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How Is Onboarding Related To Employee Retention?

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Employers are facing more challenges than ever as they march into 2021. The pandemic, social unrest, and the general chaos of the past year have brought otherwise healthy companies to the brink, while decimating others that were unstable in the best of times. Our turbulent and uncertain era has illustrated one truth: the corporations that succeed will be the ones that don’t waste their financial resources.

Yet, decision makers often ignore a hidden siphon draining their financial reservoirs: high employee turnover. In terms of lost time, productivity, and resources, every employee that voluntarily leaves costs the company about 15 percent of their annual salary. That means a company loses $7,500 when an employee with a $50,000 salary quits. That percentage goes up when that employee has been with the company for less than a year. When the average company loses a third of such new hires, the losses eat away at the margins needed to weather unforeseen forces such as a pandemic.

You can’t change the news headlines. Luckily, there is plenty you can do to reduce unwanted employee turnover. The best place to start is with a robust and comprehensive employee onboarding process.

Importance Of Employee Onboarding

Onboarding in the workplace, whether positive or negative, creates a powerful impression in the minds of new hires. During those critical first days and months, new hires decide whether they will remain committed to their role or regret taking the position.

You invested time, energy, and money into wooing the perfect candidate. But if your onboarding process is chaotic, overwhelming, and disorganized, your dazzling new hire will be browsing online job boards before he has completed his W-4.

As you probably experienced during the hiring process, finding the right talent is a growing challenge. Eighty-three percent of companies agree: desirable, qualified applicants are harder to come by. There simply aren’t enough workers with the right education and skill set. The talent shortage is three times higher than it was just ten years ago, according to CNBC.

According to the Work Institute, “the escalating competition for workers and a shrinking talent pool are coming together, intensifying an employee-in-control marketplace.” With the job market tipped in favor of applicants, the last thing you want to do is send your lucky catch back to the job pool where you’ll be forced to cast your net again. Onboarding statistics show that the work of retaining valuable new hires begins on their first day.

The importance of employee onboarding becomes clear when you recognize its ability to dramatically reduce the stream of unhappy employees heading to the exit door. Done correctly, onboarding can reinforce your company’s image as being a well-managed employer with clear expectations that empowers employees and provides them with the support they need to succeed.

Employee Onboarding Statistics

Estimates vary as to what employee turnover costs companies. The Work Institute uses a modest estimate of 33 percent of an employee’s salary. When a recently hired employee decides to leave, the company loses thousands of dollars.

But a high turnover rate doesn’t just affect the costs associated with that one position. Organizations that habitually lose talent experience lower performance across the company. Low retention rates adversely affect morale and undermine the cohesiveness of the team. Your best employees often pay the price as their frustrations mount with an increasing workload.

Given the cascading effects of high employee turnover, it isn’t surprising that, since 2010, there has been a 46 percent increase in voluntary employee resignations. A third of these resignations happen before the employee’s first anniversary. First-year resignations are not only the most common contributors to turnover, they are also the most costly. It takes several months for employees to be productive enough to begin to offset the cost of their hiring and training.

Employee onboarding statistics 2020 show onboarding is your best chance to inspire new hires to stick around past their first anniversary, when their retention rate will dramatically increase. Your new hires feel understandably anxious about their new job. Not only do they want to do well, they want to be reassured that they’ve chosen the right company in which to excel. A well-designed onboarding process will let them know how they fit into their new role and how your organization fits into their long-term goals.

Despite the crucial role of those first days and weeks in a new employee’s longevity, Gallup onboarding statistics show that only 12 percent of employees feel their employer nails the onboarding process. Perhaps that is why, as employees plan their future, employee onboarding statistics tell us that 51 percent of those currently employed are looking for a new job.

Benefits Of Employee Onboarding

The benefits of onboarding don’t stop with employee retention. With the right process in place, your new hires will know more quickly what is expected of them. The early investment you make in their career within your company will pay dividends when they become independent and productive. Committed and motivated employees work harder, are more efficient, and have lower absenteeism.

When it comes to improving the employee onboarding process, the benefits of onboarding checklists can’t be ignored. Automating your checklist can be done within onboarding software so you make sure all of your new hires receive the information and training they need to be successful. You’ll finally be able to customize your onboarding packets for each position and its corresponding location. Your new hires won’t be bombarded with information that is irrelevant to their role.

Well-organized employee onboarding will help you ensure that you’re following all federally mandated regulations for new hires. Digitized paperwork means fewer errors and it is more easily retrieved. Security protocols will ensure only the right staff can assess sensitive records.

The advantages of onboarding also include setting the bar high in terms of expectations for new hires. You’ll increase their confidence in the management of the company. They’ll also see your company as a place where they can learn and grow.

The work of putting together new hire packets for all of your potential open positions that take advantage of the many strategies to reduce employee turnover may seem like one of the disadvantages of onboarding. But when considering the benefits of onboarding, survey how your current retention rates may be hurting your organization’s goals.

Employee Onboarding Reduces Employee Turnover

Once you realize its financial impact, you can begin thinking about how to reduce employee turnover through robust retention strategies.

Understanding why employees leave is the first step in managing employee turnover and retention. When employers wonder how to reduce employee turnover in industries as different as manufacturing and healthcare, the Work Institute found that the answers are similar.

The top four reasons employees leave a company are career development, work environment, management behavior, and job characteristics. Employees get their first taste of all four areas of concern during the onboarding process. Strategies to reduce employee turnover begin with onboarding.

Concern over career development is the most cited reason employees give for leaving their jobs. With employee onboarding software, you can present new hires with digitized training and online video tutorials at just the right moment to support them as they learn their new roles. You can create a checklist or schedule of training. You can even use triggers so that a training video won’t appear until the right time so that your new hires aren’t overwhelmed. When new employees are provided the information they need to succeed, they’ll feel that your company will meet their career development needs.

Employee onboarding is the perfect time to take control of your company’s culture and work environment. Task a new hire’s coworkers with various aspects of her orientation. You can even do this during the pandemic by having coworkers record a welcome video or schedule a virtual get-to-know-you meeting with their new colleague. By taking the helm of your company’s culture, you’ll create a pleasant work environment for your new hires and strengthen your team’s cohesiveness.

A comprehensive onboarding process helps managers understand what is expected of them as they welcome a new employee. Now is the time for managers to get to know their new team member. Knowing a bit about the new hire’s home life can help the management team mitigate another reason for employee turnover: work-life balance. Managers can also use employee onboarding to clearly set forth the expectations they have for the new hire and identify ways to help the new hire succeed.

Employee onboarding software will allow you to easily create customized new hire packets for each position. Armed with a packet that contains comprehensive and relevant information, your new employee can be comfortable in his or her new role.

The right employee onboarding process will create a good first impression in those retention areas: career development, work environment, management behavior, and job characteristics. Getting the impression right from the start will reduce employee turnover.

Impact Of Employee Onboarding

The travails of 2020 may have been unpredictable, but employers have always had to contend with external circumstances when making hiring decisions. The silver lining of this past year may very well be the enduring lesson that employees should be valued like customers. The financial impact for treating them like cogs in the wheel can be devastating when the world’s chaos starts circling your business.

You can avoid the often hidden, though significant, financial losses of high employee turnover. Done correctly, onboarding can lead to reduced employee turnover, meaning better margins and productivity. The best time to double-down your efforts to keep your talent is on their first day at work. Onboarding reduces turnover, increases your employees’ loyalty to your company, and inspires them to excel.

 

Download ExactHire's Employee Onboarding Checklist

Photo by Campaign Creators on Unsplash

Nonprofit Employee Retention

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In a recent survey of nonprofit leaders conducted by GuideStar and Nonprofit HR, approximately 56% of respondents named their top staffing challenge as either “finding qualified staff,” or “hiring qualified staff.”

Employee retention was considered a top challenge by only 13% of those surveyed. This is curious, considering that the voluntary turnover rate for nonprofits is 19% annually–well above the all-industry average of 12%. The survey also showed that only 16% of nonprofits have a plan for employee retention.

If nearly 1 in 5 nonprofit employees voluntarily leaves his or her job each year, then it is safe to say that nonprofits face a big challenge with employee retention. So why do most nonprofit leaders fail to recognize it as a top challenge? And if they do recognize it, why do they not have a plan to address it?

Replacing Problems With a Platitudes

Most nonprofit leaders probably recognize that employee turnover is a challenge. They may even recognize that the employee turnover rate is high at their organizations. However, that doesn’t mean that they believe it’s a problem…or even important. Perhaps that’s because of a deep-seeded belief among nonprofit leaders that high employee turnover is inevitable for nonprofits.

If high employee turnover is believed to be inevitable, then employee retention transforms from a problem (to be solved) into a condition (to be explained). This condition prompts two unfortunate phrases: “they knew what they signed up for” and “do more with less”.

They Knew What They Signed Up For

Nonprofit employees have a passion for the mission of their organizations. This passion can drive them to put mission ahead of fair compensation and a reasonable work schedule. They accept lower pay and work longer hours–most will not qualify for overtime pay. These employees–in the minds of nonprofit leaders–expect these conditions.

With this belief in place, nonprofit leaders may react to employee discontent by thinking: They knew what they signed up for. Lower pay, longer hours, doing more with less…that’s simply the nature of a nonprofit. But what are the outcomes of that approach? Often it’s employee stress, burnout, and turnover.

Quite simply, “they knew what they signed up for” is an easy phrase that glosses over–or even dismisses–a complex challenge, which is: How to retain great employees while also maximizing resources in advancement of the mission. The phrase allows leaders to ignore the first part of the challenge, “retain great employees” and instead focus on the second part, “maximizing resources.”

Unfortunately, that focus on maximizing resources is often at the expense of employee retention. This is where our other unfortunate phrase comes into play.

Do More with Less

Nonprofit employees are often asked “to do more with less.” A simple example takes the form of understaffing, but the use of outdated technology, an aversion to outsourcing tasks or projects, and limits on employee benefits can all be justified by the mantra of “do more with less.”

On the surface this charge seems reasonable, even honorable. After all, if the success of a non-profit is measured by its ability to maximize resources in advancement of its mission, then “doing more with less” should be a good thing. But this phrase is often applied so broadly that nonprofit employees find themselves constantly hamstrung in completing even the most basic tasks.

When “doing more with less” reaches such absurd levels, nonprofits cannot hide from the fact: they are overworking and underpaying employees.

A Focus On Effectiveness

Phrases like “do more with less” and “they knew what they signed up for” are given too much credence; they mask complex challenges with simple concepts rather than providing effective solutions. Unfortunately, there’s a prevailing belief in the nonprofit world that these phrases represent the natural balance of things, and to upset that balance would be selfish and take away from the mission, or even put oneself before it.

Successful, high-functioning nonprofits focus on operational effectiveness, which is not driven by easy-to-remember cliches or rules of thumb. Effectiveness requires continual improvement, testing new approaches, and the willingness to invest in tools that may even result in employees doing less.

Doing less?!

Yes. Cutting overhead expenses is a straightforward way to maximize net revenue. But too often, nonprofit leaders cut so deep that they create absurd inefficiencies. This leads to low productivity and, ultimately, lower revenue.

Take, for example, an organization that relies on file cabinets, folders, and physical document management. The organization saves funds by not investing in an online forms service, secure cloud storage, software integration, and the time or outside expertise needed to implement.

The employees do more with less; they print and file forms, respond to file requests, make copies, deliver files, retrieve files and re-file those files.The employees are certainly doing more, but is that the most effective way to manage documents? Is it maximizing skills and talent in advancement of the organization’s mission?

You would be hard pressed to answer yes. With the number of free or low-cost solutions on the market, physical document management is difficult to justify. Even companies who manage information with email, spreadsheets, and word docs are finding that there are more effective solutions available.

Going beyond this specific example, nonprofit leaders must be open to exploring and investing in new solutions that increase effectiveness and lead to higher productivity and net revenue. When nonprofit leaders ask staff to do more with less, something has to give…and usually it’s the employees, followed by productivity and revenue.

Serving Employees Through The Mission

With only 16% of nonprofits having a plan for employee retention, it’s not a stretch to assume that the majority of nonprofit leaders have responded to the challenge of high employee turnover with “they should know what they’re signing up for.” Passing blame for employee turnover to the employees themselves is expedient, but it’s far from an effective solution for employee retention. So what is?

If nonprofit leaders truly want to address employee turnover, then they must take an honest look at the culture of their organizations, the mantras that they abuse, and–perhaps most importantly–how the nonprofit’s mission serves its employees.

There is something special about a nonprofit where the employees get just as much out of working for the organization, as do the people who are served by its mission. I know this firsthand.

Nonprofit leaders who take a holistic view of mission, who understand and value how it touches the lives of everyone, will better position their organizations to hire and retain great employees, increase operational effectiveness, and maximize resources in advancement of their missions.

cultivating-company-culture-exacthire

Employee Retention – How To Keep Your A+ Employees

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Ah…employee retention. The topic of conversation that swirls around every HR networking event, conference and seminar. And…turnover–the subject of most leadership meetings and one of the biggest challenges facing every industry and company. Businesses that succeed and survive are typically led by adaptable problem solvers able to tackle some of the biggest challenges they face. So why is combating employee retention and turnover still such a problem for so many employers?

People–that’s why. Plain and simple, people. Since no two individuals are the same, no single retention strategy can work for all. Sure you can do standardized things that will keep some employees engaged and employed just a little while longer, but an ultimate end will ensue if you don’t customize.

All too often leaders involved in tackling the retention problem are blinded by their own idea of retention, their own personal motivation to stay. The problem is, most likely, this motivation is not the same for anyone else. Engagement and retention are personal topics and everyone has their own drivers and motives. To tackle the challenge on a one-to-one basis you must be able to grasp the motivations of each individual.

This involves a focus in two key areas:

  1. First, you must know the wants, needs and desires of each of your employees. Then, you must decide if you are willing to accommodate those items. Hopefully, if you did your job in the hiring process, you have already identified the fit. An applicant tracking system can leverage technology to make it easy to gather the answers you need from employees to assess their potential job fit during the hiring process.
  2. The second step is to provide the feedback and environment an employee needs to continue to grow and be successful. Both of these tactics require taking an individualized approach.

Retention is About Meeting Needs

All humans have basic needs. As such, all employees have basic needs. If you analyze Maslow’s Hierarchy of Needs you can see how they apply to the workplace as well. Employees who are able to fulfill their needs are more engaged, happy and willing to put forth discretionary effort to succeed and further the business. Likewise, you are more likely to retain them.

Why We Work

Our basic physiological needs drive us to work and provide for ourselves. Fundamentally we work to earn money, pay bills, buy food and acquire shelter. Employers have the least influence on fulfilling this need as trading time for money can be accomplished in any organization, industry or career field. At this level, employees are only compliant; doing what is required to sustain a paycheck in a safe manner. You will retain an employee only as long as you can meet their compensation needs within a secure environment.

What We Do

After the basic needs are achieved, we look to contribute and belong to a community. We select a career that satisfies this “need to belong.” This is the basic premise of why people chose to do what they do. Engagement now increases as employees are doing what they want to do with desirable peers. If they can no longer achieve this need, they will go somewhere else to achieve it.

Where We Work

This is different for everyone! You’ve chosen what you want to do, now you want to do it in the best possible environment. You want the best possible support and resources to do what you love to do. We have many choices in deciding where to work. Ideally we all want to work where we feel that we can be successful and most able to build our sense of self–our esteem. At this level employees are highly engaged; doing what they want and where they want.

Why We Stay

The need employers struggle to fulfill the most, is the need for continued growth and fulfillment. This need is so individualized that there has to be a perfect match with an employee. Companies that crack this code have much higher retention rates than their peers. Employees who have achieved this level are fully engaged and more likely to put forth a greater amount of discretionary effort. An organization must take a customized and individualized approach in addressing this need.

The more of these needs you can meet as an employer, the more likely an individual is to remain with the company. So how do you work to meet these needs? It’s a simple process, really. It starts with sitting down and having an open and honest conversation with employees about their needs and what motivates them. Identify their drivers, with them, and then work together towards achieving them.

Retention is About Facilitating Growth and Success

Let’s face it, today’s workforce does not have loyalty to an employer, nor loyalty to a particular industry or career field. The term “career” is defined much differently than in the past. The traditional definition of a career was working for one company your entire life–either doing the same job for 30 years or climbing the ladder. Today’s career is more loosely defined relating to intertwining paths one would like to take which may involve multiple employers, industries and disciplines.

Some would categorize today’s workforce as full of “job hoppers.” In reality, they are “experience hoppers.” Consequently, continuous growth and development opportunities continue to rank above compensation in employee exit interviews and engagement surveys.

So what is an experience hopper? Employees will work somewhere as long as they can continue to get the growth, development and experience they need to support their defined career path. If they can’t get it at their current employer, they will go elsewhere. When today’s employee stops learning and growing it marks the point at which he starts looking for a new job.

So how do we anticipate this pivotal point and work to accommodate an appropriate growth environment to circumvent it? Two ways: constant communication and constant feedback.

Constant Communication

Employees need to feel valued and appreciated. More importantly they need to feel that you care about what they are doing and are genuinely interested in what they are doing. Nobody wants to feel like a number or a commodity. Frequent meetings with employees to discuss their work will go a long way in keeping them engaged and feeling good about what they are doing.

Constant Feedback

A core requirement for the continued growth of employees is constant feedback. Today’s employees require frequent commentary on their performance to stay motivated. In fact, most put this ahead of a paycheck. You can no longer take the approach that no news is good news or in this case, no feedback is good feedback. That’s not going to fly anymore. Withholding feedback will kill an employee’s motivation. And, only giving negative feedback will send them running for the doors.

 

In the end, retention is really about building a relationship with your employees. This isn’t the same as a friendship, but rather a relationship that fosters an environment of open communication, support and feedback. Which, when done correctly, will foster an environment of engagement and retention.

Maximize job fit

Leverage affordable applicant tracking technology to better assess candidates’ potential job fit. See an estimate of what your organization would pay for HireCentric applicant tracking software.

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The Eagle Has Landed: Employee Onboarding

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Competition for talented employees in today’s job market is fierce. The balance of power has swung in favor of the talented job seeker. And since these job seekers have multiple job opportunities to consider, they’re not just looking for a job that pays the bills; they’re looking for a work experience that enhances their lives.

According to the Society for Human Resource Management’s (SHRM) August 2015 LINE Report, recruiting difficulty reached a 4-year high last July, which also made it 15 consecutive months of increase. In response to this ongoing challenge, many organizations are taking a closer look at their strategy for recruiting, hiring, and retaining top talent.

 

Let Me Fly You To The Moon

Small- to medium-sized businesses are investing in employer brand marketing that attracts applicants and persuades candidates. They are adding “perks” and “fun” to enhance their work culture. They are saying and showing all the right things during the recruitment and hiring phases. And that is all right and good. But too often, new hires are experiencing a disconnect between the marketing (pre-hire) and the reality (post-hire).

Some employers are over-promising, but most are simply too slow in delivering on their promises. Regardless of the cause, the disconnect is driving employee turnover. In the past year, nearly 43% of job turnover consisted of workers with less than 6 months on the job.

Houston, We Have A Problem

If an organization promises the moon to candidates, but then forces new hires to wait a year before getting them there, then that organization has a problem. And that problem most likely lies in new employee onboarding–the period of time between job offer acceptance and a new hire’s complete assimilation into a new organization.

Poor onboarding does not inspire new employees, and it certainly doesn’t enhance their lives. Employers have 90 days to convince new employees that they have accepted a job with the right organization; after that, those new hires will likely begin looking for another opportunity. Examples of ineffective onboarding include:

  • Initial days of work exclusively focused on new hire paperwork 
  • Cold welcome from co-workers
  • Choppy workflow and vague guidance or instructions
  • Heavy, intensive training with little time to socialize with coworkers
  • Role is unclear or widely differs from original description
  • Lack of resources or proactive provisioning
  • No training plan or preliminary goals
  • Miscommunication between stakeholders (those charged with onboarding new hires)

Most of these symptoms of ineffective onboarding can be traced to one of two root causes: the organization does not have enough time to commit to employee onboarding; or the organization does not value onboarding.

Many small- to medium-sized businesses are stretched on time–that’s likely why they’re hiring in the first place. And it’s also likely that these missteps will be corrected as the organizations grow and gain greater efficiency in onboarding. On the other hand, if an organization is ineffectively onboarding employees because it doesn’t find it important, then it’s unlikely improvement will be gained, and the results of that can be devastating.

SHRM places the direct costs of rehiring for a position at 50%-60% of an employee’s salary. Indirect costs can rise to 200% in some cases! Clearly, poor onboarding damages more than an organization’s reputation or employee morale, it impacts the bottom line.

All Hands On Deck

Onboarding is one of the most overlooked and undervalued areas of the employee lifecycle. This is likely because the definition of onboarding–its length, its content, its purpose–has varied between industries, organizations, and even departments within organizations. To improve the onboarding process, an organization’s leaders must first gain a common understanding of the purpose and desired outcomes–a vision–for the onboarding process. From there, it’s a matter of building a plan for employee onboarding process improvement that serves the shared vision.

ExactHire has published a free ebook, All Hands On Deck: A Guide To Employee Onboarding Process Improvement, that offers guidance on the best practices for employee onboarding, including:

  • Expanding your onboarding definition
  • Identifying common problems
  • Making a business case for change
  • Calculating the ROI of onboarding technology
  • Laying the framework
  • Implementing innovative ideas
  • Maintaining a continuous feedback loop
  • Spotting trends in onboarding process automation

This resource is designed to help organizations gain a competitive advantage by realizing the opportunities of best-in-class employee onboarding.

We Have Liftoff

Smart organizations are seeking to improve their employee onboarding processes. With effective stakeholder engagement, documented process milestones, and an infusion of automation technology, these organizations are increasing onboarding efficiency. As a result, employee turnover is reduced and new employees are becoming productive more quickly. All of this positively impacts employer brand, while also driving business outcomes.

ExactHire offers hiring and employee onboarding software to growing small- to medium-sized businesses that are looking to efficiently attract, hire, and retain exceptional talent for continued growth. To learn more about ExactHire’s HR solutions, please submit a brief contact form.

Feature Image Credit: DSC_0699 by Phaedrus (contact)

Monday FunDay: Love Is Spelled…B-I-N-G-O

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While the ExactHire team has enjoyed a somewhat mild winter this year, February in Indianapolis is still a time to hunker down and indulge in some tried and true indoor activities. February’s Monday FunDay was no exception.

ExactHire’s Fun Committee (Yes, that is the official name; and, yes, I am a member of it.) channelled childhood memories of Valentine’s Day parties for this month’s event. What ideas came to mind?

  • Cupid…a Nerf bow and arrow contest perhaps?
  • Greeting Cards…ExactHire craft time, anyone?
  • Candy…why not another sugary treat exchange?
  • BINGO…saaaaay whaaat?

One childhood memory our committee had was of classroom bingo set to a Valentine’s theme. This means that the board contains words of love, affection, and secret admiration. And the markers are pieces of cheap, questionable candy. A fine memory indeed. But what could we add to this event to take it over the top?

Winner takes The Golden Vase, of course. Bingo! We had our Monday Funday competition.

The following story is based on real events and names. The emotions, actions, sounds, and details in general have been changed to dramatize an otherwise pleasant game of bingo. Reader discretion is advised.

Dawn

The morning leading up to February’s FunDay showdown was tense. The previous month’s event saw Jess triumphantly reclaim the Golden Vase back from Jeff, who had been parading the trophy around since the New Year began. But Jess’s return to glory was not universally acclaimed.

You see, some members of the team took issue with Jess’s victory in the January competition, which was billed as a snowball toss, but in actuality resembled a game of beer pong (minus the beer). “Weeks of preparation wasted!” The disgruntled losers had cried.

And so chit-chat was minimal while we worked through the morning’s company-wide meeting. Game faces were firmly fixed as we ate our lunches in silence. The ExactHire team had a game, and bingo was it’s name-oh.

B…I…N…G…O.

The game got off to a rocky start when it was quickly realized that very few of the words being drawn matched any of the words on our boards. Boos and hisses snuck out the corners of anonymous mouths. An uneasiness settled over the conference table.

Bingo Board For Valentines Day

Sensing the unrest and impending fisticuffs, Darythe (Fun Committee Chair and Bingo M.C.) promptly tossed her “random word” list and grabbed the “winning words” list. A fateful decision!

For as she uttered the words, Jeff–the promenading pariah from January–smiled with glee, marking box after box, and coming oh so close to completing his B-I-N-G-O.

But Jess and Randi were also quickly putting together winning lines of their own. Two-time champ, Allen, was in the mix too. Meanwhile, I was questioning the legitimacy of my board.

It seemed to be neck and neck–as far as bingo goes. Giddy giggles and nervous flailing of hands began to accompany each call. The winner would soon be named. And then, it happened.

“BINGO!”

The Aftermath

Jeff stood, hands outstretched above his head, a beaming, triumphant smile. Following his “YES! Whoo-hoo,” the room went silent. Jeff’s eyes glazed over with visions of the Golden Vase.

One-by-one, the ExactHire team members filed out the door, heads lowered, sour tastes in their mouths–likely due to the questionable candy. Only Jeff remained. A man alone with his vase.

“Sweet,” he softly remarked.

Yes, Jeff, if only for the bitterness of defeat.

 

Monday Funday is one way in which ExactHire seeks to build and grow a fun work culture. Each month–on a Monday of course–we recognize the workiversaries and birthdays of our team. We also participate in creative competitions that sometimes turn fierce.

We will share recaps of these events via our blog in an effort to spread the word that Monday can be a fun day. But we also want to know how you have FUN at your workplace too. So add that in the comment section below. Our Fun Committee is always looking for ideas!

Recent Golden Vase Winners

Jeff Re-Claims Vase!

Jeff returns to the top with a big bingo win in February.

Jeff Reigns Supreme In December

Jeff notches his first victory with elf-like wrapping skills and a shooter's touch.

Allen Takes November

Allen proudly reclaims the golden vase for the second time!

Jess Wins October

Jess wins the Golden Vase with a first place finish in pumpkin decorating.

Allen Winning In September

Allen wins the traveling gold flower vase in September after a fierce office chair race.