3d00554f

The Strengths, Weaknesses and Blind Spots of Managers

Wed, 19 Jun 2024 22:21:36 GMT

Worldwide, the cost of poor management and lost productivity from not engaged or actively disengaged employees is $8.8 trillion, or 9% of global GDP .

Changing how people are managed is perhaps the easiest way to boost productivity within organizations.

Yet, the majority of managers receive little feedback on how effectively they manage their team. Less than half of U.S. employees (42%) report having the opportunity to formally provide feedback to their manager, and fewer than one in four (24%) have formally rated their manager’s performance. Managers are not getting much help from their peers either, with only about a third (36%) of managers saying they receive feedback from their peers as part of a formal feedback process.

Many managers admit they have room to grow. Four in 10 acknowledge they have not yet achieved an advanced or expert level of proficiency when it comes to engaging their team or managing performance. While six in 10 managers say they are not advanced or expert at developing employees and helping them create career paths.

To help managers foster highly productive teams, Gallup conducted a study comparing how managers think they are currently leading their team versus how employees say they are being managed.

The study used a nationally representative U.S. sample of 2,729 managers and 12,710 individual contributors. Each group assessed how they are managing their team or how they are being managed based on a list of 20 managerial responsibilities. Ratings of each managerial behavior were separated into four categories:

Strengths -- rated highest by both managers and employees.
Known Weaknesses -- rated lowest by both managers and employees.
Blind Spots -- managers rated high, but employees rated low.
Unrecognized Strengths -- employees rated high, but managers rated low.

Strengths

Where are managers most effective?

The behaviors that both managers and employees rated highest are baseline expectations of management . These behaviors are more transactional and straightforward to deliver. While being responsive, approachable, informed and providing resources are important, these behaviors have the lowest correlations to employee engagement observed in the study, indicating they are less likely to elevate performance than other key behaviors.

The exception is high-quality feedback, a more refined managerial skill highly correlated with employee engagement.

Despite relatively high scores on these six behaviors, significant room for improvement remains. There is a wide difference between manager and individual contributor ratings on some fundamentals, including a 21-percentage-point gap in responsiveness to calls and messages and a 19-point gap in high-quality feedback.

Managers should not take these relative strengths for granted and must continue to sharpen them because they are the foundation of effective communication, support and strong working relationships.

Known Weaknesses

Where do managers struggle the most (and know it)?

The known weaknesses, behaviors both individual contributors and managers see as areas for improvement, focus on effective coaching. Meaningful feedback, motivation, removing barriers to performance and discussing strengths involve conversations that go beyond basic communication of facts and minimum responsibilities. And they all involve a forward-looking approach: “How do we get better?”

These known weaknesses are very highly correlated with employee engagement, demonstrating that managers are not only falling short, but these behaviors are among the most critical to increasing productivity, retention and customer engagement.

The lowest rated behavior was “meaningful feedback in the last week.” This behavior combines both quality (“meaningful”) and frequency (“in the last week”) of feedback. We call these ongoing, high-quality conversations the “coaching habit,” and it is among the best predictors of employee engagement Gallup has ever studied.

Blind Spots

Where are managers overconfident?

The biggest gaps between manager and employee perceptions are in the delivery of recognition and frequent feedback.

Nearly 60% of managers feel they are doing a good job recognizing their team’s hard work and contributions, but only about a third of individual contributors (35%) share the same sentiment. Recognition isn’t happening as often as managers think, or it’s not being delivered in a memorable way for employees. A Gallup-Workhuman study suggests the answer is likely somewhere in between, considering only 12% of employees report being asked how they like to be recognized. Managers need a better understanding of what meaningful recognition looks like for each team member to bridge this gap.

The largest difference between manager and employee perceptions is in how often they think feedback is provided. Only one in five (20%) employees say they receive feedback weekly, compared with about half of managers (50%) reporting they deliver it weekly. This measure of feedback describes frequency, which is theoretically more “objective” than quality, yet managers’ efforts are not registering with their teams.

Another blind spot is that managers are more likely than the people they manage to say their managerial style fosters a collaborative team environment. Managers may see collaboration happening or facilitate it themselves, but that may not translate into true peer-to-peer collaboration that employees can see or feel.

Unrecognized Strengths

The one behavior employees rated more favorably than managers was creating accountability for high performance. Managers tend to put a premium on accountability because it’s their job to hold a high standard for their team and help the team achieve it. Managers may judge themselves harder on this behavior because they have high expectations, or they may legitimately see their team has room for performance improvement.

In contrast, employees -- who may be more sensitive to performance standards -- indicate that managers’ performance standards are working better than they think. Yet they agree with managers there is room for improvement.

Top Drivers of Employee Engagement

Which behaviors are most important to engaging employees and enhancing productivity?

Findings from this study reveal that managers excel at the basics, but out of the top five most important manager behaviors that drive employee engagement, four are known weaknesses and one is a blind spot.

The strongest driver of employee engagement and the lowest rated behavior is weekly meaningful feedback, making it the most important opportunity for improvement among managers.

Establishing a weekly coaching habit provides a natural way to strengthen the other four critical behaviors. Routine coaching conversations should include discussing goals, development, and strengths and recognizing good work. Previous Gallup research shows these behaviors contribute to making coaching conversations “extremely meaningful.”

How to Reveal Manager Blind Spots

First, organizations need to close the perception gap between managers and their teams. Managers benefit from a holistic perspective of their own performance that includes precise feedback, whether through coaching effectiveness survey feedback, 360 feedback or open two-way dialogue with their team. Encourage managers to listen to this feedback to help them understand what they hear.

Second, organizations need to address managers’ most common weaknesses and blind spots this study uncovered. Organizations should intentionally develop managers into coaches, moving beyond the basics and teaching them how to effectively coach performance and development through a strengths-based lens.

This study serves as a call to action: Managers need the development, feedback and support required to manage people effectively and foster highly productive teams. The engagement, performance and retention of their workforce depends on it.

Source: https://www.gallup.com/workplace/645299/strengths-weaknesses-blind-spots-managers.aspx

How to Prevent Financial Stress From Overwhelming Your Employees

Wed, 19 Jun 2024 22:21:34 GMT

The American workforce is currently experiencing a silent financial stress epidemic. Year over year, more and more of the US workforce seems to be becoming financially stressed; in 2023, 92 percent of employees reported feeling stressed about their financial stability ( up 72 percent from 2022 and 91 percent from 2021 ).

Fueled by macro trends, including rising interest rates, inflation outpacing wage growth, increased personal debt levels, and looming recession fears, this financial stress crisis is only worsening, which has significant ramifications for the workplace.

Financial stress in people’s personal lives translates into increased presenteeism, lost productivity, and absenteeism in the workplace. It harms morale and company culture and is a significant cause of employee churn. Financially stressed employees are five times more likely to admit to being distracted at work, two times more likely to look for a new job, and 34 percent more likely to be absent or late. All these effects compound and can cost companies 11-14 percent of their annual payroll costs yearly!

So, how can companies mitigate the effects of financial stress in the workplace when many of the underlying causes are out of their control?

Three steps companies can take to keep financial stress from overwhelming their employees.

1. Support employees with education

This might sound like a “duh, obviously” statement, but financial literacy matters when managing financial stress. A 2022 National FINRA study found that people with higher financial literacy are likelier to make ends meet than those with lower financial literacy. What’s more, today, only about ⅓ of adult Americans have a basic understanding of interest rates, the costs of taking on debt, and financial risk.

For employers, this means that there is a very easy, “low-hanging fruit” way to prevent financial stress from overwhelming employees: provide them with access to basic financial education.

Programs designed to help employees understand how to manage their finances and get fit will go a long way toward helping them manage their financial stress. Employers can help employees understand how to budget for daily life and different milestones, how interest rates work, the strategies for paying off debt, consequences of defaulting on payments, etc., through a variety of mediums, including single in-person sessions, webinars, ongoing education series, and access to general or specialized financial health resources.

2. Curate an employee benefits package that addresses employees’ biggest sources of financial stress

Although some might believe that raising salary is the best way to alleviate financial stress, companies can have a more prescriptive impact on their employees’ financial well-being with thoughtful, curated benefit offerings and total rewards packages.

Benefits can incredibly effectively tackle some of the top sources of financial stress for employees. For example, with an employer student loan repayment benefit, companies can help employees save time and money in paying off their student loans, which are the top source of financial stress among employees with student loans (roughly ⅓ of the workforce).

Other sources of financial stress, such as dependent care, healthcare, and retirement savings, can also be alleviated with benefits.

Especially in the case of tax-free fringe benefits like employer student loan repayment or dependent care accounts, benefits that directly solve a pressing financial need can often be more effective than a salary raise because every benefit dollar can be put towards the financial concern.

3. Bring attention to the benefits and programs that will address your employees’ financial concerns

Whether you have existing benefits and programs or plan to adopt new offerings, be sure to publicize them so that your current and future employees will know they exist and how to take advantage of them.

According to a 2022 Employee wellness survey by EBRI, many companies have room to improve when marketing their benefits internally. Even when companies offer holistic financial and emotional wellness benefits, less than half of employees understand, let alone are aware, that they exist. That’s why once you’ve taken steps to support your employees’ financial well-being and keep them from being overwhelmed by financial stress, don’t forget to highlight your total rewards program on all fronts!

Making it clear how your benefits package has been thoughtfully designed to impact your employees’ financial, physical, and emotional well-being can not only help reduce the negative effects of financial stress for your employees but also help promote loyalty, brand connection, and employee engagement within your company. It’s a win-win.

By supporting employees with access to financial education, personalizing total rewards programs with high-impact benefit offerings, and highlighting existing resources, companies can keep financial stress from overwhelming their employees in the coming months. Employers can also save themselves from losing billions of dollars from lost productivity and voluntary churn.

Source: https://trainingmag.com/how-to-prevent-financial-stress-from-overwhelming-your-employees/

6 ways to build a learning culture in your company

Wed, 12 Jun 2024 23:07:48 GMT

A company with a strong learning culture is generally viewed positively compared to a company which rests on its laurels.

It is one where everything from the structure to the processes to the culture are all geared towards allowing and also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows employees to gain more information to grow themselves and by extension, the company they work for.

Here are six ways to develop a learning culture in the workplace and reap the benefits of a workforce that is constantly improving and growing.

1. Implement formal training

On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result.

It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level.2. Reward learning

2. Reward learning

As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside.

Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays.

3. Create time for learning

To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning.

An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar.

4. Lead by example

Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through.

When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves.

5. Ensure new skills are applied

To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned.

You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained.

6. Hire the right people

Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them.

Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result.

Source: https://www.pagepersonnel.com.au/advice/career-and-management/productivity/6-ways-build-learning-culture-your-company

Why Is HR Becoming More People-Centric?

Wed, 12 Jun 2024 23:07:45 GMT

Human Resources started out as personnel departments that focused on transactional HR activities and operated in the interest of the employer, rather than the employee. All they had to do was recruit workers, provide training, watch performance, enforce rules, and compensate accordingly.
During the 20th century, human resources began to evolve and gradually adopt the people-centered approach. Now, companies are expected to offer flexibility, good company culture, and a positive work environment. In this article, we’ll discuss why HR needs to be more people-centric.

The role of HR in the past, which was more task-driven

Human resources activities were previously carried out by the personnel administration . They would hire workers, set workplace rules, process and distribute paychecks, enroll the staff in benefit plans, and suspend or fire employees. In the past, HR was simply an administrative function that managed all aspects of the employee’s journey. They were also required to instruct new workers, develop and revise policies, and investigate workplace issues. The companies were less concerned about employee welfare or how their operations might be too rigorous for the average person.

How has HR evolved over time and is embracing a people-centric approach?

There were no HR practices during the pre-industrial era and workers were mostly exploited for their time and effort. During the industrial era, hiring and training practices were available and labor unions were formed to protect workers’ rights as well as advocate for better working conditions. However, such matters weren’t assigned to a department.

Around the early 20th century, organizations realized that they needed a structured approach to easily manage their workforce. They created the personnel management unit and tasked them with the administrative and legal duties. The team developed employee welfare and ensured that the company complied with labor laws and regulations.

The Human Relations era presented the “people-centric” approach and allowed for better communication between employees and managers. They also conveyed the idea of training and development programs. Strategic Human Resources Management (SHRM) came when companies discovered that human capital was crucial to their growth.

The SHRM focused on developing HR practices that are aligned with the organization’s strategy. They started to execute talent acquisition and management programs as well as develop strategies that ensure long-term success. Lastly, the globalization of HRM allows for understanding culture differences and aligning HR policies and practices to fit a diverse workforce. It also places emphasis on the compliance of local labor laws in different countries.

Why is HR becoming more people-centric?

A people-centric HR department is concerned about the well-being of employees. It creates policies and practices that enhance motivation, engagement. and fulfillment. This allows employees to communicate with the company and understand that their efforts are valuable and appreciated.

There are several benefits of adopting a people-centric culture. It would be easier for employees to engage with one another and share their opinions with the company. It helps to retain more employees, boost productivity, and also attract talented or skilled individuals to the company.

How can technology improve the employee experience?

HR systems help to eliminate the need for repetitive tasks and endless paperwork. They allow companies to keep accurate employee records and automate HR processes. HR departments need software and tools to manage recruitment and training, evaluate performance, track employee benefits, etc. Some technologies include talent management software, employee experience platform, learning management system, payroll management systems, etc.

Employee experience software is one example and can help to improve the overall employee experience in a company. It can be used to manage business-to-employee (B2E) relationships and provide employee support or self-service. Such platforms can collect data on employee experiences to monitor HR performance and identify the areas to improve. The features include an omnichannel ticketing system, AI bots, knowledgebase, integrations, intelligent workflows, etc.

How HR can build an employee-centric HR model and organizational culture.

Human Resources needs to be people-centric and treat employees in the most humane way possible. They should realize that employees come from different backgrounds, require diverse resources and are motivated differently. An HR department that cares about employees will be able to encourage more effort and achieve company goals easily. Below are some ways to create an employee-centric HR:

Revising HR policies.

When creating HR policies, you need to consider the physical, mental, emotional, and financial well-being of employees. A great work-life balance is also needed to boost productivity, efficiency, and engagement.

Implementing a diversity, equity and inclusion (DEI) program.

HR policies and programs should represent the diverse needs of employees from different nationalities and educational backgrounds. It needs to develop a sense of belonging, foster a growth mindset and allow for smooth collaboration between different types of employees.

Training executive leadership and middle management

Leaders should learn to prioritize good communication and good behaviors in the workplace. They should be more empathetic towards employees, provide guidance where necessary and build good relationships with employees.

Putting the right platforms, systems and processes in place that will support a positive employee experience.

HR can become people-centric with the help of tools such as employee experience management software. They can train and upskill employees, provide enough resources, and allow for more flexibility via remote or hybrid work.

Extending the employee experience to temporary or contract employees.

Staff leasing for business allows companies to outsource job roles to temporary/contract employees. This can be administrative tasks, customer service or technical duties. Many contract staff tend to feel left out so HR needs to ensure that they benefit from the employee experience.

Using people analytics to improve

The HR department should be willing to request employee feedback regularly. They can analyze employee data to measure employee satisfaction levels and adjust the HR strategies to continue improving the employee experience.

Conclusion

The workplace is becoming more global and employees desire reasonable treatment and better experiences. The HR department has evolved from being transactional to people-centric and then became strategic and global. HR should use technology, training, and efficient practices to make the workplace more conducive for all employees.

Source: https://gethppy.com/employeerecognition/why-is-hr-becoming-more-people-centric#google_vignette

The Future of Recruitment: Modern Strategies for Staying Ahead

Thu, 06 Jun 2024 22:44:46 GMT

The recruitment industry is an ever-evolving entity, adapting to changes in the business landscape. Its role in any organization’s success is undeniably crucial. From startups to multinational corporations, finding the right talent fuels growth, innovation, and competitive advantage. However, in today’s fast-paced digital age, sticking to conventional methods can spell stagnation. Businesses must navigate the shifting recruitment landscape using modern strategies to stay ahead of the curve.

The Changing Recruitment Landscape

Consider recruiting in the “good old days”. Picture a beleaguered HR professional, surrounded by towering stacks of resumes, sifting through each one in the quest for the ideal candidate. Now, fast-forward to today. That image couldn’t be further from the reality of modern recruitment. The recruitment landscape has changed dramatically in this digital age, taking a quantum leap from the traditional methods we once knew.

Shift from Traditional to Digital Recruitment Methods

Traditional recruitment, characterized by manual resume screening and in-person interviews, is rapidly giving way to digital alternatives. The introduction of AI recruiting software has revolutionized how HR teams source and shortlist potential candidates. Moreover, technology has made geographical barriers obsolete, opening up a global talent pool.

Impact of Technology on Recruitment

From job postings to candidate assessments, technology has integrated itself into every aspect of recruitment. The use of AI, data analytics, and even virtual reality has automated mundane tasks, made processes more efficient, and enhanced decision-making.

Embracing Digital Technologies for Recruitment

Gone are the days when recruiters had to rely solely on their intuition and manual processes to attract, engage, and hire talent. We’re riding the crest of a wave in a sea of change, where tech-savviness has become an invaluable asset in the recruiting world. Here, we’re diving into the realm of digital technologies – AI, data analytics, VR/AR – that are not just bells and whistles but powerful tools reshaping the recruitment landscape. So buckle up, and let’s explore this digital wonderland.

Artificial Intelligence (AI) and Machine Learning

Imagine you’re at a party and have to find a person who loves Star Trek and quantum physics in a crowd of hundreds. Exhausting, right? That’s what traditional resume screening felt like.

AI-powered resume screening and candidate matching: AI and machine learning are the game-changers here, doing the heavy lifting at record speed. They can sift through heaps of resumes, spotlighting candidates who best fit specific job requirements.

Chatbots for initial candidate engagement and FAQ handling : If AI is a party magician, chatbots are the charismatic hosts. They field candidate queries round-the-clock, improving initial engagement and allowing HR teams to zero in on strategic tasks.

Data Analytics and Predictive Hiring

Data analytics in recruitment is like having a crystal ball, revealing patterns, and offering foresight, making the hiring process more innovative and efficient.

Leveraging data to make informed hiring decisions : HR teams now use big data to glean insights, track trends, and understand candidate behavior. They’re not just making decisions; they’re making informed decisions.
Predictive analytics for identifying high-potential candidates : It’s all about staying one step ahead. Predictive analytics provides a sneak peek into a candidate’s future performance, helping recruiters spot high-potential gems early.

Virtual and Augmented Reality (VR/AR)

VR/AR has moved beyond just being buzzwords and is opening new frontiers in the recruitment world.

Virtual job fairs and remote interviewing : Welcome to the era of remote work where distance is no longer a deal-breaker, and virtual job fairs and interviews have become as routine as morning coffee. Consider including recorded video content to modernize your job fair, as it can add depth and personality. It’s here that tools such as a video editor and audio joiner come in handy. Think of them as your behind-the-scenes tech wizards, spicing up your virtual interactions. A video editor tool allows you to create professional, polished interview presentations that leave a lasting impression on potential candidates. An audio joiner tool, on the other hand, deals with multi-participant interviews. It ensures the interview’s audio flows smoothly, making the conversation natural and consistent, as if everyone were sitting in the same room. Together, these tools enhance the effectiveness of your virtual interactions, adding that extra dash of personal touch and professionalism.
Simulated job previews and assessments : What if candidates could walk a mile in their future job’s shoes before starting? VR/AR makes this possible with realistic job previews and immersive assessment experiences, offering both parties a “try-before-you-buy” experience. The integration of VR/AR in recruitment also enhances the organization’s appeal to candidates. It demonstrates that the company is forward-thinking and willing to invest in state-of-the-art technology to ensure a good fit between the job and the candidate. This “try-before-you-buy” experience goes a long way in improving the candidate experience, boosting the employer brand , and ultimately, enhancing the quality of hires.

Enhancing Candidate Experience with Technology

Welcome to the realm of enhancing the candidate experience with technology, where we believe that the right mix of personalization and convenience can elevate recruitment to an entirely new level.

Personalized Recruitment Experiences

Tailored job recommendations and content : AI-powered systems can personalize job recommendations based on candidate profiles, preferences, and behavior, improving the candidate experience.
Customized communication and engagement : Personalized communication and engagement strategies using AI help maintain candidate interest and encourage a positive perception of the organization.

Mobile Recruiting

Mobile-optimized application processes : Simplifying and mobile-optimizing the application process can increase the number of applications and improve candidate experience.
Mobile apps for candidate engagement and updates : Mobile apps provide a platform for continuous engagement, offering job alerts, updates, and feedback options.

Building Employer Branding with Digital Tools

When it comes to building employer branding, digital tools have become the paintbrushes of our era. They allow us to craft and showcase our corporate identity in a way that resonates with potential candidates.

First off, social media platforms aren’t just for sharing cat videos anymore. They’ve become a compelling canvas for us to portray our company culture, voice our values, and engage potential talent. We’re not just broadcasting our message into the void – we’re using these platforms to connect with potential candidates, answer their questions, and foster meaningful relationships. It’s like having a coffee chat with a potential hire, but online.

Then there are employer review sites and TripAdvisor for job seekers, if you will. Actively monitoring and responding to online reviews is a bit like customer service – it’s about showing that we value feedback and are dedicated to improving. This active management can sway public perception and guide candidate decisions.

Finally, let’s talk about reputation management. It’s not just about avoiding scandals but proactively building a positive image online. This can make all the difference in attracting high-quality candidates, like a well-lit sign in the night drawing in the right people. So, digital tools are not just about maintaining our image but actively sculpting it to build a robust and appealing employer brand.

Ethical Considerations and Mitigating Bias in Recruitment

In the fast-paced race towards technological advancement, it’s essential we don’t overlook one crucial aspect – ethics. Particularly in recruitment, as we integrate AI and machine learning, we must also mitigate bias and uphold fairness.

Let’s get real; while technology has brought about a seismic shift in recruitment, it’s not without its pitfalls. AI and machine learning models can unintentionally learn and replicate biases present in the data they’re trained on. This could lead to specific demographics being unfairly disadvantaged. That’s why training these models with diverse and unbiased data and conducting regular audits is essential. But it’s not all up to the machines. We, the humans, must also step up our game. Implementing structured interviews and conducting blind assessments can help reduce human bias, ensuring a level playing field for all candidates. Ultimately, staying ahead in recruitment is not just about embracing new strategies but doing so responsibly and ethically.

Overcoming Challenges and Obstacles

Navigating the future of recruitment isn’t just a smooth sail; it’s a journey with challenges and obstacles that we must skillfully maneuver. As we transition into digital recruitment strategies, two key hurdles often rear their heads: security and privacy concerns and skill gaps within HR teams.

Firstly, as we deal with massive volumes of candidate data, there’s an increasing need to protect this information and maintain privacy. It’s like we’re the guardians of a digital Fort Knox, responsible for safeguarding candidate data and ensuring compliance with data protection regulations. This task requires a clear understanding of cybersecurity principles and strict adherence to data privacy laws.

Secondly, the shift to a tech-centric approach has brought the challenge of skill gaps within HR teams. Not everyone is a tech whizz, right? But fear not; this is where upskilling comes into play. We can effectively bridge this gap by equipping our HR teams with the necessary skills to handle new technologies and collaborating with technology vendors for training and support.

In essence, overcoming these challenges isn’t a blockade but rather a stepping stone to propel us further into the digital recruitment future.

Conclusion

In the dynamic world of recruitment, businesses must adapt or risk falling behind. As we’ve explored, embracing technologies like AI recruiting software, data analytics, and virtual reality can revolutionize the recruitment process. Personalizing the candidate experience and managing your online reputation can further enhance your appeal to potential candidates. However, amidst the excitement of technology, don’t forget the ethical considerations, and remember to safeguard candidate data.

The future of recruitment is already here. It’s time for businesses to fully embrace these technologies and trends, stay agile, and prepare for future advancements. It’s not just about keeping pace – it’s about staying ahead.

Source: https://cvviz.com/blog/modern-recruitment-strategies-ar-vr/

Beyond the Salary: Giving Your Employees the Right Tools to Thrive.

Thu, 06 Jun 2024 22:44:44 GMT

There’s so many tools your employees need to thrive, and understanding the needs of employees is crucial for creating a positive and productive work environment. Whether this is spearheading career development or offering fair wages, there’s a swift balance to be had for delivering the fundamentals. Let’s give your employees the tools they need to thrive.

Rewarding Good Behavior.

One of the keys to workplace excellence is ensuring they know when they’ve done an excellent job. A very simple motivational tool is to call out good behavior and reward it in very simple ways. Some people think they need to reward their employees with vouchers and things of monetary value, but sometimes a simple metaphorical pat on the back can be all they need to ensure that they’ve got the support of the people in charge. Many organizations seldom call out or reward good behavior because they are predominantly focused on targets and KPIs, but rewards should be a part of the default setting of any business.

Health and Wellbeing.

There are a number of changes afoot in the modern business. Post-pandemic, there’s been a greater focus on health and well-being, and now it’s easy to see why we should focus on it. We don’t live in a world where people need to be metaphorically whipped harder to work more. It’s now been shown that multitasking has an adverse effect on productivity . Health and well-being should be front and center of not just the culture of an organization but its motivation strategies. If an employee is happier, they are going to do better work.

Provide Purpose.

Purpose is one of those things that every employee should feel when they start their work in the morning. If an employee doesn’t have a reason to work, their motivation levels will suffer, and so will their productivity. To ensure an employee has a sense of purpose, they need to be aware of the bigger picture of the organization and also need to see how their work is contributing to that.

When somebody doesn’t have a reason to go to work in the morning, this can be a slippery slope to jumping ship. As employees become part of the fabric of a business over the months and years, reminding them of their purpose can be one essential approach. But if they feel their purpose is not aligning with their goals and values anymore, this is when you should look at progressing them within the organization. Sometimes having more responsibility allows them to “step up to the plate.”

Team Cohesiveness.

Even if an employee works by themselves, they need to be part of a thriving organization, and this means having a better working relationship with their team. When there’s conflict within a team, this has an instant effect on productivity and the culture in general.

This goes all the way back to motivation because if someone doesn’t have the same sense of motivation to help the team, then they’re not going to feel like they should help the business by proxy. Team cohesiveness is important because it doesn’t just help everyone understand people’s roles but is also critical for a healthy dynamic , which is not just focused on work, but fun.

Having the tools to thrive is about a number of different factors, and some of these might very well be lacking in your business.

Please cite as:
Ontology of Value (2024, January 29th). Beyond the Salary: Giving Your Employees the Right Tools to Thrive. Retrieved from: https://ontologyofvalue.com/beyond-the-salary:-giving-your-employees-the-right-tools-to-thrive/

Do you find this article useful?

Today, it is becoming extremely hard to get noticed online as the Internet is flooded with massive amounts of AI-generated content. Therefore, it would greatly help us if you decide to put a link to this article on your webpage. Thank you so much in advance!

Source: https://ontologyofvalue.com/beyond-the-salary-giving-your-employees-the-right-tools-to-thrive/

Does Your Company Have a Culture Problem? [Quiz]

Wed, 29 May 2024 22:56:56 GMT

Whether or not your organization has a strong company culture can make or break the business. Don’t believe us? ��

Companies with a positive work culture are better places to work, and, more importantly, tend to have higher retention rates. Gallup notes that a strong organizational culture can lead to 85% net profit increase over a five-year period.

Now do we have your attention? ��

We’ll dive into the basics of how to think about company culture, the warning signs of a toxic company culture, along with a 5-minute quiz you can take to find out of if your company has a culture problem.

Take our quiz: Does your company have a company culture problem?

What is company culture?

Company culture encompasses the shared values, attitudes, and behaviors within your organization. In a way, it’s like the physical, mental, and emotional state of a company. What does your place of employment look and feel like? What does it value, what does it believe in, and what energy does it emit? Does the culture feel intense and focused, soft and slow, fun and innovative?

Culture creates the day-to-day experience at a company. And when an organization has a strong company culture , employees are engaged, productive, and satisfied. You can imagine what happens on the flip side; poor company cultures are connected to lower productivity, high turnover, and disengagement.

Poor company cultures are connected to lower productivity, high turnover, and disengagement.

There’s no one-size-fits-all gold-standard company culture, yet there are some red flags to look out for that signal toxic traits.

8 signs of a toxic work culture

1. Employee burnout

If a majority of employees at an organization are feeling burned out , that’s a big red flag. Burnout isn’t just caused by work overload; it can be from having challenges with a manager, too many meetings, disconnection among teammates, or lack of psychological safety. A recent report from Indeed found that over half of U.S. workers are burned out.

2. Office gossip

It’s impossible to say that all office gossip is bad, but there’s definitely a threshold to look out for. Too much gossip can signal a toxic workplace. Healthy workplaces practice radical candor and clear communication; on the flip side, gossip can lead to drama, distractions, and distrust.

3. Lack of actionable DEI policy

Many companies have written up DEI plans and policies . But what if they end up just being a piece of paper that stays filed away? We all know that successful DEI not only enables culturally diverse workforces—it’s vital to business success. Yet many companies struggle with the equitable and inclusive part of the DEI acronym, focusing too much on diversity alone. Other companies struggle to define goals and metrics for their DEI program, lack inadequate training, or don't receive executive buy-in or appropriate budgets.

4. Poor work life boundaries

A poor company culture usually has poor boundaries. Think: employees sending late-night emails or Slacks, managers texting direct reports , or teammates skipping team-building events to focus on a project instead. Healthy company cultures create working environments where employees can be focused and efficient during appropriate times, while allowing a sense of balance after hours.

5. Low use of PTO or sick days

Did you know that nearly half of U.S. workers don’t use all of their paid time off? Whether you have a certain number of PTO or an unlimited policy, this is clear: being afraid to take time off, whether for vacation or because of sickness is a sign of a toxic company culture. Employees tend to not take time off if they are afraid of the repercussions or if they feel like they have too much work to do.

6. Employee silos

Do you ever feel like you have no idea what other departments are working on, even though you are all technically on one team? This is what an organizational silo feels like. If your company is siloed—meaning the flow of cross-departmental information gets stuck—this could a sign that your company culture has work to do. Healthy cultures can break down silos and build stronger, team-wide connections.

7. High turnover

High employee turnover rates is a sure-fire red flag for a company's work culture. While a healthy amount of turnover is normal, if many employees are leaving left and right, it could have to do with several reasons, from poor pay or lack of appreciation, to limited growth, development opportunities, or just downright bad management. Turnover is not only a red flag of poor culture— employee turnover also costs an arm and a leg.

8. Listening but not acting

This one is sometimes tricky to diagnose, but it’s super important to be aware of. Many companies will solicit feedback from employees, listen to challenges, and be proactive about asking for input. Yet, if none of that feedback is acted upon, then you may work in a culture that doesn’t actually practice what it preaches.

The takeaway

Did your quiz results surprise you? Provide relief? Anxiety? No matter what you score, it's important to know that culture is always evolving and adapting—it's never a one-and-done static part of your organization.

We encourage you to share these quiz results with your team and start thinking through ways to grow or improve your team's company culture.

--> Recognition-rich cultures improve engagement, productivity, and retention, too. Schedule a demo with one of our product specialists today.

Source: https://bonusly.com/post/does-your-company-have-a-culture-problem-quiz

What is “proactive recruiting,” and how can it benefit your team?

Wed, 29 May 2024 22:56:37 GMT

Talent acquisition and recruitment teams are redefining what it means to look for talent, don't get left behind.

“Proactive” isn’t just a buzzword; it’s a game-changer for recruiters. While some talent attraction teams find themselves in a reactive cycle, focusing on one open role after another, there’s a more dynamic approach that can help teams hire better.

That’s where “proactive recruiting” comes in. Talent acquisition and recruitment teams are shifting priorities and redefining what it means to look for talent. Want to get in on the shift? Here’s what you need to know about adopting a proactive strategy for your business.

Proactive vs. reactive recruiting

Proactive recruiting focuses on identifying and engaging with potential candidates before a specific need arises.

The key word there is before—proactive talent acquisition and recruitment leaders are focused on building a robust talent pool so that when a role opens up, they already have candidates waiting to apply. Rather than reacting to hiring demand once teams are already understaffed, proactive recruiting lets teams stay ahead of staffing challenges.

On the flip side, reactive recruiting is the “traditional” method of hiring that focuses on attracting and connecting with ideal candidates in response to a specific job opening.

As most teams will recognize, there are many benefits of proactive recruiting. While reactive recruiting tends to lead to rushed decisions, a limited candidate pool, and wasted time, proactive recruiting can reduce time to hire and give you more qualified candidates to choose from. The prep work that happens ahead of time makes each open role more manageable.

Despite that, reactive recruitment has its place, too. There are unforeseen circumstances that sometimes require you to be reactive, so it’s still important to have those strategies ready. Incorporating a proactive strategy just helps you minimize the fire drills and stay ahead whenever possible.

How to approach proactive recruiting

If you’re thinking about pivoting to a proactive recruiting strategy, the shift will require some time and thought. Specifically, starting a proactive approach means thinking about recruiting differently, seeing talent attraction as an ongoing tactic whether specific openings exist or not.

To kick start that process, start by identifying your long-term talent needs. Where is the company headed? What teams will need to be staffed to meet those goals? What kind of skills might those teams require?

Then, your long-term recruiting strategy will focus on building those talent pools. Across a variety of channels (especially social—more on that below!), you’ll engage with candidates who may be a good fit for future roles. When specific roles do open up, you’ll already have relationships to lean on with a wide variety of prospective candidates.

How social recruiting supports a proactive strategy

As you build out a proactive recruiting strategy, social media is a key channel to consider. Promoting your employer brand on social media helps you get in front of talented professionals who may be interested in employment in the future.

Unlike job applications and careers pages, which connect you with candidates who are actively looking for work, social media gives you the chance to engage naturally with candidates who are passively on the market—or who may be on the market down the line.

As those users see your content over time, they may develop a more active interest in joining your company one day. That’s when you’ll reap the rewards of your proactive strategy: when ideal candidates come straight to your open roles because they’ve been watching all along.

How to create a proactive social recruiting strategy

Building a social recruiting strategy is easier than you might think. The foundation is sharing employer brand content on social media. These types of posts can include anything interesting about what it’s like to work in your company, how you’re different from other teams, or why you’re a great place to work.

Keep in mind that most recruiting teams don’t have to create this content from scratch—it likely already exists in other formats! Your careers page, job descriptions, and benefits info are great places to check for content you can repurpose on social.

Then, incorporate job posts that include employer brand content to engage candidates who are more actively looking for work. You can post individual job openings as they arise, or share a roundup of multiple jobs to keep your network informed.

As you share content, think about the types of professionals you may want to hire down the line. For example, if you know you may need to expand your marketing team later in the year, start posting marketing content, like employee testimonials, now to build up an audience with the skill sets you need. Or, if you’d like to attract more diverse candidates, make sure you’re sharing your DEI initiatives and making an effort to connect with people from different backgrounds. Make sure your team members are sharing that content, too!

Lastly, engage with users who show interest in your content. Even if they aren’t a perfect fit for current roles, keeping a dialogue open means you’ll be top of mind when you have a more relevant opening.

Using CareerArc to stay ahead

Ready to get started? One of the challenges in establishing a proactive strategy is that it requires thinking ahead, and for teams that are already busy, it’s difficult to prioritize future-leaning tactics.

CareerArc takes social posts off your plate by automating content creation and distribution altogether, giving you more time to focus on building candidate connections.

Want to try it out? Click here for a demo.

Source: https://www.careerarc.com/blog/what-is-proactive-recruiting-and-how-can-it-benefit-your-team/

Keystone conversations are the key to building strong, effective teams

Wed, 29 May 2024 22:56:35 GMT

The key to building effective and strategic relationships at work is to make them safe, vital and repairable, says coaching expert Michael Bungay Stanier. To get there, you can have a keystone conversation with your team.

When relationships in our personal lives start to come apart at the seams, we often go above and beyond in a bid to save them. We attend marriage counselling; we muster the bravery to have the difficult conversation with our friend; we sit our children down and clearly explain right and wrong to them.

We put so much energy and effort into these relationships because we tell ourselves they’re the ones that really matter. But when it comes to fractured relationships in the workplace, we’re quick to brand them as ‘unfixable’.

We’d rather just gossip about Susan’s propensity to micromanage or complain about Simon’s chaotic approach to project management. But these are people we’re spending 40+ hours with each week – far more time than we spend with our loved ones. So why should we accept subpar relationships at work?

Having keystone conversations

Michael Bungay Stainer, coaching expert, author and founder of learning and developing company Box of Crayons, believes that setting up strong and robust relationships at work should be a strategic imperative for HR and business leaders.

A bad relationship with a colleague can make you feel anything from deflated, frustrated and confused to anxious, distressed or psychologically unsafe.

“On the flipside, think of the best relationships you’ve had,” says Bungay Stanier. “You’re braver; you’re better able to negotiate ambiguity; you’re more courageous; there’s an expansive quality; and you can feel the best version of you showing up.”

That’s why you shouldn’t just “cross your fingers” and leave these relationships to chance, he says. You need to put in the work from the get-go. That’s where the ‘keystone conversation’ comes in, which is a concept he unpacks in this latest book, How To Work With (Almost) Anyone.

“This is a conversation about how you’ll work together that occurs before you plunge into the work.”

He says there are five essential questions that should inform a keystone conversation:

The Amplify Question: What’s your best?
The Steady Question: What are your practices and preferences?
The Good Date Question: What can you learn from successful past relationships?
The Bad Date Question: What can you learn from frustrating past relationships?
The Repair Question: How will you fix it when things go wrong?

By asking these questions, you can get a good sense of the following information:

What that person considers to be their best qualities/abilities. For example, do they consider themselves a big-picture thinker or a detail person? This information can be invaluable when mapping out a team structure.
How they like to work. For example, are they good on the fly or does the lack of a clearly communicated plan cause them anxiety? This can help pre-empt any issue that could arise in terms of a collaborative project.
What they value in a manager/colleague. From an HR perspective, this is a great question to ask during the onboarding stages, as it’s useful feedback to share with that person’s manager to ensure a new hire’s first impressions of your organisation are positive.
What don’t they value in a manager/colleague? This information is worth its weight in gold. Say they disclose their frustrations with a former manager micromanaging them, you can then ensure you’re pairing them with a manager who is known for promoting autonomy.

“The magic [in these questions] is that they create a conversation that is atypical in most working relationships,” he writes in the book. “The questions are straightforward and powerful. They’re easy enough to answer quickly… [but] they take some work to answer well.”

Creating repairable relationships

Bungay Stanier says there are three essential elements needed for an effective relationship at work. They need to be safe, vital and repairable.

“Let’s start with ‘safe’. There’s not one HR person [reading this] who isn’t already nodding along and saying, ‘Yep, I know all about psychological safety . I’ve heard about Amy Edmondson.’ It’s what allows people to show up as they are and say the things that need to be said without fear of retribution.”

‘Vital’ relationships are about going beyond psychological safety , he says.

“Think of it as psychological bravery. This is a willingness to push, provoke and challenge to get out to the edge and take risks.”

The third element, ‘repairable’, is often where we stop in a work context.

“Most of us are pretty [bad] at repairing relationships. We just absorb the pain or feel sad about it in private. But we need a willingness to say, ‘It’s inevitable that this working relationship will get dinged up and bent and cracked and damaged. Sometimes in big ways, but mostly in small ways.

“So the ability to repair gives that chance for the relationship to be as good as it can for as long as it can.”

“Most of us are pretty [bad] at repairing relationships. We just absorb the pain or just feel sad about it in private.” – Michael Bungay Stainer, coaching expert, author and founder of learning and developing company Box of Crayons.

The pre-work of a strong relationships

The ‘repairability’ of a relationship depends on both the pre-work that goes into it and how you bounce back from difficult moments. He draws parallels with the retail industry.

“There’s this counterintuitive research that says if you’re a brand and you screw up with a customer, but then do an amazing job at fixing the screw-up, they are 10 times more likely to recommend you than if you’d never screwed up in the first place.

“So if you’re designing a retail experience, you almost want to design a screw-up in the first interaction and then design a solution which blows people’s minds because then you’ll create raving fans.”

This is where the keystone conversations come in handy. By aligning on the five questions mentioned above, you’ll have information about what to do when things go wrong.

“You might have asked your boss, ‘How is it best for me to bring up challenges that you might not like to hear?’ and they’ll say, ‘By going off-site to the pub and having a beer together, looking over the harbour.’ So the next time something difficult comes up, all you have to say is, ‘Let’s go to the pub and have a beer because I’ve got some things I’d like to talk about.’”

He refers to research from John Gottman, author of the book Seven Secrets of a Successful Marriage.

“He says 70 per cent of problems in a relationship are perpetual. They’re not fixable; they don’t change. Some people I’ve told that to think that’s bad and I’m like, ‘No, that’s good.’ Here’s why that’s a powerful, liberating insight: you don’t have to fix the 70 per cent.

“You need to figure out a way to work around the 70 per cent. It means 30 per cent of the issues in a relationship are fixable. Imagine if you took your five most frustrating current working relationships – with your boss , with colleagues, with your team, with clients, with vendors – and made them 30 per cent better. Wouldn’t that be amazing?

“Sometimes removing the pain is far better than trying to amplify the good.”

Victim, persecutor and rescuer

It’s easier to get to the root of a work-related issue when you’re cognisant of the behaviours you default to in emotionally charged situations, says Bungay Stanier. He refers to Dr Stephen Karpman’s Drama Triangle.

“Karpman says when relationships get dysfunctional, three different roles play out. There’s the victim, the persecutor, and the rescuer.”

The persecutor’s behaviour can look like: finger-pointing, aggression, micromanaging.

“There’s power, status and a sense of moral superiority. But the price you pay is loneliness and isolation. And everybody stops working as soon as the whipping stops, so you end up doing everybody else’s work for them.”

The rescuer is always primed to jump in with advice and tries to solve everything by taking on extra work.

“Most people self-identify as a rescuer. You’ve always got to have your fingers in all these other people’s pies. And it’s probably even more endemic in HR folk.

“You often move into HR and people development because you love people. And the dark side of that is that, in the Drama Triangle, you can fall into the rescuer role:I’ll fix it, I’ll save it, I’ll solve it. And that is pretty exhausting, draining and vastly ineffective.”

And finally, the victim is prone to blame-shifting , complaining, not taking ownership .

“These people attract rescuers – people who love to save the victim.”

While you might have a default approach, people often bounce between multiple roles during a difficult conversation, he says.

“In general, I’d guess that the employee and employer are either playing the victim and persecutor role, and probably moving in between them.

“So it’s helpful just to stop and consider, ‘What’s the dynamic playing out here? What do I need to do differently to get out of the Drama Triangle?’”

How to create change

This might all sound well and good to you, but getting people to embrace the thorny parts of human relationships is much easier said than done.

It’s much easier to simply avoid someone who you feel has wronged you than to repair your issues. So how can HR help to motivate change?

“People buy medicine, they don’t buy vitamins. Meaning people will do stuff that makes the pain go away, but they’re much less likely to do stuff that just makes them a little bit better.”

HR needs to “help people feel the pain” of bad relationships, he suggests.

“Ask them, ‘Think back to a time when you’ve had a really tough working relationship and the impact it had – how it shrunk you down, how you lost your confidence, how you lost your sense of self, how you lost your trust in what you could do, how you felt diminished. And if I could show you a way of potentially making that a bit better, would you be interested?

“That’s how you’d do it on an individual level, but HR are often having to work on things at an organisational level, so then it becomes about figuring out what business problem you’re trying to solve.”

Ask yourself: What is the senior team most concerned about? “What’s the strategy they have for how this company is going to be different in five years’ time? And what problem does keeping our best people, building better relationships and allowing people to fulfil their potential solve for this organisation? Then you find language that is vitamins rather than medicine.”

This article first appeared in the Dec-Jan 2024 edition of HRM magazine.

You can hear more from Michael Bungay Stanier in the latest episode of AHRI’s new podcast. Listen below.

Source: https://www.hrmonline.com.au/section/featured/keystone-conversations-building-strong-teams/

Reimagining employee retention: 4 tips

Wed, 29 May 2024 22:56:34 GMT

This practical, real-world advice will help you build a healthy, productive environment where your team members—and your business—can thrive.

In the early days of a company, one of the key priorities is to build a high-performing team. The people who choose to join the adventure at its start are essential to achieving growth and staying competitive in the long term. That’s why it’s so important to show them care and recognition—and to spend time thinking about their retention.

But too often, basic people policies are not implemented correctly. The “Future of Work” wave has seen employee needs and expectations grow and evolve—and companies’ employee engagement and satisfaction approaches need to shift accordingly.

Ultimately, a successful retention strategy should consistently reflect the company’s philosophy and involve initiatives that have real impacts. Here are four ways to make this happen:

1. Implement a flexible work structure, but do it right

These days, work-life balance is an undeniable priority for all employees. Their personal lives and responsibilities need to fit into their work schedule, and one should not override the other.

[ Also read Building IT teams that facilitate growth: 5 tips . ]

Enabling this fosters a culture of trust between teams. Employees feel empowered to manage personal and family obligations while also being efficient in performing their work duties.

To ensure the success of your flexible work approach, add a strong component of communication in your teams (share information often and early) and set basic boundaries on working hours: If employees decide to work primarily during the evenings while being in the same time zone as their colleagues, for example, it could affect performance and overall teamwork. Lay that out clearly in your flexible working policy.

In addition to flexible hours, implementing a flexible time-off policy can increase employee satisfaction and lead to a more productive workforce. By allowing employees to take time off whenever they need it without administrative or cultural roadblocks, companies can truly show that they value their employees’ well-being and trust their judgment.

An example of this is providing unlimited paid time off, which can work well when guidelines are established. These types of policies can often go wrong, though, so it’s important to establish clear guidelines. For example, you might implement a minimum number of holidays to be taken and ask for particular notice on longer holiday periods to avoid having the entire team off simultaneously.

Remote work is another attractive aspect of a flexible working structure that can contribute to employee retention. It expands your pool of candidates and gives employees the needed flexibility to balance their work and personal lives. But remote work must also be accompanied by a robust structure to support daily work life, team communication, and well-being at work. Carefully consider this factor while implementing your policies and communicate expectations from day one.

2. Let feedback and ownership fuel team growth

When employees feel they have ownership of their work, they are more likely to be invested in their job and motivated to perform at their best.

Creating a culture of learning and development is another way to retain your employees in the long run. But too often, companies overlook this despite the fact that most employees will stay in a company only as long as they can grow and develop their skills and feel understood and invested in as professionals.

One key aspect of a great feedback culture is its continuity. Take the time to provide your employees with actionable and specific feedback on a regular basis. It doesn’t take long and helps managers and employees alike understand both their strengths and areas of improvement, which can massively improve their degree of ownership and accountability.

When employees feel they have ownership of their work, they are more likely to be invested in their job and motivated to perform at their best . Managers can also play a critical role in employee retention by taking the time to provide regular recognition and rewards for good performance, a key component of a working employee retention strategy.

3. Write your people policies in an engaging way

You can implement many people policies on a diverse range of topics, including recruitment, onboarding and offboarding, professional development, compensation, expenses, parental leave, and much more. But it’s also important to design and write them well.

The writing and style of those policies are often neglected when thinking about employee engagement and retention. Well-written documentation that clearly explains the expectations and requirements for each initiative in a tone that matches that of your company culture will go a long way toward building strong communication between leaders and employees.

Sharing, improving, and updating your internal policies on a regular basis and making them easily accessible for spontaneous needs is another catalyst for transparent communications and employee retention. Show your employees that these aren’t just a one-off HR box to tick but a continuous investment in their well-being.

4. Set the example

An employee retention program can succeed only if its company leaders effectively set an example. Your employees’ behavior will likely depend on your leaders’ ability to commit to the policies themselves. Leading by example is crucial to communicate your company’s values and philosophy and creating a safe and transparent work environment.

If you’re struggling to carve out time to go through these discussions, remember that employee retention is a key pillar of growth—your policies can and should engage employees with the view to enable better performance and productivity. All initiatives you set up to retain employees will result in boosting individual outputs and your company’s performance.

Source: https://enterprisersproject.com/article/2023/4/employee-retention-tips

16 Good Skills to Put on a Resume With No Experience

Wed, 29 May 2024 22:56:29 GMT

Looking for a list of good skills to put on a resume with no experience? Yes, it exists. When writing a resume for your first job , finding the best tools to show employers what you have to offer can make all the difference, whether or not you have work experience to back it up.

Today's job market is highly competitive, with companies seeking versatile candidates who possess a wide range of skills and the ability to adapt to challenging situations. The good news? You can check all those boxes, even without formal job experience.

Your entry-level resume should demonstrate your strengths and qualifications, while also being an accurate reflection of who you are—which means, not turning it into a compilation of buzzwords. Here's a list of the best skills to put on a resume when you have no experience. (Keep these in handy for your job hunt, and get ready to stand out!)

Once you perfect your resume, check out open jobs on The Muse and maximize your chances of getting hired »

What are entry-level resume skills?

When it comes to what skills to put on a resume, there's no one-size-fits-all answer. Yes, there are a couple of general skills that hiring managers typically look for. But specific roles may demand specific abilities.

For example, if you're an entry-level candidate applying to a sales associate position, your communication and customer service skills are going to be way more important than your Photoshop knowledge.

“When candidates have no experience in a position, recruiters look for skills that align directly with the role,” says Prestina Yarrington , Growth & Development Coach and former Global Talent Acquisition Senior Manager at Microsoft. “They're looking for a skillset match between the candidate's resume and the job description.”

The key is to identify past experiences that have helped you develop skills relevant to the job you're applying for. “These can be exhibited through your education, internships, or volunteer work, which may have allowed you to become familiar with the skills needed for the role. It can also include work you may have done as a member of a club or organization,” Yarrington says.

Examples of skills to put on a resume with no experience

OK, you understand now that your resume should be tailored to each job. But to get you started, here are 16 great skills to put on a resume with no experience—from soft to hard skills .

General and behavioral skills

Need some key skills to put on a resume for an entry-level position? General and behavioral skills—also known as soft skills —are a good place to start. Why? Because they are essential and highly valued in nearly every job out there.

By showcasing these skills on your resume, you'll be giving the hiring manager a glimpse into who you are and how you might act in the work environment.

1. Creativity

Most employers really value creative candidates because they're the ones who bring fresh ideas and innovation to the company. Even though this skill is often linked with traditional creative jobs like writing or design, it's actually useful in any work setting. You can leverage creativity to solve problems and handle tricky situations with ease.

2. Leadership

Companies crave employees who can motivate, engage, and manage others. That's why leadership skills can be a surprising asset on a resume with no experience. To demonstrate this quality, reflect on situations or relevant experiences from your past where you had the chance to effectively lead others. This could include team projects or involvement in extracurricular activities, for example.

3. Attention to detail

Another skill that can catch the recruiter's eye is attention to detail. People with this skill are typically meticulous, organized, and dedicated to high-quality work. However, it's important to find a balance. While a keen eye for detail is valuable, it shouldn't become an obsession to the point that slows you down.

With that in mind, to showcase this strength on your resume, highlight how your attention to detail helped you excel in a project or solve a problem. Focus on the positive impact it has on you.

4. Organizational skills

Are you an organized person? Have you ever had to multitask and handled it like a pro? If so, think about adding organizational skills to your resume. Employers really value this ability—especially in roles where you'll be dealing with a lot of tasks every day.

5. Communication skills

Whether you're working directly with the public or not, communication skills are a must on an entry-level resume. Regardless of your position, you'll likely need to communicate with your team, boss, and colleagues daily—be it in person or via email. So, make sure to highlight your ability to convey information clearly and express yourself effectively.

6. Ability to learn quickly

As an entry-level employee, you'll be constantly learning a lot of things. That's why you should highlight your ability to be a quick learner on your resume—it shows you're ready to soak up new knowledge and contribute effectively to any team, even without formal experience.

Mention a previous project where you started with minimal expertise and quickly absorbed new information. Even better if you provide examples illustrating what you learned and how it improved your performance.

7. Adaptability

The job market is constantly evolving. New technology, tools, and apps pop up all the time. Not only that—companies themselves are always changing, requiring employees to take on new responsibilities and adjust to new scenarios. By demonstrating your flexibility and willingness to embrace change, you can make your resume stand out.

8. Public speaking

Even if the job you're applying for doesn't involve much public interaction, public speaking is a great skill to put on a resume with no experience. It signals you're a confident person who can communicate effectively. Plus, it's a useful skill to have in many work situations, such as presenting projects or leading discussions and meetings.

Transferable skills

Transferable skills are those you can apply to any job, regardless of the title or field—which makes them highly prized by hiring managers. “For entry-level positions, recruiters are looking for transferable skills the candidate may have demonstrated in another role. For instance, problem-solving, teamwork, or critical thinking skills,” says Yarrington.

However, it doesn't mean you should copy and paste the list onto your resume. Your choices should be tailored to the specific role you're seeking. “This can be taken directly from the job description. Try to stay away from general broad terms. Recruiters are looking to find a match for the position,” she says.

9. Problem-solving

Problem-solving is one of the best skills to put on a resume with no experience because it shows your ability to tackle challenges and find solutions. Since most professions involve facing certain challenges sooner or later, employers highly value candidates with this capability.

Be sure to provide an example of a situation where you were faced with a problem and successfully find a solution to overcome it.

10. Teamwork

Being a team player is key. Employers seek candidates who can collaborate well with others and offer support, rather than competing with them. Most work environments rely on teams to achieve common goals. This includes everything from group discussions and brainstorming meetings to depending on your colleague to get your job done. Think about a chef who depends on the waiter to deliver the food to customers—that's teamwork in action.

11. Critical thinking

Another highly demanded skill is critical thinking . It involves analyzing complex situations and making informed, intelligent decisions to solve problems or improve processes.

Similar to problem-solving, this skill demonstrates that you're able to handle obstacles effectively. When crafting your resume, look for situations where you used your critical thinking skills to overcome challenges.

12. Time management

Time management is also a key skill to add to your resume, especially if you're new to the workforce, given how fast-paced many workplaces are today. It requires the ability to prioritize projects and handle multiple tasks simultaneously while meeting deadlines. Employees lacking time management skills are less likely to thrive in such environments, which could lead to delayed deliveries and low productivity.

Technical skills

Who says entry-level resume skills can't be technical? Also known as hard skills , they can be self-taught or acquired through certifications, work experience, and college education. Unlike behavioral and transferable skills, technical knowledge is typically more specialized, only applicable in specific fields.

14. Software programs

Are you a Photoshop expert? Can you edit videos using Final Cut or Adobe Premiere? These are good skills to put on a resume, particularly if you're applying for roles in social media, content creation, or marketing.

Do you have experience working with Excel or Google Presentations? Many office jobs require knowledge in one of these software programs. While more experienced professionals may omit them from their resumes, entry-level candidates should do the exact opposite and highlight this kind of skill.

15. Writing

Writing is one of the best examples of technical skills to put on a resume for first job, as many professions rely heavily on it. For example, roles in social media management and content marketing require strong writing abilities.

Even seemingly non-technical roles like receptionist or secretary often require strong writing skills. While graduates from journalism or literature may have an advantage, those from different backgrounds can still get online certifications in creative writing, technical writing, and more.

16. Social media management

If you think about it, almost every business—big or small—has a social media presence nowadays. That's why social media management is a skill worth considering for your resume, especially if you're interested in job opportunities related to content marketing or creation.

Like the others skills on this list, social media management is something you can develop through personal projects or certifications.

How do I list my skills on a resume with no experience?

You've learned what are some skills to put on a resume as an entry-level candidate. But how do you list them effectively? Ideally, each skill should be linked to a specific experience you've had. No worries though—even without formal work experience, there are some creative ways to showcase them and grab the attention of recruiters.

Use a minimalist template

You might have some amazing design skills (put that on your list!), but your resume isn't the place to show them off just yet. Focus on keeping your resume minimalistic and clear.

“Although most candidates put a lot of effort into the specific template used or the formatting of their resume, which is often aesthetically pleasing, the overall content of the resume is what we pay attention to more,” says Yarrington.

Leverage the resume summary

The resume summary is the very first section of the document. It's used to highlight your main goal and your most important qualifications. As an entry-level applicant, you can take advantage of this section to tell a bit about yourself and list some of your best skills.

“It's a great idea to start with a summary briefly stating the intended career goals and highlighting key strengths that are relevant to the position,” says Yarrington. “For an entry-level position, it may be beneficial to include the desired next step in the career journey—this shows a desire to commit to learning the necessary knowledge and skills to progress.”

Here's an example:

Creative and detail-oriented computer science graduate with internship experience in web development. Proficient in HTML, Java Script, and CSS, with a solid understanding of software maintenance for engineering applications. Seeking an entry-level position to expand my knowledge and further develop my skills.

Create sections related to your skills

If you've never had a formal job before, you can create sections to include relevant experiences related to the skills you want to emphasize. For instance, “education and academic success, notable achievements or awards, and volunteer work,” says Yarrington.

It could be something like:

Volunteer Experience

Food bank of West Virginia

Volunteer Shift Manager, January 2023—December 2023

Managed the food pantry operations, developing a new organization system that resulted in a 35% decrease in waste
Trained over 15 new volunteers, guiding them through all our internal processes and systems
Created and implemented a new shift calendar to better accommodate the needs of both new and existing volunteers, resulting in a 10% reduction in absenteeism

Literally create a skills section

This skills section can be added at the very end of the document, below your experiences and education. There are two different ways to do it: vertically or horizontally.

Example #1:

Relevant skills

Creative writing
Editing
SEO
Critical thinking
Adaptability

Example #2:

Skills

Creative content writing, SEO, editing, critical thinking, adaptability, attention to detail

Prioritize quality over quantity

Don't go listing every skill under the sun to fill up a page. Be truthful, and most importantly, focus on the quality of your resume.

“Is it geared towards the role you're seeking? Have you highlighted skills from the position that can be found in either your education, volunteer, or organizational work? Is the resume spell/grammar checked?” Yarrington asks.

Imagine claiming to be detail-oriented and then submitting a resume that doesn't align with the job description or, worse, is full of grammar mistakes. That's definitely not the impression you want to make.

“Many people miss small things when it comes to this,” she says. “It can convey whether or not the candidate pays attention to detail or reviews their work before submitting it. These are soft skills that are vital in an entry-level position .”

Source: https://www.themuse.com/advice/skills-to-put-on-a-resume-with-no-experience

Job Branding: How to find the candidates you need faster

Wed, 29 May 2024 22:56:15 GMT

Not all candidates are created equal. We all want more candidates, sure, but what we really want are more of the right candidates. Y’know, candidates who turn up and are engaged and make your headaches (or at least one of your headaches) disappear. So today, we want to talk about one of the tools in your arsenal to find those candidates: job branding.

Here’s the elevator pitch: job branding allows you to better focus your social media job posts to target the right candidates. Sounds good? Let’s break it down.

What is job branding?

Job branding refers to using your employee value proposition (EVP) to discover your target candidate , and using that information to tailor your job posts to find them. (Technically, it applies to job descriptions and social media posts alike, but we’re gonna focus today on social posts because—as we highlight later—most people already do this for job descriptions.) It’s taking those extra few seconds to reflect on who you want to reach, and what wording, images, and/or hashtags you can use to better reach them.

How much of your social recruiting should be influenced by this approach? That’s up to you. It could be specific social media posts you feel you want to add that extra touch to, or it could be a tailored approach to crafting every social media recruiting post you put out. Obviously, the more you use job branding in your social recruiting strategy , the more effective it’ll be, but—as they say—every little bit helps.

Tips and tricks to making it effortless

It sounds nice: with a little job branding, you can fine-tune your social media hiring posts to better target qualified candidates . But with the average social media post taking 4 minutes to make and TA leaders overwhelmed as it is, who actually has time for job branding?

Fortunately, job branding doesn’t have to be that complicated at all. Here are some tips and tricks to make it effortless.

Pull from your job descriptions. While using job branding in social recruiting is still something of a novelty, it’s something TA has been doing for years when it comes to job descriptions. Which means you don’t really have to do anything extra to brand your social recruiting posts (at least as far as the captions are concerned). You just have to borrow some language from your job description and use it in your social media post.
Get info from the hiring manager. Still feel you don’t have a good idea on who your target candidate is? You might not, but chances are that whoever’s hiring for this position does. Ask them to provide that information to you. You can even set up a system in which all new jobs should include a few lines about the target candidate so you can weave that info into your social recruiting posts.
Don’t forget about imagery. Job branding isn’t only about what you write. It’s also about what you show. Using high-quality (and even custom) imagery can go a long way to attracting the right candidates ( and help candidates remember your message, grab attention, and connect with your employer brand as well).
Use targeted hashtags. General, vague hashtags like #hiring only reach general candidates. To better focus your social recruiting efforts, use branded, company hashtags, as well as employer brand hashtags related to your content.
Align your consumer brand and employer brand voice, tone, and personality. Often, a company’s consumer brand and employer brand can feel like two completely different voices. But there’s a lot to be gained by trying to unite the two, especially since your customers are often potential candidates. And the more you go to align the two, the easier it’ll be to brand your job posts.
Mention if the position is remote, hybrid, or on-location. Highlighting your remote or hybrid work environments can draw significant candidate interest and also brand your work culture as one that values work flexibility.
Include the position location . In contrast, if you have specific locations or candidates from specific states and regions you are hiring for, adding the city and state can help brand your job opening. Additionally, with so many moving to new homes and states in the past year, you can brand your job with a post that highlights the city/locale one could be moving to if they joined your company.
Highlight if the position is full-time, part-time, or seasonal. Some people only want to work full-time positions, some only want part-time, and some only want seasonal positions. Labeling what type of position it is will naturally focus your post to the right candidates.
Strategically automate. Probably the easiest—and most effective—way to brand your social recruiting job posts is to use a social recruiting automation tool that does it for you. A good social recruiting platform should offer you quality imaging and tips and tricks for writing compelling captions with ease. (Psst: Did you know CareerArc does all that? Click here to learn more .)

Examples of companies doing job branding right

ULTA Beauty

ULTA Beauty is a prime example of a company that weaves job branding into every aspect of their social recruiting presence. From the wording they use to the images they create, it’s clear that they have a strong vision of who they are, who they want to attract, and how to attract them.

An example of how ULTA Beauty brands their posts. Notice how they highlight the perks of working for them, and make sure to use both branded hashtags and employer brand hashtags in addition to their recruiting hashtags.

Here’s another example. Referring to a seasonal opening as a holiday celebration reflects a strong understanding of who they’re trying to attract.

One last example. ULTA Beauty understands that their candidates care about beauty, and therefore weave that into the wording they use to promote their positions.

Texas Roadhouse

Another great example of a company that understands job branding: Texas Roadhouse. As you’ll see in the examples below, rather than just use generic images and captions to attract candidates, Texas Roadhouse shows candidates images of their actual restaurants and uses language reflecting the benefits of working specifically for them—namely, great food and service—to find the right candidates.

Use of branded hashtags, specific imaging, and the branded name they call their employees—Roadies—help target these posts to reach specific candidates.

CVS

CVS is a company that gets a ton of candidate traffic, and for good reason. As you’ll see in the examples below, CVS makes sure to highlight why candidates should want to work for them, as well as use specific images that reflect the position the post is about.

There two examples both use specific captions written specifically for the job in question, both highlighting why candidates should apply to the respective position. In addition, the pictures are both of an employee doing the job in question in the exact setting they’d do it in.

Inspire Brands

Inspire Brands is a company that understands the value of social recruiting, and it shows in their posts. With multiple brands under their umbrella, it would be tempting to use the same wording and images for all their job posts. But, as you’ll see in the examples below, they know to cater their different posts according to the EVP of each brand.

By using different and distinct images for these posts—even though they’re both job posts for open positions—allows Inspire Brands to target their reach effectively.

United Pacific

When you churn out a whole bunch of social media job posts , sometimes it can feel like they’re all the same. “We’re #hiring, if you know of anyone who’s interested let them know, etc. etc.” But United Pacific has mastered the art of making every job post feel unique. In just a few short sentences, they brand their job posts as fun, humorous, and exciting.

The above two examples both highlight the fun and pithy tone United Pacific is going for in their posts.

Though this last post is more practical, it’s important to remember that benefits are something candidates look for. Highlighting benefits helps target candidates better.

Empower your job branding with CareerArc

We talked a little earlier about how strategic automation can make job branding effortless. CareerArc strategically automates your social recruiting for you, ensuring you’re broadcasting your employer brand and vastly improving your reach while also saving you tons of time in the process . Plus, our Magic Posts feature auto-creates countless new posts for you, allowing you to put out an endlessly versatile stream of engaging content.

Source: https://www.careerarc.com/blog/job-branding/

Turning difficult conversations from fear to growth

Wed, 29 May 2024 22:56:13 GMT

If you were to poll the people you work with, how many would say they do not enjoy the idea of having difficult conversations? When delivering training on the topic of difficult conversations, I am generally faced with worry, uncertainty and a general disdain towards the idea. For many, they know when they need to have a difficult conversation, but it is the how that brings uncertainty.

Recently, we were doing a training on this topic and there were several interesting take-away’s that we felt needed to be shared for consideration. First, accountability is not punishment. When we are having a difficult conversation, we are essentially talking to someone about their behavior. We are expressing our thoughts around how their actions impacted us. However, simply having a conversation does not mean they are being punished. In fact, the reason we have these conversations is to prevent any escalation of the behaviors. If we can remove the notion that accountability or difficult conversations leads to a punishment, we can start to remove the worry or guilt some feel around bringing up the issues.

In Sam Silverstein’s “The Theory of Accountability,” he discusses a different viewpoint on the idea of difficult conversations and accountability.

“If we want to make accountability a daily reality in our life, in our team, and in our organization, we must change the way we think.” — Sam Silverstein

Second, difficult conversations should be focused on professional behavior, not personal behavior. Do we have to like everyone we work with? No. There are no work rules that say you must “like” everyone you work with. There are work rules that say you must treat each other with respect and be professional with your peers. When we are at work, our charge is to complete tasks that will move our organizations forward. Yes, we want to create environments where team members can be friendly, as we know this has many positive effects, but the goal is focused on us being able to accomplish work goals. With that, if you don’t “like” someone, then you need to figure it out with that person. The expectation is that we be professional and respectful. So, how can you accomplish your work goals in a professional and respectful manner? That is what should guide any difficult conversations.

“Life is like a camera. Just focus on what’s important.” — Dorothy Smith

Third, focus on what you want out of the relationship. This is where emotional intelligence and self-awareness are critical. We need to start with what we are specifically looking for in the behaviors or actions of others. It is important to remove the emotion from this. So, what is the problem and what do you feel some solutions are? What are you willing to commit to? What are you hopeful for in the working relationship? These are questions we want you to consider as the reality is that you cannot make someone change how they behave. If you are a leader, there are structural practices you can implement, but for many of us, we don’t have the ability to use those practices. As we approach these conversations, we must do so through the lens that we are sharing our perspective and that we would like to commit to improving the relationship collaboratively.

When we are dealing with conversations that contain emotion, we must remember that “you make you mad.” You are in control of how you respond to the actions of others. If you can manage your emotions, be specific in what you are wanting to talk about and do so in a neutral manner that supports the other person, then you are far more likely to see a successful outcome.

To summarize,

Accountability is not punishment. When we have a difficult conversation, it is because someone has done something that had a negative impact on us. By bringing the topic forward, we are doing so seeking a common understanding on how we can move forward. This is not and does not need to be disciplinary.
Keep it professional. If we accept that we don’t have to like everyone we work with, then we can remove that emotion. Make sure the discussion is on workplace matters. If it is personal, deal with it outside of work.
“You make you mad!” Emotions can play a powerful role in how we interact with others. Often, emotions prevent us from doing what we know needs to be done. Take control of your emotions and don’t make it personal.

“We cannot solve our problems with the same thinking we used when we created them.” — Albert Einstein

To bring these strategies to life, let’s look at a recent example of a difficult conversation.

The dilemma: As a team member, I found myself in a challenging situation where a co-worker was consistently ignoring my calls and texts and leaving tasks that were uncompleted that ended up on my desk. I was carrying the responsibility of both my tasks and some of theirs. I could feel the strain it was putting on the team’s efficiency and my morale was starting to drop. After reflecting on the situation, I knew I needed to be strategic about my communication with this co-worker. I knew based on the book,“Crucial Conversations” by Kerry Patterson, that I had three options: Accept the behavior, change the environment or confront the behavior. I chose to confront the behavior.

Step 1: Reflect on the situation: Before I started the conversation, I took the time to think about the situation and what I wanted the outcome to be. What is the purpose for this conversation and how can we move on to be a better team? I needed to understand what was causing this dilemma in my co-worker’s behavior. Was it an overloaded schedule, personal challenges, a lack of awareness? Having this reflection sets the stage to come to the conversation with more empathy.

Step 2: Deliver the message: I reached out to the co-worker by sending an invite to their calendar. Remember that I have not been able to get ahold of them, but I can view when they are available so I knew I could schedule a quick check-in meeting. I wanted the space where we would meet to be a neutral zone, so we met at a coffee shop. I delivered the message by using “I” statements. I expressed my concern and observations without attributing any blame to anyone. This approach allowed the co-worker to share their perspective on the situation and we could come up with a mutually beneficial solution. During the conversation, I needed to listen to understand. I wanted to understand what my co-worker was going through and how I can help with any pressures they may be experiencing.

Step 3: Create a Win-Win resolution: Together, we were able to identify ways to address the challenges. This involved setting clear expectations on who should do what, since some of our job responsibilities overlapped. We came up with a solution to delays in responsiveness. It turned out my co-worker was not meaning to ignore my calls and texts, but they were so overwhelmed with personal and work tasks that my calls were getting shoved to the bottom. By involving my co-worker in the solution process, a commitment to change was established.

Step 4: On-going feedback and support: Post-conversation, I was able to check-in with my co-worker regularly and I did not have a long delay in response anymore. We have an ongoing dialogue to make sure nothing is slipping through the cracks on either end. Together, we support and help one another to come up with the best solutions and decide who should do what.

Dealing with this difficult conversation carried high emotions, especially since I was not my co-worker’s boss and the stakes were high that this conversation could have gone differently. I knew the team’s morale and productivity was in jeopardy if we did not get on the same page and weather the storm together. By approaching the conversation with empathy, reflection and a collaborative perspective, I was able to turn this challenging dilemma into one filled with growth and improvement.

Source: https://www.chieftalentofficer.co/2024/01/22/turning-difficult-conversations-from-fear-to-growth/

How To Avoid Bias When Using AI for Sourcing

Wed, 29 May 2024 22:56:07 GMT

The integration of Artificial Intelligence (AI) in talent acquisition and recruitment is revolutionizing the industry. AI’s ability to parse through vast datasets, identify patterns, and predict potential candidate suitability has made it an invaluable tool for modern recruiters. However, this technological marvel is not without its pitfalls. A primary concern in utilizing AI for recruitment is the inadvertent introduction or perpetuation of biases, which can have far-reaching implications for workplace diversity and equality.

This article aims to provide a comprehensive guide for recruiters, talent acquisition professionals, and HR leaders on navigating the complex landscape of AI in recruitment, ensuring an unbiased, fair, and effective talent sourcing process.

Understanding the Role of AI in Modern Sourcing

AI, particularly in talent sourcing, operates by sifting through extensive datasets, which include resumes, online profiles, and various application materials. The objective is to pinpoint potential candidates who align well with the specific requirements of a job. These AI systems are equipped with machine learning algorithms, which enable them to learn from the data they process. As a result, they become adept at identifying patterns and making informed predictions based on the data they analyze. This capability is immensely valuable in handling the vast amount of information involved in recruitment processes and in identifying the most suitable candidates for a position efficiently.

However, the efficiency of AI in talent sourcing is not without its challenges. One significant concern is the potential for AI systems to inherit and perpetuate biases present in their training data. For example, if the historical data used to train the AI system contains biases – such as a disproportionate number of male candidates in leadership roles – there’s a risk that the AI will continue to favor similar candidates. This occurs because the machine learning algorithms might learn to associate leadership roles with male candidates, reflecting the bias in the training data. Consequently, this can lead to biased decision-making in the recruitment process, where equally qualified candidates might be overlooked due to their gender, race, or other factors not related to their professional qualifications or abilities.

A study from Northeastern University in Boston highlighted this concern, reporting that Facebook’s particular distribution advertised 85% of cashier jobs to women and showcased a taxi company’s vacancies to audiences that were 75% black.

The Impact of Bias in AI-Driven Recruitment

The implications of bias in AI-driven recruitment are far-reaching. They not only affect individual candidates, who may be unfairly overlooked, but also the organizations themselves, which might miss out on diverse talents that could drive innovation and growth. Biased AI can lead to homogeneity in teams, creating echo chambers that stifle creativity and problem-solving.

As legal scholar, Pauline Kim, states : “not informing people of a job opportunity is a highly effective barrier to job seeking.” While some elements of AI may not seem overtly biased, with automated algorithms deciding which candidates get into a funnel and which ones don’t even know the funnel exists, there is so much to be concerned about.

The problem? With low levels of understanding and an over reliance on these AI vendors to deal with volume and speed, organizations deploy these tools without much governance. And while there may be no ill-intent, the consequences when it comes to sourcing diverse talent can be huge.

Strategies to Mitigate AI Bias in Recruitment

1. Ensuring Diversity in Training Data:

The foundation of an unbiased AI system is the data it learns from. It’s crucial to feed AI systems with diverse, inclusive data sets representing various demographics, experiences, and backgrounds. This diversity in training data helps the AI develop a more comprehensive understanding of the talent pool, reducing the risk of biased decision-making.

2. Regular Algorithm Audits:

Conducting frequent audits of AI algorithms is vital to identify and address biases. These audits should involve examining the decision-making patterns of AI systems to ensure they are not unfairly favoring or excluding certain groups. Collaborating with independent auditors who specialize in AI and ethics can provide an objective assessment.

3. Blind Hiring Techniques:

Implementing blind hiring practices in AI systems can significantly reduce unconscious bias. This involves removing personally identifiable information (PII) such as names, genders, ages, and even educational institutions, allowing the AI to focus purely on skills, experiences, and qualifications.

4. Balancing AI with Human Oversight:

While AI can enhance efficiency, human judgment remains irreplaceable, especially in interpreting nuances and contextual factors that AI might miss. It’s important to have a balanced approach where AI assists in the preliminary stages of sourcing, but human HR professionals make the final hiring decisions.

5. Ongoing Training and Sensitivity Programs:

Regular training programs for both AI developers and HR professionals can raise awareness about unconscious biases. These programs can focus on understanding and identifying different forms of bias and developing strategies to counteract them.

6. Legal and Ethical Compliance:

Ensure that AI recruitment tools are designed and used in compliance with relevant laws, guidelines, and ethical standards. This includes adherence to anti-discrimination laws and respecting data privacy regulations.

7. Feedback Mechanisms:

Establishing channels for candidate feedback on the recruitment process can provide insights into potential biases. This feedback can be used to make ongoing adjustments to AI systems and recruitment strategies.

Conclusion

As HBR states: “like any new technology, artificial intelligence is capable of immensely good or bad outcomes.” AI in sourcing is a powerful tool, but it must be wielded with care and responsibility. By acknowledging the potential for bias and actively working to mitigate it, organizations can leverage AI to not only enhance their recruitment processes but also to foster diverse and inclusive workplaces. The future of recruitment lies in the symbiotic relationship between AI and human insight, a partnership that, when managed wisely, can redefine the standards of talent acquisition.

Source: https://www.socialtalent.com/blog/recruiting/how-to-avoid-bias-when-using-ai-for-sourcing

How to Accept a Job Offer

Wed, 29 May 2024 22:56:05 GMT

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

7 Resume tips to get you noticed by a potential employer

Wed, 22 May 2024 04:05:30 GMT

Making sure your resume is noticed by employers can be challenging, especially when it’s in a pile with numerous others that look virtually identical.

At majer, we sift through hundreds of resumes. We know what our clients are looking for and what they are trying to avoid. Here is a quick list of 7 tips to give you the best shot at being noticed by a potential employer.

1. Be concise, don’t waste words

Being concise is important. While it’s vital your resume is informative, flowery language has no place in it. Keep in mind how many resumes the employer will have to sift through. The best thing you can do for yourself, and your chances, is make yours easy to read.

A great tool to use in this endeavour, is bullet points. They help the eye track easily where each new piece of information begins and ends.

2. Be sure to plug resume gaps (why didn’t you work between april and july?)

Be sure to have an explanation for gaps in your work history, especially if there are numerous ones, or long ones (more than a month). Unexplained absences from the work force can make you appear lazy, or indicate nobody wanted to hire you. By explaining that you were travelling, on maternity leave, engaging in an entrepreneurial endeavour; you’re assuring the reader of your work ethic.

3. Use a basic font

Theoretically it might make sense that using a fancy font will make your resume stand out. But there’s a reason the basics are so popular – they’re easy to read. Keep to a simple font, and focus on showcasing your skills.

4. Customise your resume for the position you’re applying for

There is absolutely no point including your RSA or RSG on an application for a Secretarial or Administrative position. You need to tailor your resume to display the skills and prior experience you believe will make you the best fit for the role you’re applying for. By all means, include your hospitality/retail experience, but show the reader how the experience translates into their role – working in a team, meeting sales targets, computer literacy, building relationships etc. rather than detailing how much food and beverage preparation or cash handling you did. Make sure the only information they are reading is relevant to them.

It can feel like a daunting task, to update your resume for each position, when you’re applying for multiple jobs a day but it can make all of the difference. Remember, people know what effort looks like.

5. Include your accomplishments, not just your responsibilities

It is important to detail the responsibilities and duties carried out in your previous roles but make sure you also include any achievements or accomplishments you feel indicate how you excelled in your previous employment. How did you go above and beyond for your employer? Remember, your resume is the place to show off! Let them how good you are!

6. Keep the employer’s submission requirements in mind

This is one of the most important points because if you miss any of these requests, it could mean your resume is thrown out before anybody even gets a chance to read it!

Often an employer’s advertisement will involve some specific formats (.pdf, .docx, ,rrt, etc…). They may also request a certain subject line, or keyword in the email to show that you’ve actually read the ad description. It is important to pay attention to all of these details if you want your resume to get through the screening process.

7. Check for typos!

It’s hard to believe how many resumes we read that contain typing or spelling errors. The accuracy of your resume goes a long way in displaying your work ethic and attention to detail. If you can’t be bothered to double check your own resume, why should the employer believe you would double check your work? Be careful of shooting yourself in the foot before you even get started, with this common and easily-avoided mistake!

Source: https://www.majerrecruitment.com.au/2017-5-9-resume-tips-to-get-you-noticed-by-a-potential-employer/

4 Ways Stronger Communication Builds Trust With Leaders at Great Workplaces

Wed, 22 May 2024 04:05:28 GMT

“Speaking” — one of the nine high-trust leadership behaviors — is about more than what you say, or how you say it.

Communication is one of the primary functions of a leader at any level.

That doesn’t mean you have to be a great “talker” with the affability and style of a used-car salesman. Instead, you have to be a strategic, empathetic, and tireless sharer of the information employees need to hear.

To be someone that others will follow, you must communicate your vision, share updates about progress toward your goals, and make sure every employee knows how they are expected to contribute to those goals. That’s why “speaking” is one of the nine high-trust leadership behaviors Great Place To Work® has identified as the keys to building trust with employees .

“Speaking is more than what you say and who you say it to, it is how you share information,” writes Michael C. Bush , CEO at Great Place To Work. Is your message getting to your desired audience, and is your message delivered in a way that your target audience can easily follow?

Great workplaces share timely information in a variety of channels and formats, ensuring employees understand the bigger picture behind business decisions and promote a culture of transparency.

“Consider your receptionist,” Bush says, pointing to a role that is often invisible to top leaders in the organization. “Whenever you speak with them, reiterate, emphasize, and clarify how important their job is. When someone walks in a building or contacts a receptionist on the phone, that’s a connection to the brand. In a few seconds, a caller or visitor either feels cared for, important, and listened to, or they don’t.”

What great speaking looks like

Here are four best practices that Great Place To Work Certified™ organizations follow to ensure leaders are sharing information broadly and fairly with every employee in the organization:

1. Meet employees where they are, through channels that fit their work and habits

A company should meet employees on their terms, and savvy leaders know that not every employee is going to read an email newsletter.

At DHL Express , a social intranet tool called Smart Connect offers a one-stop shop where employees can find relevant news, strategic updates from management, HR documents and information, a job portal, and more. The tool also has a social wall where everyone can share stories, photos, and videos. The app has more than 100,000 users across the DHL workforce.

World Wide Technology knew that employees on the floor of its integration centers did not have access to regular communication platforms like email or online chat. To reach these deskless employees, the company launched an SMS texting system, ensuring these employees received important business updates and safety notices.

For companies like industrial gases manufacturer Messer, reaching populations like drivers out on the road comes with unique challenges . They need to deliver important information, but do not want to distract their workers while they are driving.

For drivers, each day starts with logging into a company system to check their route for the day.

“When we want somebody to take an action, we’ll put a little pop-up message onto the system because we know our drivers will log into it every day,” says Jem Janik, people and culture communications manager at Messer Americas.

Pop-ups have also been added to HR systems so employees find them when updating their time sheets. Text messaging was added after the team heard from a leader in the engineering services group that their team was more likely to text one another than send an email.

2. Prepare managers to share important information one-on-one

“Speaking” doesn’t require radical transparency. Rather, leaders who are great at speaking think carefully about how information is released throughout the organization.

Regular one-on-one meetings with a people leader ensures that every employee has a personal connection to management and feels that a leader is considering their individual needs. At CarMax , an Associate Connection Plan Guide was developed to ensure regular meetings occurred for every employee at each of its stores.

When sharing information about pay and performance, WP Engine considered how employees would use pay information , not only about their roles, but roles that they hoped to get later in their careers.

The company shares pay range information with employees in the relevant job family, and pay range information for internal opportunities that an employee might be qualified for.

To be successful, WP Engine had to train managers to have one-on-one conversations about pay with employees.

“Some managers are uncomfortable with difficult development conversations, so they’re going to be uncomfortable with difficult pay conversations as well,” says Priya Bhavsar, senior director of total rewards for WP Engine. “But it’s exactly the same thing, because your pay is representative of your performance: how qualified you are for the job, how you’re growing in your role.”

3. Curate the amount of information you share with employees

Great leaders have to also know when they are sharing too much information. Expecting employees to sift through all your communications to find relevant messages doesn’t signal an awareness of their needs and challenges.

Sheetz , a convenience retail chain based in Pennsylvania, took steps to simplify its communication by mapping the employee journey using focus groups to identify all the communication touchpoints. The retailer then simplified, using UKG’s mobile app to streamline corporate communication with hourly employees and removing managers as gatekeepers to communication.

The company also launched an internal communications strategy to create clear guidelines for communication channels, identifying the audiences they serve and the types of information that should be shared through each channel.

4. Set an example with leaders and vulnerability

Leaders can build trust when they demonstrate vulnerability . Great “speaking” includes sharing candidly with employees about challenges facing the business.

When Camden Property Trust had to reorganize and eliminate some roles , the property developer knew it had to bring employees into the process from the beginning. In the face of change, it’s crucial to acknowledge the elephant in the room, says Allison Dunavant, VP, organizational development.

“Acknowledge the change and ask your team members how they’re doing,” Dunavant says. It’s also important to acknowledge when you don’t have all the answers.

“No one expects you to know all the answers or even understand how a change might impact somebody else,” she says.

Rinse and repeat

Great workplaces and the leaders that create them understand that effective communication requires patience and repetition. A message hasn’t been meaningfully shared until it has been digested by your target audience.

The best leaders are those that send messages through a variety of channels, with a focus on consistency and clarity. It’s often just when you’ve exhausted yourself from repeating your message that your point finally starts to sink in.

Source: https://www.greatplacetowork.com/resources/blog/stronger-communciation-builds-trust-leaders-great-workplaces

The evolving role of technology in recruitment

Thu, 18 Apr 2024 22:21:55 GMT

The evolution of technology in recruitment has significantly transformed the way companies attract, engage, and hire top talent.

Many innovative tools and platforms, from AI-powered candidate screening systems to sophisticated recruitment software, have driven this transformation.

These are designed to streamline processes, automate time-consuming tasks, enhance efficiency, and ultimately deliver better hiring outcomes.

In this blog, we will discuss the role of AI in transforming recruitment practices. We will also cover the many benefits of using recruitment technology, including streamlining and automation, facilitating remote recruitment, and providing data-driven insights.

Lastly, we’ll delve into the challenges recruitment technology presents to the sector and the latest AI developments. This covers advanced candidate matching systems, gamified assessment tools, video interviewing software, recruitment marketing platforms, and future tech for recruiters.

To understand the true impact of technology in recruitment, we should really start at the beginning. So, before we delve into the latest developments in tech, let’s start by taking a closer look at the rise of technology in recruitment!

The rise of technology in recruitment

Historical perspective on the use of technology in recruitment

The recruitment industry has a rich history, with its roots dating back to ancient times. However, the arrival of technology significantly transformed the way recruitment is conducted.

In the early days, recruitment was a manual process, heavily reliant on physical job advertisements, paper CVs, and face-to-face interviews. The birth of social media and the digital revolution marked a significant turning point, making recruitment a lot more interactive.

The 1970s saw a shift in the recruitment landscape , with agencies transitioning from working with job seekers to working for companies. Large corporations began outsourcing their recruitment processes, marking the beginning of the modern recruitment industry.

Shifting from traditional methods to tech-driven strategies

The rise of the internet in the late 20th century brought about a seismic shift in recruitment strategies . The traditional methods of newspaper advertisements and walk-in interviews gave way to online job portals and email applications.

Advancements in tech have led to cloud-based recruitment technology and Applicant Tracking Systems (ATS) , which automated, improved, and streamlined the recruiting process.

Today, technology has revolutionised how employers and recruiters find potential candidates. The shift from traditional methods to tech-driven strategies has been facilitated by a host of innovative platforms and tools designed to enhance efficiency and deliver better hiring outcomes.

The role of AI in modern recruitment practices

Artificial Intelligence (AI) has transformed HR and the recruitment industry, reshaping traditional practices and introducing new efficiencies.

AI helps automate data collection and analysis, enabling recruiters to efficiently process large volumes of information and identify potential red flags or discrepancies.

This has significantly reduced the time-to-hire and improved the quality of hires.

AI recruitment can also minimise hiring bias. By focusing on objective criteria, AI provides a more comprehensive and fair assessment of a candidate’s background. This has led to more diverse and inclusive workplaces, which are known to foster innovation and drive business performance.

Moreover, AI has revolutionised the candidate sourcing and pre-selection stages of the recruitment process.

AI-powered tools can sift through thousands of resumes in a fraction of the time it would take a human recruiter to identify the most suitable candidates based on the job requirements. This streamlines the recruitment process and ensures that no potential candidate is overlooked.

AI is also transforming the way recruiters engage with candidates. AI-powered chatbots, for instance, can provide real-time responses to candidate queries, improving the candidate experience and freeing up recruiters to focus on more strategic tasks.

Overall, AI is playing a pivotal role in modernising recruitment practices, driving efficiencies, reducing bias, and enhancing the overall quality of hires. As AI technology continues to evolve, its impact on the recruitment industry is set to grow, offering exciting possibilities for the future.

How AI and new tech for recruiters are transforming the hiring process

The role of AI in candidate sourcing, screening, and engagement

AI has technology in recruitment and here’s how: AI-powered recruiting uses algorithms to locate specific keywords in an applicant’s resume , thus helping hiring managers in intelligent candidate screening.

This process, often referred to as ‘semantic search’, goes beyond simple keyword matching. It understands the context and the intent behind the words in a resume, allowing it to match candidates to job descriptions more accurately. This has significantly reduced the time-to-hire, with some companies reporting a 70% reduction in hiring time .

Moreover, AI’s role in candidate screening extends to the evaluation of a candidate’s soft skills, such as communication and teamwork.

By analysing a candidate’s language use, tone, and speech patterns, AI can provide insights into these crucial yet often overlooked aspects of their profile.

The use of predictive analytics in making informed recruitment decisions

Predictive analytics is a powerful tool that is revolutionising the recruitment industry. By analysing historical data, predictive analytics can help recruiters make more informed decisions about which candidates are likely to succeed in a particular role.

This streamlines the recruitment process and ensures the best candidates for each role are selected.

Predictive analytics works by identifying patterns in past recruitment data and using these patterns to predict future outcomes. This could include predicting which candidates are most likely to accept a job offer, which will perform well in a role, or which candidates will likely stay with the company in the long term.

One of the key benefits of predictive analytics is that it can significantly improve the quality of hires. By accurately predicting a candidate’s potential for success and fit within the organisation, predictive analytics can contribute to higher employee retention rates.

Hiring candidates who are more likely to thrive in their roles enhances job satisfaction, engagement, and long-term commitment.

Moreover, predictive analytics can help companies forecast hiring needs based on growth projections and employee turnover rates. This allows companies to proactively source candidates and reduce the time to fill critical roles.

The role of chatbots in improving the candidate experience

Chatbots are transforming the recruitment process, particularly in the initial stages. These AI-powered tools can provide instant responses to candidate queries, provide updates on the application process, and schedule interviews.

They can even interact with candidates in real-time, answering queries and providing information about the company and the role. This improves the candidate experience and allows recruiters to focus on more complex tasks.

Chatbots can analyse resumes and profiles, match candidates to suitable roles, and provide immediate feedback. This automation reduces manual effort for recruiters by automating repetitive tasks such as sending reminders, providing application process updates, shortening time-to-hire, and ensuring only the most qualified candidates proceed to the next stage.

The benefits of using recruitment technology

Streamlining and automation

Technology in recruitment has the power to streamline administrative tasks, freeing up valuable time for recruiters. With the help of AI and automation, tasks such as scheduling interviews, sending follow-up emails, and updating candidate information can be handled efficiently.

This allows recruiters to focus on more strategic aspects of their role, such as building relationships and developing effective recruitment strategies.

Facilitating remote recruitment

With the rise of remote work, technology has made it possible to recruit candidates worldwide. Video interviewing tools, virtual job fairs, and online onboarding programs have made recruiting, hiring, and onboarding candidates remotely easier.

This expands the talent pool and allows companies to hire the best candidates, regardless of their location.

Providing data-driven insights

Technology in recruitment also provides valuable data-driven insights that can help improve the recruitment process. For instance, analytics can provide information on the most effective recruitment channels, the average time-to-hire, and the quality of hires. These insights can help recruiters make informed decisions and continuously improve their recruitment strategies.

In conclusion, the use of technology in recruitment offers numerous benefits, from streamlining administrative tasks and enhancing employer branding to facilitating remote recruitment and providing data-driven insights. As technology continues to evolve, its impact on the recruitment industry is set to grow, offering exciting possibilities for the future.

The challenges of using technology in recruitment

Potential for bias in AI recruitment tools

While AI has the potential to reduce human bias in recruitment, it’s not entirely free from bias itself. AI algorithms are trained on data that may contain inherent biases, and these biases can be perpetuated and even amplified in the recruitment process.

For instance, if an AI tool is trained on data from a company that has historically hired a certain demographic of candidates, the tool may favour similar candidates in the future, potentially excluding qualified candidates from diverse backgrounds.

One example is when a hiring manager favours candidates with a specific education (a Harvard graduate over one from Oxford).

Suppose the AI algorithm is taught that these are the only worthwhile candidates. In that case, it will exclude more qualified candidates if they don’t graduate from Harvard.

In this way, unconscious bias can easily be trained into an AI recruitment tool.

The risk of over-reliance on tech and loss of human touch

While technology can streamline the recruitment process, there’s a risk of over-reliance on these tools at the expense of human interaction.

Recruitment is not just about matching skills to job requirements; it’s also about building relationships and assessing cultural fit , which requires human judgment. Over-reliance on technology can make the recruitment process feel impersonal for candidates, potentially impacting a company’s employer brand.

Challenges in keeping up with rapidly evolving technology trends

The pace of technological change presents another challenge. As new tools and technologies emerge, recruiters need to update their skills and knowledge to stay ahead continually.

This requires ongoing training and development , which can be time-consuming and costly. Additionally, implementing new technologies can disrupt existing processes and require significant change to management efforts.

Thinking machines are as smart as people

We tend to think machines and AI-powered tools are as intelligent as humans because they work so well. But they are only as good as their most recent update or how well they process data that day.

We need to be aware of our own inherent bias of thinking machines are as smart as we are.

How many times has Google Maps taken you the wrong way, and you followed it because it told you to, even though you knew it was wrong?

While we can rely on AI technology in recruitment to help us in many ways, we need to remember that it doesn’t have the complex thought process humans do. It will never truly understand how years of experience in several different roles and fields can make a candidate a better choice for a position over someone that has followed a linear career path.

AI doesn’t understand nuance. Recruitment technology should always assist us, not replace human intelligence.

While technology offers numerous benefits in recruitment, it’s important to be aware of potential drawbacks. By understanding these challenges, companies can take steps to mitigate them and ensure that they leverage technology effectively in their recruitment processes.

The latest developments in recruitment technology

Candidate matching systems

Advanced candidate matching systems, also known as applicant tracking systems, or ATS are becoming increasingly sophisticated, using AI and machine learning to match candidates to job vacancies with greater precision.

These systems can analyse a wide range of data, including skills, experience, and even personality traits to find the best match.

These systems can analyse a wide range of candidate data beyond just skills and experience. It can also look at personality traits, cultural fit, and even career aspirations. This comprehensive analysis allows for a more holistic assessment of candidates, leading to better matches and ultimately better hiring outcomes.

ATS are highly scalable, making them suitable for companies of all sizes. They can handle large volumes of data and can be used to screen thousands of resumes in a short time. This makes them particularly useful for large-scale recruitment drives.

Gamified assessment tools

Gamified assessment tools are a new trend in recruitment technology. These tools use game elements to assess a candidate’s skills and abilities in a fun and engaging way. They can provide valuable insights into a candidate’s problem-solving abilities, creativity, and teamwork skills.

This recruitment technology is an interactive way to assess an applicant’s technical knowledge and soft skills, making the process more enjoyable and attracting top talent. It can also help to differentiate a company from its competitors, enhancing its employer brand.

Some people can talk a big game, but don’t always have the skills to back up what they say they can do. While other candidates may lack the ability to sell themselves in interviews but are very technically skilled and highly qualified. Gamified assessment tools give recruiters and employers a chance to see for themselves what candidates are capable of.

They can also provide a more objective assessment of candidates, unlike traditional interviews, which can be influenced by unconscious bias. Gamified assessments provide a standardised measure of a candidate’s skills and abilities.

Video interviewing software

Video interviewing software is becoming a standard tool in the recruitment process, especially with the rise of remote work. Platforms like HireVue , Harver or even Teams allow recruiters to conduct live interviews with candidates anywhere in the world, but they can also record interviews for later review and use AI to analyse candidate responses.

Video interviewing software is particularly beneficial for remote onboarding. It allows companies to conduct interviews, provide company orientations, and even conduct training sessions remotely. This is especially important for onboarding a global workforce, as it allows companies to reach candidates regardless of their geographical location. This not only saves time and resources but also allows companies to tap into a wider talent pool.

This technology can also play a significant role in boosting diversity and inclusion, by allowing companies to interview candidates from all over the world, eliminating geographical barriers and opening opportunities for people who are restricted to working from home due to medical reasons, carer responsibilities or physical limitations.

Recruitment marketing platforms

Recruitment marketing platforms are emerging as a key tool in attracting top talent. These platforms allow companies to create engaging employer brand content and distribute it across multiple channels, including social media , email, and job boards. They can also track the effectiveness of recruitment marketing campaigns and provide insights to improve future efforts.

By distributing content across multiple channels, recruitment marketing platforms help companies expand their reach and engage with a wider pool of potential candidates. Whether it’s through social media, email, or job boards, these platforms ensure that a company’s brand and job opportunities are visible to as many people as possible.

Recruitment marketing platforms also provide valuable data and analytics that can inform recruitment strategies. They can track the performance of different content types, channels, and campaigns, providing insight into what works best for reaching potential candidates. This data can be used to refine recruitment strategies and make them more effective.

The future of recruitment technology

Looking ahead, we can expect to see further advancements in recruitment technology. For instance, augmented reality could be used to provide virtual office tours, giving candidates a more immersive experience of the company culture. Additionally, blockchain technology could potentially be used for verifying candidate credentials, ensuring the authenticity and accuracy of the information provided by candidates.

The latest developments in recruitment technology are set to revolutionise the recruitment process, making it more efficient, effective, and candidate-friendly. As these technologies continue to evolve, they will undoubtedly shape the future of recruitment.

Conclusion

The role of technology in recruitment has seen a significant evolution, transforming the way companies attract, engage, and hire top talent. From advanced candidate matching systems and gamified assessment tools to AI recruitment tools, chatbots and recruitment marketing platforms, technology is reshaping the recruitment landscape.

These technologies offer numerous benefits, including increased efficiency, improved candidate experience, and enhanced ability to reach a wider pool of candidates. They also provide valuable data and insights that can inform recruitment strategies and decision-making.

In this context, working with tech-savvy recruiters becomes a strategic advantage for both candidates and companies. Technology recruiters , adept at leveraging the latest recruitment technology, can streamline the hiring process , ensuring that companies find the right fit efficiently. They utilise technology in recruitment to its fullest potential, from AI recruitment tools for intelligent screening to tech for recruiters that assists with candidate engagement and onboarding.

For candidates, these recruitment agencies offer a seamless and engaging experience, often enabled by AI and other innovative technologies. They ensure that candidates are matched with roles that align with their skills, experiences, and aspirations, thereby improving job satisfaction and retention in the long run.

However, while the benefits of technology in recruitment are clear, it’s equally important to maintain a balance with traditional, human-led strategies. Technology can support and enhance the recruitment process, but it can’t replace the human touch. Personal interactions, intuitive judgement, and relationship-building are central to recruitment and still play a crucial role.

As we move forward, recruiters should embrace the opportunities that technology offers, while also recognising the value of human connection. By striking the right balance, they can leverage the best of both worlds to attract the best talent.

In the ever-evolving world of recruitment, staying abreast of the latest technologies and trends is key. It’s clear that technology will continue to play a pivotal role in shaping the recruitment industry. However, it’s the combination of technology and human insight that will truly drive success in recruitment.

This post was written by: Charlotte Bosley-Plumb, Content Marketing Coordinator

Source: https://www.airswift.com/blog/technology-in-recruitment

How to build a culture of learning at your organisation?

Thu, 18 Apr 2024 22:21:53 GMT

Building a culture of learning within your organisation is more than just a trend; it's a strategic imperative in today's dynamic business landscape. It has been found through LinkedIn's research that employees who dedicate time to learning are less likely to experience stress by 47%. They are also 23% more equipped to handle significant responsibilities and are 39% more prone to feeling productive and successful. This highlights that fostering a culture of learning is no longer a luxury, but an essential component for businesses. While businesses are gradually acknowledging this and investing in learning, it is essential to understand the benefits of creating a culture of learning and how to enable it without imposing it upon employees.

Why is it important to have a culture of learning?

Having a culture of learning within an organisation is essential for various reasons.

Adaptability: Learning enables organisations to adapt quickly to new technologies, market trends, and consumer behaviours. By continuously upskilling employees, organisations can respond effectively to changes, staying ahead of the curve.
Innovation: A learning culture fosters creativity and innovation. When employees are encouraged to explore new ideas and approaches, it cultivates an environment where innovation thrives. This leads to the development of innovative solutions to challenges, driving business growth.
Employee Engagement and Satisfaction: Investing in employee development and growth leads to higher levels of engagement and job satisfaction. Employees feel valued when organisations prioritise their development, leading to increased loyalty and retention.
Leadership Development: Providing opportunities for employees to develop leadership skills and take on new responsibilities helps build a pipeline of talent for future leadership roles. This ensures continuity and sustainability within the organisation.
Competitive Advantage: Companies with a strong learning culture are better positioned to maintain a competitive advantage. By continuously investing in employee development, organisations can stay ahead of competitors and drive innovation in their respective industries.

How to facilitate a passion for learning at your organisation?

Here are six strategies to foster a culture of continuous learning:

1. Embrace self-managed learning:

Encourage employees to take ownership of their learning journey by shifting from a managed-learning approach to self-directed learning. This shift fosters a continuous learning cycle, igniting an active interest in their personal growth and development, rather than feeling like training is pushed onto them. It's important to emphasise the "why" behind learning initiatives and provide platforms for self-paced courses and training to support their autonomy and engagement.

2. Empower employees to take initiative:

Provide access to diverse learning resources and recognize and reward proactive learning behaviours. Foster a supportive environment where knowledge sharing is encouraged and allow employees to design their own learning initiatives individually or as a community.

3. Involve management:

Our survey indicates that incorporating the support of line managers and senior executives can bolster the learning culture and align learning with the corporate vision. It was found that companies tend to excel when line managers actively encourage learning, and senior executives are involved in internal communications. It is advisable to urge senior leaders to emphasise the significance of learning and establish connections with employees to gain a better understanding of their needs.

4. Recognise learning achievements:

Implement recognition programs using badges or gamification to acknowledge individual achievements. Ensure that recognition encourages skill development and genuine enthusiasm for learning.

5. Build ecosystems for collaboration:

Establish internal learning networks to facilitate collaboration and knowledge sharing among employees. Encourage employees to connect with others who share similar interests, passion, and expertise, reducing the need for external mentors or coaches.

6. Set a multi-pronged approach:

Offering employees diverse avenues to explore their interests is crucial for fostering continuous learning. Provide opportunities for personal growth beyond job-related skills to fulfil individual aspirations. Incorporate dynamic elements like case studies, real-life scenarios, and cutting-edge technology to elevate learning experiences along with cross-functional collaboration, work-life balance, and participation in corporate social responsibility initiatives. These elements collectively contribute to a holistic approach to learning and development within the organisation.

Ignite the passion for learning in your organisation

Nurturing a culture of learning is not only vital for continuous employee development but also for sustaining business growth over time. One effective way to begin is by conducting an Employee Experience Survey, which can help you grasp your employees' career aspirations, personal growth objectives, and current motivations.

Armed with these insights, create an environment conducive to growth and development to help employees progress. Prioritise a holistic learning approach that allows employees to explore their preferred learning methods, while also breaking down barriers and fostering supportive networks with mentors, coaches, and senior leaders.

To build a passion for learning, it's crucial to empower employees to take ownership of their learning journey, involve management in supporting the learning culture, recognise and celebrate learning achievements, and create collaborative ecosystems for knowledge sharing. By accentuating learning and development, businesses can foster a thriving environment where employees are motivated to innovate, grow, and succeed collectively, ensuring resilience and longevity in today's dynamic marketplace.

If you need help turning your learning vision into reality, get in touch with our TalenTeam experts.

Source: https://talenteam.com/blog/how-to-build-a-culture-of-learning-at-your-organisation/

Ascend the 5 Levels of Leadership

Thu, 18 Apr 2024 22:20:02 GMT

Great leaders inspire teams to higher levels of productivity and create cultures of excellence through employee engagement

Good leaders can be the glue that holds a workplace together. Almost everyone has had the opportunity to work with fantastic and not-so-great leaders. If your leadership skills are lacking, there's a way to improve them. Enter John Maxwell's “ 5 Levels of Leadership .”

John Maxwell has trained more than five million leaders in 180 countries, developing leaders at all levels. Ascending the 5 Levels of Leadership can give you a boost in the job market and help you to stand out from the crowd of other job seekers.

What are the 5 Levels of Leadership in order?

Without further ado, let's dive into the 5 Levels of Leadership from bottom to top.

Position
Permission
Production
People development
Pinnacle

Your goal is to attain the Pinnacle level. But how do you get there? Well, simply start at number one and work your way through each phase.

1. Position

This is a leadership position that's often handed to you by a higher-level leader. It is an earned position and you have some sway over what staff do, but not much. If the company has a progressive discipline policy, you can hold that over your subordinates.

None of this is a bad thing. Remember, the expert at anything was once a beginner, so this is your beginning. With a little more work, you can start to fine-tune the type of leader you want to be and climb the leadership ladder to gain more authority.

2. Permission

You may think that you don't need permission to be a leader, but you really do if you want to succeed. This leadership level is all about building relationships with those you want to lead, so that they trust you and give you permission to tell them what to do. Sharpen your people skills by treating staff as individuals who matter, rather than just cogs in the machine.

When the people you lead feel like you care about them, they will do more than simply obey your commands. You'll see that they are actually following you because of the positivity you emanate. This means you'll start to have influence over others.

3. Production

As you progress toward the top leadership level, you'll go through the “production” phase. Here, you leverage the relationships that you built during the “permission” phase to inspire the people under you to produce, to work, to achieve results. There's a lot of collaboration at this level, often cross-functional collaboration, that affects results that impact operations and revenues.

Once you get to the point where you can make things happen, your true abilities as a leader will shine. Conversely, if you're not meant to be a leader ( that's okay, not everyone is meant to be a leader ), this is the level where that will become apparent.

4. People development

By now, you've learned to build relationships that inspire productivity. That productivity has reached a point where it affects the organization as a whole. Now, your goal is to build up your staff so that they can become leaders, too. Recognizing top talent and stewarding their career progression not only helps that individual staff member, but also elevates the team as a whole.

5. Pinnacle

At this point, you've invested so much time into leading and growing others that you've built an entire pipeline of leaders. According to Maxwell, “ Level 5 leaders are judged by the caliber of leaders they develop, not by the caliber of their own leadership. ”

Don't let the achievement of this top leadership level go to your head. If you lose focus or start to think you're all that, you can fall back to lower leadership levels. There's always something else to learn, more strategies to build, and more people to develop.

At the “pinnacle” level, you'll be approached for insight and may have others request that you conduct workshops on being an effective leader. Remember where you started and what made you successful. Use your journey to inspire others.

You can get there - here's how

Knowing the definition of each level is only the tip of the iceberg. Progressing through each level takes action and hard work. Here are some tips for leadership success:

Each level builds on the previous

Once you've been appointed to your first management (i.e., leadership) position, it's time to start deciding what type of leader you want to be. In other words, to find your leadership style. There are seven management styles for you to choose from:

Top-down
Engagement-focused
Democratic
Lead-by-example
Inspirational
Coaching
Transactional

As you learn what works best for you, put that to use so that you can progress to the next level of leadership. Once your subordinates start to give you permission to lead them, and then you progress into building leaders of your own, leverage your personal management style to fuse everything you learn throughout the 5 levels of leadership.

Put forth the effort

As you now know, the first level of leadership doesn't afford you much authority other than holding discipline over your crew. However, the further up the leadership ladder you climb, the easier you'll find it to lead. The people under you will want to please you and be recognized as leaders themselves.

You're often appointed to a level-one leadership role
During level two, continue to sharpen your chosen management style by working one-on-one with staff and offering performance feedback
While you work through level three, define production goals that you want staff to achieve and delegate responsibilities based on team member acumen
As you move into level four, you could develop performance-based programs that allow staff to grow
Once you get to level five, keep practicing your leadership skills; continue to grow your staff members into leaders and teach them how to cultivate leaders, too. Before you know it, you'll be responsible for sowing generations of leaders.

Invest time and hard work

Reaching the pinnacle leadership level takes significant time. Most people won't choose to follow you overnight. They need proof that you're a good leader, an empathetic manager, and someone who cares about what happens to them.

The best way to reach your leadership goal is to take on as many leadership assignments as possible. This may even mean stepping outside of your normal job duties or working longer hours to complete some special projects.

Go up slow, go down fast

It may take a lot of time to ascend the leadership mountain, but it doesn't take that long to fall off of it. If you reach level four and fail, you'll likely only fall back to level three; however, you'll start all the way over in level three. Never stop working on your leadership skills and management style. Being a leader is your life now, not just something you do as a part of your job.

Why effective leadership is important

John Maxwell said, “ The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails. ” Being an effective leader isn't just about getting people to do what you tell them, so that the business can make more money. Your responsibility as a leader is to harness the appropriate resources to make your team and the people in it achieve success.

Challenge the status quo

One very important thing that leaders do is inspire change. The world changes almost daily in some industries. Those sweeping changes require someone who can keep up and make appropriate recommendations to management. A great leader earns executive management buy-in for innovation and then guides their team through new processes and procedures.

Solve problems and resolve conflicts

Not only should a great leader be concerned with keeping up with industry changes, but he or she should also lend empathy to conflict among staff. Treating employees like they're important human beings will help to elevate you into a more trusting position, allowing you to reach the next level of leadership.

Set goals and fuel productivity

As a leader, you want to prove your salt by maintaining consistent productivity. The best way to do that is by inspiring your team to do well. By setting clear goals and creating roadmaps that guide staff through assignments, you'll help to keep them on track and improve productivity.

Empower staff through mentorship

Without employees, businesses would fail. Leadership levels three through five focus on shaping future leaders. By acting as a mentor and teacher, you can train staff members to achieve organizational goals and become leaders themselves. This builds your network and propels your own leadership career forward.

The proof is in the pudding

In order to show leadership, you must be able to demonstrate results. Your resume is a perfect place to quantify and qualify leadership achievements. You should be writing an achievement-based resume already, so adding in some leadership bullets shouldn't be a stretch. As you read through job descriptions, you'll be able to tell what the prospective company needs in a new leader. Translate your experiences into actionable phrases that you can use, that will speak to the new company's needs.

A people example

Perhaps you find a job that needs someone who can shut down a revolving door staffing problem. This is a great opportunity to discuss your ability to collaborate cross-functionally and prioritize employee engagement to champion improved productivity. It would be even better if you could talk about some sort of engagement activity or incentive that you created that improved employee retention.

A productivity example

If the job you want to apply for needs someone who can turn around failing projects, you could mention an ability to rally the troops and create strong team morale through clearly articulated goals. It's also a perfect place to talk about your ability to recognize top talent and delegate responsibilities based on what people do best.

You may not be in a leadership role yet, but you can get there if you focus on building up the people around you. Then, when you start to seek out manager, leader, and executive positions, use the things you've achieved as you progressed through the 5 Levels of Leadership to make your resume shine.

Of course, if you need help with that last part, TopResume has a team of professional resume writers standing by with years of experience in crafting compelling leadership resumes. Why not submit your resume for a free resume review , to see how it stacks up?

Source: https://www.topresume.com/career-advice/ascend-the-5-levels-of-leadership

How Pre-Employment Assessments Make An Impact

Thu, 18 Apr 2024 22:20:00 GMT

When it comes to recruiting, finding the perfect “fit” can be both time-consuming and costly. On average the cost per hire of $4,700 , this means organizations face a significant risk from rapid turnover cycles and lengthy hiring processes. Fortunately, there is a solution that can help hire top talent efficiently: pre-employment assessments.

Pre-employment assessments give employers the opportunity to evaluate hard skills, soft skills, and various characteristics to build a data-driven candidate profile. The results provide recruiters valuable insights into applicants and their alignment with the position they are applying for. Still unsure about the value of implementing assessments in your hiring process? Keep reading, as we explore the ways your company can benefit from assessing candidates.

What Are Pre-Employment Assessments?

Pre-employment assessments are an accurate way for organizations to measure the suitability of a candidate for a specific role. It can involve evaluating various aspects of the individual, such as skills, abilities, knowledge, and personality traits. Assessments can take different forms such as written tests, situational judgment tests, personality assessments, and performance simulations.

Pre-Employment Assessments & The Employee Lifecycle

Assessments are an essential tool for evaluating the qualifications and abilities of job applicants. They can help employers look beyond the applicant’s resume and make data-driven hiring decisions. The use of psychometric testing delivers detailed insights into a candidate’s strengths, weaknesses, and potential fit within an organization. By incorporating assessments, recruiters can ultimately make data-driven decisions, increase hiring efficiencies, and improve organizational performance.

Pre-Employment assessments can have a significant impact on the employee lifecycle by influencing various stages. Here are some ways job assessments can make an impact:

1. Streamline the Hiring Process

The candidate screening and selection process can be time-consuming. According to SHRM , it can take approximately seven days to complete this stage of hiring. However, once you have a talent pool, assessments are the ideal method to filter applicants that suit the position. Pre-employment assessments, such as skills tests, cognitive abilities, and behavioral assessments, can help identify the most suitable candidates for a position. By evaluating candidates early in the process, organizations can make more informed hiring decisions, leading to improved hiring accuracy and better employee fit.

2. Increase Job Satisfaction & Performance

When candidates are placed in roles that align well with their skills and interests, they are more likely to be satisfied with their job. Using assessments can contribute to a higher rate of job satisfaction, engagement, and a sense of purpose among employees. When an employee feels successful and valued in the workplace, they are more likely to remain loyal and develop with the organization. Job satisfaction is a critical factor in employee retention, as well as overall organizational morale and performance.

3. Employee Retention

Reducing employee turnover starts with selecting candidates who are a good fit for the job. Pre-employment assessments can play a role in fostering a positive and growth-oriented workplace. By setting clear job expectations and providing skill development opportunities, employees feel supported and motivated to achieve their goals within the organization. When employees feel valued and in the right position, they are more likely to stay with the company long-term. Pre-employment assessments help identify a candidate’s suitability, ultimately leading to increased employee retention and cost savings associated with recruitment and training.

Overall, p re-employment assessments influence employers to make informed hiring decisions, build strong teams, and foster employee development and retention. By implementing assessments, employers can enhance their talent acquisition strategies, leading to more successful and sustainable workforce outcomes. This allows them to minimize the costs and timeline associated with hiring without sacrificing high-performing candidates.

Ready to incorporate assessments into your hiring strategy? Prevue offers a full suite of pre-employment assessments. Visit here or contact us to learn more.

Source: https://www.prevuehr.com/resources/insights/how-pre-employment-assessments-make-an-impact/

What defines an inclusive leadership practice?

Wed, 03 Apr 2024 22:30:22 GMT

From championing active listening to changing the way leaders define conflict. Experts share top tips for HR professionals to facilitate inclusive leadership in their organisations.

The word ‘inclusivity’ is often bandied about in conversations about management. However, it’s one thing to aim for inclusive leadership, but another thing to actually achieve it.

Often with the best of intentions, organisations miss the mark when it comes to developing and promoting inclusive leaders, which can impact the employee experience and significantly hamper an organisation’s end goal.

At a virtual session at AHRI’s Diversity, Equity and Inclusion (DEI) conference last week, Karlie Cremin, Managing Director of Dynamic Leadership Programs Australia (DLPA), spoke about the things she believes HR professionals can do to facilitate more inclusive leadership practices in their organisations. Here are some takeaways from the session.

1. Be champions for active listening

Self-awareness and active listening should be the starting points to inclusive leadership, says Cremin, as they provide a robust foundation to layer other skills onto.

However, actively listening isn’t a skill we teach most managers.

“Where organisations go wrong is thinking, ‘To be inclusive, a leader needs to be more empathetic, so I’m going to teach them to be more empathetic,’” she says.

But it’s not necessarily possible, and certainly not efficient, to teach someone how to be empathetic.

Instead, there’s an alignment between the goals of the speaker and the listener, so both parties are clear on what they’re hoping to achieve by having the conversation.

“This gives the leader access to the empathy they do have,” she says. “If you’re really listening to someone, and really engaging with what they’re saying, you’ll naturally move towards recognising where they’re coming from and understanding how they’re feeling.”

In a previous article for HRM, Dr Benjamin Symon, a simulation consultant at Queensland Children’s Hospital and a paediatric emergency physician at the Prince Charles Hospital in Brisbane, described active listening as “giving people the space to reveal what matters to them most”.

“There’s a generosity of spirit in genuinely and compassionately giving someone else the time to express what they need to without intervening,” said Symon.

He believes it’s equally important to understand the type of listening that’s needed from you, referring to research from Graham D. Bodie, Debra L. Worthington and Christopher C. Gearhart, which suggests there are four different listening styles. They are:

Analytical listening – “This is when you’re trying to listen to a problem or a conflict with an open mind, and working to avoid any initial prejudices or taking a particular side,” said Symon.

“It’s quite a slow, methodical and time-consuming process to listen in that way. It takes a lot of work, but it can lead you to unexpected conclusions.”

Task-focused listening – This style prioritises efficiency and is about listening with a clear goal in mind.

“It can be very effective in the right setting, such as in an emergency. If someone calls the fire department, for example, that team is going to want rapid and vital bits of information. They’re not really focused on how people are feeling right now. They want to know where the fire is, is anyone in danger, what’s the address, and how long is it going to take us to get there?”

It can be a less effective style in situations where people need to feel heard, Symon added, as it often leads to listeners “exerting their authority to the point where they sabotage the speaker’s needs”.

Relational listening – “This is when the listener is trying to understand the emotions behind the speaker to form a meaningful connection .

“These are the conversations where you can walk away from a coffee with someone and have a better sense of where their emotional state is at, even if they haven’t explicitly named their feelings,” he says.

Critical listening – “This is when the listener is assessing both the content of the conversation but also the reliability of the speaker themselves. That might sound judgmental, but it’s a really critical skill to have.

“Let’s lean on a stereotype for simplicity. Say you went to a shady car dealership and you used relational instead of critical listening. You could be vulnerable to being taken advantage of.”

Symon says the power of effective active listening lies in being able to match your style to the situation at hand. This is when inclusive leadership is unlocked.

“Say a colleague comes to me and they’re expressing distress because they’re having conflict in their home life. By the sound of things, I need to switch to a relational listening style, where I’m paying attention to their emotions and helping them process that.

“But if I instead start giving feedback on how they might be contributing to those problems, try to analyse what’s actually wrong with their relationship, or steer them towards getting to the point because I don’t see where this is going, I’m applying either critical, analytical or task-focused listening to the conversation when the speaker needs human and emotional connection.”

An inclusive leader might explicitly ask what type of listening is required.

“Sometimes I’ll say, ‘Before we go any further, can I just ask what you’re hoping to get out of this conversation? Do you need me to just listen or are you looking for advice or feedback?’

“We can free ourselves from being a psychic if we embrace an above-the-table approach to communication,” said Symon.

“It’s often those hidden areas of communication that can have the most impact once we master them.”

Learn how Ford benefits from running inclusive leadership listening circles.

2. Change leaders’ relationship with conflict

Cremin believes effective inclusive leaders are those who help their people re-define the perception of conflict.

“A difference of opinion is not a conflict. Even a robust discussion about a difference of opinion is not conflict,” she says.

“It’s important to get your workforce to a place where they can engage with conflict differently, so we have freedom to express ourselves – and differences of opinion are an opportunity for change.”

One way leaders can do this, according to Margit Mansfield , CEO and psychologist at Keogh Consulting, is to think about how they invite healthy dissent into their team meetings.

Oftentimes, employees need to feel invited to share a different opinion or challenge their colleagues on a certain person’s perspective. And inclusive leaders can prompt this, says Mansfield, by asking questions like:

If we never discussed this again, would everyone feel satisfied that we’ve examined every angle?
Under what circumstances might this idea not work? When might it be a bad idea to implement this plan?
Has anything been left unsaid? Is there something we’ve been avoiding?
What about this plan could go wrong?

“Divergent thinking improves the quality of decisions. Considering new perspectives means it’s more likely the final product will meet the end-user’s needs,” says Mansfield.

“Creating a culture of healthy dissent will improve employee wellbeing and increase productivity. Even though it can feel uncomfortable, in the long run, it’s a win-win situation for both employers and individuals.”

“The easiest way to shift culture… is showing you have a united leadership team, which is evidently committed to inclusivity.” – Karlie Cremin, Managing Director, DLPA.

Further, leaders should resist the urge to resolve all differences, says Cremin.

“Conflict resolution assumes there’s something broken, something to be fixed. Whereas, in an inclusive environment, we’re saying, ‘We’re all different. We want to embrace that difference and harness its value, so we get the benefits of thinking about things differently.’

“It’s okay to end with, ‘We have different opinions, but we can find a way forward that is unified for the organisation generally,’” says Cremin.

Want to help your teams to adopt an effective approach to conflict management? AHRI’s short course on managing conflict and mediation will set you up with the foundational skills you’ll need.

3. Breaking down structural barriers

Cremin says once foundational inclusive leadership skills are embedded, it’s then important to assess any organisational barriers that might be preventing this leadership style from being played out.

“You can have the most inclusive leaders on the market, but if you have structural deficiencies, that leadership can’t be mobilised and [won’t] have an impact,” says Cremin.

However, you don’t always have to reinvent the wheel.

“My recommendation is starting with little things, particularly identifying structural barriers,” she says. “If you’re having high levels of attrition in a certain demographic, work out what’s causing this.”

For example, are prohibitive processes or hierarchical structures preventing inclusive leadership practices from becoming embedded? Or perhaps your leaders are doing all the right things but your broader culture lacks the inclusivity that’s being preached at an executive level.

Conduct an audit of the context that your inclusive leaders are operating within to ensure you’re setting them up for success.

4. Keeping inclusivity accountable

“Absence of accountability will undermine anything you’re doing on the inclusive front,” says Cremin.

“Without it, it’s unlikely you’ll have a great level of fairness and equity, and it’s unlikely people will buy into any DEI initiative that you’re rolling out.”

Ensuring accountability might include having short and medium-term action plans outlining the steps you’ll take as a company in three, six and twelve months, for example, so you can map out the expected journey in a transparent manner.

Training leaders to be inclusive is one of the quickest and most effective ways of changing culture, says Cremin.

“The easiest way to shift culture – and in not too much time, as far as cultural change goes – is showing you have a united leadership team, which is evidently committed to inclusivity.”

Source: https://www.hrmonline.com.au/leadership/what-defines-an-inclusive-leadership-practice/

'Cultural load' means mob taking on extra work, and it's not OK

Wed, 03 Apr 2024 22:30:20 GMT

As NAIDOC Week fast approaches, us mob often find ourselves being asked to take on extra responsibilities at work.

It could be that we're asked to do a Welcome or Acknowledgement of Country - or requests to run cultural workshops. It could be getting asked a thousand questions by non-Indigenous colleagues when they could simply just google the answer.
These extra responsibilities we take on are sometimes referred to as 'cultural load'. Some academics have labeled these extra responsibilities as exploitation, which mob are the victim of far too often.

In an article published by The Conversation, academics make the distinction between cultural load and gendered and racial exploitation.

“Overburdening Aboriginal women with unreasonable workload is not part of their job description and is not reflective of cultural responsibilities or cultural load. It is gendered and racial exploitation.”

Cultural load can be better described as the invisible workload placed on Aboriginal and Torres Strait Islander employees to provide knowledge, education and support to their colleagues.

The invisible workload placed on Aboriginal and Torres Strait Islander employees to provide knowledge, education and support to their colleagues is often done without any formally agreed reduction or alteration to their workload, or their salary.

In fact, in a 2020 survey of more than 1,000 Aboriginal and Torres Strait Islander employees, 39 per cent said they carried the burden of 'high cultural load', which came in the form of extra work demands and the expectation they would educate others.

Taking on extra responsibilities

Kirli Saunders, a Gunai writer and artist, has experienced the impact of cultural load first-hand.

"I've been asked to do things for free or at a rate that doesn't honour the workload that is going into that event," she told NITV.

Ms Saunders says it can feel uncomfortable saying no to these extra responsibilities that are expected of mob.

Author Kirli Saunders says that she's been asked to do things for free Credit: https://kirlisaunders.com/

"It can be really uncomfortable saying 'Sorry, I think my time is worth more money' or 'I would like to be paid for that event'.

"It's rammed up at the moment during Reconciliation Week and NAIDOC Week but we're Blackfellas all year round.

"With everything that's happening politically around the Voice, we're often asked to share personal opinions as well which is outside of our job descriptions.

"There's this extra layer that comes with being a Blackfella that doesn't get asked of our peers."

It's an experience common to many First Nations workers, one that their non-Indigenous counterparts often don't have to deal with.

Richard Frankland is a Gunditjmara community worker, author and musician.

He says that a lot of non-Indigenous employers may not realise they're placing an extra burden on their First Nations staff and speaks to the additional pressures it creates.

"The difficulty that comes with cultural load is that a lot of our non-Aboriginal brothers and sisters for the most part don't see it," he told NITV.

Richard Frankland says that a lot of non-Indigenous people don't recognise the cultural load that they're putting on their First Nations staff

Mr Frankland also speaks to the pressures that come with cultural load.

"It's created pressures where I don't need it,” he told NITV.

“The pressure of discrimination, the pressure of navigating the dominant culture, the pressure of lateral violence, the pressure of transgenerational trauma.”

From fighting for our rights to dealing with intergenerational trauma, there's no doubt that a lot of mob carry extra labour in our personal lives.

Mr Frankland talks about what mob often have to navigate on top of living our everyday lives.

"Many First Nations people are trying to reclaim language and culture, we're trying to reclaim ceremony and rituals. And we're caught up in things where there's lots of grief and lots of pain."

This is why it is important that non-Indigenous people ensure that the extra tasks they are asking of mob doesn’t perpetuate trauma from centuries of colonisation.

What can be done to prevent the workplace exploitation of mob and stop cultural load?

Kirli Saunders says refusal can be a powerful tool.

"If mob start to refuse those situations, then we set a standard. But it also sucks that we even have to do that in the first place."

She puts the onus on organisations to compensate First Nations people when asked to take on extra work.

"Prioritise First Nations people and culture in your budget lines, in your employment strategy and in your workplace.

"Have a budget line that allows for cultural consultation. It should be something that's automatically included in your event planning, or in your workplace professional development.

"A really important thing that we can be doing is being brutally honest with ourselves and saying, 'we're dropping the ball here. We could be doing a better job'."

Richard Frankland also says that organisations need to actively do better.

"Organisations and institutions need to create a sustainable, comfortable, safe framework, so that people are safe on the way to work, when they get to work and when they leave work."

We know that we are inherently community minded, collective minded, and so our strength as a people has been predicated on that ability to interrelate with one another. And so I would sort of really flip the narrative and actually say that the onus is on workforces and societies to care for Blackfellas."

Tips for mob

Our energy should be used towards uplifting our communities, fighting for better and celebrating our people during big events in the calendar like NAIDOC Week, rather than taking on the emotional labour of educating colleagues.

It can be exhausting and lead to burnout.

Kirli Saunders offers her advice to mob who may be feeling the effects of cultural load or burnout during big weeks like Reconciliation Week or NAIDOC Week.

"Call Aunty and have a cup of tea, spend some time outside, get out in the bush or in the ocean. Get grounded so that these big weeks don't rattle you."

She also suggests sharing the load.

"I like to call in more mob. I'll ask if can I bring in an Elder to do the Welcome. I'll ask if I can bring in brother boy who can teach dance while I teach writing.

"Sharing that responsibility so that there's multiple opportunities for First Nations people."

Mr Frankland also highlights the importance of self care.

"Enjoy the beautiful moments that these weeks bring to us; celebrate the arts, celebrate the music, celebrate the togetherness.

"Make sure your employer is aware of the additional workload and make sure you get some time out and that you have a mentor or someone you can debrief to."

Source: https://www.sbs.com.au/nitv/article/cultural-load-means-mob-taking-on-extra-work-and-its-not-ok/7y4cayk6x

Starting a New Job? Don’t Make These 5 Mistakes

Wed, 03 Apr 2024 22:29:58 GMT

Starting a New Job? Don’t Make These 5 Mistakes

Just landed a new gig ? Congrats! Your stressful days of job searching and interviewing are over for now. But you have another big task ahead of you.

Your first few months in the office set the tone for your future at the company and relationship with your coworkers. While it’s important to jump into the action and prove you are right for the role, you may not realize you’re making a few crucial, but common, mistakes when starting a new job.

Making mistakes at work — especially when starting a new role — is par for the course. When you make a mistake at work, remember there’s a way to turn that misstep into a positive: Learn from it.

In our continuing quest to help both job seekers and the companies that hire them, Robert Half asked more than 400 executives to name the biggest mistake new employees make within their first 90 days on the job. Following is a list of the top responses and advice on how to avoid them. Whether you’re a new graduate just launching your career or a seasoned professional making a career move, take heed of this advice to develop a stellar reputation when you start a new job.

1. Failing to ask questions and clarify expectations

Not asking enough questions is viewed as the top mistake. No one expects you to know it all on day one. Learning the ropes of a new position is hard. That’s why you should not be embarrassed to ask things like, “What is the approval process for this initiative?” or even, “How do I set up my printer?”

Requesting clarification lets your boss and colleagues know you’re eager to learn and get things right, while also being confident enough to ask for help. While you don’t want to bother colleagues with endless requests for assistance, most will be happy to show you the ropes (after all, they were once new employees, too). So instead of keeping quiet or remaining in the dark about something, take initiative to get the scoop from a coworker or your manager when starting a new job.

2. Talking excessively about a previous job or company

The second biggest mistake noted in the survey cautions you to tread lightly when bringing up a past employer or project. Your new employer may not appreciate constant comparisons between your former and current position. Also, refrain from talking negatively about your old job, coworkers or boss — it’ll likely make people apprehensive about how you speak about them in the future. That being said, you don’t need to stifle your insights. If you can apply your experience at another organization to your new projects, share your thoughts freely — your expertise is a big part of why you were hired in the first place.

If you’re just beginning your job search, we can help:

UPLOAD YOUR RESUME

3. Taking on too much work, too soon

A first impression is a lasting impression, so don’t bite off more than you can chew. When employees are starting a new job, many managers assign smaller tasks for a reason. It takes some time to familiarize yourself with a new company, colleagues and workload. At the beginning, it’s much better to focus on the work given to you (and do it well) than take on additional responsibility in an effort to impress your boss. Overextending yourself could lead to missed deadlines and mistakes. After you’ve met the whole team and understand your department’s and organization’s goals, you’ll be ready to dive into bigger, more challenging assignments.

4. Ignoring corporate culture

The hiring manager chose you because he or she thought you’d be a great fit for the company, not just the position. Make sure you catch onto the workplace culture and get involved. Does your department go out to lunch every Tuesday for tacos or celebrate birthdays and work anniversaries? How does your team brainstorm? Is the firm looking for volunteers to help organize an event? Sign up! By respecting unspoken rules and engaging in social activities, you’re letting your coworkers know you’re a team player and want to get to know them beyond email and project deadlines.

5. Keeping to yourself when starting a new job

We all know that starting a new job can be exciting, but it can also be intimidating. Some employees tend to bury their head in work and avoid interacting with others. While it may be nerve-racking to introduce yourself, it’s important to make the most of your first 90 days on the job and get to know your teammates and peers throughout the organization. You’ll be partnering with these people on many different projects, and research from Robert Half shows that professionals who are friends with their colleagues are happier with their jobs and enjoy their work more. So, take opportunities — like an office celebration or a simple chat in the break room — to learn more about your coworkers versus keeping to yourself.

Starting a new job off on the right foot can seem overwhelming. But by taking the time to observe the office dynamics and get to know your new colleagues, you’ll not only impress your manager with your experience and skills but also your motivation to excel and become a team player.

Source: https://www.roberthalf.com/us/en/insights/career-development/starting-a-new-job-dont-make-these-5-mistakes

The state of social recruiting in 2024

Wed, 03 Apr 2024 22:29:51 GMT

Get the lay of the land, then use our insights to get a head start on your 2024 talent attraction strategy.

As we settle into 2024, the employment landscape is feeling a bit uncertain for HR teams and job seekers. In the first few weeks of the year, we’ve already seen it all: mass layoffs, exciting new roles, and, of course, tons of job descriptions asking for a “unicorn” or “rockstar” candidate.

One thing that is certain? Social recruiting will continue to play a major role in attracting top talent this year.

Below, we’ll explore the current social recruiting landscape informed by our December 2023 report . Get the lay of the land, then use our insights to get a head start on your 2024 talent attraction strategy.

The current social media landscape

First, let’s take a closer look at what’s happening in social media. 2023 brought a lot of changes to the social space, including but not limited to: Twitter becoming X , Meta launching Threads , multiple states attempting to ban TikTok , and TikTok launching TikTok Shop .

We’re also officially in an election year, which always makes for an interesting social media landscape. We tend to see increased engagement during election years, both for content that leans into political topics and for content that doesn’t. For brands, though, the cost of advertising tends to skyrocket as political campaigns spend marketing dollars.

Finally, it’s important to know which social platforms reign supreme. Currently, the platforms with the highest monthly average users (MAUs) are Facebook, YouTube, Instagram, and TikTok. Keep these stats in mind as you think about the trends and tactics we explore below.

The current social recruiting landscape

Social recruiting had a landmark year in 2023, and its influence is expected to continue into 2024 and beyond.

If you’re not familiar, social recruiting is the process of using social media to connect with prospective employees. It’s not new to the talent attraction scene (we’ve been talking about it for years!), but it gained traction in 2023 as more teams started to recognize its power.

In our December 2023 report , 92% of HR executives shared that it is “extremely” or “very” important that candidates think of their companies as a great place to work. With that in mind, here are a few key themes we’re seeing in the 2024 social recruiting space.

Ongoing talent wars

There’s a lot of great talent on the market, and talent attraction teams want to bring the best of the best into their companies. When you’re competing for top-tier candidates, employer branding becomes a key factor in your success.

The companies that win the talent war aren’t necessarily those with the biggest recruitment budgets—it’s the companies that consistently share why they’re a great place to work.

Yes, having a big name brand helps, but even smaller, less well-known teams can make up the difference with a strong, well-communicated employer brand. More on that below!

Embracing expanded reach

When you’re looking for the very best candidates, expanding your talent pool is a great place to start. The more eyes you can get on your open roles, the more applications you’ll likely receive, and the more likely you’ll find the perfect fit for every opening.

Posting on social media is our top recommendation to expand your reach. Why? Social media gets you in front of 72% of the general public , meaning you’re not limited to just people who already track your open roles or just people in your local network.

Your careers page and job board can only carry you so far on their own. When your goal is maximizing applications, social media is a powerful (and still underutilized!) tool to have in your arsenal.

AI and tech solutions

AI made major waves in 2023, and many talent attraction teams are doubling down in 2024. Our research found that 47% of HR executives are already using AI-based tools in their talent acquisition strategy and 49% plan to start in the next two to five years.

AI has tons of relevant use cases for talent acquisition: creating job descriptions and skill assessments, screening and sourcing candidates, answering candidate questions, and even conducting online interviews.

If you’re not already experimenting with AI as part of your talent attraction strategy, now is a great time to try it out. When in doubt, Googling something like “AI strategies for [insert task here]” is a helpful tip to get you started.

How to maximize your social recruiting in 2024

No matter where you stand with social recruiting, there are huge opportunities to be had in 2024. So, let’s cut to the chase: what should your brand be doing to guarantee the benefits of social recruiting?

If you’re just getting started, know that there are two main types of social recruiting posts: employer branding posts and job posts. We go into detail about the difference here . A strong strategy will include both!

Then, consider picking one or two platforms to start, and remember that you can repurpose your existing careers content for social! You probably don’t have to start from scratch—explore your job descriptions, careers pages, and internal content for inspiration.

Remember that having a strong social presence also boosts your “traditional” channels. When you build a recognizable employer brand, potential candidates who see you off social are more likely to engage there, too.

If you already have a social recruiting strategy , now is a great time to audit your 2023 results. Which channels performed best? What type of content resonated with your audience? Are you still speaking to the right audience for your 2024 growth goals?

Use the answers to double down on your wins, experiment with new platforms or content types, or just keep doing what you’ve been doing!

Using CareerArc to streamline social recruiting

Want to make your social recruitment efforts even easier this year?

CareerArc is the social recruiting platform for talent attraction teams in 2024. It’s an all-in-one tool where you can automate content creation, leverage your employee networks, and capitalize on the expanded reach that social recruiting is known for.

Want to try it out? Click here for a demo .

Source: https://www.careerarc.com/blog/the-state-of-social-recruiting-in-2024/

Skills All HR Managers Must Have

Wed, 03 Apr 2024 22:29:46 GMT

Do you have the skills to shine in an HR position?

Human resource is a discipline that requires leadership and management training necessary to build the skills that business executives are looking for. HR professionals who have a deeper knowledge of relevant areas and more practical skills generate more opportunities in the corporate world. The following are the fundamental skills every HR manager must have.

Communication skills

As an HR management practitioner, you must be able to express yourself clearly, both in oral and written communication. The human resource field requires a lot of talking as the team is in charge of recruitment that entails a series of interviews. Aside from that, the human resources manager deals with a lot of people day in and day out, listening to their issues whether work-related or not. Through these interactions, he or she gains the trust and confidence of the employees, thereby improving interrelationships in the workplace. The human resources manager also designs and produces the policy handbooks and releases memos for the benefit of all the employees, which calls for the need of good writing skills.

Organizational skills

Human resources management entails a lot of functions including but not limited to recruitment, training, performance appraisals, individual development plans, and employee relations. An HR manager oversees all these functions and must have a systematic way of going through all the processes. For example, there must be a standard employee training platform for each role in the organization. On the other hand, HR involves a lot of paperwork that must be filed systemically such as employee profile and legal documents. With all the processes and administrative tasks involved, keeping organized will help increase your efficiency as an HR manager, being able to handle multiple tasks simultaneously.

Decision-making skills

There is a lot of decision making involved in HR. One good example is during the recruitment process where he or she has to decide whether an applicant is the right fit for the role or not. Recognizing good talent is not something you can easily learn. It requires strategy, experience, and intuition. This is something an HR manager must have. Another instance is when facing the dilemma of downsizing. It will be part of HR's role to get the message across efficiently even in the midst of a crisis. As such, all human resources managers must be sound decision makers to support critical organizational functions like these.

Training and developmental skills

Another function of human resources is training and development. HR managers are responsible for giving employees development opportunities in order to maximize performance and increase value. Organizing sessions on leadership and management training, for example, will provide more diverse skills to the employees. This allows them to assume added tasks and support their career growth at the same time.

Budgeting skills

Compensations and employee benefits packages all go through the HR department. The same goes with training and development, social activities, performance appraisals, etc. These activities have to be incorporated into their organization's strategic planning and budgeting, taking into account each department's projects and their individual functions. The primary role of the HR manager is to limit expenditures and not overspend on unnecessary activities.

Empathetic skills

The HR team deals with a lot of people and their concerns, from workload to salary complaints to conflict resolution in the workplace. As a human resource management professional, you need emotional intelligence and empathetic skills to ensure you understand where the person is coming from before you make any judgment. It could be that the employee just needs to get something off his chest and only needs a listening ear. Or he might be airing his grievances so he can get help. Whatever the case, it is the HR manager's responsibility to listen to the employees and ensure he or she got his or her message across clearly.

Human resources management is a terrific field with a lot of opportunities. But, you have to have the proper skills to succeed as an HR manager. If you're a real “people person,” this just might be the career for you!

Source: https://www.topresume.com/career-advice/top-skills-for-human-resource-managers?

Effective Messages of Support and Encouragement

Sun, 17 Mar 2024 23:08:40 GMT

From time to time, we all experience situations that leave us feeling down or doubting our abilities. In such times, we need the support of others to pick us up. Whether such scenarios occur in our personal lives or at work, they can negatively impact our productivity.

For this reason, businesses need to become adept at sharing meaningful and effective messages of support and encouragement. Let’s dive right into scenarios that would warrant a message of support and what one can say in that message.

Messages of support and encouragement during personal moments

In times of sickness

Sickness and extended sickness in particular is stressful to deal with. It gets even harder when an employee feels anxious about letting teammates down. Show a sick employee that the company cares by sharing messages of support and encouragement.

Some companies opt to buy a card and have each team mate write a personal message. As each has a different relationship, the messages will be more meaningful than a generic ‘Get well soon’.

When employees suffer the loss of a loved one

Losing a loved one is never easy. While on compassionate leave, managers should organise an official message of support and encouragement from the company. Craft something heartfelt to convey concern.

“Thinking of you and wishing you moments of peace and comfort as you remember a friend who was so close to you.”

It is also okay to include a sympathy basket with the message. It may contain items like comfort foods, poems of comfort or bible verses of comfort and a paid subscription to a grief counsellor.

When an employee graduates

A simple but heartfelt message of support when an employee graduates or acquires a new level of education is a sure way to increase morale.

When employees are trying to acquire a client

When employees have a client pitch or presentation, show you believe in them with a message of support and encouragement. Write a message that reminds them of their abilities and the preparations they have made to be able to take on the task.

Such a message will boost confidence and reiterate the trust a manager has in their employees.

When employees lose a client

What happens when employees fail to acquire that client or even lose one? Depending on your management style , you might react in one of 2 ways, blame or encouragement. Some managers believe in learning from mistakes, showing support and encouragement and moving on to the next challenge.

A message to say, ‘We did our best, we shall win them next time.’ Or one to say ‘Great effort team. We’ll get them next time’ can show support and encouragement.

When a manager leaves

From time to time, managers may leave the job for a new opportunity. If they have been a good manager, their absence will be felt on the management level and with their team.

The messages of support and encouragement in this instance will come from several sections of employees.

From management:

Management should send a message of gratitude and farewell to a colleague they have served with. Traditionally gifts are also given.

From employees:

The relationship that direct reports have with their manager is different from one the manager will have with fellow managers. If the manager has been a good one, he or she will have been a source of encouragement, a mentor, a champion and an advocate for their team. The team may also want to share their own messages of support and encouragement to their manager.

From the manager:

Messages of support and encouragement may also come from the manager. Someone leaving a company can be destabilising to other employees, particularly if this person has been a pillar. A cold exit will have a negative effect on continuing employees. You may even see a decline in job satisfaction and productivity in the wake of a manager’s exit.

To mitigate this, a message of support and encouragement from the exiting employee to their team is a good idea. This message may summarise their experience leading that team and reiterate the confidence the leader has in their abilities. If a successor has already been named, an endorsement of this person can go a long way in ensuring a smooth transition.

When someone gets a promotion

Messages of support and encouragement are also welcome in times of celebration. Show teammates and employees you wish them well when they rise through the ranks by sending a congratulatory message.

In this type of message, tell them you are proud of them, that they deserve the new position and that you have faith they will excel.

When someone is let go

People may be let go for a range of reasons. In some cases, it has nothing to do with their behaviour or performance. The COVID pandemic for instance saw many workers laid off so that businesses could survive.

Despite knowing this, it is still natural for employees to think they were let go due to a failing on their part. In this scenario it is a good idea to let employees know why they are being let go.

A message of support and encouragement may include a mention of the achievements of said employee, an offer to write them a recommendation and an endorsement of their abilities. For instance:

“We have had the pleasure of witnessing your commitment and hard work for the years you have been with us. Thank you for all your hard work. We know that your excellent people skills, leadership capabilities and team work will serve you no matter where you land. Please let us know if you need a recommendation from us. We are confident that you will do great things on your next venture.”

In Summary

One thing to keep top of mind when sending messages of support and encouragement is to make them personal. Tailor them to the specific employee and the specific situation, otherwise they will ring hollow.

Messages of encouragement show employees that you are truly concerned about their wellbeing. Aside from that, they can increase employee trust, loyalty and motivation.

Remember, messages of support and encouragement aren’t only valid for negative situations. Send one to help a colleague or employee celebrate.

Source: https://inside.6q.io/support-and-encouragement/

Benefits of Using Executive Search Over Traditional Recruitment

Sun, 17 Mar 2024 23:08:38 GMT

Executive search is a specialised type of recruitment aimed at locating and sourcing highly-skilled senior management talent for an organisation.

In this guide, we’ll look at how the executive search process works, and the benefits of using it over other recruitment methods.

As high-level executives have crucial responsibilities within the company, like leading teams, making key business decisions, and gaining an edge over competitors, the cost of a bad hire can be high, leading to stalled projects, damaged morale, and even increased staff turnover.

To ensure maximum success with this crucial element of the business, this specialised area of recruitment utilises unique expertise in the sector, in order to find the highest quality candidates.

What is the difference between executive search and recruitment?

An executive search agency will conduct extensive interviews and research with their client to learn exactly what they want, the kind of person they’re looking for, and what they want the new team member to achieve. They will also learn about the client company’s values, ethos, and culture, as these are vital in ensuring a mutually beneficial partnership with potential candidates.

Instead of casting a wide net to find as many qualified candidates as possible, executive search focuses on the best of the best. A typical recruiter might put forward 10 or 20 people for a role, whereas in executive search, they may well submit a single candidate, out of hundreds they’ve spoken to or assessed.

What are the benefits of executive search?

Focus

Unlike a typical recruitment strategy, executive search takes a high-focus approach to a very small number of roles.

After the research phase, the recruiter has a clear understanding of what the company needs and who they need to look for, making the selection process far more specific and granular.

By design, executive search requires proactive engagement, as most of the time the candidates are already employed and not actively looking for a job. As leaders in their fields, these candidates often need more than just an impressive salary in order to consider the role.

This is part of the strength of executive search, in that the recruiter understands what the candidate wants from a role, and the candidates are chosen for their specific experience, traits, and compatibility with the company.

Better match between candidates and company culture

When it comes to executive search, recruiters have to be experts in the field they’re recruiting for. They need to understand the landscape of the sector, what the company offers, where it aims to be in ten years, and how those goals align with those of the potential candidate.

This is how recruiters match the client brief and expectations to the right candidate. It isn’t just about understanding the skills that make certain candidates excel, it’s about understanding them on a personal level, and helping them make the right move for their long-term career.

Over time, the relationship between client and recruiter can prove invaluable when looking for high-profile talent, as the recruiters have developed an exceptional understanding of the brand’s culture, values, and requirements, leading to higher levels of success when placing high-level team members.

Guarantees on delivery

An executive search campaign provides value to businesses by giving them a map of the market, complete with profiles of industry-leading candidates, as well as benchmarking for particular skills, roles, and salaries.

This allows smarter decision making, and a more informed approach to where talent can be sourced. High-performance candidates often have a wealth of transferable skills, and the right fit for an organisation may not be immediately obvious.

But a good recruiter can see the potential for compatibility in different candidates, and thanks to their expertise can deliver on very specific and exact requirements for a role.

It can be easy for organisations to fall into the trap of recruiting similar people as the previous team member, but executive search firms often excel at finding people who will help the business to grow and evolve in new ways, understanding what the client needs, and who can deliver. This way, executive search can guarantee results, even for very difficult roles to hire for.

Deeper candidate pool

An executive search firm will have extensive knowledge of board directors and senior executives across the industry, allowing them to tap into a considerable pool of top executive talent.

While the pool for executive search is naturally smaller than for more generalised recruitment projects, the pool for a given role can have surprising depth, with candidates weighing up every element of the job to see if it’s really the right fit for them.

This is why the additional attention to detail and personality that is innately part of executive search is so important, as it allows for a deeper match between candidate and role. The process is often far longer and more detailed than typical recruitment for this reason, with the candidate being fully immersed in the finer details of the role and organisation before they make their decision about whether to pursue the opportunity.

It’s this level of dedication that leads to successful candidate placement with long-term satisfaction on both sides.

Higher quality of candidates

If a company is looking to grow and improve, and to do so at speed, executive search is often more valuable than a traditional widespread recruitment campaign. One great senior leader member can empower an entire team, improve processes, and bring in new business.

To enable this kind of rapid transformation, executive search only focuses on candidates who are experts in their fields, with clearly proven leadership and team-building skills, who can walk into a role and start producing value from day one. These candidates take on essential responsibilities that have a direct effect on the company’s growth and success.

This is why executive search can often drive growth at higher levels than a more widespread recruitment campaign.

Executive search is a way for businesses to transform how they work, and to improve their overall culture with just a few strategic hires. If you’re interested in learning more about executive search , get in touch today.

Read about how businesses can attract top engineering talent , or learn about how boosting self-esteem at work can help productivity .

Source: https://blog.v-hr.com/blog/benefits-of-using-executive-search-over-traditional-recruitment?

Job Search 2024: Key Trends and What to Expect

Sun, 17 Mar 2024 23:08:32 GMT

Even though it seems like the world is always changing, when it comes to job searching, some things will always hold true. It's all about showing your best self, reaching out to the right people, and finding a job that not only pays the bills but also gives you a sense of fulfillment and purpose.

But let’s be real for a sec. Job searching can be overwhelming, exhausting, and downright frustrating at times. Every year comes with its own set of challenges. It’s a roller coaster of highs and lows, but remember, you’re not alone on this ride.

Millions are right there with you, scrolling through job listings, tweaking their resumes, and prepping for interviews. Take a deep breath, and let’s tackle these new challenges and what is coming head-on.

Nothing Will Change, But Everything Will

I know, I know. That headline might have you scratching your head, but hear me out. At its core, job searching in 2024 is not all that different from years past. It’s about showcasing your skills, connecting with potential employers, and finding a company culture that feels like home (but not as family).

But here’s the kicker: the way we go about all that? It’s evolving fast. Technology, especially AI (ChatGPT), will play a bigger role than ever before. And while that might sound intimidating, it’s actually pretty awesome. AI can help streamline the job search process, match you with positions that align with your skills, and even give you a leg up in preparing for interviews, like this ChatGPT Interview Coach .

But it doesn’t replace the human element! Companies are still run by people, and they’re looking to hire people - real, live, human beings with passions, aspirations, and the ability to think outside the algorithm.

While AI is a powerful tool in your job search arsenal, never underestimate the power of genuine connections, a well-crafted reach-out message, and the ability to sell yourself in an interview.

Job Search 2024: Key Trends and What to Expect

Trying to predict the future or guess the trends is tricky. No one can ever be 100% certain. But let's hop on the prediction train as we head towards 2024.

Now, remember, these are just my predictions based on my experience and what I've seen in the market. Of course, things can change, and the predictions below might not apply to every industry or location. Even though I'm pretty confident in my predictions, only time will tell.

1. Shift to an Employer-Driven Market from a Candidate-Driven Market

In recent years, we’ve seen a candidate-driven market where job seekers held significant power due to a talent shortage in various industries. However, as we enter 2024, the landscape shifts toward a balanced employer-employee-driven market.

This means that while candidates still have considerable influence, employers also take a more active role in shaping the job market.

For job seekers, this transition signifies a need for adaptability and a proactive approach. It’s more crucial than ever to showcase not only your skills and experiences but also your cultural fit and potential contribution to the company’s growth.

Building strong relationships through networking, showcasing a track record of continuous learning, and demonstrating how you align with the company’s values and mission become key elements of a successful job search.

2. Fear of Recession

Traditionally, January and February are strong months for hiring, but I don't think we'll see quite the same level of energy as we've seen before. The global economic situation, the state of China and other major economies, and all these ongoing conflicts are definitely having an impact.

That is why economic uncertainties, including fears of a recession, may impact recruitment strategies during the whole year. Companies might become more cautious with their hiring plans, focusing on critical roles while putting other hiring on hold. Recruiters may need to navigate these economic uncertainties by developing flexible recruitment strategies that allow for rapid scaling up or down as circumstances change.

Overall, I expect 2024 to be a better year for hiring than the previous year unless we encounter another global pandemic or major global crisis.

If I had to pick a main theme for 2024, it would definitely be "Job Stability is a Top Priority". That's what most job seekers will be going for in the first half of the year.

3. Artificial Intelligence in Recruitment

AI isn't just a tool for job seekers to improve their cover letters and write outreach messages; recruiters are also heavily relying on it. In 2024, expect to see more AI-driven processes in recruitment, from basic resume screening to initial communication stages.

Chatbots might be the first entity you interact with when applying for a job, and AI algorithms could play a significant role in shortlisting candidates.

For job seekers, it's important to make sure your resume is AI-friendly. And by that, I don't mean the kind of scam deals you might see soon from some coaches who promise you a fancy new AI-friendly resume template that will beat AI.

What I mean is, use clear and straightforward language, and include relevant keywords that match the job description. Using colorful and extravagant Canva resume templates might not be the appropriate approach.

Additionally, be prepared for AI-driven interviews, where algorithms may analyze your responses before a human recruiter reviews them.

4. Rise of Automated Job Applications

You might be discouraged by the crazy high numbers of job applications you saw on LinkedIn ads when you applied, which I explained in the previous article . But brace yourself, because you're going to see even higher numbers in 2024!

You know who's to blame? Automated job applications! They're the real culprits behind all this!

Imagine shooting your resume to a hundred companies with just a single click. Sounds efficient, right? Well, welcome to the age of automated job applications!

With rise of technology, it's become super easy for job seekers to apply to multiple positions at once. From auto-filling application fields to sending out hundreds of job applications within minutes—tasks that would normally take hours or even days can now be done in under sixty minutes.

However, there's a flip side. As the barrier to applying lowers, companies are now flooded with applications for every open position. This deluge can make it challenging for your application to stand out, turning the job-hunting game into a numbers race.

But don't worry! At the end of the article, I've got some tips on how you can stand out in this competition.

5. Remote Work Evolves into Hybrid Models

Remote work is here to stay, BUT here's the thing: while remote work offers many advantages, it's not all sunshine and rainbows.

That is why many companies are moving towards hybrid models, combining the best of both worlds. This means splitting time between working remotely and in-office, providing flexibility while maintaining a sense of community and collaboration. Of course, this setup won't work for those who are fully remote or love the flexibility that remote work offers.

In 2024, companies will prioritize productivity and teamwork even more than before, and it seems that having team members scattered across different locations is not yielding the expected results and innovation.

As a result, we can expect more companies to transition from remote roles to a hybrid model, where working in the office for 2-3 days becomes the new norm for a while, maybe the next year or two. I think three days has become the norm in many industries.

6. The Rise of Job Search Personalization

Just as personalization has become a staple in marketing and e-commerce, it's now making its way into the job search process. In 2024, job seekers can expect more personalized job recommendations and career advice based on their online activity, preferences, and previous applications.

To make the most of this trend, ensure that you’re clear about your job preferences, skills, and career goals. Engage with job search platforms, set up detailed profiles, and utilize AI-driven tools that can help match you with the right opportunities.

That's why your LinkedIn profile will play a crucial role in your job search in 2024. Having a resume is good, but LinkedIn and companies that scrape LinkedIn data will use your information to match you with job opportunities. If you haven't properly filled out and customized your LinkedIn profile, you'll miss out on job opportunities because recruiters won't be able to find your profile.

7. Upskilling and Continuous Learning

Gone are the days when a college degree was enough to last you an entire career. The rapid pace of technological advancement means that the skills needed in today’s job market are constantly evolving. Employers are on the lookout for candidates who demonstrate a willingness to learn and adapt.

So, what’s the game plan? Continuous learning. Engage in online courses, attend workshops, and seek out opportunities to acquire new skills. Whether it’s learning a new programming language, getting a certification in project management, or taking a course in digital marketing, showing that you’re committed to your personal and professional growth goes a long way.

Make you show off your new skills on your resume and LinkedIn profile. Employers are keeping an eye out for these keywords, and it could really help you stand out. Plus, LinkedIn's AI will use the info on your LinkedIn profile to recommend you to employers searching for new talent. So, make the most of it!

8. Employment Background Checks, Background Screening

Nowadays, many companies are striving to create inclusive and safe environments. To ensure they hire the right fit, they often rely on third-party vendors to conduct background checks.

If you Google your name and find it associated with hate crimes or criminal activities on the first page of Google or Google News, you'll likely face difficulties in finding a job.

The last thing companies want is to hire racists or someone who could disrupt their team dynamics. They prioritize maintaining a safe environment for all their colleagues. So, it's highly likely that you'll encounter some form of background check during the interview process at some point.

Another reason why companies will start implementing it is because of the rising number of scams and corporate espionage. In a world where technology has not only facilitated genuine remote work but also sophisticated fraudulent activities, the necessity for robust background verification has never been more critical.

The advent of AI and deepfake technologies has made it easier for individuals to fabricate identities, fake video interactions, and clone voices, making the virtual workspace a fertile ground for scams. A chilling instance of this is seen in a scam where thousands of fake remote IT workers channeled their wages to fund a North Korean weapons program.

These trends underline a grim reality; traditional background checks are no longer foolproof in the digital age when you can clone someone’s face and voice within seconds. As we step into 2024, more companies are anticipated to ramp up their background verification measures to navigate through the murky waters of online recruitment.

This will likely include a combination of advanced AI-driven verification tools, thorough vetting processes, and perhaps collaborations with global verification agencies to ensure the authenticity and integrity of the individuals they are bringing on board.

9. Spike of Job Scams

A sudden spike in job scams has become a growing concern recently, posing a serious threat to job seekers worldwide. With fraudsters using increasingly sophisticated tactics, unsuspecting individuals are falling victim to fake job postings, deceptive interviews, and fraudulent schemes.

With LinkedIn now implementing AI into their site, get ready to see an influx of so-called "experts" offering foolproof tips, guides, or services on how to outsmart this AI and increase your visibility. It will be the same story with ATS robot-proof resume templates, that we see on the market; the only thing that will change is that they will add “AI” into that.

Moreover, these "Top Voice" LinkedIn badges don't really help us determine if someone is truly an expert or just someone who has submitted a sufficient number of answers to AI-generated content on LinkedIn.

Get ready for the rise of paid content and training! Their sole purpose is to convince job seekers that they are the ultimate solution. Believe it or not, there are already plenty of people in the market doing just that, and what you see below is a perfect example.

Don't fall for these tricks, it won't help you stand out. When all those job seekers use the same messages, they just end up looking like clones and even come across as scammy to many recruiters. Trust me, being unique will make you shine in the market much better than wasting your hard-earned money on those scammy training and tips.

Job seekers must stay vigilant and informed, equipping themselves with the knowledge and tools necessary to identify and avoid these scams. By understanding the red flags, conducting thorough research, and verifying the legitimacy of opportunities, individuals can safeguard themselves against falling prey to these malicious practices.

Job Search 2024

That was a lot, wasn’t it? But navigating the 2024 job market doesn’t have to feel like rocket science. Yes, AI is playing a bigger role, and yes, the influx of automated applications has created more noise. But remember, at the end of the day, companies are looking for genuine, passionate individuals.

Embrace the change, use the technology to your advantage, but don’t forget the human touch. Network, build relationships, and showcase your authenticity. The job market may be evolving, but your unique qualities? Those are timeless.

So, gear up, stay positive, and remember: you’ve got this! The 2024 job market is ready for you, and with these tools and tips in hand, you’re more than ready to conquer it. Happy job hunting!

Source: https://newsletter.jobsearch.guide/p/job-search-2024

6 employee development examples to inspire growth

Sun, 17 Mar 2024 23:08:30 GMT

76% of employees say they’re more likely to stay with an organization that offers continuous training.* That means, in the long run, your company risks losing three-quarters of its people if you don’t offer relevant learning and development (L&D) opportunities.

L&D can sometimes seem like the first initiative to be put on the back burner in challenging economic conditions. But the key to building a multi-talented, productive, and loyal workforce is investing in robust employee development programs that help your people learn the basics and solve complex problems.

In this article, we’ll walk you through different types of employee growth plans and give you six examples of employee development plans you can use to inspire your own.

* SHRM , 2022
‍

Employee development examples: How to help your people grow

In our Workforce Trends Report , we found that one in three employees were planning to leave their jobs within the next 12 months. Among those respondents, over a third cited a lack of career growth and development opportunities as a top reason for looking elsewhere.

On the flip side, over half of employees state that a culture that encourages feedback, goal-setting, and learning is a reason they would stay in their current role. And such a culture doesn’t just impact retention — the benefits of employee training and development are extensive, including increased engagement and satisfaction.

The message is clear: If you want to keep your people happy and retain them, you have to help them grow.
‍

“I’ve seen mentorship and employee development plans translate into clear business benefits: Our attrition rate is at a record low of 6%, our software developers stay in the company for an average of 5 years, and engagement and work meaningfulness scores are consistently high.”

— Marina Dedolko , Senior Growth Manager at SENLA

Employee development examples range from highly technical training to helping employees hone soft skills. The best approach is to use a range of employee development methods to empower your people to upskill and help them take the next step in their careers.

Tim Green , COO of TeamUp , emphasizes the importance of focusing on both hard and soft skills:

“Hard skills are crucial for technical staff to stay updated with the latest technologies and methodologies, while soft skills like communication, teamwork, and problem-solving are essential for all employees, especially those in managerial roles.”

�� Note: Leapsome’s Learning module now features a Learning Marketplace — a game-changer for HR teams looking to support employees in developing both hard and soft skills.

You’ll find courses from renowned providers like Ethena and lawpilots , covering everything from technical subjects like data privacy and anti-money laundering to skills around avoiding unconscious biases and diversity, equity, inclusion, and belonging. Plus, it all integrates with our learning management system, making it easier than ever to create a holistic training experience that caters to your team’s diverse learning needs.

Examples of staff development initiatives

Examples of staff development efforts vary, and which approach you choose will depend on the specific needs of your employees, as well as their and your overarching organizational goals. Take a look at a few examples of employee development initiatives:

Continuing professional development (CPD) — This approach centers on ongoing maintenance and development of the skills and knowledge employees need to progress and excel in their careers. There’s an emphasis on ongoing development rather than seeing training as a box to tick. “CPD programs help our employees stay updated with the latest industry trends and technologies,” says Tim at TeamUp.
Mentor programs — Mentor programs allow experienced employees to share their skills with less seasoned staff. This helps new team members upskill while giving more senior employees greater team management and communication skills. The mentorship program at TeamUp “pairs less experienced employees with seasoned professionals, fostering a culture of learning and knowledge sharing.”
In-house training — Maria Nikolaeva , Director of Internal Communications and HR Brand at Usetech , has had positive experiences with internal training where “employees can give a master class or webinar, talk about a case study, or share tools for work.” They also have a community of professional interests within the company, where each employee can ask a question and get help from a more experienced colleague.
External education — Maria says that at Usetech, “employees can choose to attend training in their field outside the company, and the company will reimburse the tuition fees,” similar to the development budget we offer at Leapsome. They also promote team members participating in conferences and other events as participants or speakers, providing opportunities to network while gaining new knowledge and skills.
Gamified training — You want to make your approach to employee development and training accessible to all members of your staff, and gamified learning can be a great way to do that. With research showing that gamified training done right can significantly improve employee performance, it’s worth considering as an option in your growth plan initiatives for team members.

All of these examples of development initiatives can form part of a tailored employee growth plan, which leads us to our next section: types of employee development plans.
‍

Types of employee growth plans

An employee growth or development plan is an organizational roadmap to developing your people’s skills and competencies and encouraging them to pursue professional and personal progress.

But not all employee growth plans are created equal, just like not all employees have the same ambitions . Some people want to advance vertically, while others want to expand their current role or make a lateral move to another department.

People-first organizations need to offer different professional development plans based on individual employee and company goals. Common types of career development plans include:

Performance-based growth plan
Goal-based growth plan
Succession-based growth plan
Ad hoc growth plan
Leadership growth plan
‍

1. Performance-based growth plan

This plan enables employees to focus on competencies that directly influence their job performance . It’s less about teaching new skills and more about developing your people’s abilities, so they can perform day-to-day responsibilities more effectively.

For example, following a performance review or a company-wide skills gap analysis, a hiring manager might receive constructive feedback on their communication skills. Since great communication is vital to the role, an effective development strategy for them is one that focuses on closing that skills gap. To help you visualize this type of roadmap, we’ve included some in-depth examples of performance-based plans in the upcoming section.
‍

2. Goal-based growth plan

A goal-based development plan aims to proactively help employees set and meet specific milestones and objectives and key results (or OKRs ) . In this case, all steps within the roadmap should get the employee closer to their long-term goals.

For these employee development programs to succeed, it’s vital to encourage collaboration between managers and their reports. That’s because collaborative goal-setting gives employees a sense of ownership and increases transparency across the board. To get started, explore our comprehensive OKR-based development plan template in the next section.
‍

3. Succession growth plan

Succession planning, or establishing a succession employee development plan, helps employees advance to more senior positions within your organization. This includes, for example, a career development plan highlighting the steps a customer service agent needs to take to become a customer service manager.

You can use performance reviews and 1:1 meetings to discuss your people’s strengths, growth potential, and career goals, and engagement surveys to gauge their sentiments. After that, it’s all about creating a growth plan that aligns with your company’s promotion policy and empowers your people. We not only offer a software solution but also a free downloadable template for this type of plan.
‍

4. Ad hoc growth plan

Ad hoc career development programs work best for employees who wish to pursue unique interests, higher degrees, or certifications to increase their competitive advantage as employees . For example, an employee in your HR department might express interest in completing accounting courses to upskill and collaborate more effectively with the finance department.

Meeting their training needs, especially if they align with overall company goals, showcases your commitment to personal growth and retaining your people. Keep reading to get access to a free downloadable template for this type of employee development plan.

“I identified a need to undertake a formal leadership qualification by doing my own employee development plan. The result? I completed a Master's degree in leadership and management and was able to apply my new skills and learning in the workplace.

Although I understand there are a number of factors that may have prevented me from achieving my goal… I would have probably looked for other employment opportunities if my development plan wasn’t taken seriously.”

— Tracy Rawlinson , Freelance HR writer and former Children’s Centre Leader

5. Leadership growth plan

One of the key goals of an effective employee development plan is to increase management and leadership effectiveness. That’s why it’s crucial to offer coaching and mentorship programs to senior employees who are already familiar with the skills needed to succeed in their roles . This means empowering them to deal with difficult and more complex situations.
‍

6 examples of employee development plans

Effective employee development planning that benefits both the employee and your organization can be a challenge. That’s why we’ve prepared a list of six examples to help you get started. Keep in mind that these examples are high-level overviews and resources meant to inform and support your plans . There’s no one-size-fits-all when it comes to skills development, so you should tailor them to fit your needs.
‍

1. Ad hoc employee development plan

Leapsome’s ad hoc employee development plan template is a great way to get started with employee training

Our free downloadable employee growth plan template offers HR professionals and leaders a simple way to get started with creating an employee development path . Help your people define their development profile and establish a growth timeline with follow-up steps and detailed action items.

Start by inviting your team members to discuss and document their strengths, areas for improvement, needs, and professional outlook. This way, you can create a plan that aligns with their needs. Next, to ensure clarity and transparency, describe a list of actionable steps they need to take to reach their desired results.

Ideal for: companies and teams without an existing learning and development program looking for a straightforward template to get them started.
‍

What this plan does well

Provides an easy-to-understand, customizable overview
Enables employees to create their own development profile
Highlights tangible, time-bound action steps
‍

2. Soft skill development plan: giving feedback

Leapsome’s Learning module lets you create customized paths for every role and empower managers to set development goals transparently

Learning how to exchange feedback that motivates and engages employees is a vital soft skill for any team member. That’s because employee feedback guides your people in the right direction and encourages good performance. Leapsome’s Learning Pathways help you create and assign actionable plans that are tailored to each employee and still fit into your business goals .

To get started with this performance-based growth plan:

Define each employee’s short- and long-term goals for giving feedback. You can do this through formal or informal check-ins.
Ensure they align with each other and with your company goals.
Develop an action plan combining on-the-job experiences, mentorship activities, coursework, and quizzes.

Remember, like with any hard skill, soft skills require practice and time for reflection. Encourage your people to put their learnings into action by giving their peers or managers input using our Instant Feedback module or a tool of your choice.

‍ Ideal for: HR professionals and leaders looking to implement a learning culture by taking advantage of other areas supporting employee development such as assessments , 1:1s, goals and OKRs, compensation , and promotion management .
‍

What this plan does well

In-depth
Provides built-in quizzes to test employee knowledge
Tracks completion rate
Can be tied to feedback loops , OKRs , and your organization’s employee engagement model
‍

3. Soft skill development plan: holdin g effective meetings

Leapsome provides your team with a variety of customizable resources to encourage better training

Unnecessary meetings can cost large companies up to US$100 million a year . So training your leaders to hold effective meetings is a time-saving initiative with a high return on investment (ROI).

In Leapsome’s Effective Meetings Learning Path, leaders (and employees) are encouraged to go through videos, quizzes, and reflection tasks to understand why many meetings are ineffective and how to change that. This performance-based plan’s completion deadline, key milestones, and progression tracking functions make the roadmap more specific and measurable.

Ideal for: leaders who are looking to facilitate more productive meetings, need a collection of learning materials to practice this soft skill, and want to tie employee development to other employee enablement initiatives.
‍

What this plan does well

Provides a mix of learning materials
In-depth
Customizable
Can be tied to feedback loops and OKRs

�� Pro tip: In today’s dynamic work environment, continuous learning and development (L&D) are crucial for retaining top talent.

HubSpot’s free AI content writer is a useful tool in this area. It not only aids in creating engaging and informative training materials but also personalizes learning experiences. By using the power of AI, organizations can develop content that resonates with diverse learning styles, thereby enhancing the effectiveness of L&D initiatives. This tool is instrumental in crafting comprehensive employee development plans, ensuring that learning is not just an activity but an integral part of the organizational culture. It’s an essential asset for companies looking to foster a culture of continuous growth and innovation.

4. Succession development plan

Creating a succession development plan with Leapsome’s Competency Framework helps align your people’s career paths

With our Competency Framework , Leapsome users can establish a tailored succession development plan to help employees align their professional goals and planning timeline with your organization’s values and internal promotion plan . The roadmap also boosts visibility across your organization and can help get stakeholders on the same page.

Ideal for: leaders looking for a straightforward way to prepare their employees for professional advancement and up-skilling based on various competencies.
‍

What this plan does well

In-depth
Highlights various competencies
Helps define individual development goals
Increases organizational visibility

5. Employee performance enhancement plan

Including a training’s intended duration in your plan helps keep your people on track

This career development plan by SlideTeam is a great example of a measurable, actionable, and time-bound employee training plan . While the table is quite simplistic, it highlights some of the fundamental aspects of an effective performance enhancement plan, including:

Training tasks
Duration
Completion status
The person responsible for overseeing the training

To improve this example, you can also add the cost of training and tie actionable steps to overall employee goals.

Ideal for: managers looking for a straightforward way to track employee training across different departments and roles.
‍

What this plan does well

Time-bound
Provides a quick overview
Assigns a specific coach or mentor
‍

6. OKR-based development plan

Drive transparency and engagement by tailoring Leapsome’s OKR-specific employee growth plan to your people

‍ Our free downloadable goal-based development plan template enables leaders to help their people develop in alignment with their personal OKRs . Every step in this roadmap should train employees in a way that directly supports them in meeting their targets, which can be guided by company OKRs.

After planning your report’s OKRs together, break down the key results into specific, measurable, and time-bound action items. Then, organize regular check-ins to assess the employee’s progress and discover how you can help them succeed.
‍

‍ Ideal for: leaders looking to support employees in achieving their long-term goals more effectively.
‍

What this plan does well

Customizable
Tailored to one employee
Based on individual goals & proven methodology
Includes specific and time-bound action items
‍

Inspire and develop your employees with Leapsome

Well-implemented employee development plans motivate and engage your people while giving them the tools they need to help your organization succeed. This way, you retain your best employees and build a resilient business.

Leapsome’s all-in-one people enablement platform gives you a holistic approach to the multifaceted challenges of implementing learning and development initiatives. The tool allows you to create a competency framework to structure your trainings, as well as customized learning pathways to plug skills gaps and monitor progress. By integrating your competency framework with our tools for performance reviews , goals & OKR management , 1:1 & team meetings , and promotion management , you support your people in every step of their professional development.

Source: https://www.leapsome.com/blog/employee-development-plan-examples

How to Perform Manager Evaluations

Wed, 28 Feb 2024 02:04:47 GMT

In the realm of effective leadership and organisational growth, performing manager evaluations is a critical practice. This article explains more.

These evaluations serve as a powerful tool for assessing the performance of managers. But how exactly should organisations approach the process of manager evaluations? What steps should organisations take to ensure fairness, accuracy, and meaningful outcomes?

Manager evaluations play a pivotal role in the growth of an organisation. These evaluations serve as a means to assess the performance of employees, offering valuable insights into their strengths and areas for improvement. By providing specific feedback and highlighting accomplishments, managers can recognise and reinforce positive behaviours, boosting employee morale and motivation.

Moreover, these assessments enable managers to identify high-potential employees who may be ready for additional responsibilities or promotion, fostering a culture of meritocracy within the organisation.

In this article, we will explore the essential steps, considerations, and techniques to perform manager evaluations that lead to improved performance, enhanced leadership, and a thriving organisational culture.

Importance of manager evaluations

Manager evaluations are essential for several reasons. First and foremost, they allow organisations to assess the performance of their managers objectively. Through evaluating their competencies, behaviours, and achievements, organisations can identify areas where managers excel and areas where improvement is needed.

Manager evaluations help in making important decisions regarding promotions, compensation, and development opportunities. By having a clear understanding of a manager’s performance, organisations can make informed decisions about career progression and rewards.

Additionally, effective manager evaluations contribute to the overall organisational culture of continuous improvement, accountability, and transparency.

Defining manager evaluation criteria and setting goals

The first step in conducting effective manager evaluations is to define clear evaluation criteria and set specific goals. Evaluation criteria should align with the organisation’s values, objectives, and expectations from managers.

These criteria may include:

Leadership qualities;
Communication skills;
Decision-making abilities;
Team building, and;
Goal attainment.

In addition, setting specific goals for each manager helps create a roadmap for their professional development. These goals should be challenging yet attainable, motivating managers to strive for excellence and continuously improve their skills and capabilities.

By defining evaluation criteria and setting goals, organisations can ensure that their manager evaluations are focused, objective, and conducive to professional growth.

Collecting feedback from various sources

To gain a comprehensive understanding of a manager’s performance, you should collect feedback from various sources. These sources may include direct reports, peers, colleagues from other departments, and senior leaders. An anonymous and confidential feedback process is crucial to encourage honest and unbiased responses.

You can gather feedback through surveys, interviews, or a combination of both. It is essential to ask specific questions related to the manager’s performance, strengths, areas for improvement, and their impact on the team and organisation.

Working on fixing workload management

In addition to feedback from other sources, it is essential to prioritise the feedback of the managers themselves. Managers are in a unique position to provide insights into their workload, challenges, and how they are managing their responsibilities. During the evaluation process, engaging in open conversations with managers about their workload can uncover potential issues such as overburdening or inefficiencies in task allocation.

If it becomes evident from their feedback and evaluation that managers are facing a high workload, organisations can consider international hiring to assist them. By delegating tasks and responsibilities, organisations can ensure that managers are not overwhelmed and that the workload is appropriately distributed.

This approach helps maintain productivity, rebuild team morale , prevent burnout, and ensure that everyone completes all the work on time. It is crucial to regularly assess the workload of managers and make necessary adjustments to optimise their effectiveness.

Evaluating performance

Once feedback has been collected from multiple sources, including the managers too, it is time to evaluate the manager’s performance based on the defined criteria and goals. You should conduct evaluations objectively, taking into account both quantitative and qualitative feedback. There are various approaches you can follow when evaluating performance.

Providing written feedback to managers

Providing written feedback is an important aspect of the evaluation process. Written feedback should be specific, constructive, and focused on strengths as well as areas for improvement. It should highlight achievements, acknowledge efforts, and provide actionable recommendations for growth and development. It is also important to present that feedback in a professional and respectful manner.

Conducting face-to-face meetings

Following the written feedback, it is crucial to schedule face-to-face meetings with the managers to discuss the evaluation results. You should conduct these meetings in a supportive and constructive manner, emphasising open communication and active listening.

Give the managers an opportunity to share their perspectives, provide additional insights, and ask questions. The purpose of these meetings is to provide clarity, address any concerns, and collaboratively develop a plan for professional growth and development.

Creating development plans

Creating development plans is an integral part of the manager evaluation process. These plans should outline specific actions, resources, and timelines for achieving the identified goals. They may include attending training programmes, mentoring opportunities, job rotations, or special projects. It is essential to ensure that the development plans are tailored to the individual needs and aspirations of each manager.

Tracking progress

Once the development plans are in place, it is important to establish a system for tracking progress and providing ongoing support. Schedule regular check-ins, performance discussions, and feedback sessions to monitor the manager’s progress towards their goals. These discussions should provide an opportunity to address any challenges, celebrate achievements, and make necessary adjustments to the development plans.

Confidentiality, fairness, and constructive feedback during the process

Implementing practices that promote transparency, growth, and accountability helps to establish a manager evaluation process that not only assesses performance but also fosters professional development, cultivates a culture of continuous improvement, and drives organisational success. Organisations can establish a robust manager evaluation process that promotes a culture of transparency and accountability by implementing several key practices.

Confidentiality

Confidentiality is paramount in the manager evaluation process. You should treat the feedback you’ve collected with the utmost confidentiality, ensuring that the anonymity of respondents is maintained. This encourages honest and open feedback, fostering a culture of trust within the organisation.

Fairness

Fairness is another critical aspect of manager evaluations. Evaluation criteria should be applied consistently to all managers, without any bias or favouritism. The organisation should train evaluators to assess performance objectively and avoid personal biases or preconceived notions.

Constructive feedback

Constructive feedback is essential for the growth and development of managers. Feedback should be specific, actionable, and focused on behaviours and performance rather than personal traits. It should aim to motivate and inspire managers to improve, providing them with the necessary guidance and support.

Addressing common challenges in manager evaluations

Manager evaluations can face certain challenges that organisations need to address for a successful process. Common challenges in manager evaluations include:

Subjective evaluations

One common challenge is the subjectivity of evaluations. Evaluators may have different interpretations of the evaluation criteria, leading to inconsistencies in ratings. To overcome this challenge, organisations can provide clear guidelines and training to evaluators, ensuring they have a shared understanding of the criteria and standards.

Biassed feedback collection

Another challenge is the potential bias in feedback collection. Biases can arise from personal relationships, implicit biases, or reluctance to provide honest feedback. To mitigate this, organisations can encourage anonymous feedback and provide multiple channels for feedback collection. Training on unconscious bias can also help evaluators in recognising and minimising bias in their assessments.

Improper documentation

Proper documentation of manager evaluations is crucial but can be challenging. Inadequate documentation may result in a lack of clarity regarding past performance, hindering accurate assessments and comparisons over time.

Organisations can address this challenge by implementing a standardised evaluation process that includes thorough documentation of performance feedback, accomplishments, and areas for improvement. This ensures a comprehensive record that aids in tracking progress and making informed decisions.

Inconsistent follow-up and action plans

Following up on evaluations and creating actionable plans for improvement is essential for the growth and development of managers. However, organisations often face challenges in ensuring consistent follow-up and implementation of action plans.

To overcome this, organisations should prioritise ongoing communication and support, providing managers with the necessary resources and guidance to address identified areas for improvement. Regular check-ins and performance discussions can help keep evaluations relevant and facilitate the progress of managers towards their goals.

Strategies for continuous improvement

Continuous improvement is an ongoing effort in manager evaluations. Strategies for continuous improvement in manager evaluations are essential to ensure that the evaluation process remains effective, relevant, and aligned with the evolving needs and expectations of the organisation and its managers. Organisations can adopt several strategies to achieve this goal.

Conduct regular evaluations

One strategy is to conduct regular evaluations of the evaluation process itself. Gather feedback from participants, evaluate the effectiveness of the criteria and methods used, and identify areas for improvement. This feedback-driven approach helps refine the process and adapt to changing needs.

Benchmarking against industry

Benchmarking against industry best practices is another effective strategy. Stay informed about the latest trends and research in performance management and learn from other organisations’ successful approaches. This external perspective can provide valuable insights and innovative ideas.

Investing in technology solutions

Investing in technology solutions can streamline and optimise the evaluation process. Explore performance management software that automates data collection, simplifies feedback gathering, and provides robust reporting capabilities. These tools can save time, improve accuracy, and enhance the overall efficiency of the evaluation process.

Encouraging feedback

Encouraging a culture of continuous feedback and development is vital. Promote ongoing conversations between managers and their direct reports, enabling regular check-ins and discussions about goals, progress, and expectations.

Regularly soliciting feedback from managers, evaluators, and other stakeholders can provide valuable insights into the strengths and weaknesses of the evaluation process. You can collect this feedback through surveys, focus groups, or one-on-one discussions. By actively seeking feedback, organisations can identify areas for improvement and make necessary adjustments.

Providing ongoing training

Providing ongoing training and development opportunities for evaluators can enhance the quality and consistency of evaluations. Training can focus on effective feedback delivery, reducing bias, and improving evaluation skills. Additionally, sharing best practices and lessons learned within the organisation can foster a culture of continuous improvement.

Best practises for manager evaluations

To ensure the effectiveness of manager evaluations, organisations can adopt best practices that enhance the overall process. The following are some of the practices you can use:

Communication and transparency are key

Clearly communicate the purpose, expectations, and timelines of the evaluation process to managers and evaluators. This helps create a shared understanding and promotes trust. This transparency sets the stage for open and constructive dialogue.

Involving multiple perspectives

Seeking feedback from a diverse range of sources, including direct reports, peers, and colleagues from different departments, offers valuable insights into different aspects of a manager’s role. This well-rounded perspective helps in forming a more accurate assessment and ensures that the evaluation captures a holistic picture of the manager’s performance.

Regularly reviewing and updating evaluation criteria is essential

As organisational goals and priorities change, the evaluation criteria should reflect these shifts. Engaging stakeholders in the process of refining and updating the evaluation criteria ensures that they remain relevant and aligned with the organisation’s current objectives. This adaptability allows the evaluation process to stay in line with the organisation’s dynamic nature.

Training managers on self-assessment can be valuable

Encouraging managers to reflect on their own performance and provide input during the evaluation process fosters a sense of accountability and personal growth. By promoting self-awareness, managers are more likely to take ownership of their development and actively work towards improving their skills and effectiveness.

Recognise and reward good work

Recognition and reward for high-performing managers should be part of the evaluation process. Acknowledge and celebrate good managers who consistently exceed expectations and demonstrate exceptional leadership. This reinforces positive behaviours and motivates managers to continue their professional development.

In summary

Unlocking the potential of managers is the key to unlocking organisational success. By implementing an effective and comprehensive manager evaluation process, organisations can assess performance, foster growth, and cultivate a culture of excellence. Through clear communication, diverse perspectives, regular review of criteria, self-assessment, recognition, and ongoing support, organisations can empower their managers to reach new heights. Remember, confidentiality, fairness, and constructive feedback are the pillars that underpin this process, ensuring that managers thrive and contribute to the collective success of the organisation. So, embrace the power of manager evaluations and embark on a journey of professional growth and organisational prosperity.

Source: https://inside.6q.io/how-to-perform-manager-evaluations/

Promotions Can Increase Employees' Risk of Job Hopping

Wed, 28 Feb 2024 02:04:44 GMT

It's pleasing to think that promotions lead to happier employees and higher retention—and data generally shows this is true. But there's also a significant risk that your newly promoted talent will soon be walking out the door.

The ADP Research Institute analyzed the job histories of more than 1.2 million U.S. workers between 2019 and 2022 and found that getting a promotion increases the chance that a person will leave their organization. That's especially true for individual contributors being promoted into a managerial role for the first time.

The institute found that 29 percent of people quit their jobs within a month after their first promotion at a company. In comparison, the departure rate for similar workers who weren't promoted was 18 percent. The risk is most pronounced during the first six months of a promotion, and the risk gap narrows after that.

"My initial reaction was, 'What? How can that be? Don't people get super-excited when they get promoted?' " said Amy Leschke-Kahle, vice president of talent insights and innovation at ADP. "But when you think about it more, and you think about how the promotion process is managed in many organizations, it is not all that surprising."

Notably, the findings come from pandemic-era research, characterized by a mercurial job market and increased levels of quitting.

"The Great Resignation was a manifestation of pent-up attrition post-pandemic, and many people reassessed their lives and work," said Jim Sykes, global managing director of operations at AMS, a global talent solutions firm. "The surge in attrition was incredibly painful for most employers and resulted in a huge level of internal hiring as that attrition was backfilled. There have been examples of employers trying to counter that attrition by promoting people. In those cases, I can see those employees moving on once the pandemic settled."

Employees quit after promotions for many reasons. In some cases, the newly promoted worker decides to shop their new title on the job market, or news of the recognition attracts more attention from recruiters who reach out with a new opportunity.

But there are things employers can do to increase retention, such as clearly defining and staying true to a promotions process and adequately preparing newly promoted people for their new responsibilities.

"People must be promoted for the right reasons," Leschke-Kahle said. "People should be promoted either because they applied for and got a job at a higher grade with a higher level of responsibility, or their job has shifted enough that it warrants being assigned a higher salary and title. But oftentimes promotions happen as a retention tactic, or as a way to pay people more money or when organizations are desperate to fill a role."

Support Your New Managers

The ADP research found that first-time managers are the most susceptible to leaving after a promotion. "It's a huge leap in responsibility," Leschke-Kahle said. "That change in responsibility is one of the most dramatic that people experience at work. Many organizations do not prepare and support their people enough for that big emotional transition."

She recommended employers do the following:

Make the investment to prepare people for their new role before they step into it. "I don't mean expensive external training, but at least a little pre-work in what it is like to be a people leader," Leschke-Kahle said. "You can run a shadowing program, or a 'day in the life' program."
Provide newly promoted people with a 30-day grace period to ramp up. "Don't expect them to do and know everything on day one," Leschke-Kahle said. "Giving that grace period—with ongoing training—lets the employee know that you want them to succeed, and you support them."
Check in with new managers frequently. "Check-ins don't have to be long; even five minutes will suffice," she said. "Everyone wants to feel cared about. It should be an expectation."

Promotions Have Waned

After a spike in internal hiring—including promotions—at the peak of the pandemic, internal mobility has fallen to one of its lowest levels in years, according to research from The Josh Bersin Company and global talent solutions firm AMS.

Promotions and internal hires made up 40 percent of all hires at the peak of the pandemic in 2020, according to the study, but have since slumped to 24 percent on average. The researchers pinpointed the typical pre-pandemic rate at 30 percent.

"If organizations do not take a radically different approach to how they nurture and develop internal talent, we will continue to see a reduction in internal hiring and promotions," said Jim Sykes, global managing director of operations at AMS.

He added that a big reason for the drop is that there is an increasing shortage of people with critical skills, and employers are instinctively looking for job-ready talent that can hit the ground running.

"Hiring managers assume they have to go on the external market to find that talent," Sykes said.

Another reason for the decline is the significant innovations made in sourcing, engaging and assessing external talent, he said. In contrast, "[i]nternal hiring has not changed during my 25-year career," he noted. "It's largely still posting a job to an internal job board and waiting to see if anyone applies."

Source: https://www.shrm.org/topics-tools/news/talent-acquisition/promotions-can-increase-employees-risk-job-hopping

The Unsettling Trend of Recruiter Ghosting: Let's Bring Back Respect and Communication

Wed, 28 Feb 2024 02:04:31 GMT

In today's job market, job seekers face many challenges in their quest for employment. One particularly disheartening trend that has emerged is the phenomenon of "recruiter ghosting." This refers to recruiters abruptly cutting off communication with job applicants, leaving them uncertain and frustrated. I've spoken to dozens of colleagues who are experiencing this unfortunate practice. The impact of recruiter ghosting can be profound and emotional for job seekers. After investing time and effort into crafting tailored resumes and cover letters, preparing for interviews, and building hope, being met with sudden silence from a recruiter can be deeply discouraging. The lack of closure and feedback can lead to feelings of rejection, self-doubt, and frustration, damaging the job seeker's overall confidence and well-being.

Recruiter ghosting perpetuates a cycle of uncertainty and anxiety. Candidates are left questioning what to do next: continue waiting for a response, move on to other opportunities, or follow up with the recruiter. The lack of communication stalls the job seeker's progress and undermines the trust and professionalism expected in the hiring process.

Effective communication is the foundation of any successful relationship, and the hiring process is no exception. Recruiters play a crucial role in bridging the gap between job seekers and employers, and they should strive to maintain open lines of communication throughout the process. By providing regular updates, acknowledging applications, and offering feedback, recruiters can foster an environment of respect, empathy, and fairness.

Recruiters who prioritize communication demonstrate professionalism and integrity. These traits resonate with candidates and contribute to a positive reputation for the individual recruiter and the organization they represent. Plus, a company's reputation extends beyond its products or services. It also encompasses the candidate experience during the hiring process. Positive experiences shared by applicants, even if they weren't selected, can enhance the employer brand and attract top talent in the future.

Recruiters can take proactive measures to break the ghosting cycle and promote respectful communication. They can clearly outline the hiring process and expected timelines to manage candidates' expectations from the start, regularly update candidates on their application status, and promptly respond to candidate inquiries. As a job seeker, you can also actively encourage better communication by following up professionally and sharing your experiences with recruiters, highlighting those who prioritize respectful communication.

Recruiter ghosting is an unfortunate trend that undermines job-seeking and creates unnecessary stress for applicants. Recruiters must recognize the impact of their actions and commit to transparent and respectful communication with job seekers. Let's advocate for a return to respectful and transparent communication throughout the hiring process. We are #InThisTogether !

Source: https://www.linkedin.com/pulse/unsettling-trend-recruiter-ghosting-lets-bring-back-respect-sparks/

8 Tips to Turbocharge Your Recruitment Strategy

Wed, 28 Feb 2024 02:04:21 GMT

Your recruitment strategy must adapt to changing conditions — from new business goals and headcount needs to economic uncertainty and competition for qualified candidates. The good news is there is a blueprint your enterprise talent acquisition team can use to navigate these shifts and hire top talent quickly and at scale.

Building a more effective recruitment strategy: 8 ways to improve your hiring process

Here are eight tips to strengthen your recruitment strategies and boost hiring performance.

1) Audit your recruiting people, processes, and technology

Your people, processes, and technology impact the success of your enterprise.

Human resources expert Josh Bersin indicates investing in the right hiring solutions is the first step to improve your people, processes, and technology. However, you shouldn’t empower your talent acquisition function with just any tools.

“You have to use the technology [you invest in] to pinpoint your hiring, build creative campaigns to attract people, and train and empower recruiters to do their jobs well,” said Josh.

Training recruiters to use your applicant tracking system and recruitment marketing platform to source, nurture, engage, and analyze candidates will set them up for success.

Consider Holland America Group Director of Talent Acquisition Jim D’Amico, who recently told SHRM he wants to enable his TA team to build stronger connections with potential candidates .

“That means development training for my leaders, technology training for my recruiters, and conferences for my team, to take them to that next level [with our recruitment strategy],” said Jim.

2) Modernize your enterprise talent acquisition tech stack

Can your recruiters and hiring managers easily access candidate profiles in your ATS? Do you have artificial intelligence and automation capabilities that eliminate manual labor? Do your current TA tools support your high-volume hiring? Is your recruiting data centralized and easily accessible?

If the answer is no to these questions, your technology stack requires attention.

The best way to address these issues is to invest in a single solution, like the Evolve Talent Acquisition Suite from Jobvite, so your hiring team can collaborate across the entire recruiting lifecycle and streamline hiring tasks.

Jobvite offers multiple advanced capabilities, purpose-built for enterprises, all in a single solution. Large-scale companies benefit from using this unified solution by ensuring recruiters and hiring managers work better with another .

For example, Apex Group improved hiring team collaboration by investing in Jobvite recruiting technology. The Evolve Talent Acquisition Suite enables talent specialists and hiring managers at Apex to work from a centralized platform that provides real-time recruiting funnel insights and hiring performance data.

“Jobvite is a true single source of truth … and helps us easily track performance over time,” said Apex Group Global Talent Acquisition Projects and Programme Lead Teodora Rebic. “Connecting with hiring managers right in the system to show our pipeline efforts is invaluable.”

3) Refresh your employer branding and recruitment marketing

These two parts of your recruitment strategy go hand in hand.

First, add your employer brand messaging in job postings, your career page, on social media profiles, and other owned and external digital properties where potential candidates may find you.

By doing so, you ensure consistency with how you present your employer brand externally. And you can better compel job seekers to apply because they learn what it’s like to work in your company.

The 2023 Employ Recruiter Nation Report found the lack of employer brand awareness was a top recruiting challenge for 18% of HR decision makers .

Given its importance to your recruitment strategy, employer branding deserves your attention.

Next, ensure your targeted recruitment marketing campaigns reach the right passive candidates .

Test different advertising filters, like those for experience and professional interests, in your LinkedIn job ads to connect with passive candidates whose skills and expertise align with open roles.

Send personalized messages to candidates on other career communities whose expertise matches the job role. Gauge their interest in your company and the position with recruitment messaging that features your employer brand.

4) Assess and improve your candidate sourcing and nurturing

Employ CEO Pete Lamson notes that in addition to driving a high volume of candidates, you must also focus on attracting and engaging qualified candidates.

While there may be “more candidate flow than there was previously, having the right volume of candidate quality remains mission critical for recruiters ,” Pete recently told SHRM.

After altering your sourcing approach to add high-quality job seekers to your talent pool, augment your candidate engagement efforts, starting with your email and text campaigns.

With Jobvite candidate relationship management system, you can use AI-powered candidate matching to get recommendations for top talent already in your database to engage for open roles. From here, you can send personalized messages to individual candidates or groups of candidates.

Over time, you can see which types of email subject lines, SMS communications, and other engagement-related elements help you move more qualified candidates into your pipeline.

5) Build an employee referral program to get bonus candidates

The Employ Recruiter Nation Report found employee referrals are the fourth-most-valuable sourcing avenue for employers, with 13% of HR decision makers citing the channel as the best place to find high-quality candidates.

Your sourcers and recruitment marketers may add the most candidates to your talent tool, but an employee referral program can provide your talent acquisition team with premium candidates too.

For example, between 30 and 40% of employees at Samtec were hired via a referral. Using Jobvite recruiting technology allows the business to activate its employee network and automate the referral process.

Samtec recruiters are notified the moment a new referral comes in, and dedicated profiles are created for referred candidates. Meanwhile, employees who refer job seekers are updated as their referrals advance in the interview process. And all without the need for any manual work.

“From employees being able to seamlessly share application invitations within the platform to integrations with LinkedIn and Indeed, Jobvite allows us to enhance and support the work we already do and focus on growing our team through the networks of our employees,” said Samtec Compliance Coordinator and ATS Systems Administrator Michael Townsend.

6) Streamline the interview process and eliminate bottlenecks

When candidate encounter inconsistent communication and bottlenecks in the interview process, they may exit the hiring process altogether. That means your enterprise may miss out on high performers, simply because of interviewing challenges.

You can prevent future candidate drop-off by keeping active candidates apprised of their status and your decision-making timeline throughout the process.

Candidates want to be treated with respect, so make sure you don’t ghost them in the interview process.

“After investing time and effort into crafting tailored resumes and cover letters, preparing for interviews, and building hope, being met with sudden silence from a recruiter can be deeply discouraging,” HR professional Scott Sparks recently wrote.

A quick email or call is all it takes to keep top talent informed and interested in joining your business.

As for bottlenecks, analyze your interviewing data to identify any stages that take longer than average. See what differentiates those stages, and pare down the complexity of those stages or eliminate them altogether to speed up your hiring.

7) Analyze recent recruiting efforts and make data-backed changes

There are two main facets of your recruitment strategy your talent team should analyze frequently:

Speed : Commonly tracked speed-related metrics include average time to hire by role, team, and location, and how long it takes the hiring team to provide feedback.
Quality : Tracking the effectiveness of sourcing and nurturing based on application rates, engagement rates, hiring manager satisfaction, and employee retention is critical for measuring candidate quality.

The more you assess and act on these metrics, the more easily you can improve in both areas. And the best technology that enables in-depth hiring analysis is a talent acquisition suite like Jobvite.

Former GroupM Talent Manager Jennifer Gabrielle-Chapman said the company used the native reporting and analytics in Jobvite to gain greater visibility into their recruiting speed and hiring quality.

These insights helped the business driver greater TA efficiency , forecast candidate pipeline growth and needs, and provide transparency with progress recruiters made with filling key roles.

“[We would] pull weekly data reports [in Jobvite] showing the activity across our operating companies, resource management within our talent team, be ahead of the curve for seasonal peaks and troughs, placement data and hires closed off in each week — the list goes on,” said Jennifer.

Actionable analytics are invaluable to the success of your recruitment strategy. All you need is a data-driven mindset and accessible insights into core metrics to elevate your hiring performance.

8) Think globally, not locally, to address critical hiring needs

When it comes to your candidate pool, you must look beyond your office locations to fill open roles. You will miss out on a large pool of qualified candidates by ignoring international job seekers.

“If you want to go after the best talent, then you have to go for a global recruiting strategy and not just a local one,” Robert Kelley, Professor of Management at Carnegie Mellon University’s Tepper School of Business, recently told HR Executive.

If your TA team needs support with identifying and engaging qualified talent across the globe, an enterprise talent acquisition provider can support your global hiring strategy and ensure that the right hiring workflows are applied to each geography.

Source: https://www.jobvite.com/blog/recruitment-strategy/

Skills to Put on a Resume Employers Will Actually Read (With Examples!)

Wed, 28 Feb 2024 02:04:04 GMT

As you carefully craft a resume that’s tailored for the specific role you’re applying for, know that the way you report your skills for a job can determine how far you advance in the hiring process. If you want your resume to show you have what it takes to justify an interview, you need to show off your job skills.

The skills on your resume can differentiate you from the competition so you can land the position you want. And if a hiring panel does decide to offer you the job, your resume skills section can easily influence the salary figure they settle on.

So, where do you start when it comes to knowing what skills to put on a resume? Click on the links below to skip to the resume writing tips that interest you most. Or start from the top and read through to the end for a comprehensive review of how to go about listing the job skills for a resume that you'll want a hiring team to see.

What are the best job skills to put on a resume?

It’s no secret that many hiring managers spend only a short amount of time looking at a resume before deciding whether to pass on a job candidate or add them to the shortlist. What you may not know is, employers today are looking for both hard and soft skills for a job. Read any job posting, for example, and you might see the following requests:

Computer proficiency
Leadership experience
Communication skills
Organizational know-how
People skills
Collaboration talent
Problem-solving abilities

These skills and attributes, and others we discuss in this post, are essential for today’s workplace. Hard skills are the technical skills required to accomplish the tasks and responsibilities associated with the job. They’re acquired through practice, education and training. They’re measurable and easy to advertise: You either have the desired technical skills and experience, or you don’t. Your work history and certifications will speak to them.

Soft skills, or interpersonal skills, reflect one’s personality and personal attributes. They can relate to an ability to fit into a company’s work culture, handle stress, communicate clearly or play well with others, for example. They may be “soft,” but they’re important skills for a resume: When job candidates possess comparable experience levels and technical skills, soft skills can tip the balance.

See later sections for tips on how to showcase soft and hard skills on your resume. But let’s talk first about which job skills employers are looking for.

SEARCH REMOTE OR ON-SITE JOBS

How to match your resume skills to the job description

Looking for a job can be an intimidating task, with all manner of new technology involved in the resume screening process. These are the kinds of things a talent solutions firm specializes in and can offer valuable help when it comes to navigating all the latest ways to get noticed by the hiring team.

Many companies use an applicant tracking system (ATS), which acts as an electronic filter, to collect, scan, sort and rank resumes to narrow applicant pools to the most qualified candidates. That’s why you need to customize your resume and cover letter using keywords and phrases that match the job listing (so long as you possess the skills you’re listing, of course).

If an employer is looking for a graphic designer with mastery in Adobe Creative Suite, for example, you wouldn’t just claim “experience with software for creative professionals.” List the software by name, give your expertise level, and — if you have it — highlight your Adobe Certified Expert (ACE) certification. Likewise, if an employer is searching for an accountant with “experience processing daily invoices and credit,” then use similar language in your resume. Simply listing “gathering receipts” as a duty won’t likely score well with an ATS.

Repeat common words and phrases from other postings of the same role, too. But remember, every job description is different. Tailor the keywords and skills on your resume and in your cover letter for each position.

See what percentage of managers will increase salaries for specific skills across professions.

What are examples of soft skills for a resume?

Make no mistake, the soft skills on your resume can be of as much interest to a hiring manager as the technical skills you offer. Smart managers know that an experienced, highly trained new hire who doesn’t fit into the office culture, communicates poorly with clients and colleagues, or freezes under deadline pressures can take a heavy toll on the workplace. Your resume — and, later, how you present at the interview — should assure the employer that you not only can do the job, but you’ll help the team thrive.

Unsure which soft skills can send that message? Remember, every job application should get a tailored resume. So review the duties of the position you’re applying for, and determine which of your personal strengths would help you be a success at the job and in the work environment.

Consider these 15 soft skills and personal attributes, and why employers value them:

Adaptability — Whether you’re a new hire learning the ropes, a long-time staff member adjusting to shifting company priorities, or a manager adopting transformative technologies in the workplace, you’re going to face some disruption in your career. Companies want employees who can quickly acclimate to different environments and are open to new processes and technologies.
Attention to detail — Mistakes are expensive to businesses in terms of time and money. To show prospective employers that you are careful and deliberate in all you do, submit a tailored, proofread resume and cover letter with work history highlights that exemplify diligence and conscientiousness.
Collaboration — How well you work with others, both team members and across departments, is going to be critical to your career success. Give examples in your work history — or if you’re a new college grad, examples from your labs, seminars and coursework — that demonstrate successful teamwork and partnerships.
Communication — No matter the industry, no matter the position, verbal, writing and presentation skills are an increasingly important soft skill in the workplace. Employers are looking for candidates who can interact with different audiences, from interns to the C-suite, without resorting to jargon, and can present to an audience with confidence.
Creativity — Businesses grow with the infusion of fresh ideas and new approaches to old problems. Hiring managers will give a careful look at someone whose resume skills show they think creatively, challenge the status quo and offer novel solutions.
Customer service — A company’s prosperity — and an employee’s career prospects — is tied to good customer service. Employers want staff to be dedicated to meeting the expectations of both internal stakeholders and external clients.
Decision making — Most savvy managers want to give staff a measure of autonomy so leadership can focus on the bigger picture (they also know it can improve employee happiness and performance). That’s why they value employees who can assess a situation and determine the next steps to take, rather than continually ask for guidance.
Empathy — Understanding the emotions of others is important if you want to effectively engage with coworkers, managers, direct reports, customers and clients. Whether for a senior leadership or staff-level role, the ability to put yourself in someone else's shoes is a valuable trait.
Leadership — Even when they’re not hiring for a managerial role, employers look for candidates who can inspire and motivate team members, and act with integrity, fairness and a strategic mindset. Where possible, highlight the professional experience and skills on your resume that show you can lead.
Multitasking — Today’s workplace is in many ways busier and more complicated than in the past. A strong resume will demonstrate a job candidate’s ability to juggle projects and competing priorities.
Positivity — No, this doesn’t mean “excessively cheerful or optimistic.” Rather, show that you approach difficulties with a can-do attitude. Resilience and determination, not a negative mindset, are what gets a job done. Employers want that.
Problem solving — What job doesn’t involve challenges and problems? And what employer wants to handhold staff when those challenges and problems arise? An ability to resolve conflicts and come up with creative solutions to challenges big and small are prized skills on a resume.
Self-motivation — No boss wants to keep lighting a fire under their workers. Give instances of how you’ve taken the initiative to solve problems and get the job done.
Time management — Whatever role you’re seeking, time management is a prime skill to include on your resume. Employers want to know you have the discipline to tune out distractions, meet deadlines and get the most out of the workday.
Work ethic — Honesty, punctuality, responsibility and reliability are all integral to a strong work ethic. Draw out those qualities in the examples you give in your professional history and resume skills sections.

What are technical or hard skills on your resume?

When listing hard skills on your resume, include specific proficiencies and certifications. Front-end web developers, for instance, would report their level of expertise in HTML, CSS and JavaScript, and other technologies the company lists in its job posting. A financial controller, meanwhile, might claim a strong foundation in GAAP or SEC reporting, and an administrative professional’s resume skills could advertise a CAP or MOS certification.

Here are some hard resume skills for 15 in-demand fields:

Accounting or bookkeeping — Basic abilities include invoicing, collections, payments, account reconciliation and proficiency in software such as QuickBooks, FreshBooks and Xero.
Data analysis — Businesses need professionals who can gather and interpret technical data for various stakeholders. Hard skills in this area range from a thorough knowledge of relational database theory and practice to strong writing and verbal skills.
Data privacy — Cybersecurity is top of mind for any organization that deals with sensitive or proprietary client information. Specific in-demand skills will depend on the position and field.
Enterprise resource planning — ERP systems such as Oracle, NetSuite and SAP help employers manage their business and automate functions. Professionals in this area will want to talk up their coding expertise and project management skills.
Human resources — Companies rely on HR specialists to assess and hire job candidates, help onboard new employees and develop retention efforts . These professionals might also handle employee engagement, create wellness initiatives and develop training and team-building programs. If this is your area, you’d want to promote your strong communication and project management skills on your resume.
Mathematics — It’s not just the accounting world that requires workers to figure percentages, calculate margins and create accurate data charts. A marketing professional and a copy editor, for instance, will likely work with survey results from time to time. For roles that need a more extensive mathematics background, see the business systems consultant role listed in our blog post on financial consulting jobs.
Multilingualism — The more customers and clients you can serve, the greater value you are to an employer. Sought-after second languages depend on the industry and city, but Spanish, Chinese, Arabic, French and German are among the most in demand. Even if you’re applying for a position that doesn’t require interacting with an international clientele, fluency in another language is an important asset to mention. Unique skills on your resume will make you stand out among the competition.
Process automation — Businesses can save resources and improve accuracy by using smart software and artificial intelligence to take over rote tasks. At the same time, companies rely on humans to set up and oversee those systems. Spotlighting your professional experience in this area, or completion of one of the many certification programs, can make you markedly more appealing to employers.
Product design — Form and function are rolled into one in this field, which optimizes both user friendliness and visual appeal. Even if you have a degree in product design, you’d want to talk up your specific skills on your resume.
Project management — In your work history and resume skills sections, show your familiarity with the software and best practices required for seeing a project through from beginning to end. (A Project Manager Professional [PMP] certification, offered by the Project Management Institute, would display a highly desired endorsement of your skills.)
Research skills — Whether for eDiscovery, competitor intelligence or internal data collection, employers are looking for job candidates who know how to use the right research tools and methodologies. Hard research skills on your resume might include experience interviewing, planning and scheduling, and analyzing and interpreting collected data to help stakeholders reach a solution. Proficiency with relevant technologies should also be given on your resume.
Software proficiency — Almost every office job today requires at least a baseline knowledge of Microsoft Office and G Suite apps for word processing, spreadsheets, email, presentations and collaboration. Many roles will require a far deeper knowledge of technologies. Jobs in the IT and creative fields are obvious examples, but tech proficiency is highly valued in many other sectors and roles. Consider the legal field: 62% of lawyers said in a Robert Half survey that their hiring decisions are influenced more by job candidates' technical abilities than their soft skills.
Search engine optimization — SEO and its cousin, search engine marketing (SEM), are key aspects of any role that deals with online content — from writers and editors to publicists and HR professionals. SEO/SEM hard skills for a resume would include work experience with (or knowledge of) Google Analytics and Keyword Planner, keyword optimization, content creation, data analysis tools, and HTML/CSS and JavaScript.
Typing skills — Medical coders, transcribers, schedulers, clerks, data entry specialists and administrative professionals should have fast and accurate keyboarding abilities. How fast is fast? That depends on the industry and the job, but the job description should give you a clue. To check your speed and accuracy, go to one of the many free typing speed testing websites. Then for consistency, check them again on a different website.
Writing and editing — Just as polished verbal and presentation skills are prized people skills in today’s workplace, strong writing and editing are highly valued hard skills in almost any field. Clearly written, persuasive cross-departmental written memos, emails and other internal communication keep an organization humming. And no organization wants any external-facing content — website text, press releases, printed matter or even company emails — marred by incorrect grammar and diction or poor sentence structure and organization.

Keep in mind that your resume should provide examples of how you’ve used the hard skills that are most relevant to the job you’re seeking. Whenever possible, note specific, quantifiable achievements for each position you’ve held. If you’re a digital marketer, give conversion and click-through rates. If you’re a project manager, showcase projects that came in on time and on budget — and report their impact. As we discuss below, you want to demonstrate you’re a results-driven professional.

How to discover skills the company values

You need to use the job description to customize your resume skills and work history sections. But don’t stop there. Research the employer to gain insight into the workplace culture and company values. You may discover additional qualities that would be prized by the employer.

If you know someone who works at the company, or has in the past, reach out to ask about the workplace culture and what the employer considers important in its workers. Also check websites such as Glassdoor and Fairygodboss for company reviews by employees and former employees. (You might even get an idea there about the employer’s interviewing process.)

The company’s website can tell you a lot, too. Reading the About Us page is typically a good place to begin.

For instance, in a section called “Living our values,” IBM includes the following:

Dedication to every client’s success
Innovation that matters — for our company and for the world
Trust and responsibility in all relationships

If you were applying for a job at IBM, you would want to consider what soft skills you possess that fit this framework — customer service, attentiveness, initiative and loyalty — and weave them into your resume.

Here at Robert Half , we focus on and promote our four LEAD principles. They are:

Leadership by Example
Ethics First
An Openness to New Ideas
Dedication to Excellence

If you’re applying for a job at Robert Half, you might highlight skills that speak to your leadership, drive and diligence, as well as your confidence and ability to collaborate.

Bottom line: Pay close attention to how the company says it operates and the workplace environment it promotes, and emphasize your most pertinent strengths.

Think you’d make a great fit at Robert Half? Search our corporate jobs or our open recruiting positions .

How to create a resume skills section

When you write a resume , it’s important to organize the content so it’s succinct and easy to read. A three-column, three-row highlights section near the top of your resume, just above your professional experience, is a helpful way to list the nine soft and technical skills that speak directly to the posting’s required qualifications. It’s also a good place to add keywords you’ve identified.

You don’t need more than a couple words here to show what you bring to the table. This should be a bulleted list a reader can quickly scan. Complete sentences will come in your work history.

Here are some examples of what professionals from different industries could list in this section:

1. Accounting jobs

Accountants are expected to crunch numbers, but also to make data-driven conclusions and communicate them to people outside of their department. You might include skills in these areas:

Analytical and problem solving
Microsoft Excel
Enterprise resource planning software
Business and leadership
Verbal and writing skills
Data analytics
Revenue recognition
Risk and compliance
Generally accepted accounting principles (GAAP)

Send us your resume for roles in accounting, from clerks to accountants to controllers.

2. Customer service jobs

When customers have issues or concerns about a company, they turn to customer service departments to get their problems solved. Dealing with the public in these roles often requires skills in these areas:

Data entry
Attentive listening, empathy
Troubleshooting and research
Patience
Speed and efficiency
Positive attitude
Diplomacy
Communication skills
Time management

Search customer service jobs to see job descriptions for various roles from representatives to managers.

3. Business analyst jobs

A business analyst wears many hats: data specialist, finance professional and problem solver. Skills for the resume of a business analyst might include:

Business acumen
Data mining
Client relations
Strategic thinking
Verbal and presentation skills
Project management
Collaboration
Critical thinking
Problem solving

Check out all our business analyst jobs !

4. Marketing jobs

Marketing jobs can run the gamut from social media or email marketing specialist to product manager and brand manager. But in general, candidates applying for marketing jobs need to show a mix of soft and hard skills that reflect the creative yet analytical nature of the career. Some examples include:

Content creation
Market research
Web analytics
SEO and SEM
Critical thinking
Project management
Content management systems
Social media (strategy, campaigns, etc.)
Creativity

Job hunting in the marketing arena? Check out our available marketing and creative jobs now!

5. Web developer jobs

Web developers need both the tech skills to accomplish their tasks and the soft skills to work with clients and internal stakeholders. Whether you’re looking at a front-end or back-end position, you’d want to carefully review the tech stack that the job posting describes, then tailor your resume to address the employer’s needs and work environment. Some soft and hard skills for a web developer’s resume might include:

Coding languages
Troubleshooting and testing skills
Operating systems
Database software
UX and UI design
Project management
Web frameworks
API design
Teamwork

Search our open web developer jobs !

6. Graphic design jobs

Graphic designers need to possess a combination of creative flair and technical mastery. In addition to creating a digital portfolio that wows, you could mention these hard and soft skills on your resume:

Design principles, such as color theory and typography
Brand development
Storytelling
Attention to detail
Collaboration with clients
Project management
Commitment to deadlines
Time management
Verbal and presentation skills

Browse all our graphic designer jobs !

If you’re in a specialized field, such as legal or technology, another option would be to create a skills column on the side of your first page. This would give you more space to list all skills, divided by technical and interpersonal, that pertain to the job you’re applying for.

The important thing is to make the skills section an attention-grabbing part of your resume. Not every employer uses an ATS, so you want this section to stand out to the reader.

Ways to weave in your skills for a job

Keep in mind that skills should be highlighted in your work history and other resume sections, such as volunteer activities or professional certifications. There, you’d be less likely to name a specific skill than to show it — for example, you “led a team project” to successful completion, not you “have leadership skills” or “project management skills.”

Here, you would also give concrete examples of the impact you made at your current or past employer. Impressive skills on your resume will get you careful consideration. Impressive results on your resume can get you the interview — and possibly the job offer.

Here are some tips and examples on how to present your resume skills:

Communication — Focus on your verbal, writing and presentation skills, but also your collaborative and customer service skills. In your work history, show how your track record of strong communication with your colleagues, manager, clients or customers delivered solid results.

Wrote a monthly email newsletter to customers that increased website traffic by 35%
Presented in eight company webinars that reached an audience average of 5,000 per session

Multitasking — It might be more challenging to show quantifiable results for multitasking. But you can still give the employer an idea of the competing tasks and situations you've handled regularly — and how you did so calmly and efficiently.

Smoothly and calmly prioritized multiple web design projects for a team of 20 people in a fast-paced environment
Managed competing editorial deadlines for the company’s annual report and corporate citizenship report, while delivering weekly new content to the organization’s email marketing team that improved click rates by 20%

Leadership — You don’t have to be in a managerial role to show leadership. Taking charge on an important deliverable of a larger team project, working in an entrepreneurial manner independent of a team, burrowing deep into a problem above and beyond expectations to reach a solution all demonstrate leadership and an ability to inspire colleagues. Outside of your official duties, stepping up for volunteer roles within the company can also create opportunity to demonstrate leadership by action.

Led a 10-person task force that worked together to reduce firm operating expenses by 15%
Organized and chaired a six-member employee volunteer task force that researched corporate philanthropic practices and recommended new beneficiaries for senior management consideration

Problem solving — Show the essential role you’ve played for current and past managers by spotlighting examples of when you’d double-down on resolving longstanding team problems or show creativity when faced with a challenge.

Implemented new consolidation procedures for monthly and quarterly close, reducing closing time by 30%
Closed 92% of desktop support tickets on the first call without escalation

Dependability — Hiring managers want people on their teams who’ll do what they say they’re going to do. Dependability can be particularly important if you’re working with outside clients, when missing a deadline can mean lost business and a damaged reputation.

Completed all projects on time or before deadline, leading to a promotion to account manager after 12 months of service
Twice awarded CEO’s “Perfect Attendance” commendation at the company’s annual employee recognition event

Technology — The technology skills on your resume should be relevant to the job you’re pursuing. If you’re looking for an administrative assistant role, you don’t need to fit in that coursework in data logic you took before switching majors. And if you’re a UX designer or computer programmer, there won’t be much call to advertise your familiarity with Word or Google docs.

Created monthly PowerPoint presentations to support supervising manager’s report of social media/email campaigns, client engagement and conversion rate to executive team
Provided training to other support staffs after managers recognized the success of the presentations
Optimized more than 300 blog posts, increasing organic traffic by 33% and conversion rate by 15%

What shouldn’t you do with job skills on your resume?

We’ve said it all above in one place or another. But now that you have a sense of what you should be doing, here’s a recap of things to avoid doing with your resume:

Don’t exaggerate or lie about your skills — or anything else. Never give in to the temptation to inflate a job title, add a certification or skills you don’t have, or embellish a job tenure that didn’t last as long as you say it did. Making false claims or stretching the truth isn’t worth the risk. Most companies conduct background checks and call references , and falsehoods will severely damage your trustworthiness — and likely cost you the job.

Don’t leave out numbers. As we’ve discussed, don’t be vague. No matter what position you’re applying for, you should try to quantify your value. Did you reduce expenses for your company, increase sales or reach new target markets? Did you respond to customer inquiries or process orders X% faster than the previous year? All of those accomplishments involve numbers that you can use in your resume.

Don’t misuse words. Check your resume for wordiness. If you feel like a section is short, it can be tempting to get flowery with your language, but “owing to the fact that” is nowhere near as good as “because.” Also avoid using business jargon or clichés like “synergize” or “outside the box.”

Don’t forget to proofread. Before you send in your resume, go over it with a fine-toothed comb for spelling, grammar and formatting mistakes. Then ask someone who understands your job-search goals to look it over. Review a printed copy: Sometimes it’s easier to catch errors on paper than on a computer screen.

Your resume, and the skills on your resume, should be an accurate, truthful report of you, your work history and your abilities. But help out the hiring manager and recruiters by crafting it in a way that directly addresses their needs. That means, be thoughtful and be meticulous. The time and work you put into that will pay off when interview invitations come in.

It’s time to put your job skills to work for you!

Source: https://www.roberthalf.com/us/en/insights/landing-job/8-skills-that-will-make-your-receptionist-resume-pop

5 Indigenous engineering feats you should know about

Wed, 28 Feb 2024 02:03:29 GMT

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

What does 'cultural safety' mean in the workplace?

Tue, 06 Feb 2024 03:44:13 GMT

For a lot of mob, feeling culturally safe at work is something we can struggle with.

A lack of cultural competence and cultural understanding in the workplace can affect our sense of belonging and put a strain on our cultural identities.

It could be that you feel like you have no one at work who you can relate to, or that there's a lack of Blak representation and leadership. It could be microaggressions or that you're made to feel as though you're being 'too much'.

Whatever your experience with cultural safety or a lack thereof may be, it is our right to feel safe at work.

And while there is legislation that aims to protect the safety of all people in workplaces, systemic racism continues to exist and affect the lives of mob.

What is cultural safety

Cultural safety is an environment where someone's cultural identity is not under threat, but rather valued, in the workplace.

Rob Hyatt is a Wotjobuluk and Gunai/Kurnai man and Cultural Education Manager for the Koorie Heritage Trust in Naarm, which provides educational workshops on cultural safety.

Mr Hyatt says it's historical notions of 'tolerance' are no longer appropriate in the modern workplace.

"When we talk about culturally safe spaces, tolerance and acceptance are not enough," he said.

"For whatever it is that makes you who you are, that needs to be valued and respected ... for mob, you don't have to change the person that you are to fit into a workplace, your workplace should make you feel like it's okay to be you," he added.

When mob feel culturally safe at work, the impacts are far-reaching.

Cultural safety can foster a sense of acceptance, community and belonging.

Craig Leon is a Worimi man who has completed academic research around cultural competency and unconscious bias towards mob in the workplace.

"[It can result in] increased productivity and going above and beyond ones duties to support the organisation because you have an affinity to the organisation and feel that the organisation understands and respects who you are as an individual," Mr Leon said.

What can culturally unsafe behaviours look like?

Culturally unsafe behaviours in the workplace can include stereotyping, discrimination, prejudices, and racism.

These kinds of behaviours can have a significant impact on mob not just in the workplace, but can carry over into their personal lives.

When mob feel culturally unsafe, it can put a strain on their identity.

"If we don't understand people's identity and their culture, it can't be expected for them to be treated equitably with other colleagues," Mr Leon said.

Mr Leon says a form of racism that is often experienced in the workplace are microaggressions, which can be difficult to call out.

"Racism doesn't just have to be blatant. They can also be more subtle and more hidden. They can also be microaggressions, which are more unnoticeable acts," he said.

When organisations enable culturally unsafe work behaviours, Mr Leon says it can have irreversible effects.

"If it's not dealt with then it can become institutionalised into the culture of the organisation and that's really hard to change.

"They might not feel valued, trust management or feel their voice matters," he said.

Mr Hyatt spoke about the impact of enduring stereotypes and preconceived notions of identity.

"When we face bias and unconscious bias, there's already a perception of who you are as an actual person which can be damaging," he said.

On top of the racism and prejudice that mob experience on a daily basis, it can be incredibly damaging when we're unable to escape that while simply doing our jobs.

"We face a lot of unsafe practices in everyday life ... there's assumptions made about you, stereotypes about you ... racism and systemic racism impacts our everyday life. So when you step into a job, you shouldn't have to face that.

"When you continue to feel unsafe within a workplace, then it's much more damaging not just to you within that role, but it hurts you as a person, it hurts your family, it hurts your community," he said.

How can organisations make their workplaces culturally safe?

Organisations being able to genuinely see the value that Aboriginal and Torres Strait Islander peoples bring to the workforce is a start.

And there's lots of way for workplaces to show that they do care about our people, that go beyond a ten minute power point labelled as cultural awareness training.

These include organisations respecting and acknowledging their Aboriginal and Torres Strait Islander staff's experiences (without the added cultural load ) and making sure that mob are represented (that also means in leadership positions).

It should also include engaging your organisation with Blak businesses and community organisations, showing genuine allyship and investing in the growth of their First Nations employees and acknowledging their own privileges and biases.

Mr Leon also says reconsidering colonial approaches to First Nations employees is an importnat step.

"Employers need to try and see things through our eyes because once they do that, then you can better understand us.

"To be culturally safe and to be culturally competent is underpinned by having building sustained, positive relationship with First Nation peoples. And that requires trust. "

From his own experience, Mr Hyatt says that engaging in cultural workshops is a good starting point.

"Education is really important. There's a lot of great organisations doing some amazing work in these sort of spaces. So there's ways to learn, there's ways to engage and get a better understanding in the first place," he said.

It also needs to be made clear that it is the responsibility of organisations to be accountable for any unconscious biases that may exist, racism and discrimination.

"Breaking down the myths and stereotypes of who you think you're employing. Employers need to be able to educate themselves and not label us. I think that's a real strong starting point," he said.

Source: https://www.sbs.com.au/nitv/article/what-does-cultural-safety-look-like-in-the-workplace-and-how-can-employers-support-mob/m5dqil7ms

The ultimate guide to collaborative hiring

Tue, 06 Feb 2024 03:43:56 GMT

Recruiting today isn’t just changing. It’s already changed. Gone are the days when companies can rely solely on traditional hiring strategies to find and land top talent. Instead, collaborative hiring has begun as a popular alternative.

Collaborative hiring is based on a simple principle: that recruiting doesn’t happen in a vacuum. Teams must find ways to break down silos and traditional models of recruitment if they hope to adapt to the fast-paced, highly competitive recruitment world in which we live. The workload is simply too much — and moves too fast — for recruiters alone to manage these processes.

This guide will explore collaborative hiring in detail.

What is collaborative hiring?

Collaborative hiring is a team-based recruitment method that includes colleagues from other parts of the business in the screening, interviewing, and decision-making phases. Under this model, there is close collaboration between the HR and other departmental teams in the organization that will work in close contact with the chosen candidate.

This type of hiring is most active during the interviewing process , where team members, hiring managers, and the recruiter will meet with candidates in a multi-stage approach. This allows candidates to meet with more people than they would in a traditional process, giving them deeper knowledge of who they would be working with, and of the company.

In addition to interviewing, collaborative hiring may also involve deeper communication around candidate scoring, evaluation, and, ultimately, hiring or rejection decisions. In these cases, hiring teams will provide feedback and recommendations on specific candidates, which will be used to inform a hiring decision. The goal of collaborative hiring is to add more voices into the recruitment process to get a higher-level and more well-rounded evaluation of potential candidates.

Why collaborative hiring?

The world of recruitment has changed. Candidates expect positive, well-rounded experiences when they apply for a position, and companies need to deliver if they hope to land the best people for the job.

Collaborative hiring is one of the best strategies for providing a multi-dimensional candidate experience and is central to modern recruitment. It’s also a powerful strategic tool for organizations looking to streamline and scale an effective — but repeatable — hiring process.

First, collaborative hiring gives organizations a much deeper understanding of candidates and their potential impact on the organization.

By structuring recruitment as a team activity and sharing screening and decision-making responsibilities, organizations can gather 360-degree views of candidates to help them make the right hiring decision. Insights from multiple people with different opinions and priorities help to flesh out a comprehensive view of a candidate and their potential fit at the organization.

Done strategically, and using systematic, repeatable, and scalable processes, this heightened understanding of a candidate can be repeated consistently across all job openings.

Long-term, collaborative hiring is a powerful and effective strategy that helps companies reach their strategic hiring and, ultimately, company goals.

Second, collaborative hiring helps organizations meet modern candidate expectations.

Depending on your industry, you’ve likely noticed that finding and landing high-quality talent has become more difficult in recent years. This is due to a combination of factors, including:

Growing demand for specific skill sets
Evolving philosophies around what work is and where it’s done
Modern candidate expectations, both in the hiring process and from companies
Modern sourcing, screening, and hiring practices that leverage new channels and techniques

A common throughline for each of these factors is that modern candidates value and demand different experiences and return from their work than they did before. In particular, candidates expect a transparent and inclusive hiring experience from any potential employer. They want their interactions with the company to be positive, thorough, transparent, and reflective of what it will be like to work there.

Of course, it can be tricky to provide this experience, especially when the organization is scaling quickly. Enter collaborative hiring.

As candidates work through the multi-staged interviewing process, they too will have the ability to form a 360-degree view of the organization, their potential team, and the leaders they will be working under.

This provides much deeper and more well-rounded information for the candidate, allowing them to self-screen and determine if the role is truly a fit for them. In short, modern candidate expectations require modern recruitment strategies. Collaborative hiring fits the bill perfectly.

Collaborative hiring vs. traditional recruitment

As you’ve likely noticed already, collaborative hiring offers a wide range of benefits to modern recruitment organizations. To understand those benefits more thoroughly, it’s helpful to look back at the traditional recruitment to highlight the differences.

Hallmarks of traditional recruitment

Traditional recruitment is, first and foremost, a top-down process. The hiring manager is the primary and, potentially, the only voice that matters in the process, and they ultimately make the sole decision on who to recruit.

Behind the hiring manager, the recruiter on file is traditionally responsible for completing all tasks within the recruitment process: from sourcing to screening to shortlisting to scheduling interviews to managing paperwork and job offers.

As you can imagine, the workload for recruiters under a traditional model quickly becomes overwhelming when juggling multiple openings at the same time.

The end result is, too often, a poor experience and outcome for all parties involved. The root causes for these issues boil down to the following:

Limited to no communication between departments and roles when hiring
Recruiters overextend themselves and are unable to provide a strong candidate experience
Candidates are expected to drop everything to accommodate a rigid recruitment process
Decisions are based on the opinions of one person
Team opinions or feedback about candidates is not collected or accounted for
Candidates receive a narrow, one-dimensional account of the company culture and team dynamic
Candidates and hiring managers are forced to make a decision based on incomplete or limited information

As you can see, the traditional recruitment model simply doesn’t account for the growing workloads on recruiters and demand from candidates in the modern workforce. That’s where collaborative hiring comes into play.

Benefits of collaborative hiring

There is a long list of benefits associated with collaborative hiring that will vary depending on the organization’s size, industry, and hiring aspirations.

We’ll focus on the following five benefits that are universal to virtually all companies that using collaborative hiring:

Reduced recruiter stress and workloads
Better screening for cultural fit
Better candidate experiences
Reduced effect of unconscious bias
Better quality of hire and retention

Let’s dig into each benefit.

1. Reduced recruiter stress and workloads

Collaborative hiring takes a great burden off the recruiter. More team members being involved in the process means that recruiters are not solely responsible for each phase of the recruitment process, allowing them to act in a more strategic coordinator role.

Coupled with automation platforms and powerful Applicant Tracking Systems (ATS), collaborative hiring can dramatically speed up time-consuming activities like resume parsing , shortlisting , prescreening, and scheduling.

All of this greatly improves the quality of life for recruiters and allows them to use their skills more effectively for the organization’s benefit.

2. Better screening for cultural fit

Screening for cultural fit can be hit or miss. That’s because culture is inherently a collective construct, meaning each employee will have their own opinions on what “cultural fit” looks like.

Asking one person to screen for cultural fit, therefore, is a flawed approach. On the other hand, team-based hiring is a much more well-rounded and representative strategy that accounts for these varied and nuanced opinions of culture within an organization.

Together, teams will be able to form a complete picture of a candidate’s actual cultural fit rather than rely on one person’s subjective opinion.

3. Better candidate experiences

Because work is divided between multiple people, interviewers can prepare more thoroughly for each interaction with candidates. This, of course, makes the interviews more fruitful and provides a better experience and impression of the company from the candidate.

The interview phase can also be structured in a much more logical fashion, allowing the candidate to incrementally learn more about the team and demonstrate their knowledge to the people they may eventually work with. As they progress, candidates form a deeper and more complete picture of the company, team, and role. At each stage, the candidate is provided transparency and thoroughness that, if you recall, is an expectation in modern job seekers.

4. Reduced effect of unconscious bias

Relying on a single person to make a hiring decision is ripe for issues with unconscious bias. People are inherently biased in many ways, and it can be challenging to overcome that without proper training or outside influence.

Collaborative hiring is one technique that helps to limit unconscious bias by decentralizing that final decision to a group of people. Teams form a collective opinion of an individual that can limit or eliminate biased decision-making depending on who’s involved.

This exercise reduces the likelihood that one group of people will be consistently disqualified, thus significantly increasing the probability of selection based on fit rather than bias.

5. Better quality of hire and retention

Team-based hiring helps to guarantee that the candidate who is ultimately selected has the skills and personality to do the job and integrate effectively into the team.

This helps to ensure that the right candidate is selected and will have the best impact on the company. That’s a net benefit to your quality of hire .

In addition, collaborative hiring also ensures that candidates are pre-approved by their teams at the time of hiring, thereby expediting the team-building process and time to effective collaboration.

This will help to ensure long-term success, employee satisfaction and engagement , and, ultimately, retention .

And if you’re still not convinced, consider the fact that high employee engagement — created by things like cultural fit and team collaboration — is a direct indicator of strong productivity and retention.

In fact, employee engagement has been shown to boost productivity by up to 38% . And, engaged employees are 59% less likely to look for a new job within the next 12 months .

In other words, collaborative hiring helps you get more out of your new hires, and keep them for longer.

Who should be involved in collaborative recruiting (and when?)

To ensure success in collaborative recruiting, you’ll need to build out effective hiring teams . You’ll also need to be able to repeat this process for each job opening that comes across your plate as a recruiter.

To help make this process easier — and scalable — it’s helpful to understand the purpose of a hiring team, and the roles that are typically involved.

A hiring team is a cross-functional group of employees tasked with filling a vacant position in a company. Specifically, they’re responsible for:

Sourcing talent
Screening applicants
Making hiring decisions
Onboarding and coaching new hires

To accomplish this, hiring teams are typically made up of the following roles:

Hiring managers request that a position is filled, and acts as the head of the hiring team. This includes coordinating with HR throughout the recruitment process, providing a clear vision for what type of candidate is needed for the position, creating job requirements and job descriptions .
Recruiters. Act as the quarterback in charge of the end-to-end talent acquisition process. They’re the intermediary between the hiring manager and applicants, the recruitment strategist, and are in charge of developing and executing the hiring process.
Interviewers. The supporting team that typically includes the recruiter, hiring manager, other managers, and senior leadership, and direct team members who will work with the chosen candidate. The goal is to include all relevant stakeholders on the hiring team to provide thorough information to the candidate and to evaluate them as a team.

When selecting your hiring team, it’s critical that you:

Clearly define roles and responsibilities at the start of the hiring process.
Include all stakeholders who will interact directly with the selected candidate.
Only include people who need to be there.
Provide coaching and training to interviewers where needed.

While team-based hiring has many benefits for an organization, it’s only as effective as the people you include in the process. As such, selecting a hiring team, and being able to scale that selection process, is the key to success in collaborative hiring.

Challenges with collaborative hiring (and how to overcome them)

Of course, collaborative hiring isn’t all fun and games. There are some hurdles that organizations will need to overcome to make this strategy work.

This section will look at five common challenges with collaborative hiring, and offer suggestions for overcoming them.

1. The need to provide recruitment and interview training

Successfully integrating new people into the hiring process requires some degree of training and coaching. This will ensure that anyone who is asked to participate is briefed on the basic principles of interviewing, made aware of unconscious bias, and understands their role in the process.

This, of course, can be a time-consuming undertaking if you are juggling multiple job openings at once.

Solution: Create templated training material that can be easily deployed each time a new hiring team is formed. Standardize that training process, and make it easily repeatable at scale.

Each time you form a new hiring team, take stock of which members have received this training and which haven’t. You’ll also likely need to provide coaching on an as-needed basis, but this will help ensure that the essential information is communicated for each new opening.

2. Unnecessary complexity in the hiring process

It’s not uncommon to hear recruiters and hiring teams complain that collaborative recruitment adds too much complexity to the process. This might come in the form of having too many touchpoints with the candidate, too much extra work for the hiring team, or too many inputs that ultimately muddy the decision.

This complexity also runs the risk of overwhelming the candidate, who may feel that the ask from the company is not worth the effort.

Solution: Ensure that your collaborative hiring process is thorough but lean. Only include hiring team members that absolutely need to be involved and assign specific roles and responsibilities from the beginning.

It’s also a good idea to put a cap on the number of interviews you do for all roles and how long they are. Be upfront with candidates about what is expected of them, and why.

3. Managing people’s opinions and inputs

Everyone wants to be heard, and they want their opinions to matter. That’s great from an engagement standpoint, but it can cause friction within hiring teams if the final hiring decision runs counter to one or more people’s opinions.

In some cases, this friction can create resentment among peers, and may even erode confidence in the collaborative hiring process.

Solution: Be open and transparent about how the process will work from the beginning. Make it clear that everyone’s input will be heard, but that the ultimate decision lies with the hiring manager.

Encourage candid discussions among the hiring team by asking each member to provide their feedback on shortlisted candidates. Ask the hiring manager to hear everyone’s input, reflect on it, and provide clear justification for any decision that is made. This will help to ensure that all parties feel like they have been heard, even if their choice isn’t the person selected.

4. Juggling schedule conflicts and competing priorities

It’s often difficult to ensure that all hiring team members will be available when needed for interviews. This can cause delays to the recruitment process, which may ultimately cause the candidate to lose interest.

Solution: Make time commitments and scheduling requirements clear to all hiring team members from the beginning. Do not include team members who can’t commit to interviews within the required timeframe.

Use online scheduling tools that allow team members to flag their availability, and give candidates the ability to select interview times that work for them, and the interviewing team.

5. Keeping the interviews focused

Lastly, there’s the risk that interviews with multiple people may lack focus, or create confusion in the candidate’s understanding of the role and company.

Lacking consistency in what information is provided to candidates, or what is asked of them in each phase of the interview process, can create confusion and may lead the individual to second guess their interest in the role. It also can create inconsistency in how candidates are screened and scored.

Solution: Provide interview training to all team members involved in the hiring process. Create standardized interview questions and scorecards that your team can use to screen each candidate. Explain the importance of sticking to these processes to ensure unbiased and consistent screening.

Now that we’ve outlined the benefits and challenges of collaborative hiring, let’s explore how to create a strategy.

How do I put together a collaborative hiring strategy?

Before we outline how to create a collaborative hiring strategy, we should note that this is not a one size fits all approach to recruitment. It will be a different process for every company, and will likely vary depending on the different roles being hired.

As an example, a more technical role like a software developer or IT professional will likely require more steps and testing than a non-technical role. Likewise, the size of the company and the complexity of reporting structures will likely impact how thorough — or brief — the collaborative hiring strategy is.

In any case, it’s helpful to understand the typical steps that go into creating a collaborative hiring strategy. Here’s what that might look like.

1. Create your pitch for collaborative hiring

Outline why your organization needs collaborative hiring, and what the benefits will be from a business standpoint.

Pitch the concept and its benefits to your C-level executions to receive buy-in. Once leadership is onboard, work with them to secure adequate resource allocation and top-down support.

2. Create a customized, structured process for collaborative hiring

Together with your fellow recruiters, map out all of the requirements, stakeholders, and key touchpoints for a collaborative hiring process. Design the structure you’ll need to work effectively together. Outline how you will create a scalable and repeatable process for each new job opening.

Key considerations at this phase include:

Processes and workflows for each new job opening
Guidance on how and when to form a hiring team
What tools will be provided to streamline the process

This should be a high-level framework that maps out the end-to-end collaborative hiring process.

3. Establish guidelines for hiring team selection and roles

Create a master document that outlines what a typical hiring team looks like. Define mandatory and optional roles, and clearly outline responsibilities for each one.

Outline what commitments will be required for each team member. Include scheduling availability, meeting attendance, input, and task completion expectations for each individual role.

Use this master document to inform the creation of all future hiring teams. Adapt it as needed as you begin to test your strategies and processes in the wild.

4. Create a diverse and engaging interview experience

At the same time, you should also map out what the interview process will look like for collaborative hiring. How many interviews will be required? What is each interview’s purpose? Who will be involved? How will the interviews be conducted?

Here are some tips to consider when mapping your interview process:

Find ways to introduce and showcase your company culture in a friendly and transparent manner.
Include leaders and team members in the interview process to give the candidate a multi-dimensional view of the organization.
Create a standardized interview experience that can be replicated and adapted depending on the role.
Define the questions and scoring parameters your interviews will use at each phase of the screening process.
Leverage tools like an event scheduler to let candidates choose a time that works for their and your interviewers’ schedules.
Send automated reminders and follow-up messages to candidates to keep the lines of communication open.
Use video interviewing software to reach candidates where they are.

The interview experience is perhaps the most important part of any collaborative hiring strategy. Spend the time needed to create a thorough and scalable process.

5. Create training material for interviewers

As mentioned earlier, it’s important that all interviews are given proper training in how to conduct unbiased interviews. One way to do that is to create a structured interview strategy that uses standardized questions and candidate scorecards.

Additionally, we recommend creating a repeatable training program for new interviewers that they can complete when onboarding into a new hiring team. This helps to ensure that all employees involved in the hiring process are fully aware of what’s required of them during the interview phase.

6. Scale your recruitment process and improve over time

Like with any new process, you’re not going to nail collaborative hiring on your first try. This is an iterative process that requires you to track progress and results over time, and adapt as needed.

Leverage custom reporting dashboards and hiring analytics to monitor the impact of your new program on key metrics like time-to-hire, quality of hire, retention, and staff engagement.

Continuously review your results with management. Compare outcomes versus your company goals, and adapt your strategy and resource allocation as needed.

Integrating your recruitment tech stack will help make this process a lot easier. This will ensure that your workflows and data points flow seamlessly between platforms, ensuring that you have a 360-degree view of your performance at all times.

7. Bring your team together with collaborative hiring tools

Lastly, collaborative hiring is only as good as the tools you use. To streamline and scale this process, you’ll need to onboard a professional collaborative hiring software like Recruitee to ensure that collaboration is seamless and scalable.

How an ATS can help

By now, you may be feeling a bit overwhelmed by all of the touchpoints that go into collaborative hiring. And that’s understandable. It’s a lot.

The good news is that there are many tools out there that can help. One of the most popular — and effective — are modern Applicant Tracking Systems (ATS) that contain purpose-built features for collaborative hiring.

When choosing an ATS for collaborative hiring, look for ones that offer the following:

A simple and intuitive user experience. Your ATS needs to be easy-to-use and intuitive so that you only need to train team members on your collaborative hiring workflows, not on the platform itself.
Notes, tagging, and task assignments. Team members should be able to assign tasks, create and share notes, tag each other in conversations, and track team task completion. This is a hallmark of close collaboration, especially if your team is remote.
Roles and visibility controls. You should be able to restrict access to specific data, capabilities, job and candidate files, and open requisitions. This will help you ensure that only hiring team members are involved in their assigned roles.
Unlimited users and data. Your ATS should be flexible in the number of users in the system, and the amount of data you collect. This ensures that your process is scalable without incurring additional costs, or risking the platform breaking down.
Event schedulers. Your ATS must include a scheduling tool that allows candidates to select interview times that work for them. It should also have the option to send automated calendar invitations and access links to video interviews. This makes it much easier to schedule interviews with multiple people, and eliminates time-consuming manual tasks.
Automated actions. Likewise, you should be able to automate specific workflows like sending evaluations to candidates, assigning to-dos, sending follow-up messages, and any other repetitive and time-consuming tasks. This helps to greatly reduce the risk of critical steps in the recruitment process falling through the cracks.
Pre-built templates. Ideally, you should be able to create workflow and evaluation templates to quickly replicate and adapt your hiring process for new roles and positions. This both provides transparency to your co-workers into how the process works, and also allows you to quickly scale to hiring for multiple roles simultaneously.
Reports and dashboards. You should have the ability to create central dashboards and automated reports that map back to your core KPIs. This greatly reduces the effort in pulling mission-critical hiring metrics, and streamlines reporting to upper management.
Video chat. Video chat — or an integration with a third-party video chat platform — is essential for allowing you to screen and hire candidates remotely. This greatly expands your talent pool, and makes it easier for candidates working through your hiring process.
Mobile compatibility. Collaboration doesn’t happen in a fixed location. Your hiring team should be able to access your ATS anywhere they are, and on any device they own. This ensures that everyone can easily follow the hiring process, complete their tasks in a timely manner, and meet the team’s collective goals.

Of course, an ATS alone won’t help you nail collaborative hiring. But, it will be an absolute mess without the proper tools.

To be successful, you’ll need a strong combination of strategy, tech, and dedication from your team to make this process work.

When all those three things come together, amazing things are possible with collaborative hiring!

Parting thoughts on collaborative hiring

Collaborative hiring is not the way of the future. It’s not a hypothetical process or one that may be the next big thing.

It’s already here, and it’s having a major impact on hiring around the world.

We hope you’ll agree that, while collaborative hiring does take a lot of time and effort, its benefits — when done right — are well worth it.

If you’re ready to take the leap, we’ll leave you with a few parting recommendations.

First, it’s critical that you get top-down buy-in from your organization’s leaders. This will help ensure that you have the resources and runway to make this process work.

Second, it’s equally important that you establish a cultural commitment across your organization. This is a collaborative initiative that requires buy-in from everyone at your organization.

To accomplish this, you’ll need to make a commitment to our last recommendation: frequent and transparent communication.

Communicate the benefits of collaborative hiring far and wide. Share your vision, define success, and be transparent about results and impact.

By doing so, you’ll be able to demonstrate the true value of collaborative hiring, which will make it impossible for your co-workers — and job seekers — to ignore.

Source: https://recruitee.com/collaborative-hiring-guide

Key Takeaways from HRTech: Unlocking the Future

Tue, 06 Feb 2024 03:20:55 GMT

It’s been over a week since the HR Technology Conference, and I am still processing the innovation and energy from this year’s event. The expo was bigger and busier than ever, case study sessions delivered ROI metrics, and many demo sessions and product spotlights were standing room only (a sign that buying behavior is strong).

The ideas, breakthroughs, and networking opportunities provided a glimpse into the future of HR Tech and its evolving landscape. I am impressed with both the vendor community and the sophistication of HR Leaders. Much of the innovation in this space results from the partnerships and collaboration between customers and providers. There is more alignment between the two. In a year of uncertainty marked by labor market fluctuations, the trends emerging from this conference may not have delivered seismic shifts, but they represent the gradual, deliberate construction of what lies ahead. We are at the beginning of something big, and it’s an exciting time to be in HRTech.

AI and skills dominated the stage at this year’s event, whether you love or hate it. However, the paramount lesson that emerged is crystal clear – companies must become champions of change to thrive in the coming year. Companies must embrace transformation, maintain agility, strategize responses, and harness the power of data and insights to chart the right course forward. Embracing AI and leveraging a skills-based approach are non-negotiable.

A few themes from this year’s event and the providers that are leading the way:

A Shift Back to Quality of Hire

Success in talent acquisition is no longer gauged solely by the speed and cost-effectiveness of filling positions; instead, it hinges on the ability to link recruitment and retention- making informed, equitable, and intelligent decisions using accurate data. Aptitude Research just published a report in partnership with Plum that found that companies that align recruitment and retention goals see the following:

2X improvement in retention
2X improvement in quality of hire
3X improvement in productivity

Quality of hire is the holy grail of talent acquisition. Every company wants it, but only some know how to measure and improve it. Fortunately, several vendors are doubling down in this area to help support companies on this journey, including Plum and Crosschq . They understand quality of hire starts with quality data.

HireVue announced a new category of Human Potential Intelligence- allowing companies to look at the full picture of a candidate, not just what is on a resume or CV. Their amazing client Spectrum discussed the art and science of linking recruitment and retention through data focused on quality and the Fit Finder product on the career site they use to help ensure quality of hire early in the process.

ATS Disruption

Never in my life did I think a big trend from HRTech would be innovation in the ATS industry, but here we are… This year has brought major shifts in the ATS landscape yet the same constant question of best of breed vs. HRMS. There is no clear answer, but it is safe to say that both are being disrupted.

Workday continues to win market share over its competitors. It has made significant advances in its core recruitment capabilities through the use of generative AI (for job descriptions and communication) and its Engagement solutions, which provide simple campaign functionality before the apply process.
Gem launched an ATS – rounding out its suite of products to include sourcing, CRM, and ATS. This combination provides companies in the mid-market and smaller enterprises with one platform to do everything from sourcing to offer.
Paradox launched the first conversational ATS. Companies such as McDonald’s use Paradox as an ATS for hourly candidates to improve efficiency and experience.
Greenhouse declared its POV on AI in hiring and the existing capability within Greenhouse Recruiting. It also announced a new set of candidate interview experience survey data.
Employ has clear messaging now around its ATS products, differentiators, and value in the market.

And…we will see more announcements in the ATS market going into 2024. Everyone is winning in the ATS market, with 1 in 3 companies replacing their ATS this year.

Skills-Based Everything

A skills-based approach levels the playing field for internal and external talent and contingent workers. Evaluating skills means looking at what is beyond the resume and seeing talent for potential, learnability, and opportunities. Yet, despite these benefits, companies are sometimes clear where to start with skills development. Lack of ownership and confusion around how technology fits in have added to this uncertainty. This study found that the greatest challenge for a skills-based strategy is change management (42%), and 39% of companies stated that they need a way to assess skills within their organization. Too often, companies understand and support a skills-based approach, but they get stuck on executing a strategy. They take a piecemeal approach to skills and must look more holistically at strategy, change management, and technology.

Some companies such as Reejig , Techwolf , Beamery , Eightfold , Phenom, Workday , SAP, and Visier are helping companies execute this skills strategy using the power of AI and talent intelligence that does not require companies to start from scratch manually. Eightfold’ s talent intelligence platform is expanding with benefits beyond HR with the launch of its resource management solution to support project-based work. It applies skills to the workforce to the best-fit projects and engagements, improving resource utilization and staff engagements.

Frontline Workers

The largest workforce segment, comprised of 82 million workers, still needs to be addressed in the push for talent acquisition transformation. Employers needed more tools to attract, recruit, and hire hourly workers, while candidates received more communication. According to Aptitude, 62% of hourly workers have not received a response or communication. I can’t stress this enough…hourly workers need a better candidate experience. It is not the same as professional hiring.

The good news is that companies are seeing tremendous innovation in recruiting and retaining this forgotten workforce. Paradox is one example of a provider disrupting this space, but GoHire, Fountain, and Jobsync are a few others. Also, one of the biggest announcements from HR Tech was Harri, an HRIS focused on hourly, raising $43M in Series B. Harri is innovating across all areas of talent and introducing engagement and employee experience offerings tailored to the unique needs of hourly workers.

CRM is Changing

The CRM market continues to amaze me! We have providers looking to leave the CRM space and focus on bigger things like skills and workforce planning, and…we have providers (ATS and sourcing providers) looking to enter the CRM market and offer more straightforward solutions for better experiences and adoption. And at the same time, companies are still buying and replacing CRMs. This market is not apples to apples. Every provider is going about CRM uniquely, which makes evaluating and implementing solutions incredibly challenging. Kyle and I are focused on wrapping up our CRM Index report for this year, and it is a LOT! If you want to make sense of the landscape, here is a quick preview. We have three categories of providers: Sourcing providers (offering CRM and recruitment marketing automation capabilities including HireEZ , SeekOut, and Findem ), Traditional CRM and Recruitment Marketing providers that have a heritage in this space, and Talent Intelligence platforms that go beyond CRM to offer skills and AI-based platforms.

Well-being Has Evolved

A few months ago, I started a blog about how companies seem to be deprioritizing employee well-being. Well, I was wrong. Well-being took center stage this year on Day 2 of the Pitchfest, with providers like Wellbeing.ai, Aragon, and First30 offering employee well-being solutions. In the past, employee well-being was often confined to basic healthcare benefits, but it has since expanded to encompass holistic physical, mental, financial, and emotional health. HR tech tools have played a pivotal role in this evolution, offering a range of innovative solutions, from wellness apps and wearables to AI-powered mental health support platforms. This shift is not just a response to the growing awareness of the importance of employee happiness but also a recognition that a healthier, more engaged workforce is a more productive and sustainable one. My friends at Best Money Moves offer an amazing solution for financial well-being. And this year, we were introduced to the idea of digital well-being through the Digital Wellness Institute.

Also, last but not least, everything at this year’s event was generative AI related. The potential impact on the future of work is tremendous. Generative AI improves efficiency (automating many administrative tasks), quality (enhancing the quality of content generated), and experience (providing faster results and more immediate answers). But it also has risks, including questions about how the data is captured, security and data privacy, and overall decision-making. Over the past few months, many vendors have made announcements about how generative AI and GPT-4 are enhancing their products. Some are making announcements that will provide immediate benefits to recruiting teams, candidates, and employees.

It was a great event and we are already looking forward to next year!

Source: https://www.aptituderesearch.com/hr-technology-conference/

5 Talent Acquisition Trends That Will Define 2024

Tue, 06 Feb 2024 03:17:00 GMT

As the current year comes to a close, talent acquisition and recruitment teams are planning their strategies for the next 12 months. During this time, hiring teams and HR leaders have to tackle many tasks, including:

Resolving issues with their recruiting and hiring processes
Revisiting brand messaging and language in job descriptions
Revamping their approach to building a diverse workforce
Reconsidering what the ideal candidate profile looks like
Reassessing their sourcing and recruitment marketing efforts

Creating a concrete action plan to improve your recruiting process and hiring results is a big, end-of-year priority. But, it’s just as vital for your business to stay on top of the latest talent acquisition trends that will impact your recruitment approach in the year ahead.

Here are five talent acquisition trends you and your leaders should know for 2024.

1) Heightened focus on data-driven recruiting and hiring strategies

Embracing real-time analytics will empower hiring teams to work smarter and faster.

Today’s top HR leaders ensure their recruiters and hiring managers embrace a data-driven approach with technology that enables them to execute results-focused recruiting strategies.

The Employ 2023 Recruiter Nation Report found more HR decision-makers intend to follow suit in 2024. Roughly one-quarter (24%) of HR leaders will invest in analytics and reporting for their hiring teams to help them act on data tied to their recruiting speed and efficiency.

Using best-in-class recruitment software with built-in talent analytics, and leveraging data in their decision-making, helps hiring teams more effectively recruit open roles — from contract and seasonal workers, to full-time employees — in a scalable, repeatable, efficient way.

Real-time data that shows candidate status and reveals progress on core recruiting metrics, including time to fill, sourcing effectiveness, and offer acceptance, provides hiring teams with actionable insights they can use to improve their work.

Aptitude Research Founder Madeline Laurano recently noted employers must “harness the power of data and insights to chart the right course forward” for their hiring strategies.

Bottom line : Employers that don’t develop data-driven recruiting strategies in 2024 will struggle with hiring top talent, compared to companies that take advantage of analytics.

2) Optimized approach to candidate engagement and conversion

Building relationships with candidates will be a competitive differentiator for employers.

Whether you’re emailing active job seekers who recently applied for open roles or messaging passive candidates through cold outreach on LinkedIn, you must communicate with these potential hires in a personalized manner to provide a stellar candidate experience.

In 2024, hiring teams will evaluate their talent engagement tactics and overall candidate relationship management strategy to ensure they interact with job seekers in a human way.

Leveraging recruitment marketing automation can help hiring teams nurture both active and passive candidates at scale.

The Employ Recruiter Nation Report found 32% of talent teams will also adopt new candidate engagement scoring frameworks that use artificial intelligence. This is intended to help them better learn which nurture messaging resonates with job seekers.

Emailing and texting candidates to update them on their status within the hiring process is essential. Leading recruiting platforms offer automation capabilities that enable hiring teams to put most of these manual tasks on auto-pilot.

Top-rated recruitment technology also provides hiring teams with rules-based workflows that ensure they can send the right message to the right candidates at the right time.

Through templated emails, recruiters can personalize messages to each job seeker in their pipeline.

It is up to human resources leaders, however, to ensure their teams are empowered to use purpose-built recruitment software, investing in technology that addresses their hiring complexity and eliminates inefficiencies tied to manual recruiting tasks.

Just remember : The best candidate engagement strategies balance creativity and persistence. Test and optimize your approach regularly using analytics to continually improve key nurture-related metrics, like the open and reply rates for your emails and text messages.

3) Greater emphasis on internal mobility and employee retention

Businesses that prioritize career mobility will better retain top talent in the coming year.

The Recruiter Nation Report found 39% of employers will focus heavily on internal mobility in 2024.

This finding shows HR decision-makers recognize that, in a highly competitive job market, it is difficult to hire highly qualified candidates, so they must focus on retaining their existing employees.

And that means helping them advance in their careers internally.

Look for more organizations to offer career pathing for employees to prevent them from leaving the company and allow them to move into roles that challenge them and provide new learning opportunities.

This approach not only helps retain employees long term, but also alleviates the pressure on hiring teams. “Businesses need new skills at a rate faster than I’ve ever seen before, which means they need to help their employees evolve via upskilling and internal mobility ,” LinkedIn VP of Talent Jennifer Shappley said in the company’s latest Global Talent Trends report.

Whether it’s providing stipends for certifications, offering mentorship programs or conducting career development training, leaders must offer employees the chance to grow their skill sets and realize their career paths within the organization to boost retention.

While sourcing external talent through job boards, social media, and other channels will remain critical to the success of any talent acquisition strategy, prioritizing internal mobility must become a major focus area in 2024.

4) Increased reliance on engagement programs to improve company culture

Human resources will develop more dedicated employee engagement initiatives.

Many companies shifted to a hybrid workforce or entirely remote-work model in recent years. During this transition, many business leaders have evaluated the level of employee engagement for in-office and remote employees.

In 2024, creating a strong culture will be less about making the office a fun environment and more about ensuring employees — whether remote, hybrid, or in-office — feel seen and heard by colleagues and managers, know the value of their work to the business, and are set up to succeed.

Companies that have clearly defined values, create an action plan to keep employees engaged, and improve their diversity, equity, and inclusion efforts will win top talent in a competitive market.

To improve their diversity hiring, the Employ Recruiter Nation Report found employers plan to:

Showcase their DEI commitment on their career site (44%)
Write more inclusive job descriptions for job postings (38%)
Use more diverse interview panels in their hiring efforts (27%)

Along with other recruiting and hiring process changes, these efforts by HR decision-makers and their hiring teams are intended better attract and hire more individuals from underrepresented groups and build a diverse workforce and culture in 2024 and beyond.

5) More efforts to improve employee well-being and work-life balance

Employee wellness will be a big focus for organizations in 2024, driven by HR leaders.

Workforce burnout and fatigue are prevalent within companies of all sizes today.

To make matters worse, employee well-being was a top area business leaders struggled with most amid the pandemic . In 2024, this must be addressed head-on to improve recruitment and retention.

Recruiters have become especially weary. The Employ Recruiter Nation Report found 23% of talent specialists experienced high levels of burnout and concerns over their mental health in 2023.

On top of trying to meet hiring goals, recruiters have had to adjust to big changes like fully remote interview cycles and staying in sync with team members.

It’s no surprise a focus on mental health and wellness — and being flexible to employees’ needs regarding well-being — is now vital for all companies to thrive today.

“Encourage open communication, active listening, and a non-judgmental atmosphere where employees feel comfortable sharing their concerns , both personal and professional [in 2024],” HR expert Kara Dennison wrote for Forbes. “When employees have psychological safety within work relationships, it can reduce psychological distress and enhance attitude toward work.”

Source: https://www.jobvite.com/blog/talent-acquisition-trends/

How Your Employer Value Proposition Impacts Your Hiring

Wed, 24 Jan 2024 23:08:53 GMT

An employer value proposition (EVP) serves two main purposes for enterprises today:

Employers can articulate what makes their organization great to work for . Talent acquisition and human resources teams can build a messaging framework tied to their employer brand strategy. This framework helps company leaders, hiring managers, and recruiters relay the value of joining the business to potential candidates.
Active and passive candidates can learn what the employer brings to the table . This often includes EVP messaging around the strong work-life balance they offer employees, the inclusive work environment they’ve carefully built, parental leave policies they’ve implemented, and flexible hybrid and/or remote work models they’ve adopted.

The key to making the most of your employer value proposition to better attract and retain top talent is using your EVP messaging consistently in job postings and recruitment marketing collateral.

And that requires the right recruiting technology .

Why your leadership must regularly assess and improve your employer value proposition

A recent Boston Consulting Group (BCG) study found 74% of business professionals are approached by recruiters about open roles multiple times annually . Nearly two in five (39%) respondents said they’re contacted monthly by TA specialists regarding job openings.

Many workers carefully evaluate prospective employers when getting these messages. That’s because they need to know what exactly makes an organization better than others.

“For candidates, choosing a job is a very personal decision,” BCG explained in its report. “It’s the start of an extremely impactful relationship, one that may define several … years of their lives. No wonder candidates are sensitive to ‘moments of truth,’ when employers reveal who they really are.”

The competition for top talent remains fierce today , even with poor macro-economic conditions persisting globally and some employers pausing hiring until the economy picks back up.

Sophisticated companies use hiring downturns to review their employer value proposition. By doing so, they can ensure their EVP resonates with their ideal candidate profile. This, in turn, helps them stand out from the sizable employer crowd.

It also makes it easier for their recruiters to reinforce their talent pools with applicants and sourced candidates who may fit within open roles company-wide.

How your employer value proposition affects your company’s talent attraction and retention efforts

Your HR team likely sends quarterly employee Net Promoter Score (eNPS) surveys to your workforce. These polls provide insight into their feelings about their roles and the company at large.

Adding survey questions about what specific changes employees would like to see made across the company can inform leaders of perceived strengths and areas for improvement.

Findings from these additional survey Qs can then be used to make data-backed changes throughout the company and positively impact C-level leaders, managers, and recruiters.

Leaders can boost employee satisfaction and retention

Companies with strong cultures “communicate their vision with authenticity and simplicity,” business expert and author Jason Randall recently wrote for Forbes. They also “ show gratitude and appreciation to employees , and not just by writing checks,” he added.

These traits, along with including employees in daily decision-making and factoring in their feedback into team planning, lead to greater retention rates and workforce satisfaction.

Data that reveals what your employees think about the current state of your company and what improvements can and should be made is an invaluable resource for business leaders.

More to the point, employee insights provide a company culture enhancement roadmap for them.

These leaders can collaborate to strengthen the work environment. They can also work to give employees more chances to grow internally and help transform the business into a force for good.

Here are some popular advancements that can lead to happier, more productive workers who will likely want to stay at your business long term and a stronger employer value proposition:

Implementation of new diversity and inclusion initiatives to show a commitment to DEI
A focus on corporate social responsibility, including philanthropic and charitable work
The creation of employee resource groups to create a safe and welcoming workplace
Prioritization of career development programs to provide clear internal mobility paths

This last improvement is especially important. Mercer Workforce Sciences Institute Sr. Partner and Founder Haig Nalbantian told HR Executive that a well-planned career mobility program can improve employee output and sentiment, lower workforce turnover, and lead to a better EVP.

“Employees respond more to what I call ‘career rewards’ — the tangible and intangible value that accrues to employees over time — than to the here and now of pay and benefits,” said Haig. “Strengthening motivation can lead to higher productivity and business performance .”

That’s a win-win for your business and workforce — and a great way to augment your EVP.

Talent acquisition can more effectively attract qualified candidates

A clear employer value proposition can elevate your talent acquisition effectiveness just as much as it can increase your retention efforts. You need two things to properly leverage your EVP throughout the recruiting lifecycle and get more qualified candidates into your pipeline:

A well-coordinated employer brand messaging framework
An applicant tracking system with candidate relationship management (CRM) capabilities

The top ATS software for large companies acts as a unified, single source of hiring truth . This centralized solution helps recruiters promote your employer brand publicly in a unified, scalable way.

Consider Jobvite.

Talent teams use features like Intelligent Messaging to connect with candidates effortlessly. They also leverage Recruitment Marketing capabilities to set up personalized, automated nurture campaigns to prospects of interest to meet those candidates where they are.

For some job seekers, that means email and text. For other candidates, it means job boards, career sites, and social media.

This targeted candidate engagement approach helps Jobvite customers test different EVP messaging over time. These tests can then help them steadily improve funnel conversions.

“ Using smart and integrated recruiting and talent acquisition solutions to nurture relationships will ultimately show candidates that they are valued and appreciated and create a pipeline of talent for current and future hiring needs,” Employ CEO Pete Lamson recently wrote for SmartBrief.

Source: https://www.jobvite.com/blog/employer-value-proposition/

DIVERSITY AND INCLUSION INITIATIVES: DRIVING SUCCESS THROUGH INDIGENOUS WORKFORCE REPRESENTATION

Wed, 24 Jan 2024 23:08:51 GMT

In recent years, organisations have been increasingly focused on diversifying their workforce, recognising that diversity and inclusion (D&I) can be a key driver of success. For recruiters and HR professionals, understanding the importance of Indigenous workforce representation and the benefits of fostering an inclusive workplace is essential.

Here are some valuable insights into the topic:

The Business Case for D&I: More companies are recognising that diverse teams lead to better decision-making and improved performance. A diverse workforce can bring a variety of perspectives and ideas to the table, driving innovation and creativity within the organisation.
Representation Matters: When employees see others who look like them in leadership positions, it can inspire confidence and ambition. Indigenous workforce representation at all levels of an organisation is vital for creating an inclusive environment and offering role models for future generations.
Cultural Competence Training: Providing cultural competence training for all employees can help create a more inclusive workplace. Understanding and respecting different cultures, including those of Aboriginal and Torres Strait Islander communities, is essential for effective collaboration.
Community Engagement: Building relationships with Indigenous communities and organisations is a crucial step in attracting and retaining Indigenous talent. HR professionals can collaborate with local Indigenous groups to create recruitment strategies that are culturally sensitive and effective.
Measuring Success: HR teams can track their organisation’s progress by monitoring key diversity metrics. The percentage of Indigenous employees, their retention rates, and their advancement within the organisation can serve as valuable benchmarks.
Promoting Indigenous Talent: Encouraging career development and leadership programs for Indigenous employees is a proactive way to invest in the growth and success of these individuals within the company.

By promoting Indigenous workforce representation and fostering a workplace that celebrates diversity, recruiters and HR professionals can contribute to building stronger, more innovative, and inclusive organisations. The benefits extend far beyond the workplace, positively impacting communities and society as a whole.

Stay tuned for more insights and strategies in our ongoing commitment to fostering diversity and inclusion within the workforce.

Source: https://www.fprs.com.au/diversity-and-inclusion-initiatives-driving-success-through-indigenous-workforce-representation/

5 Tips for Targeting the Right Talent

Wed, 24 Jan 2024 23:06:51 GMT

Overview

If you have trouble finding the right talent, you’re not alone. Three in four hiring decision-makers say that finding quality candidates is their #1 recruiting challenge.

Here are five ways you can attract more quality candidates to your open roles with Brand Advertising with Glassdoor:

1. Think Beyond Job Ads.

Job ads are a great way to reach candidates who are actively searching for roles. But how do you know if they’re going to click on your ad as they scroll through hundreds of search results? Brand ads expose your employer brand and your jobs to candidates in places outside of the usual search results such as the Glassdoor homepage, competitor pages, and related sites.

2. Grow Brand Awareness.

There’s no doubt that your brand reputation attracts candidates. But even if you have a great reputation with those who know about your company, there are still plenty of talented candidates who don’t. Brand Ads expose your brand and your jobs to candidates who are looking but may have not been exposed to your brand before. Repetition is one of the keys to increase brand awareness, so the more places your brand appears, the more it becomes top-of-mind for candidates.

3. Target Candidates Precisely.

Targeting your jobs is about more than job title and location. Companies may seek to reach candidates of specific demographic groups or criteria such as veteran status, diversity and competitor activity. Brand ads allow you to get in front of more of the candidates you want by setting the exact criteria that suits you best.

4. Go Where the Informed Candidates Are.

When candidates know more about your company, hiring is easier. Research shows that interviewing informed candidates results in improved candidate experience, reduced time to hire and improved hiring manager satisfaction.1 With nearly 48 million monthly unique users2 to its mobile apps websites, Glassdoor is the premier destination for displaying brand ads to informed candidates.

5. Expand Your Reach.

Effective recruiting isn’t just about casting a wider net; it’s about consistently casting your net in the most abundant waters. When you build brand familiarity with informed candidates through repetition across a diverse set of online locations, you’ll win over the ones who apply, interview and become happy, productive and engaged employees.

88% of hiring decision makers agree that an informed candidate is a quality candidate.

Source: https://www.glassdoor.co.uk/employers/resources/5-tips-for-targeting-the-right-talent/

Developing an Effective HR Strategy for Your Enterprise

Wed, 24 Jan 2024 23:06:49 GMT

Nearly half (46%) of human resources leaders plan to invest more in HR technology in the coming years to improve daily workflows and become higher-performing HR teams, per Gartner.

It’s encouraging to see CHROs getting budget to bolster their team’s tech stacks.

However, it’s important to remember the best tools can only help human resources departments carry out their day-to-day tasks and contribute to high-level business goals when they have a structured, well-planned HR strategy in place. Specifically, one with two key objectives in mind:

Centralize all workforce information to make it easy for HR team members to track insights tied to employee engagement, satisfaction, output, and retention, and use those insights to recommend data-backed actions and adjustments to leaders and managers.
Develop an analytics-oriented talent acquisition strategy that helps the recruitment side of human resources operations enhance every element of their hiring efforts.

It’s this second objective some CHROs neglect to factor into their annual HR strategies — but one that deserves just as much attention to ensure HR helps drive the business forward.

Essential elements of a successful HR strategy

High levels of burnout and fatigue, a candidate-centric market, and adjusting to the transition from mostly in-office work to remote and hybrid models have all made work more difficult for human resources over the past few years.

It’s understandable that HR strategy planning, execution, and optimization isn’t always top of mind with CHROs. On the talent acquisition side of HR teams, the 2023 Employ Recruiter Nation Report found there are many reasons TA leaders and recruiters are experiencing high levels of stress today:

Not enough qualified candidates (45%)
Competition from other employers (35%)
More open roles to fill (34%)
Fewer resources to support hiring (33%)
A lack of AI-powered recruiting technologies (30%)
More employees leaving the organization (30%)

Despite these stressors in human resources departments — particularly those at enterprises such as yours — these teams are still tasked with developing an HR strategy for their businesses that helps them achieve important goals.

So, what do human resources teams, including CHROs and other talent leaders, need to establish a well-coordinated HR strategy that ties back to organizational objectives?

In short, they require the right people, processes, and technology.

Across your enterprise, chances are human resources is one of the most malleable departments. That’s because HR team members often have multiple roles and responsibilities.

Some HR generalists may focus on workforce management activities, like payroll, but that doesn’t mean these individuals work solely on the same set of limited tasks and initiatives year-round.

Many human resources teams have clearly defined roles for their HR personnel, so they have defined “swim lanes,” as it relates to their core duties.

Look at leading, large-scale organizations today, and you’ll typically see human resources practitioners focus on both sides of the HR strategy coin: workforce planning and talent acquisition .

“[Human resources] must partner with executive leaders to manage future talent risks ,” Gartner analysts recently wrote. And the best way to do this is assign specific HR team members to both tasks: some to focus on retention and turnover, and others to focus on recruiting and hiring.

Regardless of the distinct HR processes and activities you’re tasked with, you need top-rated, easy-to-use tech that streamlines your work and enables you to find the info you need to succeed.

The two tiers of technology for your HR strategy

“ [Human resources] technology has become increasingly sophisticated and intelligent,” HR tech and business expert Josh Bersin recently shared with SHRM. And, of course, he’s right.

The HR software marketplace continues to grow, with new artificial intelligence tools and human capital management systems making it easier than ever for companies of all kinds to develop, track the performance of, and improve their HR strategies.

Building a best-of-breed HR tech stack requires your business leaders to factor in the two talent management approaches mentioned above — and to distinguish HR software leaders from laggards, so they don’t regret their eventual investment.

1) Human resources management software

Within this tier, there are three subsets of tools that drive modern enterprise HR strategies.

Human capital management (HCM) software

Your HR department needs to manage payroll, track compensation and benefits, set up and routinely update org charts, monitor employee engagement and productivity, and generally keep an eye on workforce-related trends . These workforce patterns, in particular, can help execs with SWOT analysis and inform workforce planning changes in the short and long term.

Consider the HCM software Jobvite connects with. Our customers sync their UKG, ADP, and BambooHR instances to transfer data tied to hired candidates into these systems to automatically create official employee profiles and records and, in turn, automate a once-laborious, manual task.

Culture, learning, and feedback tools

An equally critical tier of human resource planning technology is one that:

Helps strengthen the company culture through proactive messaging and community-building
Provides training and development to employees to aid their career advancement efforts
Enables HR to send eNPS surveys and use results to realize both a better working environment and better business outcomes

The common thread among these kinds of HR solutions? They help human resources work with business leaders and people managers to help employees realize internal mobility goals.

“ Pursuing a mobility- and retention-centered model will mean finding ways to integrate hiring and talent management databases to better match internal candidates with interdepartmental needs,” Employ SVP People & Talent Corey Berkey wrote for Forbes. “These tools can also help provide channels that support employees through the internal application process.”

Other niche workforce technologies

There are too many niche workforce tools to list here that enterprise HR professionals need to execute their human resources strategy. That said, some increasingly popular technologies focus on:

Tracking the mental health and well-being of their workforce, particularly in times of disruption
Analyzing the effectiveness of diversity, equity, and inclusion (DEI) initiatives
Executing change management plans with their C-suite during periods of structural change
Creating a corporate “wiki” to act as a single source of truth of company info for employees

The effect of using tools like these is they help your HR team keep tabs on and improve workers’ well-being and aid the enterprise in achieving company goals tied to the overall business strategy. That includes improving workforce diversity and showing a commitment to employee wellness.

2) Enterprise applicant tracking system

“Besides streamlining your recruitment processes, technology can also improve the candidate experience while driving speed and efficiency,” Corey wrote for SpiceWorks. “However, there are too many shiny objects … that will fail on some core level to deliver what recruiting leaders actually need .”

What’s the ideal way to navigate the crowded talent acquisition tech landscape?

“Take as objective a view as possible on what your team needs from your [recruiting and hiring] technology and where you can optimize current tools,” Corey recommended. “Then, search for a [talent acquisition] partner with the expertise and knowledge to work collaboratively with you.”

One of the most common partnerships CHROs and TA leaders form are those with their applicant tracking system vendors. Notably, those that not only offer a world-class ATS, but also provide ongoing, hands-on support to help HR recruiting orgs thrive with their platforms .

Once you’ve secured tools from the first tier, turn your attention to enterprise recruitment technology. For example, with Jobvite’s Evolve Talent Acquisition Suite, your HR team can:

Realize more predictable hiring outcomes, thanks to built-in recruitment analytics
Brand your career site with highly optimized messaging and visuals to boost applications
Execute a high-volume hiring initiative using our advanced recruitment marketing features
Leverage AI and automation to put a variety of formerly arduous tasks on relative autopilot
Source, nurture, and convert candidates at scale to speed up hiring and close reqs faster
Provide exceptional recruitment experiences for your HR staff and engaged candidates
Make more data-driven decisions across your full-cycle recruiting strategy

Your HCM software may offer some applicant-tracking functionality. But, what your enterprise really needs to take your talent acquisition approach to new heights in the years ahead is built-for-purpose recruitment technology intended for large organizations like yours.

If your business is included in the half of large-scale companies struggling to identify and engage qualified candidates today, a holistic solution can address this part of your HR strategy.

Source: https://www.jobvite.com/blog/hr-strategy/

How to create a careers site in NO time and with NO coding skills

Wed, 24 Jan 2024 23:06:43 GMT

Do you want to build a careers site but are worried about the challenges of costs, maintenance, and skills? Don’t be! It’s actually pretty straightforward to do; there are plenty of content management tools that can help you start building today –– in NO time and with NO coding.

By building a careers site yourself (I promise, even you can do it), you can unleash your creativity and have complete ownership of the page. No support from design or development teams and full control over one of the most effective tools available to HR teams.

This article will explain how you can get started. It also has a few handy tips to maximize the power of your careers site.

But what is a careers site?

A careers site is an area dedicated exclusively to job vacancies. It can be a micro or hybrid site connected with external job boards , but more often than not, it's a single page on your company's website dedicated to your open vacancies.

Typically, companies add a direct link to their careers page in the footer of their homepage. Potential candidates can then quickly see if you’re currently hiring for a role suitable for them. We recommend doing the same to ensure potential candidates can easily find your career site.

Candidates will also be looking at your careers site to find out a little more about your company and culture. A careers site should always reflect your company and branding. It would be surprising for a visitor to be directed to a page with a different look and feel –– they’d like to ask themselves, "Is this still the same company?" The appearance of a careers site does, of course, depend entirely on your company.

Great, but what are the benefits of having a careers site and how do I achieve them?

A careers site is arguably the most powerful tool in an HR toolkit –– yet often the most overlooked. Fundamentally, a careers site (also known as a careers page) is just a landing page on a company’s website where job vacancies and employee-related information can be found. Doesn’t sound too exciting, right?

But consider what this means: free creativity and an opportunity to showcase what it’s like to work for your company.

The primary advantage of having a careers site is to improve candidate conversion rates and hire better talent. This is number one. However, getting there requires focus and work on two areas –– two areas that also bring added benefits.

Employer branding

A careers site is a playground for employer branding. It’s one of the only places where you can sing about your teams, your culture, and the employee experience at your company. It’s where you can make your employer branding shine.

A careers site is the go-to page for potential employees curious about who you are as a company; so get creative! Before a potential candidate hits send on their application, they’ll be investigating whether your company culture matches their values. They’ll want to know what your mission is, who’s on your team, what you stand for, and what perks and benefits you offer.

Quick tip: Add employer testimonials and a company video to your careers site!

Employer branding is important; employer branding on your careers site is critical. According to data from companies that use our Recruitee (by Tellent) ATS and can track the full recruitment pipeline, more than 60% of their applicants applied via their company site –– that’s more than one in two potential candidates not only applying but evaluating a company from their careers site. And if you consider that a staggering 74% of job seekers are more likely to apply for a job when a company manages its employer branding — it’s something that shouldn’t be overlooked.

Google ranking and SEO

If done correctly –– and it’s important to do it correctly! –– a careers site can work wonders for your company’s SEO. If you know and understand SEO, the same tricks and standards should be applied to your company's site.

You want to make sure the careers site has all the necessary keywords, your images and meta tags are SEO friendly and your meta description is optimized, to ensure search engines can easily index the page. This is important as the better indexed your careers site the higher you’ll rank on search engines, improving your reach for potential candidates.

Dive deeper into SEO to understand it better and learn more about built-in analytics as an effective way to track key metrics and website traffic .

What is a careers site builder and how can I start building?

Especially when using an advanced ATS, you can expect to find plenty of standard and customizable features, which help organizations present their open job vacancies, company culture, and employee benefits. The even more advanced ones also come with data analytics and a back-end portal, which allows you to analyze the full candidate pipeline and communicate with the hiring team directly within the platform.

Some of the core features you want to look out for:

‍ Job listings: you want a builder that allows you to easily manage them! ‍
Branding: to create a site in keeping with your colors, fonts, and logos.
Culture content: you’ll want a builder that can integrate multimedia content so you can easily share all of your great videos and testimonials!

Quick tip: Unsure what type of videos you should publish on your career site? Here are some great examples by PlayPlay .

ATS vs. a traditional website builder

An advanced ATS with an integrated careers site builder differs from a traditional website builder in several ways. You’ll have all the necessary tools and features to create a careers site. Using the Recruitee by Tellent CareersHub as an example, our software allows organizations to fully customize and brand their careers site –– so no value loss here.

The Recruitee by Tellent Careers Hub also allows you to add all job openings directly from the in-built ATS, and easily promote them with almost 3,000 job boards such as Indeed and LinkedIn.

Where an ATS integration comes into its own though, is in analytics (also useful for SEO, as mentioned earlier). You’ll have a clear overview of where your candidates are in the hiring pipeline, and be able to easily communicate with the hiring team and make better-informed decisions. Xylos, a Belgium-based IT company, highlights how beneficial direct communications have been for their hiring processes .

How can I create a careers site with an ATS?

If you’re ready to get started, the place to start is finding an ATS that works for your company. Perhaps you’re already using one? Then this should be your starting point. Investigate whether the ATS that you’re using offers a careers site builder. If not, there are a number on the market that do.

Once you’ve selected an ATS that matches your needs and features a careers builder, the actual building will be relatively straightforward. Each ATS provider should have an easy-to-follow step-by-step guide for creating a branded careers site.

Source: https://recruitee.com/articles/create-careers-site

Using Data-driven Hiring to Edge out the Competition

Wed, 24 Jan 2024 23:06:41 GMT

When times are good, and business is booming, companies can afford to make a few mistakes and sweep a few imperfections “under the rug.” And that’s okay. No process is perfect. However, when business slows down and it’s time for spring cleaning, what was swept under the rug comes to light.

In other words, during periods of quick growth, companies tend to sacrifice quality of hire for speed. The effects of these decisions surface most clearly when the pace slows down. That can be a sobering moment for companies that stop and take stock of the decisions that worked for them and the ones that worked against them. Recruiting efficiency is an area that is quickly and clearly exposed when this happens. The inefficiencies and the lack — or absence — of sound hiring practices can be seen in cost per hire, turnover, and retraining costs.

To find improvements in any process, businesses look at data.

Data, data, everywhere

We’re not talking about boiling the ocean, but there is meaningful information that can be gathered and put to use everywhere in the recruiting process. Hiring leaders who do not operate with this mindset leave money on the table, which again, is easy to measure in terms of increased cost per hire, decreasing retention, or unsustainable retraining costs.

Without data measurement, organizations cannot optimize for “all-weather” efficiency.

Smashfly CMO Lori Sylvia goes all in on the importance of measuring talent data when she says, “If you can’t measure it, it didn’t happen.”

This is not a call to recruiters to build sophisticated data models, but rather to critically think about how data can help determine who they should be hiring for and how they can best appeal to them.

Knowing that data is all around us, the question needed to make use of it is: “What data points are the most meaningful to me for this process?” Here are a few tips for recruiters — of all levels — to make leveraging data easy, impactful, and second nature.

Ask yourself who fits into the talent pool for your business

The last part is important here. Someone may check all the boxes for the job description and still not succeed at your organization. It can come down to various factors, like culture, level of training, the ability to multitask, or teamwork. Whatever the reason is, hiring success depends on going a level deeper into the candidate profile than the resume.

Let’s go over an example where the goal was to reduce the number of conversations and increase the quality of conversations with candidates. Brendan Browne, VP of Global Talent Acquisition at LinkedIn, was looking for candidates to fill an engineering role. They took a quality-affinity approach that measured the candidate’s qualifications (their quality) and how highly they thought of the company (their affinity). The criteria for affinity included asking three yes/no questions:

Do they follow the company?
Do they share relevant content on their profile?
Do they have a meaningful first-degree connection?

Upon reaching out to candidates who ranked higher in affinity, the team experienced a 57% increase in the response rate.

There was nothing highly technical about the process. It just came down to the team figuring out what data points from each candidate were meaningful to collect. It’s an easy exercise that can be applied across companies and roles.

Take a microscope to your outreach

Keep track of your messages. Recruiters shouldn’t shy away from testing new copy, subject lines, and time of day for their candidate outreach. It’s the most obvious yet overlooked metric to gauge the effectiveness of your outreach. Doing this enough will give you a sense of what tone is resonating most with your candidate pool.

To have reliable data, one cardinal rule is to test one thing at a time. For example, measure how two different groups react to a different subject line or call-to-action alone rather than changing both at the same time.

If your message has reached a point where you feel it is well and truly optimized and it’s still not meeting your goals, shift your focus to identify weak spots in the candidate journey. There may be moments where engagement is dropping off for enough candidates, signaling a trend to address with an alternative approach — and then measure the success of.

Think about who else is talking to your dream candidate

Chances are, the competition is also talking to the same candidates as you. Keeping tabs on competitor hiring activity can help inform your hiring strategy. Think about what the hiring experience is like for the candidate when they talk to you, versus the competition. Check out competitors’ job descriptions and ask yourself:

How do they communicate the employer value proposition to prospective candidates?
How candid are they about the salary and benefits they’re offering?
How much of the company culture and company values shine through in the description?
How easy or intuitive is the application process?
Do they show the prospect genuine gratitude for their consideration?
What would I look to improve in this experience?

Doing this, even once in a while, helps make sure you’re not falling behind the competition and gives you an opportunity to raise the bar by brainstorming and implementing improvements to your candidate experience.

Being data-savvy is simply knowing how to answer your biggest questions

For recruiters, useful information is everywhere. The easiest way to benefit from a data-driven mindset is not to overthink it. Simply start asking questions about any aspect of your recruiting process, and then take measurements to uncover answers.

The more confident you are about the data you have on talent, their affinity for your company, and your competition’s practices, the better your process will be in finding and appealing to the best candidates.

Source: https://theundercoverrecruiter.com/data-driven-hiring/

Tips for hiring Aboriginal employees

Thu, 11 Jan 2024 01:37:22 GMT

Culturally-sensitive and effective interviewers know the background, experience and culture of the job candidates they interview and respond to each candidate on the basis of individual merit. By understanding that limited availability of work, lack of training opportunities, distance from major economic centres and a variety of personal factors may be responsible for inconsistent work records, the interviewer can more accurately assess an Aboriginal candidate’s resume.

When conducting interviews with candidates from different cultures, the interviewer must be alert to a variety of scenarios. For example, silence following a question may mean something vastly different to an Aboriginal person than to a non-Aboriginal person; similarly, a verbal communication in one culture may have no meaning in another.

To accurately evaluate an Aboriginal candidate, use the tips below to avoid the most common pitfalls of cross-cultural interviewing.

Basic Aboriginal Culture Differences

Community is the foremost of all values
Oral is preferred over print
Goals are met with patience
Work is often motivated by group need
Silences are acceptable
Listening skills are prized
Soft spoken words carry farthest
Nodding signifies understanding not necessarily agreement
Group praise over individual praise holds a higher value

Basic Guidelines for Interviews

Cultural differences don’t always mean visible features are present
Cultural differences may explain uncommon behaviour
Avoid stereotyping candidates
Assess each candidate on individual merit
Prepare the candidate, in advance, by “walking” them through the interview process

Interview Setting Guidelines

Create a degree of informality to reduce anxiety and intimidation
Be inclusive in selecting the interview board
Prepare board members for cultural sensitivities prior to an interview with an Aboriginal person

Resumé Evaluation

Examine the resume for hidden skills and competencies that an Aboriginal person may place less importance on
Explore work experience to determine true work habits and abilities
Relate experience to formal qualification, not formal education

Guidelines for Questionnaires

Understand that certain evaluation tools are biased and can potentially penalize Aboriginal candidates based on cultural grounds
Understand that Aboriginal people are often reserved
Aboriginal people may prefer to listen and learn in certain situations as opposed to displaying or discussing their talents
Be aware that many Aboriginal people believe it is distasteful to focus on themselves. As such, they will speak about group accomplishments as opposed to individual accomplishments

Source: https://www.iworks.org/en/resources/inclusion-tips/hiring-aboriginal-employees

Tackling the Indigenous Employment Gap

Thu, 11 Jan 2024 01:22:28 GMT

Aboriginal and Torres Strait Islander people make up 3.3% of Australia’s population. However, attempts to achieve proportional representation in the workplace are consistently falling short.

As of 2018, only 49% of Indigenous Australians had some form of employment, compared to 76% of non-Indigenous Australians . This is known as the Indigenous Employment Gap, and despite good intentions in the decade to 2018 this gap had only closed by 1.3%.

A ustralians and their employers want to do better. Recent LinkedIn research found 7 in 10 Australian workers want to learn more about Indigenous culture , however more than half are worried they’d ask the wrong questions.

LinkedIn believes the fear of tough conversations shouldn’t be a barrier to collaboration and ultimately progress. So we asked Sara Stuart, Indigenous Employment Partners Founding Partner to lead a conversation with some of the nation's top HR and talent professionals about understanding the Indigenous Employment Gap, creating a platform to share learnings, insights and thinking on Indigenous employment strategies.

Here we reveal the high level insights shared during the workshop, which included some of Australia's best Indigenous employers, those who are striving to do better, and those who are beginning stages of this important journey.

"If something seriously doesn't change to close the gap now it will take another 200 years. So, let's talk about the elephant in the room, what's not working and why might it not be working." Sara Stuart

START THE CONVERSATION WITH LOCAL COMMUNITY

The 2022 Indigenous Employment Index revealed that across surveyed companies average Indigenous employment was at 2.2%. For workplaces to better reflect the population, the parity target is 3.3%.

For organisations committed to achieving parity, the first step is acknowledging this gap exists because of discrimination. Tackling historical and existing prejudices and racism doesn't happen overnight, but it doesn't happen at all if you don't recognise its ongoing impact on Aboriginal people. Sara recommended organisations consider their own historical impact their sector may have had on people, whether through exclusion or exploitation.

While these conversations can be uncomfortable, organisations don’t need to navigate them alone. As a first principle, conversations about Aboriginal people won’t result in meaningful change without their involvement and input, so establishing connections with the local community is important.

The group shared some first principles for meaningful engagement with the local community.

● Do the research about whose land your organisation works on and connect with the elders of that country. Vitally this can’t be a token or one-off conversation instead make it an ongoing dialogue by listening to their stories and identifying new opportunities to work together. Developing these relationships will give tangible meaning to closing the Indigenous Employment Gap
● Recognise the role your organisation can have in the community beyond employment - a job is about more than just the individual, but is significant to their families, neighbourhood, and broader community
● Preference using Aboriginal social enterprises for procurement, art, and throughout your supply chain or business network
● Prioritise how your organisation could donate its services or product back into the community

PRACTISE CULTURAL SAFETY

"If Aboriginal people are not working for you already, why? Are you not a safe employer? Do we not know who you are?" Indigenous participant

As the workshop reflected, often turning these conversations into meaningful change within the workplace is where momentum falters. So, beyond the why, how does an organisation make itself a safe place for everybody to work?

Cultural awareness is something all talent wants more of. LinkedIn found 86% of workers surveyed are interested in participating in cultural sensitivity training, with 91% from companies over 1000+ people interested.

There is no one single Aboriginal opinion, preference, or culture. Across Australia there are more than 500 clan groups, each with their own language and rules. Before focusing on how to employ Indigenous and Torres Strait People, consider is your organisation a safe place to welcome them?

The group reflected on some of the key insights into creating culturally safe workplaces.

● Cultural safety is not the responsibility of the marginalised group, it requires company-wide education, engagement, and commitment
● Every staff member should write their own Welcome to Country or Acknowledgement of Country, know the land they live and work on, and be educated on the different responsibilities people carry in their lives
● Cultural loading is real and harmful. Assuming Aboriginal staff will be responsible for holding a NAIDOC event, resolving disputes, or are subject matter experts on all things Indigenous is not only unfair and tokenistic engagement, but it also doesn't foster broader workplace change. Ask people if they want to be involved and to what extent
● Consultation with Aboriginal staff should be resourced and ongoing - cultural safety and education isn’t a one off measure, it should be evolving and developing
● Job design matters. Be aware of someone’s responsibilities and obligations outside of work and demonstrate this by making sure flexibility and extra support is there if needed
● A person’s commitment to the community goes two ways - they may help foster excellent relationships, but they also have to manage expectations about opportunities. Check in regularly about this

LANGUAGE MATTERS - FOCUS ON BELONGING

Recruitment for many organisations remains a key barrier. Often Sara said organisations want to hire Aboriginal people but aren’t aware the language they’re using can be a real barrier to people applying.

There are some key ways to make your job ad more attractive:

● For many Aboriginal people seeing prerequisites listed on a job description can be a barrier to applying. Describe what the job actually is, rather than a description of the person who was last in the role
● Consider whether job titles, desired qualifications, and the corporate language is needed because it can be intimidating. Use relevant and belonging language that is culturally appropriate in branding and job advertising to target specific and different communities
● Identified and designated roles are a major green flag for Indigenous and Torres Strait Islander applicants. This means that the organisation is specifically hiring for their valuable skills and life experience. These roles can take longer to fill but if an organisation is committed to Aboriginal employment then this should feature in all workforce planning

WHAT GETS MEASURED, GETS DONE

Setting targets and incorporating them into workforce planning works. But hiring Aboriginal people is about more than having a percentage of your total employment footprint - be holistic in your approach.

Survey results from the Indigenous Employment Index found a lower retention rate of Indigenous employees compared to non-Indigenous employees. Creating pathways that invest in people will not only support people to grow and develop in your organisation, it will also make you an attractive employer.

● Nothing spreads faster than the Koori grapevine. If you establish a reputation as an employer that provides opportunities for career progression that will be recognised and recruitment will become easier
● Set realistic targets. If your organisation currently has no Aboriginal people employed, setting a goal of 10% by 2023 isn't necessarily achievable and may even disincentivize hiring teams from trying
● Take a long term view, many organisations said connections with schools and universities were creating a talent funnel for them
● Don’t see someone moving on from your organisation as a loss. Maintain the connection and view their success as a reflection of your organisation’s commitment to closing the gap

"There is no excuse for not finding indigenous talent today. There are a lot of talented, skilled Indigenous peoples - you're not doing enough - maybe you're brand isn't attractive enough. We are all fishing in the same pond for the same talent - what is your organisation doing that makes me want to come and work for you?" Indigenous participant

Source: https://business.linkedin.com/talent-solutions/recruiting-tips/thinkinsights/tackling-the-indigenous-employment-gap

Welcome Aboard? 7 Employee Onboarding Mistakes That Organizations Often Overlook

Fri, 15 Dec 2023 00:14:46 GMT

Summary: Why do some corporations fail to hold on to their hires in the long run? Mistakes in the early stages of onboarding might be the culprit, leaving a bad impression on employees who choose to move on.

Mistakes Many Businesses Make When Onboarding Employees

Onboarding is an employee's introduction to a business's core values and culture, as well as their key responsibilities. Statistics show that over 45% of workers quit their jobs within the first year of employment. Two of the most common reasons are a lack of career development opportunities (20%) and declining well-being (9%). Usually, a problematic and unorganized working environment is evident from the very first day, and employees are able to detect it right away. Businesses make onboarding mistakes that cost them their workforce and put a strain on their resources. While it may be challenging to look back and pinpoint where the onboarding issues lie, corporations must adopt this behavior to retain top talent.

7 Onboarding Errors Organizations Must Avoid

1. Neglecting Cultural Adaptation

A study showed companies that focus on cultivating a healthy culture enjoy a 40% higher employee retention rate. When a new hire enters a workplace, they need to fit in and feel like an equal member of the team. An HR manager must paint a perfect picture of a company's culture and explain how coworkers are expected to behave. This way, a new employee can relate to the core values and start contributing to the business's mission and goals. Furthermore, a corporation that has a strong cultural identity is able to attract top talent that stays with them in the long run. A survey revealed that 56% of job seekers prioritize a good company culture over a high salary. As a result, employees who align with the company culture will strive to meet personal and corporate goals.

2. Not Providing Feedback

Every employee wants to be effective and helpful in their positions; feedback is a vehicle toward achieving that. Managers and mentors must maintain a close relationship with employees and foster open communication. They should encourage employees and mention their achievements and the areas that require improvement. If workers are facing struggles, managers must guide them and offer advice. Enforcing negative feedback discourages new hires, especially when they rarely get positive comments. Feedback should be tactful and give individuals a sense of freedom and accountability. At the same time, a corporation must be open to feedback from its employees.

3. Ending Onboarding Way Too Soon

One commonly repeated onboarding mistake is when onboarding concludes after only a few days. The first days or weeks at a new job can be daunting, as employees are faced with copious amounts of information. New knowledge and training are impossible to absorb all at once. Individuals need time to sleep on it and start putting theory into practice. During this process, they may require a mentor to be available in case they stumble upon problems. Onboarding should typically last 3–6 months. In some cases, businesses continue their onboarding practices for up to a year.

4. Overwhelming Employees With Reading Material

On the very first day of onboarding, many employers make the mistake of presenting stacks of reading material and online courses to their new hires. This will only make individuals feel overwhelmed instead of speeding up their onboarding process . Additionally, people tend to lose focus when reading long documents, so their training experience isn't as effective. Alternatively, businesses must create sections and incorporate video and other forms of media to communicate their learning material better. In some cases, they can even add quizzes at the end of each section to test a learner's knowledge. Many corporations ask their new employees to fill out all of the necessary administrative forms on their first days at work. While this is important, it can be spread out in the first few weeks so that your new recruits aren't overwhelmed.

5. Not Providing The Necessary Equipment

Another onboarding mistake is failing to provide new employees with the necessary equipment to help them be productive. For traditional workplaces, setting up a functioning desk with a comfortable chair and a computer is mandatory. For remote workplaces, it's important to send new hires their work laptops, phones, and any other tools. In both instances, the technological gadgets should include all the apps and software an employee will need to perform their daily tasks. The IT department must explain to employees how to use their equipment and inform them about their safety and security protocols. Setting up strong passwords, encryption, and two-factor authentication (2FA) are important topics of discussion.

6. Not Addressing Generational Differences

Five different generations coexist in today's workforces around the globe. Instead of considering it a hurdle, employers should lean on the benefits of a multigenerational workplace. They must also take into account the different needs and learning abilities of each individual. For example, a Gen Zer might feel more comfortable accessing all the information digitally versus in printed form. But managers shouldn't decide based solely on ageist stereotypes. It's best to ask each hire about their preferred onboarding method.

7. Not Personalizing The Onboarding Process

Typically, organizations have standard onboarding processes that every employee goes through. But it's necessary to make modifications to assist individuals based on their learning requirements. Not everyone learns the same way or at the same pace. Some people pick things up quicker and can work independently or with minimal supervision after a very short amount of time. On the other hand, some employees require extra assistance and guidance through the first weeks and months of onboarding. Therefore, individuals should not feel like they are left behind. They must be certain that someone is by their side for anything they need and that it's perfectly fine if they take longer to complete a task. For example, instead of sending generic emails, arrange video calls and talk to employees face-to-face. Show them what their schedule for the next few months will look like and arrange weekly meetings.

Conclusion

Onboarding is often treated as a paper-filling activity and reading assignment that should be wrapped up as quickly as possible. However, the end goal should be to train each employee efficiently and introduce them to the corporate culture. Instead of stressing new hires with a heavy workload, businesses must ease them into their daily tasks and give them enough time to familiarize themselves. This may take them a bit longer to become fully productive, but it guarantees higher satisfaction rates and long-term collaboration.

Source: https://elearningindustry.com/welcome-aboard-employee-onboarding-mistakes-that-organizations-often-overlook

The Future of Recruiting: Priorities and Investments for 2024

Mon, 11 Dec 2023 03:43:58 GMT

With all the headwinds recruiting teams have seen in recent years, how do they perceive the coming year and what investments will they make going into 2024? The good news is that HR decision makers and recruiters are both realistic and optimistic for the future of recruiting.

Recruiting outlook

Based on data from the 2023 Employ Recruiter Nation Report , more than half of talent professionals (57%) believe within the next 12 months, hiring new employees will be at least somewhat challenging, mostly because there are not enough quality candidates (58%), because of competition from other employers (46%), fewer recruiters or recruiting resources (43%), and more employees leaving the organization (41%).

The challenge of not enough quality candidates is anticipated more within SMBs (63%) than at large enterprises (48%); however, more than 4 in 10 recruiters from enterprise companies believe they will have more open roles to fill (42%) versus 23% at SMBs.

Recruiting volatility

When it comes to fluctuations in the coming year, recruiters have mixed opinions. While one in three recruiters do not believe the next 12 months will be volatile in recruiting, half of all talent acquisition professionals do think hiring will be turbulent into 2024.

The future of recruiting

At the same time, HR decision makers are extremely optimistic about the future of recruiting. An incredible 86% of talent practitioners shared that they are positive about what the future of talent acquisition holds, while only 8% are not. So, while volatility is expected, optimism remains.

Where talent teams plan to invest in 2024

Investment outlook

One important consideration for talent acquisition teams is the ongoing investment made to their function. The good news: investment in recruiting will likely increase or remain stable in the coming year.

Over the next 6 to 12 months, an overwhelming majority of talent acquisition professionals expect to either increase (61%) or keep their recruiting spend the same (29%). Spending increases are more likely expected in medium-sized companies (70%) versus 58% at enterprises and 47% in small businesses.

Talent teams that plan to increase their recruiting spend will most often do so by increasing their budgets for new recruitment technology purchases (50%), expanding existing recruitment technology stack (47%), new recruiting team role hires (47%) and job advertising (47%), investing in additional team training (46%) and investing in recruitment process outsourcing (RPO) (43%).

Technology investments

From a technology perspective, more than half (59%) of the budget increase will come from AI-powered recruiting tools, followed by diversity, equity, and inclusion (DEI) initiatives (50%), candidate relationship management (CRM) (48%), applicant tracking systems (ATS) (47%), career site (39%), sourcing technologies (36%), job boards (34%), and offers and onboarding (30%).

No matter where each organization falls, continued investment should be a priority to help recruiters feel more supported in their roles. Business and talent acquisition leaders must support recruiters in reducing manual tasks through recruiting AI and automation technology, so recruiters can do what they do best — focus on the human aspects of recruiting.

Diversity, equity, and inclusion (DEI) initiatives

Candidates today are emboldened more than ever to seek out roles and companies that match their own values. They want a supportive and inclusive workplace culture that affords equal opportunities to each team member and makes people feel included in the success of the business. In a competitive hiring environment, companies must clearly communicate their commitment to DEI and demonstrate program effectiveness to attract top talent.

When it comes to investment for 2024 hiring initiatives, three quarters (75%) of HR decision makers reported that their organization will place more emphasis on diversity hiring. Recruiters who have been successful in attracting talent indicate they focus on the diversity, equity, and inclusion (DEI) efforts of their organization. This enables recruiters to connect with candidates who recognize the value of these initiatives in the workplace.

Specific areas for improving diversity hiring

Looking to 2024, talent teams report that the top three areas their company has specific goals to improve in diversity recruiting are race/ethnicity (47%), gender (44%), age (36%), and LGBTQ+ (26%). But there still is a long way to go. With nearly one-third of talent teams indicating they have no specific goals, it will take continued focus and consistent efforts to improve DEI for the long-term.

Businesses that have a wide diversity of representation in employee ability, gender identity, ethnicity, neurodiversity, familial status, and personal beliefs are more likely to succeed in their industries compared to others that don’t. It’s become a key metric for success that it’s now an evaluation category for the Fortune 500 list, reminding companies just how important it is to consistently improve their organizational DEI — and proving that the best lead by example.

Recruitment process outsourcing

Recruitment process outsourcing (RPO) provides a different approach to recruiting. RPO is when an organization outsources or transfers some or all of its recruitment process to an external partner.

An RPO provider acts as an extension of an organization’s talent acquisition team and offers scalable resources to fill open roles quickly and efficiently. The RPO team works directly with the internal HR team, hiring managers, and the business to define recruitment success and executes against agreed upon objectives to achieve successful outcomes, including time to fill and quality of hire.

According to Employ data, 55% of HR decision makers are considering outsourcing recruitment in 2024. And while RPO is not for everyone, a growing number of companies are looking to RPO to ensure they stay competitive in an unsteady job market.

One of the main benefits of working with an RPO provider is that it frees up internal resources so that the business can focus on other strategic talent acquisition priorities.

RPO teams also ensure internal talent teams have real-time information and data on requisition health, and other key performance metrics, including time to hire, quality of hire, recruiting efficiency, source yield, and daily activity to keep the business in the know and able to report on recruiting effectiveness.

Move forward with confidence

Talent teams have tackled unimaginable challenges caused by global events, labor market changes, and economic conditions. Looking forward, the opportunity for talent acquisition is limitless. And it’s why talent acquisition professionals remain optimistic for the future..

Source: https://www.lever.co/blog/recruiting-priorities-and-investments/

How to Align HR Strategy With Business Strategy

Mon, 11 Dec 2023 03:37:33 GMT

Strategic planning is the process of determining the organization's long-term objectives and establishing the goals necessary to achieve them. The process involves an in-depth analysis of current and anticipated conditions that may affect the organization's ability to achieve its mission.

A business strategy is a future-oriented plan for creating and maximizing competitive advantages to accomplish the organization's mission. To successfully execute that strategy, each function within the business needs to align its departmental strategy with the overall business strategy.

However, it is easy for functional and departmental leaders to slip into a narrow "silo" perspective of their strategy. After all, each function has distinct areas of responsibility - finance and accounting, sales and marketing, operations, HR, information technology and production. But aligning individual departmental strategies with the overall business strategy helps the business plan to be executed efficiently.

The HR function, more than other functions, is involved in and affects the operation and execution of all the other business functions. This is identified most readily in HR's enterprise-wide staffing responsibility, but extends to the entire life-cycle of employment. The HR function intersects and affects the other business functions in the following areas:

Talent acquisition;
Performance management;
Training and development;
Employee retention and engagement;
Employment law compliance;
Compensation and benefits; and
Safety and security.

Therefore, properly aligning the HR strategy with the organization's business strategy is critical to achieving the organization's mission.

Alignment is the connection of strategy and execution through communication. Aligning strategies requires HR to:

Understand the business strategy;
Assess current conditions;
Plan and implement the HR strategy; and
Measure and evaluate results and adjust as needed.

Communication within the HR department and with leaders of the other business functions is key to accomplishing the following steps.

Source: https://www.xperthr.com/how-to/how-to-align-hr-strategy-with-business-strategy/25353/

HR COMMUNICATIONS STRATEGY

Mon, 11 Dec 2023 03:37:31 GMT

In a corporate setting, the human resource department usually works closely with the communications team to formulate and implement campaigns to increase employee engagement.

Table of contents

The benefits of an HR communications strategy

How to develop an HR communication plan

Topics to include in your human resources communication strategy

DeskAlerts for HR communications

HR and the corporate communications team can also work together to make announcements and publish information that is important for employees to know about. This could range from new policies on promotions, attendance, or job appraisals, or winning employee support on key HR issues such as training and development.

Unfortunately, when HR communication is lacking, employees may not fully understand their responsibilities and job priorities. When they don’t have the information they need to align the work they do with the company’s overall business goals, the organization may fail to reach its objectives.

According to a Salesforce survey , 86% of company executives feel that ineffective communication is a major cause of business failures.

THE BENEFITS OF AN HR COMMUNICATION STRATEGY

A company’s HR strategy should set the tone for the way that the organization operates internally which can then determine how it is seen by the rest of the world. The strategy should aim to create the various expectations of conduct by employees, set the expectation of the workplace culture and also include all the benefits, policies and procedures that employees receive or must adhere to in the conduct of their employment.

A comprehensive HR communications strategy is necessary to let people know about the HR strategy. It outlines the information that the communications department, in coordination with HR, will disseminate to an organization during a defined period of time. Without proper communication in human resources, staff, supervisors, and department heads may be confused about, or may not know about, certain HR policies and functions.

HOW TO DEVELOP AN HR COMMUNICATION PLAN

Developing an HR communications strategy usually involves the following steps:

1. DEFINING OBJECTIVES.

The starting point of an HR communications strategy should be defining the objectives of the campaign. This provides both HR and the corporate communication team clear directions to carry out the campaign activities.

For example, the HR team may want to promote a new training program for employees wanting to fast track their careers and become supervisors in the near future. The goal of the campaign may be increasing the level of awareness of the employees about this program, and boosting the number of applicants and participants.

2. DEFINING AUDIENCES.

The HR communications strategy should include a clearly defined target audience. Is the campaign targeted towards entry-level employees? Or is it geared towards workers who have spent more than five years in the company? By defining the target audience of a campaign, it will be easier for the HR and communications teams to craft key messages.

3. IDENTIFYING TOOLS.

The HR communications strategy should also outline the appropriate tools, templates, and techniques for the delivery of the campaign. Traditional communication tools like flyers, brochures, and posters can be used for this purpose. Corporate communicators can also design a logo for the campaign to create a sense of uniformity.

Digital communication tools such as online newsletters and email may also be used as part of an employee awareness campaign. These channels are usually cost-effective and easy to use.

Communication using corporate social media may also be considered especially for companies with younger staff. Audio podcasts, videos, forum topics and even blogs may also be effective in communicating with a younger audience.

4. SETTING A TIMELINE.

HR and comms also need to agree on a timeline or schedule. Would the campaign last for a few weeks, or would it be a year-long campaign? By clearly defining the timeline of the campaign, the corporate communications staff will be able to know when to create outputs. It can also keep the entire team on the same page as far as deadlines and deliverables are concerned.

5. APPRAISAL/EVALUATION.

Any HR communications strategy, or communications campaign should be subject to appraisal or evaluation. Evaluation can be done through online surveys that can gather feedback from the target audience on the campaign material they have received. Focus groups with managers and staff may also be conducted to gather information and feedback.

Employee feedback can then be used to guide any revisions to the program that HR and communications team may incorporate in the future.

TOPICS TO INCLUDE IN YOUR HUMAN RESOURCES COMMUNICATION STRATEGY

There are so many different policies, programs, benefits and initiatives in place in most organizations, they can be unnoticed or under-utilized without effective HR communication strategies in place.

Adjacent to your HR communication strategy, you can create a content plan that includes an HR calendar of activities for 2022 including the following topics:

Communicating benefits to employees including how to maximize them.
Providing information about compensation including bonuses, stock option plans and other remuneration.
Reminding employees about your diversity, equity and inclusion policies and protocols including appropriate conduct in the workplace and hiring impacts.
Developing onboarding communication tools for new employees so that they have consistent experience joining the organization and understand its culture (including online onboarding ).
Developing a schedule of learning and development opportunities and promoting them.
Providing updates about the COVID-19 situation and how it is affecting your workplace. Do employees need to work from home? Are there mask mandates in place? Do you require them to have vaccines or booster shots? (Download our sample return to work letter from employer to employee where you can include these and some other questions).
Reminders about the employee performance management system and communicating why it is important.
Communicating reminders about policies and procedures.
Employee reward and recognition.
Job opportunities.
Information about health and wellbeing programs.
Information about corporate events.

DESKALERTS FOR HR COMMUNICATIONS

DeskAlerts is used by many companies to deliver important HR communications to their employees.

There are many tools and features that make it an ideal delivery system to ensure that they can reach employees no matter where they are.

This includes being able to deliver information straight to computer screens, bypassing the email system, and guaranteeing that the information will be seen. You can also send information to cellphones and tablets.

Information can be sent via pop-up notifications or scrolling ticker alerts . HR communications campaigns can be run visually via tools such as corporate screensavers , corporate wallpaper , digital signage displays or sending video messages .

You can schedule content in advance, or send in real time. And you can also send to different groups of employees.

DeskAlerts also enables you to send surveys, quizzes and polls so you can get feedback in real time or test employees’ knowledge. This type of surveys appears directly on the employee computer screen bypassing email which guarantees high visibility and less time for getting feedback from all employees.

HR communication is the backbone of success in any organization: it keeps your employees connected and informed about core priorities, policies and procedures. If you’d like to find out how to overhaul your HR communications, get in touch with our expert team today to schedule a free demo of DeskAlerts.

FREQUENTLY ASKED QUESTIONS

HOW DO YOU DEVELOP AN HR STRATEGY?

There are a number of factors you should consider when you are developing an HR strategy for your organization. These include:

Understanding the current needs of your business
Identify any skills gaps in being able to fulfill these needs
What do people contribute to the business's bottom line
Consider the strengths, opportunities, threats and weaknesses for the organization with regard to capability
What gaps exist between what you would like to happen and where the organization is now with staffing
Consider factors such as training and development, building management capability, organizational development, appraising performance, employee engagement, rewards and recognition.

WHAT IS AN EFFECTIVE HR STRATEGY?

An effective HR strategy is one that has a strategic plan to deliver the following to the organization:

Salaries that are competitive within the industry
Attractive benefits packages to attract and retain employees
Opportunities for promotion
Ongoing training and development opportunities
Frequent communications
A good workplace culture
Employee autonomy
Flexibility

WHAT IS HR COMMUNICATION?

HR communication is a process that involves information being sent from HR to employees and from employees up to HR. Free flowing communication will give employees a clear understanding of priorities while HR will be able to gather feedback.

WHAT DOES AN HR COMMUNICATION SPECIALIST DO?

An HR communication specialist is responsible for planning, developing and delivering internal communications programs aimed at employees to boost engagement and improve information flow.

HOW DO HR COMMUNICATE WITH EMPLOYEES?

Human resources departments communicate with employees in a variety of ways. This can include:

Email
Pop-up alerts
Desktop tickers
Intranet content
Webinars
Off line and virtual town halls
Digital signage
Posters
Internal marketing materials
Screensavers
Newsletters

WHAT ARE THE BENEFITS OF GOOD COMMUNICATION AS AN HR?

When HR invests time and effort into ensuring best practice communications, the following benefits can be seen:

Trust is built between employees and management
There is improved loyalty by team members
Employee engagement is enhanced
Teamwork is improved
Productivity is improved
Greater collaboration and innovation
Improved problem solving
Better relationships with external clients and customers

WHAT ARE THE 5 COMMUNICATION STRATEGIES?

Five positive strategies that can help to improve HR communication include:

Always taking time to think carefully before speaking.
Make sure communications are appropriate and delivered at the right time.
Be open to and respectful of differences in opinion.
If you make a mistake, own it.
Show compassion.

Source: https://www.alert-software.com/blog/how-to-formulate-an-hr-communications-strategy

The practice of Fear Setting to compliment Goal Setting

Mon, 04 Dec 2023 23:57:26 GMT

I’m sure you’re familiar with the practice of goal setting.

Successful athletes, entrepreneurs, executives, and artists tend to be keen goal-setters. It’s effective because it’s an exercise of organising your mind and resources to make the most of your time and energy.

At its essence, goal-setting is a personal developmental action plan. Whether that takes place in the privacy of your journal, a performance review, or conversations with close friends, it forces you to consider your aspirations and your determination.

Fear Setting?

Tim Ferris is a modern day polymath . He’s a tech-investor, best-selling author, and podcaster who attributes his success to an exercise he calls fear-setting.

In his own words, fear setting is “an operating system for thriving in high-stress environments. It’s a way to visualise all the bad things that could happen to you, so you become less afraid of taking action.”

In his TED Talk, “ Why you should define your fears instead of your goals ” Ferris prompts us to fully envision and record our fears in detail.

He says that gaining an understanding of what gives us anxiety can help us overcome them when it becomes time to make important decisions. These fears can stem from money, health, lack of approval, relationships, etc.

In a similar narrative regarding fear, author Elizabeth Gilbert gives one of my favourite analogies on fear. Gilbert says that fear is an excellent companion to have on the road trip we call life — but it should never drive the car.

Fear is necessary for our survival. It’s the guide that keeps us out of danger, however, it becomes a problem when it takes the wheel and stops us from taking chances for growth.

Are you afraid to ask for that promotion in fear rejection?

Do you fear proposing your project because it might fail and make you look bad?

Do you have a fear of crowds and therefore networking events are dreadful for you?

These are some of the narratives fear can get in the way of reaching those goals you’ve set for yourself. In this way, fear-setting is a beneficial practice to have along side goal-setting.

Much of our fears stem uncertainty—especially when it comes to emotional responses to stressful situations. What this practice does is help us analyse the things we can and cannot control.

Fear setting is composed of three main parts:

1. What if I…

Define— the more detail, the better— a list of the worst possible scenarios that could occur if you asked for that promotion. Instead dwelling on the horrible outcomes of what could occur, create a contingency plan to help you better prepare against failure.

Even if all the fire alarms go off in the worse possible scenario, your life is unlikely to end right then and there. If failure is what you’re dreading are there people you could go to for help and mentorship to better help you prepare?

2. What are the benefits?

This is my favourite part of this exercise. What will you gain from this success or partial success?

In this scenario, your boss passes you over for the promotion simply because you aren’t ready and they chose a more qualified candidate.

The partial success I can see from this situation is now your boss knows you’re interested in growing in the company, and you now have constructive feedback to work with to pursue your goal

3. Determine the cost of inaction

What is the outcome of not asking for that promotion? Use your imagination and make it detailed. If you don’t go for what you’re after, what is the outcome of remaining in the same situation look like months or even a year from now?

Sometimes we get so swept up in what could go wrong, that we don’t recognise that the status quo that comes out of inaction is sometimes even more dismal.

Source: https://www.majerrecruitment.com.au/fear-setting/

The Importance of Employee Value Propositions for Attracting Top Talent

Mon, 04 Dec 2023 23:57:25 GMT

In today's competitive job market, attracting and retaining top talent is crucial for the success and growth of any organisation. More than ever before, companies need to go beyond offering competitive salaries and benefits. Flexible workplaces, diversity and inclusion, career development and volunteer leave days are just some examples of what many candidates are looking for when it comes to seeking out their next employer.

Employers need to craft a compelling Employee Value Proposition (EVP) that sets them apart from other employers. An EVP showcases the unique value an organisation provides to its employees and is a powerful tool for attracting new talent. In this blog post, we'll delve into why having a well-defined EVP is essential for organisations.

Defines the Organisational Identity

An EVP defines what it's like to work for a particular organisation. It encapsulates the company's culture, mission, vision, and values, providing a clear identity that existing and potential employees can connect with. A strong EVP paints a vivid picture of the organisation's purpose and what employees can expect in terms of work environment and opportunities.

Attracts the Right Talent

An EVP helps in attracting individuals whose values align with those of the organisation. When potential candidates resonate with the EVP, they are more likely to be engaged, productive and committed employees. By focusing on the EVP, organisations can attract talent that, not only has the necessary skills, but also fits seamlessly into the company culture, creating a BestFit scenario.

Enhances Recruitment Efforts

Having a compelling EVP can significantly improve recruitment efforts. It gives recruiters a powerful tool to effectively communicate the organisation's unique value proposition to prospective candidates. When candidates clearly understand the benefits and values offered by the company, they are more likely to be excited about the opportunity and, ultimately, accept the job offer.

Boosts Employee Engagement and Retention

A well-crafted EVP sets clear expectations for employees, making them more likely to stay with the organisation. When employees understand the unique advantages they gain by working for the company, they are more engaged and committed to contributing to the company's success.

Encourages Advocacy

Employees who are satisfied with their EVP are likely to become brand advocates. They spread positive word-of-mouth about their experiences, attracting more talent to the organisation through referrals.

To summarise: having a well-defined Employee Value Proposition that has been crafted in consultation with the organisation’s employees, is imperative to attract top talent in today’s market. It sets the foundation for a strong employer-employee relationship, enhances recruitment efforts, and fosters a culture of engagement and growth. As the job market continues to evolve, organisations must invest in crafting an EVP that not only attracts new employees but also retains and inspires the existing workforce, ultimately leading to more success for all.

Source: https://www.chandlermacleod.com/the-importance-of-employee-value-propositions-for-attracting-top-talent

4 Desirable characteristics hiring managers look for in new hires

Mon, 04 Dec 2023 23:57:22 GMT

We all have an idea of what employers want to hear in a job interview. If you need a hint, you’ll find no shortage of articles on the web to help you formulate the best answer to those tricky interview questions.

Having the “right” answer isn’t necessarily as important as letting your personality shine through in the job interview. What matters most to recruiters is matching the new hire to the company’s cultural fit and values. Having an awareness of one’s personality traits and understanding of those strengths is an invaluable compass to help you navigate through your job hunt.

As many employers know, a candidate’s attitude and personality play an important part in predicting success in the workplace. It’s the interviewer’s role to sift through the premeditated interview answers and dig deeper to uncover the candidate’s personality.

In many ways, personality traits are just as important as the technical skills needed for the job. While technical skills can be learned on the job or built with proper training, interpersonal skills are tricker to teach and are heavily dependant on an individual’s personality.

What matters most to employers and recruiters is that the person they hire embodies similar company values in their everyday lives. What are some of the characteristics employers are looking for in their candidates and how can you make sure you translate this in the space of a short interview?

Enthusiasm

Don’t lie to yourself. Are you genuinely excited about the company and the position? If not, how do you expect yourself to be motivated when you come onboard? Employers seek someone who genuinely loves the work they do and care about the outcomes.

Consider…
• The company’s employment branding and the company’s values. Do they match your own?
• What excites you about the role?
• Are you willing to learn new skills?

Grit

“Grit is passion and perseverance for very long-term goals,” says Angela Lee Duckworth, psychologist and popular science author. In her TED Talk, she relates her experience teaching seventh graders in a New York Public School and discovered that IQ and other socioeconomic factors are not the only things that separate the successful students from those who struggle. She argues that grit is a predictor of both academic and career success.

Employers are drawn to candidates with grit because they demonstrate the tenacity to carry through challenges with clever problem-solving. This characteristic says more about the person than any GPA, IQ, or any other standardised testing. It’s not always written out in numbers, certificates, or diplomas and can be applied in so many different areas of our lives.

Consider…
• Want to know how gritty you are?
• H o w do you set personal goals for yourself and achieve them?
• Grit can help you practice what you’re passionate about even when it’s hard and especially when it seems boring. It’s a trait that we can all work more towards to help with success in anything we aim to achieve.

Likeable

The “people” person appeals to the interviewer for obvious reasons. This person is not afraid of meeting new people and can socialise with almost anyone. Introverted or extroverted, this person is likeable because they’re polite, professional, and genuine.

Consider…
• Improving your Linkedin profil e to connect with people and grow your network
•Attending work functions and social gatherings
•Making time to meet with people in your network face-to-face

Loyalty and commitment

It’s no secret that job-hopping has become a job industry norm , especially among millennials. Today, more than ever, hiring managers are interested in candidates who demonstrate a strong potential to stay loyal and committed to a company. An organisation is made up of its people, and people who are there for the long-term hold higher value to the culture and success of that organisation.

Consider…
• What are your long-term goals, and what are you doing today to help you achieve them?
• What are some actions you’ve taken in your professional development to demonstrate your loyalty and commitment to a company?
• How do you keep yourself and your team motivated at work?

Source https://www.majerrecruitment.com.au/2018-1-17-4-desirable-characteristics-hiring-managers-look-for-in-new-hires/

How hiring for personality could help your business thrive

Mon, 04 Dec 2023 23:57:10 GMT

Hiring the perfect person for your company is not an easy task. If you want to attract the best talent in a competitive market, it is important to focus on what makes your business stand out. One aspect that can set your business apart is hiring for personality. While experience and skillset are no doubt important, hiring candidates with the right personality traits can lead your business to a more productive and positive workplace culture. Let’s explore why personality should be one of your key considerations when making hiring decisions and how it can impact your business in a positive way.

Hiring for personality can bring diversity to your team

Diversity should be at the forefront of action for all businesses and the hiring process is a great way to introduce diversity in your workplace. By considering an individual's background and experiences, you can create a more diverse workplace with people of different ages, genders, cultures, and backgrounds. Also, by considering how an individual may interact within the team and the work environment, businesses can ensure that they are selecting a variety of personalities who will contribute unique skillsets and perspectives to their workplace.

Hiring for personality can boost employee engagement

Hiring for personality can help to ensure that the right people are in the right roles and that each individual member of the team has a strong understanding of how they can contribute to the business. This helps create an environment where everyone understands and is working towards company goals and objectives, which in turn leads to higher levels of job satisfaction, increased productivity, and ultimately higher levels of employee engagement. Also, by taking into account individual personalities during the recruitment process, it helps ensure that all team members work together harmoniously and efficiently towards common goals. Ultimately this creates a positive atmosphere which results in higher levels of morale and motivation within the workplace.

Hiring for personality can strengthen the workplace culture

Hiring for personality can be a powerful tool to strengthen the culture of your business and the hiring process is the perfect time to consider the importance of building and maintaining a strong workplace culture. People who share similar values, beliefs, and attitudes are more likely to work together effectively and create a healthy team dynamic. When businesses take the time to consider a candidate’s personality traits such as their willingness to collaborate and ability to think critically, they can be sure that they have found someone that will fit into their company culture perfectly.

Hiring for personality can improve team cohesion and collaboration

If you are looking at building a successful team, it is important to consider both hard skills and personality. Taking the time during the hiring process to assess how potential new team members will fit into the corporate culture of a business can be beneficial in creating a climate of positive interaction and morale amongst employees. Hiring for personality can help create an environment of collaboration and camaraderie that encourages productivity. Employees who share similar values, attitudes, beliefs, and experiences are more likely to work together harmoniously as well as feel supported by their peers when facing challenges and seeking assistance.

Hiring for personality can reduce turnover rates

Personality traits like ambition, enthusiasm, resilience, and passion are valuable indicators of an individual’s long-term engagement with and commitment to a job. When businesses hire people with the right personality traits, they not only complement their workplace culture and values, but it also increases the likelihood of employees staying with the business for longer periods of time. Research has shown that hiring candidates based on personality is associated with higher job satisfaction and lower attrition rates than when hiring an employee on the basis of skill set alone.

Hiring for personality can encourage innovation

By looking beyond qualifications and technical skills, businesses can identify candidates who have the traits and characteristics needed to think outside the box and come up with creative solutions to problems. These types of employees are often more likely to embrace change and take risks, which is essential in a rapidly evolving business environment. Employees with unique perspectives also bring valuable insight into how a company can better serve its customers or differentiate itself from competitors. Ultimately, these characteristics lead to increased profitability, productivity, creativity, and morale across the business.

Hiring for personality can be instrumental in the success and growth of your business. When your business prioritises personality traits such as positive attitudes, eagerness to learn, compatibility, and strong work ethics, you’re setting the business up for long-term success. As we have highlights, personality fit can contribute to the growth and success of your business in a number of ways. Regardless of whether you are recruiting entry-level staff or upper-level management, consider focusing on personality traits.

Chandler Macleod’s BestFit methodology underpins our candidate recruitment, selection, and development process. Every recruitment consultant at Chandler Macleod is BestFit Accredited, which helps them predict and understand candidate behaviors through BestFit Assessments such as Helix . By understanding your needs and the requirements of the role, our consultants use our BestFit Assessment tools to provide you with confidence in your hiring by delving deeper beyond resume and reference checks.

If you’re interested in discussing how Chandler Macleod can help you achieve more from your recruitment and onboarding processes, contact our team to discuss your business needs.

S ource: https://www.chandlermacleod.com/how-hiring-for-personality-could-help-your-business-thrive

To boost Indigenous employment, we need to map job opportunities to skills and qualifications. Our new project does just that

Mon, 27 Nov 2023 05:13:38 GMT

More Australian employers are keen to employ Indigenous workers, but a large-scale analysis of job adverts shows a mismatch between demand for and supply of Indigenous talent.

BY CLAIRE MASON , HAOHUI CHEN , LOUISA WARREN

30 AUGUST 2023

For employers wanting to recruit Indigenous workers, two key factors stand in their way: geography combined with lack of job diversity, and a mismatch between educational qualifications and job opportunities.

We’ve charted this mismatch with the Indigenous Jobs Map , using artificial intelligence to analyse more than 10 million job ads.

The map is an Indigenous-led project supported by researchers and experts across CSIRO and external organisations.

It identifies three types of Indigenous-related job ads: those seeking an Indigenous candidate; those seeking “cultural capability” (for which a non-Indigenous candidate might also qualify); and jobs for which Indigenous candidates are encouraged to apply.

Using AI to analyse all job ads posted in Australia between 2016 and 2022, we calculate:

about 10% of all ads encouraged Indigenous applicants. These were ads stating that applications from Aboriginal and Torres Strait Islander peoples were welcomed or encouraged.
about 2% were for roles that required Indigenous cultural knowledge, skills and expertise, or experience working with Aboriginal and Torres Strait Islander people.
about 1% were for roles that only Indigenous peoples can apply for (or which give priority to Indigenous applicants in the selection process). These roles typically involve direct interaction with Aboriginal and/or Torres Strait Islander communities.

Of course, Indigenous workers can apply for any job, regardless of whether it specifically targets or encourages Aboriginal and Torres Strait Islander applicants.

However, the 2.3% of job ads for Indigenous people or requiring Indigenous cultural capability reflects the strong demand for Indigenous talent in the Australian labour market.

The number of these advertisements is increasing; in 2016 they represented 1.0% of Australian job ads and by 2022 they had reached 3.6%. Aboriginal and Torres Strait Islander people comprise about 2% of the workforce (either employed or actively seeking work).

So, why aren’t these efforts to attract Indigenous workers making more of a difference?

Geographic mismatch

The infographic illustrates how geography limits these efforts. Each bubble represents a region of Australia. The size of the bubble represents the number of Indigenous workers in the region.

Regions above the horizontal black line have a higher-than-average proportion of Indigenous-focused job ads. Regions below this line have fewer Indigenous-focused job postings than average.

Regions to the left of the vertical line have a lower-than-average proportion of Indigenous workers in their labour market. Regions to the right have a higher-than-average proportion of Indigenous workers.

If demand for Indigenous workers was aligned with supply, most regions would be positioned on, or near the red diagonal line.

Instead, we see many regions where demand for Indigenous workers is relatively high but the supply of Indigenous workers is relatively low.

The Ballarat region in Victoria illustrates this disparity, with 2,910 Indigenous- focused job ads compared to an Indigenous workforce of 640 individuals. In contrast, in the New England region of New South Wales, there were 5,821 Indigenous workers and 2,483 Indigenous-focused job ads.

In other words, employers are recruiting for Indigenous talent in the wrong places.

Limited range of job types

There is also a lack of diversity in the roles being advertised. Most are in just three sectors: public administration and safety; health care and social assistance; and education and training. A disproportionate number are for community and personal-service worker roles.

This strong sector-specific demand does not align with the qualifications of the Indigenous workforce.

For example, we counted 7,610 Indigenous focused job ads requiring a qualification in medicine. But the 2021 Census counted just 585 Indigenous people holding their highest qualification in medicine.

The following chart illustrates these demand and supply differences according to educational field. The size of each bubble reflects the number of Indigenous workers with formal qualifications in this field. The position of the bubble (to the left or right of the vertical line) reflects the proportion of Indigenous-focused job ads that require this qualification.

Employers post job ads seeking Indigenous workers with qualifications in society and culture, health and education. While Indigenous workers are likely to have qualifications in society and culture, they are not well represented in health and education. Indigenous workers are better represented in fields such as agriculture and environment, society and culture and food, hospitality and personal services.

Job ads targeting Indigenous workers are not found across the board. When we look across all jobs ads (not just those targeting Indigenous workers), management and commerce qualifications are in highest demand. The opportunities for Indigenous workers are limited in diversity and often not well-aligned with the educational pathways commonly chosen by Indigenous peoples.

Feast and famine

The effect of this geographic and qualification mismatch is to create a landscape of feast (for some) and famine (for many others).

For instance, in Melbourne there were more than 60,000 Indigenous-focused job ads for each Indigenous worker in the region with an Information Systems qualification.

On the flip side, there were very few employers targeting Indigenous workers with a building qualification. For example, in Townsville there was one Indigenous-focused job ad for the 128 Indigenous workers with a qualification in building.

By understanding the career pathways of Indigenous peoples and tailoring their workforce strategies to align with the locations and qualifications held by Indigenous peoples, employers can do more to ensure that they are successful in their efforts to attract Indigenous workers.

Education is key

Remote work arrangements can help mitigate the geographic mismatch between current demand for and supply of Indigenous talent. But, ultimately, improving job opportunities for Indigenous Australians requires a whole-of-ecosystem approach involving Indigenous communities, educators, employers and policy makers.

The visible growth in employers’ efforts to recruit Indigenous workers represents positive change. The Indigenous Jobs Map reveals how these efforts can be directed more effectively so they translate into employment outcomes.

The data also confirms education is the key pathway to highly skilled and well-paid employment. A Bachelor’s degree is most highly sought after, being required in 22.5% of Indigenous focused job ads. Effort needs to be directed towards improving the number of Indigenous people gaining higher educational qualifications.

By engaging Indigenous students in schools, employers can help students and carers understand how their unique knowledge and approach add value in the workplace. Connecting directly and early with Indigenous communities will improve the pipeline of Indigenous talent and ultimately, achieve a more inclusive labour market.

Source: https://www.csiro.au/en/news/all/articles/2023/august/indigenous-jobs-map

How To Build An HR Communication Plan

Mon, 27 Nov 2023 05:13:36 GMT

HR leaders: Learn to effectively communicate with your workforce in six steps.

In 2022, nearly 40% of employees reported that they received an excessive volume of communications at their organization [1] . And worse, 33% of employees said the messages were “often inconsistent or internally conflicting.”

It can be easy for employees to feel overloaded and confused by internal communications, which can add to change fatigue. In order to avoid essential information getting lost in the noise, HR leaders need to adopt an effective communication strategy .

Using Gartner research, we’ve identified a six-step internal communication plan that is adaptable enough to cover a variety of message types, whether you need to promote new benefits offerings or announce organizational changes.

Ready to hire a recruiting agency for your business needs? Browse our list of companies in the following areas:

The cost of ineffective HR communication

The bottom line (pun intended) when it comes to ineffective internal communication is that it costs your company—and in more ways than you might think:

Miscommunications cost small companies (defined as businesses with 100 employees or less) an average of $420,000 per year, according to SHRM [3] . At their worst, they could even result in a lawsuit [2] .
Miscommunications can result in difficulties recruiting and retaining talent or fostering a productive workplace.

In order to get things on track, follow the six steps outlined below.

Step 1: Develop an action plan

A communication action plan is a detailed guide covering the steps needed to get the right information to the right groups within the organization. Anytime you need to deliver formal communications, you should develop an action plan.

Every communication action plan should include the following:

Goal: What’s the purpose of the communication?
Who: Who’s responsible for crafting and delivering the communication?
Audience: Who are the intended recipients?
Channel(s): How will the communication be delivered?
Timeframe: When should the message be delivered?
Follow-up: What actions need to be taken post communication, and when?

Creating action plans will add structure and organization to your communication strategy. It will also help you determine how effective your language and channels are because you’ll have a record of how you executed.

/ PLANNING IN PRACTICE

Download our communication action plan template and use it to map out your next few HR communications. We recommend working on this with a communications specialist (if your organization has one). Use the graphic in step two to determine which channel is the most appropriate for your message.

Step 2: Define your purpose

Before you communicate with members of your workforce, take time to clearly define the intended outcome of your communication. For example, are you trying to elicit action by getting workers to participate in a new employee resource group ( ERG )? Or are you simply informing them of changes to your benefits program?

The idea is to determine whether or not you want employees to act upon the information you’re sharing with them—and to make that clear if you do. Your purpose should always be aligned to one of these 5 kinds [] :

/ PLANNING IN PRACTICE

Use the five types of communication purposes listed above to determine the intent behind your department’s last few outreach actions. Then, decide whether the language and communication channel you used were effective in driving the desired outcome.

Step 3: Choose the right channels

Once you know the purpose of your communication, determine which channels you’ll use to communicate.

Every business has different channels at their disposal, but here are some examples of common communication channels and when it’s best to use them:

Channel type

Example

Communication purpose

Leader communications (i.e. one-to-many)

Town hall meetings

To engage with or motivate employees, and make important organization-wide announcements

Central communications (i.e. one-to-many)

Company slide decks and collateral

To update a specific (large) group about upcoming initiatives or priorities

Manager dialogue (i.e. one-to-few or one-to-one)

One-on-ones, team meetings

To problem solve, gather employee feedback, or translate a plan into action

Employee-to-employee (i.e. interactive)

Using collaboration software or a company intranet

Employee communication and collaboration

Of course, employee preferences matter when it comes to choosing the right communication channels. A recent survey [5] polled 988 employees from North America, Asia, and Europe about their communications preferences, and results showed most people prefer to hear news from their managers, presumably the most trusted source of communication:

Instant messaging (a feature of most team communication platforms ) is also frequently used, considered the most useful and second-most effective channel behind peers.

/ PLANNING IN PRACTICE

Follow these three steps to make sure you're communicating through the most effective channels.

Audit your current channel mix. Write down the channels your team uses to get information out.
Survey your workforce and ask them how they prefer to receive company news. Use a survey tool to do this or have managers ask their reports during one-on-ones.
Create a communications channel guide. Identify the best uses for each channel and create a resource that guides your HR team in the right direction.

Pro tip

Double down. If you need a response or action to be taken, don’t solely rely on a single, but rather send an email and reinforce or remind folks with the intranet.

Step 4: Focus on messaging

Once you’ve determined the goal and the appropriate channels, it’s time to craft your message. Considering that over a fourth (27%) of all employees and over a third (35%) of managers feel overloaded by information at work, it’s essential to keep the contents of your message focused and short [6] .

Whether you’re preparing an email, an announcement post, an instant message, or a slide deck, the following best practices should prevent your communications from being overlooked.

Email

When composing a formal email, use the subject line to inform the recipients of the goal of your communications. This makes it easier for those scanning full inboxes to determine how the contents of the email will impact them, and it will also help them find the email later on.

Pro tip

If you need a response or for folks to take action on the email, let them know in the subject line (see example below).

Example: “[ACTION REQUIRED] Submit Your Town Hall Questions By EOW!”

After greeting the group or individual you’re reaching out to, get to the point quickly within the body of your email. Use bolded text to draw attention to any follow-up actions they need to take, then sign off with a professional signature.

Announcement posts

Composing a post for a workplace communication channel or your company’s intranet is similar to writing an email, but you can use a slightly less formal tone and more formatting options to get your point across.

In lieu of a subject line, use the first line of your message to summarize what your audience is about to read. Then, use line breaks and bolded text to call attention to different key points within the body of your message.

Emojis and bolded text draw attention to key points in a Slack announcement [7]

Slide decks and presentations

Presentations and slide decks provide extra “runway” for extraneous details and context, but even so, the same rules apply: Keep your text short and to-the-point when possible. A benefit of slide decks and presentations is the ability to use visuals more effectively, but you should be judicious here, too.

The 5/5/5 rule

Use the 5/5/5 rule to ensure your presentations are engaging and don’t overload your audience with information. The 5/5/5 rule for creating slide decks is as such: Include no more than five words per line of text, five lines of text per slide, or five text-heavy slides in a row in your presentation.

An example showing the power of the 5/5/5 rule [8]

Instant messages

Instant messaging is the channel that best supports two-way communication, making it ideal for coordinating meetings, recognizing employees’ accomplishments, and delivering progress updates to team members about ongoing projects or processes.

When instant messaging, keep your communication short and use a positive, productive tone. Also, avoid sending any confidential information in an instant message as that can lead to legal snafus [9] .

Back-and-forth communication between coworkers in Teams ( Source )

Step 5: Prepare managers to support employees

Earlier on, we mentioned that employees prefer to receive communications through their managers. Your internal communications strategy depends upon managers having the communications skills not only to deliver information to their direct reports but also to carry on a dialogue with them.

Enlist a communications specialist (such as the individual who currently leads internal comms) to train managers on appropriate channel usage and follow-up procedures. That's because effective dialogue between direct reports and managers is key to maintaining an engaged workforce.

Further, when it comes to passing along information that could have a negative impact on the employee experience , you should take the time to make sure that managers comprehend the information they’re tasked with passing along, and that there’s a process in place for escalating employees’ concerns (such as a dedicated email address or point person).

/ PLANNING IN PRACTICE

Identify who within the HR department is qualified to train managers on communication best practices. Then, work together to develop training materials that guide managers through a variety of situations, from announcing organizational changes to presenting development opportunities to their team.

Step 6: Measure results of your communication strategy

Once you’ve put the steps above into action, you’ll need to measure the effectiveness of your strategy in order to determine where to make adjustments. Of course, there isn’t one metric you can look to for an answer—instead, you should use a variety of indicators and feedback from employees to get the full picture of your strategy’s effectiveness.

Here are some examples of metrics you can use to do this:

Email open rates
Intranet read receipts
Compliance training completions
ERG sign-ups
Adoption rates for new tools and software

Each channel you use will have different metrics attached to it. For example, if you’ve made an announcement on your company’s intranet, you can look at page visits and employee login information to determine the reach of your communications. Or, if you used a collaboration platform to share organizational news, you can view the reactions and responses to judge how many employees acknowledged the message.

A dashboard shows different intranet usage metrics in Simpplr ( Source )

/ PLANNING IN PRACTICE

One of the best ways to measure the effectiveness of your communications is to determine how successful you were in achieving the goal you defined at the outset. Ahead of sending out your next communications, brainstorm what KPIs you can use to determine if you met your goal.

Communicate like a pro—download our communication action plan template

You know the score: Failing to communicate effectively with your workforce can lead to disengagement, productivity (and profit) losses, and at the very worst, lawsuits.

Build an HR communication plan in six steps:

Develop an action plan
Define your purpose
Choose the right channels
Focus on messaging
Prepare managers to support employees
Measure results of your communication strategy

Lastly, we’ve created a free communication action plan template that can help you put these steps into action. Download it now to start communicating like a pro.

Source: https://www.capterra.com/resources/hr-communication-plan/

Mitigating Interview Bias: 8 Tips (from Simple to Game-Changing) That Can Help

Mon, 13 Nov 2023 22:08:56 GMT

Bias in interviewing is a massive problem. Not only does it trample your DEI goals , it leads to terrible hiring decisions — hiring the person you like vs. the person who can get the job done.

How do you know if you are bringing bias into an interview? Here’s an easy test. Put your fingers on the side of your neck, just under your jawline. Do you feel a pulsation of blood flow? If so, you are definitely bringing your biases into your interviews.

There’s no such thing as eliminating bias. There is only mitigating it.

We’ve worked with thousands of founders, leaders, and investors over the years to help them identify and remove potential sources of bias. Here’s a short list of tools and tactics, from the simple to the game changing.

The Straightforward Stuff

1. Establish clear, objective criteria for performance in each role ahead of time. Focus on what needs to be accomplished vs. what kinds of backgrounds you prefer.

2. Use the same interview guide (question list) with every candidate for a given role. “Winging it” is a massive, brightly lit invitation to your biases.

3. Disguise the names of the school(s) your candidates attended when circulating resumes. Stop fawning over Ivy League names and stop high-fiving folks from your alma mater.

4. Remove objects that reflect your niche personal interests from your chosen interview room or videoconferencing background. Similarly, avoid talking about those interests during small talk. Candidates who resonate with your interests will get a subconscious “bump.”

The Big Guns

5. Give everyone on your interviewing team a specialty . Free each interviewer to go deep on certain aspects of the role in question vs. trying to cover it all. If they try to cover everything, they will fill in the blanks with their biases.

6. Similarly, stop asking interviewers to give you a hire/no hire recommendation after their interview — full stop. Nobody should pass judgment (especially a “yes”) until they’ve seen the full fact base from the rest of the team.

7. Eliminate subjective commentary from candidate reviews (written or live). No more “I can just see them doing X well” or “I really like how they answered this question.” What are the facts of their skills and performance?

8. Take lots of notes. AI transcribers can help you get the facts down if you struggle to type fast. But if you can take notes yourself, do it — this also keeps your mind focused on the dialogue itself vs. your impressions and judgments.

Source: https://www.linkedin.com/business/talent/blog/talent-acquisition/mitigating-interview-bias

Don't let workplace stress become distress

Mon, 13 Nov 2023 22:08:54 GMT

Ensuring workplace pressure doesn’t turn Into unhealthy stress for employees

There is a concept called ‘EU Stress’ that refers to achieving the right amount of stress in the workplace. Simply put, a certain level of pressure is good for people because it’s motivating, and that’s what we call ‘EU stress’. However, on the other end of the spectrum, too much stress can lead to burnout, depression, anxiety, anger issues and drug and alcohol abuse, and this is when employees and their performance encounter problems.

As a Psychologist, I work with a lot of clients whose stress levels have become too high and as a result, are really suffering psychologically. This impacts their performance at work and communication with others, which in turn affects the business as a whole.

For this reason, it is really important for employers to understand what over-stressed employees look like and to take steps to promote positive mental health and wellbeing among their staff.

Here are a few tips on how to do that.

Recognising signs of stress and burnout

Perhaps the biggest sign of over-stress is sleep disturbance. Some other signs to watch out for include:

● Diminished concentration
● Short-term memory loss
● Appetite changes
● Increasing mistakes in the workplace
● Irritability
● Breakdown in communication with colleagues or managers

How employers can promote positive mental health in the workplace

There are a number of ways employers can help to promote positive health and wellbeing among staff.

Some proactive steps companies can take is providing Cognitive Behavioural Therapy for individuals who are struggling with stress, and conducting personality tests and questionnaires to get an idea of all the different personalities in the workplace. It’s important for people to understand their colleagues’ personalities and how to interact with them best, which in turn helps promote a mentally healthy environment.

At my own workplace, we have implemented many other great initiatives too. These include having a masseuse come in to give massages, and walking groups after work to get to know each other outside the office. We have all found these very helpful – in general, I think people really appreciate it when their company goes that extra mile to look after their emotional wellbeing.

Assure Programs

Assure Programs is an EAP assistance provider. We help individuals in the workplace who are struggling with stress-related issues, as well as oversee critical incident management. In those cases, we attend a workplace in which an upsetting incident has occurred and provide psychological counselling and assistance for employees.

We also run on-site workshops on stress management for clients, and provide mindfulness meditation, Cognitive Behavioural Therapy and other relevant services.

Source: https://careers.apm.net.au/blogs/psychology-corporate-wellness-blog/don-t-let-workplace-stress-become-distress

Creating Impactful Indigenous Employment Strategies

Mon, 13 Nov 2023 22:07:26 GMT

Chandler Macleod has always cared to make Indigenous Employment a focus in our business. Recently, we implemented a RAP working group to help us update our RAP and ensure we are as up to date as possible with what we and all businesses can do to assist Aboriginal and Torres Strait Islander peoples with finding equitable employment.

As part of creating awareness around Indigenous Employment, we interviewed Kyra Galante, Director of Indigenous Consulting at Ergon. Kyra has shared some incredibly helpful and pertinent information for any business on how to approach their own Indigenous Employment Strategy and make positive change for equality in their company.

See the interview below.

What is the significance of truth telling in how to effectively make change?

The history of Australia has only been told through the eyes of the victor what I call the White History. The things that occurred to my people have been denied, ignored and in many instances, we have been silenced. When I was at school, I was not taught about the existence of Aboriginal and Torres Strait Islander peoples, except general and often incorrect information. The only times my people were mentioned were in the journals of Captain Cook.

Australians need to learn about and acknowledge our Indigenous history. In doing that, truth telling is important, so people have a better understanding of how this country was formed and the way Aboriginal and Torres Strait Islander people were treated as part of that.

The socio-economic disadvantage that my people experience is directly related to this past. There is a risk that this becomes accepted and normalised as “just the way things are” for Indigenous Australians but I believe there is another approach. Truth telling allows us to share information and stories about past policies and negative impacts. It also allows us to share our culture, heritage, and history with the Australian people to enrich this country. When Indigenous history is truly understood and acknowledged, Indigenous Australians can heal and work with non-Indigenous Australians towards a more inclusive country that celebrates the rich culture and heritage of this beautiful country we all love and call home.

How can we increase education for hiring managers and businesses around accelerating and supporting equality?

Hiring Managers need to do the groundwork and be committed to supporting and accelerating equality as a starting point. The reason why hiring managers and leaders need to understand is because it creates a clear “why” around Indigenous employment and participation and moves beyond “I am doing this because my company said so and gave me targets to “I am doing this because it the right thing to do.”So, starting with understanding the injustices against Indigenous peoples is critical. This is not to make people feel guilty but to assist the hiring managers to become emotionally and mentally connected and invested in this work. Where there isn’t genuine connection and understanding and old mindsets remain, nothing changes. Indigenous people can sense when there is a lack of authentic commitment and when this occurs, these efforts are nothing more than a “box ticking” exercise. This is one of the reasons why many organisations experience high turnover rates.

I recommend that businesses increase their education through cultural competence training by reaching out to Indigenous businesses. They can do this through leveraging Indigenous networks such as Ergon, Black Business, Trading Black, AGNT Blak, Indigenous Chambers across the country, or Supply Nation who can assist in referring your business to find the right person to support them in building the cultural competence of managers and businesses.

How can we remove unconscious bias in the recruitment process for Indigenous Australians?

There are a number of things you can do. One of the most effective things is to consider using anti-discrimination special measures. Simply put, this means running a targeted recruitment campaign only for Indigenous people. This means that you immediately remove many of the barriers that Indigenous candidates experience and level out the playing field so that Indigenous candidates compete against their peers. This is one way to increase Indigenous representation and when you reach a critical mass, it builds a mentoring system in the business as new starters form relationships to support each other to succeed. To be successful, you will need to establish a robust process to ensure that candidates are of Indigenous heritage. This approach removes many of the biases as you’re only sourcing Indigenous people. Another option is to use an Indigenous business to recruit for you as they are closely connected to their communities and have wider Indigenous networks than mainstream businesses and cultural competence is embedded in their ways of working and processes.

How do recruiters and businesses become change makers?

Becoming change makers starts by investing in the groundwork to learn, listen and understand Indigenous history and people. This is an essential starting point because once you understand this, it changes the way you do business with Indigenous people. Your actions then drive you to identify the barriers to employment and shifting your focus to the workplace and culture that these candidates are going to be placed into. Sustainable employment is where the social impact takes place not the placement.

Global social evidence shows the range of benefits that stem from employment beyond the income generation that goes into supporting Indigenous families and communities. It improves the quality of the life, creates role models and this creates positive intergenerational change.

Are there some specific ways to reach out to local communities now that we are all working in a mostly digital landscape?

It is important to note that not all Indigenous people have access to technology because of costs associated with broadband and computers, often inadequate infrastructure, especially in remote areas, and lower levels of digital literacy.

When reaching out to communities, it is important to have a clear understanding of the community and the best avenues to engage. This may vary from community to community. You may use Indigenous experts to reach out to the local communities who can assist in helping manage the community engagement protocols. Alternatively, if you want to go it alone be clear on who you are and represent, what you do, and why you’re reaching out to them. If it’s a partnership be clear on what type of partnership it is that you are seeking and the commercial arrangement in that partnership (ensure that it is fair) or if it’s a service, then ensure to advise them the full scope of the service.

Technology can only go so far for Indigenous people and communities, and it can certainly act as a barrier to accessing services and information. Historically, the way our ancestors have done business is engaging face to face remains a best practice way of engagement as it demonstrates commitment and develops relationships and trust.

How do businesses hold themselves accountable in terms of deliverables?

It is important to review your policies, procedures, systems, and processes and ask yourself the question “are we being inclusive with our First Nations people, or do we have barriers?” Don’t assume that you can do this yourself as you may be blind to many of the barriers yourself. If you source Indigenous people into the business, would they feel culturally and psychologically safe or not? How can you find this out?

A lot of businesses lean more towards RAPs which can assist in identifying barriers and creating a more inclusive and culturally safe working environment. However, RAPs are only as effective if they are implemented well and in partnership with First Nations people who guide, advise and support its implementation. I have seen businesses achieve great outcomes by being held accountable to their RAP. Conversely, I have seen others who use it to access contracts as a supporting document to the tenders but there is little substance and impact. In the latter case, this is a tokenistic exercise in ticking the box.

How helpful or important is it to include your entire business in the RAP process, and to communicate these goals transparently?

As John Heywood the English writer states, “More hands make light work” and we know that to be true. Every business has a purpose and a vision and every person who works in that business is responsible and accountable to contribute to that as part of their roles. This is the same with Reconciliation Action Plans. They are everyone’s business. They are not just the responsibility of the RAP Working Group and especially not the sole accountability of Indigenous people in the business. Dr. Anita Heiss said it perfectly at her book launch in Brisbane Our Race for Reconciliation where she stated “The Reconciliation movement may have been established with First Nations people, however, we need to hand the baton over to the Australian people to do the work now. We don’t need to reconcile with ourselves that is the work of the Australian people to reconcile with us. And the heavy lifting in any RAP process should be done by non-Indigenous Australians”

Source: https://www.chandlermacleod.com/creating-impactful-indigenous-employment-strategies

INDIGENOUS EMPLOYMENT – HIRING ABORIGINAL AND TORRES STRAIT ISLANDER STAFF

Mon, 13 Nov 2023 22:07:23 GMT

Proving you’re an employer of choice is difficult with skills shortages, an ageing workforce, and competition for good employees. One way to make your business stand out to job seekers is to encourage diversity in your workplace through Indigenous employment.

Your business could benefit from having a diverse workplace that welcomes employees of all backgrounds, including Indigenous Australians.

ETC can help you learn about the benefits and support for employers when hiring Aboriginal and Torres Strait Islander staff!

LEARN MORE

Diversify your workplace with Aboriginal and Torres Strait Islander workers, fill out the enquiry form and someone from our Indigenous Services Team will contact you.

Benefits of hiring Indigenous employees

Employing Aboriginal and Torres Strait Islander people can provide your business with benefits such as;

access to employment incentives
coaching, mentoring, support and advice
training
access to job-ready candidates

Aboriginal and Torres Strait Islander employees can enhance your business by providing different perspectives, experience and knowledge. They can contribute to cross-cultural awareness in your workplace, which is important when communicating with people from diverse backgrounds and engaging with the local community.

Support for employers

There are programs and incentives available for businesses to help you employ Aboriginal Torres Strait Islander people, ETC provides several;

As your recruitment partner, ETC may be able to assist you with uniforms and PPE for your new staff, training or certificates, and wage subsidies to help sustain employment.
Our Indigenous Services Team (replacing NCAP) – which helps businesses and job seekers with Free coaching, mentoring, support and advice

Aboriginal participation strategy

The government has various strategies in place to decrease Aboriginal unemployment and improve indigenous staff retention. These programs encourage employers to focus on building Aboriginal participation in their workforce.

Larger companies may also have Aboriginal Participation Plans which require them to hire a certain percentage of Aboriginal and Torres Strait Islander people. An example is the Aboriginal Participation in Construction (APIC) policy which supports greater participation by Aboriginal people in government construction projects across NSW.

ETC works in partnership with employers to meet their Aboriginal employment target. Our Indigenous Employment Officers are part of the Aboriginal and Torres Strait Islander communities and have strong links with candidates and employers.

Find out more about ETC’s partnership with Voyages Indigenous Tourism Australia and the National Indigenous Training Academy >

CONTACT OUR INDIGENOUS SERVICES TEAM

ETC’s Indigenous Services Team can provide support recruiting Aboriginal and Torres Strait Islander job seekers and mentoring on the job.

The best news is these services come at no cost to you as ETC is subsidised by the Australian Government.

Contact an ETC Indigenous Services Team member in your location:

• Mid North Coast – Aunty Jennie Rosser & Tracy Pocock
• Somerset (Caboolture to Nundah) – Diane Law
• Wivenhoe – Aunty Jo-Anne Hodgetts

or fill out the Enquiry Form on this page.

ETC’s Reconciliation Action Plan (RAP) and Aboriginal and Torres Strait Islander Employment Strategy

ETC has two important documents that help us to contribute to ending the economic disparity between Aboriginal and Torres Strait Islander peoples and other Australians.

Through our Reconciliation Action Plan (RAP) we undertake practical actions to:

Achieve stronger engagement with Aboriginal and Torres Strait Islander peoples
Support and recognise their strengths, skills and contribution to ETC and our wider communities
Help create strong, inclusive and sustainable communities.

In our Aboriginal and Torres Strait Islander Employment Strategy, we define approaches for recruitment, retention and career development of Aboriginal and Torres Strait Islander employees in a culturally aware workplace.

Both documents play an important part in achieving ETC’s Vision and Mission and living by our organisational values.

Develop your Reconciliation Action Plan

ETC encourages other employers to develop a RAP through Reconciliation Australia’s RAP Framework.

A RAP is a strategic document that supports your organisation’s business plan.

As well as providing a structured approach to advance reconciliation, a RAP can help you to improve your working relationships with Aboriginal and Torres Strait Islander communities, enhance delivery of your products or services to Aboriginal and Torres Strait Islander Australians, and play your part in promoting community harmony and inclusive communities.

To develop a RAP, you will work with Reconciliation Australia through their feedback, quality assurance and endorsement process. RAP endorsement provides your organisation permission to use the nationally recognised RAP name and logo, which demonstrate compliance with the RAP framework and standards.

More information on RAPs and how to develop them is on the Reconciliation Australia website .

ETC also encourages employers to develop an Aboriginal and Torres Strait Islander Employment Strategy, an internal organisational document to help you increase diversity in your workforce and create a culturally aware workplace. There are numerous online examples and templates to help guide you in developing one.

Source: https://etcltd.com.au/employers/indigenous-employment/

The many benefits of employing Aboriginal and Torres Strait Islander Australians

Mon, 13 Nov 2023 22:04:24 GMT

There are countless opportunities for Aboriginal and Torres Strait Islander Australians to make a positive contribution to a flourishing workplace. Diversify your workplace and tap into this valuable pool of talent by employing an Aboriginal or Torres Strait Islander Australian.

Employ staff that reflect your community

Aboriginal and Torres Strait Islander communities are fast growing, and employing people from these groups will show you are a business that represents the community. This will lead to higher satisfaction from your customers and improved trust.

Improve the way your business interacts with Indigenous communities

By employing Aboriginal or Torres Strait Islander people, you will gain insight into the Indigenous community, helping your business make more considered, thoughtful choices. Cross-cultural awareness will improve, bettering relationships with suppliers and customers from different cultural backgrounds.

Get the edge when tendering

By demonstrating your business is invested in greater equality for Aboriginal and Torres Strait Islander communities, you will be in a better position to win tenders.

Tap into diverse experience and opinion

Your business will benefit from the unique views of an Aboriginal or Torres Strait Islander individual, helping you tap into markets you may not usually know how to enter.

Wage subsidies

If your business employs an Indigenous Australian, it may be eligible for the Indigenous Wage Subsidy. This subsidy provides your business with up to $6,500 (GST inc). Please note on 1 January 2018, the Indigenous subsidy will increase to $10,000 (GST inc). Contact Employment Plus on 136 123 to find out more.

Indigenous jobseekers ready to contribute to your business

Employment Plus Geraldton recently held a networking event to connect business with local Aboriginal and Torres Strait Islander job seekers. This was a casual opportunity for business to find out what our job seekers have to offer and gauge their potential as employees. Call 136 123 to find out when our next Indigenous networking opportunity in your area is taking place.

Aboriginal and Torres Strait Islander workers make a significant impact in our community and can help your business grow. To invest in the skills of an Aboriginal or Torres Strait Islander employee, call 136 123 or click here .

Source: https://www.employmentplus.com.au/news/the-many-benefits-of-employing-aboriginal-and-torres-strait-islander-australians

Flexible working arrangements

Mon, 13 Nov 2023 22:04:20 GMT

This best practice guide is for managers and employers. It explains the advantages of taking a best practice approach to flexible working arrangements.

On this page

It also has practical tips and case studies to help you move your business towards best practice

Working at best practice

Best practice employers give their employees flexibility where possible to help them balance their work and personal lives.

Best practice employers understand the legal requirements regarding flexible working arrangements, and have processes in place for requesting, considering and managing them.

Every workplace can enjoy the benefits of taking a best practice approach to flexible working arrangements. These benefits include:

greater job satisfaction
lower levels of workplace stress
lower absenteeism
increased productivity
increased ability to attract and retain skilled staff.

Flexible working arrangements

Employers and employees can agree to change standard working arrangements to help employees balance work with other aspects of their lives.

Flexibility comes in many forms, and different arrangements will suit different workplaces, jobs and employees. Common examples of flexible working arrangements include:

flexible start and finish times
compressed hours (working more hours over fewer days)
changing from full-time to part-time or casual work
job sharing
flexible rostering
working from home or another location
‘purchasing’ extra paid leave
unpaid leave
taking rostered days off as 2 half days
time off in lieu
flexitime (allowing employees to ‘bank’ extra hours which are then exchanged for time off)
gradual increase or decrease in work hours (for example, after parental leave, or as an employee transitions to retirement).

Legal requirements

Anyone can request flexibility – but certain employees have a legal entitlement to request flexible working arrangements under the Fair Work Act. Employees who have this legal entitlement include permanent employees who have worked with the employer for at least 12 months and regular casual employees who have worked with the employer regularly and systematically for at least 12 months and have a reasonable expectation of continuing doing so. Also, the request must be because the employee is:

pregnant
a parent of, or have responsibility for the care of, a child who is school age or younger
a carer (within the meaning of the Carer Recognition Act 2010)
a person with disability
aged 55 or older
experiencing family and domestic violence, or
providing care or support to an immediate family member, or someone they live with, because they are experiencing family and domestic violence.

If a state or territory law gives an employee a better entitlement to flexible working arrangements, then that state or territory law still applies.

Your award, agreement, employment contract or workplace policies may have rules about flexible working arrangements that are more beneficial but they cannot exclude or provide for less than the Fair Work Act.

Practical Tip:

Best practice employers go beyond their minimum legal obligations and let all employees request flexible work arrangements, regardless of how long they have been employed and their personal circumstances.

Recognise different needs: An employee may only need to modify their work arrangement for a short time, for example, while settling their kids into a new school. Others might need longer-term arrangements, such as an employee who wants to return to work after parental leave as a part-time employee on an ongoing basis. Not every situation is the same. It’s important to have an individual approach to the employee’s needs. What works for one person might not work for another.

Have open conversations: Communication between an employer and employee can build trust and help avoid confusion and uncertainty. Conversations with staff help to manage expectations and encourage a supportive work environment.

Look for solutions: Think creatively about things you can do or offer that are more suited to your business needs, such as flexible start and finish times.

Trial something: Set a fixed period such as three to six months, to trial a flexible working arrangement. That way you can get a better idea of what will or won’t work for the employee and your business, and how it can be adjusted if necessary.

Responding to a request

There are rules for responding to requests for flexible working arrangements under the Fair Work Act.

Employers need to respond to a request for flexible working arrangements within 21 days of a request. They must respond in writing to say whether they are approving or refusing the request or setting out agreed alternative arrangements.

An employer can only refuse a request if they have reasonable business grounds and have taken certain steps, including:

discussing the request with the employee
genuinely trying to reach an agreement with the employee for alternative arrangements, and
considering the consequences for the employee of refusing the request.

Examples of reasonable business grounds for refusing a request could include:

cost – the requested arrangements would be too costly for the employer
capacity – there’s no capacity to change the working arrangements of other employees to accommodate the request
practicality – it would be impractical to change the working arrangements of other employees, or take on new employees, to accommodate the request
inefficiency or customer service impact – the requested arrangement would likely result in significant loss in efficiency or productivity, or have a significant negative impact on customer service.

Find out more about what steps employers need to take and what needs to be in the written response to a request for flexible working arrangements under the Fair Work Act on our Flexibility in the workplace page at fairwork.gov.au/flexibility.

If the employer and employee cannot resolve a dispute about a request for flexible working arrangements at the workplace level, the Fair Work Commission can assist with resolving the dispute. For more information, visit fwc.gov.au/issues-we-help

Best practice employers follow this process for all flexibility requests, regardless of whether the employee is entitled to make the request under the Fair Work Act.

Practical Tip:

If you receive a request for flexible working arrangements you should consider the following:

Is this a request for flexible working arrangements under the Fair Work Act?
Are there flexible working arrangements terms in any award, agreement, employment contract or workplace policies that apply to the employee?
What are the employee’s key duties?
Do any of these duties need to be done at set times or locations?
Who does the employee interact with in the normal course of their work? Will the proposed arrangement affect these interactions?
Are there any technology solutions, which could help? (for example, video calling, instant messaging, email)
Why is the employee requesting this new arrangement?
What are the consequences for the employee if the request is refused?

Remember, employees who feel supported in meeting their outside work commitments are generally more productive, less stressed and more committed to their workplace.

Use our free template ‘Response to a request for flexible working arrangements’ to help you include all of the required information in your written response. Visit www.fairwork.gov.au/templates

Using best practice to support flexible working arrangements

Best practice doesn’t look the same for all employers. It will vary depending on number of employees, industry and the business environment.

Below are initiatives and suggestions that can help you move your business towards best practice.

Develop a policy

A policy is a good way to show that your business supports flexibility. A policy can help your managers and employees understand how flexibility works and can give your business an advantage to attract and keep staff.

When developing your flexibility policy, consider your legal obligations, business needs, and the views and circumstances of employees. Developing your policy in consultation with employees will help create a consistent and fair approach that works for everyone.

Your policy should complement other policies and help employees achieve genuine work-life balance.

Your flexibility policy should:

Explain who can request flexible working arrangements. Certain categories of employees have a legal right to request flexible working arrangements. See Legal requirements above. Best practice employers make flexibility available to all employees, regardless of their personal circumstances
Outline the types of arrangements that could be available in your workplace. There are many types of flexible work. Best practice employers provide guidance about the types of flexibility available and remain open to considering other options that may suit the needs of your business and employees
Tell employees how to make a request. All requests for flexible working arrangements under the Fair Work Act must be in writing and detail what changes the employee wants and why they're asking for the change. The request should also specify how long the proposed arrangements will last. Best practice employers often ask employees to speak with their manager before making their request so they can explore options and give some guidance on the process. Consider providing employees with a request form or our Request for flexible working arrangements template and example letters available at www.fairwork.gov.au/templates
Describe how you will consider the request. Be clear about who makes the decision and what they’ll consider (for example, the needs of the business as well as the needs of the employee). Best practice employers generally take the view that if the flexibility request will work alongside business interests, the request will be granted
Tell employees how you will respond to the request. All responses to flexible working arrangements requests made under the Fair Work Act must be in writing. You must respond within 21 days and say whether you approve or refuse the request, or set out agreed alternative arrangements. There are also steps you must take before refusing and when responding to the request. See Responding to a request above. Best practice employers do this for all requests for flexible work, regardless of whether the request was made under the Fair Work Act
Detail how you will record the arrangement. Once an agreement on flexible working arrangements is reached, it should be recorded. This can be in a formal document or a simple email. Key things to record include:
what the agreed change in working arrangements are
how long it’s intended to go for (ongoing, or a fixed period)
when it will be reviewed
the process for dealing with any future changes
Explain how you will monitor and review the arrangement. Changes to working arrangements can sometimes have unanticipated effects. It’s useful to monitor the arrangement and plan a review to make sure the new arrangement is working for everyone. This lets both parties raise any concerns and make any necessary adjustments.

Practical Tip:

Avoid assuming what your employee wants or needs. Seek to better understand what flexibility means to individual employees, as this means different things to different employees.

If an employee asks for flexible work, talk to them to explore their needs and suitable options. This will help you make sure that both their interests and the needs of your business are being considered.

Train managers and employees

Best practice employers give their managers and employees training and information about flexible working arrangements. This helps everyone understand how flexible work operates and encourages employees to discuss their needs with their manager.

Information and resources you can provide to your managers and employees include:

copies of your policies
checklists of what to discuss with an employee requesting flexible working arrangements
templates and examples available at www.fairwork.gov.au/templates to help them make or respond to a request
guidance on managing a flexible work arrangement – for example expectations around communication, recording work hours, performance indicators, how and when arrangements are reviewed and how to deal with any issues that arise
contact details for staff who can give guidance or assistance
training on workplace flexibility – see our free Workplace flexibility online course available at www.fairwork.gov.au/learning
training on how to avoid and deal with discrimination - see our free Diversity and discrimination online course at www.fairwork.gov.au/learning.

Case study – Family-friendly policies

A medium-sized distribution company wanted to promote their family-friendly policies. They made copies available to employees, explained what they meant, and how they worked. Managers were briefed about the importance of flexibility and coached on how they could support staff.

This resulted in higher engagement, more part-time roles being created, more staff working from home and lower staff turnover.

Create a supportive culture

Best practice employers create a culture where employees feel supported and comfortable discussing their needs.

Tips for creating a supporting culture include:

allow all employees to request flexible working arrangements. Make initiatives available to all employees to improve work-life balance and let them know your organisation supports this.
speak positively about flexibility. Be mindful of language that can unintentionally send the wrong message. For example, making comments like ‘leaving early again?’ to an employee who does school pick-up sends the message that such arrangements are not normal or accepted.
showcase examples of employees who are combining work and family. Leaders in the business are very effective role models for showing what can work and what’s encouraged. Make sure to ask for an employee’s permission before disclosing their personal circumstances
implement family-friendly initiatives. There are many kinds of family-friendly strategies and practices. The key is to select arrangements that best suit both the employee and the employer. This is generally guided by the resources and size of the business, the type of work your employees do and their needs.
communicate expectations and show trust in your employees to do their job and deliver what is required, no matter where or when they might be working.

Case study – Role modelling flexibility

Joe is a team leader in a call centre. He leaves work early one day a week to take his elderly father to appointments and social outings. Joe talks with his team about his flexible working arrangements. This has helped send a message to his team members that flexibility is acceptable in their workplace.

Joe’s employer supports his arrangements. It helps to show that flexibility can be used for a range of personal commitments.

Invest in technology

Technology can enable and support flexibility in your workplace. It can also help you manage employees and teams with flexible working arrangements. For example, consider:

providing laptops, tablets and other portable devices to employees
setting up secure access to work systems (including emails and calendars) on smart phones and other personal devices
using an internal messaging service
providing remote access so employees can log in from outside the office
moving to a paperless office with all materials and documents stored electronically and accessible from anywhere
using video calls and virtual meeting software to share content and ideas.

There may be privacy implications when employers use technology to monitor the behaviour of their employees. See our Workplace privacy best practice guide at fairwork.gov.au/bestpracticeguides.

Best practice checklist

A best practice workplace involves more than just understanding and complying with the law. This checklist will help you work towards best practice when managing flexible working arrangements in your business:

policy – develop a flexibility policy to ensure a consistent and fair approach to flexible working arrangements
promote the policy – good communication is key to making any best practice initiative work. Make sure employees are aware of your policy. Make sure your managers understand the policy and feel confident discussing it with employees
training provide managers with training and resources to help them understand and implement flexible working arrangements
technology – consider how technology can be used to help employees work remotely or at different times (but be mindful of privacy implications – see our Workplace privacy best practice guide at fairwork.gov.au/bestpracticeguides)
communication
speak positively about flexibility and role-model flexible working arrangements
set clear expectations so your employees understand what types of flexible working arrangements may be available and what the employer considers in their assessment of a request
discuss requests for flexible working arrangements with your employees to better understand their circumstances and what they need
discuss and agree on how team members will communicate with employees working flexible hours or in other locations
support – help other employees adjust to the changes in the workplace and be aware of any extra demands that their colleagues’ flexible working arrangement create
review – recognise that flexibility requirements may change over time. Schedule regular reviews with employees so any difficulties can be dealt with early.

Source: https://www.fairwork.gov.au/tools-and-resources/best-practice-guides/flexible-working-arrangements

Promoting jobs to Aboriginal applicants

Fri, 03 Nov 2023 02:50:52 GMT

When looking to recruit Aboriginal people you need to target your media strategy effectively.

Media strategy

A media strategy for an Aboriginal audience will need to go beyond the usual outlets to ensure you capture suitable candidates for the job. It may include some of the following:

Using local and Aboriginal radio and newspapers such as Koori Mail and National Indigenous Times
Aboriginal Units in the Tertiary Sector and TAFE Aboriginal study centres
Local Aboriginal cooperatives
Community email lists such as the Murri / Koori Grapevine
Aboriginal recruitment service providers
Mainstream media such as the Sydney Morning Herald, and online job-seeking systems like Career One
Positions advertised on E -recruit, JobsNSW and indeed.com
Social media such as twitter and Facebook
Recruitment activities such as job fairs and open days
Health Professional Journals
Aboriginal Health Associations

Other considerations

Be mindful that any media strategy needs to accommodate candidates without access to the internet. This may mean, provision for the mail out of hard copy position information packages along with providing electronic versions. The cost of print media must be carefully considered as recruitment advertising that incurs a cost requires a certificate of compliance. Refer to your local Human Resource team for further information.

Identified and targeted roles

Encourage Aboriginal people to apply for jobs by clearly stating in the position information whether a position is Aboriginal identified or targeted.

Capturing the youth market

The median age of an Aboriginal person is 21 years compared with 37 years for non-Aboriginal Australians.

The youth market can be reached through high schools, universities and TAFEs. The Department of Education and Training and Job Services Australia offer youth employment programs such as Australian Apprenticeships and the Compact with Young Australians.

Important

Community and network-based dispersal of job advertisements and notifications are often the most effective and budget friendly, for example, the Aboriginal / Koori Grapevine.

Engaging with the Aboriginal community

It's also important to use your working relationships in the local Aboriginal community for recruitment as referrals from Aboriginal employees and the community are an important source of talent and, when they are pursued, can assist in building trust and empowerment.

Partner organisations such as your local Aboriginal Medical Service may have reached Aboriginal applicants using channels such as the Koori Grapevine or community email lists which can be powerful and effective.

Effective job advertisements

NSW Health's commitment to workforce diversity and the on-going commitment to improving the health & wellbeing of Aboriginal people should be outlined in job advertisements. For example, it is always good practice, when advertising for Aboriginal applicants, to include if possible - "NSW Health is committed to achieving a diverse workforce and strongly encourage applications from Aboriginal and Torres Strait Islander people".

An effective job advertisement links to a position information package outlining the essential requirements and selection criteria for the role, including whether a position is Aboriginal identified or targeted. Selection criteria include skills, experience and any essential qualifications, if they are required.

Regardless of the way the vacancy is communicated or applicants identified, the appropriate recruitment and selection process must be followed.

NSW HEALTH SERVICE ABORIGINAL HEALTH WORKERS' (STATE) AWARD

On 2 September 2015, Commissioner Tabbaa of the NSW Industrial Relations Commission made by consent the NSW Health Service Aboriginal Health Workers' (State) Award. Details are available on the NSW Health Remunerations and Conditions website. This Award is effective from 2 September 2015 and has replaced the Aboriginal Health Education Officers' Determination (AHEO Determination).

Use of appropriate language

Managers should refer to NSW Health's Communicating Positively - A guide to appropriate Aboriginal terminology for guidance and background information on guidance on appropriate word usage when working with Aboriginal people and communities, and when developing policy and programs to improve health outcomes for Aboriginal people. The use of accurate and non-offensive language is an essential component of Aboriginal cultural respect and communication training.

Localised terms such as "Koori", "Murri", language or nation names should be used in specific circumstances so consult with NSW Health Aboriginal Workforce and Cultural Advisers to make sure the terms are used appropriately.

Important

If working in partnership with a recruitment agency, make sure the agency understands the NSW Health commitment to increasing the Aboriginal workforce and how you would like the attraction and selection processes to operate .
Unless the successful applicant is from the Country where the position will be located they'll still be required to engage the local Aboriginal community in the same way as a non-Aboriginal person.
Respecting the Difference cultural training is mandatory for all NSW Health employees. Ideally all members of the selection panel should have completed this training prior to their involvement in the selection process.

Source: https://www.steppingup.health.nsw.gov.au/help-me-hire/Pages/Promoting-jobs-to-Aboriginal-applicants.aspx

Recruiting Aboriginal staff

Fri, 03 Nov 2023 02:50:48 GMT

An essential part to building Aboriginal workforce is to identify how to attract and recruit Aboriginal candidates for positions at all levels.

Community relationship building is important for recruitment and often your organisation or Government area needs to be known to the local community and regarded positively before members of the community will consider applying for jobs within your organisation. Community relationship building is important for recruitment because:

the community can act as an effective conduit of information
news and information is often shared by word of mouth
your organisation may become more aware of cultural practices which could help to refine your attraction and recruitment strategies
it can help identify particular barriers to employment, such as past culturally inappropriate action
it has the capacity to increase networks

It may help you identify potential staff for current jobs and assist in building a future employment pool for your organisation.

Recruitment Pathways

When recruiting, you should follow your organisation’s usual recruitment processes with some additional steps to successfully recruit Aboriginal staff. Some recruitment methods across the Victorian public sector include:

The Victorian government graduate program (formerly VPS GRADS) or organisations’ own graduate recruitment program: university graduates with three-year or longer degrees for a 12-month development program to learn about government.
Cadetship programs: cadets are usually Year 12 or first-year university students. The program combines academic life with structured work experience.
Traineeship programs: traineeships are a pathway for trainees to work and learn simultaneously. Traineeships use competency-based training focusing on performance rather than knowledge.
Use of employment or recruitment agencies
Advertising through a range of ways.

Designing and describing position descriptions

Prior to advertising and recruitment, it is important to think about what a job involves, including the most appropriate skills, attributes, knowledge and experience required. Use plain English and inclusive language and avoid using jargon. To attract a broader range of applicants, you might focus on what the person in the role will be doing and the skills they will need rather than on formal qualifications, particularly where these qualifications are not mandatory requirements of a role. Often qualifications listed as mandatory on position descriptions can be replaced with life experience or professional experience and practical knowledge.

In some cases, Key Selection Criteria (KSC) could assess the potential of applicants to grow into the role. This often results in a broader group of applicants with a range of different skills. You should place value on life experience, practical knowledge and connections to Community as part of the KSC. Offer to clarify the KSC and offer the opportunity to seek assistance with drafting answers.

Advertising

While you should follow your organisation’s usual marketing strategies, it is beneficial to follow some extra steps to attract and recruit Aboriginal staff.
Some good advertising channels for attracting Aboriginal staff that can be employed alongside conventional methods are:

Word of mouth
Koori Mail
Social media
Career Trackers
Indigenous Employment Australia
National Indigenous Radio Service

Make all of your organisation’s job advertisements attractive to Aboriginal candidates by including the following:

A clear description of the role
Leave entitlements including cultural leave
Hours of work and potential for flexible working arrangements
Innovative approaches such as using new technology
The statement “Aboriginal and Torres Strait Islander people are encouraged to apply for this job”
Images of Aboriginal staff members working in your organisations (with their consent).

Make sure time frames for applications are long enough for people to hear about the position through word-of-mouth.

Interviewing Aboriginal Staff

Like all potential recruits, Aboriginal people come from different backgrounds and communities and have different ways of doing things. Communication styles will differ and what works for one Aboriginal recruit may not work for another, especially when you are recruiting employees across a range of levels. The following are helpful suggestions for you to consider when interviewing Aboriginal staff:

Ensure the interview space is welcoming and culturally safe.
Provide interview questions prior to the interview to reduce anxiety and ensure interviewees have the opportunity to present their best case.
Engage existing Aboriginal employees in promoting the benefits of a career in your organisation. For example attending Aboriginal job fairs or speaking in a promotional video.
Provide recruitment information to Aboriginal Community organisations, networks, employment and careers expos and community events.
Include an Aboriginal person on the selection panel.
Include an Aboriginal male on the selection panel for Aboriginal male candidates and an Aboriginal female on the panel for Aboriginal female candidates whenever possible.
Ensure panel members have completed cultural capability training, unconscious bias training and merit-based selection training.
Provide support to applicants before the interview, e.g. provide clear instructions about access to the building, the selection process and interview format and panel members.
Be aware that there could be differences in communication styles, e.g. silences might be longer for some Aboriginal people as they provide an opportunity for deeper thought and it may not be polite for some Aboriginal people to make lots of eye contact. 1
Be aware that, for some Aboriginal people, self-advocating or “talking yourself up” may not come naturally due to social and cultural norms. Some Aboriginal applicants may be inclined to speak more in terms of team or group outcomes rather than personal achievements.

Recruitment of non-Aboriginal staff

Recruitment of non-Aboriginal staff, carers and volunteers should include a focus on cultural capability. Staff selection must, for example, assess whether applicants understand the historical and contemporary issues that affect Aboriginal people.

Aboriginal Employment Officers and Aboriginal Employment Plans

Aboriginal Employment Officers (AEO) and Aboriginal Employment Plans (AEP) are best practice for recruiting and retaining Aboriginal staff and ensuring your organisation is culturally competent and safe.

What is an Aboriginal Employment Officer?

An AEO is responsible for:

Providing ongoing support to new and existing Aboriginal staff
Developing an AEP and coordinating its implementation
Providing ongoing support to stakeholders, including managers, as well as establishing and maintaining external relationships.

While some of this work can be done by human resources staff, experience shows that this does not deliver results and does not provide the necessary support to Aboriginal staff or the necessary focus for an AEP.

Tips for engaging an AEO:

If possible, invest in an ongoing, full time, AEO role
If your organisation cannot appoint its own AEO, try and share an AEO with another organisation
If the AEO is appointed from outside the organisation, ensure that have full access to consult and collaborate broadly and effectively

What is an Aboriginal Employment Plan?

An AEP is a comprehensive plan that sets out a series of coordinated and consistent organisational activities to increase the number of Aboriginal employees.

An AEP will:

Provide the basis for agreement about activities to be undertaken
Specify what actions are to be undertaken
Identify who will be responsible for initiatives, as well as designating overall responsibility
Highlight implementation timelines
Provide the basis for benchmarking progress and reporting

Tips for developing an AEP:

Ensure there is a plan with a clear picture of who, what, how, when, and how much is being invested
Set up management structures that provide clear lines for endorsement and accountability
Include as many people from as many different areas of the organisation as possible during the planning phase.

View an example of the Victorian Department of Premier and Cabinet’s plan .

Questions for managers and workplaces when recruiting Aboriginal staff:

Do you have an Aboriginal inclusion plan to attract, recruit and retain Aboriginal staff?
Do your recruitment approaches attract Aboriginal applicants and lead to recruitment of Aboriginal staff?
Does your area/organisation induction for all new staff, carers and volunteers include:
the organisation’s support for Aboriginal self-determination and social justice?
The organisations commitment to cultural capability and cultural awareness or cultural safety content in the training?
the organisation’s commitment to cultural safety and intolerance of racism and cultural abuse?
the organisation’s commitment to cultural capability?

Source: https://vpsc.vic.gov.au/workforce-programs/aboriginal-cultural-capability-toolkit/recruiting-aboriginal-staff/

5 steps towards volunteering & engaging with Aboriginal communities

Fri, 03 Nov 2023 02:50:45 GMT

Many informed people want to help and work with Aboriginal communities. This guide helps you prepare, engage, and find resources and contacts for volunteer jobs.

Step 1: Some homework and introspection

Before you venture out it's a good idea to review where you're at and be totally honest with yourself in your answers.

Here's a checklist you can print and work through:

1) Evaluate your pre-conceived ideas

Do you hold stereotypes, prejudice , or racist views ?
Become aware of your current thoughts, opinions and preconceptions about Aboriginal people.
Are you willing to see life from someone else's perspective?
Do you have certain beliefs and ideas you want to challenge?

2) Develop awareness and interest

Be observant and willing to learn.
Visit local Aboriginal cultural centres or contact your local council.
Explore your local area's history and the culture of the local Aboriginal community.
Watch educational programs (e.g. NITV, SBS - TV or online).
Visit your local library and research online about questions you have.
Check maps and get to know the Aboriginal language groups in your area and some of the history of those groups.
Find out which Aboriginal group's country you live and work on.

3) Practice respect

Respect is very important in every social structure in Aboriginal communities.
Respect for Elders, the land, animals and ancestors are fundamental aspects of Aboriginal culture.
Aboriginal people will subtly test how respectful you are before they trust you more.
Role-play with your partner or a friend how you would approach an Aboriginal person, then ask them how they felt.

4) Can you ask for advice?

Your ability to ask for advice regarding cultural matters is very important.
You'll need to learn protocols (e.g. about gender division, greetings, speaking and listening. Note that protocols depend on geography.
For more remote communities, read Whitefella Culture by Susanne Hargrave.

5) Attend events and activities

Find out about significant Aboriginal days .
Attend festivals , events and activities to get to know your local Aboriginal community.
Start building relationships with people at the event with a friendly, informal chat.
Aboriginal culture has a greater emphasis on relationships, so approach events with the intention to connect and build relationships.
Contact your local council to find out about events near you.

Step 2: Get to know your local Aboriginal community

Now that you have some background knowledge it's easier for you to attend events without feeling ashamed because you don't know enough.

Look for your local community rather than remote communities. Urban Aboriginal identity can be just as strong, with powerful territorial affiliations.
Attend community events and meetings as a guest and practice to just listen .
Participate in Aboriginal tours of your area . Show interest and ask questions.
Use these opportunities to practice your homework from Step 1.
If you do not have any contacts or direct links with your local Aboriginal community, a good starting point is to contact either your Local Aboriginal Land Council (LALC) or local Aboriginal education organisation.

Useful links:

Step 3: Make contact with your local Aboriginal community

Time to meet community members and start building trust and your network. Some of the following points are more related to organisations. If you venture out by yourself just do a scaled-down version.

Meet local Aboriginal people and explain who you are, what you do and why you’re interested to learn more.
Respect the hierarchies you find.
Invite local Aboriginal organisations/elders for a morning tea and talk about historical information regarding the local area.
Do an Acknowledgement of Country at the start of activities.
Ask an Aboriginal person to do a Welcome to Country at ceremonies and official events.
Treat people as friends rather than clients.

Step 4: Start a deeper conversation

After an initial contact you can share more about you. Remember not to be pushy but humble: First it's your turn to share and give before you can receive.

Share about where you and your family come from, and note whether this personal sharing is reciprocated.
Dare to be vulnerable by opening yourself to the other person and offering a heartfelt connection.
Come as an equal and not in a dominant, paternalistic or thoughtless way.
Be willing to share your life and family as well.

Step 5: Become involved

Now you are ready to offer your help. There are some people who know something about you and, ideally, you have received some trust and sharing in return.

Offer your skills, talents and time to help Aboriginal communities in your area, e.g. by volunteering your time and know-how (see below for links to volunteer jobs and organisations).
Many Aboriginal events need volunteers as well (e.g. Survival Day celebrations).
Work with activist groups, e.g. Australians for Native Title and Reconciliation (ANTaR), Stop The Intervention Collective Sydney (STICS).
Join a reconciliation group (see below for links).
Check with your employer if they offer secondments within their Reconciliation Action Plan .

Remember: Always ask and offer, don't recommend or propose.

Tip

Double and triple check any permissions you have received. Sometimes what is permitted depends on who you are talking to and where and when you have the conversation. Versions might change from one day to the next. [1]

Case study: Skilled volunteering secondments at NAB

NAB employee, Wendy Kelly, shares her story about secondment in Kunanurra with Jawun and the overall vision of their work in the East Kimberley region.

Useful links for volunteer work and to reconciliation groups

Links to volunteer work

Indigenous Community Volunteers matches skilled volunteers to projects in Aboriginal communities
The Aboriginal Benefits Foundation has a focus on supporting health and education projects with a connection to Aboriginal art and/or artists.
Australian Indigenous Mentoring Experience aims to boost year 10, year 12 and university admission rates for Aboriginal Australian students.
The Aboriginal Education Consultative Group is an Aboriginal community-based organisation of volunteer members. These groups advise on issues relating to Aboriginal education.
Australians for Native Title and Reconciliation (ANTaR) runs an Australia-wide volunteer network to enable greater education and community outreach.
The Aboriginal Legal Service offers law students the opportunity to volunteer with their Care and Protection or Family Law Practice.
Go Volunteer is an organisation that offers a large range of volunteer roles including one-off, short-term and long-term opportunities. On their site you can find volunteer roles that suits your interests, motivation, availability and location.
The Centre for Volunteering is a national not-for-profit organisation that supports volunteering and community participation with a focus on NSW. It provides referrals, advice, training, research and helps engage people through community involvement and volunteering activities.

About Indigenous Community Volunteers

Links to reconciliation organisations and groups

NSW: www.nswreconciliation.org.au
VIC: www.reconciliationvic.org.au
SA: www.reconciliationsa.org.au
QLD: www.rqi.org.au
WA: Reconciliation Western Australia (Facebook)

There are currently no reconciliation organisations in the Northern Territory, ACT or Tasmania.

Other contact points

Here are some ideas who to contact within your local area:

Aboriginal Community Liaison Officers
Aboriginal Education Officers
Community workers
Aboriginal Heritage Office
Aboriginal colleagues at work
Committees or Elders from your local area or the wider region
Non-Aboriginal people in your area who have already become familiar with appropriate protocols

Source: https://www.creativespirits.info/aboriginalculture/people/steps-towards-volunteering-engaging-with-aboriginal-communities

Tackling the indigenous employment gap

Wed, 11 Oct 2023 03:14:51 GMT

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

How you can work with Aboriginal communities and give back

Wed, 11 Oct 2023 03:08:49 GMT

Want to support Aboriginal and Torres Strait Islander peoples as part of your career? Here are three jobs to consider, from remote teaching to arts programming.

There are a lot of careers where you can work directly with First Nations communities, not only in remote areas, but also in your local city.

If this is something you’re passionate about, start educating yourself on Aboriginal and Torres Strait Islander history and culture so you can be the best possible partner, and think about where you can offer the most value. Here are three career paths where you can make a real impact. Close the education gap as a teacher.

This Wednesday 1 September marks Indigenous Literacy Day, which was established by the Indigenous Literacy Foundation (ILF) to raise awareness about the educational challenges First Nations children face in remote communities. All week, ILF will be raising money to pay for books and literacy programs in those regions.

You can help close the literacy gap by qualifying as a teacher, and making Aboriginal and Torres Strait Islander cultures a priority in the classroom. You could even spend some time teaching in a remote community.

Why you should consider remote teaching

Remote communities and small towns in the Northern Territory, Western Australia and Queensland regularly need more teachers to work in classrooms where students speak English as a second language.

Going to teach in a remote community can be a life-changing experience, though it’s important to go in knowing you may find the culture shock hard at first. You’ll need to be willing to learn from the community, local First Nations educators and Elders as much as your students will learn from you.

Teach in the Northern Territory has some fantastic advice about what to expect as a remote teacher and how your teaching approach will differ—but for a start, you’ll need to be extremely culturally sensitive, understand that the pace and style of your teaching will change day-to-day, and be aware of the history, family structures and language of your local community.

What to study

To qualify as a teacher, you’ll need a Bachelor of Education (Primary Education) or a Bachelor of Education (Secondary Education) . Both degrees offer subjects that explore how to meet the needs of Aboriginal and/or Torres Strait Islander students.

Before you can apply for any teaching jobs, you must pass the Literacy and Numeracy Test for Initial Teacher Education (LANTITE) to prove that you have the knowledge needed to manage a classroom. You’ll also need to register as a teacher with your state or territory’s teaching body (for example, in Victoria this would be the Victorian Institute of Teaching).

Support First Nations projects as a community development worker

If you’re someone who likes to get out into the community, work directly with people and make change happen, then you should think about a career in community development.

But it’s important to understand that your role won’t involve dictating to First Nations groups or managing projects for them. Instead, you’ll help communities identify issues that they’d like to address, and then empower them to lead their own projects.

Why you should consider community development work

This is an incredibly diverse career, where you’ll have the chance to support all sorts of projects as part of a government department or not-for-profit. At World Vision , community development workers give First Nations facilitators the resources they need to run their own early childhood education and youth leadership programs. It’s also common to help communities organise job placement programs, health programs or housing initiatives. Your role is to facilitate meetings, organise resources and write funding applications.

Aboriginal and/or Torres Strait Islander peoples can be understandably sceptical about community service workers, especially those from non-First Nations backgrounds. You’ll need to be patient and sensitive about building relationships over time. If you’re willing to put in the work and support these communities in achieving their goals, then you’ll find it a really rewarding career.

What to study

To become a community development worker, you’ll need a Bachelor of Arts (Community Development) , where you’ll learn how to work collaboratively with different communities, plus what works and what doesn’t.

If you’re already in the industry or you’d like to go after more senior roles, it can help to earn your Master of Business Administration .

Promote First Nations work as an arts programmer

First Nations Australians are responsible for some of the world's oldest surviving art and culture, with rock art in the Kimberley dating back 50,000 years . Not only is it vital to preserve this rich past, but it’s also important to promote current and future generations of Aboriginal and/or Torres Strait Islander artists so they can continue to have their voices heard.

Unfortunately, First Nations artists are underrepresented in the Australian arts industry, particularly in mainstream venues and arts centres. If you’d like to change that, you can support Aboriginal and Torres Strait Islander equality as an arts programmer.

Why you should consider arts programming and administration

This is a role that involves developing arts programs, initiatives and events that are enjoyed by the whole community. You can champion First Nations artists by ensuring festival, gallery and theatre programs are more inclusive and diverse.

Or you could work in an arts administration role, where you can help secure funding and resources for First Nations arts bodies, ensuring First Nations people are responsible for making decisions about how their work is represented. Those employed by peak bodies like the Australian Council for the Arts for example, organise grants for new arts and culture projects.

Arts organisations are slowly getting better at hiring, interning and funding more First Nations artists, but there’s still a long way to go. Arts programming could be a fantastic career choice for you if you’re like to help drive that movement.

What to study

A Bachelor of Arts , majoring in arts or events management, will give you the skills you need to get involved in arts programming. It also pays to volunteer for arts organisations or festivals, especially those that support First Nations artists. While this is a competitive industry, the right contacts and practical experience can help you stand out from the crowd.

Source: https://www.open.edu.au/advice/insights/how-you-can-work-with-aboriginal-communities-and-give-back

Aboriginal employment, jobs & careers

Wed, 11 Oct 2023 02:46:56 GMT

Aboriginal unemployment rates are 3 times the non-Aboriginal rates. Some web-based services exclusively list Aboriginal jobs.

Contents:

Selected statistics

53.8%

Aboriginal employment rate in 2008. [1] 47.5%

Aboriginal employment rate in 2014. [1] 14,000

Number of Aboriginal professionals in 2006; in 1996: 8,000. [2] 14%

Percentage of the Aboriginal workforce who held a professional job in 2006; [3] in 1996: 10%. [2] 40%

Percentage of Aboriginal professionals who held a university degree in 2006. [2] 44%

Percentage of Aboriginal professionals who work in major cities. [2] 35%

Percentage of additional applications an Aboriginal person must submit to get as many interviews as a applicant with an Anglo-sounding name. [4]

High Aboriginal unemployment

From 1994 to 2008 strong economic growth helped Aboriginal employment rise steeply from 31% to 51% while non-Aboriginal employment only rose about 7.5%. [5]

But between 2005 and 2010, the overall Aboriginal unemployment rate remained at around 15% or above. [6] In 2010 it was 18%. The unemployment rate was 16% in major cities, and 23% in regional areas.

A high number of Aboriginal people was not participating in the labour force (44.1%), double the figure for non-Aboriginal people (23.6%). [7]

Aboriginal people have much lower employment rates than other Australians due to factors including education, training and skill levels, poorer health, limited market opportunities, discrimination, and lower levels of job retention.. The tier one [large construction] companies are happy to say they want to work with Indigenous people, but unlikely to hire them.— Nathan Martin, Yuin man, Founder and CEO, Yalagan Group [8]

Aboriginal unemployment rates across regions in Australia. Unemployment in remote areas has risen sharply to 15%, while it has dropped in regional areas and cities. [9]

Note: Employment data published by the Australian Bureau of Statistics (ABS) needs to be taken with a grain of salt because, following international guidelines, the ABS considers someone 'employed' if they are "engaged in one or more hours of work", i.e. one hour of work is enough to count as 'employed'.

Poor learning conditions

Some Aboriginal people lack the basics you need in order to go to work. If you hadn't an adequate house for shelter you wouldn't be able to sit down and learn. And without education you wouldn't be able to get a high-paying job.

Aboriginal communities suffer from massive overcrowding in houses , creating an environment where it is hard to learn.

Inadequate training

63% of Aboriginal Australians say that inadequate training and qualifications are a barrier to gaining employment, while 47% say they don't have a good understanding of the rules of the workplace. [10]

To get work-ready, Aboriginal workers from remote communities might need to familiarise themselves with alarm clocks and getting to work without relying on someone from the community. [11] Some of those signing up for jobs may never have worked in an office, answered to a boss or received a salary. 52% agree that not having the right job-specific training contributed to unemployment levels, while 57% named not having someone within the workplace to help them to settle in and feel supported as a key barrier to achieve employment. The same number believed a lack of numeracy and literacy skills prevented them from getting jobs.

Older Aboriginal workers can act as mentors for the young. The power of role models is important, as the young people benefit from talking to their own people who work full-time. [11]

Mentors also help young workers overcome the urge to give up and return to not having a job. Teaching life skills is just as essential as teaching work skills - how to hold on to a job, how to secure a family's future.

"The areas that a mentor might cover range from talking about the person's cultural identity to dealing with life skills such as eating a good diet and maintaining hygiene," says Danny Lester, chief executive of national recruitment service Aboriginal Employment Strategy. [11] The main barrier to marginalised Indigenous people entering the workforce it not their skill level or their experience, but their level of work-readiness.— Findings of the Walk in My Shoes 2011 report [12]

Employers need to do better

Employers need to develop genuine relationships with Aboriginal people, communities and organisations, tackle racism in the workplace and focus on young people with proper training [13] .

Companies should also avoid creating short-term unsustainable jobs just to meet Aboriginal employment targets.

Employers need to be careful not to box Aboriginal people into stereotypes. A common stereotype about Aboriginal people is that they are "lazy". People see them getting paid for doing nothing, receiving "sit-down money".

Some employers discriminate in the hiring process. A large-scale study by the Australian National University found that, with all other parameters being equal, an Aboriginal-sounding name on the application lets employers reject the application more often than if it was an Anglo-Saxon name (affinity bias). To get the same number of job interviews, an Aboriginal applicant must submit 35% more applications. [4]

While Aboriginal people are qualified, employers need to overcome their old mindset and employ them.

"[Aboriginal people] were placed in casual positions cleaning a drug and rehabilitation centre two days a week," recounts Koori woman Kelly Briggs. "These were people who had certificate II, III & IV in business administration." [1] I have walked into at least 5 interviews where as soon as the interviewer saw that I was Aboriginal a kind of shutter comes across their eyes. — Kelly Briggs, Koori writer at Crikey [1]

Fact

Destination NSW, a peak tourism agency, failed to hire any First Nations staff member for nearly a decade despite boasting about the success of its First Nations cultural tourism programs. [14]

Resource companies, in particular, have an "unspoken expectation that no Aboriginal group should become engaged in economic development" because they are expected to live on their own land as "caretakers of wilderness", uneducated and in poverty. [15] There are still employers instructing agencies of "not sending any 'abos' for interviews". [1]

While Aboriginal people like Aboriginal-specific positions, such as traineeships, to provide opportunities for entry into the job market, they need to have a clear career pathway to avoid being "locked-in" roles. [13]

Feedback from Aboriginal people indicates that Aboriginal retention rates can be improved if employers [13]

develop mentoring schemes,
address racism in the workplace,
provide cultural awareness training,
keep people employed even after any wage subsidy period ends,
provide career development and progression, and
enable flexible work practices.

Tip

If you are an employer, use the above list to create your Reconciliation Action Plan (RAP).

Competition from cheap overseas labour

Young Aboriginal people are very keen to work but cheap overseas labourers push them out of the market.

"There's no reason to say that Aboriginal people don't want to work," says Lorraine Watson, an elder involved with a Remote Area Work Scheme (RAWS). [16] "We get them all psyched up and ready to go and then the abattoirs will decide to pull out at the last minute because they've got overseas workers."

According to Ms Watson abattoirs' applications for overseas workers are usually processed within one month while her applications for Aboriginal youth takes over 16 months.

She blames the turnaround of abattoirs to money. Overseas workers' wages are subsidised whereas wages for young Aboriginal people are not. [16]

But according to a report the total cost of recruiting and bringing in each overseas worker ranged from $17,000 to $30,000 [16] , and once their visa expires they return to their home country. A 12-month program with RAWS costs $17,000 one-off, but the skills stay in the country.

Poor government policies

Poor government policies for education and welfare have made many Aboriginal people unemployable, says Prof Helen Hughes from the Centre for Independent Studies (CIS). [17] The lack of education in remote areas contributes most to unemployment there, while welfare dependence does the same in capital cities. With welfare payments often higher than entry-level wages, would you go to work?

A review in 2011 of Aboriginal employment programs in NSW found that 14 job programs were "basically redundant", costing around $17 million. [18]

The reviewers found that there was "not strategy or framework linking programs to the needs of Aboriginal people, and there had been little monitoring or evaluation of money spent and outcomes".

NSW Aboriginal Affairs Minister Victor Dominello said that "what is needed is greater engagement with the Aboriginal community, improving and sustaining career development pathways through connected programs from school through to employment, leveraging opportunities in growth industries and regions, and strengthening relationships with the private and non-government sectors to link Aboriginal people with more employment and business opportunities". [18] Aboriginal people want careers, not jobs. We want to be paid right for what we're doing.— Simon Fewings, co-ordinator Dare To Lead Project, Mildura [19]

Aboriginal professionals: Success unreported

Almost all reports about 'Aboriginal employment' draw attention to Aboriginal people who do ?not? have a job, ignoring the growing number of employed Aboriginal professional workers – as many as 14,000 in 2006, or 14% of the Aboriginal workforce, [3] often living in urban areas. This compares to 22% in the non-Aboriginal workforce. [2]

The increase of Aboriginal professionals from 1996 to 2006 (74%) is higher than the increase of the Aboriginal population during that period (29%). [2]

They can be considered part of the emerging Aboriginal middle class , an idea that recognises the diversity of Aboriginal people, their increasing levels of skill and education and work in higher professional roles. These roles were mainly in the areas of education, health, visual arts, environmental science and human resources, for example as teachers, psychologists, rangers or artists. [2]

Success story: Norforce

Norforce is one of the few organisations in Australia dominated by Aboriginal people. Established in 1981, Norforce monitors Australia's northern coast for suspicious activity.

Nearly 70% of the patrolmen are Aboriginal (compared to 0.97% in the Defence Force), and in 2011 Norforce welcomed their first Aboriginal officer, David Isaac, [20] thanks to better education.

Aboriginal elders and traditional owners embrace Norforce, and for those who enlist their job is a source of pride and prestige. Not only are they employed, their work involves protecting country which includes their ancestral lands. To young Aboriginal males the job helps them live and breathe their warrior role.

"In Norforce we look after country and make sure ti's kept good, and no one is in there trying to destroy it," says Ronald Roe. [20]

Norforce values their Aboriginal members' bushcraft and intimate acquaintance with the land. "If something is out of place - a bush, a rock - they'll pick that up. They can see if something has been through," says Warrant Officer Bob Terms. Finding fresh water is still a vital ability too.

In return for teaching such knowledge to their fellow soldiers, Aboriginal recruits learn skills that can help them find civilian jobs--medical know-how, leadership, self-confidence.

Norforce respects Aboriginal ways to learn. They teach map reading outside while sitting on a hill and don't scream at recruits, which would shame them to not returning to the force.

Sandra, mother of Aboriginal soldiers Michael and Eddie, is proud. "I'm really happy that my two boys are in Norforce. It's taught them a lot of things, and they look forward to it so much, even though they have to leave their families behind. They look different - fitter and healthier - and ti's been good for their character as well."

For Warrant Officer Bob Terms Norforce has changed his attitudes towards Aboriginal people profoundly. "Before I joined Norforce, I wouldn't have sat in a fixhole with an Aboriginal person and shared a cup of tea... Now I don't' think twice about sharing a cup of tea with them, or giving them a smoke, and I'm honoured to be godparent to a little Aboriginal girl."

Success factors for Aboriginal employment

There is no one solution that fits all employment situations, but here are factors that have proven to work for some cases [21] [22] [23] :

Know about Aboriginal culture. Understand Aboriginal communities' grief and trauma, and the social and emotional issues that resulted from it. Show respect. Understand the affect of colonisation. Be committed to reconciliation . Ideally, have some positive experience with Aboriginal culture.
Build community rapport. Try to be non-judgemental, open and honest.
Accommodate customs. Accommodate custom and cultural traditions of kinship. Have men and women in the correct customary relationships.
Show flexibility for culture. Allow workers to attend ceremonies by starting work early to make up for the time required in the afternoon.
Commit to shared social and cultural values. These include family, community, land, culture and ceremony, work ethic and economic drive.
Improve worker's skills through formal education and training. Tailor training to prepare job-seekers for a job that exists and not simply train for training's sake. Where training is linked to a guaranteed job, some employers report a 70% retention of new Aboriginal employees to 6 months, compared to the Job Services Australia retention rate of just 24%. [23]
Know yourself as an employer. Because professional boundaries are very different in some work environments you need to know yourself and be balanced.
Try innovative recruitment strategies that give Aboriginal people who would be screened out during conventional selection processes the opportunity to win jobs.
Hire Aboriginal managers. Aboriginal workers prefer workplaces where their boss is also Aboriginal. [2]

To trade the hopelessness for hope, we need effective training that leads to results. We cannot afford to keep training candidates for training's sake, and making them jump through hoops of hope.— Jeremy Donovan, national ambassador, GenerationOne [23]

Increasingly Aboriginal businesses create Aboriginal jobs.

A report by the Centre for Aboriginal Economic Policy Research at the Australian National University identified the number of self-employed Aboriginal people increased substantially, rising from 4,600 in 1991 to 12,500 in 2011. [23]

Aboriginal employment websites

Indigenous Jobs Australia

On August 31, 2009, the Australian Indigenous Chamber of Commerce launched Australia's first national Aboriginal employment website.

The chamber's chairman, Warren Mundine, said that the site provided a platform for government, businesses and Aboriginal job seekers to work together to minimise Aboriginal unemployment.

"Indigenous people are not as competitive as non-Indigenous people. In interviews they're not promoting themselves. They're not selling themselves. It's not to say they can't do these jobs as well as anyone else—it's just the salesmenship," he said. [24]

Most Australians (59%) would like to work with an Aboriginal person a survey found, [10] while 66% would give an Aboriginal person employment if they had the opportunity, only 5% would not. There are dozens of employers, some of the biggest in the country knocking on my door saying they want to hire Indigenous people— Senator Mark Arbib, federal Minister for Employment Participation [25]

The website is available at www.indigenousjobsaustralia.com.au .

Aboriginal Employment Strategy

Founded in 1997, the national Aboriginal Employment Strategy (AES) is a 100% Aboriginal-managed, not-for-profit recruitment company.

It helps Aboriginal people get a foothold in employment by providing school-based training programs, group training, apprenticeships, recruitment services and mentorship.

AES works with corporate partners including Qantas, ANZ, Commonwealth Bank, Telstra and NAB.

It's work saves the government a substantial amount of money which it would otherwise spend on welfare benefits.

Source: https://www.creativespirits.info/aboriginalculture/economy/aboriginal-employment-jobs-careers#high-aboriginal-unemployment

1 in 4 feel pressured to return to the workplace, resulting in ‘compliance culture’

Tue, 10 Oct 2023 06:32:37 GMT

Will a return-to-office mandate damage your organisational culture? And what do you risk if you lean too heavily towards a compliance culture?

If you tell an employee not to work from heights without the proper safety equipment, they will probably listen to you because the rationale makes sense to them. They don’t want to hurt themselves or others.

But try telling them to come back to work after years of operating remotely , and you might have a tougher time getting their buy-in.

New research from Atlassian, which surveyed 1000 knowledge workers in Australia and the US, shows that 82 per cent of knowledge workers are operating under some form of return-to-work mandate.

Worryingly, one in four aren’t coming into the physical workspace out of a genuine desire to be there, stating that they feel pressured to attend. And 10 per cent are worried they’ll be viewed as less productive or uncommitted to their jobs if they continue working from home, suggesting that even in instances where remote work is allowed, it might not necessarily be normalised.

Some leaders argue that culture and collaboration are severely damaged when work is conducted entirely online, while others believe it’s best to put control in their people’s hands.

This is a debate that’s taking place in real time with many employers across the country, most notably among employees at Australia’s largest bank, CBA, and within Australia’s largest employer, the public service.

The Finance Sector Union (FSU) recently lodged a dispute on behalf of its members following the CBA’s mandate that employees spend 50 per cent of their time in the office. The FSU claims employees were not adequately consulted about the changes, meaning some were unable to arrange adequate childcare arrangements, for example, and that many had accepted their positions under the assumption they could continue working remotely.

In response, a CBA spokesperson said , “Connection, innovation and the ability to build and strengthen relationships is absolutely fundamental to how we continue to work,” a sentiment many leaders would agree with.

In contrast, the Australian Public Service announced that 174,000 of its employees are could soon be entitled to an unlimited amount of remote work days under a new agreement struck with union groups.

According to Community and Public Sector Union National Secretary Melissa Donnelly, this deal will allow the public sector to “become increasingly diverse, adaptable and accessible”.

Compliance culture

This article isn’t about unpacking which side is right (it will always depend on individual circumstances), but there are some important things to keep in mind should you want to force people back into the physical workspace.

“What comes to mind [with these Atlassian insights about feeling pressured] is cultural enforcement versus cultural leadership,” says Shane Hatton, author, trainer, and leadership/culture expert.

When researching for his latest book, Let’s Talk Culture, Hatton concluded that culture has four elements, one of them being collective buy-in.

“If you don’t have collective buy-in, but place behavioural expectations around it, you end up with compliance, rather than a culture,” he says.

An overly compliant culture can result in people executing the expected behaviour, but perhaps doing so without offering discretionary efforts or high morale.

“People come into the office but they say, “I don’t know why I’m here.” There’s a lack of meaning and understanding,” says Hatton.

“Put the pin on the map to show people where they’re going, but let them choose the route to get there. We’re often telling people, ‘turn here,’ ‘go there’ – but you just need to hold them accountable to the outcome.” – Shane Hatton.

He suggests thinking about work in three different ways: collaborative work, solo work and non-work.

“Solo work can be done from home. Collaborative work is a blurred line because some people can work effectively in a collaborative environment online if they have the right tools.”

Hatton believes the strongest case for in-office work lies in the third category: non-work.

“That’s those social interactions that can’t be replicated online. Being able to connect with colleagues on non-work related topics is a component of [hybrid] work that most people aren’t addressing. But even with this in mind, that’s still two thirds of work that can be done online.”

Compliance cultures can also lead to dissent brewing within the ranks.

“You might end up with one conversation happening upwards and another happening across the organisation. They are complying with the rules, but they might not want to speak up to their manager about [issues], so the business assumes everything is going great, but there are heaps of side conversations going on about how much [employees] hate it.

“The level of resistance goes up. The behaviour happens, but it’s a lot slower and is more difficult to maintain without constant supervision.”

This might mean managers have to start checking in on their employees more often, which can breed a culture of micromanagement or surveillance, which we know can be damaging to trust and engagement levels.

“But if you explain why you’re making the change, you won’t need to check in because you’ll know that people are following.”

Importantly, Hatton says you need to explain the ‘why’ from the employees’ perspective.

“Cultural enforcement looks like saying, “If you don’t come back to the office, this is how we [the employer] are impacted.” You’re guilting people. That’s why they feel pressured. Whereas cultural leadership is saying things like, “If you come back to the office, here’s how you’ll benefit from the experience.”

One of those key employee benefits is tending to our social health.

“Work is not just a place to work. It’s also a place to generate wellbeing. Gallup’s research shows us that we’re more likely to be engaged if we have a best friend at work . That’s a person you show up for each day. I can’t remember the last time I made a friend in a Zoom meeting.”

Atlassian notes that employers often use flexible working as a scapegoat when productivity or performance drops instead of considering some of the productive measures they could take to address this, such as realigning culture and leadership approaches that suit a hybrid work environment.

“We’ve spent a lot of time asking people to come back to the office, but we haven’t really given them a good reason as to why they can’t work from home. [Some employers] don’t have that smoking gun to explain why, after having worked from home for two or three years, that [employees] can’t continue.”

Embracing new ways of working

HR leaders can help leaders drive a mindset shift that prioritises output over outcome and productivity over visibility, he says.

“[We need to ask], ‘Are you getting your job done?’ Rather than, ‘How are you getting your job done’? And that’s a completely different leadership style for people.

“Put the pin on the map to show people where they’re going, but let them choose the route to get there. We’re often telling people, ‘turn here,’ ‘go there’ – but you just need to hold them accountable to the outcome.”

Photo by olia danilevich via Pexels.

You also need to rely on data where possible, he adds.

“Sometimes, you have to hold up a mirror to the consequences of certain leadership styles. So if we’re going to bring everyone back to the office, and engagement takes a huge dive, this is a really insightful piece of data to go back to leadership with. “

Clear expectations and better questions

Those in the pro-work-from-home camp will point to benefits such as greater autonomy , better work-life balance and similar levels of productivity to in-person work. Atlassian’s own research found that flexible work:

Increased employees’ happiness (47 per cent)
Enriched their social lives outside of work (56 per cent)
Boosted their exercise regime (49 per cent)
Encouraged them to adopt a new hobby (37 per cent).

Some even cite flexible work as the main reason they were able to achieve larger ‘life moments’, such as moving cities (20 per cent), purchasing a home (16 per cent) and starting a family (12 per cent).

All of these factors have bottom-line benefits for employers. But that’s not to say that remote work is always the answer. Instead, it’s about employers making their performance expectations clear and asking better questions.

“If you’re not making expectations clear, people are interpreting people’s behaviours and trying to learn on the fly, which can lead to making unhelpful assumptions. One of my favourite quotes is from a New York psychologist, Tory Eletto, who said, ‘What’s not communicated is felt, what’s felt is interpreted, what’s interpreted is often inaccurate.’”

In his culture sessions, Hatton likes to give leaders a simple set of questions to help them gather rich insights from their teams.

“I get them to ask their teams, ‘What do you need to hear, from who, how often and in what way?’ So that might look like them saying, ‘I just need a weekly WIP meeting to know what our big priorities are for the week. I need to hear it from my manager and I prefer to get that over the phone or on Teams.’

“Another question I ask is, ‘What is the problem you hope being in the office will solve?’ And instead of trying to get people in the office to solve it, ask yourself, ‘How else could we solve that problem?’”

He refers to an old parable about a village that needed to build a bridge across a river.

“The question they were asking was, ‘How do we build the best bridge to cross the river?’ And one person in the crowd says, ‘What if we ask how we cross the river?’ That opened up solutions like a boat and a channel. So one of the questions you could ask [about where to work] is, ‘What are the fundamental roles we play at work?’”

If the issue is around a lack of connection, instead of bringing people back into the office, ask the question: ‘How can we solve a lack of connection in our workplace?’ and then consider the responses of your employees. People want to feel as if they are contributing to the future of your business, so take them on the journey with you.

You never know – the answer might just be having people return to the workplace. But it’s equally plausible that more intentional remote processes are your answer.

SOURCE: https://www.hrmonline.com.au/section/featured/return-to-work-mandate-compliance-culture/

To boost Indigenous employment, we need to map job opportunities to skills and qualifications. Our new project does just that

Tue, 10 Oct 2023 06:27:14 GMT

We’ve charted this mismatch with the Indigenous Jobs Map , using artificial intelligence to analyse more than 10 million job ads.

The map, is an Indigenous-led project supported by researchers and experts across CSIRO and external organisations.

Using AI to analyse all job ads posted in Australia between 2016 and 2022, we calculate:

about 10% of all ads encouraged Indigenous applicants. These were ads stating that applications from Aboriginal and Torres Strait Islander peoples were welcomed or encouraged.
about 2% were for roles that required Indigenous cultural knowledge, skills and expertise, or experience working with Aboriginal and Torres Strait Islander people.
about 1% were for roles that only Indigenous peoples can apply for (or which give priority to Indigenous applicants in the selection process). These roles typically involve direct interaction with Aboriginal and/or Torres Strait Islander communities.

Of course, Indigenous workers can apply for any job, regardless of whether it specifically targets or encourages Aboriginal and Torres Strait Islander applicants.

However, the 2.3% of job ads for Indigenous people or requiring Indigenous cultural capability reflects the strong demand for Indigenous talent in the Australian labour market.

So why aren’t these efforts to attract Indigenous workers making more of a difference?

Geographic mismatch

The infographic illustrates how geography limits these efforts. Each bubble represents a region of Australia. The size of the bubble represents the number of Indigenous workers in the region.

Regions above the horizontal black line have a higher-than-average proportion of Indigenous-focused job ads. Regions below this line have fewer Indigenous-focused job postings than average.

Regions to the left of the vertical line have a lower-than-average proportion of Indigenous workers in their labour market. Regions to the right have a higher-than-average proportion of Indigenous workers.

If demand for Indigenous workers was aligned with supply, most regions would be positioned on, or near the red diagonal line.

Instead, we see many regions where demand for Indigenous workers is relatively high but the supply of Indigenous workers is relatively low.

The Ballarat region in Victoria illustrates this disparity, with 2,910 Indigenous- focused job ads compared to an Indigenous workforce of 640 individuals. In contrast, in the New England region of New South Wales, there were 5,821 Indigenous workers and 2,483 Indigenous-focused job ads.

In other words, employers are recruiting for Indigenous talent in the wrong places.

Limited range of job types

This strong sector-specific demand does not align with the qualifications of the Indigenous workforce.

For example, we counted 7,610 Indigenous focused job ads requiring a qualification in medicine. But the 2021 Census counted just 585 Indigenous people holding their highest qualification in medicine.

The following chart illustrates these demand and supply differences according to educational field.

The size of each bubble reflects the number of Indigenous workers with formal qualifications in this field. The position of the bubble (to the left or right of the vertical line) reflects the proportion of Indigenous-focused job ads that require this qualification.

Feast and famine

The effect of this geographic and qualification mismatch is to create a landscape of feast (for some) and famine (for many others).

For instance, in Melbourne there were more than 60,000 Indigenous-focused job ads for each Indigenous worker in the region with an Information Systems qualification.

Education is key

The visible growth in employers’ efforts to recruit Indigenous workers represents positive change. The Indigenous Jobs Map reveals how these efforts can be directed more effectively so they translate into employment outcomes.

SOURCE: https://theconversation.com/to-boost-indigenous-employment-we-need-to-map-job-opportunities-to-skills-and-qualifications-our-new-project-does-just-that-212440

5 Career Tips for Aboriginal and Torres Strait Islander Students

Fri, 06 Oct 2023 04:01:48 GMT

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

Employee expectations are changing. Here are 5 ways to keep up

Fri, 06 Oct 2023 03:40:08 GMT

Organizations must evolve their HR services to recruit and retain the best employees who, because of the WFH revolution, have more options, says this workforce management exec.

Even before the pandemic disrupted life as we know it, the human resources department was feeling the pressure to evolve. Due to the ease of use of consumer apps and websites, employees simply expect more. The need for a better way to connect with colleagues and improved accessibility of core people systems and services was rising. Being “at work” was no longer an excuse for digital “not working.”

As the majority of companies have been thrust into remote work environments, 92% of HR leaders report that “employee experience” is a top priority for them in 2021. Where do they begin? Organizations can improve employee experience (from recruiting and retaining talent to culture and connectivity) in a number of ways. Here are the top six:

CREATE TENURED LEARNERS

Reskilling and upskilling employees has been top of mind for companies pivoting to a distributed workforce, experiencing furloughs and layoffs and retaining talent when suddenly many employees could work for any company, anywhere.

Beyond the employer’s point of view is that of the employee, with limited social engagements, fewer in-person networking opportunities and a boss that’s behind a screen, not at the same table. Digitally, career growth can seem inorganic if not approached in the right way.

In 2020, employees wanted yoga, more all-hands calls and, yes, to bake some sourdough bread. In 2021, employees demand to learn and grow—or they will go.

In a survey of full-time employees in the U.S., respondents indicated that the number-one way they want to be engaged is through HR promoting learning opportunities. Companies must offer learning opportunities for personal and professional growth – a course on leadership, a certification in their field, a class for an in-demand skill, a reimbursed degree program, a peer-learning opportunity. Using technology to identify skill gaps and suggest courses or match an employee’s career goals with learning opportunities are surefire ways to create tenured learners who learn and grow rather than quit and go.

PROMOTE FAIRNESS ACROSS WORK SITUATIONS

HR leaders everywhere are trying to solve the return-to-work dilemma: who to send back, where to send them back to, why to send them back and how to structure policies that work for everyone. Whether it’s returning to the office full-time, continuing to work from home or implementing a hybrid option, leaders must create programs that still allow for a collaborative and fair in-person/remote culture.

The freedom of choice in how to work and from where opens up office-availability questions, fairness concerns and business continuity challenges. When offering flexibility, it must be consistently applied for every group capable of working in that manner. Voice-of-employee programs can help identify how employees want to work whereas technology can account for how they work.

Similar to how companies with dynamic scheduling understand what shift is open or who is fulfilling it, technology can show who is working from home, in office, travelling or in another remote environment. While choice in how one works will be a priority from here on out, technology can help minimize fears over desk space, working around schedules and time zones, productivity in less-traditional settings and the like.

MAKE REFERRALS EASIER

At a time when many cannot meet face-to-face, employee referrals become even more important in securing new talent. A third of employees , however, don’t refer candidates because they are unaware of open positions. Having the right technology for employees to be aware of open positions, share open positions and be rewarded for placing candidates is imperative. Employee referrals was named the second most valuable recruiting tool , preceded by employee-review sites according to a survey of 500 HR leaders in the U.S.

REMOVE DIGITAL FRICTION

Regardless of where someone works, the need has never been greater to have a single workflow for getting real-time feedback, easier access to payroll, benefits, reskilling and upskilling and more.

The thread of digital connectivity must be a single layer and not siloed systems where data doesn’t feed into the other or employees can’t log in with a single sign-on or do everything they need to without logging into multiple systems. In fact, a human capital management (HCM) system is the number-one technology investment HR will make this year with the top expectation being that it’s an end-to-end solution for hiring, onboarding, engaging, benefit admin, payroll and offboarding.

By housing all people data—from hire to retire—in a single system of record, personalized recommendations for each employee becomes more accurate and more meaningful along their career path. What’s more, those consumer-like expectations get met since an employee is able to accomplish any goal—access pay stubs, sign up for learning courses, complete a performance review, enroll in benefits—in a consumer-like system where everything works the way it should.

FOSTER FINANCIAL, MENTAL, AND PHYSICAL WELLNESS

Getting to the root of the core challenges that employees are facing and addressing them head-on can be done by fostering a more inclusive, equitable workplace that puts a premium on financial, mental and physical health.

Engagement management tools have built-in surveys, collaboration, rewards and recognition, goal setting, peer feedback and performance reviews in order to consider the whole person at work.

Not only can employees vote on the types of programs they want to be involved in (e.g., financial literacy, exercise classes, food preparation) but carving out time for personal wellbeing can also be a goal they track toward in their company’s HCM as well. Goals don’t have to be solely aligned to the business objectives. Goals can and should include personal growth goals, for example, working reasonable hours, contributing a certain amount to their 401K or taking better care of our mental health by attending the wellness seminars offered. What good are the wellness programs, for example, if employees dismiss the meeting alerts on their calendars?

Having a digital-based system that houses engagement, learning, and performance and reviews opens up a lot of opportunity for real-time feedback on what employees want, ways to learn to get there, and how to measure it all toward their personal and professional goals.

Source https://www.fastcompany.com/90609572/employee-expectations-are-changing-here-are-6-ways-to-keep-up

Eight ways we can improve Indigenous employment

Fri, 06 Oct 2023 02:51:01 GMT

The latest ABS report on Indigenous people in the workforce confirms an ongoing trend of low participation. Our research shows that non-standard recruitment agencies, more education and ongoing mentoring and support are key to improving these disappointing statistics.

While there was a narrowing of the employment gap between 1994 and 2008, since 2008 this appears to have stalled . The ABS report shows that 58% of Indigenous Australians were participating in the labour force (that is, they were employed or unemployed).

Males were more likely than females to be participating in the labour force (65% compared with 52%), as were people in non-remote areas, compared with those in remote areas (61% and 49%, respectively). The report also found that Aboriginal and Torres Strait Islander people aged 15 years and over were significantly less likely than non-Indigenous people to be employed.

This employment gap results from barriers to Indigenous people obtaining and maintaining employment. On the demand side, the location of jobs, structural change in the labour market and employer discrimination impact on Indigenous peoples chance of finding employment. On the supply side health, education and training, work experience and caring responsibilities limit participation.

The report by the ABS is based on data from the recently released 2014 National Aboriginal and Torres Strait Islander Social Survey (NATSISS). This data reveals a lot about the reasons for the gap in Indigenous participation in the workforce.

Education outcomes are a key determinant of employment. An Indigenous male or female with a degree has an employment probability of 85% or 74% respectively. For someone who has completed Year 12 only, this falls to 62% and 50%, whereas someone who has completed Year 9 or below it falls to 43% and 32%. Education alone doesn't determine employment , but it is a big factor.

Current policies on Indigenous employment focus on education but are much quieter on discrimination. The NATSISS data shows that 33% of adult males and 37% of adult females reported experiencing some form of unfair treatment in the previous 12 months (excluding those who responded that they did not know). What is interesting, is that these percentages are higher for employed Indigenous Australians (35% for males and 38% for females) than those who are not employed (32% per cent and 36%).

At work or when applying for work was the second most common source of unfair treatment (after members of the public). It's not surprising that because of this some Indigenous Australians would be reluctant to engage with the labour market when this, and other research , shows that discrimination and unfair treatment is a very real and very damaging aspect of the labour market for Indigenous Australians.

The 2014 NATSISS reveals there are also substantial gender and age differences. Like the population as a whole, employment rates are significantly higher for Indigenous males compared to females for those aged under 40. For those aged 40 and over, the difference by sex narrows substantially, and an Indigenous male aged 50-54 is actually slightly less likely to be employed than an Indigenous female of the same age. This puts older Indigenous men at the highest risk of unemployment.

Our research has identified some policies that have the potential to help Indigenous people get into jobs. These were:

Increasing the skill levels of Indigenous Australians via formal education and training
Pre-employment assessment and customised training in order to get Indigenous job seekers employment-ready
Recruitment and workplace policies that facilitate an Indigenous-friendly working environment that ensure Indigenous people have an equal opportunity to win jobs (for example, providing cultural leave)
Cross-cultural training for employers

Recruitment is not enough though. We recently noted a number of barriers to retention of Indigenous workers in the public service in particular including overly high expectations; discrimination and racism; and lack of recognition of skills and knowledge.

Some solutions for retention include:

Ongoing mentoring and support
Flexible work arrangements to allow Indigenous employees to meet their work, family and/or community obligations
Support for the families of Indigenous employees
Dealing with racism in the workplace through initiatives that address the broader workplaces culture

Ultimately, the evidence suggests that what is happening in the broader labour market is the key determinant of Indigenous workforce participation and employment . At the national level, the state of the economy is key. At the local and community level, changing government support and changing industry structure has a disproportionate impact on Indigenous Australians.

The reality though is that we don't have rigorous evidence about what specific interventions will have a significant, cost effective impact on Indigenous workforce participation. Nor have we listened to the evidence on what has been shown to work (and not work) in other contexts.

Not only has this problem been ignored, there is also a lack of engagement with what Indigenous peoples think themselves about priorities or policy responses through genuine self determination.

Source: https://www.anu.edu.au/news/all-news/eight-ways-we-can-improve-indigenous-employment

Optimizing Your LinkedIn Profile for Job Seeker Success

Tue, 19 Sep 2023 05:18:10 GMT

Unlock your job search potential with expert tips for creating an effective LinkedIn profile. From professional photos to engaging content, learn how to stand out to employers and network effectively in the digital age.

1. Use a Professional Photo:

Upload a high-quality, professional headshot as your profile picture. Dress appropriately and maintain a friendly, approachable expression.

2. Craft an Engaging Headline:

Your headline should be more than just your job title. Create a compelling headline that highlights your skills, expertise, and career aspirations.

3. Write a Compelling Summary:

In your summary section, briefly introduce yourself, emphasize your key strengths, and highlight your career goals. Make it engaging and tailored to your job search objectives.

4. Customize Your LinkedIn URL:

Personalize your LinkedIn URL to make it more professional and easy to share. You can edit this in your profile settings.

5. Populate Your Experience Section:

List your relevant work experiences, starting with your most recent role. Use bullet points to showcase your accomplishments and responsibilities.

6. Highlight Achievements:

Highlight specific achievements, awards, certifications, or projects that demonstrate your expertise and value.

7. Showcase Skills:

List your skills, and request endorsements from colleagues or supervisors to validate your abilities.

8. Utilize the Featured Section:

LinkedIn's Featured section allows you to showcase specific posts, articles, or projects. Use it to highlight your accomplishments and demonstrate thought leadership.

9. Network Actively:

Connect with professionals in your industry, including recruiters and potential employers. Personalize connection requests with a brief message explaining why you'd like to connect.

10. Engage with Content:

Engage with relevant content by liking, commenting, and sharing posts from your network. This shows your active participation in your industry.

11. Join and Participate in Groups:

Join LinkedIn groups related to your field or interests. Participate in discussions and share your insights to expand your network and demonstrate expertise.

12. Get Recommendations:

Request recommendations from colleagues, supervisors, or clients. Genuine endorsements can enhance your credibility.

13. Use Keywords:

Incorporate industry-specific keywords throughout your profile, especially in your headline and summary. This can improve your visibility in search results.

14. Stay Active:

Regularly update your profile with new experiences, skills, and accomplishments. An active profile indicates ongoing professional development.

15. Enable Job Preferences:

Indicate your job preferences, such as job titles, locations, and industries, in LinkedIn's job preferences section. This can help recruiters find you for relevant opportunities.

16. Be Professional and Positive:

Maintain a professional and positive tone in your interactions and posts. LinkedIn is a professional platform, and your online behavior should reflect this.

17. Personalize Connection Requests:

When sending connection requests to potential employers or contacts in your industry, include a personalized message explaining why you'd like to connect.

By following these tips, you can create a strong LinkedIn profile that showcases your skills, experience, and professional brand, making you more attractive to potential employers and network connections.

Surefire Ways to Improve Work Performance

Mon, 18 Sep 2023 04:03:00 GMT

Improving work performance is essential for personal and professional growth. Here are some surefire ways to enhance your work performance:

1. Set Clear Goals:

Define specific, measurable, achievable, relevant, and time-bound (SMART) goals to give yourself direction and motivation.

2. Prioritise Tasks:

Use techniques like the Eisenhower Matrix to prioritise tasks based on importance and urgency, ensuring you focus on high-impact activities.

3. Time Management:

Utilise time management tools, such as calendars and to-do lists, to organise your day and allocate sufficient time for each task.

4. Minimise Distractions:

Identify common distractions and take steps to minimise them, such as silencing your phone, using website blockers, or working in a quiet space.

5. Learn to Say No:

Avoid overcommitting by politely declining tasks or projects that are beyond your capacity or scope.

6. Continuous Learning:

Invest in your skills and knowledge through courses, workshops, seminars, or online resources to stay updated in your field.

7. Improve Communication:

Enhance your interpersonal and communication skills to foster better relationships with colleagues, clients, and superiors.

8. Take Breaks:

Regular short breaks can refresh your mind and boost productivity. Use techniques like the Pomodoro Technique to structure your work and break intervals.

9. Delegate Tasks:

If possible, delegate tasks to colleagues or subordinates to free up your time for more strategic or high-priority work.

10. Set Boundaries:

Establish clear work-life boundaries to prevent burnout and ensure a healthy work-life balance.

Remember that improving work performance is an ongoing process. Continuously assess your performance and make adjustments to your strategies as needed to achieve your professional goals.

The biggest issues job seekers faces and how they overcome this

Wed, 13 Sep 2023 23:50:23 GMT

Certainly, job seekers often encounter various challenges during their job search process. Here are some of the biggest issues they face and potential ways to overcome them:

1. Lack of Experience:
Issue: Many job seekers, especially recent graduates or career changers, struggle with limited relevant work experience.

Overcoming: Focus on transferable skills gained from previous jobs, internships, volunteering, or personal projects. Highlight achievements and quantify results where possible. Consider pursuing internships or entry-level positions to gain experience.

2. Competition:
Issue: High competition for job openings can make it challenging to stand out among other applicants.

Overcoming: Tailor your resume and cover letter to each position, emphasizing your unique skills and accomplishments. Network and attend industry events to make personal connections. Showcase your passion and enthusiasm for the role during interviews.

3. Lack of Networking:
Issue: Many job opportunities are filled through referrals and connections, which can put those without a strong network at a disadvantage.

Overcoming: Attend networking events, workshops, and seminars related to your field. Utilize professional social media platforms like LinkedIn to connect with professionals in your industry. Don't be afraid to reach out and ask for informational interviews.

4. Technology and Automation:
Issue: Automated applicant tracking systems (ATS) can sometimes prevent qualified candidates from reaching human recruiters.

Overcoming: Tailor your resume to include keywords from the job description. Use a clean and easily readable format. Research the company's application process and ensure your resume is ATS-friendly.

5. Changing Job Market:
Issue: Rapid changes in industries due to technological advancements can lead to uncertainty about the skills and roles in demand.

Overcoming: Invest in continuous learning and upskilling. Stay updated with industry trends and acquire new skills relevant to your field. Online courses, workshops, and certifications can help you stay competitive.

6. Interview Performance:
Issue: Nervousness or lack of preparation can impact interview performance and hinder job offers.

Overcoming: Practice common interview questions, research the company and role thoroughly, and prepare thoughtful questions to ask the interviewer. Conduct mock interviews with a friend or career counselor for feedback

7. Salary Negotiation:
Issue: Negotiating salary and benefits can be intimidating, and job seekers may settle for less than they deserve.

Overcoming: Research industry standards for compensation and benefits. Practice your negotiation skills and be prepared to articulate your value to the company. Remember, negotiation is a common part of the hiring process.

8. Emotional Resilience:
Issue: The job search process can be emotionally taxing, leading to frustration and self-doubt.

Overcoming: Maintain a routine, engage in activities you enjoy, and seek support from friends, family, or a career coach. Stay positive, persevere through setbacks, and remember that rejection is a part of the process.

Remember, each job seeker's situation is unique, and the strategies to overcome these challenges may vary based on individual circumstances and industries. It's essential to stay persistent, adaptable, and open to learning throughout your job search journey.

Avoid these common mistakes and Land your dream job

Thu, 07 Sep 2023 00:53:53 GMT

Crafting a compelling resume is crucial when it comes to securing your dream job. However, many job seekers unknowingly make mistakes that can hinder their chances of standing out from the competition. Here are some of the biggest resume mistakes and provide valuable advice on how to avoid them.

1. Spelling and Grammar Errors:

One of the most common resume mistakes is overlooking spelling and grammar errors. These errors can create a negative impression on potential employers and suggest a lack of attention to detail. To avoid this, proofread your resume multiple times, use spell-check tools, and consider asking a trusted friend or family member to review it as well.

2. Lack of Tailoring:

Another mistake is submitting a generic resume that fails to highlight your relevant skills and experiences for a specific job. Tailoring your resume to each position you apply for is essential. Take the time to research the company and job requirements, then customize your resume accordingly. This will demonstrate your genuine interest and suitability for the role.

3. Overwhelming Length:

A lengthy resume can be overwhelming for hiring managers who often have limited time to review each application. Keep your resume concise and focused on the most relevant information. Ideally, it should be no longer than two pages. Prioritise your most recent and impactful experiences, and avoid including unnecessary details.

4. Lack of Quantifiable Achievements:

Many resumes fail to showcase quantifiable achievements, relying solely on job descriptions. Employers are interested in seeing measurable results and accomplishments. Whenever possible, include specific numbers, percentages, or other metrics to highlight your achievements. This will make your resume more impactful and memorable.

5. Ignoring Keywords:

In today's digital age, many companies use applicant tracking systems (ATS) to scan resumes for specific keywords. Ignoring these keywords can result in your resume being overlooked. To optimise your chances, carefully review the job description and incorporate relevant keywords throughout your resume. However, ensure that they are used naturally and do not compromise the overall quality and readability.

By avoiding these common resume mistakes, you can significantly increase your chances of landing your dream job. Remember to proofread your resume for errors, tailor it to each position, keep it concise, highlight quantifiable achievements, and incorporate relevant keywords. With these tips in mind, you'll be well on your way to creating a standout resume that captures the attention of potential employers.

Advice for staying motivated at work

Fri, 01 Sep 2023 01:53:00 GMT

There are many reasons why people may lose motivation at work. Some common reasons include feeling undervalued or unappreciated, lack of recognition or rewards for their efforts, feeling disconnected from the company's mission or goals, lack of opportunities for growth or advancement, poor management or leadership, and a negative work environment. Other factors that can contribute to a loss of motivation include burnout, stress, and personal issues outside of work. When you feel unmotivated, you may become less productive, less engaged, and less committed to your work, and you risk performance management or even losing your job. It's important to recognise the signs of demotivation and take steps to address the underlying issues in order to help yourself regain their motivation and enthusiasm for your work.

Here are our top tips for staying motivated:

1. Set clear goals

Having clear goals can help you stay focused and motivated. Make sure your goals are specific, measurable, achievable, relevant, and time-bound.

2. Take breaks

Taking regular breaks can help you stay refreshed and avoid burnout. Try taking short breaks throughout the day to stretch, walk around, or do something you enjoy.

3. Stay organised

Being organised can help you stay on top of your tasks and avoid feeling overwhelmed. Use tools like calendars, to-do lists, and project management software to stay organised.

4. Celebrate small wins

Celebrating small wins can help you stay motivated and build momentum. Take time to acknowledge your accomplishments, no matter how small they may be.

5. Find meaning in your work

Finding meaning in your work can help you stay motivated and engaged. Try to connect your work to a larger purpose or goal, and focus on the positive impact you are making.

6. Seek support

Seeking support from colleagues, friends, or family can help you stay motivated and overcome challenges. Don't be afraid to ask for help when you need it.

7. Learn new skills

Learning new skills can help you stay engaged and motivated. Look for opportunities to develop your skills and knowledge, whether through training programs, online courses, or mentorship.

Remember that motivation can fluctuate, and it's okay to have off days. By incorporating these strategies into your routine, you can create a more motivating work environment and sustain your enthusiasm over the long term.

How to Behave in an Interview

Thu, 31 Aug 2023 00:08:32 GMT

Many of the jobs you will apply for will have Process orientated interview processes.

You will find they will be reasonably informal and friendly, however there many be a group of you attending the interview. This is because the employer will usually have a number of positions to fill and the process is in place to allow them to most efficiently recruit a number of people within a small time frame.

Remember, many interviews are actually 'Assessment Centres' - this means:

From the moment you walk in the door your behaviour is being observed - if you behave inappropriately it may lose you the job
Be Polite, Friendly and Politically correct
Always extend your arm for a handshake, whether the interviewer is Male or Female - be firm but not forceful with your handshake
Look the interviewer in the eye whilst greeting them
Confidently and clearly introduce yourself using your full name
It's ok to have a few laughs with the interviewer or the other candidates, but be politically correct - derogatory, racist or sexist comments will lose you the job
The interviewer will be making a judgement on how you will fit into their team
Be early for the interview
Work out where you are going and get there about 15 minutes early as this gives you time to relax and adjust to your environment
Do not get to interview too early as you will be waiting around for a long time and this may increase you level of nervousness - if you arrive quite early, find a nearby coffee shop and relax with a cold drink or coffee until its time to go into the interview
Do not smoke before an interview
Most of all try to relax and be confident and demonstrate that you are ready and capable of working and will make a great contribution to their team if successful!

Overcoming Negative Thoughts

Fri, 18 Aug 2023 06:18:22 GMT

Overcoming negative thoughts takes time and practice. By implementing these strategies and fostering a positive mindset, you'll be better equipped to navigate the ups and downs of your job search journey and ultimately achieve your career goals

It has been estimated that the average human being has around 50,000 thoughts per day. That’s a lot of thoughts. Some of these thoughts are going to be positive and productive. Unfortunately, however, many of them are also going to be negative – angry, fearful, pessimistic, and worrisome. Indeed, the important question in terms of becoming more peaceful isn’t whether or not you’re going to have negative thoughts – you are – it’s what you CHOOSE to do with the ones you have.

In a practical sense, you really have only two options when it comes to dealing with negative thoughts. You can analyse your thoughts – ponder, think through, study, think some more, or you can learn to IGNORE them – dismiss, pay less attention to them, and not take them so seriously. This later option, learning to take your negative thoughts less seriously, is infinitely more effective in terms of learning to be more peaceful.

When you have a thought, any thought, that’s all it is – a thought! IT CAN’T HURT YOU WITHOUT YOUR CONSENT.

For example, if you have a thought from your past, “I’m upset because my parents didn’t do a very good job,” you can get into it, as many do, which will create inner turmoil for you. Do you really want to relive that thought over and over again You can relive it or CHOOSE to think about it and then dismiss it. It doesn’t mean your past didn’t happen, but let’s face it – can you change it? Possibly not, however, you can certainly change how you think about it and certainly how often you think about it and what you choose to do with those thoughts.

The same mental dynamic applies to your most recent thoughts. Perhaps you had an argument with someone recently, maybe this morning on your way out the door. Once you have left the space of that argument it’s no longer an argument – it’s merely a thought. You can replay it, however, that’s keeping you back into the argument and not progressing you a way forward. How helpful is that for you. And by the way do you always have to be right. Does an argument need a right and a wrong or could you agree to disagree? Ask yourself, does it really matter, will it matter in one week, one month, or one year from now? If not, then please, for your sake, let it go and move on to happier thoughts that take you into a more productive state of mind. When you enter into a peaceful state of mind through choosing what to do with your negative thoughts, you will find wisdom, common sense, and the answers to your questions.

Try it – practice it – enjoy it.

Practice ignoring your negative thoughts and choose your actions by asking yourself better questions. Remember that your thoughts can’t hurt you without your consent.