employee retention is not just a strategic imperative but a competitive advantage in today’s dynamic business environment. By focusing on the needs and aspirations of employees, HR can lead the way in building resilient, engaged, and committed teams ready to drive the organization forward.

 

Data Privacy and Employee Surveillance

in /by

Remote work presents a litany of challenges for an organization. One of those being how the organization handles data privacy. Another is the unique challenges of remote hiring. To circumvent these issues utilize ExactHire’s Full Service Hiring service. We will send out job advertisements, source candidates, interview candidates, and finally present to you the final best options for the position for you to make your hiring decision.

Data Privacy

Privacy is a concept that is hard to find and fleeting to define in our evolving world. The average employee will spend over 90,000 hours at work over their lifetime. We are constantly connected through devices. People’s professional and personal lives blend in many roles. Particularly for salary employees who often respond to work needs at all hours of the day. The pandemic rapidly shifted many employees to fully remote or hybrid roles where work has been successfully completed outside the company workspace.

Many remote and hybrid employees are enjoying their new office environment in the comforts of their home or while traveling. With the dramatic shift in work environments, that has led to some companies developing heightened concerns about their employees’ actions and efficiency.  Companies are in the midst of conundrum on how to validate that employees, both onsite and remote, are ethical and using work time to perform work specific tasks while recognizing that employees are humans who have to balance work with personal life and seek work autonomy. 

Reasons For Monitoring Data

Companies express that they have bona fide reasons to monitor onsite and remote employees. Many jobs require the use of social media platforms. However managers want to know that their employees are performing their tasks and not scrolling social media for non-work related reasons. They want to know that employees are not sharing confidential information with unauthorized people.  Also, concerns of workplace harassment and violence fuel managers’ concern to identify potentially volatile situations. Content from data monitoring can also be used in legal proceedings. The argument exists that employee surveillance is a way to mitigate risk. It can, but potentially at a cost.      

How to Monitor Employee Data

Employee surveillance can occur in a multitude of ways.  The most commonly known example is video recording within the public spaces of the work environment. Laws exist to prevent the use of cameras in private places, such as restrooms and locker rooms. State laws vary to the definition of locations and scope of camera use. With the increase of remote work, monitoring software can be downloaded onto electronic devices to monitor employees’ activities on their laptops and phones. Device GPS features can identify where an employee is located as well.       

Reasons For and Against Data Privacy

While employee surveillance can potentially mitigate risk and loss of productivity and profit, it can also be a catalyst for a loss of productivity and profit.  Employees have bona fide reasons to dislike employee surveillance. Keystroke and website monitoring software will track employees’ actions within their devices. Time management software can calculate active and idle time, but what defines active and idle? Maybe that employee who is listed as “idle” is having a phone conversation with a customer or coworker. That person could be reviewing a book or other non-electronic resource for a work task.

Many employees feel that they are not trusted to do the tasks of the role in which they were hired when monitoring controls are implemented.  If employees complete a task too quickly, then they can be questioned about what they do in their downtime. If they take too long to complete a task, the employees’ abilities could be questioned. It is inevitable for an employee at any level not to have a need to address a personal matter during the day.  Will that employee be penalized if they take a moment to order a birthday gift online or schedule an appointment?  The possibility exists especially if a company does not have a clearly defined policy itemizing expectations and purposes of employee data monitoring. 

Federal Laws for Monitoring Data

Before crafting or amending a company policy on employee data privacy and surveillance, it is important to be aware of federal and state legislation regarding these concepts. The Electronic Communications Privacy Act of 1986 (ECPA) is a federal law that specifically addresses monitoring of electronic communications in the workplace. Within this legislation, the “business purpose exception” allows employers to monitor oral and electronic communications provided the company can validate a legitimate business purpose for doing so.

This legislation establishes minimum restrictions. Keep in mind that states can create more restrictive legislation. So if your organization hires in different states or countries, it is essential to know the established laws for those areas.  Unionized companies in particular must be cognizant that workplace recording typically is agreed upon in collective bargaining discussions before monitoring is implemented. If monitoring occurs without being approved by union stewards, the company could face repercussions. ExactHire does not provide legal counsel. So consult with your company’s legal team regarding data privacy and employment surveillance policies or plans for your organization. 

Honesty in the Workplace

Honesty is the best policy. So is having a data privacy and employee surveillance policy which is communicated and understood by all employees. Companies need to be forthcoming with their employees so employees understand what information is being collected and why. Employers need to create a data privacy and employee surveillance policy for employees that outlines key items. These include what is being monitored and when, what is prohibited use, what will happen if violations occur, how will employees’ data be used and stored for starting points.

Include company specific needs in the policy also. Solicit feedback from management and employees to understand differing perspectives. Once a policy is created internally, the company’s legal team should examine the content. Ensure it adheres to all federal, state, and applicable international laws. All employees should be informed about the data privacy and employee surveillance policy in a consistent way and educated on the company’s expectations and repercussions as outlined in the policy. Employees should be given ample opportunities to ask questions and seek clarification of the final policy before signing. Whether the policy is electronically or physically signed, ensure the policy is housed securely in the employee’s file within the company’s onboarding platform.    

Conclusion

Transparency is important. Companies need to be forthcoming with employees that they are being monitored and for what purpose. Clearly explaining what data is being collected and how it will be used by the company. This is essential in maintaining trust between employees and management. If an employee feels as if their performance and/or integrity are being questioned or challenged by the people who trust them to do their role, that employee is going to start exploring other professional opportunities. Some turnover will inevitably occur as data monitoring increases within a company. However, a company cannot afford to lose key talent by projecting a “Big Brother” constantly over-the-shoulder persona.  It is hard to move forward if talent is consistently looking over their shoulders.

Upskilling and Reskilling Strategies

in /by

Upskilling and reskilling strategies help promote from within, but what about growing companies that need more talent? Check out ExactHire ATS or our Full Service Hiring solution to improve your hiring as soon as today!

Companies are healing from nearly four years of a global pandemic that brought turmoil, uncertainty, and financial hardships. Supply chain issues have improved in certain sectors, but high interest rates and increasing costs of supplies, compounded with ongoing talent acquisition challenges, still lead to challenging times for companies and Human Resources departments. 

Retaining talent can be a challenge, especially when companies evolve internally to maintain or leverage a competitive stance against their company counterparts. For companies to combat the shift from the “maturity” stage into the “decline” stage in the product lifecycle process, foresight and adaptability are essential to survival.  HR leaders need to proactively look ahead to anticipated trends and prepare for unanticipated changes in the organization.

This can start with reviewing a the driving force behind the company’s future – its talent. Upskilling and reskilling employees will craft a competitive edge in an ever-changing global market.  

An Evolving Workspace

According to the World Economic Forum (WEF), major changes are anticipated in the workplace, not only for large scale businesses, but small and medium businesses as well.  In general, the WEF estimates that by 2025, 50% of all employees will need reskilling due to new technology. Think back to five years ago…how many leaders were planning, much less talking, about prepping for a global pandemic and record numbers of employees who resigned from their roles? Not enough. Change is inevitable, and it is crucial that HR departments and company leadership support its internal talent as change continuously cycles. 

As company products and service offerings evolve, internal disruptions will occur. Current employees who have extensive skills and cultural knowledge will need additional support. Instead of eliminating expiring and outdated positions resulting in a loss of skilled talent and cultural fit, companies can realign productive existing employees by molding them into evolving roles with proper support and guidance. Companies cannot afford to lose talent to their competitors.  As roles and tasks change within an organization, companies must do what they can to maintain a competitive advantage. This is where upskilling and reskilling are essential. 

Upskilling and Reskilling

Although the premise of skill-changing occurs with both upskilling and reskilling, they are not the same concepts.  Upskilling is providing the opportunity for employees to learn new skills for their roles when taking on additional responsibilities. Upskilling might or might not be the result of a promotion. Often, it can result from a promotion; however, upskilling can result from the elimination of another position where the duties of that discontinued role are divided between existing employees who maintain their same roles.

Reskilling is providing the opportunity for employees to learn new skills in order to perform a different job. These newly acquired skills are typically outside of the worker’s existing skill sets. Often, reskilling occurs when manual tasks become automated. Reskilling has a tendency to be a cost-saver; providing supplemental training on new skills saves the company money compared to the time and cost to recruit, screen, hire and onboard a new person. 

Both upskilling and reskilling are essential in today’s work culture, especially as technology tools develop at quick rates.  Learning opportunities through upskilling and reskilling are a time and financial investment with high returns. Here are ways for HR and company leaders to integrate upskilling and reskilling in their culture:

Create a Career Pathing Plan

Managers and employees need to communicate with each other to identify employees’ strengths and areas for growth. This will allow them to work together to craft a long-range career plan. Managers need to ask probing questions to employees to determine short-term and long-term employee goals and communicate how those goals co-exist with the direction of the company and global market.  Employees need to share their career goals and performance vision with managers to see where their goals align with the company’s needs and where modifications must occur.  Create a learning plan for employees, and track your employees’ progress within the company’s onboarding platform.  OnboardCentric offers the ability to link training videos and learning material.  Employee assessments are another way to assess skills. Use employee assessment results to chart a course of future progression for employees to help them increase their contribution to the success of the company.  

Connect with Education Providers

Training needs to be relevant and convenient for employees who are already methodically balancing work and life requirements. Identify different methods of training and offer alternative options to employees. Some employees prefer face-to-face instruction while others prefer to go at their own pace via online resources.  Training delivery needs to be incorporated during the workday for hourly and salary employees. This promotes a work-life balance and to adhere to company and legal pay and related guidelines. Many universities bring technical, soft skills and hard skill training onsite to the company as an alternative to traditional credit-based coursework at a learning institution. 

Keep in mind, not all training must lead to an academic degree; certain roles might require a particular licensure or certification while some employees can benefit from brief learning modules. Reputable online platforms such as Khan Academy, Coursera, Udemy, and LinkedIn Learning offer convenient learning tools. Khan Academy, while geared more towards K-12 education, offers free programming learning modules focused on CSS, HTML, SQL, JavaScript and Python. Also, for native and immigrant workers who need additional support in language and math, resources of the sort can help with refining and attaining core skills to bridge existing gaps.

Develop a Mentorship Program

Upskilling and reskilling does not necessarily have to occur through formal coursework or training sessions. It can occur in the transfer of knowledge from one employee to another. Seasoned employees possessing specific skill sets and cultural knowledge offer a wealth of knowledge that can be lost with retirement or company departure. Transferring knowledge through a mentorship program yields a myriad of benefits.

A mentor and the mentee can develop a strong bond where questions and answers are confidently asked and answered without the fear of ridicule or looking ignorant in front of peers.  A mentor shares their wisdom about what works and what does not work which keeps knowledge retained within the organization. A mentee can ask questions to the mentor about processes and procedures that could lead to positive change because the mentee brings new perceptions and approaches about existing tasks and goals. From any angle, a mentorship program is a catalyst in upskilling and reskilling employees. 

Incentivize Upskilling and Reskilling

Although money is a highly desired incentive by many people, money is not the only incentive that is rewarding. When seeking to incentive upskilling and reskilling, find out what is important to employees. Added job security and/or promotions can be incentives. As employees upskill or reskill, companies can provide monetary rewards through bonuses and pay increases. Tangible rewards such as company swag and gift cards are popular options. No matter the type of incentive offered to employees, it is crucial for company leadership to publicly acknowledge employees’ successes and efforts. Employees want to know their hard work and additional efforts are known to others and especially appreciated. Ultimately, an incentive is an appreciation tool so find what motivates employees and use those motivators as incentives.

Upskilling and reskilling employees shows a bona fide commitment to employees by the organization. Employees feel valued and possess a sense of belonging. They appreciate knowing their talents and skills are appreciated in addition to knowing that companies value employees’ contributions. By creating a positive employee morale, it helps establish a positive work culture leading to higher employee satisfaction and retention rates. Employees who have the ability to learn new skills on the job tend to stay with the organization longer. Upskilling and reskilling is an investment in employees that will produce a positive return for companies.