Top 3 takeaways

1. Job clarity is more important now, up to 22.5% from 16.8% two years ago
2. Career advancement is growing as a job attractor from 28.3% to 37.8%
3. Compensation is still the top consideration for a job across all scenarios

You can’t have a thriving garden if you don’t give your flowers the opportunity to blossom and your plants to grow.

Such is the same when it comes to running a business. Career growth is climbing in importance for UK workers when they’re thinking about applying for (and accepting) a new job opportunity.

According to our new survey in 2023, 37.8% of UK workers considered this a significant factor in what they’d find attractive about a new job, up 9.5 points from 2021.

Clear as the daytime sky

Also growing in importance is clarity about job expectations and responsibilities. That’s cited as a major decision factor for 22.5% of all UK workers in 2023, up from 16.8% two years ago.

This suggests greater dissonance in the workplace over the last few years leading to worker frustration about what they’re expected to do in the jobs they’re hired to do. And moreover, the increased uncertainty in the overall social and political fabric specifically in the United Kingdom (thanks to Brexit, prime minister turnover, and of course, COVID-19), and it’s understandable that a UK-based worker will find clarity in their job to be refreshing. At least something is clear!

Show them the money – and then some

Even with all of that, compensation still reigns supreme. Be it in the form of salary, perks, or benefits, what a worker gets in exchange for their work is number one in the list of job attractors in the UK with 68.8% citing that as a deciding factor in a career move. That’s only down slightly from 70.1% in 2021.

That’s not much of a change, right? Wrong. For those workers who are actively looking, we asked them why they’re actively looking. There’s a huge increase in active jobseekers citing more money as a reason – 66.4% now compared with 53.5% in 2021. That’s a phenomenal 12.9-point increase.

But tangibility doesn’t mean everything. Those actively in the hunt for new work are also putting greater value on “meaning” in their job – 23.1% cite that as a priority in 2023, up from 16.6% in 2021.

Workers today want clarity in their work, and they want to feel like their work means something to them. Add greater compensation and the three top-growing priorities are very clear in the mind of those working in the UK.

What can you do?

1. Promote the opportunity of the work

As career growth grows in importance, employers should promote the real value of working for them – in short: if you work with us, you’ve got a bright future.

This can be demonstrated by showcasing longer-tenured employees and their accomplishments, the strong company history, and a pipeline of future projects.

2. Highlight clarity and meaning of the job

In a world of seemingly unrelenting change, the least an employer can offer is stability and clarity in the job itself. And make it really mean something.

Ensure that your job expectations, responsibilities, and overall OKRs crystal clear from the get-go, and promote the value of the work beyond mere pounds.

3. Keep your salaries competitive

Compensation remains key. Employers should ensure their compensation packages remain competitive, encompassing not just salary but also benefits and perks.

This can demonstrate a company’s commitment to rewarding new employees who sign up for the long haul.

The post UK workers want clarity and growth, not a hard day’s night appeared first on Recruiting Resources: How to Recruit and Hire Better.

However, as organizations seek skilled employees to assist their organizations in properly incorporating AI tools into their operating environments, the types of skills and employees needed are broader than one might think. AI is not a single monolith.

There are many tools, categories, and branches of AI which an organization can leverage to solve problems.

As a result, understanding the job to be done and the types of AI tools that exist is an essential prerequisite to help organizations identify the right skills they may need to support their goals.

In fact, a recent survey on AI in the workplace and higher education indicated that understanding the nuances and different capabilities around AI is an opportunity area.

There are several different skill areas that organizations can look into on a global basis that will help staff their teams to support the wave of advancements that companies can benefit from with the AI boom. Let’s look at those now.

1. Data science and programming

Two almost universal skill areas that organizations need to invest in if they want to leverage AI capabilities are in data science and programming, and foundationally these skill areas come from having good mathematical backgrounds.

Data science skills

Ultimately, the majority of AI models are consuming and responding to data in some way shape or form. The stimuli, data format and consumption pattern of the AI model may differ, but the output of AI decisions and responses depend on data.

Individuals skilled in data science, and the principles behind it, are essential to identifying and implementing the right kinds of methods to solve organizational problems using AI.

Programming skills

Equally important are individuals that are skilled in programming languages that support AI such as Python, Julia, and R. To build tools suited to solving the problems organizations have, there is a need for skilled programmers to build and enhance these tools to be aligned to the organization’s goals and consumer’s needs.

Although several off the shelf AI tools and programs can potentially be incorporated into an organization’s infrastructure through application programming interfaces (APIs), many organizations find having talented in-house programmers remains important to customize output and results to match organizational needs.

As organizations specify the type of AI branch or approach they want to lean on to solve their problems, this may require the organization to specify the types of specializations they want their data science and programming talent to be versed in (i.e. machine learning, neural networks, pattern recognition, etc.), but the general need for data science and programming resources will be consistent.

2. UX/UI and front-end developers

Data science and programming resources are essential in creating working AI tools and algorithms that help solve the problems an organization may have, but they are only one part of the equation of getting these tools in the hands of employees or customers to achieve their intended results.

To do this organizations need skilled employees that are well versed in UI/UX design and front-end developers that can bring these designs to life.

UX/UI design skills

Although it may be a benefit to have UX/UI designers that understand coding and programming in some organizations, this is not essential when searching for skilled UX/UI designers.

Additionally, when looking for the best UX/UI resources to support the implementation of AI into your customer or employee-facing tools it is also important to recognize the difference between UX (product effectiveness to solve the job to be done) and UI (product aesthetics to guide digital user behaviors) skills as both are needed to create the most effective synergy between AI tool and intended user outcome.

Front-end developer skills

To get the designs of UX/UI resources into the hands of users it is important to have front-end developers. In a sense, the data scientists and programmers that create the AI models and tools could be considered the back-end development team.

Front-end developers, on the other hand, are experts in using web applications or similar tools to bring the design principles and back-end AI code into a format that works for general-user consumption.

Although both of these roles and skill set areas may not get as much focus as compared to AI programming and data science roles, they will be an essential part of incorporating AI tools and products effectively into the customer experience. This could influence adoption rates and product sustainability long term.

3. Skills to support adoption and effectiveness of AI tools

Two things that stand out concerning AI are:

1. The goal of AI is to use tools to replicate human-like behavior and thoughts
2. AI represents a large change for how we will approach work and tasks in the future

With these concepts in mind, it shouldn’t be surprising that skills in these areas are also helpful to organizations that are looking to leverage AI into their infrastructure.

Given that AI tries to replicate components of the human experience, individuals that are balanced in critical thinking, verbal, linguistic, and problem-solving skills are needed. In fact, some organizations are specifically looking for individuals that have strong writing skills and experience interacting with AI tools to support their organizational efforts.

Organizations should keep a keen eye out for those who understand human behavior and can interact with AI tools effectively, as skills in these areas can assess the value and/or get the most out of AI applications.

Change and adaptability skills

The incorporation of AI into our lives and the workplace also represents a big change for many, and there is some trepidation around this. To offset these fears organizations may also seek talent that is well-versed in change management principles.

The best fusion of AI into the job environment is to use it to unlock the talent of our human capital to focus more on complex and engaging tasks for them and leveraging AI as a peer that can remove roadblocks from reaching this state by having AI run through time-consuming or staid activities.

Experts in change management can help organizational cultures pivot to an adoptive rather than adversarial stance with the implementation of AI and so resources in this area should be considered.

Skills in critical thinking, linguistic, and change management areas may not be top of mind for many employers as they seek to leverage AI into their companies; however, organizations that look at skills that go beyond the functional aspects of just building AI protocols and algorithms may find they have a competitive advantage over others.

AI-relevant skills will continue to evolve

The conversation around the impact and level of disruption that AI will cause continues to evolve, but if there is one absolute truth about AI, it is this: AI will change the way we work and how much time we spend on certain functions over others.

Because of this, the modern organization needs to prepare for these changes by looking at skill-set needs on a holistic basis that focuses on implementing AI, but also critically, on the responsible use and adoption of these tools to meet organizational goals and results to improve productivity and products.

Marc Booker, Ph.D., is Vice Provost of Strategy at the University of Phoenix. 

The post AI skills in the workplace: what hiring teams should look for now appeared first on Recruiting Resources: How to Recruit and Hire Better.

Top 3 takeaways

1. Job security is more important now, up to 38.6% from 32.1% two years ago
2. Career advancement is growing as a job attractor from 15.8% to 22%
3. Compensation is still the top consideration for a job across all scenarios

Job security is always important, of course – people need to put food on the table and to pay their bills, so they’re reliant on that employer-employee arrangement where they provide their services in exchange for compensation. It’s the basic structure of labor.

Naturally, it would follow that one side of that equation would have leverage over the other. One may have a luxury of choice that the other may not have. In the last few years, we saw employees exercise their leverage by pushing for higher salaries, more flexible working arrangements, and better working conditions.

But now, things have shifted again. Job security is growing in importance for US workers when evaluating the value of a new job. In 2021, 32.1% considered job security as a significant factor in what they’d find attractive about a new opportunity – and this climbed to 38.6% in 2023.

This suggests a desire for stability and predictability among workers who are rattled by the weird chaos of the post-pandemic economy. Workers now want to be able to count on a reliable income stream for the foreseeable future.

The percentage of workers looking to move to another job overall is also dropping. Why fix what ain’t broke, right? When workers would rather stick with something they already have rather than go into the wild blue yonder looking for new roles, that suggests they’re valuing stability over opportunity. It’s another effect of the uncertain times we’re living in right now.

What else is growing in importance for workers who are looking for new opportunities? Career advancement. In 2021, 15.8% of workers in the US considered this a major factor in changing jobs – that’s since climbed to 22%.

But it’s still mostly about the money

Money still talks. No matter how you look at it, compensation in the form of salary, perks, and benefits is still the top priority for all workers regardless of the situation they’re in – whether they’re looking, whether they’re staying in their current job, or anything else.

Comp is also growing in terms of attractiveness when potential candidates are being wooed to a new job – from 62.2% in 2021 to 68.9% now.

Interestingly, we asked active jobseekers why they’re looking for a new opportunity, and we found that compensation dropped in terms of importance from 63.4% in 2021 to 58.5% now. What’s growing in importance for those who decide to start looking for a new job are, yes, career advancement opportunities and meaningfulness of work (25% now compared with 20.8% two years ago).

Job security in itself is valued hugely – that much is clear. And compensation is part of that security – when a worker gets paid more, that’s security in the form of personal finance.

Even a focus on career advancement can be indirectly related to workers’ desire for greater security – people don’t want to be just mercenaries brought in to do a specific job with an end date to that job. They want to flourish, grow, and evolve in their existing role. They want to be invested for the long haul.

Today’s workers are looking beyond the financial aspects of a job, seeking roles that offer intrinsic satisfaction. Plus security and stability, too.

What can you do?

1. Promote job security

As job security grows in importance, employers should communicate the stability of their organization and roles during the recruitment process.

You can demonstrate this by showcasing a strong company history, financial stability, and a reliable pipeline of future projects. Your careers page is a great opportunity to show off all this stuff about you.

2. Highlight growth opportunities

With career advancement becoming more important to workers, employers should highlight opportunities for career growth in their organizations.

This can be communicated by promoting examples of career progression within the company, mentoring programs, and opportunities for ongoing professional development. Again, put this in your careers page in the form of employee testimonials and workplace videos.

3. Keep your salaries competitive

Despite the growth in importance of job security and career advancement, compensation remains key. Ensure ensure your compensation packages remain competitive, encompassing not just salary but also benefits and perks.

This can demonstrate your commitment to rewarding and retaining your employees – leading to a happier and more productive workforce in the end.

The post Don’t rock the boat: stable and secure is the way to float appeared first on Recruiting Resources: How to Recruit and Hire Better.

Here’s the thing: a recent LinkedIn poll by Hung Lee of Recruiting Brainfood posed an intriguing question to recruiters – have they ever encountered a ‘no white men’ policy? The results are eye-opening:

In short: one in five respondents say they have received explicit instruction for a ‘no white men’ policy. Another one in five say they’ve been implicitly instructed to follow this kind of a policy.

When nearly 40% indicate explicit or implicit experience in being discouraged from hiring from a specific demographic group, that becomes a conversation we need to have. Obviously, it’s more nuanced than a simple ‘yes’ or ‘no’.

In the comments that followed, some did call it discrimination – and explicitly so:

“There are large corporations that are prohibiting white applicants from access to training or promotion, basically sanctioned discrimination. It has been ongoing for a long time. Definitely an issue.”

Others pointed to the good intentions in establishing balance in the hiring process – but called out the legal challenges:

“Yes, we do want to diversify the talent pipeline. No, we do not have a ‘no white men’ policy. But it is extremely hard to create opportunities for women in a male-dominated profession, especially because we operate in a male dominated industry. So how to communicate in a legal way ‘We want more female engineers cos we think it’s gonna be really good for the business and all.’ without being discriminative? ”

“How to communicate in a legal way ‘We want more female engineers cos we think it’s gonna be really good for the business and all.’ without being discriminative?”

Other commentators suggested that policies are not the way to ‘solve’ gender imbalance – instead, they noted the challenge of diversity hiring in specific sectors and industries:

“Positive discrimination is still discrimination. Just hire based on skills. Whether you’re male or female, should not matter. And it just happens so that men tend to like certain professions/sectors more than women and vice versa.”

Another noted that the existing imbalance in the talent market should be addressed at the grade school level, not in the hiring stages for a company. Ultimately, it’s about the long game and it’s not something employers can realistically solve:

“We’ve got to be realistic, you can’t strive for a 50:50 split for male and female engineers in your organisation until the number of engineers in the industry is evenly split. We need to take a medium-to-long term approach and encourage our female engineers and our engineers that are ‘non-white’ to go back to the schools they went to, not universities or colleges, but the schools they went to and talk about engineering as a career there. Until we have an equal amount applying to colleges and universities for these courses then the numbers will be always skewed towards the white male candidate.”

One commentator suggested focusing on fostering equal representation in the form of allyship – and having strategies in place to ensure that:

“There’s a difference between explicitly excluding groups versus making efforts to promote diversity. I have worked for a company that mandated a shortlist [that] had to have at least one ‘diverse’ candidate. Nobody was excluded, but extra efforts were made where necessary to ensure that the slate presented to the hiring manager had at least 1 qualified person who was from an under-represented group. This was only a part of the organisation’s drive to increase diversity, there was also focus on developing internal talent and succession planning, and leadership and HR focus on teams and managers that were not meeting the organisation’s own internal benchmarks for diversity.”

Ensuring a diverse range of candidates was also highlighted as an important strategy:

“I always recommend recruiting strategies that enforce diverse pools (beyond just race; inclusive of experience level/similar skillsets or industries/internal talent etc) before proceeding with final interviews. This intentionally creates space for a wealth of experiences and perspectives for the interviewers consider in making their decision, while also avoiding favoritism for one group or demographic over another.”

And finally, diversity is nuanced beyond gender and race:

“I’m a white male. I’m also a diverse candidate when it comes to several parameters (neurodiverse, bisexual and no longer living in the country I was born). I never say that to pick in a spot for other diverse candidates, because I’ve had it easy. But in the hope it makes people think differently about diversity, what makes us different and how we can talk about diversity.”

How do you establish diversity, then?

So, when your organization emphasizes the importance of diversity and it falls on you as a recruiter to make a difference, what can you do? The many nuances and variations in hiring strategy already are a lot to unpack, and it gets more complex when diversity enters the picture.

Let’s agree on one thing from all the noise in LinkedIn: most do think that diversity is important. Not only is it a clear moral imperative, as 50.6% of respondents in a recent Workable survey say, there’s also a clear business case for diversity, particularly in leadership according to McKinsey.

But, obviously, an up-front ‘no white men’ policy isn’t going to cut it morally or legally. That beign said, you can still progress with good intentions and results if you establish some clear guardrails. Let’s look at a few of those now.

What you CAN do as a recruiter:

Embrace diversity: Prioritize hiring from various backgrounds, experiences, and perspectives without sidelining any group. Focus on the actual diversification – not on restrictions.

Blind or anonymized screening: More firms are moving towards this model, where personal identifiers are removed to combat unconscious bias. The Canadian government, for instance, saw a measurable increase in screen-in rates for minorities via an anonymized recruitment pilot project.

Continuous learning: Just as the workplace evolves, so must our knowledge. This means L&D for inclusive leadership, unconscious bias trainings, and other initiatives designed to establish a more level playing field.

What you CAN’T do as a recruiter:

No blanket exclusions: It’s unlawful to exclude a group based on race, gender, religion, etc. EEOC regulations are no joke.

No strict quotas: While targets can guide, hiring solely to fill a quota can be both ethically and legally problematic.

No assumptions: Every candidate is unique. Making assumptions based on background or identity is counterproductive.

We’re all in the game together

Championing diversity does have a consensus across the board – 93% of respondents say DEI is important to them, according to the above-mentioned Workable survey.

But Hung Lee’s poll shows us the complex quagmire we’re working through right now. While diversity hiring is not necessarily a new concept, it’s not matured to the point where we can all agree on best practices (yet).

One thing’s pretty clear, though – no group can be sidelined, regardless of whether they’re overrepresented or not. It’s a mess you don’t want to get yourself into.

Instead, focus on the big-picture goal – and establish a recruitment process that’s fair, transparent, and beneficial for all involved.

The post ‘No white men’ policy: what you can & can’t do in diversity hiring appeared first on Recruiting Resources: How to Recruit and Hire Better.

Top 3 takeaways

1. Seven out of 10 are now working full time, compared with 60.1% two years earlier
2. The percentage of those working part-time or for themselves is down
3. Those not working are due to health or government benefits

In 2023, nearly seven out of every 10 respondents (68.8%) report working full time, a significant growth from the 60.1% recorded in 2021. This shouldn’t come as a surprise – the data in 2021 was fresh off the impact of the COVID-19 pandemic which saw considerable job loss across numerous sectors. And of course, Brexit made for further complications in the system.

The percentages of those in part-time and self-employed work are also down in 2023.

This ultimately means we’re seeing relative stabilization of the UK job market after those two horsemen set foot on British soil – more full-time workers means greater security, after all.

Big differences between UK and US

The percentage of those who aren’t working hasn’t changed at all – it’s 10.4% in both 2021 and 2023 – this is interesting because in the same survey in the United States, that percentage is half of what it was two years earlier (9.9% now, down from 20.8%).

Meanwhile, those actively looking for new work also didn’t change much, from 29.5% in 2021 to 29.1% now – again, markedly different from US-based respondents (22.6% now vs. 33.4% two years earlier).

What did change in the UK job market over the two-year time period is the reason why those not working aren’t actively working: it’s more due to health and government benefits now. A full third (33.3%) cited “health priorities” as the reason they’re not working, up from 26.9% two years earlier – and “government benefits” also grew in importance fro 15.4% to 22.2%.

What can you do?

Retain your employees by supporting their health

The increase in employed workers means employers should focus on enhancing retention strategies. And the emphasis on health as a reason to not work highlights the need for that kind of support in the workplace.

Allow your teams to be flexible

As personal reasons, i.e. health priorities, are leading factors for not working, employers need to consider flexible work policies that can accommodate personal needs. This might include offering remote work options, flexible hours, ease of commute, accessibility, or increased family and health support.

Market yourself as a great place to work

The higher rate of employment combined with the increased emphasis on government benefits points to the latter as being potentially by choice rather than by necessity. If you market yourself as a great place to work via more generous compensation, supportive environments, flexibility, etc., you may inspire those not working to reenter the workforce.

The post Full-time’s up in the UK – but not much else is changing appeared first on Recruiting Resources: How to Recruit and Hire Better.

This, of course, requires deliberate planning and self-awareness. You and your teams can’t grow and flourish unless they know their shortcomings well enough such that they can grow out of these shortcomings with smart development and growth.

That’s where a personal development plan can come in incredibly useful. Often referred to as a PDP for short, it’s a roadmap for professionals to not only set goals, but identify the right targets and provide the means to achieve them.

Here’s everything you want to know about a PDP, and we even have a template ready for your use to ensure the holistic development of any professional – not just yourself.

Related: Employee development and the Peter Principle

What is a PDP?

A Personal Development Plan (PDP) is a vital tool that encourages self-awareness, continuous growth, and progression in a professional setting. Not only does it pave the way for skill enhancement, but it also aids in setting clear career objectives.

By having a visual guide and regular check-ins, professionals stay on track, motivated, and accountable.

How is this specific PDP template designed?

This particular template caters to both the professional and the personal side of an employee. It combines both past and present evaluations for a holistic development experience and, more importantly, has a detailed action plan.

That action plan breaks goals down into measurable objectives and then into actionable steps – making an overall development plan more achievable. This ensures clarity, focus, and a tangible sense of accomplishment.

Who should use this PDP?

HR professionals, employers, team leaders, and managers can introduce this PDP template to their teams, irrespective of the scale of the organization.

Honestly, anyone can use this template. It’s ideal for any professional looking to organize, monitor, and accelerate their career trajectory so they can succeed in the areas that they want to grow in.

When should a PDP be used?

Consider the PDP, especially this version, to be dynamic and perpetually evolving. It should be used continuously throughout a professional’s journey, and adapted according to that professional’s progress towards their objectives and goals.

Regular reviews are a must – for example, establish quarterly updates and check-ins to ensure that goals stay relevant and timely, and that accomplishments are celebrated as deserved.

Where can the PDP be implemented?

This PDP can be incorporated into an employee’s annual reviews, onboarding processes, or even as a self-initiated tool by employees looking to optimize their growth and development.

What’s the difference between a PDP and a PIP?

This is important: don’t confuse the PDP with the much-feared PIP. The PDP is a proactive, forward-looking document that outlines an individual’s goals, skills they want to acquire, and steps they plan to take for personal and professional development.

In contrast, a Performance Improvement Plan (PIP) is a reactive tool used by employers to address specific areas where an employee is underperforming, detailing the corrective actions required to meet the expected standards within a set timeframe.

In short: PDPs focus on growth and potential, while PIPs address existing performance deficiencies.

How do I make the most of this PDP?

1. Take time to reflect: The past and present sections encourage a balanced reflection, allowing individuals to understand their roots and celebrate their growth.

2. Set clear goals: Setting 3-5 goals ensures focus without being overwhelmed. By aligning them with professional aspirations and development areas, the goals are both ambitious and relevant. The SMART goals framework can be followed here.

3. Tackle step by step: By breaking down objectives into specific actions and setting deadlines, the path to achieving each goal becomes clear.

4. Review regularly: Scheduled reviews keep the momentum going. They provide an opportunity to celebrate milestones, reassess objectives, or adjust action steps.

Your template for growth

This PDP template isn’t just a tool – it’s a roadmap. It’s your path to personal and professional growth.

Don’t leave professional development to luck or happenstance – you and your colleagues can proactively pursue goals using this deliberate endeavor. The future you will thank you for working the PDP into your regular work habits.

The post Your PDP template: a tool for your team to shine appeared first on Recruiting Resources: How to Recruit and Hire Better.

Top 3 takeaways

1. Seven out of 10 are now working full time, compared with 55.3% in 2021
2. Those “not working” is down from one in five to one in 10 – more due to choice than extraneous factors
3. One in two workers are now only passively open to other opportunities, up from 37% two years ago

In 2023, nearly seven out of every 10 respondents (69.2%) in the United States reported that they are working full time. That’s up from 55.3% in 2021.

Meanwhile, the percentage of those who say they aren’t working dropped from 20.8% in 2021 to 9.9% now.

In short, the US job market is healthier than it’s been since pre-COVID. There’s more work out there, and it shows.

But it’s not just the raw percentages that tell the tale; it’s the reasons behind them. When those respondents were asked why they’re not working, they point to personal choices rather than job scarcity or financial pressures.

For example: the top two reasons cited by US workers for not working in 2023 are family priorities (31.1%) and health priorities (25.7%). That’s up from 30% and 18.8% respectively in 2021.

Also, it seems to be largely due to choice rather than simple necessity: the percentage of those who aren’t working because they’re focused on personal and professional development also more than doubled to 8.1% in 2023 from 3.8% in 2021.

And they’re hardly looking

Those who say they’re actively looking for new opportunities dropped from 33.4% in 2021 to 22.6% now – regardless of whether they’re currently working or not.

For those who are working, this suggests that workers in the US are now more content to be in their current work situation.

But does that also mean they’re not interested in other roles? Not necessarily. Those who say they’re passively open to new opportunities – in other words, they’re open to a conversation or are curious to see what’s out there, but not actively hunting for new roles – grew significantly to 51.1% from 37.3%.

What does that mean for hiring teams? Well, for one, the talent availability out there isn’t limited to those who actively apply for your open roles. If you open a new job and aren’t seeing those star candidates showing up in your inbox, rest assured that they’re out there. You just have to reach out to them and initiate the conversation.

What can you do?

1. Prioritize your employees’ happiness

The increase in job stability means employers should focus on enhancing retention strategies.

This could involve prioritizing employee satisfaction, job security, and providing opportunities for growth and development within the organization.

2. Allow your teams to be flexible

As personal reasons, i.e. family and health priorities, are leading factors for not working, employers need to consider flexible work policies that accommodate personal needs.

This might include offering remote work options, flexible hours, ease of commute, accessibility, or increased family and health support.

3. Market yourself as a great place to work

With more than half of the respondents only passively open to new opportunities, employers should work on making their company stand out as an attractive option.

This could involve marketing the unique benefits and opportunities of their organization, showcasing strong company culture, and emphasizing their dedication to employee well-being and personal growth.

The post 69% employed and 51% passive: Working hard & hardly looking appeared first on Recruiting Resources: How to Recruit and Hire Better.

Dive in and start building the perfect blueprint tailored to your unique challenges – your future star performers will thank you.

Related: Build a high-performing sales team: your comprehensive guide

Let’s start with common sales team organization structures and org charts for each:

1. Functional sales team structure

A software company has a sales team that is divided into three main functions: lead generation, account executives, and customer success.

The lead generation team is responsible for finding and qualifying potential customers, the account executives are responsible for closing deals, and the customer success team is responsible for onboarding and retaining customers.

2. Geographic sales team structure

A multinational pharmaceutical company has divided its sales team based on geographic regions: North America, Europe, Asia, and Latin America.

Each regional team is responsible for all sales activities within its assigned region, allowing them to cater to the specific needs and regulations of their respective markets.

3. Market-based sales team structure

A financial services company has different sales teams for each of its market segments: individual investors, small businesses, and institutional clients.

Each team understands the unique needs and challenges of its specific market segment.

4. Product sales team structure

A large tech company with multiple product lines, such as laptops, smartphones, and software services, has separate sales teams for each product line.

Each team specializes in understanding and selling its specific product.

5. Hybrid sales team structure

A large consumer goods company uses a hybrid structure. It has a geographic structure for its field sales team, with different teams responsible for different regions.

It also has a product-based structure for its inside sales team, with different teams specializing in different product categories.

6. Account-based sales team structure

A B2B software company that sells high-value enterprise solutions has an account-based sales structure.

Each sales team is assigned a set of key accounts that they are responsible for managing and growing.

7. Channel sales team structure

A manufacturing company sells its products through a network of distributors and retailers.

It has a channel sales team that is responsible for managing these partner relationships, providing them with product training, and supporting their sales efforts.

8. Customer success sales team structure

A SaaS company has a sales team that focuses on acquiring new customers and a customer success team that focuses on retaining and growing existing accounts.

The sales team works on bringing in new business, while the customer success team ensures that existing customers are satisfied and identifies opportunities for upselling or cross-selling.

Different team building plans to think about

Regardless of which organizational structure you follow above, there will be different scenarios for you to consider when building your sales team. Some of these are longer-term, others are quick and nearly off-the-cuff.

Related: Build a sales team with ChatGPT – with prompt examples

Let’s start with a potential scenario, variables to consider, and what the sales team organizational structure might include for each of these. Consider bundling one or more of the following scenarios into your overall sales team structure to align your sales system with overall business strategies.

Scenario 1: you are just getting started

Variables:

• Limited resources
• Small customer base
• Need to establish market presence

Organizational structure:

• Startup sales lead: Multi-tasker who handles account management and some admin tasks
• Generalist sales reps: Team members who handle everything from lead generation to closing deals
• Customer success associate: Focuses on onboarding and retaining the initial customer base

Scenario 2: you have landed a new funding round and you’re looking to grow

Variables:

• Sudden influx of resources
• Aggressive expansion plans
• High growth targets.

Organizational structure:

• Growth manager: Specializes in scaling businesses and managing large teams
• Recruitment specialist: Fast-tracks hiring of new team members
• Sales reps by tier: Separated into junior and senior reps, each focusing on different customer segments
• Sales analyst: Uses data analytics to optimize sales strategies

Scenario 3: you’ve got a new product in place and you’re looking to push it

Variables:

• Newly launched product
• Need for market adoption
• Focus on product-specific sales

Organizational structure:

• Product sales manager: Specializes in the new product and its market positioning
• Product evangelists: Focus on storytelling and explaining the product’s USP
• Cross-selling sales reps: Leveraging existing customer base to introduce the new product
• Technical support: On-call for product-specific inquiries and demonstrations

Scenario 4: you’re facing high attrition rates

Variables:

• High turnover
• Low morale
• Dissatisfied employees

Organizational structure:

• Team lead: Responsible for morale and personal development
• Retention specialist: Focused on employee engagement
• Sales reps: Generalists with rotation across different accounts to prevent burnout

Scenario 5: you’re transitioning to remote work

Variables:

• Remote work
• Need for smoother communication
• Need for streamlined coordination

Organizational structure:

• Remote team manager: Oversees remote operations
• Communication liaison: Ensures effective communication and project tracking
• Sales reps: Allocated to regions/time zones for customer convenience

Scenario 6: you’re entering a new market

Variables:

• Unknown market dynamics and consumer behavior

Organizational structure:

• Market specialist: Expert in the new market’s nuances
• Cultural advisor: Provides cultural training and guidance
• Localized sales reps: Hired from the local market for authentic engagement

Scenario 7: you have a seasonal business

Variables:

• Fluctuating sales depending on the season or time of year

Organizational structure:

• Seasonal team lead: Oversees seasonal hires and operations
• Stock analyst: Focuses on inventory and demand prediction
• Temporary sales reps: Hired for peak season, focus on short-term goals

Scenario 8: you’re facing stiff competition

Variables:

• Increased competition affecting sales and market share
• Sudden ascent of a new presence in the marketplace

Organizational structure:

• Strategy lead: Focuses on competitive tactics and market analysis
• Product evangelist: Specializes in the USP and brand storytelling
• Sales reps: Special training in negotiation and advanced selling techniques

Time to start building

Building a sales team isn’t a one-size-fits-all endeavor. Depending on your company’s unique circumstances, goals, and challenges, your organizational structure should adapt and evolve.

Whether you’re just breaking ground, scaling rapidly with new funding, launching a product, or grappling with issues like high attrition and remote work, the right setup can be a game-changer. It aligns your resources and focuses your efforts, serving as the backbone of your sales strategy.

Remember, an effective sales team is not just about the number of people but about putting the right people in the right roles. These eight scenarios offer a versatile blueprint for assembling a sales team that’s not just built for the present, but also adaptable for the future.

The post 8 sales team structure models – plus scenarios to build them out appeared first on Recruiting Resources: How to Recruit and Hire Better.

Introduction

The past few years have been nothing short of a roller coaster – this much is true. 2020 was just the beginning.

Since then, we’ve dealt with a seemingly endless pandemic, ongoing political and social upheavals nationally and internationally, the departure of the UK from the EU via the much-maligned Brexit movement, and the biggest invasion of a European country since the Second World War.

That’s not all. There’s also the rise of artificial intelligence as a disruptive and assistive tool in day-to-day work for many and, finally, what feels like an externally impending recession charged with layoffs, restructurings, and considerable dissonance.

It’s all a bit much, is it?

And it impacts the workplace over time. If you asked people five years ago what they want in a job, those answers would be just insanely different from what the answers would be today.

In fact, if you asked workers in 2021 what they want in a job – that would still be different from today, even though it’s barely two years later. Such is how much things have changed in a short time.

To save you the trouble of finding out for yourself, we surveyed 500 UK-based workers in 2021 to gather insights. We did it again in 2023 to continue to understand the changing preferences, aspirations, and values of employees over the last two years.

And now, we have results for you – summed up in four key highlights for hiring teams looking to fill positions right away.

1. Clarity and comp are clear

UK workers really want their roles and responsibilities to be clearer – and that’s growing in importance from 2021. Comp is huge, too.

This reflects an increasing need for straightforward job descriptions and clear expectations of roles. But let’s not overlook the obvious elephant in the room – that being compensation.

Amid economic wackiness and global weirdness, a well-defined role serves as an anchor, whilst a generous salary package acts as a powerful magnet. And remember, compensation isn’t just numbers on a payslip; it’s a tangible marker of an employee’s worth, competencies, and contributions to your business.

As an employer, sit up and take note. Structure your comp packages to align not only with industry benchmarks but also cost of living. This is not a nicety; it’s a necessity for retaining your staff in the long term.

2. Flexy isn’t just sexy; it’s normal

While flexible work options surged during the pandemic, it is now balancing out to a new normal – and it’s becoming more of a permanent option for many employers.

It’s ultimately about personal autonomy and bolstered agency – and a rejuvenated work-life equilibrium. These aren’t just buzzwords anymore; they’re now evolving norms in the workplaces of the UK.

Consider this a baseline expectation along with compensation and clarity among UK professionals. It’s now another element of the industrial yardstick that candidates will measure your company by.

3. The benefits of flex have crystallized

Employees love that they get time and money back from not having to commute – and they feel more productive at work too.

What does that mean? It means that with practice and experience, workers now know what’s so great about having that flexible option in the workplace. Two years ago, some of the benefits were clear – but now, they’ve really crystallized.

For one, the elimination of the daily grind to and from work results in palpable savings in both time and money. Workers are also more productive and happier – it’s a win-win for your employees and for your business.

4. Connect at the core

When considering new employment opportunities, company leadership & culture and relationships with colleagues have grown significantly in importance. Gone are the days when job seekers were solely transfixed on roles and compensation.

In the UK worker mindset, it’s now not just a role – it’s a sense of belonging, a sense of purpose, a sense of ‘us’.

Evolve your employer value proposition

This is your blueprint – your roadmap – for fostering an internal ecosystem where teams are not just productive but deeply engaged. Adopt it, and you’ll find that you’re not just constructing a workforce; you’re building a robust and resilient community.

Want to learn more? Read the full report for yourself!

The post The Great Discontent survey: what do UK workers want now? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Introduction

The past few years have been nothing short of a roller coaster – this much is true.

2020 was just the beginning. We dealt with the pandemic, political and social upheavals, increased focus on mental health and work flexibility at that time.

Now, we’re seeing the biggest invasion of a European country since the Second World War, the rise of artificial intelligence as a major tool in day-to-day work, and what feels like an externally impending recession charged with layoffs, restructurings, and considerable dissonance.

It’s wild times and it continues to be wild times. And it all impacts the modern worker’s mindset as well. Worker priorities are shifting and changing as we speak, and – we think – they have not yet stabilized into a new kind of normalcy.

So, it’s pertinent for employers – in other words, you – to understand the evolving preferences and motivations of the workforce in the United States. You want to continue to connect with new candidates and retain existing employees – and keep them motivated to do well.

So how do you do that? Well, why not ask the workers themselves?

We took care of that for you. We surveyed 750 US-based workers in 2021 to gather insights. We did it again in 2023 to continue to understand the changing preferences, aspirations, and values of employees over the last two years.

And now, we have results. You can have a look at the full report itself, and in the meantime, we’ll present these top four highlights from what’s amounted to be a fascinating study into the modern worker’s brain.

1. Stability is paramount – so is compensation

Our data shows a clear trend towards full-time employment, indicating that individuals are seeking stability and security in their work amidst economic uncertainties – and money is a huge part of that.

The message is loud and clear: in times of economic unpredictability, a secure job is an absolute beacon and a lighthouse in the turbulent waters. But it’s not just about job security; it’s also about fair pay. Paychecks aren’t just paychecks – compensation is a reflection of an employee’s value, skill set, and overall contribution to the company.

As an employer, this is huge. Tailor your comp packages to reflect not just local market rates but also costs of living. It’s a key ticket in keeping your employees around for the long haul.

2. Flexy isn’t just sexy; it’s normal

While flexible work options surged during the pandemic, it is now balancing out to a new normal – and it’s becoming more of a permanent option for many employers.

This isn’t just about where and when workers settle in for their day-to-day. It’s about increased autonomy, personal agency, and a healthier work-life balance (and even integration).

This is now an expectation among workers going forward. It’s a new industrial standard.

3. The benefits of flex have crystallized

Employees love that they get time and money back from not having to commute – and they really like that they can integrate their personal and professional lives.

It’s not about working in your bathrobe or being able to start your day while eating breakfast. There are many other very real benefits: time and cost savings and enhanced productivity among them.

It’s a wi-win situation – your employees are happier and less stressed, and you get greater output and a more harmonious working environment making your workplace more attractive to potential new applicants.

4. Connect at the core

When considering new employment opportunities, company culture and relationships with colleagues have grown significantly in importance.

It’s not just about a job – it’s about who you’re working with – and who you’re working for.

A deeper connection to your company’s core values and to each other – this ultimately fortifies your very foundations as a business and makes you stronger together.

Evolve your employer value proposition

Think of this as a blueprint or compass for how you can reconnect with your workers and candidates during these times. You want an ecosystem of engaged and productive teams – this can help you get there.

Want to learn more? Read the full report for yourself!

The post Key insights in Workable’s Great Discontent US survey appeared first on Recruiting Resources: How to Recruit and Hire Better.

The executive embodies the visionary, the manager, and the technical specialist – the three personalities that are needed for a business to succeed.

They’re central to the functioning and future success of your business. Executives are hired and fired based on the revenue they bring to the organization.

That’s why when a new executive joins your core leadership team – be it a CMO, a CFO, or a COO – effective executive onboarding is a must-have strategic necessity, even more so than normal onboarding.

Related: CEO vs. COO: What’s the difference? and CEO vs. CFO: What’s the difference?

Traditional onboarding methods often miss the mark when it comes to getting new executives up to speed. They’re time-consuming. They’re tedious. They lack a personal touch. They’re inefficient.

Here, ChatGPT can be a transformative tool for modernizing your executive onboarding and positioning your business for future success.

Let’s dive into how a ChatGPT-guided executive onboarding process differs from traditional methods, and offer a step-by-step guide on how you can use ChatGPT in your executive onboarding plan.

Traditional vs. ChatGPT-enabled executive onboarding

ChatGPT and AI tools have their own limitations, but their benefits far surpass those of more traditional methods of onboarding.

With ChatGPT’s help, executives can frame their decisions, explore possibilities, and think of alternatives they may have missed otherwise. A recent article by Harvard Business Review explored how ChatGPT can help executives make better decisions.

Forward-thinking executives and business leaders embrace new ways of doing things and then adapt them if they improve on the old methods.

An onboarding plan made with ChatGPT improves on more conventional onboarding methods in several ways:

1. Increased efficiency

ChatGPT can streamline your executive onboarding plan and free up valuable time for your HR team.

Traditional onboarding involves a mountain of paperwork and often grueling manual effort, a waste of your HR team’s resources.
The traditional method is also much more prone to human error and subjective bias.

2. Personalization

ChatGPT can create a personalized onboarding experience tailored to each executive’s needs and role – like a personalized concierge or onboarding assistant you only have to pay $20 a month.

In contrast, traditional onboarding fits all of your new executives in a box. It gives your bright and promising new executive talent a more generic and less engaging experience.

3. Scalability

Using ChatGPT for executive onboarding is much more scalable, and is easy to implement whether you’re onboarding one executive or 10.

Having multiple executives join the team at the same time – such as what might happen if your business is in a more advanced stage of growth – just isn’t something that traditional onboarding methods can deal with very well. It can make it hard to give all of them the individual guidance and attention they need. That’s a one-way ticket to stretching your HR team thin.

How to use ChatGPT for executive onboarding

When a new executive takes the helm, they need to get brought up to speed fast and learn everything they need to know about what’s what, who’s who, and how things get done.

This is a problem with slower and less efficient traditional onboarding methods, which can often leave gaps that make the new executives have to take shots in the dark. A 2020 workplace learning report from LinkedIn showed that 49% of learners don’t have time to learn at work.

Let’s look at some of the ways you can use ChatGPT to expedite this process and bring your new leadership into the fold.

1. Drafting an offer letter

The offer letter is usually the first official document your new executive receives from your company. It sets the tone of their entire experience working together with you, be it months, years, or decades.

This isn’t a problem with ChatGPT, which can automate the drafting process and create a customized offer letter that aligns with your company’s policies and the specific role they’ll be entering into.

Example prompt: “Please generate an offer letter for a Chief Marketing Officer with a starting salary of $200,000.”

Note that you may have to input a few specific, necessary details, like the position, salary, and benefits. Give ChatGPT that input, and let it take care of the rest.

Example prompt: “Please generate an offer letter for a Chief Marketing Officer with a starting salary of $200,000, including the following benefits: comprehensive health insurance, 401(k) with 5% company match, 20% performance bonus, stock options, 25 vacation days, $5,000 for professional development, $10,000 for relocation, and $100 monthly for wellness.”

2. Creating a mentorship program

Mentorship isn’t just for entry-level rank-and-file employees.

New executives might need a mentor who’s been with the team for longer when they’re first starting – at least while they’re finding their feet and learning the lay of the land.

Where ChatGPT can be an asset in this regard is in creating your mentorship program, in such a way that provides the new executive with guidance, resources, and support they’ll need to succeed in their new position.

Example prompt: ”Suggest a mentorship program outline for a new Chief Technology Officer.”

3. Training executives on leadership

Leadership training equips your new executives with the skills and knowledge they need to lead your team effectively and further your company’s strategic goals.

ChatGPT can create personalized leadership training programs after analyzing the executive’s role, career goals, and the company’s strategic objectives.

That way, the leadership training stays relevant but also directly aligned with your company’s business objectives.

Example prompt: “Create a 90-day leadership training plan for a new CFO, whose career goals include streamlining financial operations and leading an IPO. The company aims to achieve 20% YoY revenue growth, expand into new international markets, and reduce its carbon footprint.”

You can also give them additional resources and pathways for further learning while you’re at it.

Example prompt: “What are some leadership books and resources suitable for this new position?”

4. Create a strategic alignment plan

Your strategic alignment is the compass that your new executive uses to make sure the ship is on course and headed in the right direction.

Give ChatGPT data like the executive’s role, career goals, and the company’s strategic objectives, and it can make a comprehensive strategic alignment plan that outlines how the executive can help the company achieve those goals.

Example prompt: “Draft a strategic alignment plan for a new Vice President of Sales whose responsibilities include overseeing the sales team, setting quarterly targets, and building client relationships. The company aims to increase market share by 15%, launch two new products, and improve customer satisfaction rates.”

You can also give them some KPIs to use as benchmarks for their success. A prompt you can follow up with may be:

Example prompt: “List key performance indicators for this position.”

5. Building networks

If you want to build a million-dollar business, you need to shake 10 million hands.

In the realms of entrepreneurship in business, who you know is often more important than what you know. Networking is key for savvy executives who want to build professional connections – both in and out of your organization – that add value to the team.

Here, ChatGPT can be useful for:

Internal networking

Identifying key departments and teams that the executive can connect with.

Example prompt: “List internal teams that a new General Manager should meet in the first month at a SaaS company focused on HR solutions.”

External networking

Web-enabled ChatGPT-4 (using plugins such as VoxScript and Wolfram) can recommend industry events and conferences where the executive can meet potential partners or clients.

Example prompt: “Suggest networking events for a new Chief Human Resources Officer.”

6. Performance tracking

After a few months have gone by, at some point it’ll be time to sit down with the new executive and have a chat about how things are going.

You, the executive, and maybe one or two other members of the leadership team will sit down together at a conference table or a Zoom call to measure the executive’s success against the KPIs outlined in previous stages of the executive onboarding process.

You can use ChatGPT to simplify this process by making your generating performance review templates for the new executive’s role.

Let’s say you need a list of customized KPIs. You could have ChatGPT generate the list of KPIs for you based on the executive’s role and the company’s objectives.

Example prompt: “Generate KPIs for a Chief Financial Officer focused on cost reduction and revenue growth.”

Then, once you have those KPIs, you can use them to track the executive’s performance during their quarterly review.

Example prompt: “Create a performance review template for a new Chief Financial Officer.”

7. Compliance and legal training

Ambition, vision, and motivation are all well and good. However, they need to be kept in check by a strong integrity so that the company stays on the right side of the law, and stays committed to doing the right thing.

The consequences of violating industry violations and upholding contractual obligations can be severe – even brutal – but what kind of executive has the time to sift through piles of legal documents?

ChatGPT can create your compliance checklists and review legal documents for your executive. The executive can then use these briefs to make sure your organization is legally compliant.

In the long run, this can save the executive much of their valuable time, and minimize the likelihood of causing expensive legal errors.

Example prompt: “Create a compliance checklist for a new executive in the healthcare industry.”

ChatGPT can also give you advice on legal documents to review before the new executive starts their new role, based on their industry.

It’s important to know though that ChatGPT is not a legal expert, and only serves as a place to start. You’ll want to have any templates it creates reviewed by professional legal counsel to ensure it’s accurate and in line with your industry’s regulations.

Example prompt: “Generate a list of legal documents a new executive in a fintech startup needs to review.”

Use ChatGPT to get your best and brightest up to speed

Integrating ChatGPT into your executive onboarding process can address the limitations of traditional onboarding methods. It just doesn’t help you onboard new executives faster, it helps you do it smarter, more effectively, and more strategically.

Build ChatGPT into your onboarding plan for executives together with Workable’s onboarding tools, and create a bigger, brighter, better leadership team.

For more ways you can use ChatGPT in your HR processes, check out our series of ChatGPT tutorials.

The post ChatGPT for executive onboarding: hiring the big shots appeared first on Recruiting Resources: How to Recruit and Hire Better.

However, it can also be a daunting task, especially if you are new to event sponsorship and participation. In this blog post, we will walk you through some key steps to successfully participate in and sponsor a technology event.

1. Identify the right event

The first step is to identify the right technology events for your company. When selecting an event, consider the target audience, location, and theme of the event, and ensure it aligns with your company’s goals and values.

Look for events that attract the right demographic and provide opportunities to showcase your products or services.

At Workable, we stay up to date with upcoming events by researching new events, joining relevant communities, and keeping in touch with event organizers.

2. Determine your budget

Once you’ve identified the right event, determine your budget. Consider how much you’re willing to spend on sponsorship, booth space, marketing materials, travel expenses, booth attractions, giveaways, and other associated costs.

Keep in mind that events can be costly, so allocate your budget wisely. At our last two tech events, Workable branded hats, blue light glasses, pencil cases and camera protectors were really popular giveaways as they are useful in a person’s everyday life and that were cost-effective.

3. Choose your level of participation

Most events offer a range of sponsorship and participation levels. Therefore, it’s crucial to select a level that matches your budget and offers the best return on investment. The options often include booth spaces, sponsorships, and networking events. Carefully consider which choices will maximize your visibility and help you achieve your goals.

Having a technology professional from your company speak at the event can effectively showcase your innovative projects, thus attracting potential job candidates. For example, candidates for Workable job positions often mention the presentation by our VPs of Engineering at Voxxed Days Athens in 2022:

This impactful speech has prompted many to apply to our company or respond positively to our LinkedIn InMails.

4. Plan your marketing materials

Before the event, plan your marketing materials, including banners, flyers, brochures, and business cards. Ensure that your materials are visually appealing and informative, and that they convey your company’s message and brand.

If you plan to offer demos or giveaways, prepare them in advance. A great tip is to include open positions in your QR codes on your banner so that potential candidates can easily access and learn more about your company’s job opportunities.

5. Engage with attendees

During the event, engage with attendees and make connections. Ensure your booth is adequately staffed, and your team is knowledgeable and friendly. Having a good number of technology professionals at the event, including hiring managers, can help potential candidates learn more about your company’s culture and job opportunities.

At Workable, our engineers and hiring managers have better knowledge of our products and technologies than anyone else, making them great candidates to engage with attendees. Offer demos, giveaways, or other incentives to draw people in, attend networking events and sessions, and be open to meeting new people and making connections.

6. Follow up with leads

After the event, follow up with leads by sending personalized messages to thank attendees for stopping by your booth or attending your session. Follow up on any promising leads, schedule meetings or demos as appropriate.

The cost of participating in an event can be compared to hiring a recruitment agency to find one technology professional. Agencies usually charge a 15-20% fee of the gross annual salary of the new hire.

So, if an event leads to a single new hire, it’s well worth the investment, and any additional hires translate into profit. It’s important to remember that the effectiveness of an event can be measured by new hires even one or two years down the line.

Tech events are a brand builder

Participating in and sponsoring technology events can be an excellent way to increase your company’s visibility and connect with industry professionals.

By identifying the right event, determining your budget, choosing the right level of participation, planning your marketing materials, engaging with attendees, and following up with leads, you can make the most of your event experience and maximize your return on investment.

The post Tech events: how to sponsor them – and how to participate appeared first on Recruiting Resources: How to Recruit and Hire Better.

“I have so much on my plate; I can’t afford to take time off right now.”

“I have a hard time relaxing and fully disconnecting from work.”

“What if everything falls apart when I’m not here?”

“I feel like I’m expected to be available all the time – even on my days off.”

“There’s no one who can cover for me while I’m away.”

Sound familiar? You’re not alone. Taking time off has become a stressful process. Paid Time Off or what I like to call Paid Time Out – and the anxiety associated with time away is real. And the stakes are high – for employees and their leaders and the cost for not taking a ‘time out’ is dangerous for productivity and wellness.

Related: Working Hours, PTO and Vacation policy template

Anxiety Before PTO

With so many employees experiencing overwork and overwhelm on a regular basis, even just the thought of taking time off can be a stressor. Fear and anxiety may arise from the idea of requesting time off, particularly if the absence may inconvenience others or if the workplace culture does not support work-life balance.

Not knowing how it will be perceived can lead to concerns about job security or job loss, ultimately holding some individuals back from taking time off.

Unfortunately, many employees feel that they have too much work or too many responsibilities to even take time off. Worries about the tasks that may accumulate during an absence are common.

We sometimes even feel pressured to stay and work if there are ongoing projects or if there is inadequate coverage. Many of us feel guilty and don’t want to burden our colleagues by adding to their workload.

What you can do as a leader

Leaders have a key role in cultivating a safe, supportive, and accommodating work environment for everyone. A company culture that values work-life balance and promotes self-stewardship and the use of PTO can help to address some of the barriers and ensure that everyone is taking the time off that they need and deserve.

Creating an open dialogue around concerns and anxieties about taking time off, assisting in finding coverage, and being flexible and willing to redistribute tasks can alleviate a lot of undue stress. This can also help shift our mindset from “I” to “we.”

Anxiety During and After PTO

The truth is that some people may struggle with disconnecting from work during their time off. We are so used to being busy that it can be hard to slow down. In a survey conducted by Elvtr of 2,300 workers from the U.S. and Canada, 46% reported struggling to switch off from work while on vacation and 68% admitted to working on their time off.

We have grown so hyper-connected that it can be difficult to set boundaries, avoid checking emails, and resist the urge to stay involved with work.

Anxiety about re-entry after PTO can closely resemble the Sunday Scaries (anticipatory anxiety and feelings of dread experienced on the eve of a workweek) but on a much greater scale depending on the amount of time taken off. The full inboxes, tasks, and responsibilities that await can be overwhelming.

With feelings of being behind or out of touch with ongoing projects, paired with the belief that we need to prove our dedication or productivity upon return, it can be challenging to know how to effectively get back on track. Readjusting to the work routine can take some time.

What you can do as a leader

It is important to be mindful of the shadow cultures and narratives in our workplace. If we are answering emails on our days off, it can send the message that our team members are expected to as well. We need consistency between what we say and what we do. By modeling a healthy work-life balance and respecting the boundaries of others, leaders create the invitation for others to do the same.

Being aware of the expectations and pressures we are putting on employees is also important. To ease anxiety upon an employee’s return, leaders can allow time for them to adjust gradually, take time to check in, and make clear the support that is available.

Encouraging PTO

We are seeing people in the workplace doing too much for too long. They are exhausted. I can tell you that sacrificing our own health and wellness is not sustainable. The cost will become much higher. Burnout is a real condition that happens when there is nothing left in the tank, and we go into debt with our own self-care.

In a 2023 survey conducted by Pew Research Center of more than 5,000 working Americans, 89% of workers reported it being extremely or very important that their employer offers paid time off for vacations, doctor appointments, and minor illnesses.

Related: What is unlimited PTO and how does it work?

In the same survey, 46% said they take off less time than they are entitled to. Despite the importance placed upon having this PTO available to them, this means that nearly half of workers are not taking all of their PTO.

You want to encourage your teams to take the time they need to take care of themselves so they can continue to do the good work that you hired them to do. Your wellness and company success depends on it.

You want to encourage your teams to take the time they need to take care of themselves so they can continue to do the good work that you hired them to do. Your wellness and company success depends on it.

Even framing PTO as a ‘time out’ is often helpful. Knowing that you need to rest, recover and get back into the work pace is essential. You cannot realistically be ‘game ready’ every single day. Take the rest and re-enter with more focus, energy and clarity, which is only possible when you take that time out first.

People feel valued and respected when they feel as though their workplace supports employee well-being. Companies that promote and encourage team members to take their PTO foster a positive workplace where individuals can prioritize self-care and enjoy a healthy work-life balance. This can improve team morale, contribute to higher job satisfaction and employee engagement, and help prevent burnout.

Research consistently shows that taking regular breaks and vacations is essential for our physical and mental health. One nine-year study found that there are cardiovascular health benefits of taking more frequent annual vacations. Taking a step back from work can allow us the space to rest, recover, recharge, and return to work with renewed energy and motivation. When we feel well-rested and less stressed, our mood, focus, and productivity tend to improve.

The reality is that these restorative effects of taking time off can present themselves whether we are away for two weeks or two days.

In this fast-paced society that praises productivity, busyness, and the relentless hustle-no-matter-the-cost mentality, it is important to remember that we are all human beings, not human doings at the end of the day.

In this fast-paced society that praises productivity, busyness, and the relentless hustle-no-matter-the-cost mentality, it is important to remember that we are all human beings, not human doings at the end of the day.

While the constant doing offers a sense of accomplishment and supports a belief that our lives have meaning and value, it’s not okay for us to be doing the work at the cost of our health and wellness. The time, space, and attention we give to our being can have a profound impact on the quality of our doing.

We need to take care of ourselves and our teams in a way that allows for a healthy integration of ‘being and doing’. Then we will see our people showing up as their best selves where and when it matters most.

There are plenty of time-off management tools to assist you in this direction.

Robyne Hanley-Dafoe is an education and psychology author, scholar and educator. Her newest book, Stress Wisely: How to Be Well in an Unwell World, was published in June of 2023.

The post The importance of ‘paid time out’: why it matters so much appeared first on Recruiting Resources: How to Recruit and Hire Better.

Now more than ever, you’re going to need the best and brightest working for you and by your side if you want a sales team that can succeed in the age of AI.

In this respect, ChatGPT can potentially be a godsend for you. ChatGPT and other generative AI tools can automate and enhance many of your existing sales processes, so you can spend more time and energy thinking of ways to close more leads, get more customers, and drive growth.

A strong sales team is the backbone of any successful business. ChatGPT can help you strategically build a better sales team that’s stronger, smarter, and more efficient than ever.

In this tutorial, we’ll offer some ways you can use ChatGPT to build a sales team – one that’s forward-thinking, adaptable, and innovative.

1. Recruiting top sales talent

Half the battle in building a sales team is finding the right people.

B2B sales is a notoriously competitive industry, and not everyone is cut out for it. Being good at sales requires a blend of strategic thinking, adaptability, resilience, and determination to meet goals and overcome challenges, and a fierce ambition coupled with the ethical integrity to keep it in check.

Finding the right mix of all those qualities is rare. Using ChatGPT in your recruitment process can not only help expedite your sales team recruitment but can make it easier for you to find the best sales reps.

Using ChatGPT for job description writing

There is a fine art to making a good job description. It’s about striking the right balance between outlining the key responsibilities of the role, attracting the right candidates, and sparking their interest in the position.

When you tell it your needs and requirements of the sales reps you’re looking for, ChatGPT can create compelling job descriptions. ChatGPT can tailor the job description to the role,

Give ChatGPT a clear outline of the responsibilities of the role, your company culture, and your expectations in the position, and ChatGPT can make a job description that helps you find the right candidates for your sales team.

You can also use it in conjunction with Workable’s AI job description generator to create something that’s more personalized and aligned with your business goals.

Example prompt: “Write a job description for a Sales Manager position focusing on B2B SaaS sales.”

Screening resumes with ChatGPT

Sales is also an oversaturated field, and sales hiring teams often have to sort through a mountain of resumes and cover letters before they arrive at a candidate who’s worth talking to.

With ChatGPT’s help, you can dig through all the filler resumes and unqualified applicants and find the star candidates who can be a true asset to your team.

ChatGPT can quickly analyze resumes, summarize key qualifications and work experiences, and help you gauge whether a candidate is a good fit for the role.

Example prompt: “Analyze the following resume and summarize the key qualifications for a Sales Executive role.”

2. Streamlining team onboarding

Finding rockstars to hire for your sales team is one thing, but you also need to onboard them and get them up to speed with how you do things before they can start making money for you.

Your sales onboarding process lays the foundation for your new hire’s success and helps them get started on the right foot.
ChatGPT is useful here as well because it can optimize and streamline your onboarding experience and get your recruits on their phones and in the field as soon as possible.

Creating onboarding guides with ChatGPT

An onboarding guide helps your new sales reps to understand your company policies, sales tools, and tech stack, and immerse themselves in your company culture. They can start on day 1 already feeling as though they’re a part of the team.

Give ChatGPT a structured outline for your onboarding, and it can create detailed content for an onboarding guide that tells the new hire everything they need to know.

Example prompt: “Create an onboarding guide for new sales team members, including company policies, sales tools, and team culture.”

Automating FAQ responses

The new hires on your sales team will naturally have a lot of questions as they get their feet wet and learn the lay of the land.
Giving them immediate and consistent answers will help things go smoothly all around – both for them and for you.

You can program ChatGPT to field common questions and offer guidance and support where it is needed. That can be explaining your key performance indicators, or outlining your company values.

Example prompt: “Generate a response to a common question from new hires for an entry-level sales rep position: ‘What are the key performance metrics for sales representatives at our company?’”

3. Enhancing sales training

Training your new team will enable them for their future success and give them the skills, knowledge, and know-how to excel on your sales team.

You can use ChatGPT to enhance your training, nurture your new talent, and help them stay prepared for modern sales challenges they’ll encounter on the job.

Developing sales scripts with ChatGPT

Persuasive sales scripts help to guide the conversation in a way that earns the lead’s trust and allows things to flow naturally.

ChatGPT can generate persuasive sales scripts and templates tailored to specific products, audiences, or real-world scenarios.

Your sales reps can use these scripts as a starting point when interacting with potential customers.

When you give ChatGPT context and objectives to follow, it can make sales scripts that align perfectly with your sales goals.

Example prompt: “Write a sales script for introducing our latest product to potential clients. The product is called ‘X’, its core benefits and features are ‘Y’, and it’s made by company ‘Z’.”

Creating role-playing scenarios for training

There is no better teacher than experience. Practice makes perfect, as the saying goes.

ChatGPT can create realistic role-playing situations emulating hypothetical scenarios that the reps and executives on your sales team might encounter in the real world.

These scenarios might include anything from negotiating deals to relationship building. Playing through these scenarios in a controlled setting can help your reps hone essential skills before trying them out on real customers. With them, your sales reps can practice handling rejection and keeping the conversation going.

Example prompt: “Design a role-playing scenario for training sales representatives in handling objections. The scenario should involve a potential client objecting to the price of our latest product, and the sales representative must use value-based selling techniques to overcome the objection.”

4. Sales prospecting and lead generation

In the world of sales, the name of the game is finding leads.

Finding potential clients and engaging with them with a personalized, conversational approach to outreach between success and failure when it comes to building a sales pipeline.

ChatGPT offers you some unique opportunities here when it comes to optimizing your sales process.

Generating personalized outreach emails with ChatGPT

Striking a balance between personalization and scalability is a common one in sales and marketing. Here, ChatGPT can be the key to making a personal outreach email that’s scalable.

If you tell it your client’s industry, needs, and interests, ChatGPT can create engaging emails that get your lead’s attention, invite a response from them, and convince them to purchase from you. Then, you can repeat this process no matter how many times you do it, be it hundreds or thousands.

Example prompt: “Compose a personalized email to a potential client in the B2B SaaS industry, expressing interest in their business needs and highlighting our product’s ability to streamline their sales process.”

Brainstorming sales strategies with ChatGPT

Innovation is what drives success in sales. Making cutting-edge strategies that speak right to the heart of your customer’s wants and needs is what separates an exceptional salesperson from a mediocre one.

For this reason, sales managers are always looking for fresh new ideas and practical strategies to reach their customers. ChatGPT can be very useful in this creative and strategizing process.

Give ChatGPT insights into your target markets, your competitors, and your business goals, and ChatGPT can brainstorm a list of creative and effective sales strategies. You can then take the strategies it comes up with and adapt them to your needs.

Example prompt: “Generate a list of 10 innovative sales strategies for targeting the healthcare industry, focusing on our product’s ability to enhance patient engagement and streamline administrative tasks.”

5. Sales performance analysis and feedback

Sales performance analysis lets you know that whatever you’re doing is working.

Having the right insights shows you what needs improvement, what’s doing well, and how individual team members are progressing.

ChatGPT has valuable tools to enhance your performance analysis and cut right to the heart of the information you need to drive your sales team’s success.

Automating sales performance reports with ChatGPT

You can use ChatGPT to create a standardized sales performance template to highlight key metrics such as revenue growth, conversion rates, customer satisfaction, sales rep achievements, and areas for improvement.

That automation can help ensure consistent reporting that allows you as the sales manager to track the progress of your reps over time.

Example prompt: “Create a monthly sales performance report template focusing on key metrics such as conversion rates, revenue growth, top-performing products, and areas for improvement.”

Providing constructive feedback through ChatGPT

Feedback provides an opportunity for growth, but it has to be delivered with care, empathy, and precision.

You can use ChatGPT to draft constructive feedback emails that are clear, supportive, and actionable. You can tell your sales rep what they’re doing well, and give them suggestions for future development.

Outline specific areas of success and improvement, and ChatGPT can help you deliver feedback that encourages growth.

Example prompt: “Write a feedback email to a sales representative who exceeded quarterly targets but struggled with customer engagement, highlighting areas of improvement and success, and providing actionable steps to enhance customer relationships.”

6. Integrating ChatGPT with existing sales tools

Your team doesn’t just include your sales reps, but the digital tools you use to be good at your jobs as well.

Sales teams rely on various tools as a part of their technology stack, like their Customer Relationship Management (CRM) systems and sales enablement platforms. Integrating ChatGPT with these existing tools can unlock whole other levels of efficiency.

ChatGPT-4 comes with a Plugin Store that lets it integrate with many popular sales and marketing tools such as Zapier, and others for specific marketing and sales use cases like personalized outreach and sales prospecting.

You can also ask for ChatGPT’s help in integrating with other sales tools in your tech stack using your API key.

Example prompt: “Describe the process of integrating ChatGPT with Salesforce for automated data entry, including the necessary API connections, data mapping, and testing procedures.”

Ethical considerations and best practices

Using ChatGPT and AI tools can be so helpful for building your sales team that you’ll wonder how you ever managed without them.

With that said, this technology is still very new and comes with several ethical considerations that should be addressed before implementing it.

Here are a few considerations to keep in mind to ensure responsible and ethical use:

Transparency and accountability

Clearly communicate with your team and customers how and why you use AI in your sales process. Implement ways to keep yourself accountable with regular audits and reviews.

Bias and fairness

Be on the lookout for any potential biases that can arise from the training data or algorithms. Make sure that the decisions the AI makes are fair and don’t discriminate against particular groups.

Ethical guidelines and training

Create and keep ethical guidelines for using AI in sales. Provide training to your sales teams on responsible AI practices, including understanding its potential for bias, ethical considerations of AI technology, and how to use these tools appropriately.

ChatGPT can help you create the best sales team – if you know how to use it

ChatGPT and generative AI technology represent a watershed moment in how businesses approach sales team building.

The potential of this technology is still being explored and is largely untapped. Whether it’s enhancing customer interactions, automating data entry, or providing valuable insights, using ChatGPT to build your core sales team can give you an edge over your competitors who are still just dabbling with it. Explore, experiment, and find out for yourself what it can do!

The post Build a sales team with ChatGPT – with prompt examples appeared first on Recruiting Resources: How to Recruit and Hire Better.

At the core of all this is building a high-performing sales team that will help you make a strong impression straight out of the gates.

No matter your background or experience in leading sales teams; it’s always good to have a guide to help you stay on top of the important elements of building high-performing sales teams.

A huge undertaking

Let’s cut to the chase: building a sales team from scratch is no small feat. It’s a process that requires careful planning, strategic thinking, and a deep understanding of why you’re tasked with building that team and what its role is. The role of a sales team is multifaceted, encompassing everything from lead generation and customer acquisition through to account management and customer retention.

When you’re building sales teams, it’s important to consider the unique needs and goals of your organization. What are your company OKRs and how might you and your team contribute to that? It’s no secret: sales is key to business success. So, when building your sales team, you want to build a clear strategy, establish the team KPIs, and make the right hiring choices.

So, let’s get started.

How to build a high-performing sales team

How do you build a high-performing sales team that delivers results? Let’s go through the steps one by one.

a. Define the team structure and role(s)

The first step is to clearly define the sales team structure and each of the team member roles within your organization. This involves outlining the sales team responsibilities and expectations, from identifying and qualifying leads to closing deals and managing customer relationships.

Examples of sales team structures can be seen in this article from Hubspot, which outlines teams across four distinct categories: geography/territory, product/service line, customer/account size, or industry/vertical segment.

b. Hire the right people

Once you have a clear understanding of what a sales team is and what a sales team does, you can start to recruit and hire the right people. Look for individuals who are not only talented and experienced but also motivated and team-oriented. Remember, a successful sales team is more than just a collection of high-performing individuals. It’s a cohesive unit that works together to achieve common goals.

This in-depth guide on how to hire salespeople can get you started in this area.

c. Provide the right tools

Building a sales organization also involves providing your sales team members with the tools and resources they need to succeed. This could include everything from sales training and professional development opportunities to CRM software and other sales enablement tools.

This comprehensive list of sales tools from Crunchbase is ideal for your needs.

d. Ensure an agile mindset

As you build your sales team, keep in mind that this is an ongoing process. The sales landscape is constantly evolving, and your sales team needs to be able to adapt and evolve along with it. This means continually reassessing and refining your sales strategies, processes, and team structure to ensure they remain effective and aligned with your business goals.

Businesses can overcome uncertain times with an agile mindset, and so can hiring teams – even with leaner teams and budgets. There’s no reason you can’t adopt the same approach in your sales team.

The key elements of a high-performing sales team

Let’s delve deeper into the process of building a sales team, providing practical advice and insights to help you create a sales team that’s not only effective but also resilient and adaptable. Whether you’re just starting to build a sales team or looking to strengthen and expand your existing sales team, this is for you.

1. Sales hiring data/metrics to know

First things first: when building your sales team, you need to have realistic expectations on the challenges and opportunities facing you – in other words, establishing benchmarks for your sales team building plan. And we don’t mean sales metrics. We’re talking about hiring benchmarks here.

These benchmarks include typical timelines of the sales recruitment process (otherwise known as Time to Fill), the competition you might be facing in your area and industry when it comes to attracting talent to your open sales roles (otherwise known as Total Job Openings), and the number of candidates you might expect on average for a given sales role (also known as Candidates Per Hire).

Let’s look at them one by one:

a. Time to Fill

Workable defines Time to Fill (TTF) as the time elapsed between the point when a job is posted and the point where a job is filled. It’s always helpful to know what that looks like for sales so you know what’s “normal” and what’s not in terms of your own Time to Fill when hiring for the sales function.

The following graph provides an insight into the TTF trends (calculated by looking at a month’s data using the 2019 average as a baseline). In this case, we’re presenting the entire timeline from January 2020 to June 2023 so you can see how trendlines have risen and fallen over the years.

b. Job Openings

Job openings are presented differently – we display here the average sales job postings per company per month going back to the start of 2022, and also segmenting that data into three size buckets of less than 50 full-time employees, 51-200 FTEs, and more than 200 FTEs. We’ve also included “all companies” as a separate trendline so you can compare and contrast.

c. Candidates Per Hire

Candidates Per Hire is, succinctly, the number of candidates who apply for a job that you’ve posted. Like Time to Fill, we measure these data against the average of 2019 as a baseline. Here’s the data, again contained within the sales function:

2. Sales compensation

Compensation is a critical component in the sales world, acting as both a motivator and a reward for hard work. Our recent surveys find that it remains a top priority for most jobseekers – and that’s no different in sales.

So, how much do you pay your salespeople? That depends on a number of factors – and you should research this and get a good understanding of regional standards around compensation.

When doing so, consider the following variables:

a. Industry

The industry in which the sales job is located can play a significant role in determining the salary. Certain industries, such as technology or finance, tend to offer higher salaries to their salespeople due to the complexity and high value of the products or services being sold.

b. Company size

The size of the company can also be a determining factor. Larger companies typically have more resources and higher revenue, which can translate into higher salaries for their sales team.

c. Experience

The amount of experience a salesperson has can also impact their salary. Those with more experience and a proven track record of success in sales are often able to negotiate higher salaries.

d. Performance

A salesperson’s performance is typically tied to their salary in the form of commissions, bonuses, or other incentives. High-performing salespeople may be able to earn significantly more than their peers who struggle to meet their sales targets. More on this below.

e. Location

We mentioned this above – the location of the sales job plays a huge role in determining salary. Sales jobs in major metropolitan areas or regions with a high cost of living may offer higher salaries to compensate for the increased living expenses.

f. Education

A higher level of education, such as a bachelor’s or master’s degree in a relevant field, may also lead to higher salaries for sales jobs.

g. Type of Sales

Different types of sales jobs have different earning potentials. For example, B2B (business-to-business) sales jobs may offer higher salaries than B2C (business-to-consumer) sales jobs, while commission-based sales roles may offer the potential for higher earnings but may also come with more risk.

Let’s look at two salary examples: Account Executive and Inside Sales Representative. According to Workable data, the median salary range for an Account Executive in the United States is $60,000 to $75,000. For an Inside Sales Representative, it’s $60,000 to $90,000.

However, in California, the salary range for Account Executives increases to $70,000 to $94,000 and, for Inside Sales Representatives, it’s $60,000 to $80,000. As stated above, do your just homework to best understand what salary range is a good fit in the role you’re hiring for.

3. Sales compensation structure

You not only want to think about how much you pay your sales team members, but also how that pay is structured.

So, here’s a breakdown of the various compensation structures for salespeople:

a. Base Salary

This is a fixed amount paid to salespeople, regardless of their performance. It provides financial stability and is often used in industries where long sales cycles are the norm.

b. Commission Only

Salespeople are paid solely based on the sales they make. This model can be highly motivating, as the potential earnings are uncapped. However, it might not provide stability, especially during lean periods.

c. Base Plus Commission

A combination of a fixed salary and a commission on sales. This balances the stability of a regular paycheck with the motivation of earning more through sales.

d. Base Plus Bonus

Salespeople receive a fixed salary and a bonus for reaching or exceeding specific targets. The bonus acts as an incentive to achieve higher sales goals.

e. Commission Plus Bonus

Here, salespeople earn commissions on their sales and bonuses for hitting specific milestones or targets.

f. Tiered Commission

Salespeople earn different commission rates based on tiers of sales achieved. For instance, they might earn a 5% commission on the first $100,000 in sales and 7% on everything above that.

g. Residual or Renewal Commissions

Particularly common in industries with subscription models, salespeople continue to earn a commission for as long as the customer remains with the company.

h. Draw Against Commission

Salespeople receive an advance payment, which they then “pay back” through earned commissions. If their commissions don’t cover the draw amount, they might owe the company.

i. Team Commissions

The entire sales team is compensated based on collective sales targets. This promotes teamwork but can sometimes lead to friction if team members perceive unequal effort.

j. Profit Margin-Based Commission

Salespeople’s commissions are determined by the profit margins of their sales, encouraging them to sell more profitable items or services.

k. Straight-Line Commission

Salespeople earn a commission based on every sale, with no thresholds or tiers.

l. Variable Commission

The commission rate changes based on different factors, such as the type of product sold or the season.

Each compensation model has its benefits and drawbacks, and the best choice often depends on the specific industry, company goals, and the nature of the sales cycle. It’s crucial for companies to choose a structure that aligns with their objectives and adequately motivates and rewards their sales team.

4. Sale skill sets

Sales can be complex. One type of salesperson in a specific industry selling a specific kind of product is not the same type of salesperson in another industry selling another kind of product. There are also hard skills – actual knowledge of a product, the ability to use Salesforce, etc. – and soft skills that focus more around intangibles such as connectivity to others.

But there are some fundamental elements in a salesperson’s skill set.

These include:

a. Communication skills

In the realm of sales, communication is more than just a skill – it’s an art. Salespeople must master the art of conveying information in a clear, concise, and compelling manner.

This includes active listening, which involves truly understanding and responding to the customer’s needs and concerns.

They must also be adept at persuasive speaking, using their words to influence and convince potential customers of the value of their product or service.

Negotiation is another key aspect of communication in sales, requiring the ability to reach mutually beneficial agreements with customers.

Use our Communications interview questions & answers kit to analyze a sales candidate’s skills in this area.

b. Interpersonal skills

The ability to connect with people on a personal level is a cornerstone of successful sales. Salespeople should exude warmth, friendliness, and approachability, making potential customers feel comfortable and valued but without coming off as overly persuasive or “salesy”.

Empathy is also crucial, as it allows salespeople to understand and respond to the emotions and perspectives of their customers. Moreover, interpersonal skills help in building long-lasting relationships that can lead to repeat business and positive word-of-mouth for the company.

c. Product knowledge

A salesperson’s expertise in their product or service is a key determinant of their credibility and effectiveness. They should have a deep understanding of the features, benefits, and potential applications of their product.

This knowledge enables them to answer technical queries, provide tailored recommendations, and demonstrate how their product can solve the customer’s problem or meet their needs – a fundamental ingredient in successful sales.

d. Time management and organization

The world of sales is fast-paced and often involves juggling multiple tasks and clients. Salespeople must be proficient in prioritizing tasks, managing their schedules, and maintaining organized records of their sales activities.

This ensures they can follow up on leads, meet deadlines, and keep track of their progress towards sales targets.

e. Resilience and persistence

The sales landscape is fraught with challenges and competition. Salespeople must have the mental fortitude to handle frequent rejections and high-pressure situations, learn from failures, and stay motivated despite setbacks. Building a resilient team that can handle these challenges without becoming discouraged is crucial.

This can involve providing support and training in areas such as stress management and resilience, and fostering a positive and supportive team culture.

f. Analytical and problem-solving skills

Sales is not just about selling; it’s about solving problems. Salespeople must be able to analyze customer needs, identify their pain points, and devise solutions that address these issues.

This requires a blend of analytical thinking, creativity, and practical problem-solving skills.

Evaluate a candidate in this area with this analytical interview questions & answers kit and this problem-solving interview questions & answers kit.

g. Adaptability and flexibility

The sales environment is dynamic and ever-changing. Salespeople must be agile, ready to adapt their strategies in response to market trends, customer feedback, or changes in company policies.

They should also be open to continuous learning, seeking out new sales techniques and strategies to stay ahead of the competition.

Use this adaptability interview questions & answers kit to determine a candidate’s skill in this area.

h. Self-motivation and initiative

Successful salespeople are self-starters who take the initiative to seek out new leads, learn about new products, and set challenging goals for themselves. They don’t wait for opportunities to come to them; they go out and create them.

i. Digital literacy

In today’s digital age, salespeople need to be comfortable using a range of technologies, from CRM systems to social media platforms. They should be able to leverage these tools to track sales activities, engage with customers, and research market trends.

j. Cultural sensitivity

With the global nature of business today, salespeople often interact with customers from diverse cultural backgrounds. Understanding and respecting these cultural differences can help build stronger, more trusting relationships with customers.

k. Cultural fit

While skills and experience are important, it’s also crucial to consider cultural fit when building your sales team.

This involves hiring people who share your company’s values and vision, and who will contribute to a positive and productive team culture.

Read our interview with a client on a successful cultural fit strategy which prioritizes cultural integration in recruitment, creating a dynamic workplace that motivates employees and drives business growth.

l. Customer-centric approach

A successful sales team needs to be focused on the customer. This involves understanding the customer’s needs and preferences, and striving to provide the best possible service. This is a key part of the sales skills bucket. A customer-centric approach can lead to higher customer satisfaction and loyalty, and ultimately to increased sales.

For something more high level when evaluating sales candidates, check out our article on sales skills assessment.

5. Sales KPIs

If you don’t have KPIs, you don’t have quotas, and you don’t have goals. You absolutely need to identify clear KPIs for your sales team to pursue if you want them to succeed. When you have a KPI or KPIs for your team and team members, they know what they need to attain in order to be successful, and they know what they’re being measured against.

The good news is that there are numerous different sales KPIs that you can focus on. These include but are not limited to:

a. Revenue

The cornerstone of all KPIs, revenue is the ultimate measure of a sales team’s performance. It quantifies the total income generated by the team through sales activities.

It’s crucial to track revenue trends over time to understand the growth trajectory and the effectiveness of sales strategies.

b. Sales quota attainment

This KPI gauges the effectiveness of a sales team by comparing the actual sales with the predetermined sales targets or quotas.

It provides insight into how well the team is performing against expectations and helps identify any gaps that need to be addressed.

c. Average deal size

This KPI provides an average value of the deals closed by the sales team. It’s a useful metric for understanding the profitability of sales and can help in strategic decision-making, such as targeting larger deals or focusing on volume sales.

d. Win rate

The win rate is a measure of the sales team’s success in closing deals. It’s calculated by dividing the number of won deals by the total number of deals pursued.

A high win rate indicates a successful sales strategy and effective sales skills.

e. Lead-to-customer conversion rate

This KPI tracks the efficiency of the sales process by measuring the percentage of leads that become paying customers.

It provides insights into the effectiveness of the team’s lead nurturing and conversion strategies.

f. Sales cycle length

This KPI measures the average duration from the initial contact with a lead to closing the sale. A shorter sales cycle can indicate a more efficient sales process, while a longer cycle may suggest potential bottlenecks that need to be addressed.

g. Sales activities

This KPI tracks the number of sales-related activities, such as calls, meetings, and emails, completed by the sales team.

It provides a measure of the team’s engagement and productivity and can help identify areas for improvement in the sales process.

h. Sales by product, region, or segment

This KPI helps identify trends and patterns in sales performance across different products, regions, or customer segments.

It can guide strategic decisions, such as where to invest resources or which markets to target.

i. Customer acquisition cost

This KPI measures the average cost of acquiring a new customer, including marketing expenses, sales team salaries, and other related costs.

A lower CAC indicates a more cost-effective sales process.

j. Customer lifetime value

This KPI estimates the total revenue a business can reasonably expect from a single customer account. It helps businesses understand how much they should be willing to spend to acquire and retain customers.

k. Sales per rep

This KPI measures the average revenue generated by each sales representative. It can help identify high-performing reps and provide insights into the effectiveness of sales training and development programs.

6. Niche strategies in sales team building

Of course, every team-building strategy has niche elements to them. When building your sales team, you’re likely thinking about unique high-level priorities that are specific to your organizational and team goals.

These can include the following:

a. Specialization

Specializing allows sales teams to become experts in their chosen field, understanding the nuances and intricacies of the industry.

This deep knowledge can help in identifying potential clients’ needs and providing tailored solutions, leading to higher customer satisfaction and loyalty.

b. Personalization

Personalization goes beyond just knowing the customer’s name. It involves understanding their business, their challenges, and their goals.

By offering personalized solutions, sales teams can show customers that they are valued and understood, which can lead to stronger relationships and increased sales.

c. Digital marketing

This one’s plainly obvious, but better to have more information than less so that it’s on the sales radar. As more businesses move online, digital marketing becomes increasingly important. Sales teams can use digital channels to reach a wider audience, engage with customers, and track the effectiveness of their strategies.

Digital marketing can include everything from email campaigns to SEO, content marketing, and social media advertising. This is more in marketing’s realm, but sales teams will do well to align closely with the marketing department in this area.

d. Cross-selling and upselling

Like digital marketing, this isn’t a de facto property of sales – but rather, customer support or account management. Still, by understanding the full range of their company’s offerings, sales teams can work closely with those teams to identify opportunities to offer additional value to customers.

This could be in the form of related products or services (cross-selling), or more premium versions of the products or services the customer is already using (upselling). This strategy can increase revenue and deepen customer relationships – ultimately boosting retention.

e. Social selling

Social selling involves using social media platforms to find and engage with potential customers. This can involve sharing valuable content, participating in discussions, and building a strong online presence.

Social selling can help sales teams to reach a wider audience, build their personal brand, and establish themselves as thought leaders in their industry.

f. Collaboration

Sales teams can benefit greatly from a collaborative approach, where members work together to share insights, strategies, and resources. This can lead to more innovative solutions and a more cohesive team dynamic.

Collaboration can also extend beyond the sales team, with members working closely with other departments such as marketing, customer service, and product development to ensure a unified approach to customer engagement.

g. Data-driven decision making

In the era of big data, sales teams can leverage data analytics to inform their strategies and decisions. This can involve analyzing customer behavior, market trends, and sales performance data to identify opportunities and challenges.

A data-driven approach can lead to more targeted and effective sales strategies, and can help sales teams to continuously improve and adapt.

h. Customer retention

While attracting new customers is important, retaining existing customers can often be more cost-effective and valuable in the long run.

Sales teams can adopt strategies focused on customer retention, such as providing exceptional customer service, understanding and meeting customer needs, and building strong, long-term relationships with customers. This can lead to increased customer loyalty and repeat business.

7. Additional priorities in team building

There are other goals you may be thinking about when building your sales team based on your goals. While these aren’t necessarily focused on the actual day-to-day work, they are important ingredients when building your sales team. These can include:

a. Diversity and Inclusion

Building a diverse and inclusive sales team can bring a range of perspectives and experiences to your business, which can lead to more innovative solutions and better understanding of a diverse customer base.

This can involve hiring people of different genders, races, ages, and backgrounds, and fostering an inclusive culture where everyone feels valued and respected.

Read more: Learn about how one-time Workable sales leader Rachel Bates established gender diversity in her sales team in Boston’s male-dominated tech sales sector.

b. Training and development

Investing in ongoing training and development can help your sales team to continuously improve and adapt to changing market conditions.

This can involve providing training in areas such as product knowledge, sales techniques, and customer service, as well as offering opportunities for professional development and career progression.

d. Team structure

The structure of your sales team can have a significant impact on its effectiveness. This can involve decisions about the size of the team, the roles and responsibilities of different team members, and the way the team is organized.

For example, you might choose to have separate teams for different stages of the sales process, or for different market segments. Or you might have full-cycle sales processes, where prospects stay with the same sales representative through the entire experience with a company.

d. Communication

Good communication is crucial for a successful sales team. This involves ensuring that all team members are kept informed about company news, product updates, and sales targets, and that they feel comfortable sharing their ideas and concerns.

Regular team meetings, one-on-one check-ins, and effective use of communication tools can all contribute to good communication within the team.

8. Additional resources

Additional reading is always helpful. Check out these resources for a deeper dive in different areas of sales team building.

Building a sales team globally: Do it right with these 6 easy steps

If you’re entering different markets around the world – or your company is already positioned that way – this article bolsters the value of standardized processes when building a global sales team.

How to hire a sales team: 5 tips to attract talent

This one shares tips on how to source and attract the right talent to your sales teams, including utilizing personal networks, encouraging employee referrals, employing efficient evaluation tools, and providing competitive compensation.

How to hire salespeople

Packed with actionable tips, this in-depth guide gives you everything you need to know about hiring salespeople, including sourcing top talent via referrals, niche job boards, and social media. It stresses the importance of clear job descriptions, transparency, and evaluating candidates’ qualities and interest in the job.

Hiring a sales team? Avoid these 4 candidates

Just as important in sales team-building success is who not to hire. This article identifies four types of candidates to be cautious of during the recruitment process. It offers insights into potential red flags and pitfalls to avoid, ensuring you hire the most effective salespeople for your team.

Inside Workable: Scaling a sales team successfully

Want to know how it’s done behind the scenes at Workable? We’re happy to share our own story about how our sales leaders doubled its sales team within a month by implementing a strategic hiring process. The importance of planning, team alignment, and quality control in rapid scaling are all emphasized here.

Sales career path: A way to attract and retain salespeople

High turnover rates in the sales industry can be mitigated by investing in career development. Workable’s one-time sales and business development manager, Paul Mathieson, and former account executive Olivia Spector discuss the importance of career progression for a happy and productive sales team based on their own unique career trajectories.

Behind the scenes with 3 members of Workable’s sales team

Three members of Workable’s Athens-based sales team share insights into their roles and experiences. That team, consisting of Sales Development Representatives (SDRs) and managers, emphasizes the importance of understanding the needs of potential clients and offering tailored solutions. Despite diverse backgrounds, the team members highlight the value of continuous learning, adaptability, and a positive work environment.

And finally – a video!

This panel discusses how the sales market in Boston has evolved and how finding and nurturing talent can be challenging. They suggest building a network and having constant communication with recruiters to overcome these challenges.

Does this all seem like a lot? Sometimes it makes sense to hire a sales recruiter who can specialize in bringing the very best salespeople to your organization. This sales recruiter job description can get you started.

9. Tools to help you get there

Building a high-performing sales team often goes beyond backfill to scaled growth within a short time as you look to capitalize on new markets, launch a new product, or put a new strategy into action.

This means your hiring team will often be hiring for multiple sales roles at one time – especially in the entry-level SDR/BDR positions. This will require you to establish a scalable recruitment process free of breakdowns.

There are a number of ways you can establish a more scalable hiring process in sales. These include:

a. Video Interviews

Asynchronous or one-way video interviews will come in incredibly handy when hiring in sales. It gives you an opportunity to screen numerous candidates in one sitting.

Also, because sales are by nature very public-facing, you will want to be able to assess a candidate’s ability to speak comfortably and at length on an assigned topic – video interviews also gives you that opportunity to evaluate a candidate in this way.

Workable Video Interviews is a great tool to establish this process.

b. Automated actions

When you’re hiring 12 SDRs in a short time, that will likely involve the processing of hundreds of candidates at any given time. Automating parts of the hiring process – including emails that trigger when a candidate has applied for a role or is moved to the next stage, for example. These can come in incredibly handy when “employer ghosting” is one of the major grievances that candidates have about the recruitment process.

When you have a lean hiring team – often consisting of a single recruiter and one or two hiring managers – it’s easier to manage the load of candidates through the system without breakdown when you have automated actions as a feature in your ATS.

c. AI Recruiter

Sometimes, you’re looking to hire a salesperson in a very niche industry or you’re in an area that doesn’t have the talent availability that other areas have. This means you might need to do the legwork to find the right candidates for your roles – whether that’s finding and contacting passive candidates or just finding the candidates who aren’t finding you.

That, of course, is a tremendous amount of added work for any recruiter or hiring manager. Workable’s AI-powered candidate sourcing engine will take care of all that for you.

d. Recruitment marketing

A core tenet of marketing is awareness. If a sales candidate isn’t aware that you’re hiring, they won’t apply for your job – in other words, you don’t exist in their world. Employer brand awareness is already nailed down for the Googles and Microsofts of this world, but it’s a little more challenging if you’re one of the thousands of startups in San Francisco or a relatively new company building its very first sales team.

Workable’s numerous tools help you get your jobs in front of the right candidates – including a careers page builder, one-click posting to more than 200 job sites, and even custom social posts designed to appear in a specific candidate’s social feed.

e. Interview self-scheduling

One of the most annoying elements of the recruitment process is the back-and-forth communications between sales candidates, recruiters, hiring managers, and executives when scheduling times for interviews.

Workable’s self-scheduling interview feature – much loved by recruiters for its time-saving benefits – will circumvent that challenge and free up plenty of bandwidth for your sales hiring teams to focus on the important parts of hiring. For example, the actual interviewing.

Learn more about how Workable’s hiring software can help you build a high-performing sales team for your business. You can also manage that team with Workable’s HRIS which comes free with the ATS.

The post Build a high-performing sales team: your comprehensive guide appeared first on Recruiting Resources: How to Recruit and Hire Better.

Here, we’re going to explore 10 aspects of digital payroll systems that are having a huge impact on how we work today.

The rise of digital payroll

The rise of digital payroll systems in modern times has represented a significant shift away from traditional business operations. These new systems offer increased efficiency and accuracy in payroll processing and a much more integrated approach to staff compensation.

With automated pay and tax calculation, along with real-time analytics, these tools have empowered HR departments across the globe to become more productive. Enhanced security features protect sensitive data, while cloud-based access allows for remote payroll management.

Additionally, these systems can streamline regulatory compliance across multiple legal jurisdictions, generating reports and updating tax rules automatically. This makes it more straightforward for businesses to expand internationally and employ distributed teams from multiple countries.

Once those employees have been onboarded, these tools make it easier to retain them too. The wealth of features available make it far simpler to deliver a streamlined and positive staff experience all around.

So, let’s dive in and explore 10 emerging trends in payroll management today.

10 digital payroll trends to improve retention

1) Personalized compensation packages

While salaries have always been negotiable to a certain extent, the biggest change we’re seeing in this area is the advent of personalized benefits packages. These are now key factors in attracting top talent and employee retention in general.

In 2023, it’s not unusual for new hires to negotiate benefits on a case-by-case basis. Commonly offered or requested perks include:

• Work-from-home stipends. As remote work becomes more popular, some companies are embracing this by providing money for home office setup or coworking space memberships.
• Wellness programs. These might include subscriptions to meditation apps, teletherapy services, or wellness retreats.
• Student loan repayment assistance. This is particularly popular in the UK and US, especially among younger workers.
• Professional development. Funds for attending conferences, enrolling on courses, obtaining professional certifications, etc.

Some companies also offer more unusual perks, such as adoption assistance, donation matching, or even paid time off to look after a new pet.

2) Real-time payroll access

Access to real-time payroll data is becoming more of a priority for various reasons:

• Accuracy. It allows for instant verification and corrections of any errors or discrepancies, saving both time and money.
• Transparency. Employees have ongoing access to their earnings, deductions, and benefits information, and managers can see up-to-the-minute payroll costs.
• Budget forecasting. Real-time payroll data can feed into budgeting and forecasting models, providing a more accurate picture of costs.

Offering real-time access to payroll data is much easier now than it used to be. For example, the increasing popularity of cloud-based enterprise resource planning (ERP) platforms has enabled many organizations to centralize critical operational data in a single digital repository.

These cloud ERP tools are often specifically designed for synchronizing real-time data updates. They also provide a better understanding of your business by combining your financial management with your time and attendance data. Ultimately making them ideally suited for this.

3) Flexible pay options

There are new developments in how employees receive payments too. While a physical check or bank transfer once a month still reigns supreme, employers are increasingly offering alternatives to suit the varying needs of their staff.

For instance, some businesses offer payroll cards, which are prepaid debit cards loaded with an employee’s wages. These are very useful for employees who don’t have bank accounts since they allow the user to do everything they would usually do with a standard bank card. Payroll cards are widely available from major names like Mastercard and Visa.

Granted, they do require additional administration to set up and manage, but this expense can be offset by other savings e.g. reductions in the cost of printing and distributing physical paychecks. Once you have this system up and running, it’s super simple to use.

4) Integrated benefits management

The ability to administer all staff benefits from a single platform can have a huge impact on efficiency.

For example, Celine is a senior HR manager at a well-known financial institution in the City of London. It recently introduced a unified benefits management platform for its staff, and she’s a big fan.

“It’s made such a difference,” she says. “Before, we used lots of different tools to manage our staff benefits. Pension payments, private healthcare plans, insurance – all separate. It was hugely time-consuming, particularly because this is a large company with thousands of employees, and a lot of them work abroad, so we have to be mindful of compliance with a range of regulatory environments.”

Since moving to a new platform and integrating it fully with payroll, Celine has noticed a sharp reduction in errors needing rectification. Overall, it’s been a boost for her team, who now have more time to focus on other core work.

5) Payroll data security and privacy

Payroll systems often contain sensitive employee information, such as social security numbers, bank account details, and addresses. This means payroll and HR software needs to have watertight security.

Firstly, it’s crucial organizations comply with all relevant data privacy regulations. Depending on where a business operates, that might mean the General Data Protection Regulation (GDPR), California Consumer Privacy Act (CCPA), or any number of other legal frameworks.

Payroll systems are becoming more sophisticated to deal with the proliferation of rules around data privacy, and many modern systems have features to support compliance, such as tools for data anonymization, data rights management (right to access, correct, delete), and data use reporting.

There’s also the question of protecting against cybercrime, such as data breaches and phishing attacks. As more payroll systems are being hosted in the cloud, businesses have to make certain their cloud provider is following best practices regarding security.

Generally speaking, most vendors will make sure their client data is protected with top-tier encryption protocols. That said, anyone using third-party cloud data storage needs to take ultimate responsibility for ensuring this is the case.

6) Personal financial management tools

Using apps to manage personal finances is becoming increasingly mainstream. According to Straits Research, the personal finance software market was worth $1.2 billion worldwide in 2021 and is expected to grow to $1.9 billion by 2030.

It’s easy to understand why. The convenience of being able to manage all your financial accounts and transactions from one platform is immensely appealing.

Although payroll departments are just beginning to wake up to the possibilities, we’re likely to see improvements in integration between business payroll systems and personal finance tools in the coming years.

For example, there already exists tax software that can pull data from various payroll systems to help individuals with several streams of income prepare their tax accounts. This kind of functionality is a big plus for anyone working multiple jobs.

7) Employee self-service portals

Self-service payroll portals like Payslip allow employees full access to their pay data at their convenience. This kind of service typically includes features such as instant payslip download, document management, and up-to-date tax information. Portals also often have additional functionality such as automatic leave entitlement tracking.

This level of transparency is, quite simply, what modern workers expect. In particular, younger cohorts of employees joining the workforce have grown up around apps that help them manage every aspect of their lifestyle.

Employers that move with the times and put software like this in place are far more likely to build a relationship of trust with their staff.

8) Mobile payroll applications

With the advent of cloud-based payroll applications comes the potential for managing this on the go. As remote and hybrid working has become more common, being able to offer flexible working routines is proving to be very popular with employees.

This applies just as much to HR staff as it does to everyone else. Businesses that normalize flexible working for the team members in charge of payroll tasks are more likely to be able to retain them in the long term.

Free-to-use image sourced from Unsplash

9) Enhanced payroll analytics

One of the premier features of modern payroll software is the sheer wealth of data it generates. Right from the start, applicant tracking and recruitment features can provide key insights into candidate expectations and help inform pay package policy and onboarding plans.

It doesn’t stop there. Sophisticated modern payroll solutions can also use predictive analytics to forecast future payroll costs based on current data. They can predict staffing needs and labor costs and identify potential problems or bottlenecks before they arise.

Some tools even include benchmarking features, which allow businesses to compare their payroll performance and expenses to industry standards and competitors.

10) Integration with performance management systems

As more and more organizations switch to using ERP platforms, an increasing number of HR departments are prioritizing the full integration of payroll with ERP workforce management solutions.

The benefit of doing this is that it makes for more streamlined operations. These performance and workforce management tools bring together all your business-critical data on workforce scheduling, attendance tracking, and work/time data collection. So, bringing payroll fully within them just makes sense.

Doing this is particularly useful if your business has a workforce comprising a mix of employees, freelancers, and independent contractors. That’s because it simplifies the complexities of dealing with what can otherwise be a very complicated bundle of rules.

Digital payroll trends: the big takeaway

The payroll trends we’ve listed here indicate one thing quite clearly: gone are the days of payroll being walled off from other business processes. The features offered by modern payroll systems focus on integration as a core virtue.

With the growing popularity of third-party cloud services, the ability to offer enhanced features and improved access to data is now within reach, even for smaller organizations.

In today’s business environment, top talent has a choice of where to work. Employers that recognize this and put processes in place to encourage transparency and convenience are the ones that will attract and keep the best of the best.

The post 10 digital payroll trends to improve employee retention appeared first on Recruiting Resources: How to Recruit and Hire Better.

The pandemic pressed the Great Reset button on work. We’re entering a new era that calls for evolved priorities and preferences from employers.

To help leaders adapt, we surveyed 750 US and 500 UK workers to better understand what’s important to them in a job. We then compared the findings to the data from our original Great Discontent survey in 2021.

The results – in Workable’s brand-new Great Discontent 2.0 survey report – spotlight clear transformations in what employees now value most. Companies that tune in to their people’s changing needs will be primed to attract and retain top talent. Those that ignore the new reality risk driving their best people away.

Across both markets, one priority emerges crystal clear: employees are seeking stability. Commitment is a two-way street: when organizations commit, this breeds loyalty in return among today’s workforce.

With economic and geopolitical uncertainties abounding, workers crave a reliable income stream. Full-time roles are increasingly in demand, with a drop in self-employment and side-hustles. The active jobseeker herd has thinned as employees hunker down in their current roles – although they’re not entirely dropping out of the new-job sweepstakes.

Smart companies are promoting stability and security. This could involve highlighting a strong company history that makes one proud to work for them, robust plans for growth that tap into workers’ desire to grow and shine in their careers, and assurances around job security to show people that someone’s got their back.

Beyond stability, the data reveals evolutions in what attracts and retains workers in the US and UK today:

Flexibility

Flexibility has become firmly entrenched as the new normal. Whether it’s remote work, hybrid arrangements, or flexible scheduling, employees want options. After adapting so extensively through the pandemic, inflexible work seems unthinkable to many. Savvy employers aren’t just allowing flexibility – they’re embracing and perfecting it.

Society and humanity

The social and human elements of work matter more than ever. Employees want to connect with leaders who inspire them. They want collaborative relationships with colleagues who feel like family. Cold corporate machines have little appeal – workers seek warmer environments where they feel valued. Forward-thinking companies are strengthening culture, facilitating connections, and communicating with transparency.

Growth and advancement

Hunger for growth and advancement persists. Employees still want opportunities to continuously develop skills, take on new challenges and progress their careers. However, potential now outweighs paychecks for attracting new talent – highlighting the motivational power of personal growth. Workplaces that invest in people’s futures, instead of just exploiting their presents, have the edge.

Compensation

Of course, compensation still stands number-one atop the priority pyramid. While other factors have grown in importance, pay still matters. Fair compensation, generous benefits and updated rewards strategies are essential for retention. But they’re just one part of a bigger picture – financial incentives alone aren’t enough in today’s environment.

In many ways, the new era requires a back-to-basics approach. What prevailed before was often surface-level attractions and momentary exchanges. Moving forward, employees are seeking simplicity, clarity and meaning. They want to connect, contribute and grow. Employers that tap into these fundamentally human desires will be poised to flourish.

Those that cling to outdated assumptions risk losing today’s top talent to those that just “get it”.

This is just a high-level overview. The full data provides richer insights into the forces shaping the workforce. Check out the highlights!

Are you ready to not just survive, but thrive in the new era of work? Uncover more about what employees value most today – and how to align your organization with their evolving needs and preferences.

The post The Great Discontent 2.0: What workers want in this new era appeared first on Recruiting Resources: How to Recruit and Hire Better.

Workable CHRO Rob Long knows. “It’s a top 5 metric that we track at Workable,” he wrote in LinkedIn. “When it’s high enough, you can do incredible things – things that other companies cannot do. It’s a huge competitive advantage.”

So what is human capital efficiency? Let’s take a look and learn.

What is human capital efficiency?

In short, human capital efficiency refers to how well a company uses its human capital – the skills, knowledge, and experience of its workforce. It measures the output and business impact generated per dollar spent on employee-related costs.

With today’s tight talent market and competitive hiring landscape, human capital is more precious than ever. Maximizing your workforce’s contributions relative to their cost is essential for SMB success.

Why human capital efficiency matters

High human capital efficiency means your workforce is delivering substantial value in relation to what you spend on compensation, benefits, training, and other employee costs. The higher your HC efficiency, the better your return on human capital investment.

For SMBs, improving HC efficiency can lead to:

• Increased productivity and revenues without expanding headcount
• Ability to pay team members more competitively by boosting revenue per employee
• Reduced costs via streamlined operations and automation
• Better identification of skills gaps to target training and recruitment
• More accurate performance measurement to reward top talent

“It’s like an ROI on all the human elements that go into your company,” Rob adds. “When you’re operating a business, you’re making investments in it to make it run more smoothly and bring greater return. Your employees are a huge part of that – you’re investing in your people so they can bring their best to the job.”

So how do you invest in your people?

Rob answers: “Salary is the obvious one. But there are also other investments: benefits, perks, learning & development, all-hand retreats, lunch & learns, even team dinners and social outings. Any and all of these can tie back to employee productivity and a direct impact on revenue. That’s human capital efficiency in a nutshell.”

Calculating your human capital efficiency

So how do you calculate human capital efficiency? Easy – it’s simple math. Take your total revenue or net income, and divide it by your total employee expenses for a given period.

Let’s say your company generated a million dollars in revenue last quarter, and spent $200,000 on employee costs. That means your human capital efficiency would be $1M / $200K = 5.

This means for every dollar you spend on human capital in the last quarter, your business earns $5. The higher the ratio, the better.

You can track this metric over time to monitor what’s going well and what’s not – and benchmark against competitors in your industry to see how you stack up against them.

You can go deeper. Here are three other, more specific ways to calculate human capital efficiency:

1. Human Capital Value Added (HCVA)

This method calculates the economic value added by employees, beyond any material, overhead, and other operational costs.

HCVA = Operating Profit − (Capital Charge × Capital Employed)

Where:

• Operating Profit is the profit generated from operations before interest and taxes.
• Capital Charge is the rate of return required by capital providers.
• Capital Employed is the value of all the capital used in the business.

Then, to get the Human Capital Value Added per employee:

HCVA per Employee = HCVA / Number of Employees

2. Human Capital Return on Investment (HCROI)

This metric measures the rate of return on the investments a company makes in its workforce.

HCROI = Operating Profit / Total Employee Costs (Salaries + Benefits)

A higher HCROI suggests that a company is getting more return from its investments in its people. Conversely, a lower HCROI might indicate inefficiencies or that the company is not realizing the full potential from its human capital.

3. Revenue Per Employee

While simpler and more direct, this method offers a quick gauge of how much revenue each employee contributes to the company. It’s particularly useful for comparing efficiency across different firms in the same industry.

Revenue Per Employee = Total Revenue / Total Number of Employees

This method, although straightforward, is a gross measurement. It doesn’t take into account the nuances of capital structures or the specific roles and responsibilities of employees within different departments. Nor does it give you an indication of how much you’ve invested in human capital.

“We’re always thinking about ways to optimize the work we do at Workable,” Rob says. “When we’re making a decision on people, we’ll ask ourselves; ‘Will this grow our human capital efficiency? And how?’ And that’s our needle for success right there. We want to move that needle in the right direction. These formulas help us measure our progress on that.”

Strategies to boost HC efficiency

Once you know your starting point, here are some proven tactics to maximize human capital efficiency:

1. Analyze revenue per employee: Which employees, teams, or departments are generating the highest revenue relative to their cost? Determine what makes them successful and replicate across your organization.

2. Identify automation opportunities: Can any manual processes be automated to reduce labor costs? Do repetitive administrative tasks take up time that could be spent on high-ROI activities?

3. Review skills utilization: Are employees operating in their strongest skill areas? Are any skills being underutilized that could drive new revenue streams?

4. Invest in training and development: Targeted training to close skills gaps can greatly increase productivity. Offer development opportunities to boost engagement and retention.

5. Reward top performers: Incentivize and retain your standout talent. Be cautious not to overpay low performers.

6. Track performance rigorously: Tie individual goals to company objectives. Maintain clear metrics to identify low and high performers.

7. Promote knowledge sharing: Collaboration and documentation prevent knowledge loss when employees leave.

8. Seek cost-effective hires: Hire for culture fit and train for required skills. This expands your talent pool.

Making the most of your human capital

For SMBs facing stiff competition for talent, maximizing your workforce’s impact is vital. Boosting human capital efficiency allows you to extract more value from your employee investments.

“If you don’t have this metric in your OKRs, you need to add it,” Rob emphasizes. “Your company is nothing without its people. Investing in your human capital is crucial to your success – and so is the return on it. It’s how you can get ahead of others.”

So, as Rob stresses – take the time to calculate your current human capital efficiency, identify problem areas, and capitalize on opportunities to grow this ratio. Your closest business advisors – your employees – are your number-one asset. Optimize their output through calculated input, and your SMB will reap the rewards.

The post What is human capital efficiency and why is it so important? appeared first on Recruiting Resources: How to Recruit and Hire Better.

But then, PTO isn’t always so easy to navigate, especially when an already approved PTO needs to be reversed by an employer.

This bears the question: can you deny PTO after approval? Let’s dive into this complex issue.

The legal perspective

The legal landscape surrounding PTO is a blend of federal ground rules and state-specific stipulations. The United States, specifically, has no federally mandated PTO minimum, so it follows that the related Fair Labor Standards Act will not support employees if you revoke PTO after approving it.

So, it really falls to the states when it comes to laws around time off management. A pivotal point is the employer’s commitment to the employee once the PTO is approved. That’s the long way of saying: check with local legislation and legal counsel for guidance in this area.

Meanwhile, while the law may offer some leeway, it’s in the moral and cultural implications where this becomes the bone of contention.

When can PTO be denied after approval?

The big question – under what circumstances is it even conceivable (or ethical) to backtrack on PTO? Let’s look at some potential scenarios in which this scenario might occur:

1. Business crises

Maybe something unforeseen happened, and it’s so sudden and needs immediate attention. Maybe there’s a high-profile client visit, a product launch that’s gone awry, or a breakdown in the system requiring urgent work from IT. These are things that don’t wait for Zofia to return from her staycation or allow for Claude to take off at noon on Friday no matter how buttoned-up the team’s processes are.

2. Unavailability of replacements

Some roles are so specialized that finding a substitute, even for a short while, becomes a Herculean task. Or, maybe, there’s a sudden employee departure that leaves a team entirely unavailable until the end of the month – and you’re left twisting in the wind until then.

3. Approval errors

This is where human error enters the scene. A slip in the system or miscommunication can lead to overlapping PTOs that leave the department shorthanded. That’s why it’s crucial to have a reliable software to manage PTO requests and approvals to reduce or even eliminate these problems.

PTO reversal and its impact on morale and trust

Now, reversing PTO after it’s been approved should never be common practice. You should reserve it only for last-gasp situations and stop-gap solutions.

Why? Well, imagine you’re Zofia. You’ve booked an amazing trip to Italy and you’ve been building towards that for months on end. Then you receive a call from your managers that something happened in engineering that puts the company’s existence in balance – and only you can fix it.

OK, legally, you can find ways to do this with Zofia or Claude. But is it really the best thing to do? The fallout of this isn’t just the immediate disappointment but potential long-term mistrust of you as an employer and as a management team. If you can’t keep your [bleep] together, then who’s to say this won’t happen again? That kind of uncertainty can lead to unnecessary stress among employees including Zofia or Claude above.

There are ways to avoid this situation to begin with (more on that below). There are also ways to mitigate the situation – for example, you might allow them to continue with the original plan but invite them to work one or two days during their time off (with recompensation, of course).

But sometimes, the decision is 100% unavoidable. You really do need Zofia to cancel outright. Let’s look at ways you can mitigate the damage that might follow.

How to remedy the damage of PTO reversal

Even when faced with the undeniably tough call of retracting approved PTO, your responsibilities as an employer are manifold. Not only is it crucial to manage the immediate situation, but it’s also essential to ensure that Zofia’s sense of trust isn’t irreparably damaged. Here’s how you can approach it:

1. Compensation for financial losses

Your employee has probably already made arrangements – hotel bookings, flight tickets, or other plans – and those are likely to be non-refundable. Stepping up to cover these expenses (and then some) goes a long way.

2. Offer additional perks

Consider giving them extra time off immediately after said crisis is resolved. Perhaps set up an all-expenses-paid weekend getaway on the company coin or something similar. It’s a tangible way to express gratitude for their flexibility and understanding.

3. Future PTO assurance

Now, this is where you can truly shine. Assure them of a priority status for their next PTO request. Let them choose their dates without the usual red tape, ensuring swift and hassle-free approval. This isn’t just about giving them a rain check; it’s a promise, a pledge of regret and a gesture that underlines their importance to the organization.

It’s important, nevertheless, to recognize that PTO was booked for a reason. It’s not just for fun. Some people have weddings planned. Others have booked a dream holiday. Others are headed home to visit family. Stuff can’t always be moved around.

Meaning: while these steps are reactive measures to manage the fallout, it’s pivotal to delve deeper and understand why such a situation arose in the first place. More often than not, these are symptoms of larger management or communication issues within the organization.

Prevention is better than cure

As the custodian of both business interests and employee well-being, it’s imperative to introspect. Could this situation have been avoided with better workforce planning? Was there a breakdown in communication channels? Or perhaps, it’s an indication that the existing PTO policy needs a revisit.

By proactively addressing these systemic issues and bolstering internal processes, not only do you reduce the likelihood of facing such situations in the future, but you also foster an environment of trust, transparency, and mutual respect. Being proactive rather than reactive can save a lot of headaches. No one wants to reverse PTO – let alone the employee themselves. It’s not a bridge you ever want to cross.

Let’s look at how you can prevent such a scenario.

1. Implement a more robust PTO system

This is about creating an ecosystem where PTO requests, approvals, and changes are transparent and accountable. This ensures that anomalies are caught early on. This can be done with a reliable PTO management software with consistent human oversight.

2. Communicate more openly

Creating a bridge of understanding between teams and their managers is invaluable. Regular check-ins or even casual conversations can preempt many last-minute surprises. You can also bolster a policy with clear backup plans – if Jimmy isn’t immediately available, Agnieszka can provide backup.

3. Establish backup plans ahead of time

On that last point about Jimmy and Agnieszka: cross-training is a word you’d want to consider seriously. Ensuring more than one person is equipped to handle critical roles can be a game-changer.

Deny PTO after approval only as a last resort

This is not kids’ play. You’re working with professionals who have complex personal lives, and you have a clear agreement in place (if not, you should) for PTO. It’s part of the fabric of employment.

Don’t let the small thread of PTO unravel your relationship with your employee. The legal aspect of it is fine and well – but in this case, any legal rights should take a back seat to employee engagement.

As the custodians of workplace culture, it’s upon you, the HR professionals and employers, to manage the denial of pre-approved PTO with extra care, ensuring that even when tough decisions are made, they’re made with empathy and foresight. The Zofias and the Claudes of this world will thank you.

The post Can PTO be denied after approval? appeared first on Recruiting Resources: How to Recruit and Hire Better.

So, let’s dive in and demystify this term for you.

What is retroactive pay?

At its core, retroactive pay (or “retro pay” for short) is pretty straightforward. It’s the compensation you owe an employee for work they’ve already completed but were underpaid for.

This can happen for a variety of reasons, ranging from simple clerical errors to more complex issues like backdated promotions. Think of it as a way to correct past paycheck oversights.

Why does retroactive pay exist?

Imagine if you were that employee caught in this situation. You’d want assurance that, even if there’s a hiccup in your paycheck, your company has a mechanism to fix this. Retroactive pay exists primarily for two reasons:

Contractual and legal obligations

Sometimes, an employee’s pay rate changes (due to promotions or agreed raises), but this change doesn’t immediately reflect in their paycheck. Or perhaps new legislation mandates certain payments.

Retro pay ensures you’re up-to-date with all legal obligations – after all, you don’t want to have a lawyer banging on your desk because your company accidentally underpaid an employee a couple of months ago.

Employee morale and trust

Financial stability is paramount for your staff. By ensuring they receive every cent they’re owed, you bolster their trust and morale. You have signed an agreement with them – you pay them for the work they do, and you don’t want that to get misaligned in any way.

Plus, if you’re proactive and tell your employee: “Hey, we noticed that your last two paychecks were actually below what you were supposed to get based on your promotion/raise last month. We’ve gone and fixed that for you, so you’ll see that reflected in your next paycheck at the end of this month.” That sends a powerful message to them that you have their best interests at heart.

When is retroactive pay used?

So, how might you find yourself dealing with retro pay? A few scenarios to consider:

Contractual changes

Let’s say you’ve awarded an employee a raise starting the 10th of the month, but payroll is processed on the 1st. Retro pay comes into play to cover that gap.

Clerical errors

Even in the best systems, mistakes happen. Perhaps someone was inadvertently underpaid; retro pay allows you to square things away.

Overtime corrections

If an employee’s overtime was miscalculated, submitted late, or simply overlooked, retro pay ensures they’re compensated correctly.

However, be cautious. If you’re frequently resorting to retro pay, it could signal deeper systemic issues in your payroll system. And trust us, repeatedly dishing out retro paychecks won’t do wonders for your company’s reputation. It can also be a headache for your friends in Finance.

Pros and cons of retroactive pay

Let’s quickly go over the pros and cons of retro pay, one by one:

Pros:

Fairness: Above all, it demonstrates to your team that you’re committed to honoring your financial commitments.

Boosts morale: Employees trust employers who correct their mistakes.

Legal safeguard: Protect yourself from potential legal repercussions by ensuring everyone gets paid what they’re due.

Cons:

Administrative burden: Handling retro pay can be a paperwork nightmare – especially if it starts piling up.

Financial strain: Large retroactive sums can strain your company’s financial health – and makes it more difficult for the finance department to keep those books balanced.

Potential damage: Relying on retro pay too often can erode trust in your payroll system for existing employees – which can spill over to negative commentary on Glassdoor and other employer review sites.

Retro pay: it’s best to have it and not need it

Being in HR or leading an SMB is no walk in the park. But by ensuring accurate and timely pay, you foster a positive work environment, solidifying employee trust and commitment. So, take a moment to review your payroll systems. Perhaps even consider regular audits. It’s always better to be proactive than retroactive when it comes to pay. The same goes for time off management as well, but that is a topic for another article.

Stay informed, stay proactive, and always prioritize your employees. Because at the end of the day, a company’s greatest asset isn’t its products or services – it’s the people who make it all happen.

The post Retroactive pay: what it is and what you need to know appeared first on Recruiting Resources: How to Recruit and Hire Better.

A smooth workflow while accommodating employees’ personal needs is crucial. One of the ways companies maintain this balance is by using structured processes for routine requests, such as time off.

The employee vacation request form serves as a bridge between the employee’s personal needs and the company’s operational requirements, ensuring transparency and efficiency.

What is an employee vacation request form?

The vacation request policy is a set of guidelines and procedures that companies establish to manage and approve employees’ time-off requests. This policy ensures that there’s a systematic approach to handling vacation requests, minimizing disruptions and ensuring fairness.

The policy typically outlines the process of submitting a request, the notice period required, the criteria for approval, and how the company handles overlapping requests.

It also provides clarity on how vacation days are accrued, whether they can be carried over, and the implications of not using them. By having a clear policy, companies can ensure that business operations continue to run smoothly while employees get their well-deserved breaks.

An employee vacation request form should include:

Employee details: This includes the employee’s name, department, designation, and employee ID.

Vacation details: Specific start and end dates of the vacation, along with the total number of days requested.

Reason for vacation: A brief description of the reason for the vacation request, be it personal, medical, or leisure.

Backup or point of contact: Details of a colleague or team member who can handle the employee’s responsibilities in their absence.

Step-by-step instructions

In general, creating an employee vacation request form is an easy task for the HR department.

Here are some guidelines that will help you craft your own:

Choose a format: Decide whether you want a digital form (like a Google Form) or a paper-based form. Digital forms are easier to track and manage, but some companies prefer traditional methods.

Header: Start with a clear header like “Employee Vacation Request Form” to make the purpose of the form evident.
Employee details section: Create fields for the employee’s name, department, designation, and employee ID.

Vacation details section: Include fields for the start and end dates of the vacation, total days requested, and a calendar widget if it’s a digital form.

Reason for vacation: Provide a text box where employees can briefly describe the reason for their vacation.

Backup details: Create fields for the backup employee’s name and contact details.

Approval section: Leave a space for managerial signatures or digital approval mechanisms. This might include spaces for the immediate supervisor and HR manager.

Notes or comments section: Provide a space for any additional notes or comments from either the employee or the approving authority.

Footer: Include a declaration that the employee has adhered to company policies in making the request and understands any implications of their absence.

Review and test: Before rolling it out, test the form with a few employees to ensure it’s user-friendly and captures all necessary information.

The post Employee vacation request form template appeared first on Recruiting Resources: How to Recruit and Hire Better.

Every employee plays a pivotal role in the success of an organization. When employees are absent, especially unexpectedly, it can disrupt the workflow, leading to decreased productivity and potential financial losses.

This is where absence management comes into play. It’s a little different from time-off management, which covers pre-approved and pre-planned time off.

What is absence management?

Absence management is a program designed to control absences due to various reasons such as illness, injury, or other emergencies. It encompasses policies and action plans tailored to monitor and reduce unplanned leaves, which are absences not scheduled in advance or those that employers cannot predict or control.

Examples include short-term sick leave, long-term medical leaves, lateness, unauthorized leaves, and more.

Why is absence management important?

Absence management is crucial for several reasons.

The importance of effective absence management cannot be overstated. From a financial perspective, unplanned absences can be a significant drain on resources.

Since 2019, organizations believing in underreported absences rose from 36% to 55% by 2023, post-COVID.

Average absence days per employee annually increased by 2.6 days since pre-COVID times.

The direct cost of absence per employee surged from $3,395 to $4,025. Four out of five (80%) surveyed companies attributed increased absences to COVID restrictions.

Beyond the monetary implications, absenteeism directly affects the productivity of an organization.

Tasks might face delays, or the overall quality of work could see a decline.

Furthermore, when some employees are absent, others might have to shoulder additional responsibilities, leading to increased stress and potential burnout.

This can have a cascading effect, where the increased workload on present employees might lead to further absences.

Moreover, in sectors where customer or client interaction is frequent, inconsistent staffing can lead to a decline in the quality of service provided.

Benefits of absence management

The benefits of a well-implemented absence management system are manifold. For starters, it leads to improved productivity.

By proactively addressing and reducing the root causes of absenteeism, companies can maintain a consistent and productive workforce. This, in turn, translates to cost savings.

Fewer unplanned absences mean fewer disruptions and a more streamlined operation.

Additionally, by fostering a supportive work environment where absenteeism is addressed, companies can boost employee morale and job satisfaction.

Lastly, in customer-facing roles, consistent staffing ensures that clients and customers receive a uniform and high standard of service.

How to track absence?

To get a grip on absence management, it’s imperative for organizations to have a robust system in place to track all instances of absenteeism.

Modern tools, such as self-service HRIS systems, can be invaluable in recording and analyzing this data.

Regular reviews of this data can help organizations identify any emerging trends or patterns related to absenteeism.

Open communication is another cornerstone of effective absence management.

By ensuring that there are open channels of communication between employees and management, organizations can gain insights into the reasons behind absences and address any underlying issues.

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

But – are these workers really lazy, or are their pithy phrases an attempt to communicate something deeper? The latter is more likely. Older generations have always complained about younger generations at work. A University of Calgary professor went viral when he pointed out that people have been saying “nobody wants to work anymore” for more than 100 years.

1905 pic.twitter.com/k4eoLAUjPO

— Paul Fairie (@paulisci) July 20, 2022

It’s not so much that people don’t want to work – it’s that they don’t want to work the same way their predecessors did. Given that, managers have two choices: they can whine about the workers or they can help those workers win.

For those who choose to take the coach approach, the first step is to identify the “quiet quitters.” Despite viral “lazy girl” sensations, most disengaged employees won’t announce their apathy online.

How to identify disengaged workers

Most managers will easily identify blatant issues like missing deadlines or incomplete projects. The most successful managers will notice more subtle signs before problems escalate that far.

Here are three subtle signs someone on your team is disengaging.

1. They don’t offer suggestions for improvement

When it comes to employee communication, no news is not good news. Engaged employees communicate with their teams.

When an employee fails to offer constructive feedback or new ideas, you may have one of two problems. The first could be that the staffer simply doesn’t care about the company’s success enough to say anything. If an employee who once shared a lot of ideas suddenly goes silent, that’s a giant red flag.

The second issue could be that your team member doesn’t feel safe speaking up. Team members who feel like managers will snap at them or ignore them are likely to shut down.

2. They keep their webcam off

With cameras off, employees could be browsing the internet, shopping online, scrolling social social media, texting, or any other of a thousand distractions available at home. Remember that viral story about the woman who accidentally kept her camera on in the bathroom?

3. They don’t put the company sticker on their laptop

A lack of team spirit can be a sign a team member is disengaged. Of course, not everyone will want to put a sticker on their device. However, if you notice they don’t carry that swag corporate water bottle at work, wear their company polo, or generally avoid the logo, that could indicate a problem.

If they don’t participate in team building exercises or make snarky comments about company events, you likely have an even bigger issue.

How to inspire self-proclaimed ‘lazy’ team members

Employers who want their employees to level up cannot continue to play pong in a world that’s moved on to playing immersive virtual reality games.

Here are three things managers and HR departments can do to meet employees where they are.

1. Reframe the job

Focus not on what “lazy girls” can do for the company but on what the company can do for them. Employees are disillusioned by businesses that they believe see them as disposable. They simply don’t feel loyalty to companies.

You can help them be their best by reframing their work. Rather than focusing on how they can help the business, help them focus on what they can do to achieve their personal best as if they are playing against themselves.

2. Emphasize impact

The incoming generation of workers is especially concerned with having an impact on the world. Help new employees connect the dots to see specifically how their efforts impact the people who use your company’s services.

3. Bribe them

In the business world, we might more delicately call this an “incentive.” Find ways within your corporate policies and budget to offer incentives, or out-and-out bribes.

Something as small as an afternoon off or a Starbucks gift card can show that you get what they are going through, and are at least trying to help them get through their boring day

These three things combined with more traditional advice like respecting work-life boundaries, setting clear expectations and providing regular feedback can go a long way towards making employees feel seen and heard, which improves performance.

With the right coaching and support “quiet quitters” could eventually become your business’ loudest supporters.

Marc Cenedella, founder of Leet Resumes and The Ladders, is a nationally recognized thought leader on careers, resume writing, job search, career management and recruiting. He is the author of seven Amazon Careers #1 bestsellers, including Ladders Resume Guide and Ladders Interviews Guide.

The post The ‘lazy girl’: unpacking apathy in modern workplaces appeared first on Recruiting Resources: How to Recruit and Hire Better.

Specifically, 92% of these HR professionals planned to expand their use of AI in at least one related area, including improvement in performance management, payroll processing and benefits administration, recruitment and hiring, onboarding new employees, and employee records management.

And within the next 12 to 18 months, the majority of HR leaders surveyed were planning to substantially increase their utilization of AI.

Within the next 12 to 18 months, the majority of HR leaders surveyed plan to substantially increase their utilization of AI.

The perils of AI tools in HR

The increasing adoption of AI-based tools in human resource management has been a game-changer for HR practitioners, providing transformative tools and solutions to enhance efficiency and improve effectiveness of decision-making.

For example, intelligent automation of mundane and repetitive tasks has enabled HR professionals to focus on more strategic and value-added activities. Moreover, AI has the potential to revolutionize recruitment processes and expand candidates pool by analyzing large volumes of resumes.

However, as with any powerful technology, AI-based solutions should be applied in a responsible way for HR management. There have been numerous examples that uncover biases and inadvertent discrimination of AI-based solutions against fractions of applicants, as a result of faulty databases and incorrect programming.

Related: Ethical AI: guidelines and best practices for HR pros

What can you do?

Companies need to implement AI-based solutions in an ethically and transparent way to address concerns regarding privacy, fairness, and potential bias, ensuring the system does not perpetuate biases or discriminate against certain individuals or groups.

For example, companies will need to carefully select training data and establish regular monitoring of AI algorithms to identify and correct any biases that may arise.

Additionally, transparency and accountability are paramount in AI-enabled HR management, as employees should have access to information about how their data is being collected, used, and protected.

Employers must also prioritize the security and privacy of employee data to mitigate potential risks.

Related: Avoid unintended bias: learn to navigate EEOC in AI and hiring

Legal considerations growing

The European Union has recently approved the AI Act draft legislation, a comprehensive framework aimed at ensuring the responsible and ethical implementation of AI across various industries. According to the AI Act, high-risk AI systems must undergo a thorough conformity assessment procedure before they can be introduced to the market or used within the EU.

To ensure compliance, providers are required to establish, implement, document, and maintain rigorous risk management systems throughout the lifespan of the AI system.

To ensure compliance, providers are required to establish, implement, document, and maintain rigorous risk management systems throughout the lifespan of the AI system.

It is essential to meet stringent requirements to ensure the safe placement of high-risk AI systems on the market. This involves the implementation of robust risk assessment and mitigation systems, coupled with the use of high-quality data sets to avoid any potential discriminatory outcomes.

Clear documentation of the AI system’s purpose, along with detailed user instructions, must be provided to the regulatory authority. An extensive record-keeping system is necessary to promptly identify and address any abnormal results.

Human oversight still paramount

The presence of human oversight is crucial to oversee the system’s operations and deactivate it if necessary. Importantly, the accuracy, robustness, and cybersecurity of the system should meet the appropriate standards.

While technology itself may possess certain capabilities and potentials, it is ultimately the people who wield and utilize these tools that determine their true impact.

HR executives and leadership teams have the power to shape the way technology is used, and their choices and actions can greatly influence its consequences.

It’s not what you do – it’s how

It is crucial to recognize that the real danger lies not in technology itself, but rather in how people choose to employ it. Without responsible and ethical usage, the potential benefits of technology can be overshadowed by its negative implications.

So, understanding the role of individuals in determining the impact of technology is crucial in fostering a harmonious and beneficial relationship between people and the tools they use. Learning and education plays a crucial role in ensuring individuals understand how to navigate emerging technology solutions safely and responsibly.

HR leadership must focus on commitments to values, ensuring the application of AI-based solutions are not undermining the critical human aspect in business.

Find that tech-human sweet spot

Finding the right balance between technology and the human touch is crucial in harnessing the potential of AI for empathetic employee relations in HR. While AI can enhance efficiency and accuracy in various HR processes, it is important to remember that empathy and emotional intelligence are inherent human qualities that cannot be replicated by technology.

HR practitioners and companies must use AI as a tool to support and augment their efforts in creating a more empathetic and human-centric work environment.

By incorporating AI in a thoughtful and strategic manner, organizations can streamline administrative tasks, allowing HR professionals to focus more on building meaningful connections with employees and addressing their individual needs.

Ultimately, the successful implementation of AI in HR hinges upon understanding when and how to leverage technology while preserving the fundamentals of human interaction and empathy in employee relations.

The post The power of AI: with great AI comes great responsibility appeared first on Recruiting Resources: How to Recruit and Hire Better.

Generative AI is still very new, and we’re all still figuring out how it works, but it’s already changing the way we attract and hire talent – mostly for the better. From automating routine administrative tasks to offering data-driven insights, ChatGPT and other AI tools are helping recruiters streamline their processes, make better and more informed decisions, and ultimately get more done with less time.

Let’s dive deeper into the different innovative use cases of ChatGPT for recruitment purposes – how it can improve the candidate experience and lead to better hiring outcomes.

The impact of ChatGPT for recruiting

Integrating ChatGPT into recruitment processes helps us recruiters be more efficient at our jobs, so we can offer a better hiring experience for the candidates we work with.

Using ChatGPT and other generative AI tools frees up time that we can use on the higher-value, more strategic aspects of our roles. It also makes life better for candidates by giving them instant responses to queries, and a seamless, interactive recruitment process.

Making use of ChatGPT for recruiting and HR can also make our recruiting process more inclusive. When we use generative AI to craft job descriptions that are free of biased language, we can create a more diverse and inclusive hiring process.

7 clever ways recruiters can use ChatGPT

The power of AI lies in its versatility and adaptability. Processes like onboarding and initial candidate screening are just some of the use cases for using ChatGPT in recruitment, but the possibilities of the technology are potentially limitless.

It’s important to remember, also, that ChatGPT and other AI tools are here to help us enhance our skillsets and help us be better recruiters – not to replace our jobs.

1. Creating dynamic job descriptions

Making the perfect job description is equal parts art and science. It takes a clear understanding of a role and the skills required, and the ability to communicate them effectively.

This is the kind of work that GPT-powered AI tools excel at. Workable has its own AI job description generator which you can use to create a solid foundation.

Then, using ChatGPT or a similar AI tool, you can further refine and enhance it in a way that works in the nuances of job requirements, skills, and other key aspects of the role.

Let’s say you use Workable’s AI job description generator to make a basic job posting for a project manager role in the animation industry and give it a friendly tone:

You can ask ChatGPT to build on that foundation and flesh it out with a prompt like:

“I’ve used Workable’s job description generator to create a basic description for a project manager role. Now, I’d like to add more depth. The role involves overseeing project execution, managing team members, and ensuring the timely delivery of projects. Can you help me elaborate on these responsibilities and suggest some desired skills and qualifications?”

Using ChatGPT in conjunction with other AI and recruitment tools like Workable, you can create dynamic job descriptions that stand out from the crowd amongst dozens of postings for similar roles.

2. Automating initial candidate screening

The average recruiter has to sift through a practically biblical flood of resumes and cover letters to go through the initial screening of candidates for any given role.

AI tools can greatly streamline this process when you train it to review resumes and cover letters and identify the most promising candidates based on specific keywords and required qualifications.

For example: using a prompt such as: “Review these resumes and rank the candidates based on their qualifications for a software engineer position” can help you quickly pick out candidates who match the criteria you’re looking for:

3. Setting up an interactive FAQ chatbot

Candidates have to face off with hundreds of applicants no less deserving than themselves for the same role, so they’re anxious for quick and frequent updates and easy access to information.

A way you can meet their expectations is by using ChatGPT and other chatbot recruiting tools to answer common candidate questions regarding the company culture, job roles, and the application process.

While ChatGPT is powerful and useful on its own, you can use it in conjunction with other tools to enhance its capabilities. Tools such as Drift, Intercom, or LivePerson can be used to handle the main interface, while you make use of ChatGPT for any queries that require more personalized responses.

For example: a prompt like “Answer common questions about our company culture, job roles, and application process” can help you anticipate common FAQ questions, make appropriate responses, and plan your chatbot automations accordingly.

4. Conducting initial interviews

Initial interviews are your chance as a recruiter to get to know the candidate as a person, and assess their suitability for a role beyond what you see on their resume.

Workable’s video interview question generator can give you a solid foundation for questions to ask in the initial interview, and another AI tool like ChatGPT can make those questions more clear, more specific to the role, or more personalized to the candidate – diving deeper into their story, their experience, and their ability to succeed in the role.

For example: After having the Workable interview question generator create questions for a sales manager position, you can give them to ChatGPT with a prompt like: “I’ve used Workable’s interview question generator to generate some basic interview questions for a sales manager position. Now, I’d like to add more depth. Can you generate a list of behavior-based interview questions that focus on leadership, team management, and sales strategy?”

5. Automating follow-up communications

There’s an old line of thinking in recruitment – “it’s all in the follow-up.”

Timely follow-ups and updates show candidates that you respect their time, but consistent communication is time-consuming for the average recruiter who is already juggling multiple candidates and priorities.

AI tools can be used to automate follow-up communications with candidates to schedule interviews, provide feedback, and offer updates on the status of their application – and personalize the emails to each candidate.

For example: a prompt like “Draft a follow-up email to a candidate after their interview, providing feedback on their performance and discussing the next steps in the process.” can be tweaked and templatized to streamline your communication workflow with job candidates.

6. Streamlining the onboarding process

The onboarding phase gives both the new hire and you a chance to start things off on the right foot and enable them to succeed.

It’s in both your and the candidate’s interests that it go smoothly, but creating individualized onboarding plans is too resource-intensive to do for each new hire.

Enter ChatGPT – which can be used to streamline your onboarding process and make it tailored to each new hire’s role, ensuring that they receive the right training and guidance as they begin their new role.

Try using a prompt like: “Create a personalized onboarding schedule for a new software engineer hire. The schedule should include an introduction to the team, training on our software development processes, and a meeting with their project manager.”

Tweak and individualize it to make a consistent onboarding process that sets up new hires for success from the day they start.

7. Enhancing training and development with simulations

Recruiters need to continually refine their skills to be good at what they do, just like any skilled work. Using ChatGPT in recruitment training processes can create realistic training simulations and role-playing exercises, so you can prepare for a variety of recruiting situations and respond to candidates accordingly.

You can use HR chatbots to play the part of a candidate and practice your interviewing skills, which in turn can lead to better hiring decisions.

For example: try a prompt like “Act as a candidate for a role-playing exercise for interview training. The role is a software engineer and the candidate has five years of experience in the field.”, test out different responses and see what the outcomes are.

Embracing ChatGPT for recruiting

The future of recruitment is here, and AI is its engine. These are just a few examples of how recruiters can use ChatGPT to be more effective at their jobs, but they are by no means the only ones. The potential use cases for ChatGPT and AI tools in recruitment are limited only by your own imagination.

Using ChatGPT for recruiting can streamline your workflows, make a better interview and hiring experience for candidates, and find and keep the best talent.

If you’re ready to take your recruitment process to the next level with AI, Workable is here to support your transition every step of the way. Get in touch with us to learn more about how we can help you make the most out of ChatGPT for your recruiting process.

The post 7 clever ways ChatGPT can help recruiters get more done appeared first on Recruiting Resources: How to Recruit and Hire Better.

While these commitments are encouraging, translating them into effective action is another thing altogether. Even those who see DEI as the future of work often find it challenging to truly integrate DEI into their operations.

One effective way to ensure that DEI is integrated within your organization is to consider it part of your business systems optimization efforts. DEI has been shown to accomplish many of the same goals that businesses seek through system optimization, so bringing the two together can create a synergy that further drives your business’s effectiveness.

Audit operational processes as part of your business analysis

The first step in my framework to optimize your operational systems is to establish a solid DEI foundation. It’s important for leadership to be clear about the company’s vision for DEI and understand how it aligns with the overarching company mission. The DEI foundation will serve as a north star to guide all future DEI efforts and goal development.

Once you’re clear on that north star vision, the next step is conducting a holistic systems audit. To bridge the gap between DEI and systems optimization, leadership should review each step within the organization’s key operational procedures and processes across all departments with a lens of equity, accessibility, and intersectionality.

This involves analyzing key operational processes, such as information management, human resources, and quality management, and also reviewing qualitative data, like exit interviews and survey results, to get a full picture of the experiences of all major stakeholders.

By identifying and addressing gaps, your organization can ensure every process and policy is optimized to meet the diverse needs of all employees. This approach integrates aspects of DEI into a company’s operations, streamlines business systems, and promotes inclusive growth and sustainable success.

As companies audit their systems and processes to thoroughly integrate DEI, they often overlook the role of their communications department. It’s crucial to ensure that the processes within your communications department are transparent and clear.

They should reflect a diverse representation of your company’s workforce and customers, use inclusive language consistently, and align with your company’s DEI vision and goals.

Other factors that should be noted when auditing communications include:

• Accessibility: Ensure your communications channels are accessible for everyone, including those who require additional accommodations, such as individuals who are neurodiverse or have hearing or visual impairments.
• Cultural sensitivity: Ensure your communications practices promote a culture of understanding and respect for diverse ethnic and cultural backgrounds, practices, and preferences to foster inclusion and mitigate biases. A good way to achieve this is by incorporating different cultural and ethnic perspectives in your internal and external messaging. It’s important that the language and imagery used respect and include diverse cultural contexts.
• Gender inclusivity: It’s important to consider diverse gender identities and expressions not only in communication practices, but also in efforts both internally and externally. This could involve using gender-neutral language and encouraging the use of pronouns in communications, coupled with educating others on the importance of doing so.

Include DEI in organizational goals and metrics

Goal setting and strategic planning is a key driver of business optimization. As you define the goals for your company, it’s important to use the information and data you collected and assessed during your audit, to develop DEI-related goals and metrics that will fill those gaps.

Studies show that racially and ethnically diverse organizations outperform those who fail to establish diversity by 36%, and companies in the top quartile for gender diversity at the executive level are 21% more likely to generate higher profits, meaning companies can enhance performance by committing to goals that increase diversity. This can include goals that seek more diverse hiring and recruitment practices, as well as promoting diversity in leadership positions.

Statistics from McKinsey also show that organizations with a commitment to DEI have higher levels of employee engagement, which in turn leads to better employee retention.

Thus, companies struggling to improve their retention can do so by setting goals for increasing equity and inclusivity in the workplace. Establishing employee resource groups and ensuring equity in compensation and promotion are ways to drive improvement in those areas.

Leverage DEI effective change management

Optimizing systems and integrating DEI into your operational systems means you’ll have to introduce some changes. To help all stakeholders navigate change effectively, it’s important to use one of the many change management models to guide your efforts.

Managing change is a process that combines several skills we’ve mentioned earlier in this article, like communication, problem-solving, and conflict resolution (in other words, removing barriers), and requires the involvement of all of the company’s major stakeholders.

Before starting the processes mentioned above, the leadership team must be comfortable with change and confident in making difficult decisions. This could include things like parting ways with stakeholders who no longer align with the direction the company is going.

Middle managers should be ready to handle pushback from their direct reports and team members while also managing their own responses to the changes. It’s important for the leadership team, including managers, to maintain open lines of communication, promote accountability for themselves and others, and be transparent.

This ensures that all stakeholders are informed of the changes ahead and have the opportunity to gain clarity if needed.

Employees should be given enough time to mentally adjust to the changes, and be open and compliant with new policies and procedures.

Finally, when it comes to navigating change, it’s important to include diverse perspectives from all levels of the organization in the decision-making process. This inclusive approach fosters commitment and investment from all stakeholders, and allows for a smoother integration of DEI into your company’s systems.

Allow DEI to be the channel for continuous improvement

Systems optimization is an ongoing process that involves gathering and assessing data, evaluating progress, and considering relevant feedback from both internal and external stakeholders.

Gathering insights from all stakeholders, provides richer data, and will paint a comprehensive picture of how well the company is meeting its goals or if there are areas of opportunities.

The most effective business systems optimization techniques will be those that consider the entire organization. By allowing DEI strategies to inform systems optimization, your organization can ensure a comprehensive approach that results in optimal results.

Dr. Sam Rae, EdD, MPH, is a DEI Strategist and Systems Analyst with over a decade of experience and the Founder and CEO of DSRD Consulting. She is also the founder of DEI Offload, an app developed to bolster mental health and foster community within the DEI industry. 

The post Bridge the gap between DEI and business systems optimization appeared first on Recruiting Resources: How to Recruit and Hire Better.

A significant shift is the surge in demand for virtual assistant services. With an increase of internet users of more than 257 million from 2020 and 2021, it’s believed that the virtual assistant market will reach $25.6 billion by 2025. This exponential growth underlines its monumental importance in reshaping the future for HR teams globally.

What is a Virtual Assistant?

A virtual assistant (VA) can be an invaluable asset to your HR team, providing administration, technical or creative support remotely.

The concept was initially born out of necessity for entrepreneurs and small business owners who needed help with certain tasks but didn’t have the resources or funds for a full-time employee.

Organizations can expect to save as much as 78% in operating costs from outsourcing tasks to a VA instead of hiring a traditional in-house employee.

Their popularity has since skyrocketed with larger and multinational companies now recognizing their extensive value.

A VA isn’t confined to just simple tasks, they can handle everything from:

• Calendar management
• Email correspondence
• Social media marketing
• Customer service
• Market research
• Bookkeeping
• Sales support
• Administrative support
• Website management
• Personal tasks

There are also no geographical restrictions, as they can provide personalized assistance from any location.

Gone are the days when VA’s were merely seen as ‘remote employees’. They now play a vital role in contributing towards business growth and their team’s operational efficiency.

Whether they’re working for a start-up or a large corporation, businesses across the spectrum are reaping the benefits of this flexible and cost-effective resource.

The surge in demand for virtual assistants

According to Statista, between 2020 and 2025, the IT outsourcing industry will have an annual growth rate of 4.5%, with the most in-demand type being social media management.

The recent surge in demand is largely attributed to the need for flexibility and cost-saving measures, with the global pandemic accelerating the shift towards remote working and the downsizing of physical offices.

VA’s provide a seamless integration into this new way of working, especially in HR teams that have had to downsize teams but require these valuable resources. Thanks to the wide variety of tasks that virtual assistants can handle, this enables those smaller in-house teams to focus more on strategic revenue-generating activities.

This not only helps to reduce staffing costs but also improves the overall productivity and growth of the business.

Why you should consider a virtual assistant for your HR team

As an HR professional, you’re always seeking ways to optimize your team’s efficiency and productivity. Enter the world of Virtual Assistants (VAs). If you’re contemplating augmenting your support staff, here are some compelling reasons why VAs could be your best bet:

1. Time-saving powerhouse: They will handle routine tasks, freeing your team to focus on strategic initiatives and core business activities.
2. Cost-effective: More affordable than a full-time employee. You pay for hours worked, with zero overheads like office space, equipment, or benefits.
3. Round-the-clock support: If you decide to hire virtual assistants in different time zones, you can enjoy round-the-clock support, ensuring tasks are completed promptly and customer inquiries are answered swiftly.
4. Flexible hiring: Depending on your needs, hire VAs hourly, part-time, or full-time.
5. Productivity booster: By managing administrative tasks, they enable your team to concentrate on high-value activities that drive growth, enhancing overall productivity.
6. Diverse skills access: VAs come equipped with a wide array of skills, from administrative to technical to creative, offering you a pool of expertise to tap into as needed.
7. Scalability: As your business expands, simply increase the hours or tasks assigned to your VA, no need for hiring additional full-time employees.
8. Work-life balance: By taking on some of your tasks, VAs help business owners and managers achieve a healthier work-life balance.
9. Stress reduction: Outsourcing and delegating tasks can significantly reduce stress and prevent burnout in the workplace.
10. Streamlined operations: VAs can help streamline business operations, enhancing efficiency and effectiveness.

It’s clear that VAs offer a wealth of benefits. It’s time to consider integrating them into your HR strategy.

The future of virtual assistants

As the remote work model becomes increasingly popular, the demand for virtual assistants is expected to rise even further all over the world. According to industry statistics, there are more than two million freelancers in the UK currently, a figure expected to rise annually as more individuals take the leap.

This trend isn’t slowing down and as HR professionals, you should be staying ahead of the curve and leveraging the power of using a virtual assistant to maintain your organization’s agility and efficiency in the evolving workplace landscape.

HR virtual assistants: your workplace future?

This surge in demand has disrupted the traditional workplace model and is proving to be an excellent way for businesses to optimize their workflow efficiency. As more industries continue to adopt a digital approach, the need for VA’s will continue to rise.

HR professionals must understand the impact of this trend on the job and create policies that enable organizations to work with virtual assistants flexibly.

Embracing virtual assistants is the way forward and a great opportunity to streamline businesses’ productivity while saving on costs.

The post The HR virtual assistant boom: a deep dive into the surge appeared first on Recruiting Resources: How to Recruit and Hire Better.

Fortunately, artificial intelligence (AI) can mitigate the difficulties of HR and finance collaboration. Thanks to technology, you can unite HR and finance strategies to drive better collaborations, processes, and solutions.

Common challenges of HR and finance collaborations

HR and finance are two departments that, historically, don’t see eye-to-eye.

HR recognizes employees as valuable business investments. Strategies focus on improving intangible assets like skills and experiences. Finance, on the other hand, tends to see employees as an expense and is laser-focused on the value of quantifiable assets.

These differing ideologies push the two teams into departmental silos, where their strategies, solutions, systems, and sources all exist in isolation. This can result in conflict, data inaccuracies, and a host of other issues when the two teams need to collaborate.

But collaborate they must.

Whether it’s to optimize your recruitment budget or streamline your payroll, HR and finance need to come together. Modern businesses are quickly learning that collaboration between the two enhances strategic decision-making across both departments.

But to achieve this harmony, you need AI.

How AI can facilitate better HR-finance collaboration

AI can improve the collaborative capabilities of HR and finance in three key ways.

1. Data integration and analysis

Siloed HR and finance data is vulnerable to data inconsistency, duplication, and human error. These risks slow down productivity, increase the risk of oversights, and cause teams to miss out on valuable opportunities.

An AI-powered enterprise resource planning (ERP) system captures and unifies HR and finance data in real-time alongside all your other department-specific information. With enhanced visibility, dispersed teams can access consistent data and analyze it to make collaborative and mutually-beneficial decisions.

So, for example, finance will always know when a new worker is added to the payroll or if an employee’s benefits change. This ensures the accuracy of financial budgeting and planning.

2. Automated reporting and forecasting

Your business needs to do more than keep up with the latest trends – it must anticipate them. Automated reporting and forecasting deliver swift access to data and analytics that can be used to power critical financial decisions.

Finance teams need employee data to make these decisions. This is where AI comes in. Automated reporting and forecasting tools use artificial intelligence to pull disparate data. This is then consolidated into customizable financial reports, which consist of easy-to-interpret visualizations, charts, etc.

Essentially, this enables finance teams to generate forecasts on demand. And, thanks to ongoing data streams, finance teams can quickly and confidently update forecasts in response to any changes.

3. Streamlined compliance and risk management

Both HR and finance handle sensitive company and employee data that needs to be protected under data protection laws and regulations. Inefficient data-sharing processes between HR and finance can result in costly repercussions.

Additionally, teams need to abide by labor laws and tax regulations, whether this be in the UK or state labor laws in the US. For businesses with employees in different cities or countries, this can get complicated very quickly.

With so many rules and regulations to adhere to, companies are turning to AI. The best cloud-based AI technologies have compliance built into their core and utilize a stack of security features that strengthen risk management.

AI applications in HR-finance collaboration

So, what does the application of AI in HR-finance collaboration look like? Here are a few examples.

1. Payroll and benefits management

HR needs to pay employees their wages and benefits accurately, on time, and in alignment with tax and employment laws. Without AI, it can be difficult to achieve the financial visibility and operational reliability needed to eliminate human error.

Any discrepancies that arise from human error, duplication, or the like can have serious consequences. This is why payroll software has become the standard for streamlining payroll and benefits management.

HR and payroll software automates payroll and benefits operations. As well as producing accurate, on-time payslips for employees, it also stores historical and current payroll data for quick analysis. This means HR and finance can make data-informed financial decisions regarding future salary and benefits offerings.

Plus, if you do business in the UK, you can even utilize natively HMRC-compliant payroll software to make sure compliance with the latest tax legislation.

2. Budgeting and financial planning

Employees are your most vital asset, which naturally means they’re one of your most costly expenses. It’s essential HR and finance teams work together to balance employee recruitment, salaries, and benefits with sustainable business profitability.

As recruitment costs climb, budgeting and financial planning need to be a joint effort right from day one of recruiting.

Luckily, recruitment software can optimize the hiring process to meet the goals of both HR and finance. This creates better candidate experiences, speeds up the hiring process, and secures the best talent in the right places. By doing so, HR can drive down cost-per-hire.

Salaries and benefits are also a common point of contention. Currently, benefits cost employers 32.9% of total employee compensation. HR teams who offer extravagant benefits like tuition reimbursement or cash bonuses without comprehensive financial budgeting and planning can land themselves in hot water.

But AI-powered accounting software can unite HR and finance. Thanks to features like detailed financial reporting and cash flow visualizations, the two can collaborate to make informed recruitment, salary, and benefits decisions.

3. Fraud detection and prevention

Every department needs to be able to defend against fraud attempts, but because HR and finance teams are privileged users with access to secure systems and sensitive data, insider threats are a bigger risk.

Not convinced it will happen to you? Well, 60% of businesses have experienced at least one insider attack in the last year according to a Gurucul study. Whether they occur due to maliciousness or negligence, insider threats are a pressing concern.

Fortunately, accounting, HR, and payroll systems all come with in-built security features that, when fortified by ERP, harden your fraud defense. This includes things like audit tracking, user access restrictions, and real-time alerts.

As well as deterring and quickly identifying malicious insider attacks, AI can prevent negligence from causing catastrophic data breaches that lead to external fraud.

Align your teams – and tech – for success

When HR and finance work together, they can achieve their aligned goal to maximize capital. But to do this effectively, they need the right resources.

AI-powered technologies unite disparate systems and facilitate cross-department communications. HR and finance can use them to automate and streamline data integration and analysis, ultimately powering better hiring, payroll, budgeting, and forecasting strategies.

Want to connect HR and finance? Use AI today.

The post Can AI help HR and finance collaborate more smoothly? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Sharing their insights and expertise in the webinar were:

• Max Wesman, VP of Product, Checkr
• TJ Davis, Head of People Operations, BambooHR
• Rob Long, CHRO, Workable
• Trevor Schueren, Product Partner Manager, Workable

The focus of the hour-long webinar was to share insights and expertise on how to build the perfect tech stack to meet the needs of HR teams.

Strapped for time? We’ve pulled together the top seven takeaways for you:

1. Know your needs before buying

Understand your processes first before procuring new technology for your HR tech stack. Map out your current workflows to identify pain points and areas for improvement. Then look for solutions that can address those needs.

“Really take the time. If we’re talking about onboarding, map out your onboarding process. And when I say map out, [I mean] what’s every single touch point that’s going on in your onboarding process? Is it manual? Is it automated? Is it one of those critical touch points that’s really about the employee experience that you need to nail?” – TJ Davis, Head of People Operations, BambooHR

“When you think about optimization, one of the key points I would say is don’t confuse your technology solution for your process.” – TJ Davis, Head of People Operations, BambooHR

2. Prioritize ease of adoption

Ease of use and user adoption are key. Look for tools that are intuitive and easy to implement so that hiring managers and others will actually use them.

“If adoption across your company of your recruitment technology is important, if getting hiring managers involved in hiring, [and] if getting interviewers involved with the tool is important, then work will tend to be a very strong option there.” – Rob Long, CHRO, Workable

“I think of that very much from our user’s point of view, which is HR people, hiring managers. But I think then [about] the ease of use on the candidate side, which we often call candidate experience; it’s so important as well.” – TJ Davis, Head of People Operations, BambooHR

3. Understand your compliance needs

Compliance and regulation requirements may determine some of your tech needs. Industries like healthcare, for example, require background checks, so that would need to be part of your stack.

“We work with certain customers that are in very compliance-heavy industries like healthcare, and so they don’t have a choice when they’re hiring someone new. They have to run a background check, and that has to be part of getting off the ground.” – Max Wesman, VP of Product, Checkr

4. Nail down what you need right now

Core HR tools like an ATS, HCM, background check, and payroll system will meet most companies’ basic needs as they scale to 100-200 employees. After that, you can consider more targeted solutions.

“I think when we think about the core, what do most companies have by the time they’re a hundred employees? Typically most of them are gonna have an HRIS. They’re gonna have an an ATS. They’ll have their background check provider. They’ve got their payroll set up, they’ve got a benefits provider maybe on a platform or a broker.”

“It depends on different things that different people need.” – TJ Davis, Head of People Operations, Bamboo HR

5. Integrations are uber-important

Integrations between tools in your HR tech stack are important, especially if you have a small team. Look for turnkey integrations that transfer data automatically without requiring technical resources to build and maintain them.

“If it’s not an out-of-the-box integration like the one between Workable, Checkr and Bamboo, do you really have the resources internally or the time yourself to try and go and connect an API with a third-party tool? Or will you get support if you have a tech team internally or an IT team to go and build that out?” – Rob Long, CHRO, Workable

6. Look at scaling capabilities

Consider both your current and future needs. Choose tools that can scale with your business but also meet your most pressing needs today. Don’t buy for what you might need in five years at the expense of solving today’s problems.

“Early on in the life cycle of a business, it’s important to find the right partners and ones that can grow with you that have flexibility.” – Max Wesman, VP of Product, Checkr

7. Get recommendations

Get recommendations from peers but evaluate tools for your own needs. While peer advice is helpful, make sure any solutions align with your company’s specific goals, priorities, and pain points.

“Those referrals are a great, great way of creating that initial list of what we want to look at, but do really make sure that they’re a good fit for your business and what you are trying to do right now as well.” – Rob Long, CHRO, Workable

The post The perfect HR tech stack: seven takeaways from a webinar appeared first on Recruiting Resources: How to Recruit and Hire Better.

With a focus on providing valuable insights and practical advice, this article will break down what preboarding is, when it occurs, best practices, and when to include it in your HR work – all within a concise 600-word limit.

When does preboarding occur?

Preboarding starts right after a successful job offer is accepted by the candidate, continuing until their first day at work. This interactive phase acts as a bridge between recruitment and actual onboarding, enhancing employee engagement and preparing new hires for their roles.

Best practices for preboarding

Implementing effective preboarding practices engages new hires from the start, laying a foundation for a positive work experience. Here are some best practices you can apply to your preboarding process:

Send a welcome message

A simple yet crucial step, sending a welcoming email or personalized video can make new hires feel appreciated and excited to join your organization.

Provide company information

Offer comprehensive company information, including values, culture, and mission statement, to help familiarize the new hires with the organization. This can be done through an employee handbook, a series of videos, or easy-to-digest infographics.

Begin paperwork early

Send essential documentation like contracts, tax forms, and policy acknowledgments in advance. Utilizing e-signature services or onboarding software can speed up the process and simplify record-keeping.

Introduce new hires to the team

Connecting new employees to their colleagues before they start can foster a sense of belonging. Organize a virtual meet-and-greet or encourage team members to send greeting emails to set a positive tone.

Assign a mentor

Pairing new hires with dedicated mentors can further facilitate their integration into the team and provide them with valuable support from day one.

Outline expectations and goals

Clearly explain job responsibilities, expectations, and initial goals to help new hires feel more prepared. Provide details on their work schedule, reporting structure, and key performance indicators.

Facilitate IT setup

Coordinate with your IT department to set up necessary tools, access, and equipment ahead of time, ensuring a smooth start on their first day.

Offer training materials

Provide access to relevant training resources like videos, articles, or e-learning courses, fostering professional growth from the beginning.

Including preboarding in your HR work

Incorporating preboarding into your HR strategy is essential, regardless of company size or industry. It enables new hires to hit the ground running and feel genuinely welcomed, thus reducing turnover rates and increasing overall job satisfaction. Consider adopting preboarding in your HR work in the following scenarios:

• New hires: Preboarding is vital for every new employee, regardless of their position or experience level.
• Internal transfers: When an employee is transitioning to a new department or role within the company, preboarding can ease the shift.
• Reboarding: Preboarding practices can be adapted for employees returning from an extended leave of absence or rejoining after a temporary departure.
• Seasonal or temporary hires: Even short-term hires can benefit from preboarding, improving overall productivity and engagement.

Ultimately, a well-planned and effective preboarding process is a valuable addition to your HR work and lays the foundation for new hire success. By following the best practices outlined above, you can create a tailored preboarding experience that benefits both your employees and your organization.

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

Using conversational AI in recruiting can help us be better recruiters in everything from sourcing the best talent to drafting engaging job descriptions.

As with anything, integrating AI into recruiting workflows is not without its challenges – particularly in training and onboarding your recruiting team to use it.

Many professionals in the recruiting industry either misunderstand what ChatGPT does and how it can help them get more done and be better at their jobs. Some are afraid – not without reason – that incorporating AI tools in recruiting may remove the human element and dehumanize the recruiting process, or even replace their jobs.

It’s important to remember that ChatGPT is a tool – it’s not here to replace our jobs but to help us be better at them. It’s designed to augment and enhance human ingenuity and innovation, by freeing up time from routine and administrative tasks and freeing up more time for more strategic, higher-value decision-making.

We’ll help you clear up the misunderstanding around these myths and serve as a strategic guide on how to train recruiters to use ChatGPT in recruitment and navigate potential challenges that may arise in the process.

Training teams to use ChatGPT in recruitment

Imagine having your very own HR virtual assistant who never gets tired, does exactly what you ask of them, is available 24/7 a day year-round, is at all times eager and willing to help, and incorporates any feedback you give them as you go.

That’s the benefit of using ChatGPT in your recruiting process. However, as with all tools, there’s a right way and a wrong way to use it effectively. Incorporating ChatGPT into your recruiting workflows will take an initial period of training and onboarding as your team adjusts to the technology.

Introduction to ChatGPT

To best get your recruiting team up to speed, we recommend hosting interactive sessions that showcase ChatGPT’s potential use cases and abilities in action.

You can use either pre-recorded videos or a live demo, walking through the ChatGPT AI and showing your team example prompts and scenarios of using it for recruiting purposes like creating job descriptions and sourcing candidates. This will give your recruiting team ideas on how they can use it for themselves.

This initial step helps your team see for themselves how ChatGPT can save them time and save more time and energy on more important decision-making.

Remember, familiarity with ChatGPT doesn’t happen overnight. The goal at this stage is to get your recruiting team curious about ChatGPT and show them the possibilities of what it can do for them.

It’s best to learn on the job

A big part of the process of becoming proficient in ChatGPT and other AI tools is in hands-on experience – experimenting and trying different things to test its limits and get a sense of what it can and can’t do.

Organizing practical training sessions is a great way to facilitate this process. Your recruiters can interact directly with ChatGPT and practice doing things like crafting job descriptions, generating interview questions, playing around with different prompts, and seeing how the language model responds.

This will not only help your recruiters get more comfortable with ChatGPT, but it will also help them learn how they can adapt it to their needs. They’ll see through first-hand experience how it can help them in their day-to-day jobs.

Templates are all well and good, but the best results from ChatGPT often come as a result of you playing around with it and exploring what it can do. Your recruiters can benefit more from your training sessions and onboarding with practical examples.

Let’s look at a few examples of use cases of ChatGPT in recruitment:

1. Creating interview questions

From a pre-made job description, ChatGPT can help create relevant interview questions that you can tailor to fit the role and the company. It may surprise you with what it comes up with.

Be specific, relevant, and detailed in your prompts, and give ChatGPT as much context as is needed. Mention things such as the job title, several job requirements, and anything else specific to the role.

Example prompt: “Generate interview questions for a software developer with a focus on Python and machine learning.”

You can also ask it to tweak and modify its response to suit your needs, such as including more questions or fewer.

Example Prompt: “Let’s narrow it down to 10”

You can even have it generate practical exercises for the interview.

Example Prompt: “What’s an example practical exercise you might give to someone in this position? This can be an assignment that takes a few hours to complete and is due the following day.’

2. Writing Boolean search strings

Give ChatGPT the requirements and preferred experiments for a job, and it can help you create search strings to help source candidates.

Example prompt: “Create a Boolean search string for a nurse with pediatric experience in New York. The candidate must have 3 years relevant experience in a clinical setting and be based in New York.”

Remember that potential candidates may phrase their job experience differently, so play around with different variations.

3. Integrating ChatGPT into workflows

You can also show your recruiters how to build ChatGPT into their recruitment workflows alongside the other tools and software their familiar with. Show them ways they can use it, such as:

Integrating with your Applicant Tracking System (ATS): Asking ChatGPT to draft email communication with job candidates through their ATS. Example prompt: “Create a follow-up email for a candidate who interviewed for the software engineer position last week.”

Interview scheduling: If you use a digital calendar tool for scheduling, your team can ask ChatGPT to craft an appropriate interview invitation. Example prompt: “Write an invitation for a second-round interview for a sales representative role.”

Candidate feedback: After the interview, recruiters can use ChatGPT to deliver personalized feedback. Example prompt: “Draft a polite rejection email for a candidate who was not selected for the marketing executive position.”

These are just a few examples. ChatGPT is extremely flexible and versatile and can be used right alongside a variety of tools like ATS or CRM systems.

4. Running mock scenarios

Hosting practice sessions and exercises with ChatGPT is a great way to help your recruiting team build confidence with ChatGPT, to make sure they understand how it works and how they can use it in their job. Here are some scenarios you can simulate:

Candidate screening: Give your recruiters a fictional resume, and have them generate potential interview questions using ChatGPT based on the resume. Example prompt: “Generate interview questions for a candidate applying for a project management role with experience in agile methodologies.”

Candidate sourcing scenario: Have your recruiting team create a Boolean search string given a hypothetical job role and a list of required qualifications and skills. Example prompt: “Create a Boolean search string for a data analyst role requiring Python, SQL, and knowledge of machine learning techniques.”

Candidate outreach scenario: Ask your recruiters to practice reaching out to a potential candidate, using ChatGPT’s help. For example, a prompt they might use is: “Draft a candidate outreach email for a senior graphic designer position”

These are just a few examples. The goal is to provide realistic advice and help them understand the range of tasks ChatGPT can help with.

Provide ongoing learning and support

Advancements in AI technology happen parabolically. Hardly a week goes by when we don’t hear about how ChatGPT is poised to revolutionize a given industry or make another one obsolete. It’s still new, exciting, and scary territory, and people are still unsure about whether it’s a good or bad thing.

Staying ahead of the curve as AI continues to develop means providing your team with ongoing support, such as:

Provide regular training sessions: Organize regular training sessions as ChatGPT and the other AI tools you use to build and update new features or improvements. This way, recruiters are always knowledgeable about the latest developments and can use the tool to its full potential.

Create a resource hub: Consider creating a repository of knowledge and resources where your team can access ChatGPT prompt templates, guides, videos, and example use cases. This can be a collaborative Google doc that your team adds to over time.

Establish a support team: Consider designating an established team or person to provide real-time assistance to any recruiters who encounter difficulties or have questions regarding ChatGPT – including in recruitment work. This can be part of your existing IT or HR team if you have a small business.

Provide feedback channels: Have a way for recruiters to offer feedback or report any issues or problems with ChatGPT so that problems can be resolved quickly. This can also provide useful insights for future training

Ensure a smooth transition

Just because you onboard your team with ChatGPT doesn’t mean that all your team members will be on board, so to speak.
Addressing concerns proactively will help the doubters and the fearful among your recruiting team that AI is not here to replace their jobs, but to help them focus on more strategic tasks that require a human touch.

Here are some ways you can smooth out any bumps in the road and keep resistance to ChatGPT to a minimum:

1. Be clear on what and why

It all starts with open, honest transparency. Let your team know why you’re advocating for ChatGPT in recruitment, the benefits it has, and how it can help them get more done in less time. Emphasize at every stage that it’s a tool meant to assist them, not replace them. This will help manage expectations and alleviate concerns.

2. Integrate gradually

Introduce ChatGPT gradually into your recruitment workflows. Identify areas in your existing processes where they can be used. Find opportunities for integration, particularly any repetitive or monotonous tasks that require significant human effort. Start small at first with simple tasks, like boolean search strings.

As your team dips its toes in the water, scale its usage internally. This allows team members to adapt to the technology at their own pace and reduces potential overwhelm.

3. Showcase and celebrate successes

Provide a positive narrative and build associations within your recruiting team, by sharing the success stories about how ChatGPT has benefited certain team members.

This will help foster positive perception and wider acceptance.

4. Ensure a continuous learning experience

Foster a culture of collaborative learning and adaptation. As new features in ChatGPT and other AI tools roll out, your team should be prepared to adapt and evolve with them. Update your team regularly with new features and improvements to ChatGPT. Celebrate the team members who use it effectively, and encourage them to showcase what they learn.

Create the future by embracing ChatGPT for HR

Leveraging AI tools like ChatGPT is a strategic step towards transforming the way your recruiting team does things, for the better.
When you have ChatGPT automate your routine tasks, it allows your recruiters to focus on what matters – people. That’s what makes it such an exciting time to be a recruiter in the age of AI.

Embrace this change and harness the power of AI for more efficient, more data-driven, and more human-centric recruitment. The future is not to be feared, but to be created. We invite you to explore what ChatGPT can do for your recruiting and HR teams in our vast library of tutorials.

The post ChatGPT in recruitment: how to teach your teams to use it appeared first on Recruiting Resources: How to Recruit and Hire Better.

However, we can get a sense of where job markets are heading by considering how algorithms are being wielded to reshape the workplace.

Tech-supported remoteness

One of the most striking changes is the shift towards remote work. This was inspired initially by the COVID-19 pandemic, and the jury is still out about the extent to which the migration to home offices will become permanent.

But automation technologies and AI have played a key role in enabling individuals to work remotely, a trend that will likely continue.

The growing use of telecommunications, the internet, Internet of Things (IoT) sensing, and cloud services provide a robust infrastructure for heavily decentralized yet effectively coordinated human activity.

As a result, even the diversity of languages becomes less of a barrier to working together through automated language translation.

Technologies like these support almost all facets of remote work. For example:

• IoT sensors provide remote monitoring visibility
• Cloud apps provide remote access to data and functionality
• Robots offer remote control of physical systems
• Employee performance-monitoring systems ensure remote workers are working
• AR/VR systems could provide better telepresence regardless of where workers are physically located

Individuals adept at using these technologies are well-suited to remote environments and hence better able to compete for these jobs.

Digital natives seem very comfortable with online interactions and prefer texting over face-to-face meetings and telephone calls (although they say personal interactions are essential). They tend to be comfortable and productive in virtual digital environments like the Metaverse.

This enables and even improves the serendipity of chance encounters – the utility of which has been one of the main complaints against remote work – because the constraints the physical workspace places on interactions are significantly reduced in cyberspace. Such encounters can be programmed to be random.

Firms face a trade-off between hiring only from the limited population within the physical commuting distance of the physical workplace versus hiring the best talent from the vastly larger pool of people anywhere in the world and dealing with them primarily online.

Brick-and-mortar outcomes

But remote work will only account for a portion of the jobs available in an AI-driven world, so how will AI be used to rethink the traditional workplace?

Experts differ in their forecasts about the future of jobs. The Future of Jobs Report 2020 by the World Economic Forum identifies 10 positions with the sharpest decreases in demand.

Many involve simple, routine administrative or physical tasks that AI and robotics can automate. Examples are data entry clerks, assembly and factory workers, and customer service workers.

Despite expected job losses through automation, many people might remain in these categories of jobs for several reasons.

For example, some people will be retained to handle complex work that cannot be easily automated or to manage exceptional situations such as events that fall outside the range of an AI’s training data (the COVID-19 pandemic’s impact on businesses being a standout example).

The people most likely to retain these jobs will be the most skilled employees. An example is individuals with the experience to spot when a machine’s output does not make sense and what should be done if it is making a mistake or cannot handle a particular situation.

Also, as noted above, AI will create new types of jobs, and a proportion of these could be low-skill positions because the technology will de-skill the more challenging parts of some job types rather than taking them over.

Also, as noted above, AI will create new types of jobs, and a proportion of these could be low-skill positions because the technology will de-skill the more challenging parts of some job types rather than taking them over.

The aforementioned Future of Jobs Report 2020 lists the top 10 jobs with the sharpest expected increase in demand. Examples are data analysts and scientists, digital market and strategy specialists, and IoT specialists.

Most positions arose from the recent development and adoption of internet technology; many are jobs that barely existed 20 years ago. Each job category represents more than just a new type of job title and new sub-industries and ecosystems of software, services, and consultants.

Thus, these technology-intensive jobs are only the tip of the future employment iceberg.

But such lists gloss over the many changes that will affect jobs. Most jobs will likely make more use of data, online communications, and technology to provide visibility, enable coordination, and track outcomes.

Many office workers will use AI-based services such as ChatGPT and Grammarly to augment their communication skills by allowing them to auto-adjust their emails and work-related writing for clarity, tone, and professionalism.

And many workers will interact more with technological platforms such as portals for suppliers, business customers, human resources, and other departments.

Related: Lead a team through AI: an inclusive approach to change

These changes will improve productivity and increase the value that workers help provide to customers.

It follows that individuals with the foresight to gain and update relevant skills will be the ones who can compete effectively for the new jobs on offer.

The human face of AI

As these examples show, when trying to discern the future shape of the employment landscape, it is helpful to focus on how individuals – whether senior managers or subordinates – will use algorithms to improve their capabilities and productivity.

The most significant utility of AI will be in augmenting and enhancing these human capabilities. One of the outcomes will, naturally, be a change in the way people perform their jobs.

Dr. Yossi Sheffi is the Elisha Gray II Professor of Engineering Systems at the Massachusetts Institute of Technology and Director of the MIT Center for Transportation and Logistics (MIT CTL). His recent book is The Magic Conveyor Belt: Supply Chains, A.I., and the Future of Work.

The post AI-human fusion: steering the job market renaissance appeared first on Recruiting Resources: How to Recruit and Hire Better.

Predictions are being made left and right as to what the workplace will look like going forward. Some of these look like wild science fiction, but many companies are already pioneering radical new concepts that push the boundaries of technology and humanity at work.

What are those new developments? We’re not looking at next year – we’re going to go to the future of HR in 2030 … and beyond.

Let’s look at a few of them right now and how HR plays a role:

1. AI-augmented talent

We’re already entering this brave new world of AI co-pilots – that much is known. This is where AI assistants (or co-pilots) work alongside human employees to enhance their skills and productivity. At present, ChatGPT, Google Bard, Anthropic’s Claude and other generative AI tools are being introduced in new workplace policies and training to ensure that employees stay meaningfully engaged in their work while partnered with bots.

Imagine the head of HR helping a team of engineers and researchers join forces with AI assistants to speed up programming and testing cycles – not just in coding and other dev work, but physical design and testing. Policies, processes, and oversights will be implemented to facilitate that collaboration.

2. Micro-learning via brain uploads

Remember the scene in The Matrix where knowledge and skills are uploaded directly into Keanu Reeves’ brain? And he opens his eyes and says in his unmistakable tone: “I know kung fu!”.

This is sort of like that. Skills development may involve implanting knowledge and training directly into your memory for rapid reskilling.

Let’s say the chief learning officer at a manufacturing firm needs to upskill 200 technicians across the country for an urgent project. This CLO would analyze existing skills data, gaps, and needs across the team and deploy the most useful ‘brain upload pods’ for individuals and work teams to optimize productivity. Presto, the team comes in Monday ready to tackle that big new job.

3. 3-D printed workspaces

The rapid restructuring of the working world in recent years has its physical impact as well – those huge skyscrapers in the city center may still exist, but office vacancy rates are at an all-time high. And that’s closely correlated with the start of the COVID-19 pandemic and the rise of the hybrid workplace. Evidently, the traditional workplace just doesn’t work anymore.

Instead of frantically trying to find an existing ideal workplace and locking in a five-year lease, wouldn’t it be great if you could just redesign your office using 3-D printing for increased flexibility, collaboration and even employee satisfaction?

HR can use telepresence robots and AR that engage remote workers with the space, and do it all in modular fashion to make for more robust design flexibility.

4. Supersized virtual workforces

In tandem with the surge in remote and distributed teams, imagine entire networks of remote workers across continents – let’s say Asia or Africa – all accessible within a single platform to scale customized teams for short-term projects.

A head of HR would be able to assemble and manage a team of 50 remote workers for two months – and upload specific knowledge into their brains to speed up onboarding – to tackle a machine learning initiative.

We do have this sort-of ‘talent access’ ecosystem already available in the form of the shared economy (as recruitment expert Hung Lee explains in the following video). We also have agencies that hire out temp workers. Think of it like this, but in bigger, loftier concepts.

5. Exoskeleton suits

Again, we’ve seen this in the movies. Avatar is a good example where exoskeleton technology was utilized to boost performance. Of course real life isn’t a James Cameron movie, but we’re also seeing exosuits in real life in many different forms:

Wearable exoskeletons can prevent injury, increase productivity, and extend longevity especially in physically demanding jobs – boosting retention and ROI in one fell swoop. Procuring office supplies and the like are often a responsibility in human resources – think of exoskeletons as a more advanced form of this, especially when it means greater workplace safety.

6. Workplace biometric monitoring

You likely have a smartwatch and/or a fitness tracker with you at all times – this falls into that bucket. Non-invasive technology can monitor employee health, mood, and performance within the workplace through a combination of biomarkers, wearables and environment sensors. HR would set that up to build real-time big data models (with your express permission, of course) to identify patterns and implement preemptive interventions.

Some of these interventions would be proactive wellbeing initiatives, productivity recommendations, and even workplace changes (which you’d, of course, spearhead using 3-D printed office designs!). That’ll be a huge plus for employee experience – a major focus of HR.

7. ‘Swarm AI’ decision making

Synergy (sorry, we know that word isn’t popular) can be a real pain when you have too many cooks in the kitchen or too many meetings without a single stream of information. That makes for problems when making complex strategic decisions.

You can overcome that by enabling employees across all levels in the company to input anonymous perspectives and votes within an AI system – which then aggregates and synthesizes the ‘swarm’ knowledge into optimized proposals and recommendations.

HR can facilitate this collaborative and democratic decision-making process of tapping into the collective wisdom of the company beehive. This allows the higher-ups to curate divergent perspectives into a few optimized options for discussion – minimizing individual biases.

8. Supersized skill sets

One of the technological shortcomings that’s surfacing in this emerging age of automation and AI is that of human skills such as creativity, empathy, and complex problem solving. These will become ‘supersized’ skill sets that are not easily replicable by AI and therefore become even more crucial.

And it’s HR’s opportunity to capitalize and grow this skill set across the employee base through regular coaching and training sessions that are specifically designed to meet those crucial needs in a company that’s increasingly using tech in its everyday workflows.

And now… to the future

In today’s fast-paced business environment, companies can no longer be constrained by traditional paradigms of space, time, and human capabilities. The future is ripe with tech-volution, and we’re seeing it happen in real time.

And it’s driven by the biggest budgets outside of government – trillion-dollar organizations dedicated to optimization, productivity, innovation, and growth.

Add to that a vast range of pioneering startups, and the reimagination of work is at a pace where the workplace in 2030 may be unrecognizable to us today. The future of work is closer than we may realize and more human than we ever imagined.

The post The wild future of HR: 8 radical concepts made relatable appeared first on Recruiting Resources: How to Recruit and Hire Better.

However, a new challenge is coming: your company has decided to incorporate AI into its overall workflow. You’re under a lot of pressure from the higher-ups to get everyone on board the AI train, but when you look at your team, you’re worried about the range of reactions you’ll get from your talented team members.

In short, you know this can make your team more productive and competitive, but you also understand it’s a change. You are determined to navigate this transition smoothly.

So, how do you do it?

Introducing your team

Let’s identify five distinct personas who may be in your team and what motivates them.

1. Traditional Terry

Traditional Terry is your company’s historian, having been with the company for over 15 years. He’s a senior project manager known for his methodical approach and rich industry knowledge. Everyone knows Terry and everyone respects Terry. He’s a good egg.

Terry aspires to retire in this company, and his goal is to maintain the reliable and efficient work processes he’s developed over the years. He’s driven by a sense of duty and a strong belief in the company’s mission – and colleagues look to him as a stabilizer whenever things get a little hectic.

2,. Eager Enrique

Eager Enrique is fresh out of school. You just hired him last year as a junior developer because he’s incredibly keen and brings an absolute smorgasbord of nascent tech skills. He’s always on top of the latest tech trends and isn’t shy about voicing his ideas.

Enrique’s ambition is to become a tech influencer someday – heck, he even has his own YouTube channel with more than 10,000 followers. The chance to work with AI might just be the exciting break he’s looking for.

3. Cautious Chloe

Cautious Chloe is your meticulous and dedicated data analyst. She joined your team five years ago and has consistently demonstrated her ethical and thoughtful approach to work. She absolutely crushes it every time she has a data project on her desk, and she’s your go-to anytime you need to pull insights out of those nascent data sets.

In your 1-1s with her, you’ve come to learn that Chloe’s career goal is to move into a leadership role where she can influence company policy, particularly around ethical use of technology.

4. Strategic Sven

Strategic Sven is the team’s product manager. When you interviewed him for the open role, you knew he was the one. He brings with him a huge background in tech startups, plus an MBA from a top-tier business school.

Sven’s ambition is to improve the company’s strategic planning and he’s motivated by driving impactful change. He doesn’t like just getting the job done and going home – he wants to do a lot more than that.

5. Tech-Averse Thanh

Tech-Averse Thanh is your administrative assistant who has been with you for more than two years. Thanh’s goal is to excel in administration – and stability and harmony in the workplace are huge motivators.

Thanh prefers traditional methods and isn’t as comfortable with technology as the rest of the team. In fact, they prefer to do things the way it’s always been done (and proven to work, too).

At this week’s Monday meeting, you deliver the news from the higher-ups: the company wants to incorporate AI into everyone’s workflows. You highlight the benefits of AI – greater productivity, optimized processes, the ability to scale faster – and underscore its importance for meeting the company’s ambitious goals.

You reassure the team that you will support them throughout this transition.

Watching your team’s reactions

You see your team murmer and look at each other across the table. Yes, AI has already been in the news and this was somewhat expected, but you see that reactions are mixed and varied. Some nod and roll with it, others look a little more hesitant.

Let’s look at the five personas again and see how they react to the news.

1. Traditional Terry

Traditional Terry looks taken aback during your announcement, his brow furrowing. You’re not terribly surprised at this – he’s not necessarily averse to change, but you know he’ll see the “big picture” in everything that happens at the company.

In your 1-1, Terry expresses fear that AI will change the way he does his job or, worse, make him redundant. You can see the genuine concern in his eyes. Sure, his kids are grown up, but he still has his mortgage to pay and it’s not like he can easily migrate to a new job.

2. Eager Enrique

Eager Enrique, on the other hand, is visibly excited. As an early adopter of many technologies, even so far as to approach you regularly with new recommendations for your tech stack, there’s no question he sees this as an opportunity.

He’s practically brimming with ideas when you meet him, speaking rapidly about potential applications of AI. His enthusiasm is contagious both for you and the larger team, but you’re worried that he’s a bit too optimistic and not thinking about the realistic challenges that could surface.

3. Cautious Chloe

Cautious Chloe listens attentively during the meeting, her face thoughtful. She’s never been one to wear her heart on her sleeve, and to be fair, that’s one of her strengths – she’ll process new developments internally and meticulously, and then make decisions later.

In your 1-1 later that week, she voices concern about AI’s ethical implications and how job security will be ensured. You appreciate her frankness and careful consideration and, especially, the time she’s; taken to think it over rather than react strongly.

4. Strategic Sven

Strategic Sven listens attentively, nodding occasionally. You can see his MBA background whispering in his head, and of course, he’s seen a lot in his career in tech startups. This isn’t his first rodeo.

When meeting privately with you, he notes that he agrees with the strategic importance of AI in your 1-1 but admits he’s unsure about the execution. This needs to be carried out properly in order to succeed and, when you ask, he lists out the potential obstacles worth thinking about. You’re grateful to him for being pragmatic.

5. Tech-Averse Thanh

Tech-Averse Thanh looks nervous during your announcement. You’re not terribly surprised, but you’re worried. You know Thanh really needs to be a bit more flexible, but their administrative and organizational skills more than make up for that – so you really need them to be on board.

In your 1-1, they confess that the thought of using AI is a major stress inducer. It’s literally another thing they need to learn in order to do their job. They’re clearly anxious, worrying about whether they can keep up with the changes.

After hearing your team’s reactions, you realize that you have a critical task ahead. Everyone brings unique strengths to your team, and it’s vital that their voices are heard.

You know you must engage them individually to help them adapt to the new changes.

Engaging your team

Now that you’ve met with each of your team members, it’s time to put in an action plan for each one of them. It’s your job to bring the best out of them – and part of that involves getting them to adapt readily to AI’s entry in their day-to-day work and continue to flourish.

1. Traditional Terry

For Traditional Terry, begin with open conversations about his fears and reservations. Those hesitations are legitimate and understandable and you want to help him work through them. For starters, reinforce that his years of experience and established skills are invaluable to the team.

Show him – don’t just tell him – how AI can take over repetitive tasks, freeing him to focus his time and energy on complex, high-value work that draws on his experience. Provide real examples from other organizations that have successfully adopted AI without any impact to their actual team structure – and emphasize that job roles at those companies have actually evolved rather than disappeared.

And to further support him, work with HR to set up a personalized training program for him that helps him integrate AI, and touch base with him regularly to monitor progress.

2. Eager Enrique

With Eager Enrique, the prelude has already been covered. He’s already on board. Now, you have the opportunity to channel his excitement constructively in a way that benefits him and the team. Set up regular meetings to discuss his ideas, urge him to consider potential challenges, and ensure a balanced perspective on AI.

Encourage Enrique to join AI-focused groups or events to broaden his understanding. Given his aspirations to become a tech influencer, suggest that he document and share his AI learning journey, turning him into a proactive AI advocate within the team. Invite him to host lunch & learns every month – if he’s keen to be an influencer, he’ll jump at the idea.

3. Cautious Chloe

Cautious Chloe doesn’t like unknowns, so transparency is key here. Get her involved in discussions about the ethical framework within which the AI will operate. Invite her to decision-making meetings regarding AI deployment, allowing her the opportunity to voice her concerns.

Like Terry, you can also reassure Chloe that roles will evolve rather than be replaced and encourage her to think about how AI can boost her own work. Her concerns can be converted into a mechanism for constructive feedback, helping your team and company foresee and mitigate potential risks.

4. Strategic Sven

When dealing with Strategic Sven, focus on business strategy and execution because that’s what speaks to him. Give him the resources to design a clear and effective AI implementation strategy – after all, you’ll be needing one anyway, so let him play a leading role in that.

He can also be a great sounding board during your 1-1 sessions. Encourage him to pose questions, discuss doubts, and explore solutions. And bring in external AI consultants where needed, to provide expert opinions and recommendations. This will bolster Sven’s confidence in navigating the change and benefit the team as a whole.

5. Tech-Adverse Thanh

Tech-Averse Thanh needs an approachable introduction to AI. Explain the technology in simple terms, direclty linking benefits to everyday tasks. Pair Thanh with Enrique, as Enrique’s enthusiasm can be infectious.

Offer additional support, such as optional training sessions or learning resources. Make sure to frequently highlight their progress, praising them for each successful step – and regularly provide reassurance that the job won’t be tech-first but rather, tech-supported. The human is still core to the job.

This engagement doesn’t happen in a vacuum, nor is it something you can strike off as ‘done’. You need to continue working with your team to ensure success – you’re their manager, after all. That’s no different when bringing AI into the picture. It’s an ongoing process.

So, how does your team respond? Let’s look at the results of your work (and make no mistake, you’ve worked hard!).

Gauging your team’s results

A few months have passed, and you’re seeing positive changes. Let’s look at what those changes are.

1. Traditional Terry

With your encouragement and reassurance, Traditional Terry has started to warm up to the AI tools. He’s really appreciating how they free him from those annoyingly repetitive tasks – and you can see how much more relaxed he is when he shows up for work.

Plus, he now has more time to mentor younger team members, sharing his invaluable experience and sage advice with them.

2. Eager Enrique

Eager Enrique is thriving, regularly sharing his AI learning journey and experiences with the team. He’s even turning to blog posts on the company’s internal platform, and those have been receiving positive feedback from people at all levels in your company.

He’s now a go-to resource person for AI-related questions and his YouTube channel is now accumulating more and more subscribers – positioning him to be the tech influencer he always wanted to be. And because of his fan base, he’s able to bring in fresh candidates whenever your company needs to fill important tech positions.

3. Cautious Chloe

Cautious Chloe’s pragmatic, level-headed approach has positioned her as a key player in ensuring that the AI deployment aligns with overall ethical standards and with the company’s own values.

Because her work is producing results that are very much in tune with her own personal priorities, she’s become more confident in her work. She appreciates that her concerns were heard and addressed, and her insights have proven invaluable in foreseeing and mitigating risks.

4. Strategic Sven

After several brainstorming sessions and expert consultations, Strategic Sven has designed a comprehensive AI implementation strategy that incorporates all the elements that must be considered to see it succeed. He’s learned a lot from watching other tech startups succeed and fail and knows the importance of having a thoughtful, well-planned plan that executes smoothly.

Not only is Sven motivated by finally being able to put his MBA learnings into action, the team has also responded positively to the well-planned rollout. This boosts Sven’s confidence as a strategic leader.

5. Tech-Averse Thanh

Tech-Averse Thanh is slowly but surely learning the ropes of AI. Paired with Enrique, Thanh is making steady progress and showing less resistance to using the AI tools. You’re even seeing them hanging out in the lunch room together talking animatedly about tech.

It turns out Thanh is a people person, not a tech person. They’re motivated by human connections and teamwork, not weird tech things and robots and paperwork and stuff. But now that Thanh has put a ‘human’ face on AI in the form of Enrique, there’s a sense of familiarity and achievement as they become more comfortable working with the technology.

Not bad, not bad. You, Alex, have done a good job. The team is in sync and they’re driven to succeed.

Watching your team thrive

As you look at your team, you feel a sense of accomplishment. Despite initial resistance and fear, every team member has adapted to the incorporation of AI in their own way that works for them.

Your belief in each individual, open communication, and personalized strategies have all paid off. You’ve mastered the fine art of inclusive leadership here, by bringing out each individual’s strengths and setting each one for success.

The team is now more productive, and they’ve evolved professionally in the process. AI is no longer a foreign concept; it’s now just another tool that your team uses to thrive in their work.

The post Lead a team through AI: an inclusive approach to change appeared first on Recruiting Resources: How to Recruit and Hire Better.

Marnie Aliviado, Business Development Director at BSA Solutions Inc., can attest to this. Her organization found an invaluable ally in Workable as her go-to recruitment software. With Workable by the company’s side, they were able to streamline their hiring processes in ways they weren’t able to before.

Key results:

• Streamlined their recruitment process by integrating Refapp with Workable
• Shortened time to hire for many roles from 20-25 days to 15 days
• Reduced reference checks from seven days or more to two to three days
• Improved reference experience and higher response rates
• Easier and more professional presentations to clients with Refapp’s automated reference report

Let’s start with the challenges that BSA Solutions was looking to solve.

The challenge

Phone calls with references were time-consuming and unstructured for BSA – and it was tripping up the company’s recruitment process.

“Reference checking has been an important part of our recruitment process from the get-go,” says Marnie.

“We have clients who require us to do reference checks on the applicants to verify collected information and ensure good hires.”

But there’s a but, Marnie adds.

“The many applicants we process daily and the manual work of a traditional reference check made it hard to keep the process structured and efficient.”

Plus, being a distributed team posed its challenges.

“With our global team spread across different offices,” says Ms. Aliviado, “it was crucial that we centralize communication and stay organized.”

Previously managing a scattered system consisting of various platforms only hurt the quality of hires.

“We started looking for a solution with a better experience for the references, a higher response rate and an efficient workflow.”

They found that solution in Workable – especially in its integration with Refapp, a leading reference check software.

The solution

Now with a fully aligned process within a single platform, collaboration among recruiters has vastly improved – giving BSA a competitive edge within their industry.

“Last year, we transitioned to talent tracking software, Workable, and immediately saw significant effects in the efficiency and quality of our work,” Miriam says. “As part of this move, we explored the various integrations available through Workable and found Refapp.”

She adds:

“With just a click in Workable, we initiate a candidate’s reference check through Refapp. The candidate is requested to submit the contact information to their references, and questionnaires are sent automatically. Refapp compiles the answers in a professional report that we can access through Workable and share with our clients by email. It’s very straightforward.”

“With just a click in Workable, we initiate a candidate’s reference check through Refapp. The candidate is requested to submit the contact information to their references, and questionnaires are sent automatically. Refapp compiles the answers in a professional report that we can access through Workable and share with our clients by email. It’s very straightforward.”

The result

“With the integration, it has been easy to transform and digitize our reference-checking process, streamline our work and keep everything secure in one place,” says Miriam.

It’s reduced time to hire by 10 days, says Miriam, from 20-25 days down to 15.

Reference checks themselves have been cut by more than half.

“With reference checks, previously, it took seven days or more to manage and finish the reference checking process for a position, while now it’s two to three days,” Miriam adds.

“Most often, the references have submitted their answers in less than two days and the insights we collect make for confident hiring decisions. In addition, we get great feedback from both references and clients who appreciate the process.”

About BSA Solutions

BSA Solutions is an outsourcing and offshoring company based in Cebu City, Philippines. Their clients are based in Australia, Singapore, the US and Ireland. Their vision is to engage and inspire associates and clients to be champions and do the impossible. BSA is committed to consistently pushing the boundaries to deliver world-class service, exceeding expectations every time.

Interested in learning more about Refapp? Click here to learn more.

The post Workable & Refapp turn BSA Solutions into a hiring machine appeared first on Recruiting Resources: How to Recruit and Hire Better.

Picture yourself as a job hunter. Maybe you’re even job hunting as you read this. Job hunters will always research a company, whether it’s about its history, culture, or the industry it’s in. Jobseekers will also get curious – we, after all, are naturally curious creatures, and curiosity just happens to spill over into job hunting.

Jobseekers also want to make sure they are interviewing with and potentially joining a company that may be a good fit for them whether it is aligning with their personal values, career goals, and a culture where they picture themselves thriving in.

And apart from being curious about facts about a company, jobseekers get curious about the people.

It takes just seconds to look up a company and click on that tab that says ‘people’ on LinkedIn. Naturally, a jobseeker will take a look to see if anyone in a company is similar to them.

They’re drawn in to see if there are different groups of people, people that identify from the same group as them, and to see if the company they are interested in includes people like them.

But why do they do this? Let’s add a bit of psychology 101 into this. Naturally, humans have what is called an unconscious bias. Unconscious bias refers to the attitudes, beliefs, and stereotypes that affect our judgments and decisions without us even realizing it. These biases are often subconscious and are formed based on personal experiences, cultural background, and social context.

Unconscious bias can also creep in for the jobseeker. Candidates are drawn to similarities. If they do not see someone that is similar to themselves, this sends a message to that jobseeker that diversity, equity, and inclusion is low or nowhere to be found – or even conveys that they may not be welcomed in that organization.

This can be problematic for both jobseekers and employers.

Unconscious bias: a two-way street

This works both ways. Recruiters have unconscious bias too, where it influences the impression of a candidate.

You, as an HR professional, must be careful with that unconscious bias. You must try to block out these unconscious biases within yourself and try not to let them cloud your judgment.

Otherwise, that clouding could result in you missing out on high-quality candidates because biases can affect your judgment of that individual’s candidacy for the position. When it comes to your day-to-day work in your job – for example, when you’re screening candidates – try to put yourself in the shoes of the jobseeker above.

Ask yourself: would you rather see more people like you or more diversification? Wouldn’t you like to be at a company that promotes the sense of welcoming, the promotion of diversity enriching the culture – and see that the sense of diversity, equity, and inclusion has a permanent strategy there?

Often, diversity, equity, and inclusion is dismissed or just refined to being a training or another difficult conversation. In recruiting, it’s confined to being just another metric. In fact, just 30% of companies have DEI as part of their permanent strategy, according to our survey on DEI in the workplace.

On the contrary, it’s more than just a training. It’s more than just an ‘HR thing’, and certainly more than a metric recruiters have to pay attention to.

DEI is beyond all of this. It’s about bringing new perspectives to the table. It’s about diversity having the power to spark creativity, innovation, and problem-solving skills that may not have been possible or achievable with a homogeneous workforce.

The sense of belonging in the workplace trumps many things for people. Recruiters should leave bias hiring behind and think about this particular view of DEI.

The value of culture add

As recruiters, we must think about not just ‘culture fit’, but rather ‘culture add’.

Culture fit focuses on the harmony between an individual and the company culture. The individual shares similar values, behaviors, and attitudes as the company where they can blend seamlessly into the company culture.

On the other hand, culture add takes a different shift in focus. With culture add, there is an embrace of fresh and new perspectives, uniqueness, and differences that the individual can bring forward to enhance the company culture.

Looking at these differences, culture add can increase value to an organization. Culture fit confines a person to fit particular characteristics, while culture add embraces and allows the individual to break that confinement and to redefine what it means to ‘fit in’. This uniqueness, fresh perspectives, all stems from diversity.

This is important to keep in mind as a recruiter when scouting for talent. We want to plant culture add in our organizational garden because, remember, a diverse garden can open many opportunities.

Growing the DEI garden

True gardeners or those interested in gardening know that gardens should have a diverse species of plants to flourish. For the reason being that underneath the surface, diverse planting can create a promotion of sustainability, success, and life for the beautiful garden that most gardeners aim to have.

Now think of the company being the soil, candidates being the seeds, DEI being the water and sunlight. Imagine what beauty could grow out of this, and what could blossom. This is the beauty of DEI, how it collectively brings wonderful minds together to blossom into something bigger. This is the promotion of bringing a more sustainable, successful, alive culture to the surface.

And then think about your part in all of this. It all starts with the recruiter. Besides the company, the recruiter holds the power to bring forth those wonderful minds and enrichen the company’s diversity. This could then inspire others to do the same, to plant more of the importance of DEI.

Imagine the garden that can be grown. A garden of fresh ideas, talent, innovation, and most importantly, belonging. It is important to recognize and address unconscious biases to create a more diverse, equitable, and inclusive workplace.

Think about the difference that can be made in hiring and how to couple diversity, equity, and inclusion with recruiting. Start that garden, give it the water and sunlight it needs to be healthy and to blossom. Contribute to the nature of the curious garden of DEI.

Iliana Ramos is Workable’s Talent Acquisition Specialist. In her own words: “My passion for talent acquisition first stemmed from an internship I did in college. Since then, I am doing what I love where I get to meet tons of new people everyday and staying on top of trends in the industry. When I am not recruiting, I am an avid gym-goer and a huge lover of music. My favorite artist of all time is Tiësto and have been listening to him since I was 12 years old. I almost fainted when I saw him live in person for the first time.”

The post Embrace diversity: cultivate a thriving workplace garden appeared first on Recruiting Resources: How to Recruit and Hire Better.

In the wake of 2020’s global lockdown, studies showed that 56% of global companies allowed hybrid remote schedules, and 16% allowed their workforce to be entirely remote. Furthermore, this trend did not lose ground when the lockdown lifted. In 2020, 48% of remote workers employed video conferences for meetings. By 2022, the number had risen to 77%.

As executives for a company with an over 99% virtual workforce, we have become accustomed to the convenience of video conferencing and are quick to promote the flexibility and freedom of remote work. Still, as time goes on, we can see room for improvement.

Remote work retains much of its initial allure for employees, but many are finding that it comes at a cost. We have developed efficient lines of communication, but even after three years, the remote workplace culture still presents challenges when it comes to team-building and fostering connections.

The benefit of face-to-face interaction

A survey from PromoLeaf reveals that more than 70% of participants prefer in-person events over virtual conferences. They say that face-to-face events offer networking opportunities and social interaction that video conferences cannot replicate.

One of the most in-depth studies in this area comes from MIT’s Human Dynamics Lab, in which researchers used electronic badges to track performance drivers by collecting data on body language and tone of voice over hundreds of hours. The study’s results demonstrate that communication is most effective in person. In fact, findings suggest that up to 35% of a team’s performance variation can be explained by how many times that team speaks face-to-face.

When companies give up in-person meetings altogether, there are bound to be some caveats. A recent study from Nature Human Behavior, for example, demonstrates that companies without in-person meetings see at least 25% of employees spending less time collaborating with co-workers and less time engaging in knowledge transfer with colleagues outside their immediate network.

The study also finds that these remote workers take longer to engage with new employees. As such, the researchers conclude that the shift to remote work reduces networking and connectivity across the organization as a whole.

Planning in-person events

At Cyberbacker, we specialize in virtual assistance, so naturally, our Cyberbackers and clients are located all around the world.

However, when we hosted our first annual franchise meeting, we invited franchise owners from the US and Canada to join us at the company headquarters, and we flew in 10 Cyberbackers from the Philippines. For this event, our goal was to brainstorm with franchise owners and executive team members to formulate a growth plan for the next five years.

When Cyberbacker floated the idea of an in-person event to promote collaboration, brainstorming, and team building, several questioned whether the travel, time, and on-site expenses would be worth the trouble. Gathering our global team to one central location required massive effort, but during that week of in-person interaction, networking, and bonding, we rediscovered the value of meeting face-to-face.

As remote Cyberbackers met, some of us shaking hands for the first time ever, we learned that crossing state lines – or even an ocean – to connect in person is well worth the cost.

During that one week, our team established a new level of connection. We experienced team-building activities and one-on-one conversations on a whole new level. We made eye contact, built rapport through body language, and shared intimacy through high-fives and fist bumps.

This in-person conference was undoubtedly a hassle to plan and expensive to host. Still, in hindsight, we absolutely believe the investment was a sound one. The benefits of face-to-face connections we experienced will have a profound impact on our work for months – one that far outweighed the cost.

Related: The power of a corporate retreat: 5 reasons why you should do it

This opinion was not ours alone. As we waited on our rides to the airport, a franchisee told us, “We came here as individual business owners, but we leave knowing and feeling we are part of a family. To have everyone on the same page as we move forward with our vision and change lives around the world is priceless.”

The bottom line is that remote work and in-person connection both offer unique benefits to employees and employers alike. The responsibility of leaders in today’s evolving workplace culture is to strike a balance and take advantage of each.

Offering opportunities for valuable in-person interaction and flexibility are equally essential in attracting top talent, boosting employee engagement, increasing retention, and decreasing burnout.

Thanks to meaningful annual or semi-annual in-person events like the one we enjoyed together, it is possible to pair the convenience of remote work with the connectivity of face-to-face interaction.

The post Balance remote with in-person for a more productive workforce appeared first on Recruiting Resources: How to Recruit and Hire Better.

40% of the global workforce are considering leaving their current employer within the next year, and it’s predicted that by 2030, due to a lack of skilled workers, more than 85 million jobs could go unfilled. What’s more, 54% of job applicants won’t complete a job application if they feel the recruiting process isn’t recruitment-compliant.

What does this mean for recruiters?

It means finding and hiring the right talent is becoming harder by the day. New recruitment compliance laws also mean businesses face potentially crippling financial and branding implications should they fail to stay compliant.

Here, we discuss recruitment compliance in 2023, so you can ensure your business stays compliant, and attracts the top talent in your industry while avoiding any compliance and discrimination pitfalls.

What is recruitment compliance?

Recruitment compliance ensures organizations follow legal and ethical standards when hiring new employees.

Being compliant means making sure your organization abides by laws and regulations related to fair and nondiscriminatory hiring practices, ensuring no job applicant or employee experiences discrimination against nationality, ethnicity, gender, age, religion, language, or past salary range during the hiring process.

Being recruitment-compliant helps organizations make sure they’re not willingly or unwillingly offending a candidate or violating their rights in any way during the entire hiring process.

In the United States, two main governing bodies regulate recruitment compliance, the Equal Employment Opportunity Commission (EEOC) and the Office of Federal Contract Compliance Programs (OFCCP). If your organization is based in Europe, your organization must comply with the labor laws as set out by the European Union’s recruitment compliance guidelines.

As a recruiter, it’s important to understand and follow these guidelines to ensure that your organization hires the best-qualified candidates while avoiding legal and reputational risks.

Why recruitment compliance is important in 2023

Recruitment compliance is more important than ever in 2023. More than safeguarding your business against lawsuits and fines, recruitment compliance ensures all people from all backgrounds have equal opportunity to apply for a range of job roles.

Specifically, recruitment compliance is important in 2023 for several reasons:

1. Legal and regulatory requirements

Laws and regulations related to recruitment and hiring practices continue to evolve, and organizations must comply with them to avoid legal liability, fines, and other penalties.

2. Preventing discrimination

Recruitment compliance helps to prevent discrimination in hiring practices based on factors such as race, gender, age, and religion. This ensures that job opportunities are accessible to all qualified candidates, promoting diversity and inclusivity in the workplace.

3. Protecting data privacy

Recruitment compliance also helps to protect the privacy of job applicants’ personal and sensitive information, including their resumes, job applications, and other data collected during the recruitment process.

4. Building a positive reputation

Compliance with recruitment regulations and ethical hiring practices can enhance an organization’s reputation as an employer of choice, attracting top talent and improving employee retention.

5. Ensuring the best-qualified candidates are hired

Compliance with recruitment regulations helps to ensure that organizations hire the most qualified candidates for the job, promoting a more skilled and productive workforce.

Key recruitment compliance laws and best practices

Specific recruitment laws vary according to country and state.

1. United States

In the United States, some of the more prominent laws to be mindful of when designing and executing your hiring process include:

Equal Employment Opportunity (EEO) laws

These laws prohibit discrimination in hiring based on characteristics such as race, gender, age, religion, national origin, and disability.

Specific EEO laws in the US include Title VII of the Civil Rights Act, the Americans with Disabilities Act, and the Age Discrimination in Employment Act.

If an organization is found to be in violation of any of these laws, they are liable to significant fines and legal action.

Fair Credit Reporting Act (FCRA)

The FCRA regulates the collection and use of consumer credit information in employment decisions, including background checks and credit monitoring.

These laws are part of data protection during the hiring process and are essential to keeping candidates data safe during the hiring process.

Immigration and Nationality Act (INA)

The INA prohibits discrimination in hiring based on an individual’s national origin or citizenship status. Employers must also verify an employee’s eligibility to work in the United States using the Form I-9.

California Consumer Privacy Act (CCPA)

The CCPA is designed to protect the personal and professional data of candidates and employees in the United States. The CPRA (California Privacy Rights Act) is a new modification of the CCPA and must be adhered to as well.

Family and Medical Leave Act (FMLA)

The FMLA requires covered employers to provide eligible employees with unpaid leave for certain family and medical reasons.

These laws are particularly relevant to new parents, and protect a new parent’s right to either unpaid or paid leave during the first several months of having a new infant in the family.

Occupational Safety and Health Act (OSHA)

The OSHA requires employers to provide a safe and healthy work environment for employees, including during the recruitment and hiring process.

National Labor Relations Act (NLRA)

The NLRA protects employees’ rights to engage in collective bargaining and other concerted activities, including the right to discuss wages, benefits, and working conditions. More than compliance, this act also protects free speech in and around the workplace.

2. Europe and the United Kingdom

For organizations based in Europe and the United Kingdom, different laws but with similar goals exist to protect candidates during the hiring process. This especially includes:

General Data Protection Regulation (GDPR)

The GDPR is a data privacy regulation that applies to all organizations that process personal data of individuals in the European Union, including job applicants.

How to stay compliant while recruiting

Organizations and recruiters must ensure they are familiar with each of these laws.

However, knowing how to implement each of these laws at each stage of the recruitment process is the next step towards being recruitment-compliant in 2023.

Compliant job description

The job description is one of the first, if not the first, interactions potential candidates have with your organization. It’s also widely available and open for any person to see – which means it absolutely must follow recruitment compliance guidelines.

When writing your job description, make sure you:

1. Use clear and concise language

Use simple, straightforward language to describe the position and its requirements. Avoid using overly technical terms or jargon that some candidates may find confusing.

2. Use inclusive language

Use gender-neutral language to avoid excluding any potential candidates. Any terms that may be considered discriminatory, such as age limits or preference for certain ethnic groups, must never be used.

For example, “the candidate”, is an ideal way to refer to your audience when using inclusive language in a job description.

3. Focus on essential job duties

Focus on the essential duties and responsibilities of the job, and avoid including non-essential tasks or qualifications that may be discriminatory. Ensure that the job requirements are necessary for the position.

4. Avoid discriminatory language

Avoid using language that could be seen as discriminatory, such as gender-specific language or language that implies a preference for a certain age range.

5. Include necessary qualifications

Clearly state the qualifications, certifications and licenses required for the job, such as education and experience. By ensuring these qualifications are totally necessary for the particular job role will ensure there is no discrimination.

6. Indicate any physical requirements

If the job requires physical abilities, such as lifting or standing for extended periods, clearly state these requirements in the job description.

7. Provide a reasonable accommodation statement

Include a statement indicating that your organization will provide reasonable accommodations to qualified individuals with disabilities who require assistance during the hiring process. This might include stating your building is wheel-chair accessible, or that you can and are willing to accommodate any other needs for qualified candidates to interview for your specific job role.

Related: Use one of these 1000+ job description templates to ensure recruitment compliance.

Compliant interview process

After ensuring a recruitment-compliant job description, organizations must consider their interview process. This is the time when candidates come face-to-face with your organization, and is your opportunity to prove your organization is an inclusive, modern, desirable place to work.

You can choose from this curated list of interview questions to help keep your interview process fair and compliant.

1. Use structured interview questions

Develop a list of structured interview questions that are relevant to the job and avoid personal questions. Using structured questions will ensure that all candidates are asked the same questions, providing consistency throughout your interview and selection process.

2. Avoid discriminatory questions

Do not ask questions that could be considered discriminatory, such as questions about an applicant’s age, race, religion, gender, marital status, or disability. Focus on skill and job-related questions only.

3. Provide accommodations

As per the job posting, if an applicant has a disability and requires accommodation during the interview process, provide it if it is reasonable and does not cause undue hardship to the organization.

If a candidate can’t be present at the onsite interview, offer one of the different ways of communication to organize it: make a call through Zoom, Google Meet, or any other hosted phone system.

4. Document the interview process

Keep records of your interview process, including notes on each candidate’s answers to interview questions, and the reasons for selecting or rejecting a candidate. Documenting the process will help you demonstrate that you’ve followed a fair and non-discriminatory selection process.

5. Maintain confidentiality

Ensure that all interview records and notes are kept confidential and only accessible to those involved in the hiring process.

6. Provide feedback

Provide feedback to all applicants, including those who were not selected. Give clear and honest feedback on the reasons for the decision while avoiding discriminatory language.

Compliant job offers, contracts, and communication

Once you’ve advertised your job and interviewed candidates, it’s time to make your offers to selected applicants. Again, this stage in the hiring process must be professional, compliant, and non-discriminatory.

There are similarities between this final stage and finding/interviewing candidates, but continuity through your entire recruitment process is essential to ensure compliance.

1. Ensure compliance with employment laws

Ensure that all job offers and contracts comply with relevant employment laws, including minimum wage, working hours, overtime pay, and other legal requirements. Always remember to use inclusive language in all communications with potential candidates.

2. Clearly state job responsibilities and expectations

Clearly state the job responsibilities and expectations in the job offer and employment contract, including the terms of employment, employee compensation, benefits, and any other relevant information.

3. Include a termination clause

Include a termination clause in the employment contract that outlines the circumstances under which the employment can be terminated.

If you follow these recruitment-compliant best practices during the hiring process, and double-check them against compliance laws, you’ll be well on your way to creating an inclusive, modern, fair and desirable hiring and working process.

How to protect candidate data

One recruitment compliance element we’ve touched on several times thus far is candidate data protection. With more than 45% of U.S. companies having experienced data breaches, knowing how to protect your candidate data is essential to creating a safe recruitment process.

Not only will a data breach cost your organization time and money and put candidate’s at risk of identity theft and other hazards, but the reputational damage done if a candidate’s sensitive information is leaked can be crippling. Follow these tips to ensure data-handling best practices.

1. Secure data storage

Use secure methods to store candidate data, such as password-protected databases or encrypted files. Limit access to this data to authorized personnel only.

Additionally, consider implementing secure methods to transfer files remotely, such as encrypted file transfer protocols, to protect candidate data during the recruitment process.

2. Use secure communication channels

Use secure communication channels, such as encrypted emails or messaging systems, to communicate with job applicants and third-party service providers.

3. Comply with CCPA and GDPR

If your organization processes personal data of individuals in the US or EU, make sure you comply with the CCPA or GDPR. This includes obtaining explicit consent from job applicants to process their data, providing access to this data, and complying with other CCPA and GDPR requirements.

4. Conduct background checks legally

Conduct background checks in compliance with relevant laws and regulations, such as the FCRA in the United States. Ensure that applicants are notified of any background checks, and that they have the opportunity to dispute any inaccurate information.

5. Train employees

Train employees on data protection policies and procedures, and ensure that they understand the importance of protecting candidate data throughout the recruitment process.

6. Monitor data breaches

Monitor for data breaches and implement procedures to address them promptly. This includes notifying job applicants and relevant authorities of any data breaches that occur.

7. Integrate data carefully

Integrate candidate data into other systems carefully, ensuring that the data is protected at all times. This includes limiting access to this data to authorized personnel only.

Follow the best practices and your candidates and organization will be much closer to protecting their data.

The takeaway: recruitment compliance in 2023

The current state of the global market means job-seekers have the power. As a recruiter in such an environment, offering a desirable, updated recruitment process is essential to attracting and retaining top-talent.

By following the guidelines in this article, organizations will remain compliant through each stage of their hiring process.

Irina Maltseva is a Growth Lead at Aura and a Founder at ONSAAS. For the last seven years, she has been helping SaaS companies to grow their revenue with inbound marketing. At her previous company, Hunter, Irina helped 3M marketers to build business connections that matter. Now, at Aura, Irina is working on her mission to create a safer internet for everyone. To get in touch, follow her on LinkedIn.

The post Recruitment compliance: all you need to know in 2023 appeared first on Recruiting Resources: How to Recruit and Hire Better.

Cue my digital partners in crime, ChatGPT and Bard, charging to the rescue and banishing the spectre of a creative block. I think of it as having my own AI sidekicks, my very own C-3PO and R2D2, helping me in my L&D work.

Let’s take a look at how Learning & Development at Workable partners with GPT and Bard on a daily basis to improve efficiency and productivity:

Multi-tools for the L&D arena

Think of AI tools as an ‘ideas machine’. They not only help in creating suggestions for content, scenarios and case studies, but also create informative summaries or head-scratching questions from any content I’ve concocted. I think of it as having another L&D expert on tap, always ready to bounce ideas off.

Yet, my AI assistant’s prowess isn’t merely confined to content ideation. They are my personal compass in the ever-changing world of modern L&D, keeping me in sync with the latest trends. I can assess content or ideas against these latest trends, using the analytical capabilities of GPT or Bard.

[AI tools] are my personal compass in the ever-changing world of modern L&D, keeping me in sync with the latest trends. I can assess content or ideas against these latest trends, using the analytical capabilities of GPT or Bard.

I can then put this into practice. For example, have you got a block of content gathering cyber dust? Feed it to AI. In a heartbeat, it can repurpose it into a crisp, on-trend microlearning session. They say two heads are better than one – well, I argue that your head, plus AI, equals innovation nirvana!

However, I urge caution. GPT and Bard can only provide information publicly available (in other words, from the web) and are prone to bias. For example, GPT’s knowledge currently ends in September 2021, so if you are looking for something very shiny and new, GPT will not know about it.

Bard, on the other hand, is still in development and has access to more recent data, but cannot always provide complete or accurate information.

Master decoder of data

Data, data, everywhere, and not a moment to think! Sound familiar?

In the age of a data explosion in L&D, poring over the plethora to gain an insight can feel like finding a proverbial needle in a haystack. Here, GPT and Bard really come to my rescue. They delve into survey results, feedback and LMS data to unearth trends, learning needs and countless insights quicker than you can say ‘hyper-personalised content’.

Armed with these insights, we can pivot quickly and provide relevant and personalised learning content at speed.

The beauty of AI assistants is their learning appetite – the more data I offer, the better its recommendations become. I’m currently experimenting with feeding in data from meetings and workshops to see if GPT or Bard can assess them and provide learning recommendations. Eventually, they may be able to make predictions about a learner’s response to learning and future behaviour.

Related: Data-driven hiring with ChatGPT: Create an ideal candidate profile

This, of course, will have privacy implications. Using huge amounts of data to track learners’ progress, identify their learning needs, or even make predictions about their future behaviour raises concerns about the privacy of learners’ personal information. Ensuring that learners’ personal data is protected and used ethically is an imperative as we push the boundaries of AI integration.

Around-the-clock partner in content creation

When it comes to sculpting content, AI assistants shine brightly. Offer it a pile of information, (and align it with a trend or theory) give it a nudge, and it’ll concoct an informative and engaging narrative. It’s like a digital sous-chef, capable of creating course structures, scenarios, summaries, and more.

You can then further refine these outputs to carefully craft the content that you need for your learning interventions. Be iterative!

Yes, the AI tools have a few shortcomings – and they are not as funny as C-3PO’s or R2D2’s. They may provide inaccurate or incomplete information, or be biassed towards the most popular trends and theories – but don’t we all have our off days?

A great example of the inherent bias is if you ask GPT to provide anything in a ‘British voice’ – you will get analogies and content relating to tea aplenty. (Cue eye rolls.)

On a more serious note: the potential for AI to harbour bias is a real concern and one that we must continually address. Regular validation of the data and analysis provided by AI tools is crucial to ensure we provide fair and balanced learning opportunities.

The ready-and-raring subject matter expert

Our teams are busy, with competing deadlines and priorities. Experts can’t always dedicate large amounts of time to learning and development initiatives – but that’s OK. Why? Because I have my ever-ready knowledge vault to lean on. My AI assistants are a hugely knowledgeable source for an array of topics. They can supplement our internal experts, making the interactions between L&D and SME’s more efficient, effective and productive.

Think of it another way: in “The Phantom Menace”, C-3PO is able to access and process a vast amount of information about the planet Naboo, including its history, culture, and geography. With AI assistants, you can harness this knowledge and computing power to your advantage.

By using AI in partnership with internal experts, you have a formidable knowledge base at your disposal. Although it’s wise to cross-check your AI’s wisdom. It’s a smart Large Language Model, not a certified genius!

The future is hyper-personalised: ready, set, L&D!

The contemporary workplace demands super-specialised skill sets, many of which were inconceivable just a few years ago. With AI tools capable of recording meetings, analysing keystrokes, scrutinising calls and assessing learning records – the creation of vast amounts of useful data means that complex analysis can take place.

In other words, AI assistants can assess all of this information, in real-time, to provide highly individualised learning experiences. Truly personal learning journeys are within our reach!

I truly believe that the real excitement in the AI-L&D union lies in this large-scale data generation and analysis. More specifically, the ability to feed vast amounts of user data into AI and get out penetrating and relevant individual recommendations for learning. Picture truly personalised learning journeys, bespoke content recommendations and experiences – the holy grail of modern Learning & Development!

True, AI will never fully replace the human touch, and it might not yet fully grasp the nuances of context (for instance, it may hastily suggest somebody needs a DEI course after a few gruelling meetings), yet it undoubtedly brings cost-effectiveness, efficiency and scalability to the process.

The challenge, though, lies in harnessing AI to produce the hyper-personalised content needed for these super-specialised skill sets required now and in the future of work. This is something I am electrified to be working on at the moment, so watch this space!

The post AI unleashed: a new hope for learning & development? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Many HR professionals are understandably nervous about these changes, wondering how AI might impact their jobs. To get to the bottom of it, the team at JobSage tried an experiment to see how well ChatGPT would do with management. We prompted the chatbot with 15 sensitive management scenarios, then had professionals in law, HR, and management rate the responses.

Needless to say, our experiment confirmed that ChatGPT can’t replace a human manager – 40% of its responses earned a failure rating, while 60% were in the acceptable range. Still, in addition to these shortcomings, we did reveal ways that AI could potentially help.

We’ll break down our findings for you, including both how ChatGPT can’t replace HR professionals outright, as well as how it can provide support in your day-to-day management tasks. Let’s dive in!

5 ways ChatGPT can’t replace HR pros

Although ChatGPT is designed to be somewhat emotionally aware and appreciative of the input it receives, it’s still a robot. It lacks a human touch, let alone a sense of professionalism, which limits the types of responses it can give. Here are some of the major ways that ChatGPT fails to measure up to a human HR pro.

1. Lacks empathy in some areas

This is by far the biggest issue to come out of our experiment: ChatGPT tends to lack empathy in how it responds to sensitive situations.

For example, when prompted to write a termination letter for an employee with performance issues, the bot not only compared the employee to their colleagues in a discouraging way, but also was incredibly harsh in tone.

While it’s important to be firm and direct in workplace situations like this, it’s just as important to understand the human behind the performance issues. Simply put, when the “manager” doesn’t have a heart, it’s hard for it to consider the impact of its words.

Subject: Termination of Employment due to Performance Issues
Dear [Employee Name],

I regret to inform you that your employment with our company will be terminated, effective immediately. After careful consideration and evaluation, it has been determined that your work performance has not met the expectations set for your role. Specifically, your work ethic and productivity are not on par with your colleagues, despite repeated feedback and performance coaching.

We understand that this news may come as a surprise to you, and we want to assure you that this decision was not made lightly. Our company has high standards for our employees, and unfortunately, your performance has not met those expectations. As a result, we must take action to ensure that our company remains competitive and successful.

We will be providing you with [specify any severance package or benefits]. Additionally, we will provide you with a reference letter to assist you in your future job search.

We wish you all the best in your future endeavors, and we hope that you will be able to use this experience as a valuable learning opportunity for future professional growth and development.

Sincerely,

[Your Name]
[Your Title]
[Your Contact Information]

2. Doesn’t always share specific examples

A certain level of detail is necessary in professional communication, especially when you’re asking employees to meet performance goals, or terminating someone for performance or budgetary issues.

In various scenarios, including terminating an employee and improving a lacking work culture, ChatGPT failed to provide any specific examples or benchmarks to help employees understand what hard work or poor performance actually look like.

Subject: Embracing a More Intense Work Culture to Stay Ahead
Dear Team,

As you are all aware, the competition in our industry is fierce, and the landscape is changing rapidly. To stay ahead, we need to be able to pivot quickly, adapt to change, and perform at our best every day. We cannot afford to rest on our laurels or fall behind our competitors.

To achieve this, we need to embrace a more intense work culture. We need to work harder, smarter, and with more focus and determination than ever before. We need to push ourselves to the limit and strive for excellence in everything we do.

We understand that this may not be comfortable for everyone, and some of you may feel that you are not cut out for this level of intensity. If that is the case, we want you to know that we understand and respect your decision. We are committed to creating a work environment where everyone can thrive and grow, and we realize that not everyone is suited to a high-intensity culture.

However, we also want to stress that those who are willing to embrace this new culture will have opportunities for growth and development, both professionally and personally. We will be providing support, training, and resources to help you succeed and reach your full potential.

We believe that we can achieve great things together, and we are excited about the possibilities that lie ahead. If you have any questions or concerns, please do not hesitate to speak with your manager or HR representative.

Thank you for your commitment and dedication to our company.

Best regards,

[Your Name]
[Your Title]
[Your Contact Information]

3. Doesn’t exercise discretion as needed

Whether it’s for personal privacy or to protect the company, some topics are meant to be treated sensitively. A human HR professional knows not to share things like an employee’s personal details or the company’s trade secrets openly.

But AI doesn’t always have the discretion to know what’s okay to share and what isn’t. For example, when prompted with an employee’s concerns about pay equity, ChatGPT shared details about another employee’s compensation.

Subject: Addressing Concerns about Salary
Dear [Employee Name],

I understand that you recently became aware that another employee with similar experience is making more money than you. I wanted to address this concern and provide some context around our company’s compensation policies.

First and foremost, I want to assure you that we value your contributions to our company and appreciate your dedication to your role. We understand that salary is an important factor in your job satisfaction, and we want to make sure that our compensation policies are fair and competitive.

The salary difference between you and the other employee was not intentional, and it happened due to unique circumstances. We were in a desperate situation when we hired the other employee, and they asked for a higher salary. At the time, we made the decision to agree to their request in order to fill the position quickly, but it was not reflective of our standard salary structure.

It’s important to note that our company has strict policies around salary increases and we cannot adjust salaries outside of our standard compensation policies at this time. We will take steps to ensure that we communicate more transparently and consistently about our compensation policies in the future.

We understand that this news may be disappointing, but we hope that you can understand the situation we are in. We are committed to ensuring that all employees are compensated fairly and equitably, and we will continue to evaluate our compensation policies to ensure that they align with industry standards.

Thank you for bringing this to our attention, and please let me know if you have any further questions or concerns.

Sincerely,

[Your Name]
[Your Title]
[Your Contact Information]

4. Doesn’t suggest face-to-face opportunities

Even if many workplace functions can be handled remotely, in some situations, nothing replaces a human touch.

In many of its responses, ChatGPT didn’t offer employees any opportunity for face-to-face meetings.

This was especially inappropriate in cases like bereavement and diversity, two scenarios where face-to-face meetings can be crucial in helping an employee feel supported.

Subject: Termination of Employment due to Performance Issues
Dear [Employee Name],

I regret to inform you that your employment with our company will be terminated, effective immediately. After careful consideration and evaluation, it has been determined that your work performance has not met the expectations set for your role. Specifically, your work ethic and productivity are not on par with your colleagues, despite repeated feedback and performance coaching.

We understand that this news may come as a surprise to you, and we want to assure you that this decision was not made lightly. Our company has high standards for our employees, and unfortunately, your performance has not met those expectations. As a result, we must take action to ensure that our company remains competitive and successful.

We will be providing you with [specify any severance package or benefits]. Additionally, we will provide you with a reference letter to assist you in your future job search.

We wish you all the best in your future endeavors, and we hope that you will be able to use this experience as a valuable learning opportunity for future professional growth and development.

Sincerely,

[Your Name]
[Your Title]
[Your Contact Information]

5. Contradicts itself at times

Although it can write fairly appropriate responses to a variety of prompts, ultimately, ChatGPT doesn’t really know what it’s saying, per se. AI is about processing rather than understanding – it can be programmed to respond to an input with an output, but it doesn’t necessarily know the meaning of either.

Because of that, we found contradictions and confusing and redundant language in ChatGPT’s responses. For example, in a letter outlining a new employee monitoring system, ChatGPT assured employees that the “system is not intended to be used to monitor or micromanage employees,” seeming to forget that it was talking about a “monitoring system” by name.

Subject: New Employee Monitoring System
Dear [Company Name] Team,

I wanted to take a moment to let you know about an important change that we are making to our operations. As of [date], we will be implementing a new employee monitoring system that will allow us to better track productivity and ensure that we are meeting our goals as a team.

The new system will allow us to see when employees are online and what they are working on, which will give us a better understanding of how work is being done across the company. This will help us identify areas where we can improve productivity and efficiency, and will allow us to provide targeted support and resources to teams and individuals who need it most.

We want to assure you that this system is not intended to be used to monitor or micromanage employees, and we will be following strict guidelines and policies to ensure that your privacy and confidentiality are protected. We recognize that everyone works differently and we want to ensure that our monitoring system is used only to improve operations and support employee productivity.

We understand that this may be a significant change for some of you, and we want to encourage you to reach out to your managers or HR representatives if you have any questions or concerns. We are committed to working with you to ensure that this transition is as smooth as possible.

Thank you for your hard work and dedication to [Company Name]. We are confident that the new employee monitoring system will help us achieve even greater success as a team.

Best regards,

[Your Name]
[Your Title]
[Your Contact Information]

3 ways ChatGPT can help

We’ve proven that ChatGPT can’t exactly replace HR professionals, but that doesn’t mean it can’t help in some of your day-to-day tasks. Here are three ways that using AI can support your work.

1. Addresses legalities

Some of ChatGPT’s most successful responses came from how it addressed legalities, from a sexual harassment investigation to a change in the company insurance provider.

It seems to handle these topics well, possibly because legalities tend to have very specific requirements and parameters.

Feeding the AI specific information about your company policies in your prompts can help tailor these kinds of responses even more.

Subject: Change in Insurance Provider
Dear [Company Name] Team,

I am writing to inform you of a change to our health insurance provider. We understand that healthcare costs are increasing and that this is an issue that affects us all. In an effort to keep our benefits costs manageable, we have decided to switch to a new insurance provider.

We know that change can be difficult, and that some of you may be disappointed that we are not staying with our previous provider. We want you to know that we carefully considered all available options and made the decision that we believe is in the best interest of our company and our employees.

While we understand that some of you may have a preference for our previous provider, we believe that our new provider will offer quality coverage at an affordable price. We will be holding informational sessions in the coming weeks to provide more details about the new insurance plan and answer any questions you may have.

We encourage you to review the plan documents carefully and reach out to our benefits team if you have any questions or concerns. We want to reassure you that we are committed to providing competitive and valuable benefits to our employees, and that this change will not compromise the quality of the care you receive.

We appreciate your understanding and support during this time of transition. Please know that we are here to support you and answer any questions you may have as we make this change.

Best regards,

[Your Name]
[Your Title]
[Your Contact Information]

2. Handles company-wide messaging

The more uncomplicated and universal a topic is, the more likely it is for ChatGPT to give a good response.

The AI did well in scenarios where it had to describe blanket workplace policies that required straightforward action on an employee’s part, like toning down political rhetoric and committing to a more diverse workplace.

Subject: Reminder on Appropriate Use of Internal Messaging Platform
Dear [Company Name] Team,

I hope this email finds you well. I wanted to take a moment to remind everyone about the appropriate use of our internal messaging platform. While we encourage open communication and discussion, we have recently received reports of discussions around politics becoming heated and disrespectful.

We understand that politics can be a topic of interest and discussion, but it’s important to remember that we are a diverse team with a variety of viewpoints, beliefs, and backgrounds. As such, it’s crucial that we treat each other with respect and professionalism in all of our communications, both in person and online.

We ask that all team members remember to be thoughtful and considerate in their online interactions, keeping in mind that the internal messaging platform is a professional tool intended for work-related discussions. Please do not engage in personal attacks, derogatory language, or other forms of disrespectful behavior that may offend or upset others.

We encourage open dialogue and healthy debate, but it’s important to do so in a respectful manner that does not disrupt our work environment or interfere with our productivity. If you have any questions or concerns about the appropriate use of the internal messaging platform, please do not hesitate to reach out to your manager or HR representative.

Thank you for your cooperation and professionalism in this matter. We value each member of our team and look forward to working together in a productive and respectful environment.

Best regards,

[Your Name]
[Your Title]
[Your Contact Information]

3. Deals with uncomfortable situations

Though its lack of empathy holds it back from handling some situations sensitively, ChatGPT responded fairly well to situations involving employee complaints and termination. It was especially well-rated in how it handled terminating an employee due to financial constraints.

ChatGPT can’t replace a manager in these situations – especially given that 77% of professionals say layoffs should be handled in person – but it can provide some structure and support as far as how to broach uncomfortable topics.

Subject: Termination of Employment due to Financial Constraints
Dear [Employee Name],

I regret to inform you that due to financial constraints and a decrease in revenue, we must make the difficult decision to terminate your employment with our company effective immediately. This decision was not an easy one, and we understand the impact it may have on you and your family.

We value the contributions you have made to our company and appreciate your hard work and dedication to your role. Unfortunately, the current economic situation has left us with no other option but to make this difficult decision.

We want to assure you that this decision is in no way a reflection of your performance or the quality of your work. It is simply a measure we have to take to ensure the long-term viability of our company.

We will be providing you with the severance package, which includes [specify the details of severance package] as a token of appreciation for your contribution to the company. Additionally, we will provide you with a reference letter to assist you in your future job search.

Please let us know if you have any questions or concerns, and we will do our best to address them. We wish you all the best in your future endeavors.

Sincerely,

[Your Name]
[Your Title]
[Your Contact Information]

Final thoughts on using ChatGPT in HR

As tools like ChatGPT are becoming more ubiquitous and refined, it’s worth investigating how they can help out in your workplace. Ultimately, however, AI is just that – “artificial,” never quite capturing the human touch.

So, while it can do some simpler tasks, most situations that HR professionals deal with are just too complex for AI to handle – a testament to how valuable our human resources truly are.

The post 5 ways ChatGPT hurts HR – and 3 ways it helps appeared first on Recruiting Resources: How to Recruit and Hire Better.

However, with so many options available to top-tier engineers and tech talent in Greece, it can be challenging to attract them to work for your company instead of a foreign one.

In this blog post, we explore some tips and strategies for attracting the best talent in the Greek software development market – particularly those that have worked at Workable.

1. Offer competitive compensation and benefits

One of the most important factors for engineers when considering a company is the compensation and benefits package. To compete with international companies, it is suggested to offer a competitive salary, health insurance, paid time off and bonuses.

It is also recommended to consider offering perks like flexible working hours, remote work options, and opportunities for professional development.

At Workable, we have consistently offered salaries that exceed the market average to maintain competitiveness. During and after the COVID era, we recognized the impending changes in the engineering market. Consequently, we implemented a strategic plan to elevate our compensation schemes to 20-30% above the Greek market average.

This proactive approach aided us in retaining our software engineers, enhancing their productivity, and attracting superior talent.

When engineers are happy with their compensation, they will promote their organization throughout their own communities.

2. Foster a positive company culture

Creating a positive company culture is the key in attracting and keeping the best talent for a long time. This is especially true in the close-knit software development community of Greece where news, good or bad, spreads quickly.

We take pride in the positive reviews we get about how we hire people. We don’t just look for expertise in certain programming languages or tools. Instead, we search for skilled developers who have a solid foundation and a good understanding of the best practices in the industry.

Our engineering team has put together a detailed training program. This includes online learning and hands-on experience to fully prepare our new team members in their first few months.

When it comes to hiring tech talent in Greece, we look for potential. We feel proud when we see our employees advance in their careers and earn pay raises due to their hard work and dedication. This success comes from bringing on board individuals with potential and talent.

We organize our teams in a way that encourages employees to stretch their professional limits.

3. Provide a challenging and stimulating work environment

Engineers seek stimulating and challenging projects. Attracting top talent requires an environment that encourages creativity and innovation. This means providing access to advanced technologies and tools, allowing engineers to experiment and take risks, and cultivating a collaborative and team-oriented culture.

At Workable, we appreciate that the best candidates are adaptable engineers eager to learn. We don’t concentrate solely on the specific technologies an engineer knows, but rather on strong computer science fundamentals and best practices. We achieve this by providing challenging technical assignments that potential candidates can excel in.

Small hackathons, like those we’ve hosted in the past, can also help us uncover talented individuals. Lastly, we maintain a the Workable Tech Blog where we share the latest technical updates at Workable with the community, to attract talent.

4. Emphasize the impact of the work

At Workable, our engineers deliver valuable tools to recruiters, with client feedback on new features uplifting our team. We hold all-hands meetings quarterly to update everyone on company goals, progress, and our product roadmap. In these meetings, we also highlight our engineering teams’ achievements and future projects.

Product managers announce newly developed features on our Slack channel across the company, acknowledging the efforts of the involved team members. This practice brings a sense of achievement and recognizes hard work.

This way, everyone at Workable stays updated and collaborates towards shared success.

5. Emphasize the benefits of working locally

Working for a local company can offer many benefits that working for an international company cannot. For example, for tech talent in Greece, working for a local company can offer a better work-life balance, as engineers will not have to deal with time zone differences or long commutes.

However, offering the option of a hybrid working model can also be a huge advantage, as it allows for more flexibility and a greater work-life balance. At Workable, we offer both options to our employees, with offices in Boston, Athens, and London, and a flexible remote work policy.

When working on premises we provide our employees with perks like parking, fresh food, snacks, and a variety of drinks daily, and we also have various games like tabletop board games, foosball, programs with vendors for mental and physical well being and to make their day more fun at the office and bring them closer together as teams.

Additionally, we organize an annual company retreat as part of our employee engagement initiative, fostering a sense of unity and camaraderie among team members.

Related: The power of a corporate retreat: 5 reasons why you should do it

Moreover, we acknowledge the contributions of our remote employees and understand the importance of face-to-face meetings for certain business needs. To facilitate this, Workable covers the travel expenses for our remote employees when they are required to visit the office. We believe in supporting our team members regardless of their location, and ensuring they have all the resources they need to be successful in their roles.

6. Offer opportunities for career advancement

Engineers want to work for companies that offer opportunities for career advancement. This includes things like training and development programs, mentorship opportunities, and opportunities to take on leadership roles.

By providing engineers with opportunities to learn and grow, you can keep them engaged and motivated to stay with your company for the long term. In Workable, our development plan gives engineers the opportunity to grow as an individual contributor or as a lead of a team.

This means training in new tech skills, training in soft skills, salary raises and other compensation benefits.

The Greek software development market is highly competitive, and it can be a challenge to attract top talent in Greece to your company. You can get around that by offering competitive compensation and benefits, providing a challenging and stimulating work environment, emphasizing the impact of the work, and fostering a positive company culture.

Add to that the benefits of working locally or remotely and opportunities for career advancement, and you can convince talented engineers to work for your company and help it grow and thrive.

Want to learn about attracting top tech talent in Boston or London? We’ve got those covered as well:

• Wooing top tech talent: Recruiting in the Boston tech scene
• Tech recruitment in London: Luring and sourcing top tech talent

The post Attracting top tech talent in Greece: an approach to success appeared first on Recruiting Resources: How to Recruit and Hire Better.

1. Generative AI

Generative AI is the ability to create new emails, reports, documents, text messages and so on. Believe it or not, this type of AI is still in its infancy even if it’s being utilized across the board now. Look at it as a skilled artist who can paint a picture or write a story from scratch, using the inputs it’s given.

For an HR professional, imagine you have to draft a new company policy. A generative AI tool could help you write it. You provide the key points, and the AI generates a well-structured, professional document. This could save you valuable time and effort on routine writing tasks. More advanced technologies can write all that stuff from scratch.

Consider employee onboarding. Each new hire needs to understand their role, team dynamics and company culture. Generative AI can take your existing company information and create personalized onboarding materials tailored to each new employee’s role and department, making the onboarding process more engaging and effective.

Generative AI can also assist with your internal communication needs. If you need to communicate a new company strategy or initiative, the AI can draft concise, clear messages for you. This ensures consistency in communication, saving you time and reducing the risk of misunderstandings.

Think of generative AI as your virtual assistant. It helps speed up your work and free up the resources normally allocated to menial work, allowing you to focus on the more strategic aspects of your role.

Many of the most advanced HR software systems – including Workable – incorporate generative AI technologies to help you streamline your HR processes.

2. Machine learning

This kind of AI uses algorithms to identify patterns and make predictions based on past behavior. Effectively, you’re plugging in all your existing data – including employee tenure, time-off requests, promotions, salaries, performance reviews, and so on.

You then use that database as a baseline for your machine to ‘learn’ when a candidate is ready to leave their position and why, how much they’ll be paid in the future and how well they will perform on the job. That way, you can get ahead of challenges that may arise and strike when the iron is hot – ultimately making smarter decisions on how you allocate your company resources.

That’s machine learning – or natural language processing – in a nutshell. It’s part of a larger family called deep learning, which uses large neural networks to solve problems that are too complex for humans to solve.

Which brings us to the bigger picture of machine learning: ML can be used to train computers to do tasks that humans can do – like recognizing faces or speech patterns – and it’s also being used in HR applications like recruiting automation and risk assessment tools. The long-term benefits of machine learning for HR include:

Machine learning helps companies make smarter hiring decisions by providing them with data-driven insights into how candidates fit into their company culture, as well as their overall performance potential at each stage in the hiring process. This means fewer bad hires and more successful onboarding experiences for both new hires and current employees alike.

3. Natural language processing

That thing we said up there about recognizing faces or speech patterns? Natural language processing (NLP) falls into a similar bucket. It’s the use of computers to understand human language.

NLP is a subset of AI and can be used in HR for many things such as, for example, sentiment analysis. In other words, NLP analyzes text from emails or other written communication to determine whether an employee is happy or unhappy with their job, based on what they say about it in their writing. This is helpful because it allows you to detect problems before they become issues that need addressing by HR staff or managers.

For example, if an employee writes “This company stinks” in an email message sent out to all employees (and cc’ed everyone), then that may indicate that there are problems within your company culture that need fixing ASAP.

Similarly if someone writes “I love working here!” then chances are good things are going well overall at this point too – but if both sentiments were expressed at once then maybe something else needs looking into? You never know until you look into it though so why not start investigating now? (Of course – these would all be anonymously collected. We’re not asking you to be Big Brother here.)

Related: Learn more about existing and potential technologies in our article on AI, ChatGPT and the human touch in hiring.

4. Predictive analytics

Similarly to machine learning above, predictive analytics can help human resources make better hiring, performance management and compensation decisions. Imagine it as your crystal ball, giving you insights into what might happen next in your workforce.

When it comes to hiring, predictive analytics can analyze past hiring data and determine which qualities led to successful employees. It might be a specific skill set, educational background, or even personality traits. With this information, you can fine-tune your recruitment strategy, focusing on candidates who are most likely to thrive in your company.

In terms of performance management, predictive analytics can go beyond simple evaluations. By studying past performance data, it can help identify trends, strengths, and areas for improvement. Perhaps certain types of training lead to improved performance, or maybe employees with flexible work schedules are more productive. This kind of insight can guide you to make informed decisions about training, development, and work policies.

Predictive analytics also plays a crucial role in compensation decisions. By analyzing data such as market trends, industry standards, and employee performance, it can help you develop a fair and competitive compensation strategy. This not only helps you retain top talent but also attracts new talent to your organization.

Hypothetical examples

Let’s take the example of two companies – Zigzag and Xerxes. Both are startups in marketing and sales technology in Boston, and both are using AI tools to better understand what’s going on in their workforce.

First, Xerxes finds that they have very low attrition rates compared to most other startups in Boston – only 2% per year compared with an industry average rate of 5%. Its employees also have high job satisfaction scores indicating that most everyone loves working there. Xerxes’ HR team has been able to tangibly determine this without needing to go to Glassdoor or another employer review site.

Through their ML, NLP, and analytics tools, the HR team is able to really identify what’s working for them. Turns out that, via anonymous surveys that are only identifiable by location and department, the people in Geoffrey’s and Talia’s teams are noticeably sticking around longer, and moreover, teams that are more diverse are happier in their work. Xerxes’ HR team now knows what to do – incentivize Geoffrey and Talia to stay longer and encourage them to (continue to) build out diverse teams.

Meanwhile, Zigzag’s not doing so great. Their employees are leaving in droves – even within six months of joining. The HR team has already identified a link between low employee engagement scores and high attrition rates.

But now, they use the same AI tools as Xerxes to dig a little deeper, and they’ve learned that the people who are leaving are mostly top performers who want more challenging work assignments or higher salaries.

Flip side: those type-A personalities are leaving because they’re just not getting the opportunities for career growth or L&D at Zigzag. Cue lost productivity and a pretty painful ding in the company pocketbook. But now that the HR team knows this, they can predict who in the company may be a flight risk, and when and why.

Since it’s cheaper to retain your top stars than to find and hire new ones, Zigzag’s HR team presents a plan to the C-suite proposing higher salaries across the board, raises for top performers, a robust L&D strategy and a well-crafted succession plan to preempt those challenges.

Look at that. Just two examples. There are many more out there where HR teams are using – or can use – AI tools in their work. Don’t fret – it won’t replace your work, but rather, grow the value of it.

Related: How AI can enhance human skills and collaboration at work

AI in HR: your newfangled tool for success

This is a lot to take in – but if you use AI in HR processes, you’ll find your HR team can thrive. It’s not just about predictive analytics and machine learning and all that techy gobbledygook – it’s about fine-tuning your HR work so that you’re able to do a better job day to day.

More so, you can assert your value in the company in the eyes of those who run the company, by providing juicy reports and insights and strategies that have a clear link to the bottom line. Execs love that, and you’ll benefit in your role.

The post The 4 main types of AI in HR work – and how you can profit appeared first on Recruiting Resources: How to Recruit and Hire Better.

AI can also be used to automate tasks like payroll and benefits administration – but it’s being used for so much more, including the rapid creation of new policies, contracts, job descriptions, interview questions, and so on. You can also anticipate and plan for outcomes using predictive analytics and machine learning.

But wait. We’re getting ahead of ourselves – just in case you aren’t super well-versed in the terminology, let’s get into what AI is all about.

What is AI and what’s the big deal about it?

Artificial Intelligence (AI) refers to the development of computer systems that can perform tasks typically requiring human intelligence. This includes capabilities such as learning, reasoning, problem-solving, and understanding natural language.

It’s a big deal, especially now, because it’s transforming the way we work in specializations including autonomous vehicles, medical diagnostics, financial management, risk prediction and preemption, and much more.

The way you work will evolve measurably with artificial intelligence being used in human resources. HR expert Josh Bersin wrote recently that “AI (and generative AI in particular) is going to radically change the HR Tech landscape”.

He’s not wrong.

For example: An HR manager might use an AI-enabled tool like Workable as part of their talent acquisition strategy by automating the recruitment process. For example, automated screening frees up time and resources spent on interviewing candidates who aren’t qualified for open positions at their company.

That freed-up time can be invested in other crucial HR work such as managing employee relationships or hiring new team members into existing roles where there are vacancies.

7 ways AI is used in human resources

Let’s get into the deeper ways that artificial intelligence is making its mark on your work in human resources:

1. Recruiting

AI is helping companies find the right talent by analyzing resumes and matching them with job descriptions. Workable is a good example of this – it not only parses resumes for you, it’ll also use the resulting data to pull together a list of ideal candidates scraped from LinkedIn and other online resources, and even write an email for you to those candidates to lure them to your open positions.

The evaluation process is also increasingly AI-driven, from video interview insights to personality assessments and a lot more. In doing so, you’re not only saving countless hours of work but you’re also ensuring that no potential candidate is overlooked due to human error or fatigue. You can even go to ChatGPT itself to help you out, as Nikitas Marinos describes in his tutorial on how to use the tool to build an ideal candidate profile.

2. Performance reviews

Consider the case of Alexandra, a department head who needs to conduct performance reviews for her team. She uses an AI-powered system that tracks and analyzes employee performance data throughout the year. This system considers factors like completed tasks, project involvement and peer feedback.

When review time comes, Alexandra receives a comprehensive report highlighting each team member’s strengths, areas for improvement, and progress over time. This takes the guesswork out of the review process for her, making it more objective and fair for her team.

3. Employee onboarding/offboarding processes

New hires often feel overwhelmed with paperwork and procedures. Now imagine an AI-driven onboarding platform. When a new employee, let’s say, Maria, joins the company, she is guided by this platform. The platform then walks Maria through the necessary forms, introduces her to company policies, and even sets up her initial training sessions.

As a result, Maria feels less stressed and more welcomed. Similarly, when an employee leaves the company, the AI can manage exit surveys, return of company property and other offboarding tasks, ensuring a smooth transition for both parties. It’s a win-win.

Related: Recruitment marketing strategy: why it pays to be authentic

4. Employee engagement initiatives

HR teams often struggle to gauge employee sentiment accurately. An AI-powered survey tool can automate this process. For example, you can automate a short, engaging survey that solicits honest and anonymous feedback from employees – the results of which are analyzed by an AI tool.

Trends and areas of concern are then identified as a result, providing HR teams with the insights they need to improve employee satisfaction and engagement. Want to go deeper in this area? Read on!

5. Talent development and training

AI can also personalize learning and development for employees. Consider the experience of Marcel, who’s very interested in growing in his role in software development – not wholly unusual given that 62% of tech workers find learning and development to be a primary motivator in their work.

Now, imagine an AI platform that analyzes Marcel’s skills and career ambitions. Based on his role and goals, the AI recommends specific training courses, webinars, or workshops. Rachel appreciates this personalized approach, which motivates her to actively engage in her career development.

6. Workforce planning

Executives like Alexandra – the aforementioned department head looking at performance reviews – will also be looking for gaps and opportunities in her team so she can build out her hiring plan for the next year.

By analyzing data such as current workforce skills, industry trends, and company growth plans, an AI tool can predict which roles she might need to fill in the next year. This allows Alexandra to strategize and plan ahead, ensuring the company always has the right talent. The same logic applies across the company – so even a global C-suiter can utilize these tools to boost their perspective.

7. HR chatbots and virtual assistants

Finally, consider an AI chatbot that serves as a 24/7 HR assistant. Employees can ask the chatbot questions about leave policies, benefits and more. This allows the HR team to focus on strategic tasks, while employees get instant answers to their questions, boosting their overall experience.

For example, Workable’s HR team built a chatbot of its own using Chatbase.co:

Artificial intel is the great assistant

These are just a few ways that AI can boost everyday HR tasks, making them more efficient and effective. Each AI-driven solution not only eases the workload of HR professionals but also enhances the overall employee experience – and moreover, gives your role even more value in the overall business.

Want to learn more? Take a deep dive into our all-encompassing article on AI, ChatGPT and the human touch in hiring.

The post How is AI used in human resources? 7 ways it helps HR appeared first on Recruiting Resources: How to Recruit and Hire Better.

When reviewing this tutorial, remember that the ‘consumer’ and the ‘employee’ can be interchangeable terms. For example, where it says ‘its purpose is to protect the personal information of California residents (“consumers”)’, it is equally applicable to read this as ‘its purpose is to protect the personal information of California residents (“employees”).’”

CPRA is the California Privacy Rights Act. It went into effect as of January 1, 2023, and its purpose is to protect the personal information of California residents (“consumers”). CPRA places requirements on businesses for collecting, sharing, or selling personal information.

CPRA is a modification of the California Consumer Protection Act (“CCPA), which has been in effect since January 1, 2020. So if your company has already been subject to the CCPA, CPRA most likely affects you.

What does CPRA mean?

“CPRA” stands for California Privacy Rights Act. The California Privacy Rights Act, or CPRA, is a privacy protection law voted in by California lawmakers in 2020. Its purpose is to protect the personal information of California residents (“consumers”).
When does CPRA go into effect?

CPRA went into effect on January 1, 2023, with a one-year look-back period and enforcement date July 1, 2023.

What does the CPRA do?

The CPRA strengthens the protection of personal information of consumers, acting as an update to the previous California Consumers Privacy Act (CCPA).

The CPRA increases the number of rights of California residents, and adds further requirements on businesses for collecting, sharing or selling that personal information. It continues to restrict the sale of personal information of minors by adding an opt-in requirement.

The CPRA also establishes a new government agency to enforce the laws, the California Privacy Protection Agency.

The CCPA rights include the right to disclosure, the right to deletion, the right of data portability and the right to object to the sale of their personal information. Now the CPRA added the right to correct inaccurate information, the right to opt out of the sharing of information, and the right to limit the processing of sensitive personal information.

Why this concerns you as an employer: When you hire and employ, you are collecting personal information by way of job applications, resumes, employment contracts and other documentation. When this involves California-based workers, it’s your legal responsibility to respect their rights in regards to disclosure, deletion, portability and sale of their information.

Who does the CPRA apply to?

CPRA places obligations on ‘businesses’ headquartered inside or outside of California, which collect personal information of California state residents and satisfy at least one of three conditions:

• Annual gross revenue of more than $25 million.
• Handling (buying, selling, sharing etc.) personal information of more than 100,000 CA-based consumers annually
• Gets at least 50% of annual revenue from selling or sharing CA consumers’ personal information.

Also CPRA covers “service provider”, which is defined as a for-profit entity that processes personal information for a business purpose. CPRA puts strict obligations to service providers as well, on their use of any personal information; and also adds a new category “third parties”, who are neither Business or Service providers.

Why this concerns you as an employer: The extent to which your business operates in California – particularly in terms of annual gross revenue and handling of candidate personal information – will determine the level to which compliance with CPRA is required.

What personal information is protected under this law?

Under CCPA, “personal information” refers to information that identifies, relates to, describes, and is linked to or associated with a consumer or household.

Under CPRA, additional information is protected, including sensitive personal information. Sensitive personal information under CPRA includes:

• Account log-in credentials like password, security, or access code
• Precise geolocation
• Racial or ethnic origin, religious belief, or union membership
• Contents of mail, email, or text
• Sex life or sexual orientation
• Genetic information
• Biometric information that can identify the consumer
• Medical data

Why this concerns you as an employer: Similarly to the employee’s right to privacy and protected characteristics, sensitive information related to any or all of the above falls under the guise of employee’s right to have their personal information remain confidential.

What are the main CCPA/CPRA requirements for businesses?

The main CCPA/CPRA requirements for businesses are:

1. Disclose collection

A business must inform consumers about how personal information is collected and used and how they can exercise their rights and choice.

2. Disclose collection of sensitive personal information

If a business collects sensitive personal information, it must disclose the categories collected or used and whether this information is sold or shared.

3. Disclose retention period

A business must also disclose the length of time it intends to retain each category of personal information, or at least the criteria used to determine this period

4. “Do Not Sell or Share My Personal Information”

A business must provide 2 or more methods for submitting requests to opt-out of selling or sharing personal information.

5. Enter into agreement with service providers

A business that collects personal information and sells or shares it with a third party or service provider must enter into an agreement.

6. Provide the right of deletion

A business must inform consumers of their right to request the deletion of their personal information the business has collected and comply with such a request

7. Provide the right to correct inaccurate information

A business must correct inaccurate personal information when it receives a consumer request.

8. “Limit the Use and Disclosure of Sensitive Personal Information”

A business must respect the request of a consumer to limit its use of the consumer’s sensitive personal information

9. Give consumers the opportunity to exercise their rights

For example, the business must provide two or more designated methods for consumers to submit requests. It must also include a “Do not sell or share my personal information” link on a prominent place of the website’s homepage.

10. Have a CCPA/CPRA-compliant privacy policy

This policy must include a description of a consumer’s privacy rights under CCPA and a link to the “Do not sell or share my personal information” page.

11. Comply with consumer requests

A business must comply with a verified consumer request within 45 days. If the business can’t comply for some reason, it must inform the consumer.

12. Respect consumers’ rights under CCPA/CPRA

This includes the right to access, the right to deletion, the right to data portability, the right to opt-in (for minors) and the right to opt-out.

13. Employee Training

The CPRA requires businesses to train their employees on the CCPA requirements.

Why this concerns you as an employer: Again, think about your employees and job applicants as ‘consumers’ and how any and all of the above requirements apply to you as a business.

Can a company refuse to comply with a consumer’s request?

Yes, under certain conditions. CCPA/CPRA obliges businesses to comply with consumer requests unless certain criteria are met.

For example, a business isn’t required to comply with a consumer’s request to delete their personal information if it’s “necessary for the business to maintain the consumer’s personal information”.

‘The law lists the criteria that make it “necessary” to keep a consumer’s information (e.g. to comply with a legal obligation, detect security incidents and more).

Why this concerns you as an employer: Your employees’ personal information may be ‘necessary’ for your business to succeed, for example, in terms of paychecks, benefits, contracts, and other information pertinent to the employee’s status in your company.

However, consult with legal to ensure that you are compliant in this area as to what personal information you can retain within the boundaries of the law.

Are there exceptions to this law?

There are no exceptions.

Initially, the CCPA provided a one-year exemption for businesses that collect and process personal information in the context of employment, (see Bill AB25), which was further extended till the end of 2022, as well for Business to Business communications (AB1355).

Is CCPA still in effect and what’s the difference between CCPA and GDPR?

CPRA only amends CCPA, so companies that have determined that are subject to the CCPA, still have to comply with all CCPA requirements.

For more information on CCPA or a comparison between CCPA and GDPR, read our in-depth guide to CCPA and CCPA vs. GDPR.

How to implement CCPA/CPRA

Each business might need to follow a tailored plan of action to achieve compliance with the CCPA, but generally, you could follow this CCPA compliance checklist, as best practise:

1. Read about the law yourself

If possible, read the actual CCPA/ CPRA law to see the requirements and collect questions you may have.

2. Consult with your attorney or legal counsel

Legal counsels can answer your questions and explain the requirements of the law, as well as any controversy around it.

3. Compare and contrast with other privacy laws

If you comply with other privacy laws (e.g. GDPR), or have complied already with the CCPA, see if there’s any overlap in the requirements – it’s possible that you already comply with some aspects of California’s privacy legislation.

4. Create a plan for CPRA compliance

You should do this jointly with your legal experts to make sure you implement the right actions (e.g. methods to verify consumer requests, updates on the website or privacy policy)

What are the consequences of violating this law?

Under CCPA, each business has 30 days to cure violations and inform consumers that they have done so. After these 30 days, if the business still doesn’t comply, it can receive a fine from $2,500 for each violation, or $7,500 for each violation relating to consumers that are minors (under 16 years of age).

The business may also need to pay $100 to $750 per consumer per incident or actual damages, following civil action.

Important note: This article is meant to provide general guidelines and should be used as a reference. It’s not a legal document and doesn’t provide legal advice. Neither the author nor Workable will assume any legal liability that may arise from the use of this article. Always consult your attorney on matters of compliance with each law.

The post Navigating CPRA in HR: essential FAQs for California’s privacy law appeared first on Recruiting Resources: How to Recruit and Hire Better.

It sounds like a science fiction dream come true – and it is. Artificial intelligence in the workplace is breathing new life into those visions right now.

Now evidently more than ever, employers everywhere are reaping the benefits of embracing AI technologies – including ChatGPT and its many relatives and enemies – to enhance productivity and solve modern business challenges.

Is this the end of times? Have the machines arrived. Hardly. Rather, the age of AI is paving the way for countless opportunities rather than simply replacing human tasks.

In fact, let’s explore how AI in the workplace could be your formula to evolve your business and its many workflows.

1. Boost collaboration with sharper insights

Imagine a scenario where a team is brainstorming ideas for a new marketing campaign or a sales strategy. You might even be looking for gaps in your workflows and trying to figure out a way to fill that gap with a new hire. An AI system analyzes each team member’s input, packages it all up, and suggests data-driven insights to optimize their campaign, making the process more efficient and effective.

Is this a threat to human employment or creativity? No – rather, it complements your natural skill sets. You’re synergizing (yes, that word) AI capabilities with human intuition and emotional understanding – which is crucial when managing staff and building new strategies that incorporate a lot of both in the planning and execution.

Related: How AI can enhance human skills and collaboration at work

For instance, Workable helps recruiters identify top talent by analyzing applicants’ job experiences and behavioral traits against company requirements on the fly. You can also use ChatGPT itself to build an ideal candidate profile with the input of information packages including the profiles of team members, the job description itself, and the company’s “About Us” page – all of which, incidentally, are already built by humans.

In short: incorporating artificial intelligence into your daily management style allows your team members to free up headspace and sharpen their focus on critical thinking exercises.

2. Speed up work with automation

Envision a scenario where employees no longer have to spend hours organizing their inbox. Instead, your AI-charged email client sorts and prioritizes messages every morning before you even open your laptop, so you can focus on the important stuff.

That’s just one example. Let’s say you deal with countless tickets and requests every day that require your attention – or rather, your “green light” before they can be moved down the line to the next team. Those still need your eyes, of course, but it’s a time suck to open up each ticket, look through it, click “OK”, click a couple of items in a drop-down menu, drag-and-drop to another field, and then send to the next person.

Automation means you just look through it and click “OK”, and the rest of it is automated. That’s how artificial intelligence workplace solutions can open up avenues for increased productivity across teams.

Another example of AI application is in sophisticated language translation software. With increasing workplace globalization, this kind of tool breaks down language barriers that can hamper international teams. Let’s say Bob in New York needs to talk quickly with Keiko in Japan, but Bob’s Japanese isn’t that great, and neither is Keiko’s English.

But they don’t need to worry about that because everything Bob says or types is automatically translated to Keiko and vice versa, so they can move more quickly on urgent tasks.

3. Grow team skills through custom L&D

Picture an employee struggling with a new software tool. Instead of attending a one-size-fits-all training session, they receive a personalized learning path designed by an AI-powered learning platform, accelerating their mastery of the tool.

With the sheer volume of softwares out there, it almost becomes a necessity to have learning modules customized to the specific needs of individual team members – not just newly hired employees, but also long-time tenured workers.

Artificial intelligence in the workplace isn’t just about refining human-generated output; it’s also designed to tap into each individual’s unique potential by creating custom educational experiences. That’s especially pertinent considering the sheer volume of new tech and software launched on a regular basis. The “standardized” toolbox and tech stack may be a thing of the past – especially during times of great change such as in this new age of AI.

For instance, online learning platform Degreed connects team members with personalized skills training programs fueled by AI recommendations source. And Rallyware streamlines orientation processes via chatbots and automation technology – a ground-breaking approach that increases employee engagement rates during onboarding phases.

Investing in your workforce with these tools can inspire, motivate and grow your teams – which makes for more bang at the bottom line.

4. Make smarter decisions armed with data

There are times where your company may be evaluating the potential of entering a new market. An AI-powered business intelligence system can sift through vast amounts of data and provide valuable insights on market trends, customer preferences, and the competitive landscape – and package all that up into a pretty dashboard to support your decision-making process.

AI in the workplace allows for more informed decision making by analyzing large datasets and turning those into actionable insights. By leveraging AI-driven analytics, businesses can quickly identify patterns, trends, and opportunities that would be overly time-consuming for humans to discern on their own.

For example, tools like ThoughtSpot enable users to ask natural language questions and receive instant, data-driven answers based on what you’re feeding into it – whether its logistics in the manufacturing sector or consumer habits in banking.

Meanwhile, predictive analytics platforms like DataRobot enable organizations to forecast future outcomes based on historical data, such as evolving reporting models to meet new regulatory requirements, identifying patterns to make more accurate diagnoses, and monitoring competitor developments to maintain competitiveness in the marketplace.

5. Detect fraud before it causes damage

In a world where cyber threats are increasingly sophisticated, an AI-powered cybersecurity system can detect and neutralize a potential attack on your company’s network before it causes costly damage.

AI-powered security solutions are increasingly playing an indispensable role in protecting businesses from cyberattacks and fraud. These systems can analyze vast amounts of data in real time, identifying suspicious activities and potential threats that might go unnoticed by human analysts – and flagging those threats for immediate human intervention as needed.

For instance, cybersecurity platform Darktrace uses AI-driven algorithms to detect and respond to cyber threats, while Fraud.net leverages AI and machine learning to analyze customer data to detect and prevent fraudulent transactions for e-commerce businesses.

6. ID and preempt supply chain risks

This may be familiar for a lot of businesses these days especially in the wake of COVID-19: your supply chain gets disrupted due to “unforeseen circumstances”. It’s very much speculation but one wonders if the global supply chain challenges triggered by the pandemic might have been eased for companies that already had an AI-enabled supply chain management system in place.

For instance – an AI-driven software can quickly identify alternative suppliers and adjust logistics plans even during minute disruptions, ensuring minimal impact on your overall operations. This improves demand forecasting, optimizes logistics, and automates routine tasks.

And as above, historical data and real-time information is regularly analyzed to make accurate predictions, helping businesses adapt to changing market conditions and minimize any potential disruptions.

For example, Project44 leverages AI to enhance end-to-end visibility and predictability in global logistics operations.

Evolve with artificial intelligence workplace solutions

If you’re feeling apprehensive or skeptical about AI in the workplace, you likely don’t need to be. Every little challenge has its AI solution – be it in recruitment, supply chain, or market volatility.

You’ve heard of the quote: “improvise, adapt, and overcome”. Commonly credited to Clint Eastwood in Heartbreak Ridge, that mentality applies here as well. These are times that demand increased business agility (in other words, improvisation and adaptability) so that you can overcome challenges that come your way, be they old or new.

Some may see AI as a challenge to our society. That is fair. But in pure business terms, it can become an invaluable asset and a great empowerer. And it’ll only grow going forward as we move into this new frontier of technology.

The post The workplace of the future: How AI is evolving the working world appeared first on Recruiting Resources: How to Recruit and Hire Better.

Let’s start by defining what HCM means: it’s a strategic way of managing employees that acknowledges their worth as a crucial driver of competitive edge. It’s about attracting, nurturing, and managing talent to open up their full potential and empower them to contribute individually and collectively to the success of your business.

So, it makes sense to invest resources in your human capital management strategy. Your teams will be high performing and engaged – and you’ll see fewer people leave, and your overall work culture will become a place where people want to work.

Also, smart HCM can help your business adapt more swiftly to shifting market dynamics, ensuring you have the right people with the right skills in the right roles. And when you align your HCM with your overall objectives and values, you can cultivate a culture of perpetual improvement and growth.

The building blocks of human capital management

So, what’s involved in a successful human capital management strategy? The primary nuts and bolts of HCM include:

1. Recruitment and hiring

What you’re looking to do here: Lure and pick the cream of the crop to meet organizational needs.

Recruitment and hiring are crucial components of HCM, as they involve pinpointing and selecting top talent to meet organizational needs. Successful recruitment strategies require identifying the skills, knowledge, and experience needed for each role and crafting targeted recruitment campaigns to draw in the right candidates.

Hiring decisions should be grounded in a thorough evaluation of each candidate’s qualifications and compatibility with the organization’s culture and values. You’re committing as a company in the long term to whoever you’ve decided to hire – so you want to make the right decision if you want to see that role really succeed.

2. Compensation and benefits

What you’re looking to do here: Offer enticing and fair compensation and benefits packages to attract and keep employees.

Compensation and benefits play a vital role in HCM, as they help attract and retain top talent. Organizations should aim to provide competitive and fair compensation packages that align with industry benchmarks and reflect the value of each employee’s contributions. This includes researching local compensation markets and understanding what employees (and candidates) really value in return for the work they’re doing.

Benefits packages should also cater to the needs of employees and their immediate families, encompassing healthcare, retirement, and other perks. The options for benefits are practically limitless, and you can absolutely be creative here. The key is what attracts and retains your stars.

3. Performance management

What you’re looking to do here: Set clear expectations and goals, giving regular feedback and coaching, and assessing performance to drive constant improvement.

Performance management is another pivotal aspect of HCM, involving the setting of clear expectations and goals, regular feedback and coaching, and performance evaluation to drive ongoing improvement. When employees know how they’re doing and what they’re expected to do, and can see the results of their work, they’ll perform better.

Effective performance management strategies entail setting SMART (specific, measurable, achievable, relevant, and time-bound) goals, providing consistent feedback and coaching, and carrying out periodic performance evaluations.

4. Learning and development

What you’re looking to do here: Invest in employee training and development to enhance skills and knowledge and promote career growth.

Learning and development are also indispensable components of HCM, as they involve investing in employee training and development to enhance skills and knowledge and promote career growth. It’s actually growing in importance for many jobseekers – and should be a cornerstone of your HCM strategy especially as businesses become more agile in fast-evolving environments.

Successful learning and development strategies involve identifying employee development needs, crafting targeted training programs, and offering opportunities for continuous learning and skill-building.

5. Succession planning

What you’re looking to do here: Spot and groom future leaders while ensuring continuity of key roles and responsibilities.

Succession planning is the final key ingredient of HCM, involving the identification and development of future leaders and ensuring continuity of critical roles and responsibilities.

Effective succession planning strategies entail pinpointing vital roles and competencies, designing targeted development programs for high-potential employees, and ensuring that key roles are filled by qualified and capable leaders. When you get stuck in a situation where your best workers turn out to be poor managers (the Peter Principle, in short), that means you haven’t got your succession planning strategy really nailed down.

By integrating these key components into a comprehensive approach to HCM, organizations can create a culture of excellence and continuous improvement that drives organizational success and growth.

Harnessing technology in human capital management

Clearly, in what we’ll call the “age of AI”, technology is a must in any form of management, and HCM is no exception. Here are three ways in which technology helps you manage human capital:

1. HR software and tools

Technology can be a great enabler of HCM. HR software and tools can help automate manual processes, streamline data management, and improve communication and collaboration.

Cloud-based HR systems can provide centralized access to employee data, making it easier to manage performance, compensation, and benefits. They can also enable employees to complete administrative tasks, such as requesting time off, updating personal information, and accessing training materials, through self-service portals.

2. Data-driven decision making

Data analytics can provide valuable insights into employee performance, engagement, and satisfaction. By leveraging data, organizations can make informed decisions about workforce planning, training and development, and compensation and benefits.

They can also identify trends and patterns in employee behavior, such as turnover rates, and develop targeted strategies to address issues and improve outcomes.

Related: 10 formulas to help calculate the ROI of HR initiatives

3. Remote work and virtual collaboration

Remote work and virtual collaboration are now staples in the post-COVID work world. Embracing these approaches can help organizations attract and retain talent, while also enabling employees to achieve work-life balance and reduce commuting times.

To make remote work and virtual collaboration effective, organizations need to provide the necessary tools and resources, such as laptops, internet access, and video conferencing software. They also need to establish clear communication protocols and set expectations around responsiveness and availability.

AI is a common denominator in all these. The proliferation of AI tools out there means there’s no limit to the technology you can use and how much it can support you in your work – not simply in automating tasks but also helping you gain valuable insight in areas such as people analytics.

Measuring the impact of human capital management

Finally, your work does not happen in a vacuum. And you aren’t just doing this work for work’s sake. You need to deliver – and you need to show results. There are points where you need to sit down and look at tangible, measurable data points so you can identify areas in need of improvement and areas in which you are succeeding, so you can continue to improve your human capital management strategy.

(And, of course, you’ll have an opportunity to showcase your value as a human capital ‘manager’ to the higher-ups – always a good thing!).

Let’s look at some areas where you can measure outcomes:

1. KPIs

Measuring the effectiveness of HCM practices is essential to ensure optimal results. Key performance indicators (KPIs) can help organizations track progress and identify areas for improvement.

Some common KPIs for HCM include:

• Employee turnover rate
• Employee satisfaction and engagement levels
• Training and development participation rates
• Time-to-hire and time-to-fill metrics
• Revenue per employee

2. Employee satisfaction and retention

Surveys and assessments can provide valuable insight into employee satisfaction and retention rates. By collecting feedback from employees, organizations can identify areas that need improvement and take action to address issues and promote engagement and retention.

Assessments can also measure the effectiveness of specific training programs and provide feedback to trainers and HR leaders on how to improve.

3. ROI

Finally, it’s essential to evaluate the return on investment (ROI) of HCM practices themselves. By measuring the impact of investments in employee development, compensation, and benefits, organizations can make informed decisions about where to allocate resources and prioritize initiatives.

ROI calculations can be complex, but they provide a valuable tool for measuring the effectiveness of HCM practices and identifying areas for improvement.

Max out your HCM – and your business potential

You don’t just hire people, put them in their work stations and hope to see them succeed. Beyond that is an area that requires higher-level strategy, and that’s human capital management.

It’s a critical aspect of organizational success. You’re focused on attracting, developing and managing employees towards the company’s north star which usually involves innovation, growth, discovery, and results.

And again, that stuff doesn’t happen on its own. You manage all that capital with training programs, cultural establishment, technology usage, and so on.

Follow the quick guidelines above and your organization will be well on its way to unlocking the full potential of its human capital and achieving long-term success.

The post What is human capital management – and how do you strategize it? appeared first on Recruiting Resources: How to Recruit and Hire Better.

As an HR practitioner or SMB employer, you’re probably trying to figure out the potential of AI in enhancing human skills and collaboration – especially since this is crucial for staying competitive in today’s rapidly evolving business landscape.

Let’s look at how quickly AI adoption is growing in business. According to a 2022 report by McKinsey & Company, roughly half to three-fifths of all businesses reported that they adopted at least one AI technology in at least one function in annual studies dating back to 2017.

This is probably obvious: this percentage will likely increase dramatically in 2023.

This widespread adoption underscores the growing recognition of AI’s transformative potential and its ability to increase efficiency, productivity and innovation.

But here’s the thing – AI in the workplace isn’t about mere automation of processes. It’s not always about plug-and-play so you can go to the beach.

Rather, when implemented effectively, AI can empower employees to develop new skills, foster effective collaboration and make better-informed decisions. A 2020 report by PwC found that AI could contribute up to $15.7 trillion to the global economy by 2030, with much of this value stemming from its potential to enhance human capabilities.

So, it’s worth a deep dive into how AI can enhance human skills and collaboration at work.

AI improving human skills

Again, AI isn’t about mere automation and optimization. It’s also going to enhance human skills – including personalized learning and personal development, plus improved decision-making. Your business can leverage AI’s capabilities to empower your colleagues to grow, innovate and shine in their roles.

Personalized L&D

AI-powered learning platforms, such as LinkedIn Learning and Coursera, enable employees to access customized learning experiences tailored to their unique needs and goals. AI can now analyze existing skillsets, job roles and performance data to recommend relevant courses and resources to help employees grow professionally.

This is huge in terms of employee engagement and retention. A 2018 LinkedIn survey found that 94% of employees would stay at a company longer if it invested in their professional development. And a TalentLMS survey in late 2021 found that 62% of US tech workers are motivated by training and learning. The payoff is clear.

More so, upskilling to meet new tech developments at work is crucial for success – a 2020 World Economic Forum (WEF) report predicted that by 2025, 50% of all employees will require reskilling due to the adoption of new technologies like AI. Soft skills such as agility, adaptation and autonomous work are becoming even more important.

Decision-making with data-driven insights

Decision-making is another area where AI can enhance human skills. Business decisions are increasingly data-driven. AI analytics tools, such as IBM Watson and Microsoft’s Azure Machine Learning, can process vast amounts of data quickly and accurately, helping employees more quickly make informed decisions based on lightning-quick AI-driven insights.

The benefits of AI-enhanced decision-making are significant. First, AI-driven operations improves accuracy according to a 2022 McKinsey study, leading to better business outcomes and a more competitive edge. This can have far-reaching effects from optimizing supply chain management to improving customer satisfaction and driving revenue growth.

AI may have some limitations in terms of replicated human bias – more on that below – but when used wisely, it can also promote more unbiased decision-making. It can reduce and even eliminate cognitive biases that cloud human judgment, making for more objective, data-driven decisions including in HR.

For example, AI-powered recruitment tools like Workable ensure unbiased hiring processes. For example, its Video Interviews functionality creates interview questions that autopopulate across all interviews for a uniform experience, and its AI Recruiter surfaces candidates based on qualifications and experience. Its AI-created job descriptions are also free of bias.

AI fostering workplace collaboration

As the modern workplace continues to evolve, effective collaboration has become more important than ever. AI tech can also facilitate communication, as well as streamline project management and workflows.

Let’s look at each in depth:

Communication

AI-powered communication tools are revolutionizing how teams collaborate. AI-enhanced tools like SuperNormal’s AI-driven notetaking functionality can significantly improve communication and collaboration among team members.

For example, SuperNormal features automatically transcribes and analyzes meeting content, making it easy for participants to review, share and reference key points discussed. This capability not only enhances communication but also helps to ensure that remote and distributed workers remain engaged and informed, even if they’re unable to attend a meeting in real time.

Chief CX Innovation Officer Jonathan Shroyer at Arise Virtual Solutions is a huge proponent of AI tools in communications, citing emerging tools include AI support chatbots, repeat process automation, AI agents and big data bots in this Forbes article.

Project management and workflow

Project management is another area where AI-enhanced tools such as Asana, Trello and Jira can streamline workflows and improve team collaboration through the automation of tasks, identification of bottlenecks and future-proofing against project risks.

For example, Asana’s workload feature uses AI to analyze team members’ capacity and automatically allocate tasks, ensuring that work is distributed evenly and preventing burnout. Similarly, Trello’s AI-powered ‘Butler’ automates routine tasks, enabling team members to focus on higher-value activities and collaborate more effectively. Atlassian has incorporated predictive machine learning tools into its Jira and Confluence softwares.

The impact of AI on project management is significant. Harvard Business Review writes extensively about how AI will transform project management. In their article, they say that about $48 trillion are invested in projects annually, but only 35% of projects are considered to be successful according to Standish Group. And according to a Gartner report, 80% of project management tasks will be run by AI by the year 2030.

That’s a lot of money at stake. If AI-driven project management can make processes more efficient and productive, shortening project durations and reducing errors, it’s a no-brainer to incorporate AI and machine learning capabilities to foster team collaboration.

Overcoming challenges of AI implementation

It’s not all roses, though. There are challenges that you need to bear in mind when implementing AI to support human skills and collaboration at work. Concerns about job displacement and ethical considerations are pressing issues that you must address as you bring AI into your everyday operations.

Job displacement

One of the most significant concerns surrounding AI implementation is the potential for job displacement. While AI can automate repetitive tasks and improve efficiency, this automation has raised fears of job losses and workforce disruption. For instance, a new World Economic Forum report finds that a quarter of all jobs will be impacted over the next five years with AI at the forefront of those changes.

Here’s a spin on it, however – that same WEF report notes a net positive in jobs over the next five years due to these new developments. It’ll be tumultuous, but in the end, it’s a shift in jobs rather than a reduction in job opportunities.

However, to overcome redundancy, companies will need to adopt the right strategies and invest in workforce development to ensure they stay competitive in the business landscape. Rather than simply seeing AI as replacing humans in work processes, AI can be viewed as a complementary tool that enhances human skills. By focusing on the opportunities that AI creates, organizations can unlock the technology’s full potential and ensure a smooth transition for their workforce.

MIT’s Paul McDonagh-Smith is a supporter of this mentality, highlighting the merger of technological prowess with human drivers to boost your organizational ‘creativity quotient’. In a recent webinar, he discussed how human and machine capabilities can work in a mutually complementary fashion rather than compete with each other.

So what does that mean? Change does not need to be scary. It can be seen as an opportunity. Employees can be reskilled and upskilled so they’re equipped with the resources and talents they need to adapt quickly to their evolving roles and the technologies that come with them. Those who are agile, prepared and continually learning will get ahead.

Data backs this up. The WEF reports that 50% of all employees will need reskilling by 2025 as adoption of workplace technologies grows – with the bulk of those skills focused around problem-solving and critical thinking.

If you proactively address those needs in your business, you can mitigate those job displacement concerns in your teams. Encourage them to grow and develop, and support them to do so, so your business can be set for success in the age of AI.

Ethical use of AI in the workplace

As AI becomes increasingly integrated into the workplace, ensuring its ethical use is paramount. You’ll want to address potential issues related to employee privacy and algorithmic bias to ensure a responsible and equitable AI-driven work environment.

To protect employee privacy, you should establish clear policies and guidelines regarding the collection, storage and use of personal data. By being transparent about how AI technologies process employee data and implementing robust security measures, businesses can build trust and mitigate privacy concerns.

Addressing algorithmic bias is another essential element of ethical AI use. AI systems can inadvertently perpetuate existing biases if they are trained on biased data or designed without considering potential biases. Amazon’s gender-biased hiring using AI is one of the more prominent examples, as well as the infamous “racist soap dispenser” that made waves online some years back.

To counteract these issues, SMBs should invest in diverse AI development teams and implement bias-detection and mitigation strategies in their AI systems. By doing so, they can promote fairness, inclusivity and diversity in the workplace.

Finally, maintaining human oversight is crucial for the ethical use of AI. While AI can augment human decision-making and enhance productivity, it is essential to ensure that humans remain in control and responsible for critical decisions.

AI is the great empowerer

AI in the workplace will revolutionize how we work, collaborate and innovate. It won’t replace humans – it’ll simply enhance human skills. That is, if we empower employees to grow professionally and adapt accordingly to the changing demands of the modern work environment.

Organizations can also incorporate AI tools to foster workplace collaboration, facilitate communication, streamline project management and optimize workflows. At the core of all this? The human aspect.

There’s a powerful saying that’s making the rounds right now: AI will not take your job, but people who use AI will. Keep that in your mind as you move forward – AI isn’t a threat. It’s a great empowerer.

Humans now get from point A to point B faster using machines rather than horses, and can build more quickly with nail guns and electric saws rather than hammers and hacksaws. You’ll find that with a balanced approach and a well-developed human development strategy that incorporates AI, you can continue to thrive as people and as businesses.

The post How AI can enhance human skills and collaboration at work appeared first on Recruiting Resources: How to Recruit and Hire Better.

But what does that mean for your organization? Why does it matter? And what can you do to change that?

Let’s walk through the challenges of disjointed collaboration tools and what you stand to gain from a single, unified communication platform.

Challenges of disjointed systems

Workforces, customers and clients today are more distributed than ever before. According to Gallup, only two in 10 full-time U.S. employees are completely on site. Over the long term, most organizations plan for their workforce to lean hybrid, with 55% working both in-office and remotely, 22% fully remote, and 23% fully in office.

More importantly, that’s what the workforce wants. A recent Buffer report indicates that 97% of employees want to work remotely at least some of the time for the rest of their careers. Communication platforms are essential in keeping team members connected across the hybrid workplace.

Here’s the problem: During the pandemic, companies rushed to accommodate the suddenly remote workforce, often adopting multiple collaboration tools to meet varying needs. Research reveals 72% of businesses now use between three and nine collaboration tools, while one in five reports using more than 10. For companies that generate more than $10 billion in revenue, that figure more than doubles to 42%.

Relying on multiple collaboration tools can create a fractured communication environment, particularly if your solutions don’t work well together. Even worse, it opens a Pandora’s box of other challenges:Increased administrative work: Managing a few different communication platforms is hard enough, let alone half a dozen. Typically, each system is managed through its own dashboard, furthering the burden IT teams bear when overseeing their company-wide use.

Let’s look at some of the challenges of a disjointed tech stack:

1. Greater IT costs

Multiple vendors, multiple contracts, multiple bills. Together, these create higher costs that can impact your capital and operating expenses.

2. Heightened security risks

Each platform is an entry point into your infrastructure. A larger attack surface means your proprietary information and private data are at greater risk. Worse yet, the more systems you have, the more difficult it is to regularly update, patch, and protect them.

3. Decreased productivity

Team members need to stay aligned on priorities to meet deadlines efficiently. Fragmented systems create communication silos that make it difficult for employees to collaborate, connect, share ideas, and remain on the same page.

4. Frustrating, disjointed user experience

Nobody enjoys jumping between dashboards and disparate interfaces, especially when they’re juggling high-priority projects. Moreover, each platform works differently, which means multiple onboarding processes and workflows.

Connecting the dots

Recent data shows 86% of organizations plan to consolidate their collaboration solutions in the next year. One way to do it is by leveraging a Unified Communications as a Service (UCaaS) platform.

UCaaS refers to the integration of multiple enterprise communication tools into a single, comprehensive platform. Rather than jumping between different systems or juggling various devices, everything is accessible through one comprehensive suite of capabilities. But UCaaS isn’t merely how you bridge the gaps between your technologies, it’s also how you keep employees connected and customers close.

The benefits of using one unified platform include:

1. Improved efficiency

With access to all the necessary tools, employees spend less time troubleshooting issues or switching between platforms and more time on core business operations.

2. Enhanced collaboration

UCaaS platforms break down information silos, empowering you to share files, present ideas, and enable asynchronous communication through messages, videos, and more. Plus, it makes data more accessible for both administrators and team members to use to their advantage.

3. Better employee engagement

There’s only one system to learn, so you don’t need to waste resources training employees on various tools. This goes a long way toward keeping people engaged at work, as it’s both more intuitive and can make their jobs easier in the long run.

4. Lower total cost of ownership (TCO)

Replacing multiple solutions with a single, vendor-agnostic provider can reduce TCO by as much as 56%.

5. Easier administration and management

UCaaS platforms provide a single dashboard for the management of users, apps, and even devices. They make it easy for IT to provision users, troubleshoot issues, and gain powerful insights and analytics – all while controlling end-to-end security.

UCaaS must-haves

What does a fully unified communication solution really look like? Along with a robust array of features, the best vendors should cover a few key capabilities:

Calling: Cloud calling allows you to replace a costly Public Branch Exchange (PBX) infrastructure with a fully cloud-based Voice-over-Internet-Protocol (VoIP) solution. This enables you to call from anywhere on virtually any device, including a desktop computer, laptop, tablet, smartphone, or softphone.

Messaging: Always-on messaging can be used synchronously or asynchronously to keep people in the loop no matter where they are. With one messaging system across the entire business, you can easily share files and reach out to team members at the click of a button.

Meetings: Video conferencing is a hybrid work staple. But, with innovations aimed at real-time engagement, like digital white boarding, polling and Q&A features, video conferencing goes beyond a mere staple to something vital your teams will look forward to. Plus, accessibility tools such as live translation and closed captions ensure everyone can participate in collaborative settings.

Devices: Collaboration devices are a great addition to any UCaaS solution. They bring an added layer of high-quality video and audio, innovative features like background noise removal, and, most importantly, the ability to get the full native experience on leading meeting platforms – all with a single touch to join.

Power up your hybrid future

As organizations continue to embrace hybrid flexibility, the challenges of disparate communication systems will only become more difficult.

The optimal way forward is to consolidate those technologies into a single, unified communication and collaboration suite with the capabilities necessary to empower a distributed workforce and make your IT ecosystem simpler to manage.

Reilly Nolan is a writer with more than 10 years of experience across the technology, healthcare, interior design, consumer goods, and fashion industries. Unpacking the human aspect of the product experience is what informs his writing most. In his spare time, Reilly has published and shortlisted fiction in a variety of national literary magazines.

The post UCaaS: Why companies need to consolidate collaboration tools appeared first on Recruiting Resources: How to Recruit and Hire Better.

Workable is now recognized by Indeed as a Platinum Partner in their recently launched ATS Partnership Program – meaning that of the 400 ATS integrations that Indeed has, Workable has one of the strongest integrations with their technology.

As a Platinum Partner, Workable users now have access to exclusive resources and tools that will boost their recruitment efforts and get them closer to the hire. This includes Workable user access to integrations such as:

• Indeed Apply
• Candidate Sync
• Indeed Sponsored Jobs
• Disposition Data

This all helps increase job performance and visibility, simplify the application process, and target the most relevant candidates.

You’ll also have access to more data analytics, industry insights and recruiting best practices, all of which you can utilize to boost your hiring strategies.

Two features of this partnership stand out:

Our Indeed Apply integration provides a candidate-friendly application experience on Indeed — boosting applications by up to four times. The Indeed Apply integration also means job postings stand out in search results and reduce cost-per-apply costs by 20% for sponsored jobs.

Also, our Sponsored Jobs integration promotes your job postings on Indeed, increasing the likelihood of hire by 4.5 times. With data-driven matching technology built on 17+ years of hiring data and job seeker insights, Sponsored Jobs promotes your jobs to candidates who are most likely to apply — helping you attract top-caliber candidates. Sponsoring a job on Indeed also ensures you reach a diverse and high-intent audience to expand your pool of quality applicants.

Overall, Indeed is visited by millions of people every month who are looking for jobs, and through our Platinum partnership, we can ensure that job postings published via Workable receive even more visibility and attract an even richer pool of candidates.

As an expert in recruitment and staffing solutions, we know the challenges that companies face when it comes to finding and attracting the right employees. We understand the importance of being agile and proactive in our recruitment strategies, and this new partnership will allow us to do just that.

The post Workable enhances hiring as new Indeed Platinum Partner appeared first on Recruiting Resources: How to Recruit and Hire Better.

Through people analytics, HR teams can gain valuable insights into employee productivity, engagement, retention and performance that can positively impact the organization’s bottom line – and then implement action plans to improve those areas because they’re now tangibly tied to revenue.

To help you quantify all this, we’ve compiled a list of formulas to measure key metrics. The actionable tips provided can help you and your colleagues optimize your HR strategies and make informed decisions that contribute to business success.

By leveraging people data analytics, you can make significant impacts in your work.

Let’s look at the formulas now.

1. Cost per Hire

This formula can help to calculate the cost of hiring a new employee.

• Cost per Hire = Total Cost of Hiring / Total Number of Hires

For example, if the total cost of hiring in a year was $500,000 and the total number of hires was 100, the cost per hire would be $5,000.

Actionable Tip: Use recruitment metrics to track the effectiveness of recruitment sources and optimize them for cost and quality of hire.

2. Revenue per Employee

This formula can help to calculate the revenue generated per employee.

• Revenue per Employee = Total Revenue / Total Number of Employees

For example, if the total revenue in a year was $10,000,000 and the total number of employees was 100, the revenue per employee would be $100,000.

∫Implement employee engagement and development programs that improve employee productivity and contribute to overall business success.

3. Employee Productivity

This formula can help to calculate the productivity of employees.

• Employee Productivity = Output / Input

For example, if an employee produces 100 units in a day and works 8 hours, the employee productivity would be 12.5 units per hour.

Actionable Tip: Use performance metrics to identify areas for improvement and provide employees with the necessary tools and training to improve productivity.

4. Return on Investment (ROI)

This formula can help to calculate the ROI of a people analytics project.

• ROI = (Gain from Investment – Cost of Investment) / Cost of Investment x 100%

For example, if a people analytics project costs $100,000 and results in a gain of $200,000, the ROI would be 100%.

Actionable Tip: Identify high-impact HR initiatives and use predictive analytics to measure the potential ROI before investing resources.

5. Cost of Turnover

This formula can help to calculate the cost of employee turnover.

• Cost of Turnover = (Separation Costs + Replacement Costs + Training Costs + Productivity Costs) / Total Number of Employees

For example, if the total cost of employee turnover was $500,000 and there were 50 employees in the company, the cost of turnover would be $10,000 per employee.

Actionable Tip: Conduct exit interviews to identify factors contributing to turnover and implement changes that improve employee retention.

6. Revenue per FTE (Full-Time Equivalent)

This formula can help to calculate the revenue generated per full-time equivalent employee.

• Revenue per FTE = Total Revenue / Total FTEs

For example, if the total revenue in a year was $10,000,000 and the total number of full-time equivalent employees was 50, the revenue per FTE would be $200,000.

Actionable Tip: Use workforce planning to optimize the number of FTEs and ensure they are aligned with business goals.

7. Cost Savings

This formula can help to calculate the cost savings of a people analytics project.

• Cost Savings = (Cost Before Implementation – Cost After Implementation) / Cost Before Implementation x 100%

For example, if a people analytics project results in a cost savings of $50,000 and the initial cost was $100,000, the cost savings would be 50%.

Actionable Tip: Leverage insights from data analytics to optimize business processes and reduce costs.

8. Cost per Training Hour

This formula can help to calculate the cost per training hour for employees.

• Cost per Training Hour = Total Cost of Training / Total Number of Training Hours

For example, if the total cost of training in a year was $50,000 and the total number of training hours was 500, the cost per training hour would be $100.

Actionable Tip: Use learning analytics to measure the effectiveness

9. Cost of Absenteeism

This formula can help to calculate the cost of absenteeism.

• Cost of Absenteeism = (Total Salary Cost / Total Number of Workdays) x Number of Absent Days

For example, if the total salary cost for a month was $100,000, there were 20 workdays in the month, and an employee was absent for 2 days, the cost of absenteeism would be $1,000.

Actionable Tip: Implement wellness programs that promote employee health and reduce absenteeism.

10. Cost of Overtime

This formula can help to calculate the cost of overtime for employees.

• Cost of Overtime = (Total Overtime Hours x Overtime Rate) / Total Number of Employees

For example, if the total overtime hours for a month were 200 and the overtime rate was $20 per hour, and there were 10 employees, the cost of overtime would be $400 per employee.

Actionable Tip: Use predictive analytics to forecast peak workloads and optimize staffing levels to reduce overtime costs.

Use these formulas consistently and track their progress throughout the year – and then the insights will become clearer. With these in your pocket, you’ll be able to measure the ROI of various human resources initiatives and therefore make data-driven decisions to contribute to business success – and show the value of what you do as an HR pro.

Want to learn more? Check out our guide on showing the ROI of people analytics.

The post 10 formulas to help calculate the ROI of HR initiatives appeared first on Recruiting Resources: How to Recruit and Hire Better.

In other words, you want to show the ROI of people analytics. You want to demonstrate that it’s worth it to invest in deep people data and build an analysis strategy.

People analytics can provide a wealth of insights into employee behavior, productivity, engagement and retention – and perhaps more importantly, that knowledge can be leveraged to make informed decisions that positively impact the bottom line. Plus, you show your own value in the role – crucial in a time where ROI is a primary metric when reviewing performance and value.

Skip all this and go straight to the 10 HR formulas that can help you calculate the data in meaningful ways.

What does ‘ROI of people analytics’ mean?

First, before we start, let’s get into what ‘ROI of people analytics’ actually means for you and your business. It refers to the financial return on investment gained from collecting, analyzing and interpreting data related to your employee resources. It’s also a measurement of the value of that data and how it directly ties back to business success.

That’s pretty succinct. Now, let’s get started on how you can showcase the ROI of people analytics.

1. Collect people data

Collecting people data can seem challenging at first glance, but it is crucial to ensure that the data collected is accurate and relevant to the business. Getting a ‘sense’ of the working environment (or, as some like to say, the temperature of the room) isn’t good enough. You need concrete information.

One way to collect data is to use a combination of surveys, focus groups and interviews to get a comprehensive understanding of employee attitudes, behaviors and morale.

Another effective way to collect data is to use technology such as employee monitoring software and data analytics tools. There are even softwares that can anonymously monitor all communications that happen within a company, including video meetings, emails and text communications.

The word ‘anonymous’ is important here – you still want to respect the privacy of your colleagues and employees.

Related: 4 people data mistakes you’re making in the employee lifecycle

2. Package people data

Once you have a comprehensive people data repository, you need to package that data in meaningful ways so it’s easily understood by stakeholders. Use visualizations such as graphs, charts and dashboards so your audience doesn’t have to work to understand it. You’re likely addressing people who value time, so make sure your visualizations are easy to digest.

Whether it’s the HR executive, board member or investor in your company, they’ll appreciate something that has clear insights and highlights, but at the same time doesn’t force a specific narrative on them.

You can customize to meet the specific needs of different stakeholders, whether they are HR managers, directors, executives, board members or investors – all have their own part in the play.

Most importantly – draw clear ties to revenue. For example, a Forbes study finds that companies who focus on employee experience (EX) amass 1.8 times greater revenue growth than companies who don’t. You can start from there.

3. Identify insights

There are several key insights to watch for when analyzing people data. These include employee engagement, retention, performance and diversity.

Greater employee engagement clearly equates more productivity. Retention means less investment in backfill and turnover – and more seasoned workers. Higher performance is self explanatory.

And diversity? The positive business impact of diversity in the executive level is real: companies in the top quartile for gender diversity at that highest level are 21% more likely to generate higher profits than those who are not, according to McKinsey. Again, that’s an example of how you can find insights in people data that tie directly to revenue. Which brings us to the next section:

Tie people data to company revenue & strategy

Insights can be fun and interesting but they’re pointless unless you draw a clear link to the bottom line. That’s the ROI of people analytics – showing the return on your investment in tangible terms.

The good news is there are some quick ways to do this:

1. Identify KPIs that have a direct impact on revenue

Start by identifying the KPIs that have a direct impact on revenue, such as customer satisfaction, sales numbers or productivity metrics. You don’t have to tie these to people analytics just yet – right now, just pull together those KPIs.

2. Compile your business goals

Then, identify the business goals that can be achieved through effective people management. For example, if the business goal is to improve customer satisfaction, then you can look for people data points that contribute to achieving that goal.

3. Identify the correlations between people data and revenue/goals

Now that you have the numbers, KPIs and goals in front of you, it’s time to find the correlations between people data points and revenue KPIs and company goals. For example, if you find that an increase in employee engagement leads to higher productivity, and higher productivity leads to increased sales, then you can draw a direct tie between employee engagement and revenue. And then you would have a case for investing in initiatives that drive employee engagement – such as a company outing, a team-building event, free in-house lunches every Wednesday, and so on.

Yes, tying people data points to company revenue and overall business strategy requires a deep understanding of the business goals and how they can be achieved through effective people management.

This will involve a bit of homework on your part, but by identifying and tracking all these metrics, you can demonstrate the real ROI of people analytics.

Now it’s time to present your findings. But, of course, you’ll run into some challenges, such as skeptical stakeholders. Let’s focus on that.

Showing skeptical stakeholders the value of people analytics

Some leaders and managers will “get it” right away – others may not. That’s the reality of business – sometimes it’s additional work to get people to buy into your idea. And you may also get some initial pushback.

It’s important to know that in many cases, the pushback is legitimate: the stakeholder is responsible for their piece of the pie in the business and they want to know the value your project or idea can bring to them.

Here are a few ways you can get buy-in from the skeptics:

1. Understand their concerns

Start by understanding the concerns of skeptical executives. Are they skeptical of the data being used? Are they unclear about the benefits of people analytics? Once you understand their concerns, you can address them more effectively.

An example of what you can say to them: “I understand that you may have concerns about the data being used. I’d be happy to walk you through our data collection methods and how we ensure the data is accurate and relevant to our business goals.”

2. Highlight the potential benefits

Highlight the potential benefits of people analytics, such as improving employee engagement, retention, and performance, and ultimately driving business success.

An example of what you can say to them: “People analytics can provide valuable insights into employee behavior, productivity, engagement, and retention, which can drive business success. By collecting and analyzing data and presenting it in a meaningful way, we can demonstrate the tangible ROI of people analytics and contribute to achieving our business goals.”

3. Use real-life examples

Use real-life examples of successful ROI in people analytics to demonstrate the value of people analytics in achieving business success.

An example of what you can say to them: “[XYZ Company] used people analytics to identify high-performing employees and replicate their behaviors in others, resulting in a 5% increase in revenue. By leveraging the power of people analytics, we can achieve similar results and drive business success.”

4. Demonstrate the connection to business strategy

Demonstrate the connection between people analytics and overall business strategy by tying specific people data points to business goals and showing how people analytics can contribute to achieving those goals.

An example of what you can say to them: “By collecting and analyzing data related to employee behavior, productivity, engagement, and retention, we can identify areas for improvement and implement changes that directly contribute to achieving our business goals. For example, by improving employee engagement, we can drive higher customer satisfaction, which is a key business goal.”

There’s one common theme through all of this: be clear and concise in your communications and language, whether it’s in email, Slack, in person, video, phone, or anything else. You want them to see exactly what you’re seeing.

ROI of people data: for you and for your business

Defining ROI is a must in today’s competitive business landscape. The more you clearly outline the ROI of your contribution and recommendations in your job, the more indispensable value you build for yourself in the eyes of those who manage the company.

People data is no exception to that rule – whether you’re in the trenches as an HR generalist or you’re leading the charge as an HR executive, it’s smart to have a consistent people data strategy that can be leveraged for concrete business results.

The post ROI of people analytics: augment your value in HR appeared first on Recruiting Resources: How to Recruit and Hire Better.

Don’t get nervous. This isn’t T-1000 coming for your job. AI in recruitment can ultimately be a good thing, but only if you properly harness AI’s power. It’ll reduce the time it takes to fill open positions, freeing up vast resources for you to focus on higher-level strategy and actually build stronger human connections with candidates (ironic, we know).

Let’s walk through some of the highlights of incorporating AI recruiting platforms into your overall hiring strategy. And then we’ll look at some of the potential challenges. Ready?

What can AI recruiting software do for you?

AI recruiting software presents numerous advantages – and many recruiters agree. As it happens, 76% of recruiters believe AI has or will have a significant impact on their hiring process according to LinkedIn.

How? In short, by leveraging artificial intelligence, these tools streamline the hiring process, eliminate human bias and empower data-driven decisions – and a lot more.

Let’s look at the ways in which that happens.

1. Advanced candidate sourcing

AI-driven recruitment platforms can access a broader pool of candidates, reaching passive job seekers who may not be actively applying for positions. This enables employers to discover candidates who may have otherwise been overlooked.

This can be huge when you’re hypertargeting candidates for niche positions and when you’re regularly experiencing shortflows in the number of applications for your jobs.

2. Improved resume screening

AI-driven hiring tools use machine learning algorithms to analyze resumes and predict candidate performance for you, opening up time for recruiters and hiring managers to quickly identify the most suitable candidates before moving them forward in the process.

When 72% of applications are considered low or average quality by recruiters according to Gartner, and the number of candidates per job is rising all the time, AI-assisted screening can provide a boost to the hiring team’s work process.

3. Enhance candidate experience

AI recruitment tools create a personalized and engaging experience for job seekers. AI-driven tools can guide candidates through the application process and answer common questions, resulting in a more streamlined and positive experience for job seekers.

It can also ensure better matches between employers and jobseekers – making for a better connection both ways. It also cuts down many other popular items in the candidate complaint box as outlined in Reddit, including no longer having to reenter resume details, being asked the same questions multiple times, and long waits between stages.

4. Make data-driven decisions

AI recruiting software equips you with more valuable insights and analytics, giving you greater ability to make informed decisions throughout the hiring process.

Gartner analyst Gareth Herschel said in 2021: “Organizations must recognize that when so many things are changing so rapidly, they need to invest in people and systems that will help make sense of that change and respond to it. Organizations need data and analytics.”

That mindset applies hugely here.

5. Minimize bias

AI recruitment platforms use algorithms to minimize the impact of unconscious bias on the hiring process. By implementing standardized screening methods and using AI-driven tools to analyze candidate profiles, organizations can create a more diverse and inclusive workforce.

There is, of course, concern in regards to bias in hiring as a result of AI – because AI is ultimately a replicant of existing human systems. Doesn’t mean AI is inherently bad, though. It simply calls for proper oversight.

As Harver Chief Data Science Officer Frida Polli wrote in Harvard Business Review: “It is impossible to correct human bias, but it is demonstrably possible to identify and correct bias in AI.”

6. Save costs

Implementing AI recruiting tools results in significant cost savings for your organization. By automating repetitive tasks and improving the efficiency of the recruitment process, employers can reduce costs associated with lengthy hiring processes in terms of sheer hours.

Plus, with its greater efficiency in hiring, AI can also lower employee turnover rates. You can avoid those horrible costs associated with replacing employees.

What are the risks of AI recruiting software?

Now, let’s look at the flip side of the coin. AI isn’t magically going to solve all your problems. Just as every new solution creates new problems – the incorporation of AI recruitment software into your hiring process comes with some challenges.

If you’ve seen Jurassic Park, you know the great quote from Dr. Ian Malcolm: ““Your scientists were so preoccupied with whether they could, they didn’t stop to think if they should.”

Now, we’re not saying you shouldn’t use AI in your recruitment workflows. But you should be mindful of these new potential trip-ups when you do use it:

1. Speed won’t always win the race

When you speed up the hiring process, that does put butts in seats faster – and many candidates will appreciate how quickly you move them through the pipeline compared with other companies. That can have the opposite effect for some candidates who feel like they’re just being rushed through and then ushered out – not great for the candidate experience.

Optimizing the process does not always mean speeding it up. Rather, it means being more efficient – that’s the role AI recruitment software can play in your overall strategy.

2. The lack of human nuance

When you leave everything to AI, there can be an unsettling lack of nuance in the process. Even as AI continues to evolve, there’s an ‘uncanny valley’ element to it that persists – in other words, there’s a feeling that it’s not quite human and not quite ‘all there’. If you can sense that when working in ChatGPT in your various tasks, that’s just proof that it’s not able to fully replicate the important human aspects of hiring.

Some of the bigger decisions in recruitment – namely, who to offer the job to – should still be left to us lowly humans and not entirely left to AI or algorithm. You’re hiring someone to fill a new job and that’s high-enough stakes to warrant human-centric decision-making in at least some parts of the hiring process.

3. AI isn’t always accurate

If you’ve worked extensively in ChatGPT, MidJourney or another generative AI tool, you’ll find that it’s not always spot on in detail. Sometimes it’ll pull up a weird made-up statistic or quote as a “hypothetical example”, or it’ll create an image that’s not quite what you were looking for.

So when you’re using generative AI to create a new company policy or onboarding plan, put a second set of eyes on it – and make sure that set of eyes is an actual human with experience in human resources. That important oversight can make a big difference in catching those little things.

Evolve, but be smart about it

AI recruitment software enhances the process and will continue to as AI evolves. But responsible use of the AI is crucial to ensure a smooth-moving, efficient hiring process for both hiring managers and recruiters.

But the benefits do outweigh the risks by and far. You could choose not to integrate AI recruiting tools and platforms into your overall strategy but you run the risk of falling behind your competitors when attracting top-tiered talent to your organization.

Alternatively, you could go all-out AI in your process, which clearly has problems of its own.

The choice is up to you, of course. Choose wisely.

The post AI recruiting software: use it wisely and reap its benefits appeared first on Recruiting Resources: How to Recruit and Hire Better.

And, of course, your hiring team is leaning on you to ensure the onboarding and orientation process goes absolutely perfectly.

But, there’s a but: Miriam is one of two dozen new hires starting that week because you’re scaling operations as a company. That puts you in a bit of a pickle. You just don’t have the bandwidth to ensure a smooth onboarding for Miriam and all her new colleagues – so you’re looking at potential problems in the future: Miriam gets thrown to the wolves in her first week on the job, gets disgruntled and frazzled, and starts tuning out pretty quickly afterwards.

Next? She turns to Glassdoor and starts looking again – and even gripes anonymously about the poor experience she had when she was initially pumped about her new job. And that goes for many of the other new hires as well.

Cue frustrated hiring managers, understaffed teams, and an overall stressful working environment for your existing employees who then hit burnout at a time when it could have been avoided.

How do you avoid all that? As an HR professional, you’re always searching for innovative ways to improve the onboarding process. With all the new technology out there, have you considered adding virtual reality to the mix?

Virtual onboarding

VR is no longer the stuff of science fiction and it hasn’t been for a long time. Also referred to as “immersion technology”, VR can be a real boon to your onboarding process. Think about it – rather than plunk Miriam in front of a laptop and telling her she needs to watch a series of videos, you’re putting her in a virtual working environment to get her familiarized with the job before she’s actually doing it.

Those interactive experiences help new hires like Miriam feel welcomed and better informed about the work they’re going to do for you.

The power of information retention

Those first few weeks for a new hire can be overwhelming. As a new hire, you can be bombarded with all kinds of information – you’re meeting new people, learning new systems and entering a new culture. You’ve having meetings one after the next, training with different teams, and reading up on numerous policies and best practices.

This can lead to information overload at a crucial time where you want to ensure new employees retain all that information if they’re going to succeed. That’s where VR can be useful. Immersive learning has been found to be more efficient in terms of memory retention – a University of Maryland study found that VR learners demonstrated an 8.8% higher recall accuracy compared to those using a two-dimensional platform.

Improved retention also means better job performance. A PwC study revealed that employees trained with VR were up to 275% more confident in applying learned skills, and were four times faster in completing training than those in the traditional classroom setting.

A holodeck for training purposes

Star Trek’s holodeck is a perfect example of how immersive technology can be used to train new hires – in Star Trek, it’s used as a safe environment for combat training and scientific simulation. The same thinking applies to VR’s capabilities to create realistic job simulations for your new employees.

And while Star Trek is science fiction, there are real-life examples of this. For instance, retail giant Walmart has embraced VR to train over one million employees across its stores.

Andy Trainor, Walmart’s Senior Director of Walmart U.S. Academies, is a fan of virtual onboarding. “The great thing about VR,” he says, “is its ability to make learning experiential. When you watch a module through the headset, your brain feels like you actually experienced a situation.”

You’ve probably heard about Black Friday, the busiest shopping day of the year in the United States. It’s an intense time for customer support representatives, especially newer, inexperienced ones. To counter the challenge, Walmart has a VR training scenario simulating that environment to prep new and existing employees ahead of time.

That controlled and risk-free environment helps employees practice customer service, problem-solving and safety procedures without fear of consequence, ultimately making them better at the job when the time comes.

Likewise, Farmers Insurance developed a VR training program for their claims adjusters. The program immerses trainees in a virtual environment simulating real-world situations, such as inspecting damaged properties.

This approach to training has enabled Farmers Insurance to accelerate the learning process, improve knowledge retention, and better prepare their claims adjusters for the challenges they’ll face on the job. By leveraging the capabilities of immersive learning solutions, your organization can also unlock the full potential of VR technology in onboarding and orientation.

Being the ‘new kid’ isn’t easy

Working is often collaborative. Consequently, it’s a priority for many hiring teams to build strong working relationships from the get-go.

But for the new hire like Miriam, being introduced to all those unfamiliar names and faces (and roles) can become overwhelming during an already stressful first few weeks on the job. Couple that with the drive to make a strong impression, and it can be a highly anxious time.

VR can address that even before the first day on the job. Immersing the new hire in a virtual working environment which includes ‘introductions’ to their new colleagues helps a new hire familiarize themselves ahead of time. Ice is broken, new connections are built, and new relationships start forming even before they physically arrive for work on the first day.

It’s a virtual solution

As an HR professional, incorporating VR tech into your onboarding and orientation processes can boost the new employee experience.

By offering immersive learning, realistic job simulators and connectivity boosters, you’re priming your new hires such as Miriam to hit the ground running more quickly. That’s more valuable especially in sectors where you’re onboarding in large batches or hiring for higher-stress working environments.

There’s just one caveat – don’t let VR do all the work. There are two balances to bear in mind: first, as with all technologies, you still should maintain the all-important human touch as you scale your tech stack. Second, keep your tech evolution in tandem with your organization’s specific needs and objectives. Don’t let one get ahead of the other.

With the right approach, virtual reality can transform the way you welcome and integrate new employees into your team, creating a more engaged, connected and confident workforce. Newly hired prodigies like Miriam will realize their full potential quicker than before – and your company will reap the benefits.

The post Use VR in onboarding and set your new hires for success appeared first on Recruiting Resources: How to Recruit and Hire Better.

Striking a balance between harnessing the power of AI and addressing its challenges is possible. Many are driving that conversation – and you, in human resources, are part of this as well. Your work directly involves human beings, so it makes sense that you want to approach AI ethically as well.

We’ll help you out here. We share examples of how ethical use of AI has been established in various circles, and then we’ll guide you in how to ensure ethical AI standards are met in your own work.

Real-life examples of power and responsibility

Uncle Ben’s famous quote to Peter Parker rings loud and true here: “With great power comes great responsibility.” In that spirit, we have real-life examples of organizations and individuals who are driving the importance of balancing the power of the latest technologies with the challenges they present.

Ethical Intelligence founder Olivia Gambelin is one such example. In a LinkedIn post, she discussed the potential risks associated with generative AI, including security, bias, patenting and more – and emphasized that there’s an opportunity at play here: the opportunity to build an ethical AI framework from the start so that we can maximize the good that we can do with it.

There are also formal organizational and individual projects that have already happened over the last few years – let’s look at three of them right now:

1. IBM: Trusted AI Initiative

IBM made significant efforts to ensure ethical and responsible use of AI through their Trusted AI initiative. In that, IBM has developed AI solutions that prioritize fairness and transparency while minimizing bias.

By establishing a set of guidelines, best practices and tools, IBM ensures that their AI technologies are developed and implemented ethically. Their AI Fairness 360 toolkit, for example, is an open-source library that provides metrics and algorithms to help detect and mitigate bias in AI systems.

That’s more for developers who want to maintain high ethical standards in their AI work. However, it’s a powerful example of a leading brand that values ethical development of groundbreaking technology such as artificial intelligence.

2. Accenture: Responsible AI Framework

Like IBM, leading professional services company Accenture developed a Responsible AI Framework to address the ethical challenges that AI presents.

This framework outlines six core principles, including transparency, accountability and fairness, to guide the development and deployment of AI systems.

Accenture also established a dedicated AI Ethics Committee, pulling together experts from various disciplines to ensure that their AI solutions adhere to these principles and promote responsible AI use across the organization.

3. Dr. Timnit Gebru: Black in AI

Widely regarded AI researcher and ethicist Dr. Timnit Gebru has led the charge of advocating for responsible AI use for years. Her focus is on mitigating bias and ensuring fairness in AI systems – a growing concern with the surge of ChatGPT usage across all disciplines.

As part of her focus on AI bias mitigation, Timnit co-founded Black in AI, which aims to increase the representation of people of color in AI research and development. She continues to play a leading role through her research and advocacy.

Actionable tips for HR pros in ethical AI

Now, how about yourself? If you’re working in human resources, you’re likely already incorporating ChatGPT and other AI tools into your workflow through the automated creation of job descriptions, interview questions and other things.

But there is a risk of relying too much on AI to steer processes as Amazon learned the hard way in late 2018.

Also, diversity, equity, inclusion and belonging is likely a major priority in your work. So how do you combine the undeniable benefits of AI-driven optimization with maintaining fairness, decency and ethics in your work?

You can start right now with these seven focal areas:

1. Prioritize fairness and transparency

It’s likely you have already emphasized the importance of fairness and transparency throughout your organization in terms of communication, opportunity and collaboration. You’ll need to apply that same thinking to your AI systems. Here’s how:

Establish clear evaluation criteria

Develop a well-defined set of criteria for assessing the fairness and transparency of AI systems. This should include considerations such as data quality, explainability and the impact of the AI system on different employee groups.

Vet AI vendors thoroughly

When selecting AI solutions, carefully evaluate vendors based on their commitment to ethical AI principles. Inquire about their efforts to minimize bias, promote transparency and ensure data privacy.

Implement explainable AI

Choose AI systems that provide explanations for their recommendations, allowing you and your team to understand the reasoning behind AI-generated decisions.

Communicate AI usage with employees

Inform employees about the use of AI within the organization and the specific areas where it is being applied. Clearly communicate the goals and benefits of AI, addressing any concerns or misconceptions they may have.

Conduct bias and fairness assessments

Regularly assess your AI systems for potential biases and fairness issues. This can involve analyzing the training data, validating AI-generated decisions, and monitoring AI system performance across different employee groups.

Establish an AI ethics committee

Create a cross-functional team of stakeholders responsible for overseeing the ethical use of AI in your business. This committee should monitor AI implementation, enforce ethical guidelines, and address any ethical concerns that may arise. This team can consist of representatives from different teams including HR, IT, legal, and other relevant departments. That diverse approach is crucial here.

Provide training on AI ethics

Offer training and resources for HR professionals and other employees involved in AI implementation. This can help ensure that your team understands the importance of ethical AI use and is equipped to make informed decisions.

There’s no reason fairness and transparency should exist solely within human-driven processes. Your AI tools can absolutely be fair and transparent as well, but as the manager of those tools, it’s your job to ensure that your technologies don’t fail in this area.

2. Diversify AI development teams

The infamous ‘racist soap dispenser’ is a perfect example of the risks of non-diverse teams when designing products – since they are the brains behind the design and are the first testers of the product.

That thinking applies to AI development teams too. If you’re in the software development field, you want your teams to be diverse so as to avoid design faux pas like the one above. Here’s how you can ensure that diversity thrives where you are:

Expand talent sourcing

Broaden your search for AI talent by exploring diverse channels, such as niche job boards, online communities and professional networks that cater to or specialize in underrepresented groups. Or, if you represent one of those networks or communities, consider building your own branded job board.

Review job descriptions

Ensure that your job postings are inclusive and free of gendered language or other biases that might discourage diverse candidates from applying.

Implement blind recruitment

Utilize blind recruitment techniques, such as anonymizing resumes, to reduce unconscious bias in the hiring process.

Foster an inclusive work environment

Create a workplace culture that values and promotes diversity, equity, and inclusion. This will not only attract diverse talent but also support their retention and career development.

Offer training and development opportunities

Provide training, mentorship and career advancement opportunities to underrepresented employees, helping them grow professionally and contribute to AI development.

Set diversity goals

Establish clear DEI objectives for AI development teams, and track their progress over time. This can help ensure that your organization remains committed to fostering diverse AI development teams and continues to focus on this area going forward.

Diversity may feel like a richly covered topic for many teams, but there’s a reason for that – it’s not just about the teams. It’s about the results of their work – a diverse team means an inclusive software, because unique experiences and perspectives are pulled together into a single production.

3. Regularly audit AI systems

We touched on the importance of setting goals in the last section. You want to be sure those goals are met regularly – to do that, you need a system in place that properly tracks and audits your AI systems so you can jump on any potential biases or unethical processes that your tools may churn out.

Regular audits not only ensure that you’re on top of anything that may happen – they also give you an opportunity to refine your AI implementation strategy to make sure your tools align with your business’ mission, vision and especially values.

Follow these guidelines for a failsafe audit process:

Establish a schedule

Create a regular schedule for auditing your AI systems, based on factors such as system complexity, usage frequency and potential impact on employees.

Define performance metrics

Identify relevant metrics to assess AI system performance, such as accuracy, fairness and explainability. This will help you tangibly evaluate and measure AI systems during audits.

Monitor AI system outputs

Keep a close eye on AI-generated decisions and recommendations, looking for any signs of bias, discrimination or other unintended consequences.

Review training data

Periodically examine the data used to train your AI systems. AI learns from real-life human experience and therefore skews AI-generated decisions – so it’s crucial to ensure that the sourced material itself is diverse, accurate and free of bias.

Engage external auditors

Consider working with external auditors or third-party organizations to conduct unbiased evaluations of your AI systems. The additional layer of scrutiny that this expertise provides can be invaluable.

Implement a feedback loop

Encourage employees to share their experiences and concerns about AI system usage. This feedback is indispensible in identifying potential issues and areas for improvement.

Update and refine AI systems

Based on your audit findings, make necessary adjustments to your AI systems, addressing any biases or performance issues uncovered during the audit process.

Nothing necessarily happens without proper oversight. To ensure that your AI tools and processes run free of bias, implement the above tips so that your company can reap the full benefits of AI in its workflows while mitigating and even eliminating potential risks coming from bias and prejudice.

4. Develop ethical AI policies

Now, you need clear ethical guidelines and policies for your colleagues to follow when they use artificial intelligence in their day-to-day work. Rulebooks mean structure, and structure is crucial to success. Not only do you need to establish these – you also must enforce them, with clear information on potential risks, ethical considerations and especially compliance requirements to ensure that AI is implemented responsibly.

Related: Our AI tool policy template can come in handy here.

Get started with these action items:

Conduct a risk assessment

Evaluate the potential ethical, legal and social risks associated with AI implementation in your organization. Consider factors such as data privacy, algorithmic fairness, and employee impact.

Consult relevant guidelines and frameworks

Refer to industry-specific guidelines, frameworks and best practices for ethical AI. You can check with professional organizations and even government agencies for examples of such guidelines.

Involve stakeholders

In line with the AI ethics committee recommendation above, you can collaborate with multiple stakeholders and leaders from various departments, including HR, IT, legal and executive teams, to develop comprehensive AI policies that address diverse perspectives and concerns. This can include policies unique to specific teams and functions.

Define AI usage boundaries

Clearly outline the permissible and prohibited uses of AI within your organization. Take into account different ethical considerations and regulatory requirements as you do so.

Incorporate transparency and accountability

Ensure that your AI policies highlight the importance of transparency in AI processes and decision-making – and establish clear lines of accountability for AI system performance and outcomes.

Communicate policies organization-wide

Be uniform and thorough in your communications. Share your ethical AI policies with all employees. Provide training or resources to ensure that everyone understands that they have a role in upholding these guidelines – and that they know what they must do to maintain standards.

Regularly review and update policies

Again, tracking and auditing is a must. Review your AI policies consistently to ensure that they remain up-to-date. Adjust accordingly to stay in line with evolving ethical considerations, industry standards and technological advancements.

Ensuring ethical use of AI – and also that the AI you use is in itself ethical and fair – will not happen in a vacuum, nor can it happen simply because you’ve advised your employees and colleagues to do so. You need to prescribe ethical AI throughout your organization and that can only happen with a clear prescription. That’s the value of building guides and policies – not just for AI, but for anywhere.

5. Foster collaboration

The workplace is by nature a collaborative environment. You can work this to your advantage when ensuring that ethical AI practices are consistently implemented and maintained throughout your teams.

Some tips to get you started:

Promote knowledge sharing

Encourage employees to share their expertise, experiences and insights when using AI in their workflows. This can be done via anonymous surveys and in-person workshops to foster a culture of continuous learning and improvement in the area.

Create internal communication channels

Another aspect of sharing knowledge is providing a space for employees to actively discuss AI-related topics in your organization. This can be a new chat channel, an intra-company forum, or even emails and regular meetings, giving employees multiple avenues to voice concerns, share ideas and collaborate on further AI initiatives.

Partner with AI vendors

Since you’re already auditing the AI systems being used in your company, you can also build strong relationships with AI vendors to address any ethical concerns that may arise, You can then optimize and fine-tune your systems to ensure fairness and inclusivity.

Engage with external experts

You can consult with external experts such as Dr. Timnit Gebru and other AI ethicists and industry leaders to gain insights and advice on ensuring ethical AI use and overcoming challenges.

Participate in industry events and forums

Likewise, you can learn from others in the ethical AI space (such as IBM, Accenture and more). Go to industry events, conferences and forums and actively engage in discussions. Learn from other organizations’ experiences and contribute to the shaping of best practices all around.

Again, ethical AI does not happen in a vacuum. Use the existing knowledge that’s out there to your advantage, and also contribute your own experiences. We can’t progress in isolation from one another – a culture of continuous learning through collaboration has tremendous value here.

6. Engage in industry-wide conversations

Following on the above, your peers are likely as engaged in the overall conversation around ethical AI as you are. For example, this LinkedIn post from Caroline Fairchild explicitly expresses concerns around the greater threat of AI on marginalized groups:

When you get involved in these conversations, be it in LinkedIn or at industry events, you can stay informed about best practices and experiences that will shape the future of AI in HR.

Follow these tips to advocate for responsible use of artificial intelligence and contribute to shaping AI policy and regulations as an HR professional:

Raise awareness

Educate employees, management, stakeholders and peers about the importance of responsible AI use. Shed light on the potential risks, ethical considerations and best practices as part of those interactions.

Promote ethical AI champions

Encourage and support employees who demonstrate a strong commitment to ethical AI practices. You may even incentivize them with public recognition and rewards. Empower them to lead the charge as advocates and role models throughout your company.

Collaborate with industry peers

Again, collaboration is huge here. You can network with other HR professionals to share insights, experiences and actionables related to responsible AI use. Your commitment is stronger as a collective than as an individual.

Share success stories

Everyone likes a success story. Those stories are inspirational and informative and deserve celebration. Put a spotlight on moments where your company has successfully implemented AI in an ethical and responsible manner – and more so, show the results and benefits.

When people share knowledge and success stories about those triumphs and accomplishments, that’s powerful information. Equally powerful is sharing challenges with your industry peers and seeking out best practices in overcoming those challenges. That dialogue is crucial to ensuring ethical AI across the board. The reasoning behind a moratorium on AI is understandable, but deeper within that is the call for conversation and understanding. That’s the value of industry-wide conversation.

You can be part of the ethical AI conversation

The primary takeaway from all of this for you as an HR professional is this: establish a culture of continuous learning. AI is growing exponentially and will continue to do so – it’s understandable if you’re struggling to keep pace with all the new developments and information around AI.

When that technology grows and evolves, the orbiting opportunities and challenges will grow with it – and that includes the ethical use of artificial intelligence.

It is crucial for you, as an HR professional, to embrace the opportunities that AI presents while ensuring smart and equitable use of the evolving tech. You don’t want to shy away from it altogether because it does have a place in your work – but you also don’t want it to get away from you either. Striking a careful balance between harnessing the benefits of AI and mitigating potential risks is what you’re aiming to do here.

Be proactive, driven and optimistic as you do so. Look at the real-life examples above – IBM, Accenture, Dr. Gebru, Caroline Fairchild, Olivia Gambelin – they’re all directly contributing to the conversation around ethical use of AI at work and at play. You can be part of that conversation too.

The post Ethical AI: guidelines and best practices for HR pros appeared first on Recruiting Resources: How to Recruit and Hire Better.

Use this Prompt Engineer job description to advertise your vacancies and find qualified candidates. Feel free to modify responsibilities and requirements based on your needs.

Prompt Engineer responsibilities include:

• Developing, testing and refining AI-generated text prompts
• Collaborating with content, product and data teams to align prompts with company goals and user needs
• Continuously improving prompt quality, performance and the overall AI prompt generation process

The post Prompt Engineer job description appeared first on Recruiting Resources: How to Recruit and Hire Better.

OK, let’s define LLMs. Basically, LLMs are AI-based models designed to understand, generate, and process human language, enabling more efficient and accurate analysis of text data. In layperson’s terms, it takes a whole pile of information and packages it nicely for you so you can have a clearer view of what’s happening in your organization.

Got that? Don’t stress if it’s not quite ‘there’ for you yet – stay with us and it will eventually click.

The benefits of LLMs in HR analytics

There are many advantages to incorporating LLM into HR analytics, but it all boils down to one thing: it ultimately helps you make well-informed choices – especially in alignment with business objectives. Not only does it make you work smarter, it also gets you a seat at the boardroom table when it comes to overall strategy. That’s always a good thing.

Now, let’s delve into the specific advantages and the different aspects of each one.

1. Enhances data analysis and interpretation

Traditional analysis methods often struggle to process and interpret complex human language, making it difficult to identify meaningful patterns and trends. However, LLMs excel at understanding and processing human language, especially what was previously large volumes of unstructured text data.

Because LLMS can understand and process that data – and ultimately build reports on them – you can gain incredible insights that were previously hidden or inaccessible.

There are many different ways LLMs can do this. Let’s look at a few:

Sentiment analysis

LLMs can perform sentiment analysis on employee feedback, surveys, and even informal communication channels like email or chat platforms – there are even tools out there that can help you do this, such as Erudit. By identifying and quantifying the emotional tone in these texts, you can gain a deeper understanding of your employees’ feelings and concerns.

Now that you can gauge the ‘temperature in the room’, you can address issues more effectively and create a work environment that fosters positivity and satisfaction. What’s more, you can also measure the impact of initiatives that you’ve introduced in response to these analyses – and adjust accordingly.

Identifying key themes and topics

Similarly to above, you can use LLMs to extract key themes and topics from large datasets, such as employee feedback or exit interviews.

This helps you identify recurring patterns and areas that require attention, allowing you to prioritize your HR initiatives and allocate resources more strategically.

Natural language generation

LLMs can also generate human-like text based on the patterns and trends they identify. This capability can be used to create summaries of complex datasets, draft reports, or even suggest potential actions and interventions based on the insights they uncover.

By automating these tasks, you can save time and focus on higher-level strategic decision-making.

Multilingual support

One significant advantage of LLMs is their ability to work with multiple languages. If your organization operates across multiple countries or employs a multilingual workforce, LLMs can help you analyze and interpret data across various languages, ensuring that your insights are comprehensive, inclusive and uniform.

Text data is nearly impossible to measure on its own. There are multiple emails, text messages, online chats, forums, surveys, etc., that each contain massive repositories of information. It’s all very nascent data too – but you’d love to be able to have someone (or something) to look at all this data and pull up some interesting insights that help guide your work.

Now, let’s imagine that you or another HR team member were to go through it all rather than using technology to help you along. One person may see something in that data that another person wouldn’t. And that means a risk of bias and misinterpretation.

Which brings us to the next benefit of using LLMs in your workflow.

2. Reduces bias in recruitment and talent management

Bias is always a consideration in recruitment and talent management. We can train ourselves to overcome unconscious bias in workflows, but there’s human limitations here. LLMs aren’t hampered by human limitations. You can use LLMs to mitigate bias through automating aspects of the hiring process and introducing a more data-driven process. This ultimately creates a more equitable and inclusive work environment.

Let’s look at the different ways in which it can do this.

Resume screening

LLMs can be utilized to screen resumes based on objective criteria, such as skills, experience, and qualifications, and parse them so you can see exactly what you need to see to help make a decision. These technologies already exist in spades – including in Workable.

By removing subjective human judgment from the screening process, LLMs can help reduce and even eliminate biases that may arise from factors including gender, race, or age. This results in a more diverse candidate pool, ensuring fairness and equal opportunities across the board.

Job descriptions and advertisements

Before you publish job descriptions, you can have LLMs analyze them to identify and remove biased language or phrasing that may unintentionally deter certain candidates. By using neutral language and emphasizing the essential skills and qualifications, you can attract a wider range of applicants.

Again, there are numerous technologies that help you do this. One such example is Ongig.

Interview questions and assessments

LLMs can also be employed to develop interview questions and assessments that are both job-relevant and unbiased.

This ensures that all candidates are evaluated based on their skills and abilities rather than subjective factors including how well they get along with the hiring manager in an interview.

Performance evaluation

You can also use LLM technologies to help reduce biases in performance evaluations by analyzing employee performance data and identifying objective criteria for assessment. In doing this, you can standardize metrics for evaluating employees in your company.

This ensures that promotions, raises, and other career development opportunities are based on merit rather than personal biases.

Succession planning and mentorship

It’s also crucial to have an unbiased approach to analyzing the skills, experiences, and potential of your employees. LLMs can help you identify high-potential individuals for succession planning and mentorship programs, increasing overall business performance in the long run.

Opportunities for growth and advancement are then equally accessible to all employees regardless of background or personal connections – the latter of which can lead to flawed decision making.

3. Improves employee engagement and retention

Employee engagement and talent retention are two crucial factors in business success. When your top people are motivated to do their very best day in and day out, and they’re in it for the long haul, that means greater productivity and a stronger employer brand.

When you incorporate LLMs into your HR analytics strategy, you’re better able to understand and address the factors that impact employee engagement and retention. Consequently, you can develop targeted interventions that cater to the unique needs of your workforce, resulting in a more satisfied and committed team.

Analyzing employee feedback

We discussed this to a degree above – LLMs can process large volumes of employee feedback from numerous sources including survey responses, town hall discussions, and team/one-on-one meetings.

You’ll be able to identify trends and recurrent themes in this feedback and gain a stronger understanding of the factors that drive dissatisfaction and satisfaction in your employees. And you can then act accordingly.

Customized employee experience

LLMs can also help you build tailored employee experiences that cater to individual preferences, strengths, and development needs.

These include personalized learning and development opportunities, flexible working arrangements, or targeted rewards and recognition programs.

Identifying drivers of engagement

You can dig deeper into that feedback and see what actually motivates employees. Are you seeing more positive feedback after a specific initiative such as a company-wide retreat or the introduction of a bonus system for higher-performing employees?

There are some initiatives that work and some that don’t – LLMs can help you better ‘listen’ to employees and see what drives engagement within your organization, and what motivates and inspires individual teams. You can then develop targeted strategies that lead to increased productivity and reduced turnover.

Early detection of employee burnout

It’s important to monitor for signs of impending burnout and preempt that before it happens. Employee burnout can be costly for employers, so early detection is crucial.

By analyzing patterns in employee communication, behavior and performance, LLMs can help you identify those warning signs of disengagement. When you have that information readily displayed in front of you, you can proactively address potential issues and triggers, and offer support and interventions to help employees regain their motivation and enthusiasm for their work.

Building a stronger organizational culture

Workplace culture is multifaceted and can play a role in the success or failure of a company. With LLM technology at your disposal, you can analyze the cultural attributes of your organization by processing data from various sources, such as employee feedback, internal communications and even social media activity.

By understanding the strengths and weaknesses of your organizational culture, you can implement initiatives that reinforce positive values, foster collaboration, and promote a sense of shared purpose among your team members.

By leveraging LLMs to improve employee engagement and retention, you can create a work environment that nurtures satisfaction, commitment and high performance. The ability to analyze employee feedback, customize employee experiences, identify drivers of engagement, detect early signs of burnout, and build a stronger organizational culture empowers you to retain top talent and drive long-term business success.

4. Streamlines performance management

Your performance management processes are another area that can benefit from the use of LLMs. You can get a more comprehensive understanding of individual employee performance.

By analyzing various factors, such as communication patterns and task completion rates, LLMs can help you identify strengths, areas for improvement and potential skill gaps.

With this, you can create targeted and effective development plans that support your employees’ overall performance and growth.

Objective performance metrics

LLMs can analyze performance data and generate objective metrics that provide a consistent basis for evaluating your team members.

With data-driven insights at the ready, you can minimize subjective biases and ensure that promotions, raises and other career development opportunities are based on merit and properly aligned with your organization’s goals.

Real-time performance feedback

You can also use LLM tech to monitor employee performance in real time, providing you with to-the-minute information on your team members’ progress and achievements. You can distribute these insights to team managers and department heads who can then utilize this to best manage their teams with feedback and recognition.

That ultimately creates a culture of continuous improvement and clarity on areas ripe for improvement.

Identifying skill gaps and development needs

When you have clear insights on employee performance, you can also use LLMs to identify skills gaps and needs within your company structure.

You can act on these data through learning & development programs, creating new job roles, and even restructure teams so that workflows are better optimized and company goals are met.

Enhancing collaboration and teamwork

Work processes often involve collaboration and communication between colleagues.

There’s a lot of dynamics going on there, and by better understanding how team members interact and work together, you can start to implement targeted interventions to promote effective collaboration, enhance teamwork and drive collective performance.

Agile performance management

We’re in a time where a year-over-year business strategy is no longer applicable. What’s working in Q1 doesn’t necessarily work in Q2, and this means business agility is crucial. This means more agile performance management that focuses on continuous learning, development and adaptation.

Empowering team members through shifting business needs gives them better ownership of their performance and growth.

5. Builds predictive analytics for strategic workforce planning

Predictive analytics are crucial to forecasting workforce trends and identifying risks and opportunities. You already have plenty of historical data in your system that’s ripe for analysis – and that data-crunching can be done through LLMs.

The resulting insights – far more than organic analysis can get you – will help you make more concrete decisions related to talent acquisition, retention and optimization.

This helps you get ahead of anticipated shifts and creates a more proactive culture in the workplace. Let’s look at the ways in which learned language technologies can support you in predictive analytics.

Workforce demand forecasting

You can analyze historical and real-time data to predict future workforce demand, helping you identify the skills and competencies your organization will require in the near future to achieve its strategic goals.

You can update recruitment strategy accordingly so that you always have the right people in the right place at the right time.

Employee retention and turnover prediction

By analyzing factors such as employee engagement, performance and job satisfaction, you can identify indicators pointing to an increased risk of turnover – and in turn, implement targeted interventions to retain top talent.

The cost benefit of this is clear – hiring and turnover are expensive in many different ways, and you want to do what you can to preempt that.

Succession planning and leadership development

Who are the great leaders in your organization? Some are clear on the surface, but others aren’t necessarily so clear. It’s well-regarded that a high performer doesn’t necessarily equate to a great manager, and vice versa.

LLMs can help you identify those high-potential individuals in your organization who are well-suited for leadership roles, and those who are more suited to be individual contributor stars. You can use these insights to build succession plans and leadership development initiatives to ensure a strong pipeline of future leaders that carry your business to the next level.

Talent mobility and internal talent market

Internal mobility is one way to mitigate the risks of turnover. It effectively keeps your talent engaged through renewed opportunity and continued development, plus someone already familiar with your company and its systems is far more valuable to you than someone coming in from outside.

With emerging LLM technology and the resulting predictive analytics, you can match employees with roles and projects best suited to their interests and capabilities.

Workforce risk assessment

We’ve covered this extensively above – identifying risks within your workforce such as skills gaps, high attrition rates and insufficient leadership is crucial. Even more so is action in response – and better yet, proactive actions to get ahead of anticipated changes so you can mitigate and even remove impact from your overall performance as a company.

LLMs in HR analytics: you can start now

Ultimately, you have numerous opportunities with the integration of LLMs into HR analytics. You can enhance data analysis and interpretation, reduce bias, streamline performance management and predict possible outcomes – leading to longer-term business successes on the back of informed, data-driven decisions.

So, how do you get started in that direction? We’ll give you these quick tips to get you off on the right foot:

First, evaluate your organization’s needs. Assess the specific challenges and opportunities within your HR processes to determine where LLMs can have the greatest impact. This can involve discussions across the company, with individual managers and the C-suite, and aligning your HR work with organizational priorities.

Start small – and then scale up. You don’t have to start a revolution. Kick things off with a pilot project that targets a specific area of your HR strategy, such as sentiment analysis or resume screening. Then once you’ve got that nailed down, gradually expand to other areas as you gain confidence and experience.

Collaborate with experts. You don’t have to be the expert from day one. Partner with data scientists, AI specialists and HR tech vendors to ensure that you are leveraging the most advanced and appropriate LLM tools for your organization’s needs.

Invest in training and development. Everyone’s got to start from somewhere and they’re much more able to succeed once they have the know-how. So, equip your HR team with the knowledge and skills necessary to effectively utilize LLMs and interpret the insights they generate.

Monitor and refine. Nothing you do is useful unless you are consistent with what you’re doing over the long term. That’s why you need to regularly track performances and outcomes of your LLM-driven initiatives so you can make adjustments as needed to ensure its ongoing effectiveness.

The power of LLMs in your HR analytics is limitless. But be thoughtful and pragmatic as you approach it. Your organization has unique needs and challenges. You want to harness the potential of LLMs as much as you can to create a more efficient, equitable, and agile workforce that is well-prepared to navigate the complexities of the modern business landscape.

Even with the advent of technology, your brain is still needed to ensure the business ship stays afloat and continues to be steered in the right direction. You are still needed!

The post LLMs in HR analytics: how it helps HR make better decisions appeared first on Recruiting Resources: How to Recruit and Hire Better.

• Tech buy-in and adoption in hiring teams is a challenge for 22.8% of businesses
• The percentage of businesses citing insufficient in-house capacity to hire as one of their major challenges has increased 84.5% since 2020
• And finally – nearly one in five employers (17.5%) say their existing tech stack isn’t enough to meet their hiring needs

This was all before ChatGPT hopped into the ring with great aplomb. Surely, if we carried out the same survey today, all the above numbers would be higher. And as businesses increasingly incorporate more AI tools into their fold, many will find their existing tech stack is no longer enough to meet their needs. Likewise, employees worry that they’ll become redundant.

Plus, many businesses are exercising financial restraint. Technologies that don’t have a clear tie-back to revenue are being dropped like hot potatoes. Employees are being let go. That double-whammy means teams are limited in their capacity to stay on top of work – including in hiring.

That’s not supposed to bring you down, however. Stay with us here, and let’s go a little deeper:

Gartner’s Senior Director Analyst, Sandy Shen, said this about surviving the pandemic as a business:

“Businesses that can shift technology capacity and investments to digital platforms will mitigate the impact of the outbreak and keep their companies running smoothly now, and over the long term.”

“Businesses that can shift technology capacity and investments to digital platforms will … keep their companies running smoothly now, and over the long term.”

In other words, Jack be nimble, Jack be quick. That same sentiment rings even more true now – businesses that move quickly to AI-driven tech capabilities will stay ahead of the curve especially during these recession-prone times.

We’re seeing rapid adoption already, with a ResumeBuilder survey finding half of all companies are already using ChatGPT and 93% of current users say they plan to expand their use of this savvy AI tool.

Take on that optimistic spirit of early adoption of the tech – not just ChatGPT, but all the AI and digital developments happening in the hiring space – and you’ll see a vastly improved hiring process at a time when your business most needs it.

The evolution of AI in hiring

But what exactly is changing in hiring? A lot, as it happens. ChatGPT is already being used extensively to auto-write job descriptions, interview questions, and many other elements of the hiring process that at one time required a human to create. You’re still the driver, however, and there are many elements of hiring that you can drive with the support of AI.

With that in mind, let’s look at some fundamental aspects of recruitment and the ways in which they’re being digitally transformed.

1. Sourcing and outreach

The rise of advanced search tools, AI-driven algorithms, and automation has expanded the ability to identify and target top candidates. To stay ahead, learn to leverage these technologies effectively, engage with emerging niche platforms, and build meaningful connections with candidates through online communities.

Some of the tech advances in sourcing include:

AI-based candidate matching

Platforms are utilizing artificial intelligence to analyze job descriptions and match them with the most suitable candidates from a large database. Workable’s AI Recruiter, for example, can build a list of top passive candidates for your job openings utilizing our data intelligence gathered from hosting 160 million candidates in 1.5 million jobs.

Programmatic job advertising

AI-powered programmatic job advertising platforms help you target and attract the right candidates by distributing job ads across various online channels. These platforms analyze real-time data to make intelligent decisions on where and when to post job ads, optimizing budget and reach.

Recruitment chatbots

Chatbots help automate initial candidate interactions, answering questions, and pre-screening candidates. These chatbots can engage candidates 24/7, collect necessary information, and schedule interviews, freeing up time for more high-touch interactions.

Talent pooling and candidate rediscovery

AI-powered platforms allow you to tap into existing talent pools by rediscovering candidates who have applied for previous positions. By analyzing candidates’ profiles, these platforms can identify potential matches for new job openings, reducing the time and resources spent on sourcing. A good example is Workable’s Resurface Candidates tool, which does exactly this.

2. Screening and assessments

Technology can revolutionize the way you assess candidates’ skills, experiences, and cultural fit. AI-powered tools and gamified assessments offer more efficient and engaging methods of evaluation. Hiring team members must stay up to date with these tools and ensure they comply with privacy regulations to maintain candidate trust.

Some of those tech advances include:

Pre-employment assessments

Hiring teams are increasingly utilizing pre-employment assessment tools, such as Criteria Corp and Workable Assessments, to measure candidates’ cognitive abilities, personality traits, and job-specific skills.

These assessments help to streamline the screening process and identify candidates who are more likely to be a good fit for the role and company culture.

Gamified assessments

Gamification has been incorporated into the assessment process to create a more engaging experience for candidates. Tools like Pymetrics and Arctic Shores utilize game-based assessments to evaluate cognitive abilities, problem-solving skills, and personality traits.

These provide a fun and interactive way to measure candidates’ fit for a role, while also collecting valuable data to support hiring decisions.

Skill tests and coding challenges

Companies use platforms such as HackerRank and Codility to administer skill tests and coding challenges, allowing candidates to demonstrate their technical abilities in real-world scenarios. These tools enable you to objectively assess candidates’ skills and compare them against established benchmarks.

Virtual reality assessments

Virtual reality (VR) technology is being utilized in the hiring process to assess candidates’ skills and aptitudes in immersive, simulated environments. Talespin and Immerse, among others, are VR-based assessment tools that test candidates’ decision-making, teamwork and communication abilities in realistic scenarios.

Automated reference checking

Automated reference checking platforms such as SkillSurvey and Checkster streamline the reference checking process by collecting feedback from a candidate’s professional contacts. These tools use AI algorithms to analyze the feedback and generate detailed reports, supporting hiring decisions.

3. Virtual Interviewing

Virtual interviewing tools have become increasingly popular, providing valuable insights through AI-powered analysis. Through these technologies, whether carried out synchronously or asynchronously, hiring team members can make more informed decisions about candidates.

Asynchronous video interviews

Asynchronous video interviews enable candidates to record their responses to pre-set interview questions at their convenience. Platforms like Workable’s Video Interviews allow you to review and assess these recorded responses on their own time, streamlining the interview process and eliminating scheduling challenges.

Then, AI-driven analysis of these interviews can help you identify key soft skills and communication abilities – more on that below.

Synchronous video interviews

Real-time video interviews conducted through platforms like Google Meet, Zoom, and Microsoft Teams became increasingly standard during the pandemic. These virtual meetings provide a cost- and time-effective alternative to in-person interviews while still allowing for real-time interaction between the interviewer and the candidate.

AI-driven video interview analysis

AI-based platforms can analyze recorded video interviews to assess candidates’ soft skills, communication abilities, and other attributes. These platforms use natural language processing and machine learning algorithms to evaluate candidates’ responses, providing you with valuable insights and data-driven recommendations.

Likewise, AI-powered transcription services such as Supernormal can then be used to transcribe, analyze and summarize these interviews, providing you with valuable insights and data points for further evaluation.

AI-based sentiment analysis

AI-driven sentiment analysis tools can evaluate the tone, emotions, and sentiment expressed by candidates during video interviews. These insights help you to better understand candidates’ communication styles, emotional intelligence, and cultural fit.

Platforms like RingCentral and IBM Watson can integrate with video interviewing tools to provide real-time sentiment analysis during virtual interviews.

Facial and voice recognition

Advanced facial and voice recognition technologies are being utilized to analyze non-verbal cues and vocal characteristics during video interviews. Realeyes and VoiceVibes are two such tools that can help you identify key traits and behaviors that may not be evident through traditional interviewing methods, offering a more comprehensive assessment of the candidate.

Virtual interview coaching and feedback

AI-driven coaching tools provide candidates with feedback on their interview performance, identifying areas for improvement and offering personalized guidance. This helps candidates to refine their skills and better prepare for future interviews, while also providing you with a slicker pool of applicants. InterviewStream and MyInterview are two such examples of this technology.

4. Onboarding and beyond

The onboarding process is also evolving rapidly, with virtual onboarding tools and personalized experiences driven by data analytics and AI.

Digital onboarding platforms

Cloud-based platforms like BambooHR and Talmundo enable companies to centralize and streamline the onboarding process. New hires can access essential documents, complete paperwork, watch training videos, and connect with team members—all from a single platform.

These tools allow HR and managers to track progress, ensuring that new employees complete required tasks and receive necessary support during their initial weeks.

Virtual onboarding events

As remote work and distributed teams continue to gain traction as a standard in the workplace, companies are increasingly hosting virtual onboarding events to welcome new hires. Organizations use video conferencing tools to conduct virtual meet-and-greets, team-building exercises, and training sessions to help new employees feel connected and engaged from the start.

Personalized learning paths

AI-driven learning management systems (LMS) like Docebo and Cornerstone can create personalized learning paths for new hires based on their roles, responsibilities and skill sets.

By leveraging AI and data analytics, these systems can track progress and adapt training content to suit individual needs, ensuring that new employees are equipped with the necessary knowledge and skills for their roles.

Employee onboarding chatbots

AI-powered chatbots like Talla can assist new hires during the onboarding process by answering common questions, providing relevant information, and guiding them through required tasks.

These chatbots can be integrated into workplace communication platforms like Slack or Microsoft Teams, offering real-time support and minimizing the need for new employees to contact HR or managers for help.

Social and collaborative learning

Digital tools like 360Learning and Degreed foster social and collaborative learning experiences for new hires. These platforms allow employees to share knowledge, ask questions, and collaborate on projects, enabling new team members to learn from their peers and build relationships within the organization.

The future of hiring tech

That’s a lot of tech already. But there’s more on the horizon – and ChatGPT and its cousins are really only at the cusp of it. Let’s look at the various other ways in which digital transformation of recruitment is continuing to grow:

Advanced AI-driven candidate matching

AI algorithms are growing to the point where they can predict the success of a candidate within a company based on data analysis of past employees’ performances. This could significantly improve the quality of hires and streamline the recruitment process, allowing you to focus on the human aspects of your role.

Virtual reality interviewing and onboarding

Virtual reality (VR) technology is already revolutionizing the hiring process. Candidates can be immersed in a virtual work environment, interacting with potential colleagues, and participating in real-life work scenarios before they even get the job. This provides you with valuable insights into a candidate’s ability to adapt and perform in their new role.

Augmented reality (AR) enhanced job previews

Likewise, augmented reality can be utilized to give candidates a more immersive preview of their potential work environment, from their desks to the company’s facilities. Candidates can use their smartphones or AR devices to explore their future workplace, interacting with digital information about company culture, benefits, and team structures.

This would allow candidates to make more informed decisions about accepting job offers and help you identify candidates who are genuinely excited about joining the company.

Blockchain-based credential verification

Blockchain technology can play a significant role in recruitment by streamlining the verification of candidates’ credentials, such as education, certifications and work experience. By using a decentralized, secure and tamper-proof system, you can quickly and accurately validate the qualifications of candidates.

This reduces hours spent on background checks and minimizes the risk of fraudulent claims.

Remote workforce management through IoT

The Internet of Things (IoT) could play a vital role in managing remote workforces, as companies increasingly adopt flexible and remote work models. IoT devices and wearables could be used to monitor employee health, productivity, and engagement in real-time, providing valuable insights. This data could be used to create personalized support plans for employees, addressing their unique needs and preferences.

There’s plenty more, of course, but that’s just a taste of what’s happening now and in the near future.

Lessons from Michelangelo, Borg and Ford

Let’s step out of that tech rabbit hole for a moment, and consider some real-life lessons to help assuage fears that jobs will be taken over by artificial intelligence including in hiring teams. The reality is, AI can be your friend if you embrace it.

Michelangelo and the Sistine Chapel

First, let’s look at one of history’s great painters and one of history’s equally great paintworks. While Michelangelo is famous for his work on the Sistine Chapel, he did not complete the masterpiece alone. He had a team of assistants to help him bring his vision to life. He consulted with them, worked with them to prepare the “canvas”, and so on. He still led the project and directed his teams to set the foundation for what ultimately became his masterpiece.

Likewise, for you, AI can be your assistant. It’ll take care of the other work and help you focus on the human aspects of your role, including fostering a positive candidate experience and ensuring that your teams are highly engaged.

Bjorn Borg and the wooden racket

When tennis legend Bjorn Borg made a comeback in 1991 after years in retirement, he chose to stick with his wooden racket rather than adopting the modern graphite rackets that had become the standard in the sport. His insistence on staying with outdated technology led to disappointing (and even embarrassing) results.

This is a reminder to stay up-to-date with – and ahead of – the latest technologies and trends in your area of work. If you don’t stay on top of your game, you’ll fall behind and miss out on top talent.

Henry Ford and the assembly line

Car titan Henry Ford revolutionized the manufacturing industry with his innovative assembly line, which dramatically increased efficiency and reduced production costs. Ford took inspiration from meat-packing plants and a grain mill conveyor belt to divide the labor into clear steps and to bring the work to the workers, thereby reducing time wasted in moving around and leading to mass production and cheaper cars.

Likewise, you can explore and adopt new technologies that can optimize your workflow and save you an incredible amount of time and hassle – and money.

AI isn’t a threat – it’s your ally

SWOT analysis is a common element of business strategy. Strengths, Weaknesses, Opportunities, Threats – hence, SWOT. Think about what you’re doing at work, and what your company’s doing. What are your strengths right now? What are your weaknesses? And what are the opportunities you can capitalize on to overcome those weaknesses?

The fourth one – the threat – is probably overplayed when it comes to AI. The infusion of AI in hiring need not be seen as a threat to the profession, but rather as an opportunity for growth and enhancement.

Don’t forget that the human touch continues to be a vital aspect of the hiring process, and AI technology is the tool to support and streamline your efforts.

It’s an exciting time. Embrace this age of digital transformation, including in hiring. Learn from the successes of Michelangelo and Henry Ford, and the failure of Bjorn Borg, and navigate this new road. The future of hiring sits squarely in the harmonious blend of technology and human skill. Master that balance, and you’ll do very well.

The post AI, ChatGPT and the human touch in hiring appeared first on Recruiting Resources: How to Recruit and Hire Better.

These moves had the effect of making money more scarce and sent a chilling effect across the global economy.

Companies always try to tighten their belts when entering a potentially recessionary environment, and one way to get costs under control is to ensure that your businesses software expenses are being allocated as efficiently as possible.

Related: The agile recruitment process: hiring with leaner teams and budgets

Many HR and talent acquisition teams will see (or already have seen) their budgets flat line or shrink in 2023, so they will need to make strong, cost-effective software decisions as they build their HR software toolset.

Below are a few strategies that can help your team be more disciplined and efficient with your HR tech stack, while still giving you, your team and your employees the tools they need to be productive and successful:

1. Bundle where you can

There has been a back-and-forth debate in the software industry going back to time immemorial: Is it better to have an all-in-one system or to take a best-in-class approach?

Fewer systems are generally better than more systems, but there can often be compelling business reasons to add best-in-class point solutions.

The case for fewer systems is not just about lowering software expenses (although that can be a side effect). Often, the case is about being more efficient and streamlined.

With a more bundled HR tech stack, employees only have to download one app and remember one login, in order to handle all of their HR technology needs. It also means that when things go wrong, you only have one customer support contact to reach out to for help.

Another reason that companies opt for an all-in-one provider is because data typically flows more effectively throughout a single system than it does across multiple systems.

This can help reduce the amount of manual re-entry that administrators have to do. It can also make reporting easier, since generating reports from an all-in-one system is often easier to do than downloading and combining reports from multiple systems.

Despite the advantages of an all-in-one system, a business may still want to choose a few areas in their HR tech stack to prioritize best-in-class solutions.

In an environment where labor is still incredibly scarce and unemployment remains near record lows, having an advantage in recruiting from a best-in-class applicant tracking system (ATS) can return surplus value for a business.

A smart HR operation should be looking at their overall tech stack and looking for opportunities to bundle, but also stay cognizant of the benefits that their best-in-class providers can bring.

2. Partner with growing vendors

You’ve likely heard the phrase ‘a rising tide lifts all ships. And this is especially true when it comes to your HR software partners.

The trajectory that a software company is on is another thing to consider when you’re deciding which software partners will serve you best in a leaner business climate.

When evaluating competitive platforms, try to triangulate where each business is heading. Ask questions about the company’s leadership, their funding, their product innovation cycles and how long customers stay on their platform.

Two software vendors could look identical, in terms of functionality and price today, but in two or three years they could be miles apart, if one of the vendors has an arrow pointing up and the other is stagnating.

The vendor with the better trajectory will be able to deliver you new innovative upgrades, more frequently and will be able to attract more engaged, caring employees to work with your team.

Related: The 6 best free HR and employee management software solutions

3. Find the right deal

A third thing to consider with all of your software vendors is: Is the partnership structure mutually beneficial for both sides?

Most software buyers assume that list prices and contract terms are fixed and can’t be moved. But in our experience, buyers tend to have much more flexibility than they realize.

If you’ve been a great partner to your software vendor, they won’t want to lose your business over small details.

If you’re getting squeezed by your financial pressures, but don’t want to lose a beloved software partner, reach out to that partner and see if a resolution can be found.

This guide from Outsail details how to appropriately negotiate a software agreement, but a few of the key things to keep in mind are:

• It’s a give and a take, so if you want better terms, you’ll likely have to give something to your software partner in return
• Your sales or account management reps are your ally, so arm them with what they need to bargain on your behalf

Many people (incorrectly) think that negotiations are an adversarial endeavor, but the truth is that these conversations, when done well, can be some of the most transparent and mutually beneficial discussions you’ll have with your partners.

As we all face new business headwinds, there will be more pressure on HR teams to optimize their software spend.

Related: How to calculate the ROI of an ATS: A step-by-step guide

But, this certainly doesn’t mean that you will have to downgrade all of your software platforms and work only with bargain basement providers.

Instead, this is an opportunity to identify your most strategic partners and create deeper, more mutually beneficial partnerships that will allow both parties to come out the other side better.

Brett Ungashick is the founder of OutSail, a free HR software advisory service. OutSail helps companies research, evaluate and select new HR software. Brett started his career by selling software to HR teams at LinkedIn, before recognizing a growing need from software buyers for support throughout their buying processes. OutSail was founded in 2018 and has helped over 700 companies with new HR software purchases including companies like SalesLoft, DoorDash and the Boys & Girls Club of America.

The post How to make your HR tech budget go further appeared first on Recruiting Resources: How to Recruit and Hire Better.

But one trend that remains constant is that companies are putting a strong emphasis on how they will improve their hiring process and employee retention during this time. As companies navigate a surge of inflation, a tight labor market and a looming recession, they need to find new ways to balance efficiency and engagement when it comes to the candidate experience.

Candidates’ expectations of the interview process have changed dramatically and companies are struggling to keep up. Candidates want to understand the overall strategy companies will take to ensure an inclusive interview process.

They want to know what to expect from the process and when they will hear back (i.e. not be ghosted). During the interview process they are asking more questions about work-life balance to understand the inner workings of the organization, to ensure that they connect with the company’s culture and mission on a deeper level.

If companies can improve their candidate experience, this will not only elevate and streamline their hiring processes but should mitigate some of the risk of attrition due to a misalignment of values.

While having a ‘white glove’ candidate experience can seem like a daunting task, there are a few pitfalls that talent acquisition and PeopleOps leaders should avoid when thinking about their candidate experience:

1. Not setting clear communication around the interview process

A long drawn-out interview process can be detrimental to hiring. We’ve all seen the posts by candidates talking about how slow a company’s hiring process can be or a candidate can think that the process is over but then they find out that there are more rounds of interviews the company wants them to go through.

If candidates do not know what to expect as the next steps throughout the entire interview process or if they experience delays or deviations from the original plan, they can start to wonder if their time will be as undervalued working for your company as you are treating them in the interview process.

Just like in sales, time kills all deals, so a slow recruiting process diminishes offer acceptance rates.

What you can do:

Keep hiring managers accountable. Track their process, advocate that this be one of their OKRs.

Set a clear plan in the recruiting kickoff meeting of what the plan is going to be. Set SLAs with interviewers that they will get back to you with feedback within X days.

Before and after an interview, let the candidate know what to expect next and when they should hear back. If there are going to be delays, let them know sooner. Then, if you get back to them by the time you originally said you would, they could be pleasantly surprised.

2. Overselling and underdelivering of pay and benefits

A growing number of states have passed legislation that requires companies to post their salary ranges in their job descriptions, however some companies are finding workarounds.

They’re posting unrealistic ranges, being cagey around their work-from-home policies and not talking about the benefits that they offer employees until the offer stage.

What you can do:

Post a realistic salary range on your roles

Be realistic with your ranges. A good salary range would be $100,000-$130,000. A bad salary range would be $50,000-$500,000.

You may lose some candidates upfront who are looking for more money but it is better to know in the beginning what they need than to find out at the end after you have invested time and energy into interviewing them.

Also, candidates may surprise you. If they are interested in the role, they may reach out at the beginning to see if you have any flexibility in the range or inquire about other things in the comp package that might sway them to take less money.

Be upfront about the benefits that you offer

Benefits are big factors in a candidate’s decision making process when looking for a new role.

For example: you cover 100% healthcare, you have unlimited PTO with a three-week minimum, and you have a learning & development stipend. Put those details in the job description, talk about them in the screening process and, better yet, share a video that talks about them in the interview process or on your site.

Let candidates know where you stand on remote work

If you require people to be in the office X days a week, let them know before they hit apply. If you offer the flexibility to work in another state/country for three months, put that in your job description under benefits.

You want to give candidates as much data as you can about your company, including culture, benefits and processes, so they can make an informed decision.

Be a human, not a ghost

Ghosting is a big concern for candidates this year. Candidates can feel like they are submitting their resume into a black hole. Or, if candidates do get an interview, the recruiter may disappear after the screening stage with no signal as to their status.

There are many things recruiters are juggling right now, but something that should be foundational is replying to every candidate, even if it’s a short one. Often, a candidate is just thankful that they got the standard rejection email instead of being left in hiring limbo.

3. Not having a structured interview process

Many candidates talk about how much time they spend preparing for an interview, learning the ins and outs of the company and practicing their interview responses, only to be met with an interviewer who is not prepared and “half asses” the interview.

It’s not the best experience interviewing with a company where you have each interviewer ask you the same question. As far as gathering data on if the candidate is a good fit or not, it doesn’t do the company any favors either.

What you can do:

Train hiring team members on how to conduct a great interview. Teach them how to talk in a welcoming manner, ask appropriate questions and interact in a respectful way with all candidates.

Have a clear understanding of what skills/competencies you are looking for in the role. Meet with each interviewer to align on the role and calibrate what a “good” vs. “great” response might look like.

Focus each interview around two to four competencies based on the details of the role. When each interviewer understands the competencies they are going to focus on, they can start to craft specific questions they will ask during the interview process.

4. Not having clear expectations for the role

Job descriptions are the first thing a candidate looks at to determine if the role is going to be the right fit for them. They will use this as a guide throughout the entire interview process.

In some cases, there can be a huge disconnect between what is written in the job description and what is said during an interview process. This can leave the candidate feeling confused as to what the day-to-day would really be in the role.

In addition to lacking details on the day-to-day responsibilities, more and more candidates are asking what the growth path looks like for the role they are applying for. Candidates are looking for opportunities to acquire new skills, take on new challenges and broaden the scope of their responsibilities within a company.

However, many companies struggle to plan for how they will use their new employee’s talents past the role that they are hired for, and this can have a big impact on a company’s ability to innovate.

What you can do:

Ensure that what is said in the posting is reflected in the words being said in the interview process. You can do this in the kickoff meeting with all of the interviewers by going over the specifics of the role, what a typical day looks like and what some potential growth paths might look like moving forward.

Candidates are most likely juggling more than just your opportunity so you should send follow-ups or prep videos with information to candidates about the day to day of the role. You can share these with them throughout the interview process.
If internal mobility is something that your company can support, provide examples of how others at the company have made internal moves.

You should meet with the hiring manager to talk about the growth of their team. That way, everyone in the interview process can set realistic expectations and not sell the candidate on a dream that will never come true.

5. Not investing in the employer brand

Job seekers look at review sites, your careers page and any other materials you put on social media as signals for what they can expect in the interview process and to help them understand what it is like to work at your company.

In fact, according to Glassdoor, 69% of candidates are more likely to apply to a company if the employer brand is actively managed. Even then, companies still struggle to tell an authentic story about what makes their company unique before candidates apply and throughout the interview process.

What you can do:

Have a compelling careers page with real photos & videos of employees. Include a clear mission, vision, and value statements and information on the benefits that the company offers.

Leverage video content with employee testimonials on social media and share with candidates during touchpoints throughout the entire interview process.

Actively manage your reputation on sites like Glassdoor and Comparably by checking company’s reviews and responding to questions and complaints.

Improve your candidates’ experience

There are a ton of amazing candidates out there who will apply to your roles, some of which you will be able to hire today and others who you will want to build a positive relationship with so that they are more likely to apply when another role becomes available.

Avoiding these common pitfalls will help you to create a positive candidate experience and a company applicants will want to refer their friends to.

The post 5 candidate experience pitfalls in 2023 – and how to fix them appeared first on Recruiting Resources: How to Recruit and Hire Better.

1. Boardon

Boardon’s gamification features make it the perfect onboarding solution for companies focusing on Gen Y employees. You can create your own onboarding content. Interactive quizzes, informative articles, YouTube videos? Check, check, check. Once all the content is in place, simply add your candidate’s details and send an invitation.

The candidate can view a detailed schedule of planned activities and events and an onboarding plan. Boardon is free for one admin member working with one candidate at a time, which makes it suitable for those who onboard less than 20 new employees per year.

2. Wrike

Wrike is so versatile – you can use it for project management as well as employee onboarding. It’s easy and efficient to assign each step of the onboarding process to new employees in the same way you would with a project task. There’s even a free onboarding template to get you started.

HR managers can track progress and save forms, documents, and information as employees move through each step. Bonus: New employees can get familiar with the software they’ll be using daily and find everything they need without opening a dozen apps.

3. WebHR

Use of the WebHR system is free for companies with up to five employees. The onboarding solution allows new employees to complete their paperwork from anywhere, at any time, using any device – so handy for hybrid setups.

Automatic reminders and alerts provide convenience and remind employees to complete the onboarding process to access their personal dashboards.

4. Scribe

Scribe is the perfect tool for quickly and easily creating employee onboarding documents. With its Chrome extension or desktop app, you can capture any workflow you want to document and turn it into step-by-step instructions with screenshots. This makes it easy for HR teams and hiring managers to create professional onboarding guides that you can share with individuals, teams, or company-wide.

Its extension is free with unlimited use but you may want to top up to the Pro plan at $29 per month per user for other features like a desktop recorder and image redaction.

5. Click Boarding

Click Boarding is the perfect tool for creating impactful onboarding experiences thanks to pre-built templates and content. They make it so easy to set up your onboarding flow exactly how you want it and you don’t need major tech or design skills. With the drag-and-drop builder, you can create a completely customized flow.

Plus, you can track employee progress during onboarding and seamlessly integrate with most major HR software platforms.

Final thoughts

When bringing aboard a new employee, it is essential to have onboarding software at your fingertips that covers all the bases from a compliance standpoint. The software sets the stage for success and a positive employee experience from day one. The best free employee onboarding software will help maximize onboarding success and ensure key moments are memorable for all the right reasons.

The post The best free employee onboarding software for 2023 appeared first on Recruiting Resources: How to Recruit and Hire Better.

Trevor and Jayson discussed solutions to overcome the surge in job vacancies coupled with operating in a tight labor market alongside a mounting skills shortage.

Here are the top 11 takeaways from the webinar – or check out the full event below:

1. Your job description and careers page are dealmakers

Jayson: “This actually came up in a fairly recent conversation I had with one of our customers, really just as best as possible: avoid overly general or generic job descriptions.”

Trevor: “[That’s what] a lot of candidates are looking for nowadays … the type of company and the type of organization that I’m stepping into seeing. It’s almost like the welcome mat and the doorframe for your organization. So candidates know as they step through that door what they’re getting into, what they’re walking into, and it’s just a great way to elevate your brand and really get it in front of folks.”

2. Avoid laundry lists of skills

Jayson: “Job descriptions often can end up getting blurred with job specifications, and they can become super technical and very much become a long list or menu of requirements. But they don’t sound human. They don’t say, you’re going to join Workable, you’re going to work as a partner manager, and you are going to build relationships.”

3. Balance efficiency and quality in hiring

Jayson: “You can find great candidates quickly and you can have a rigorous hiring process. You just need to balance the process you’re using [with] the tech that’s supporting you, any insights that you trust. At Thomas, we help you measure what matters. It’s a combination of factors, but psychological factors really help find people the potential to be successful.”

4. Maintain a single source of truth

Trevor: “Having those consistent feedback loops living on the actual candidate’s profile within something like Workable cuts down on a lot of that back and forth. Don’t really leave anything to chance because you know this is someone’s future. You want to make sure that if they’re really excited and interested in the role, they obviously have the best opportunity and the best chance to be successful in the hiring process.”

5. Tighten up the approvals process

Trevor: “It often becomes a game of telephone if you have multiple people working on a role. If you need approvals in the process, you never want to leave something like that to chance, especially if you’re trying to be as efficient as possible.”

Trevor: “All the way down to those later stages of the hiring process, you’ve invested so much time and energy into the candidate. [You want to make] sure that any sort of approvals you need in order to get that offer signed, any negotiation, all of that happens in real time within Workable, so you can collaborate on that. Make sure that you’re moving from kind of that offer stage to hired in a much faster sort of manner and get that signed off right at the end of the day, and then get this individual up and running within the organization.”

6. Avoid bad hires – at all costs

Jayson: “There’s so many consequences [of a bad hire]. … You know, you’ve spent time firing. That cost’s already gone. Maybe you paid an agency or recruiter to place somebody. That fee is possibly gone depending on how long it takes the person to work out or not. You’ve then got the knock-on impact. So for team-fit interpersonal conflicts drags on productivity is bad in itself for people’s engagement. And day-to-day happiness, it also has an impact on cost. You’re not as productive. You’re not making as much money, you’re not performing as well. There’s going to be less performance on the job.”

Jayson: “If you are unhappy, if you don’t feel well onboarded, if you don’t feel trained and supported, if you don’t feel like you can do the job to the best of your ability, you are not going to perform as well, which then exacerbates things like team fit and productivity and further exacerbates issues around cost. It is a losing game.”

7. Don’t focus only on experience

Jayson: “If you are hiring somebody to work as a software developer, you probably want to know if they have experience working as a software developer before the languages they can code in the experience they’ve got. It is useful in certain scenarios. But if you are only looking at experience, you are really limiting yourself. Because the factors that really predict success are things like people’s personality traits, their behaviors, people’s aptitudes, and how they learn is the single greatest predictor in isolation.”

8. Look at learning potential

Jayson: “At work, we’re looking at someone’s potential to do something so hard skills are often, can you work in Excel? Have you used this system before? How many webinars have you delivered previously? [Also] potential things like, how will you learn new information if we implement new software in our business? Will you pick it up? How do you deal with change?

“if you can’t hire somebody that has all the skills you need on day one, have they got a potential to learn those skills? It’s often easier to hire people with a great attitude and a potential to learn than it is to find someone with all the skills, but a challenging attitude that might cause problems when they join the business.”

9. Speed up the process with tech

Trevor: “Folks that are interviewing for roles now really prefer to be messaged through text. If you’re like me, I get a myriad of emails every single day from about three or four different email domains that I have, and it’s just a lot to keep up with. Whereas, if you can cut through the noise, simply communicate back and forth with a candidate through text, not only does it feel like more of a friendly relationship, they can move through the interview process faster.”

Trevor: “If it’s a video interview that you want to set up and have, really being able to capture some of those async answers from candidates, review it as a team and continue them moving along in that process so that it’s not them getting to a bit of a blocker, they’re waiting to hear back from you.”

10. Be proactive in your candidate search

Trevor: “A great arrow in the quiver of recruiters is to be a bit more proactive in the search. We’ve got about 400 million different public candidate profiles through something called People Search where, [for example,] I’m looking for a JavaScript developer in Brighton and I want to see some other languages that they know. I can search that through our publicly available candidate profiles. Maybe these people … are interested in switching jobs. They’re employed today, [and] maybe they’re not advertising that they’re open to it. You can start to capture that audience as well.”

11. Track your hiring process

Trevor: “Given the budgets that folks are always trying to balance, when you look at paid job board spend, you want to make sure that you’re allocating it efficiently and accordingly to where it’s actually yielding the best candidates. [Take] a look at reporting, seeing [that] this job board performs better than others for the types of roles that we’re hiring.”

The post The Hiring Trap: 11 ways to close time to hire gaps appeared first on Recruiting Resources: How to Recruit and Hire Better.

Other companies did the same, presenting their employees with the opportunity to work offsite where they were able to and where it was possible. But ultimately, it wasn’t a standard at all – for most, it was either fully on site or, perhaps, one day at home every now and then and only with managerial approval.

Then something changed. In the turbulent early days of COVID-19, many organizations shifted to a fully remote model – which was labeled at that moment as a stopgap measure to begin with, and then a bold and new experiment going forward. Remote work was even described by some as something that was bound to happen sooner or later – and that the social impact of the virus (i.e. lockdowns and social distancing requirements) merely expedited it.

And then, we saw a rise in productivity and performance in the remote working environment. This comes as little surprise to those who have studied the relationship between productivity and employee engagement and remote work.

But as the pandemic dragged on, productivity started to falter. Mental health challenges also rose in remote work – and we’ve seen the rise of anxieties in this new survey. Asynchronous work also presented its own challenges – especially when it came to communication between teams.

What also rose to the surface are the challenges connected with on-location work. When we saw organizations start talking about a return to office as the pandemic loosened its grip on society, the pushback from employees was strong and defiant. Many didn’t like the idea.

Many workers – according to our Great Discontent survey report in 2021 – want to retain their flexibility in work. Why? Family commitments. Personal priorities. More time in the day. The list goes on.

In short: people just don’t want to go back to the way things were, and likewise, industries and businesses – which are irrevocably transformed – can’t envision a full return to the way things were. In other words, the cat’s out of the bag. The toothpaste’s out of the tube.

In the midst of all this, candidates have the upper hand with talent at a premium for employers. They’re not afraid to leverage that to their benefit – be that in terms of compensation or working environment.

So this forced a new agreement onto the world of work. The ‘agreement’, if we can call it that, seems to be a third road. A middle ground. That’s hybrid work.

Hybrid work, for all its definitions (i.e. two days in office and three days remote, office space availability for those who want it, etc.), is rising as one of the major new standards in this next world of work. Perhaps it’s the best of both work worlds. Whether that’s a temporary solution on the heels of other temporary solutions or whether that’s finally a new standard in the workplace after years of disruption – that’s yet to be determined.

Some do think this is the new status quo. One survey respondent told us: “I believe that the hybrid model is here to stay. The challenge will be to establish and develop greater empathy among remote employees.”

“I believe that the hybrid model is here to stay. The challenge will be to establish and develop greater empathy among remote employees.”

This speaks to the old axiom that for every retaliatory adjustment or new solution, fresh challenges and problems are going to reveal themselves.

This happened with in-office and on-location – a centuries-long standard – and happened again with the opposite extreme of distributed teams and remote working.

Now we have hybrid.

The more things change, the more things will change – that’s been our experience since the crazy early days of 2020. Is hybrid the next world of work, or is it just the next experiment or the next stage in the ongoing negotiation between employer and employee?

Honestly, it’ll be a bit of both.

The post The in-person vs. remote shuffle – what’s next? Hybrid! appeared first on Recruiting Resources: How to Recruit and Hire Better.

We have those insights in spades. A huge focus at the time were remote work and digital transformation.

And now, after conducting the same survey two years later, we’re able to see how things actually changed.

First, let’s quickly look at an interesting quote. In 2020, at the inaugural World Economic Forum Pioneers of Change summit, Christine Lagarde was quoted as saying:

“If we get the policy mix right, hopefully we will protect the economy in the aggregate, but we will not prevent it from being transformed. We need to focus on that so that those transformations are not scars but transformations for the better.”

Christine was referring to digital transformation specifically – but she might as well be talking about overall transformation of the world of work.

Now let’s look at the data:

No going back to ‘before times’

In 2020, just one in 25 respondents (3.9%) said their industry wouldn’t return to normal at all.

Now, 22.7% say their industry either hasn’t returned to normal, or moved to a “new” normal.

Likewise, only 3% of businesses in 2020 said their business and operations wouldn’t return to normal at all – compared with 19.7% who now say their business and operations still haven’t returned to normal or they’ve moved on to a “new” normal now.

Remote not nearly as paradigmatic

At the risk of sounding redundant, 71.1% said remote work would be one of the main paradigm shifts going into the post-COVID work environment in 2020.

Now? Just over half of all respondents (54%) say that this actually was a real paradigm shift.

Of course, there’s been a significant push by many companies to a hybrid model or even a full return to office. Hybrid wasn’t really in the lexicon in 2020 – and also, at the time of that original survey, many companies were scrambling for stopgap solutions and it was looking like remote would be one of the stickier solutions. More on that below.

The benefit of benefits

Another notable upward change is seen in benefit plans – 39.3% now choose that as a major change compared with 27.5% two years ago.

It’s an indicator that employers are recognizing the need for greater employee engagement in the workplace – with benefits being a part of that.

The rise of async

But the biggest shift upwards is the rise of asynchronous work and operations, with a combined 28.4% of respondents citing asynchronous processes as a major paradigm shift compared with just 16.6% two years earlier.

What does all this tell us?

This tells us that the initial shift to remote was a snap reaction to the pandemic, and while predicted to be the biggest change in the workplace, it may have instead been a longer-term stopgap towards a hybrid working world as the ultimate paradigm shift.

Perhaps the development of hybrid is a result of the nuanced changes that came with having employees distributed across different locations – including working with someone who you may never meet or with someone in a wholly different time zone. Hence the growth in ‘asynchronous’ work.

Ultimately – yes, if we can borrow a line from Yeats: the work world has changed, changed utterly.

And it’s still changing. It may not be as torrid as during the period between 2020 and 2022. But we can look at it this way – earthquakes are a consequence of tectonic shifts. COVID-19 was the earthquake that forced companies to adapt quickly to survive. Now, we’re not feeling as many earthquakes, but the tectonic shifts are still happening beneath the surface.

The post The ‘new’ world of work: Did it happen as predicted in 2020? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Featured is Female Founders co-CEO Amelia Suda, who shares insights on:

Current trends in VC funding in Europe
Why a gender imbalance exists in European startups
Why this matters, including at the bottom line
How you can restore balance
What you can do about it at the organizational level
What you can do about it at the personal level

The post VIDEO: Build balance and strengthen your teams appeared first on Recruiting Resources: How to Recruit and Hire Better.

Want to see all the data in one place? Jump to the full infographic below or download it for your own files.

Let’s look at the data behind this:

1) Higher salaries are not just prioritized – they are actively being sought by workers right now.

• 44% of US-based workers say a pay raise is the #1 priority for 2023, ahead of career goals (31%) and work-life balance (24%)
• 47% of workers worldwide are actively looking for jobs with better pay

2) Salary is also something that can be made better in their current jobs.

• 61% in the UK and 57% in the US say compensation in the form of salary, perks and benefits need to be improved to make a better experience in their current job
• That’s much higher than career growth opportunities (31% in UK, 32% in US) and even flexible work (27% in both countries)

3) No, workers aren’t being greedy. Better salaries are a necessity right now.

• 80% worldwide say their current pay isn’t keeping pace with inflation
• 80% of workers say inflation is impacting their career decisions

4) Simply offering more money to attract new hires isn’t going to solve the problem entirely.

• 65% of US-based companies are increasing pay to their new hires
• But this is leading to dissent: 68% of managers in the US say a team member has asked for a raise or threatened to quit due to increasing discrepancies with a new hire in terms of pay

What can we learn from this?

Workers don’t think they’re making enough, and they think – or know – they can make more.

The lack of transparency and consistency in salary across organizations and industries can also be an issue.

What are the potential solutions?

First, standardize your company’s pay structures with a formalized salary structure. Let’s look at some data from a recent OpenComp study: Almost 70% of organizations have formal pay ranges in place. And that number’s expected to rise with more pay transparency legislation.

Second, establish pay brackets which show a clear path to higher salaries within an organization. Of those with formal pay ranges in place, more than 70% have pay range groupings (i.e. A/B/C) based on market reference points.

And third, have a defined system in place if you have distributed teams operating from different locations. More than half of all organizations have a formal geographic pay strategy.

Ultimately, structure and transparency go a long way. You’ll get more candidates and, perhaps more importantly, retain your existing employees.

The post INFOGRAPHIC: Standardize your salaries and they will come (and stay) appeared first on Recruiting Resources: How to Recruit and Hire Better.

This discussion between two women at Workable highlights what that means for them and how you can flourish in your own career.

Featured are Workable Sales Consultant Chiara Giampietro and Workable SVP of Customer Services Jess Meschino.

In this video, Chiara and Jess discuss:

The importance of being an “other” in the workplace

Being heard in meetings

Mentorship at work

Gender diversity in leadership

Pursuing opportunities

Being flexible in your career

The value of continuously learning

The post VIDEO: Inclusion, growth, and the value of ‘Otherness’ appeared first on Recruiting Resources: How to Recruit and Hire Better.

In other words – what do candidates want in a job?

With employers struggling to attract and retain candidates (in some sectors, at least), the natural move would be to enhance their employer value proposition (EVP).

So let’s look at what employers find is most appealing to candidates in today’s job market:

Total rewards are totally rewarding

Perks, benefits, time off, etc., is seen to be becoming far more important now than they were perceived to be in 2020. In other words, that package is called “total rewards”. The more an employer can offer in total rewards, the more alluring a job can be for a prospective hire.

Check the data: 56.9% of employers find that overall compensation is now becoming more important in the eyes of candidates compared with 36% two years ago.

That number has gone down from half of all employers in 2020 to just one quarter in 2022 (49.9% to 25.3%) for those who say it’s relatively unchanged in terms of importance.

Show me the money – yes, again

One part of total rewards is, of course, compensation. How much actual money will be paid in terms of salary and bonuses and so on?

As it happens, this is also becoming more important for candidates according to employers in 2022 (56.2%) compared with 2020 (33.3%).

And again as above, the percentage of employers who say the importance of compensation for candidates is relatively unchanged has dropped from 51.9% in 2020 to 29.5% now.

One respondent did say that the expansion of companies to international talent markets has created a new challenge:

“For me the most difficult part is employee engagement and compensation. It’s a big challenge to keep a big company engaged (many people miss the ‘family’ feeling, while other people don’t know what it means as they joined remotely). Regarding compensation, many international companies are now offering US salaries in Spain, which makes it difficult to reach for Spanish companies.”

“For me the most difficult part is employee engagement and compensation. It’s a big challenge to keep a big company engaged (many people miss the ‘family’ feeling, while other people don’t know what it means as they joined remotely). Regarding compensation, many international companies are now offering US salaries in Spain, which makes it difficult to reach for Spanish companies.”

Upward trajectory a necessity

Career paths and growth are also in the minds of candidates. This year’s employers say that career opportunities are becoming more important for candidates (49.6%) than in 2020 (34.6%).

The percentage of employers who say the importance of this is unchanged has dropped from 56.3% in 2020 to 40.2% now.

No need for security now

Job security – at one time quite an important value proposition – became less important for candidates in 2022 than it was two years ago.

Only half (50.9%) of this year’s employers say it’s becoming more important now, drastically down from four out of five (79.8%) two years ago.

With recent economic instability and increase in layoffs, however, this number may change again going into 2023.

What does all this tell us?

Candidates and jobseekers have the upper hand now when evaluating job opportunities. They don’t worry about job security as much because they know employers need them more than they need employers.

So, they’re more interested in what they can get out of a specific job opportunity – i.e. the compensation, the benefits, the career growth – than they are interested in simply getting a job.

We mentioned this above – this may look slightly different in 2023, but only in some industries. Companies are still struggling to fill roles in some sectors, whereas other sectors are seeing a nearly unmanageable influx of talented candidates every time they open up a new job.

The post Employer value proposition: how has it changed since 2020? appeared first on Recruiting Resources: How to Recruit and Hire Better.

The standard skills and background aren’t wholesale different than pre-pandemic, but the changing nature of the working environment (i.e. remote, hybrid, etc.) and shifting values of work (i.e. work-life balance) have changed things. Soft skills, specifically, have grown in value for employers over the last couple of years.

Let’s have a look at what skills really stood out for employers in 2022 compared with in 2020.

DIY on the rise

In 2020, a self-motivated or a self-starter mentality was valued by more than half of businesses (54.2%) when hiring.

That number’s grown significantly higher to 69% now – meaning, seven out of 10 businesses really like to see their workers take initiative without needing guidance or even motivation from their managers.

A surge in creativity

Another dramatic shift is in how employers value creativity and innovation in their teams. In 2020, 27.8% considered that to be a valuable trait when evaluating a candidate – that number’s nearly doubled to 52.8%.

Growing thirst for knowledge

Again, in the same theme of being creative and being a self-starter, there’s growth in the importance of willingness to grow / learn in a role. Employers value this more now (38.2%) than they did in 2020 (30.6%).

This speaks volumes to the growing trend of learning & development as part of an overall compensation package. If workers show they’re keen to grow, employers love that.

Adaptable and resilient? Meh

Going the opposite way, interestingly, are adaptability and resilience (down to 52.6% from 67.4%) and the ability to operate in ambiguity (22.3%, down from 26.1%).

What does all this tell us?

The overall working world is more unpredictable and perennially changing than it was in pre-pandemic times – and subsequently, businesses need to be more agile to survive and thrive.

And now that employers are operating in an agile environment as a rule rather than an exception, they need employees to be more creative and willing to learn in order to stay relevant and competitive.

But after two and a half years in this working environment, employers have developed best practices in management, and are identifying what works best in this new world of work. They’re no longer putting the onus on their teams to drive by night without the necessary guidance and leadership – but at the same time, providing just enough information for self-starters to thrive.

Ultimately, with remote/hybrid becoming the norm rather than a stop-gap exception, strategy and planning are back on the table – which calls for tighter leadership and clearer goals. But again, in that new working environment there will be gaps where an employee is working from home three days a week and must determine their own schedule and goals to align with their team’s.

In short: a self-start mentality continues to be valuable while flying by night isn’t required nearly as much. It’s a very nuanced difference.

The post Candidate value proposition: how has it changed since 2020? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Taking advantage of a larger talent pool

The COVID-19 pandemic ushered in a new era in terms of workplace norms. The pandemic proved, for the most part, that geography is irrelevant when it comes to hiring. The technology developed and deployed to allow employees to work from home during COVID now allows tech professionals to do their work from any location.

In short: Thanks to COVID and the changes it inspired, it doesn’t matter if your programmer lives in California, Cambodia, Chicago, the Cayman Islands, or Cameroon.

In addition to having more options available when it comes to prospective employees, the new landscape also allows employers to use labor arbitrage to build a more cost-efficient workforce. Hiring an engineer in the US may cost a company $200,000 a year, whereas an equally skilled engineer based in India can do the same work for $56,000 a year.

When adjusted for the cost of living in each engineer’s location, the compensation is equivalent and the company receives the same volume and quality of work. This represents an opportunity for significant savings for tech companies.

Salary based on location vs. salary based on value is a topic of debate. Read the Evil HR Lady’s take on this.

Identifying top talent released in layoffs

Layoffs are another development adding opportunities to the talent pool. Typically, big technology companies stack rank their employees on an annual basis, which involves rating employees based on their performance. When layoffs happen, it is most often those perceived to be the lowest performers or contributors who are let go. In recent years, however, tech companies have both overhired and held on to weaker talent due to labor shortages and lower employee productivity.

As 2022 came to a close, shifts in the US economy created an environment with high levels of inflation, high levels of interest rates, and a softening housing market. There has also been an inverted yield curve in the 10 year-3 month Treasury Yield Spread, which has historically signaled an impending recession. These developments have triggered major tech players like Microsoft, Amazon, and Google to launch layoffs.

While some of the technology professionals now available for hire were let go due to low performance in their past roles, others are out of work as a result of overhiring in the tech field in recent years. In some cases, tech companies closed entire divisions to trim their staff size, sending many seasons and highly capable professionals into the talent pool. This means companies have a phenomenal opportunity to hire top performers in 2023, provided they choose carefully.

Boosting productivity with new technology

Artificial intelligence (AI) is causing a huge stir in the tech space as we move into 2023. Microsoft, which laid off 10,000 workers to start the year, also invested $10 million in the ChatGPT AI platform in early 2023.

Why? Because the AI-based language model chatbot, which is still in its infancy in terms of development, can code, automate, configure tech, and find problems with software, among other things.

In some cases, AI-driven tools like ChatGPT can take the place of hands-on tech workers. In others, technology professionals equipped with AI-driven tools can deliver as much as 10 times the output of those working without AI. Employers who commit to leveraging AI tools stand to gain considerably in terms of increased productivity.

Targeting talent with business savvy

There was a time when those who could support technology were in high demand. That time has passed. Not only is today’s tech more reliable, but AI-driven solutions promise to provide the support that tech workers once delivered. As a result, the most valuable tech workers will be those like cloud architects and enterprise architects who understand how technology can be used to solve business problems.

Tech companies hiring in 2023 should be looking for employees who can provide more than technical expertise. Professionals who bring business acumen, leadership skills, sales skills, executive presence, and emotional intelligence will prove to be those who can thrive in their positions and add value to the company.

They have what it takes to go beyond working with technology to design solutions that can improve business performance and transform organizations.

The post Tech hiring: how it’s different now for employers in 2023 appeared first on Recruiting Resources: How to Recruit and Hire Better.

More is less

Two years ago, the dominant takeaway was that very few businesses (8.1%) hired more than they initially planned, and two-thirds (65.2%) of businesses either hired less than planned or froze hiring altogether.

Now, in answering the same question two years later, many more businesses hired more than they originally planned (21.8% now vs. 8.1% then).

Less is more too

The flip side turned out to be true too – a huge slice of the respondent pie hired less than they expected, more than before. One third of businesses (32.3%) hired less than originally planned in the early days of the pandemic. That number grew to two out of five (40.3%).

The thaw of the hiring freeze

Another one-third of businesses (32.9%) froze hiring altogether in 2020 – that number shrunk to 14.9% in 2022.

What does all this tell us?

Note that only 14.9% of businesses took an objective action in freezing their hiring, versus a combined 62.1% of businesses who saw their hiring processes not go as planned (i.e. it was either more or less than initially planned).

That speaks volumes to the unpredictable hiring landscape in both directions – things did not go nearly as anticipated in hiring and still aren’t going to plan now.

Biggest hiring challenges

Let’s look at businesses who did continue their hiring throughout the pandemic from 2020 to 2022 – and understand what that experience was like for them.

1. The talent market is tightening

Three out of 10 businesses (29.1%) now cite a lack of candidates as a hiring challenge, compared with one in five (19.9%) in 2020.

And “too many candidates” is a problem for just half of the businesses (10.2%) in 2022 compared with 2020 (20.5%).

2. Can’t do more with less

Hiring teams are strapped as well, more so than before. Reduced in-house capacity to recruit is much more of a challenge to hiring today (27.5%) than it was in 2020 (14.9%).

3. Candidate health jitters on the rise

Uncertainty among candidates about physical safety at the business has doubled from 2020, with 44.5% of businesses stating that as a hurdle compared with 22.2% in 2020.

What does all this tell us?

We know there’s a Great Resignation underway – but we can’t help but draw a link between the lack of candidates and diminished resources for those in the hiring business. Candidates are also still worried about their health and safety.

Perhaps additional investment in hiring and greater reassurance and communications about workplace safety can attract more interested applicants to open roles. Remember, employees are ultimately the lifeblood of any business, so this is a key element of the overall employee lifecycle.

Remote hiring challenges

Now, let’s look at the challenges facing those employers who do their hiring in a remote environment.

1. Sourcing and attraction a growing pain

In 2020, sourcing and attracting candidates remotely was a struggle by 25.8% of businesses – much less than engagement, evaluation and onboarding at the time.

That’s since grown to 36.7% of businesses today – and it’s the only one of these four challenges that’s increased.

2. … but once they’ve applied – it’s easier

Problems with candidate engagement (41.2% now vs. 51.7% in 2020), candidate evaluation (34.8% vs. 42.4%), and even new hire onboarding (43.8% vs. 49.7%) in a remote work world are all less of a challenge today than in 2020.

3. Tech bringeth, but tech taketh away

Tech buy-in and adoption in hiring teams, listed as a challenge by just 15.4% in 2020, is a challenge for 22.8% today.

Tech buy-in / adoption in candidates is also listed as a challenge by 16.8% of respondents now, but that’s veritably unchanged from 16.6% two years prior.

What does all this tell us?

As hiring teams become more seasoned in a remote function, the engagement, evaluation and onboarding of candidates is now easier. This is likely due to the adoption of new digital tools in the hiring process, including one-way video interviews, online assessments, digital signing, text messaging, interview self-scheduling, and other standard features of recruitment that became more digitized from 2020 onwards.

But: as companies jump onto the digital train, there will be some who run into challenges – including for hiring teams. On the other side of the recruitment coin, candidates actively looking for work may be exposed time and time again to the varying digital setups of different companies and consequently, more comfortable working with a range of tech stacks. Tech adoption isn’t always going to be a universally positive or negative experience.

Most importantly, though: technology is a great optimizer of processes. Remember what we wrote above about additional investment in hiring to address the reduced in-house capacity to recruit?

Perhaps hiring technology packed with useful tools is the solution – and specifically a user-friendly software with a high rate of user buy-in both on the hiring side and the application side.

The post How has your hiring experience changed since 2020? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Now, it’s worth another look in this area to see where we stand in terms of distributed teams.

The trend of distributed teams

The initial shift to fully remote operations was a major adjustment for business survival in response to requirements for physical distancing in 2020 during the first wave of the COVID-19 virus.

But what does that look like today?

1. Not everyone’s fully remote anymore

In 2020, the majority of businesses were working more than three-quarters remotely (57.9%).

Now, that number has decreased. Just one in five businesses (19.9%) have 75% or more of their employees working remotely.

2. The loss of remote optimism

In 2020, 33.7% of businesses said three quarters or more of their workers could work fully remotely without disruption.

In 2022, the percentage of businesses saying so shrunk to half that (17.5%).

3. Forget ‘long COVID’ – here’s ‘long remote’

In 2020, nearly three-quarters (73.2%) said employee engagement and morale would be a major struggle in a remote work world.

Businesses don’t see this as much of a challenge now (56.6%).

On the flip side, team building and morale (54.7%) and team collaboration / logistics (41.1%) were noted as anticipated challenges in 2020.

Now that businesses have some experience with remote work from 2020 to present day, both challenges have increased in 2022 (65.4% and 62.3% respectively).

What does all this tell us?

Check out those latter two insights: there’s dwindling optimism that remote work could really go as well as originally anticipated for overall business processes. While businesses and employees become more accustomed to working in distributed teams, engagement is not as pertinent an issue as it was two years ago.

But at the same time, the experience of the last two and a half years have made it clearer to employers that remote work may not be as feasible in the long term as it was initially seen to be. And more so, the specific challenges of remote work are now rising to the surface.

In short, we are seeing the effects of ‘long remote’ – and they are not all positive.

Remote employee engagement

Nevertheless, many companies are staying with the remote-work arrangement. And the above data on remote engagement warrants a deeper look at what companies are doing to overcome those challenges listed above.

Ultimately, all-around communication and results rather than processes are growing in importance.

1. The conversation is digital

Incorporation of communications technology is the number-one jump from 2020 to 2022 for businesses looking to improve their engagement of remote employees, with 75.8% saying they’re doing so now compared with just 52.6% in 2020.

2. Top-down communication

Interestingly, just 33.7% of businesses in 2020 focused on regular all-hands addresses from top management as a tool to ensure remote employee engagement.

That number’s since risen to 52.6%. The percentage of businesses introducing more team meetings to ensure sync (virtually) has gone the other direction – with 46.7% picking that as a focal point compared with 54.5% two years ago.

3. KPIs in the management’s eyes

Another shift that occurred since 2020 is the focus on results as a performance metric, with 33.2% of businesses focusing on that today compared with 26.4% in 2020.

4. But ‘breathing down necks’ still exists

Nevertheless, many companies are also turning to time-tracking and / or employee monitoring.

This year, 22.5% of businesses use this as an option, compared with 14.6% in 2020.

5. And finally – virtual social is virtually diminished

The biggest change in the other direction is that of virtual coffee dates and / or happy hours to ensure remote employee engagement.

Two years ago, more than a quarter of businesses (28.4%) picked this option – but that’s shrunk to just 15.2% of businesses today.

What does all this tell us?

Again, the tumultuous landscape that businesses are navigating from 2020 onwards may have required quick decisions, corrections and redirections at a more frenetic pace than employees (or employers) are accustomed to.

This requires clearer leadership and more frequent communications – and less micromanagement (for some, anyway). Meanwhile, social interaction is easier now with the opening up of society, of course – so that’s no longer a major concern.

Changes due to remote shift

Let’s stay with the remote conversation for a little longer – we’re now interested in understanding what is being considered by businesses who are moving or have already moved their operations to a remote environment, and how that looks different now compared with 2020.

1. The (talent) universe is expanding

Employers are now enjoying larger talent markets as a result of hybrid and remote teams, with 53.3% expanding their job postings to other locations now, up from three in 10 (30.1%) in 2020.

2. Bye bye physical office

Nearly three times the percentage of businesses are now considering closing their physical workplace – 46.4% now versus 16.3% two years prior.

Considering this was asked of businesses who are remote or will do so, this insight is very much moot.

3. Show them the (local) money

Facebook made headlines in mid-2020 when they announced they would pay their workers based on where they lived.

Turns out that move was prescient, and the start of a trend. More than one in four businesses (26.3%) are considering this as an option, up from 15.7% in 2020.

What does all this tell us?

Recruitment is ultimately impacted here. Where your candidates are working and how much you’re paying them absolutely changes when you’re operating with a distributed workforce.

And recruitment is just one section of the overall employee engagement – with engagement tactics changing and digital communication growing as a standard in the workplace thanks to the remote shift, businesses must consider the effects of “long remote” and more so, how to counter those new challenges.

The post The effects of ‘long remote’: how remote’s changed since 2020 appeared first on Recruiting Resources: How to Recruit and Hire Better.

As a hiring manager or recruiter, sometimes you can struggle in finding top candidates to fill your open positions. That does happen. One way to overcome this is to be more flexible in what you’re looking for in a perfect new hire.

One area to rethink is the required background and qualifications for a new job in your company. If you’re looking to hire a marketing manager, you’ll naturally want someone who’s well-versed in marketing and has the skills needed to succeed in marketing, which is fair. But then, you also require three to five years of experience in a similar role or even master’s in marketing.

That’s fair. But then, you go down the road of requiring five years of previous experience in a similar role or an MA in marketing. That’s where you might run into problems finding candidates.

Consider switching up your game. Maybe a candidate doesn’t have that specific marketing expertise you’re looking for, but they’ve built skills that are very much transferable to the role.

For inspiration, let’s look at famous people and their own career transitions. Here are some great examples:

1. Jason Statham was a competitive diver

Yes, the badass Englishman from Snatch, The Transporter, and several Fast & Furious films was at one time a competitive diver – even participating in the Commonwealth Games in 1990. He also has kickboxing and modeling in his resume.

It’s an example of Statham’s versatility and ability to succeed in different areas – meaning, you could task him with a project and he’d likely crush it no matter what.

2. Pat McAfee kicked off for a $120M podcasting deal

Pro Bowl punter/kicker Pat McAfee notoriously retired from the NFL’s Indianapolis Colts for a job as a contributor for Barstool Sports. Despite fans’ pleas for him to come out of retirement – and to be fair, he was pretty good at his job – he stayed on as a podcaster. The result? A $120 million deal with FanDuel in December 2021.

McAfee has said that it was injuries that led to the end of his NFL career. But one might suggest that he was more interested in podcasting and content creation than he was kicking a ball. And Barstool Sports was smart enough to recognize those nascent capabilities. There’s still one thing that ties it all together: sports.

3. Jerry Springer was once a city mayor

Yes, that Jerry Springer. He’s taken a few sharp career turns, most notoriously becoming one of the most successful of trash TV emcees as host of The Jerry Springer Show.

But before his most famous career accomplishment, he was in municipal politics in Cincinnati, even becoming mayor of the city for one year in 1977. And he was a seven-time Emmy Award winner for his work in broadcast journalism for a local Cincinnati TV station.

The point? Springer doesn’t become one of the most infamous TV show hosts in history without a foundational skill set that lends naturally to bringing organic commentary and interaction out of people. Call it lowbrow TV if you will, but it does take talent to create the kind of dramatic TV that he’s known for.

4. Hedy Lamarr did big screen and big tech

You’re probably reading this article using Wi-Fi technology. You’ve probably got some Bluetooth hooked up somewhere in your life – be it the kitchen speaker or your earbuds. The foundation for that technology dates back to the patented invention of one Hedy Lamarr of silver screen fame.

It’s no longer as big of a secret as it was in past times, but while Lamarr was a Hollywood A-lister, she was far more interested in tech gimmickry and innovations from a young age. Film director Howard Hughes recognized this and supported her by taking her to his airplane factories and providing her with equipment to work on between shoots.

Next thing you know, she was working with the US military and devised a new communications system that involved frequency hopping – setting the groundwork for what we use in present day.

That candidate or employee in your midst may have a resume, but perhaps they’re also working on something behind the scenes or in their “side gig” that might end up becoming the perfect solution to a skills gap in your organization.

And there’s also a powerful message in here about hiring bias – for all of her silver screen successes, she struggled in getting recognized for her other talents.

5. … and Gisele doesn’t just walk the catwalk either

Most know Gisele Bundchen as one of the biggest supermodels in the world. Football fans know her as the now-ex wife of one of the great quarterbacks of all time, Tom Brady. She pulls in an estimated $40 million annually for her work; in other words, she’s very successful at what she does.

But did you know she’s also a special advisor to DraftKings CEO Jason Robins and the company’s board of directors? She’s advising on environmental, social and governance matters in the company – a crucial element of your company brand both as an employer and as a product or service.

An easy mistake would be to assume that she’s just wielding her star power for good. In fact, she’s fully qualified for the job, with more than two decades of social and environmental work in her native Brazil, including female empowerment, clean water, and anti-hunger initiatives.

The lesson here for employers is similar to that of Lamarr: one’s most prominent career trajectory isn’t necessarily their only one. There may be more going on behind the scenes that you won’t know about unless you ask.

6. David Simon is all in the game

If you’re a fan of The Wire, you know his name well as the showrunner for what many call the greatest TV series of all time. Simon plied his trade as a crime reporter for the Baltimore Sun newspaper – which laid the groundwork for his scripts for the TV series which is all about, you guessed it, crime and corruption and everything else in Baltimore.

It’s a fascinating world to get into, but there are two lessons for employers here. First, transferable skills: being highly skilled at writing, editing, and storytelling during his reporting days, Simon had already built the groundwork to take his career in another, fresh direction in a wholly different industry – that of entertainment.

The second lesson for employers is that whatever his skill set, he had first-hand exposure to a world that proved crucial to his success as a TV storyteller. He saw the inner workings of police, the drug trade, political processes, and of course, the newsroom itself – which made him more than qualified to write stories around those themes.

Open your hiring mind

There are so many other examples, of course. But you get the point. We’ll leave you with this scenario: let’s say you’re looking for a marketing manager and your company is in the fashion industry. You come across a candidate who worked as a fashion designer for eight years and is looking for a career change.

They may not have the five years of marketing background you ideally are looking for – but those eight years of direct exposure and immersion in the industry shows their passion for the area.

Consider hiring them and upskilling them on those important marketing skills, and you may have a winner in your midst. Not everyone has to perfectly fit your bill – expand your horizons, and you may be pleasantly surprised.

Wait – what about Harrison Ford?

And finally, you may be wondering: What ultimately led to Harrison Ford getting his acting opportunity? Well, he was building a portico entrance leading into Francis Ford Coppola’s office, when he caught the eye of George Lucas who was looking for actors for a little movie called Star Wars.

As the story goes, Ford and Coppola had already worked together on American Graffiti some years earlier and Ford was just biding his time in carpentry to make ends meet until his next acting gig. It’s pretty clear that Ford is an actor at heart, not a carpenter.

Your takeaway: maybe your candidate’s resume isn’t what you should be evaluating. You can also look at their ability and drive to do the job you’re hiring for. Who knows – you may find your very own Indiana Jones!

The post Famous career transitions: 6 real-life lessons for employers appeared first on Recruiting Resources: How to Recruit and Hire Better.

Let’s look at how things differed between the response in 2020 when the situation was as-yet unclear and in 2022 with more clarity in best practices. In other words, we now have an opportunity to understand what stuck to the wall and what didn’t.

The business response

A fundamental question we asked two years ago is what actions businesses took in response to the pandemic.

We asked that same question in our new survey to see if those actions look any different now.

A lot of part and parcel – not so much the whole

Businesses today are more likely to have moved to partial remote operations (59.2%), much higher than the 32.3% who did so two years ago.

The percentage of those moving to full remote operations decreased from 62.6% in 2020 to 52.4% now.

The incredible shrinking workplace

What also stands out – also related to the remote-work phenomenon – is the huge jump in the percentage of respondents who saw their business introducing reduced capacity at their working location.

Only 18% said they did that in 2020, and that’s more than doubled to 42.4% today.

Jobs are more stable now

Those who laid off or furloughed employees are on the decrease – just 10.2% of businesses resorted to this action in response to COVID-19 in 2022, compared with more than twice that (21.9%) two years ago.

What does all this tell us?

Businesses are now more likely to be partially remote, operating in smaller workspaces, and aren’t letting go of their employees to the same degree as before. This all points to the rise of the hybrid workplace as a norm.

The long-term response

What permanent moves did businesses have in their agendas in 2020 – and what did they permanently establish as of now? Let’s look.

DX is on the upswing

Two years ago, three out of 10 businesses (29.8%) said they’d digitize their customer-facing operations – and now, more than half (51.9%) have permanently established customer-facing digital transformation.

The same rings true for digitization of business operations, now permanently in place for 52.8% of businesses compared with one-third (32.6%) who intended to do so in 2020.

The workplace shrink isn’t so permanent

More than two out of five (44.1%) in 2020 said they’d reduce or eliminate their physical office. Today’s percentage is less than half that (21.3%).

This may seem to contrast to the insight above in regards to the incredible shrinking workplace, but it’s not; it just tells us that businesses are doing it, especially those operating remote-first – but they don’t see it as a permanent fix.

Business travel is back

A resounding 59.2% of businesses said they’d reduce or eliminate non-essential travel in 2020, but only 31% say that’s a permanent solution today. Not much surprise there, since travel was practically against the rules in 2020 unless you absolutely needed to cross borders, and now things are opened up again.

The times they have a-changed

Only a small fraction – 6.2% – said they would do nothing in terms of changes in 2020. Today, a similar amount – 8.5% – say they have no permanent changes in place for their business.

This means a resounding 91.5% of businesses did something – whether small or large – in response to COVID-19. Only 8.5% did nothing.

What does all this tell us?

In short, the COVID-19 stress test on businesses was so all-encompassing that very few escaped with zero impact. Some of the measures businesses have taken are clearly stop-gap – such as travel in the short term and physical office reimagining in the middle term – but there are some ultimately permanent changes, especially in the evolution of the business tech stack.

The post COVID-19 business responses: which were ‘stopgap’ and which are permanent? appeared first on Recruiting Resources: How to Recruit and Hire Better.

Let’s look at the 17 main takeaways from these employers:

1. Treat your employees as people

There’s plenty of cynicism about your colleagues being your so-called “family”, but for many of the employers we heard from, that approach is the right one. The difference being: asking employees to be part of the “family” is the wrong way around.

Rather, it’s about you, the employer, treating them as you would treat your own family. It’s a mutually beneficial relationship that calls for respect and support in both directions. That same spirit applies in the workplace.

Tom Monson of Minnesota-based Monson Lawn & Landscaping says exactly that. “In 2022, I learned that making your employees feel like family can help keep them around.”

Tim Connon, the founder of ParamountQuote Insurance Advisors in Chattanooga, Tennessee, found that supporting his employees through the tough moments was his biggest accomplishment from 2022.

“I did this by having them write out affirmations and keeping those affirmations at their desk to reference throughout the day while they dial leads,” Tim says. “This led to their mindsets completely changing and they were able to eliminate common frustrations from their work days.”

Mutually assured success

For Jim Trevors, the Head of Operations at online tire review site We Review Tires, the biggest lesson was that treating his employees as equals rather than subjects can have great results.

“In 2022, my biggest challenge with managing my team was having the confidence to know that I could have that authority,” Jim confesses. “I try to practice humility and not be too full of myself, and I was worried that I would come off as being too aggressive with my leadership or that the team wouldn’t like me. However, I’ve learned the balance, and I have a great team because of it.”

Founder Rinal Patel of Philadelphia-based real estate agency Suburb Realtor also considered the ability to improve engagement through supporting employee happiness to be his biggest accomplishment as a business owner and leader.

“It’s just as the ancient proverb would say, you can force the horse to the stream, but never to drink. Having employees who are happy to participate and are committed to contributing to the growth of the company, has increased the level of our productive efficiency as a company, this has been one of my primary concerns as a leader.”

Be kind

Tom found that being kind to his people in his landscaping company paid huge dividends.

“Times were tight for a lot of the year but I’ve been good to my employees over the years and this year they repaid me by working harder than I’ve ever seen them work for me,” he says. “Even when I expressed to them that if things kept going the way they were going, holiday bonuses might be quite a bit lighter this year, they never wavered.”

For Tom, this reaped rewards for both employer and employee.

“We didn’t have a single employee leave for greener pastures and with inflation starting to cool over the last few months, I’m happy to say I was able to once again reward my employees with the bonuses they deserved.”

2. Survive, not thrive

There are times for growth, and there are times where you just focus on pure survival. Josh Wright says that was the advice he’d have given himself in his capacity as CEO of cellphone service company CellPhoneDeal for surviving 2022.

“With rapid inflation, my customers saw their dollars going less and less far. Couple that with the continued chip shortages through much of the year and prices on technology continued to increase,” explains Josh, who works out of Atlanta, Georgia.

He adds that, in 2022, even the cheapest options were becoming more expensive and more and more customers were staying with what they already had rather than upgrading to a new phone.

“I had hoped that 2022 would be the year where I hired on a few new hands and expanded what we offered into laptops and tablets, but it became pretty clear early on in the year that simply staying at the size we started would be a victory in and of itself.”

3. Be ready for the worst

Hope for the best and prepare for the worst, as the adage goes. Jim could have penned that himself in running his tire review company.

“If I could meet with myself and my team back in December 2021, I would say that they should be prepared because things will be rocky at first, but everything will turn out just fine. Just have some patience and grace.”

Shawn Richards, who organizes expeditions for the guide service Ultimate Kilimanjaro, would also tell himself the same thing in preparing for 2022.

“I’d tell myself to have more faith. A lot of the challenges and preparations were a result of uncertainty, so telling myself to just believe in my gut would have helped a lot.”

Executive Kimberley Tyler-Smith of Resume Worded, an AI-powered career tech platform, echoes this sentiment. For her, persistence is the key.

“If I could meet with myself back in December 2021, I would tell myself that it’s okay if things don’t go exactly as planned – just keep trying until things do go according to plan!”

4. Be agile as a business …

Drawing out business plans for the upcoming year is crucial, but anyone who has attended business school knows the importance of having three financial plans – the optimistic plan, the realistic plan, and the pessimistic plan. While this means being ready for what comes, as above, it also means that you need to be nimble in your work and be able to turn things quickly as needed.

Diell, who didn’t share his last name, highlighted the importance of agility at Ukraine-based video interview startup Playhunt.

“What happened in 2022 was an eye-opener on the importance of adaptation. Business won’t always go your way and follow your terms, so you need to always have a backup plan for possible risks and adapt to change,” says Diell, Playhunt’s CEO.

“That’s what I’m planning to put more focus on in 2023, so when things are about to happen, the business is ready for survival.”

Flex your hiring

VPN Helpers co-founder and CEO Ankit Bhardwaj highlighted the importance of adaptation as well, but in terms of hiring people.

“My single biggest challenge in terms of managing my workforce in 2022 was adapting to a highly fluctuating job market,” he says of running his online privacy resource site. “This included changing regulations and quickly pivoting to find the best way to create flexible yet reliable positions that could easily transition as needed.”

Ankit ultimately subscribes to that philosophy across the board.

“While planning can help us stay one step ahead of any issues, ultimately having contingency plans ready and having employees who are well-versed in multiple skill sets are some important factors for a successful 2023 workforce strategy.”

Bend, don’t break

Kimberley also highlighted the importance of being resilient in the face of challenge – and ultimately, that means teamwork.

“In 2022, the single biggest accomplishment in my ability to manage my workforce was the ability to push through a lot of challenges in order to get the job done. It’s important to remember that when you’re working with people who are not just your team members but also your colleagues,” she says.

“You need to be able to work together and communicate effectively. You also need to be able to anticipate potential problems and develop solutions while also being open to feedback from others.”

Ankit would give the same advice to himself a year earlier.

“If I were to meet with myself and members of my team back in December 2021, I would tell them to be prepared for anything when it comes to the workforce and hiring process – both internally and externally – because flexibility will be key,” he says.

“We should focus on creating an environment that allows for innovation so that we can continue learning as we go.“

Manchester, England-based entrepreneur Julian Goldie anticipates his biggest challenge in 2023 to be navigating the post-pandemic economy and its effects on his business and workers.

“I will need to be prepared for possible changes in consumer behavior and market conditions, and be ready to adapt and adjust my business strategy accordingly.”

Plan, but be quick

The war in Ukraine posed a huge financial challenge for Diell as much of his business was in that country. He had to make some tough calls when managing his company of 12 employees.

“A strategic decision was vital in order to save the business. I made the difficult decision to temporarily reduce our workforce in order to cut costs and maintain financial stability. In line with this, I invested the same saved money in online marketing in order to attract global markets and keep the balance sheet positive.”

That agile thinking led to a turnaround in Diell’s business.

“We started getting traction so our customer base grew, and when the profit margins started increasing, I was able to quickly and efficiently re-hire many of the employees who we had let go. So my biggest accomplishment was that I wasn’t only able to survive in a difficult situation but also thrive and re-hire our previous employees.”

Diell plans to invest in online exposure and has big plans for 2023.

“The biggest accomplishment I’m hoping for in 2023 is turning from a small-sized business to a medium one by getting more business and hiring new people to help with our vision.”

Ankit, meanwhile, plans to, well, plan ahead and be proactive.

“My single biggest challenge will most likely revolve around dealing with the ever-changing job market again – how do we anticipate potential changes or issues ahead of time? And if/when something does happen, how do we remain agile enough to pivot quickly?” he hypothesizes.

He’s also thinking about it from a group perspective.

“When talking about 2023 plans with members of my team right now, I’m mostly focusing on staying informed on current trends so that we can prepare ourselves better. We need to continuously evaluate where the labor market is going so that we’re ahead of the game when it comes time for making decisions regarding our future hiring needs.”

5. … and teach your people those agile skills as well

Being nimble and rolling with the punches is not only for business operational success – it also applies to worker success as well.

The humane approach

CEO & founder Joshua Rich of international location marketing strategy service Bullseye touched on the importance of human skills.

“One thing I would highly recommend to my employees and the rest of the staff If I could go back in time would be to pay emphasis on soft skills and stick true to their inherent values,” says Joshua, whose company has offices in New Jersey, Massachusetts and Guatemala.

“These are things that help teams remain cohesive and individuals to be resilient in the face of difficult economic climates.”

Just get it done

At Sojourning Scholar, founder Chuky Ofoegbu subscribes to the ‘done is better than perfect’ mentality, even if it doesn’t have the hoped-for result. Chuky’s company provides support and resources to international students in the United States.

“If I could give myself and my team advice in 2021, it would be not to be afraid to experiment and try new things instead of waiting for the perfect solution to materialize. I now understand the importance of failing fast instead of endlessly procrastinating.”

The flexibility of the working culture at Swiss-based cannabis and CBD producer Formula Swiss has mutual benefits, according to founder and CEO Robin Roy Krigslund-Hansen.

“In 2023, I want to make sure that the culture of our company stays balanced and flexible. That would be my biggest accomplishment so far in terms of managing our employees. I’d love to see them satisfied with how the company respects their personal preferences at work, so employee engagement and retention would be a lot higher than this year.”

6. Give your employees skin in the game

People are more motivated when they’re financially invested in the success of their employer. This means bonuses, rewards, incentives – anything that means when the company prospers, employees prosper with it.

United Medical Education CEO and founder Brian Clark highlighted a huge success from 2022 which was the addition of seven new employees despite inflation and decreased consumer activity at his Utah-based company.

How did Brian do that? By giving his existing team incentives.

“Out of those seven employees, five came from a new employee referral bonus program I implemented early in 2022. I am super proud of the employee referral initiative. I committed to paying out a large bonus for any hire through referral, no matter if it was a junior marketer or CFO,” Brian says.

Giving what he called an “active stake” in building the company culture ultimately led to greater team unity.

“We are mostly a remote company, so being able to involve my team in the hiring process went a long way for the grinding atmosphere we have at United Medical Education. We work hard for each other and for our mission to provide free and low-cost emergency medical information.”

Chuky utilized clear-cut KPIs in his engagement strategy.

“My biggest accomplishment was instituting performance management metrics that accurately assess employee productivity and potential. This has helped me identify and reward our high-performing employees in addition to giving them more responsibility.*

7. Reward loyalty

A part of the ‘skin in the game’ conversation is rewarding employees for sticking around and continuing to do a good job.

Netherlands-based Amy Bos, the co-founder and COO of psychic medium website Mediumchat Group, includes that incentive as part of her overall compensation package, which she considers her big win for 2022.

“Our biggest achievement has been creating a benefits menu that covers all the bases,” she says. “It’s points-based and our employees can select the benefits that suit them as long as they stay within their allocated points. Your points grow according to length of service and grade, which helps significantly with employee retention.”

Meanwhile, Rinal plans the same for his employees in 2023 at his real estate agency to highlight the importance of employee commitment.

“As one who is knowledgeable on the effect of incentives in the bid to incite employees’ commitment, I would improve the quality and percentage of bonuses.”

8. Give your employees a north star

Mission and vision statements are crucial to business – they help everyone pull their forces together into a common goal and singular objective.

Tyler Guffey learned that right away in 2022 as the CEO of internet resource site SycamoreNet. He recognized the need for change right away at the start of the year.

“This meant revisiting the organization’s core values, redefining the culture in such a way that employees can connect to the mission and goals,” he says. “We want a thriving team, one that will be independent, proactive and make decisions that don’t compromise the organization’s core values. When employees are better equipped to make decisions, what you have is a thriving team.”

Angus Chang subscribes to the same dictum at his e-commerce store Iupilon – with the additional importance of transparency.

“Make your employees a part of the big picture,” he says. “The best benefit a company can provide to their employees is the opportunity to make a difference through their work and show their skills. Clear and frequent communication about company happenings, individual and departmental direction and big-picture company direction makes all the difference in employee happiness.”

9. Open up the communication channels

On the topic of transparency – this means increased communications throughout the company.

Kimberley found this to be a big learning experience in her career tech company in 2022:

“The single biggest challenge that I had in managing my workforce was one of communication: keeping everyone on the same page, making sure they understood what their role was, and making sure that there were no misunderstandings about what needed to happen for us all to achieve success together as a team.”

Talk and listen

That’s the reality for CEO and co-founder Omer Usanmaz of mentorship software company Qooper as well.

“My current priority is to improve our internal communication so that we can become a more effective team. I have always been a firm believer of internal communication and I firmly believe it is the key to success.”

In Ukraine, Diell highlights communication as a huge key in business success – but that all changed in the shift to remote from 2020 onwards.

”So,” he says, “the challenge going into 2023 will without doubt be improving the communication between our team while working remotely.”

It goes both ways

Life Grows Green CEO Chad Price values the two-way street at his California-based hemp production company.

“Our meetings will be more feedback-oriented as we are searching for suggestions and insights from our employees,” he says. “We want to construct activities that are beneficial to everyone and our employees know what they are looking for. We also want to get an idea of everyone’s professional and personal goals, that way we can help our employees grow.”

Brandon Wilkes, the marketing manager at The Big Phone Store in England, also noted his own role in improving communications.

“First, I’ll need to get everyone on the same page in terms of what our goals are and what we need to do to achieve them. This will require some serious team-building and communication skills on my part,” Brandon says.

“Once we’re all on the same page, I’ll need to make sure everyone is working together efficiently and effectively. This will be a challenge, but I’m up for it.”

Know what your employees want

Lead attorney David Aylor of David Aylor Law Offices in South Carolina found that open communication and engagement led to his biggest triumph for 2022 in the face of the global talent crisis and the struggles of filling open positions – or “winning the talent war”, in his own words.

“We have responded by building a winning employer brand that reliably attracts high-caliber candidates. In addition, we have worked on improving every aspect of our employee experience, covering recruitment, onboarding, engagement, and retention,” David says.

“We have found success in recruitment by listening to what employees really want and making sure we are able to deliver.”

10. Trust your people and let them grow

Sometimes a business thrives on good management – other times, a company succeeds because they trust their best people to carry out the job.

Tyler found this to be the case in his Washington-based company. While he found he still needed team leaders to coordinate and guide employees, he wanted to teach that the whole process required a careful balance.

“The coaching process required high discipline because you don’t want to stand in their way and find yourself doing what you expect them to do. You are only providing support and guidance. Listening to them and asking them focused questions can help you know their thinking,” Tyler explains.

“I remained disciplined by not compromising myself to give them solutions to the problem on ground. I just permeate them through questioning and help them see.”

Tyler added that if leaders and managers find themselves giving the answers and solutions all the time, then employees lose their independence and opportunity to grow and learn.

“When employees are better equipped and prepared towards performing roles that sit beyond their normal tasks, the organizational culture is set in motion. So when new employees come in, we let our existing already-trained team leaders take them through the process of introducing them to our system of operation.”

Don’t micromanage

Susan Anderson, the lead editor of the e-commerce resource The Worthy Goods, admits that micromanagement is a flaw of hers and that it was a learning experience for 2022.

“If I could go back and have a meeting with my team members in December 2021, I’d ask them for more feedback. How did I interact with them? Did I help them grow professionally? Did I listen more or talk more? Did they feel that they were making progress?” she says.

“Micromanaging can sometimes get in the way of this dynamic. I would remember that my team members are intelligent and can figure things out.”

Failure is an option

Omer at Qooper finds that failure can be a great teacher.

“The single biggest accomplishment in managing my workforce was to give them the freedom to make decisions and accept responsibility for the outcomes of these decisions, even when these outcomes did not produce favorable results,” says Omer.

“The staff members might have had to struggle a bit in the beginning of their careers, but they learned to be more responsible, which resulted in a better work quality and productivity.”

11. Ask your team for help

Running a business and managing teams is hard work. WIth that, it’s crucial to be able to step back and ask for your team’s help.

Jim found that giving himself permission to ask for help was his biggest accomplishment for 2022 when managing his workforce at We Review Tires.

“It’s so easy to get so deep into the business that you forget that you can reach out to others for advice and assistance,” Jim says. ”I can’t do everything, and I shouldn’t do everything. Everything came together when that finally clicked, and I got the help I needed.”

Tyler takes a similar approach as CEO of his business.

“I have become more of a facilitator than involving myself in the day to day activities. We have team heads that monitor activities. And that has greatly reduced my workload as CEO,” Tyler says.

“We made sure our employees were kept active and involved. We delegate problems and not just tasks and trust them to come up with solutions. This is inclusiveness.”

12. Find your balance between in-person and remote

Workable’s 2022 survey report on the New World of Work found that most businesses were settling into a hybrid work model after oscillating between in-office and remote work settings since COVID-19 hit.

This was a learning experience for Shawn throughout 2022 when working at his expedition company.

“I think my biggest accomplishment was managing more remote and hybrid workers than before,” he says, adding that it was a struggle during the pandemic as much of the work relied on people being physically present.

“This year though, we managed to find a great balance that works out even better for us.”

Change can be stressful

Brian also called the shift from remote to hybrid his biggest challenge at United Medical Education in 2022.

“COVID was extremely difficult, and I think it made a lot of us sensitive to shifts in the workplace,” he says. “We needed to get back in the office part time for collaboration purposes, and it ended up being a challenge to get everyone motivated for another life adjustment in schedules and workplace life.”

Brian, whose company employs roughly 50 full-time employees, adds: “I am proud to say we didn’t lose anyone, but there were times where I thought we were going to be out several employees. For any small business leader, employee turnover sucks and is expensive.

“When you are dealing with an important work environment shift, the thought of having to replace people who are not on board is very stressful.”

Adaptation is key

Ankit also highlighted the struggles of adjusting to new environments – in his own case, moving some operations to a digital plane at VPN Helpers.

“In 2022, my single biggest accomplishment in terms of managing my workforce and especially, adding to or subtracting from my workforce was the successful integration of a virtual workforce into our business model,” he says.

“It took a lot of hard work and perseverance to adjust our traditional methods and learn new tools, but we ultimately achieved success by leveraging technology and new ideas.”

Amy has accepted this new world of work as the norm going forward.

“If I could travel back to December 2021, I’d tell myself and my team that remote work is here to stay and is no longer a benefit,” Amy says.

“My business was working remotely long before the pandemic and that had made us very attractive for top talent. Now it’s the norm we have to get creative to retain our appeal.”

Julian in Manchester highlighted the importance of adaptability to the remote work model.

“If I could go back and talk to myself in December 2021, I would tell myself to be prepared for the challenges of remote work and to be flexible and adaptable in managing my team. I would also advise myself to invest in the right tools and technologies to support remote work, such as virtual meeting platforms and collaboration software.”

Evolve your engagement

Anthony Martin, the founder and CEO of life insurance company Choice Mutual in Nevada, learned he had to get creative to overcome the challenges of operating as a remote-first company – especially in the lack of face-to-face interaction.

“Our biggest challenge was ensuring that remote workers felt valued and not overworked. Since we moved to a fully remote model, that challenge is knowing what our employees think when we can’t see them,” he says. “There’s no body language in emails or messages, and the tone can be difficult to read. Therefore it can be hard to tell if someone is dissatisfied with their work and if they want to stay at the company.”

Anthony’s company opened up communication throughout 2022 and now takes a proactive approach to employee engagement and morale, including more video meetings where colleagues can check in with each other regularly.

“We also ask for anonymous feedback; we feel that employees are more likely to be honest about their true feelings and have a better gauge of what changes we need to make. We want to see the signs of stress before they happen, even remotely, and make sure our employees don’t burn out,” he says.

“This has definitely improved employee morale and satisfaction.”

Sometimes you have to negotiate

Chad’s own big win for 2022 was the opposite – getting his team back into the physical workplace.

“I know this might seem a simple task, but it was difficult for some of my employees as they had changed their lifestyles to suit remote working. We had to have negotiations and allow more flexibility for it to work for both parties.”

As the director of Internet Advisor, Sean Nguyen expects that workplace flexibility will be the biggest challenge going into 2023 – especially in managing employee expectations in his company which employs 25 full-time workers in Los Angeles

“As a remote company, we’re already pretty flexible. But our employees are starting to want even more flexibility and that means that we’re going to need to make a number of changes to our business and various processes.”

The ‘balance’ in this case for Sean is finding a way to keep his people engaged while still maintaining the bottom line.

“We want to ensure that our employees appreciate the workplace, but we also want to create a workplace that inspires productivity and collaboration. That can be especially difficult if all of our employees are working at different points in time throughout each day,” he says.

“We’ve been testing a variety of different setups. Some are working quite well and our employees are communicating effectively, but others have fallen flat. This isn’t a decision that we’ll be able to make quickly and I don’t doubt that, after we implement the changes that we decide on, there will be even more challenges that we’ll need to deal with in order to keep our employees happy and productive.”

Sean’s still going to try and make it work in any case.

“I think more flexibility will be excellent for our workplace – especially since it’s clearly one of our top employee expectations. It’s just a matter of implementing it correctly.”

13. Expand your horizons

Sometimes solving problems and addressing challenges means taking a different approach with an open mind. This is also the case when it comes to building teams especially during a year where job quits were through the roof.

Jenna Carson, the director of HR at online music resource center Music Grotto, said as much about her own work in hiring strategy.

“In 2022, our single biggest accomplishment in managing our workforce came from expanding our recruiting efforts and successfully hiring and onboarding talented employees outside of our region of the United States.”

Jenna confessed that this solution created a new predicament.

“This brought with it the challenge of remotely onboarding employees who were capable and comfortable working primarily independently in time zones where the business day may not coincide with ours on the west coast of the U.S.,” she says from Portland.

“We had long considered expanding our recruitment efforts to outside our local area to increase the size and diversity of our hiring pool but had hesitated due to the added challenge of training and developing new staff and keeping them engaged.”

Talent is universal

Shawn at Ultimate Kilimanjaro also opened up his recruiting efforts to other locations.

“I often look for local talent, but the pandemic opened my eyes to all the skilled people around the world. Because of this, the majority of our hires this year worked remotely in other countries.”

Diell in Ukraine says that’s the advice he would have given himself in the past in the face of another crisis.

“If I could go back in time I would definitely tell my team members to start thinking about ways of entering new markets and practice taking some working shifts at home in a remote setting,” he says. “It was difficult to let go of employees and start adapting to working from home when the situation in Ukraine shifted dramatically for the worse.”

Growth strategy manager Eva Tian, who works at single-family rental investment company Mynd, found that the global job market posed new problems for her company.

“We were competing with companies from all over the world for the best and brightest workers. This made it difficult to attract and retain top talent, as employees had more options and were willing to switch jobs for better opportunities.”

She took a more agile attitude as a result.

“We had to constantly evaluate our recruitment and retention strategies and make adjustments to stay competitive. Overall, managing and adding to our workforce in 2022 was a constant challenge and required a proactive and flexible approach.”

Joshua Haley, the founder of relocation service Moving Astute, also struggled to fill positions in 2022, and reassessed his talent identification strategy as a result.

“My solution to this challenge was to look for candidates who were different than the ones that I had typically hired in the past,” Joshua says.

“This included expanding my search parameters and actively seeking out underrepresented populations such as women, people of color, LGBTQ+ individuals, and veterans. By doing this, I was able to find talented people who could bring fresh perspectives and different skill sets to my organization.”

DEI is important, especially, for Joshua.

“I would stress the importance of diversity, equity, and inclusion in the workplace. This means actively recruiting candidates from underrepresented populations, creating an equitable work environment, and ensuring that everyone on our team feels included and valued.”

14. Establish a well-thought-out candidate evaluation process

The recruitment process is core to business success. This includes every step of the process.

David says as much in the advice he’d give to the 2021 version of himself, highlighting the importance of candidate experience when hiring for his legal service:

“Analyze the candidate’s journey,” he says. “The candidate journey, from job descriptions and applications to interviews and onboarding, is a crucial aspect of your employer brand. It is well worth the investment to look closely at the entire journey to ensure every interaction is accessible, fair, and inclusive.

“To attract the very best candidates, you must optimize your interactions with them at every stage of the recruiting process.”

See where their passion lies

The Great Resignation posed a huge challenge for Carla Diaz in terms of candidate evaluation at Broadband Search, a website that helps consumers choose their ideal internet provider.

“This made it harder for us to identify candidates who were looking for a more serious position in our industry instead of looking for something that would just pass the time. When we hire employees we want to make sure that they’re in it for the long run,” says Carla.

“We want people to start working for us who are truly interested and who value the act of trying to help people get connected. If that’s something that they’re truly passionate about, we know that they’ll probably be a good fit in our company.”

This was a major learning experience for Carla, whose company employs 21 full-time employees.

“Our hiring process is set up to help us identify this type of passion, but it was a lot more difficult to do so in 2022 and we had a few instances where people came in and left shortly after finding a different job that they were looking for the whole time. We’ve now refined the hiring process even further to help us better identify these types of candidates and it seems to be working well so far.”

Culture fit is fitting

Health and fitness entrepreneur Michael Perry anticipates that he’ll have to start recruiting people again once he recalls all his staff to his FitnessFixedGear.com office in Los Angeles.

“The strategy is still the same – to prioritize fit and culture. We’ve been working so well because we jive together. Everyone improved a lot because the work atmosphere was lively, cheerful, supportive, and positive.”

This, of course, means evaluating for those kinds of attitudes – even ahead of hard skills.

“The primary goal is to identify the traits and qualities you want to spread in your workplace. Then find key people who exude them. It doesn’t matter if they are less skilled; they will quickly learn all those. It’s much harder to ask people to change their attitude!”

Culture fit is very important to Logan Mallory, a VP at employee recognition software company Motivosity, which employs 65 people in Utah. He is even willing to wait – to the point that it became a problem of sorts in 2022.

“Our biggest challenge in terms of adding to our workforce *was maintaining company culture during periods of growth. It was important to us that when we were hiring, we were focusing on finding the right culture fit, rather than rushing to simply hire to fill a position,” he says.

“This meant that it took us a bit longer to fill a couple of open roles, but by taking the time to find the right person for a specific position, we were able to ensure that they’d succeed in that role and be able to fit in well with the rest of the team.”

Joshua also highlighted the importance of culture fit when looking at potential new employees for his relocation company – plus, hiring those who could bring value to his teams right away.

More so, onboarding was key to success for Joshua in 2022.

“I made sure that all of my new hires were fully onboarded and trained properly so that they could be productive from day one,” Joshua says. “By taking these measures, I was able to not only find great employees but also make sure that they were set up for success from the start. This helped me ensure that my team remained productive and efficient throughout 2022.”

15. Invest in your people

Businesses are not the only ones that need to shift and change and grow with the times. Employees need to too, and they also want to.

Amy recognizes the value of that in terms of employee engagement at Mediumchat.

“We’re having meetings with our team over the next month to discuss their personal training and growth plans. As a business we believe in nurturing our employees and helping them reach their career goals through tailored plans.”

Eva recognizes the importance of that not only for employee engagement at Mynd, but for staying competitive as a business as well.

“With the rise of artificial intelligence and automation, many traditional job roles were becoming obsolete, and it was crucial for my company to adapt and stay ahead of the curve by constantly updating our skill sets and offering training opportunities for our employees.”

L&D doesn’t have to be expensive

Robin found that training and development programs are key to retaining talent at his Swiss cannabis company – but the cost and resources for that became his biggest challenge in 2022.

He found a solution that worked.

“After several trials and errors, we decided to take a leap of faith and give our new employees a reasonable budget so they could take the right classes taught by the right people. With this step, we saw positive results and were planning to continue giving them opportunities for growth going forward.”

Chad is worried about tracking team productivity and boosting motivation throughout 2023 in his own cannabis company in California – and his hoped-for antidote to that is, of course, L&D.

“Sometimes tasks begin slipping through the cracks and motivation seems low, but that’s a challenge that we will overcome. Ideally, we’d like to add learning and development activities to our weekly regimen.”

Fran Haasch Law Group personal injury attorney Francoise M. Haasch in Florida acknowledges that 2022 was a year of uncertainty – but knowing what he could count on was a huge win for the year.

“It has been challenging to predict what is going to happen in the world and the economy. Against all odds, however, we were able to face this uncertainty and embrace all the challenges that came our way. While we couldn’t predict the state of the economy, we could focus on investing in ourselves, and I believe that is our greatest accomplishment.”

16. Incorporate technology

Digital transformation is, of course, one of the biggest – ahem – workplace transformations coming out of the pandemic. It was in fact one of the paradigm shifts that turned out to be true according to our 2022 New World of Work survey, with more than half of all businesses saying digitization of operations becoming a permanent strategy.

And this is continuing, for people like Ankit.

“In 2023, my single biggest accomplishment in terms of managing my workforce and especially, adding to or subtracting from it will likely involve implementing even more efficient processes that take advantage of available technology.”

David also considers DX a major shift in his attorney practice.

“Digitization is rapidly transforming the working landscape, and employees will be needing new skills and opportunities to develop their careers. A lack of training opportunities is fast becoming one of the main reasons people quit their jobs,” he says.

“As a forward-looking employer, we will be investing heavily in career growth and development in 2023 to ensure our employees stay engaged and continue to be productive.”

Play the numbers game

Aaron Davis, the CEO of Business Frame, says he’s completed the digital transformation of his Tennessee-based accounting firm – with data and analytics at its core.

“We even have AI working for us now. We’ve truly revolutionized the operations department. And now, it’s time to bring HR into the future. Finding things in the dark, looking for signs, and trusting your gut feeling are all obsolete,” he says.

“Everything should now be based on scientific principles. A data-driven business decision is more effective than anything else.”

And his advice for businesses? Capitalize on all this readily accessible information – and don’t forget the importance of being human in it all.

“Train HR teams in using people analytics and how to create a strategy based on the results: The more experience they gain, the better they become,” Aaron says.

“To help you even more, ensure that listening is prioritized: You can maximize the return on your people analytics investment in two ways: by being transparent in your communications and getting the entire business’s support for continuous listening.”

17. And finally: be kind to yourself

We’re in a wild world right now. We may be returning to a semblance of normal in some ways, but we’re also moving to a new kind of normal – whether that’s the “next” normal or the “never” normal, we’ll only know in hindsight.

In all of this, it’s important to be kind to yourself, celebrate the small wins, and pay attention to the positives.

Medical education entrepreneur Brian Clark says it best:

“Something my dad said to me once comes to my mind. I would tell them what he told me during a rough period in my life. This is just a season of your life, work is what you do, not who you are.

“That is tough to accept, especially when you are passionate about what you do, but knowing this would have taken a lot of stress out of the challenges and allowed for my joy in reflection of the accomplishments and the journey to get where we are today.”

The post Employers’ top wins and lessons of 2022 – and what they’re planning for 2023 appeared first on Recruiting Resources: How to Recruit and Hire Better.

As is the case for many other developments during the pandemic, the growth of mental health in the social zeitgeist is not itself a result of the increased stressors resulting from social change over the last few years. Rather, it’s something that was probably bound to happen – and the impact of COVID-19 on society was the catalyst for it to happen.

Grief expert David Kessler – best known for his collaborative work with Elisabeth Kubler-Ross on the book Grief and Grieving – said in 2020:

“We’re feeling a number of different griefs. We feel the world has changed, and it has. We know this is temporary, but it doesn’t feel that way, and we realize things will be different. Just as going to the airport is forever different from how it was before 9/11, things will change and this is the point at which they changed. The loss of normalcy; the fear of economic toll; the loss of connection. This is hitting us and we’re grieving. Collectively. We are not used to this kind of collective grief in the air.”

“The loss of normalcy; the fear of economic toll; the loss of connection. This is hitting us and we’re grieving. Collectively. We are not used to this kind of collective grief in the air.”

We covered mental health extensively in a comprehensive survey in early 2022, and shared the resulting insights in our Mental Health in the Workplace Survey Report. So the above insight comes as no surprise.

And we learned in our new survey on the New World of Work that anxiety in the workplace continues to be a factor impacting both employers and employees.

Insecurity a factor in hiring

A lack of confidence in overall security continues to have a negative impact on hiring. Nearly half (44.5%) of respondents say that uncertainty among candidates about physical safety at work was a challenge throughout the pandemic, and 38.9% say it’s still a challenge today.

Already working but hardly producing?

General disengagement among workers is a reality for many businesses. Three out of five respondents (58.3%) say that employee disengagement and lack of morale are major challenges in this post-COVID work world.

Business processes are being tripped up

Even the higher-ups aren’t feeling particularly at ease about the overall business landscape. A full half of respondents (50.7%) say a major challenge of filling positions is not being able to identify existing gaps or anticipate upcoming ones. Nearly half (45.3%) say it’s continuing to be a problem right now – which makes anxiety in the workplace a reality even for organizations.

What does all this tell us?

There are several conclusions we can draw from this. One, employers aren’t doing a great job of reassuring candidates and employees of the safety of their workplace. Two, the fluctuation of guidelines and recommendations regarding COVID may be affecting the confidence of workers.

And third, the mounting friction between executives and employees on a return-to-office strategy may be contributing to an increase in anxiety in the workplace for employees – especially for those who don’t love the idea of returning to the physical workplace:

And finally, of course, there’s the consistent undercurrent of economic uncertainty through it all.

One respondent told us: “All I know is that these are very uncertain times and we really cannot plan anything concrete. So what we have learnt is the same old fundamental law of nature and that is ‘Keep adapting to the changes around you’, and we can be sure of winning the challenge.”

Humans don’t like uncertainty – we are, after all, creatures of habit. A core theme throughout all these insights is that there isn’t enough clarity: candidates don’t feel confident about safety in the workplace, management aren’t able to identify or predict gaps in workflows, and the see-saw battle between going back to the office or staying remote is ongoing.

Often, clarity on processes and plans can go a long way in reassuring your workers and your colleagues. It’ll go a long way in terms of engagement and overall workplace mental health.

The post Anxiety in the workplace: it’s affecting everyone in different ways appeared first on Recruiting Resources: How to Recruit and Hire Better.

With layoffs happening across the spectrum – especially in the tech space, most recently with Microsoft announcing 11,000 layoffs and Alphabet (Google) letting go of 12,000 – it’s a question many employers are asking.

In short – no employer likes to go through a period of layoffs. It’s worse for those affected – they come into work one fair Monday morning, and are brought into HR and given their walking papers, and they’re back home in time for lunch but without a job. It can be a real blow to anyone’s ego and confidence.

Those being let go will talk among their peers; those who remain will be wondering how they can carry on or if they’re next on the chopping block. It’s your duty to support them as an employer. Empathy can only go so far.

There’s no “good” way to conduct layoffs, but there are ways in which you can ease the damage it’ll cause for both those who were let go and those who are remaining.

Here are 8 ways in which you can best support your workers after letting them go:

1. Offer severance pay and benefits

When you lay off a worker, you’re basically cutting a core means of survival via their income and benefits. Offering severance pay and benefits to your laid-off workers is a common strategy for many companies – with some severance packages extending to a full year or more.

Severance can be a single lump sum payment, extended health insurance coverage, or ongoing paychecks for a set period as above. Some companies even guarantee pay up to the point the laid-off employee secures a new job.

And Google itself offered a healthy severance package in its round of layoffs, as CEO Sundar Pichai described in an open letter to employees – in short, the package includes 16 weeks of pay plus two for every additional year at Google, plus full 2022 bonuses and remaining vacation time, and six months of healthcare, job placement, and immigration services to those affected in the US.

2. Connect them with outplacement services

Outplacement services are designed to support laid-off employees in finding new employment. These services typically include career counseling, resume writing, and job search assistance. Some companies may even provide outplacement services on-site, which can be more convenient for your employees.

The owner of product review site GadNets.com, Andre Flynn, champions this approach.

“Offering an outplacement service that helps a departing employee transition to a new job or career is a critical component that ought to be included in mass layoffs,” Andre says.

“The majority of the time, outplacement services guarantee a cordial breakup of a working relationship and can be financially and emotionally advantageous for all parties.”

You can likewise provide your laid-off workers with job search resources including job boards, career counseling services, headhunters, job fairs, and more.

Be sure to package all this information beforehand and encourage them to take advantage so they can land on their feet as quickly as possible.

3. Be honest and transparent

When your employees – both past and present – can see the reasoning behind layoffs, it does help. Be honest and transparent about why you’re letting them go, and what steps you’ve taken to mitigate the situation.

This not only alleviates negative feelings and helps protect your company’s reputation in the long run, it also builds trust and understanding among your remaining employees.

Ryan Dunn, the founder and owner of the online custom sticker/apparel venture Custom Stickers, implemented the practice of OBM (Open Book Management) from the beginning, and this has helped in the case of layoffs.

“Every employee kept track of the company’s finances and how to keep up the score. During the financial crisis faced after inflation and due to fewer funding sources, tough decisions had to be taken, like laying off employees,” Ryan explains.

“This matter was discussed […] directly with the employees as they kept track of the finances. Some agreed to be laid off while others accepted a deduction in salary. Laid-off employees were given generous severance pay and the process helped in maintaining the reputation of the company.”

Former HR professional Emily Chipman of Rusman Consulting Solutions also spoke to the value of transparency when layoffs happened at her workplace in the Arizona government in 2007.

“They clearly and succinctly walked through every single step they had taken, how they came to the conclusion that there would have to be layoffs, what options they had considered and weighed, who they had counseled with, etc.,” Emily says.

“The Auditor General spoke with heart, compassion, and yet was succinct and clear in sharing what they were legally required to do, what the budget would allow, and all of the options they had tried to consider to save people’s jobs.”

4. Support their mental health and well-being

Job loss is regularly listed alongside breakups and loss of a loved one in lists of the most stressful life events. Not only does it put people in a financially difficult position, the “rejection” aspect of it can be debilitating for many people.

Providing mental health and well-being support to your employees in the form of counseling services, support groups, gym memberships, and even apps can help alleviate the stress and anxiety of being laid off and help employees move forward to their next chapter with greater confidence and ease.

This also applies to those who are still at your company – they’ve lost their friends and colleagues and may be feeling uncertain about their own professional future with you. This can be mentally challenging when they have work to do. They’ll need your support here as well.

5. Keep in touch

Keeping in touch with your former employees sends a powerful message to them – it tells them that you care about their well-being and that you have valued their contributions to your company.

Inform them of any job opportunities that may come up in your industry or even in your own company in the future, check in regularly with them to see if there’s any way you can help them get back on their feet, and ultimately, make it clear that you are available and accessible as an employer.

6. Give professional references

Layoffs don’t happen due to performance issues. So, it makes sense to give those employees references when they apply for new jobs. Explain to them that you’re willing and able to do that for them as needed, whether it’s in the form of a phone call or a letter, to highlight your former employee’s skills and accomplishments with you.

Not only does this help them get ahead more quickly when being evaluated for a new opportunity, it also reflects well on your company as a supportive and responsible employer that values people.

7. Introduce them to job training programs

Sometimes layoffs happen because of redundancy in an industry or a skill set – in which case, a former employee may need to develop new skills and certifications to stay relevant and competitive in the talent market.

You can support them here by arranging job training or education programs to increase their employability, help them find new jobs in related fields or even transition to new industries. Another aspect of this is identifying existing transferable skills that prove valuable in a new position in a different field – for instance, a journalist’s refined skills in story ideation, interviewing, researching and storytelling can apply to a new career in content marketing.

8. Build networking opportunities

You can also support your laid-off employees by arranging events or online platforms where they can connect with other professionals in their field. Everyone knows someone, so to speak.

It’s no accident that those let go post announcements of their newfound availability on LinkedIn and team managers also share details of their laid-off team members to support them in their next venture.

You can do something similar as an employer, and even encourage and train your managers and executives to create similar announcements to distribute via their own networks.

Support your people

Ideally, you don’t want to have to lay off employees. But, sometimes, you have to to survive as a business. It’s the nature of the beast.

As an employer, there are many ways in which you can tame that beast, and reduce the damage being done not only for your company but also for those you’ve just let go.

The post Layoffs: how to support your workers after letting them go appeared first on Recruiting Resources: How to Recruit and Hire Better.

The post How inclusive is your return-to-office strategy? appeared first on Recruiting Resources: How to Recruit and Hire Better.

What does that mean? Increased DX means an evolution of the workplace. We’re seeing a lot of talk about this out there, including in a new PwC report that specifically highlighted workplace technology as the way forward if employers and organizations want to stay relevant.

Why? In short, it’s what workers want especially in the new flexible workplace. It’s also what businesses want, if they want to see processes made easier for their employees – including utilization of AI, machine learning, automation, and the cloud, according to PwC’s report.

Meanwhile, Gartner’s Senior Director Analyst, Sandy Shen echoed those sentiments about workplace digital transformation:

“The value of digital channels, products and operations is immediately obvious to companies everywhere right now…this is a wake-up call for organizations that have placed too much focus on daily operational needs at the expense of investing in digital business and long-term resilience. Businesses that can shift technology capacity and investments to digital platforms will mitigate the impact of the outbreak and keep their companies running smoothly now, and over the long term.”

“Businesses that can shift technology capacity and investments to digital platforms will mitigate the impact of the outbreak and keep their companies running smoothly now, and over the long term.”

To emphasize: COVID-19 was a wake-up call for orgs to evolve.

And Kate Smaje at McKinsey Digital also notes:

“COVID-19 has only made digital more relevant as companies … have undergone their own massive, overnight experiment in agile, and remote ways of working.”

Honestly, it’s not just about COVID. That was just the catalyst to something that was already in the works for a long, long time.

All that being said, let’s return to our survey and see what our respondents say about DX in the workplace.

DX is the bridge

Many companies updated both their business (54.5%) and customer-facing operations (56.9%) to a more digitally friendly format during the pandemic.

… and that bridge is built to last

Moreover, more than half of all respondents consider the digitization of their business (52.8%) and customer-facing (51.9%) operations to be permanently established in their company.

The great enablement

Meanwhile, when it comes to employee performance, existing technology enabled three in five businesses (58.8%) to move their workforce to a remote-first environment. And two thirds (67.5%) say their colleagues can go remote because there was no viable need for them to be physically present at the workplace.

What does all this tell us?

It’s as if a perfect storm took place. The tech and capabilities were already there; it just took a pandemic to push forward into this new world of work. And the logical next step became further and deeper digitization of business operations and working processes.

What kind of tech?

Now, let’s look at the types of technology that businesses are now using in digital transformation in the workplace.

Collaborative tech beckons

Communications technology – or more specifically, tech to support work collaborations – is by and far the top focal point for respondents to ensure employee engagement, with 75.8% of respondents choosing that as a key to success. Virtual team meetings (46.7%) also ranks high on the scale.

Socially enabling tech, not so much

Virtual coffee dates and / or happy hours (15.2%) registers as the least-popular focal point to ensure employee engagement.

Employee tracking on the backtrack

Time-tracking and / or employee monitoring technology isn’t popular either, with just 22.5% of respondents using that to ensure engagement.

What does all this tell us?

In short, it isn’t so much about connecting your employees socially or personally, or making sure your employees are actually working on the clock. It’s more about minimizing disruption to overall workflow by ensuring that employees are well-informed (as seen in the popularity of regular all-hands) and are working together seamlessly.

Businesses are also ensuring that the lines of communication are open and free-flowing regardless of the environment they’re working in. This is crucial to success.

Want to dive into the full report? Check it out.

The post Is DX evolving in the workplace? Our survey says yes appeared first on Recruiting Resources: How to Recruit and Hire Better.

Out of the many violent pendulum swings that happened at the start of COVID-19, the change in working location may be the most dramatic.

The shift to remote was also the most logical step in terms of stopgap measures – the major impact of COVID being social distancing, which led to advisories and even literal bans on gatherings of people in public – including in the workplace.

But now, as pendulums are wont to do, we see organizations swinging back to the other direction – workers are now being urged to return to in-office work. We’ve seen this in aggressive commentary from the likes of Tesla CEO Elon Musk:

They should pretend to work somewhere else

— Elon Musk (@elonmusk) June 1, 2022

And British business magnate Lord Alan Sugar: “… most who work from home watch more TV than work. There are a few exceptions but the majority are lazy gits.”

As a matter of fact – Disney CEO Bob Iger just ordered his own workers to return to office four days a week, as did the folks at Lionsgate Entertainment. Return to office (RTO) is becoming a real thing now.

“We are a fully in-office company and I find it hard to attract applicants because people want remote work or hybrid.”

However, with such emphasis on the push to and from remote, we’re seeing a new standard coming to the surface: the hybrid work environment. And our data shows it, too. Let’s have a look at what our survey results show:

Businesses are more flexible

One notable standout is that 82.5% of businesses now have some form of location flexibility, be it fully remote, partially distributed, or a hybrid working environment.

82% of businesses are now flexible in their working arrangements – whether that’s fully remote, partially distributed, or hybrid.

Businesses adapted – and adapted again

More than one in five (21.3%) respondents to the survey said they moved to a remote working environment but have now adapted to a hybrid model of work.

And 22.5% say some (not all) positions in their business will stay remote permanently – another indication of hybrid

RTO isn’t as popular

Only a small portion of respondents – 7.1% in all – say they either plan to or already have moved their entire operations back to the office.

Less than one in 25 (3.8%) say they never went remote or hybrid in the first place.

The permanent flex

Flexible work is the leading permanent strategic change for businesses, with 54.5% citing distributed teams / remote work.

More than two out of five (41.9%) cited staggered / flexible work schedules as fundamental shifts in their own companies in the new world of work over the last two years.

What does all this tell us?

When 32.9% say they’re essentially now in a hybrid operation (even if 4.5% say they’ll ultimately go back to full in-office), that suggests hybrid isn’t so much all the rage as it may now be becoming the new normal.

With change comes change

The introduction of hybrid work setups and remote working arrangements means new developments in the way businesses operate.

Talent market expansion

For instance, a commonly cited benefit of remote / hybrid work capabilities is the expansion of the talent market – and we found that to be true in our new survey. More than half (53.3%) of respondents say that they’re now able to expand job postings to other locations.

Bye bye to physical working hubs

Another consequence of remote work is the shutdown of physical offices – a significant expense for many businesses – with 46.4% saying they did exactly that.

What does all this tell us?

Businesses are moving to a different plane of reality in terms of work, in which one’s actual physical location isn’t as important as it used to be.

Still, the ongoing back-and-forth means we may well be settling on hybrid as the new norm going forward. Even the fact that Disney and Lionsgate are just doing four days a week in office rather than the full five days is a harbinger of that.

Want to dive into the full report? Check it out.

The post Hybrid work: the middle ground of the in-office vs. remote debate appeared first on Recruiting Resources: How to Recruit and Hire Better.

There’s no doubt that hiring, onboarding, retaining, and managing the operational needs of talent is essential work, but it’s work that involves a lot of seemingly mundane tasks.

Those include scheduling interviews, posting to job boards, sending emails, making follow-up calls, and filling out, reviewing, and filing paperwork – all aspects of the job that aren’t glamorous or celebrated.

But those tasks are incredibly important. In fact, the reason the work of the HR department often goes unnoticed is because when it’s performed effectively, it helps keep an organization running smoothly.

Missing any one of those routine tasks can have a ripple effect of negative consequences, which is why helpful HR tools like a human resource information system (HRIS) are so valuable. HR software selection is an important process that can change the way you do business for the better.

The benefits of HRIS software

Any tool that makes essential work more efficient and effective is an investment. Human resources software simplifies HR processes and boosts productivity by freeing up HR professionals to focus on the more personal aspects of managing candidates and employees — which is the largest and most significant benefit — but there are other advantages of implementing an HR system as well:

1. Central resource for employee data

An HR information system serves as a convenient, searchable repository for employee records and information.

With cloud-based HR software solutions and permission settings, employee data can be safely and easily accessed by stakeholders.

2. Streamlined hiring and onboarding

Successfully attracting, hiring, training, and onboarding new employees involves a lot of people and moving pieces.

An HRIS system can double as an applicant tracking system, scanning and sorting resumes, and organizing important candidate information. It also adds an organized structure to hiring processes and workflows.

3. Organize scheduling, payroll, and benefits

There’s a lot of information involved when it comes to scheduling, leave requests, sick days, payroll, and benefits administration — and that information is multiplied by each employee.

An HR platform serves as an easily-accessed reference and makes HR functions scalable as your organization grows.

4. Ensure compliance

A failure to maintain compliance with local, state, federal, or industry-wide regulations can leave your business vulnerable to legal liability.

Collect, retrieve, and store appropriate documentation for the correct amount of time with the help of an HRIS.

5. Increase employee engagement

Some HR systems offer an employee self-service option that allows team members to log on to view training modules, performance reviews, or information about payroll or benefits.

Empowering employees to access relevant information improves productivity for team members, management, and HR professionals.

6. Track employee-related metrics

Data is the key to improved decision-making. Track analytics and compile reports on time-to-hire, cost of hire, recruitment, retention, engagement, performance, demographics, absenteeism, turnover, employee profiles and more to help identify patterns and potential areas of improvement.

7. Automation of time-consuming tasks

An HRIS can greatly improve the efficiency of HR workflows through automation. Posting job descriptions, sending follow-up emails, scheduling interviews, and collecting signatures are all examples of time-intensive tasks that can be automated. This improves the applicant experience and simplifying the responsibilities of HR professionals.

There’s a lot more. Check out our comprehensive deep dive into HRIS benefits.

Key questions to ask (and answer) when choosing an HRIS

The first, and most important step, of the HR software selection process is research. Finding the best HR software requires more than comparing features and cost — it involves finding a solution for your organization’s specific business needs.

Before you start looking at specific software systems, sit down with stakeholders and find answers to the following questions:

• What are the challenges that your HR team faces?
• What is the main goal you want to achieve by purchasing HRIS software?
• How much budget are you willing to assign to an HRIS software?
• Which teams will be involved in the selection and implementation of the software?
• When are you planning to implement the HRIS software?

Having a thorough understanding of existing pain points, what problems you’re hoping to solve, how much you can spend, who needs access or may have input, and how and when you’ll make the transition to the HRIS will help narrow down your HR tech options.

5 key functions to look for an HRIS software

Once you’ve established how your organization would implement, utilize, and benefit from HR technology, it’s time to start comparing your options. Evaluate these five functions as you research:

1. Flexibility

The main objective of using an HRIS is to improve the efficiency of core HR tasks and responsibilities, so it’s important to find a system flexible and functional enough to enhance existing workflows.

2. User complexity

HR professionals should be experts at human resources-related work — not experts at HRIS software. Your HRIS should feature intuitive design and functionality that makes it an asset almost immediately.

Users should be able to quickly access employee information easily and in real-time, using a variety of search methodology.

3. Cost

The budget carries a lot of weight when you’re evaluating the pros and cons of a new tool. Look for options that can grow as your business does, but don’t fall into the trap of paying for features that you don’t need if they come at a greater cost.

4. Implementation time

Making significant changes to existing workflows is always a challenge, particularly since the day-to-day tasks don’t stop as you integrate a new piece of software. Estimate how long different HRIS options may take to get up and running.

5. Customer service & ongoing support

Having easily accessible support is often the difference between a seamless transition and total turbulence.

Make sure the HRIS you choose has live support options and a library of resources to reference outside of traditional office hours.

Your step-by-step guide to choosing an HRIS software

Let’s face it — a little bit of discomfort or disruption is inevitable whenever new software is introduced, even if the potential value is evident. It’s not a process anyone wants to needlessly repeat, so take the time to find a good fit and follow these steps during your HR software selection process:

1. Ensure the right team(s) are involved

The human resources team may not be the only ones accessing information contained within the HRIS. Managers, executives, and trainers are often part of the hiring, onboarding, and performance management processes, too.

Consider who will be using the software and decide if their input would be helpful during the selection process.

2. Understand your businesses needs

An effective way to avoid paying for features you don’t need is to have a clear understanding of what problems you’re hoping to solve with an HRIS.

Also, the ideal HRIS can be incorporated into an existing workflow instead of forcing your organization to completely reinvent the way they’ve handled human resources work in the past.

3. Research software vendors

As you research software vendors, compare cost, features, and functionality, but also check customer testimonials and independent reviews.

Be especially cognizant of complaints around customer service.

4. Create a shortlist

Narrow down your options to a list of two or three possibilities, set up sales calls with those companies, and do your own in-depth research on those vendors.

Make your own list of advantages and disadvantages and ask other stakeholders to contribute opinions.

5. Test as much as possible

Spend some time trying out demos or free trials of any potential options. Good marketing can sell software that may not be the best solution for your organization, so take advantage of opportunities that allow you to evaluate user experience first hand.

An easy decision – but an important one

HR software selection is a serious decision that can pay off for years to come. The right HRIS can streamline HR workflows and optimize talent management, boosting productivity and ultimately improving the overall employee experience.

The post HR software selection: Your guide to purchasing an HRIS appeared first on Recruiting Resources: How to Recruit and Hire Better.

And although it’s crucial to running a legitimate business, dealing with paperwork is very rarely the most fulfilling part of anyone’s job. One of the most significant benefits of document management systems is that they streamlines some of the most time-consuming and cumbersome aspects of HR work.

Want to learn more about document management software? Check out our article titled: What is HR document management software?

What kinds of document management systems are there?

When it comes to selecting a document management system (DMS), the first decision to make is what type of document storage solution will work best for your business:

On-site

An on-premise DMS stores data on servers that are physically located on the premises of your organization. The upfront costs, technical knowledge, and office space required to implement and maintain an on-site DMS makes it a better option for larger organizations who have a dedicated IT staff.

Since files are stored locally, it’s essential to have a reliable strategy to back up critical documents. Document retrieval may be easier with an on-premises DMS since no internet connection is required, and some organizations feel more confident about document security since there’s no third party vendor involved.

Off-site

A cloud-based electronic document management system means your documents are stored off-site in an external data center managed by a third-party provider. The server space is rented, with fees paid monthly or annually.

With no hardware costs or a need for dedicated staff, costs are often lower and maintenance and updates are included. Files on a cloud-based DMS can be securely accessed from anywhere, making it an ideal solution for disaster recovery. There may be risks involved with relying on a third-party provider to keep the system running smoothly, but an on-site system may have vulnerabilities, as well.

What are the primary functions of a document management system?

A document management solution is a central repository that facilitates the collection, management, and archiving of digital documents.

It’s like filing cabinets stuffed full of physical documents — only it’s all digital, making it infinitely easier to store, search, and share documents on a DMS. Paper files take up more space, require office supplies, offer less security for sensitive information, and are much easier to misplace. There are also environmental impacts and added costs when all that paper piles up.

A document management system makes it easy to locate the right document in far less time, which frees up HR professionals to achieve tasks that can’t be automated or outsourced to software.

What are the key benefits of a document management system?

A document management system has benefits that extend beyond convenience and organization, although those two advantages are significant. Other key benefits include:

1. Less paper usage

Digital documents save office supplies, workspace, and the valuable time of team members who need to search, share, or store documents.

2. Easier document access

Indexing classifies documents based on date, format, metadata, unique identifiers or other information, facilitating the document retrieval process.

3. Reduced storage space

Cloud-based document management systems don’t require any physical storage space, unlike on-premises document storage.

4. Greater productivity

Storing documents in a central location increases productivity by reducing the amount of time spent filing or retrieving documents. The audit trail created by a digital system also makes it easier to track edits or changes to important documents.

5. Increased compliance

Collecting and maintaining specific information or documentation for a set amount of time is often a compliance requirement. A DMS helps automate the archiving process.

6. Better collaboration

A central repository for documents offers easier access and sharing options for stakeholders in need of information.

7. Tighter security

Use permission settings, data encryption, password protection, and access control to protect confidential information.

8. Assured data backup & recovery

You can schedule automatic data backup and recovery to prevent the loss of important documents.

What are the must-have features for document management software?

HR document management software options vary in features and functionality. The business processes of your organization will help you decide which features are essential, but the following are worth considering:

1. Cloud storage

Cloud storage ensures that your files are backed up in a third party location, which offers convenient access and expedites data recovery.

2. User-friendly interface

An intuitive dashboard and user-friendly design reduces the learning curve and increases efficiency.

3. Powerful search feature

A DMS with advanced indexing skills, full text search, and optical character recognition (OCR) makes your filing system searchable and scalable.

4. Version control

Easily identify the latest version of a document, track edits, or restore earlier versions.

5. Permission levels

Protect sensitive information by limiting access control to appropriate parties.

How do I pick the best DMS?

An HR document management system is a significant investment, not only in terms of cost, but also due to the time spent implementing a new document storage workflow. Take the following steps before you begin researching your potential options:

1. Determine your needs

Consider the size of your organization and your current archive of files. Try to choose a solution that can scale with your organization.

2. Review your current document workflow

Assess your current system for collecting, searching, and storing documents and identify pain points that could potentially be solved by a DMS.

3. Check your security needs

Ask your IT specialist if there are any special considerations or features necessary to support security needs.

4. Consider your budget

Although you want a solution that can grow with your business, it’s important to choose a system that fits within your current budget.

How do I implement my document management software?

Finding a promising solution may feel like success, but there’s still work to be done. Change can be difficult, but a little upfront discomfort can lead to lasting efficiency. Follow these steps for a more seamless transition as you implement your new DMS:

1. Emphasize the importance of the transition

Even the most committed employee is reluctant to make their day-to-day work more difficult, even on a temporary basis. Discuss the transition with involved parties well in advance, and make a point to highlight the disadvantages of your existing workflow. Explain the proposed timeline of the transition and use specific examples to demonstrate how your new DMS will make everyone’s jobs easier.

2. Set a schedule for the training of your staff

Make sure staff members who will be using the DMS receive comprehensive training that covers the software, its features, and a step-by-step overview of the new document management workflow.

3. Turn your paper documents into digital alternatives

If your current system involves paper documents or physical files, come up with a strategy and schedule to scan, store, and upload them to your document management system.

4. Don’t hesitate to turn to customer support

Prioritize systems that offer good customer support and reach out as often as needed to help take the guesswork out of troubleshooting your new system.

5. Check in regularly with your staff

Collect feedback from your staff to assess how the transition is going, if more training is necessary, if there are any unexpected bottlenecks or challenges, and to increase engagement.

Your document management system can be your friend

Employee management is the heart and soul of human resources, however, people come with a lot of paperwork. The most significant underlying benefit of document management systems is that they allow HR professionals to focus on what really matters — the people that power your business and its success.

The post HR document management software benefits appeared first on Recruiting Resources: How to Recruit and Hire Better.

Even a minor malfunction in the onboarding experience can have consequences that lead to an eventual breakdown.

The best HR onboarding software helps establish an organized workflow, automates time-intensive tasks, improves the employee experience, and increases productivity, allowing human resources professionals and new hires to focus on the work that really matters.

Why is employee onboarding important?

Employee onboarding is more than filing some paperwork and making a few introductions; it’s the first impression new hires have of your organization.

Onboarding is an opportunity to showcase your company culture, demonstrate core values, build rapport between team members, and welcome new employees to an environment that supports their growth and appreciates their talent.

The importance of onboarding can’t be understated. Aside from introducing a pleasant and positive workplace, a successful onboarding program also streamlines the logistical details of incorporating a new employee into your organization.

Important information and documentation is collected, company policies are shared, equipment and accounts are activated, and training procedures are established to familiarize employees with their new role.

Why is onboarding important? It’s more than just orientation; it’s a multi-faceted process with a wide-reaching impact on employees and businesses alike. A breakdown in the onboarding workflow can affect everything from brand reputation to the legal liability of compliance issues.

Establishing a proper onboarding process can save time, money, and the hassle of inconvenience for you, your employees, and your business.

What are the phases of onboarding?

Although onboarding is not a standardized, one-size-fits-all process, there are generally four different phases of turning a candidate into a colleague:

1. Pre-Onboarding

When the hiring process ends and a candidate formally accepts an offer, onboarding procedures officially begin with the pre-onboarding phase. At this point, the candidate doesn’t officially work for your organization yet; they’re often satisfying obligations to their past employer and wrapping up existing work.

The pre-onboarding phase includes signing documents, deciding on a start date, and arranging training, equipment ordering, workspace, and software access, and providing information on company policies and benefits.

This is the beginning of what you hope will be a lasting relationship, so be proactive, helpful, and enthusiastic as you communicate.

2. Welcoming

The welcoming phase takes your relationship from hopeful to official and is an essential element to helping new hires feel at home with your organization. Create an onboarding schedule and a checklist of tasks to share with your employee to help everyone feel more confident about the potential for a strong start.

Make introductions, give your new employee a tour, discuss company policies including time off, attendance, benefits, and payroll, and help new hires get settled into their workspace.

Offering a small welcome gift or arranging an informal lunch can ease new job jitters and make a positive impression. Keep the first day simple, friendly, and informative.

3. Training

The training phase is an opportunity to empower new employees. Creating a comprehensive training strategy leads to greater productivity and inspires confidence in a new role.

Set new hires up for success by arranging a mentorship so that they have a touch point for any questions and arrange for role-specific training to familiarize new team members with the day-to-day tasks and responsibilities associated with their position.

4. Transitioning

The final phase of the onboarding process is when the training wheels come off and new hires coast into their position as established employees. Managers should establish clear expectations and schedule regular check-ins to keep the lines of communication open.

What are the benefits of HR onboarding software?

Onboarding is an important part of integrating new employees into your organization and involves a lot of different components. It’s easy to miss a step or to drop the ball on communication among other responsibilities — especially when onboarding several new hires at once.

A disorganized onboarding process can reflect poorly on your business, making new employees question the quality of communication, management, or company culture in general. It can also create administrative headaches for HR professionals.

Implementing HR onboarding software can help and has a wide range of benefits, including:

• Eases the anxiety of new hires
• Reduces the cost of employee turnover
• Improves new hire productivity
• Ensures workplace compliance
• Promotes employee engagement
• Streamlines HR workflow via task automation
• Increases the rate of new hire retention
• Builds stronger company culture

Who should run the onboarding process?

Onboarding may seem like the responsibility of the human resources department, and it’s true that they manage the majority of the associated tasks. However, onboarding is an ongoing process that should also include management or supervisors.

When it comes to truly understanding the role and its responsibilities, the training phase is the most crucial step of onboarding.

An employee’s manager should be directly involved as they are welcomed to the company, trained for their new role, and transitioned into a regular workload.

How to create an effective onboarding process

Clarity and consistency are two of the most essential elements of creating an effective onboarding program.

Everyone involved should know what needs to happen and when, and the process should be easily duplicated so that it can be established as a routine onboarding workflow.

Using an onboarding template, or implementing a repeatable checklist, can save time, reduce errors, and help make sure no important steps are overlooked.

Opening the channels of communication quickly is also helpful. HR professionals, managers, trainers, and new hires should understand the process, scheduling needs, where to find relevant information, and their point of contact throughout various stages of the onboarding process.

HR onboarding software facilitates every aspect of onboarding, from issuing an offer letter to scheduling performance reviews after your new hire is up and running.

Talent is a valuable asset and new hires are an investment in the success of your organization. An effective onboarding program creates a warm welcome, instills confidence, and reflects well on your business and its employees.

It also helps make everyone’s job easier — from the HR professional juggling a checklist of tasks to a new team member getting familiar with the inner workings of their new career path. HR onboarding software is the ideal tool to guide everyone through the process of supporting the growth of your business and its talent.

The post Onboarding software: why it’s important and how tech helps appeared first on Recruiting Resources: How to Recruit and Hire Better.

Let’s get to it:

What is HR software?

HR software – or Human Resources software in full – is an application or suite of integrated programs that streamlines and automates human resources processes.

It can support a variety of tasks, from tracking employee data and benefits information to managing employee performance and payroll. You can also use HR software for recruitment, onboarding, and training of new hires.

Ultimately, HR software helps companies manage their human resources more efficiently, freeing up valuable time and resources for HR teams and employees to focus on more pertinent strategic objectives.

Want to learn more about what HR software is before going further? Check out our guide titled What is HR software – and how can it help your business?.

What are the different types of HR software?

There are many different types of HR software out there to meet the varying needs and obligations of the human resources function. Those include employee information, time tracking and scheduling, payroll and benefits, recruitment, policies and procedures, document management, and other HR-related priorities.

The range of HR softwares can be categorized into three major buckets: Human Resources Information Systems (HRIS), Human Resources Management Systems (HRMS), and Human Capital Management (HCM).

(There’s a lot more, of course, and that’s documented here.)

HRIS, HRMS, HCM: What’s the difference?

HRIS stands for Human Resources Information System, which is a system used to store and track employee information.

HRMS stands for Human Resources Management System, which is a software application used to manage HR functions in a tactical way.

HCM stands for Human Capital Management, which is an approach to managing people within an organization. It focuses on the development of people to help the organization achieve its objectives.

What to consider before choosing HR software?

If your business is growing in employee size (i.e. FTE count) or looking to significantly add to payroll in the near future, you should consider choosing an HR software.

If you are a business that has more than a few employees or if you see yourself adding to payroll over the next year, you should consider implementing a HRIS so you can streamline hiring, onboarding, tracking, and managing of employees. This includes crucial details such as payroll, benefits, contact information, policy reviews, learning & development initiatives, compliance, and so on.

An HRIS will benefit you and your teams if you find that you are increasingly burdened with menial, resource-consuming tasks in their day-to-day work. It also helps in the case that organization and management of information is becoming an overwhelming process. The automation and optimization capabilities of a good HRIS can be a great solution for your business.

What are the main features of HR software?

When assessing HR software for your organization, there are 10 major features that you can expect to be included in a high-quality application.

There are more, of course, but let’s look at these 10:

1. Recruitment

The first stage in the employee experience lifecycle is, of course, when they first apply to an open role in your company as a job candidate.

Each step of the recruitment process should be covered in an HR software, including initial screening, asynchronous and live video interviews, scheduling, assessments, and other core facets of candidate evaluation.

Just as a candidate is showing their best self as soon as they walk through the proverbial door to your company, you’re showing your best self as a prospective employer. It’s a crucial stage that can and should be effectively managed using high-quality HR software.

2. Onboarding

The next logical step after a new hire signs the job offer is, of course, the onboarding process. Onboarding may seem pretty straightforward on the surface, but that’s what they said about raising a child as well – it can get incredibly complex, because you’re effectively “raising” a new hire to their peak form as an employee in your company.

The onboarding process includes but isn’t limited to setting up one’s workstation, signing documents, familiarizing oneself with company policy and procedures, establishing expectations, getting oriented with teams and processes, etc. You should expect to be able to manage all of these things with your HR software.

3. Payroll management

You want your employees to be paid, and on time too. Plus, will it be delivered via a paper check, PayPal/Venmo, direct deposit or something else?

There are also deductions, tax withholdings (often at multiple levels), perks and benefits, raises, adjustments, and numerous other factors that you and your team must stay on top of.

And your friends in Finance will want to have visibility into this as well. Money is not funny business to them – or anyone. An HR software will make sure it stays unfunny.

4. Benefits management

Benefits are growing in stature and complexity in many organizations – it’s no longer just about an insurance policy or extended healthcare benefits or time off. It’s certainly not about ping pong tables in the office.

The list of benefits made available is growing exponentially, and the right HR software should help you manage them.

5. Employee self-service

Information is stored and managed in a single repository that’s immediately accessible to anyone who wants it.

This includes employees, who need to know how many paid vacation days are available to them, what the company’s org chart looks like, what’s in the employee handbook, who to talk to about a specific work process, and so on.

An HR software should make that easy enough for employees via a login and self-service function. Your employees deserve no less.

6. Communication

Communication is core to business success. This may be a company-wide announcement or a private message to an individual employee about something pertinent, or one-to-one discussions as part of an annual performance review – or even in the review itself.

There’s also employee feedback via all-company surveys to measure engagement and satisfaction, and departmental conversations where goals and projects are outlined.

Communications also includes policies and procedures which, as any HR professional knows, must be clearly delineated in a single place to ensure that everyone is informed and aligned.

HR software should support work-related communications of every kind.

7. Employee management

Managing the workforce – which includes recruitment, training, motivating and compensating your employees – is a lot of work. Proper employee management sets the groundwork and structure in which a business can flourish, and improves communication and collaboration throughout the company.

Employee management runs the gamut from tactical to administrative management, including employee information, KPIs, and bonuses. Any self-respecting HR software should have the tools in place to support you with all of that.

8. Talent management

Talent management is a little different from employee management – it involves a more comprehensive approach, including identifying and developing your top employees, guiding them in their career path in the organization, and ensuring engagement and motivation.

You’re not just looking to recruit, hire, manage and retain your employees – you’re looking for them to thrive. Even if it can appear less tangible on the surface, there are frameworks to follow and manage to success, and HR software makes that a more streamlined experience both for yourself and your teams.

9. Learning & Development

Learning & development is a huge aspect of the employee lifecycle – they’re not just here to work for you; they want to develop professionally and grow in their careers. And while you’re not necessarily obliged to help them in that area, you will find that there are huge benefits to your organization when you do.

When employees feel they’re attaining their professional life goals with you – and they see that you have their back in that area, they’ll stay with you.

It’s a win-win situation, and that’s where an HR software can enable and support your L&D strategy.

10. Compliance

Employee management can feel like a legal minefield at times. In fact, it can sometimes be terrifying when you don’t have all your ducks in a row. There are numerous areas that require some form of compliance with local, national and even international legislation – including data privacy, equal employment opportunity, and yes, workplace decorum (i.e. anti-harassment).

You want to ensure that your employee data is private at all times, your recruitment and workplace remain bias-free and diverse, equal and inclusive, and that everyone respects legal and moral boundaries. You also want to ensure accountability in all cases.

It’s absolutely essential that your HR software be able to maintain central records and ironclad adherence to all of the above at any time.

What benefits does HR software provide?

HR software can help improve the day-to-day work in human resources by automating repetitive tasks, optimizing complex processes, reducing paperwork, allowing for easy access to information, and monitoring key performance indicators.

1. Centralized resource management

HR software provides a centralized storage and administration platform for all the different processes in human resources, which is a huge benefit especially for a small business that may not necessarily have a dedicated HR team or even HR professional.

Honestly, your business is managing processes, payroll, benefits,recruitment, onboarding, learning & development, feedback loops, policies and procedures, org charts, promotions, raises, bonuses, performance reviews, and so much more. These can become a hot mess of paperwork if you don’t manage it properly. That’s where HR software can be a huge boon for your company.

2. Compliance

We went into a lot of detail above about compliance being a must-have feature of HR software. The benefits of having software for managing compliance are abundantly clear: the rise in data privacy and equal opportunity legislation around the world – and the increasing complexity of the same – means you need someone (a lawyer?) or something (a software?) to ensure that your company stays on the right side of the law.

And in this case, HR software is probably cheaper than a lawyer. So, the benefit is clear.

3. Data insights

The people analytics capabilities of HR software give you the ability to identify and predict gaps in workflows and teams, high-performing and lagging employees, ebbs and flows in retention, rising and falling needs for specific perks and benefits, and so much more.

With the right HR software, you’re also able to produce high-quality reports with insights to support strategic business decisions at the macro level.

4. Task optimization

HR software also helps in the day-to-day work in the trenches, including tracking employee attendance, managing employee benefits and payroll, and monitoring key performance indicators (KPIs).

The automation of replicable and menial tasks free up bandwidth and resources for HR professionals to focus on the more pertinent and essential work including in bigger-picture strategizing and decision-making. This ultimately makes HR more efficient and high-performing.

5. Clutter-free work

The hassle of paperwork such as employee records and contracts are stored electronically, making access and organization easier and mitigating the risk of losing or misplacing crucial information.

You’ve seen all those quotes about cluttered desks and cluttered minds (and in this case, cluttered organizations). That clutter can be cleared using HR software because you’re organizing, processing and storing everything in a centralized resource without the need for physical space and menial labor.

This improves efficiency and effectiveness of HR processes and optimizes the overall performance of the HR function.

Not enough? There’s a lot more to HR software than meets the eye – this guide to HR software benefits will give you a deeper dive in this area.

How do I find the best HR software?

When shopping for HR software, you want to settle on an application that meets the current needs of your business. And that may differ based on FTE size, growth plans, industry and location, and tech stack compatibility.

But no matter what, the best HR softwares will always be:

1. Flexible & customizable

An HR software should be flexible and customizable based on the specific needs of your HR team and your business strategy. You don’t want to paint yourself into a corner or be forced to adapt your needs and strategies to make the most of your HR software – the application should work for you.

2. Easy to use

When you introduce new processes, procedures or applications to the company, you want everyone onboarded into the system as quickly and effortlessly as possible, and you want total user buy-in. A great HR software should be plug-and-play with a smooth and intuitive interface, and easy to implement and operate.

3. Budget-friendly

An HR software shouldn’t break your company bank. It should come at a reasonable cost and the return on investment should be clear from the get-go. This should be made apparent in your initial interactions with the HR software provider, and the tool and all its features should be absolutely affordable for your organization.

4. Seamlessly integrated

Most, if not all, organizations have existing technologies in place for varying purposes. If you already have an ATS or benefits technology in place, your HR software should integrate seamlessly with that. In short – your new HR software should plug neatly into your existing tech stack without any hiccups or misalignments.

HR software: the tech that keeps on giving

Every company in this day and age needs a tech stack to manage all the different aspects of business, regardless of size, breadth and depth. HR software is a must-have in that tech stack. In many cases, it’s scalable – and as a result, the payoff grows over time.

Consider the features and benefits that a good HR software can bring you, and decide accordingly.

The post HR software: All the things you need to know appeared first on Recruiting Resources: How to Recruit and Hire Better.

• creating and administering policies and procedures
• monitoring and managing employee performance
• providing guidance and support to ensure employees remain productive and motivated

Employee management differs from talent management in that it’s more tactical and administrative, whereas talent management is more focused on strategy – including career pathing, development of high-performing employees, and employee engagement/retention.

Why is employee management important?

A successful employee management strategy is crucial because a business runs efficiently when its people are managed efficiently. Proper employee management helps to create a clear structure and organizational framework within a business. This improves communication and collaboration across teams and departments – as well as up and down the chain of command.

In employee management, key performance indicators are clear, projects are implemented and carried out by the book, and compensation (in the form of bonuses and raises) and praise are assured for a job well done.

It also helps to foster good working relationships between managers and employees, which can lead to higher job satisfaction and better morale. This leads to lower turnover rates and greater employee retention, leading to more efficient budget management and higher productivity.

What makes good employee management?

Now that you know what employee management is and why it’s important, it’s time to understand the main aspects that make up a solid employee management strategy.

1. Recruitment and onboarding

The first element of employee management is in the recruitment process itself. Even before a candidate is hired, your organization is setting expectations in terms of compensation, career opportunity, and company culture. When this aspect is managed efficiently, then you’re setting clear expectations for your new employees and delivering on them.

Likewise, a smoothly executed onboarding strategy sets your new hires for success from the get-go. Learn how you can ensure a consistent and positive onboarding experience in your company.

2. Performance monitoring

Employees are more motivated when their expected outcomes are clear and attainable, and they’re compensated for successful delivery on their KPIs. Consequently, managing your employees must include monitoring their performance on a regular basis – ideally in a tangible way.

For example, your SDRs are expected to convert a specific percentage of the leads they’re given. Your dev team must build a new feature by the end of the quarter. Your customer support team must resolve tickets to the customer’s satisfaction within a specific period of time.

When you monitor all of these metrics, you are not only establishing clear goalposts for your teams, but you’re also making it easier for your company to identify and reward high performers for their stellar work.

3. Communication channels

Communication is a crucial ingredient in the playbook for a smoothly operating business. Managing your employees includes numerous forms of communication:

• Team manager communication: the manager of a team works with team members in outlining projects, assigning duties, setting expectations, etc.
• Departmental communication: the leader of a department communicates expected deliverables as outlined in board and executive meetings to team managers and members
• Top-down communication: the leaders of an organization communicate with employees on business goals and results via all-hands
• Bottom-up communication: as above, but the other way around – where employees can communicate up the ladder to management and executives on their work needs, priorities and experiences via surveys, 1-1s, reviews, etc.
• Collaborative communication: colleagues communicate laterally as they work together on mutual projects

There’s more, of course – communications can be complex, and that’s no different in the workplace.

4. Rewards and incentives

Employees are more motivated to do a good job when the work is not only compensated, but also incentivized and rewarded. This core facet of employee management pays dividends in terms of productivity, engagement, happiness and retention.

What are the main benefits of proper employee management?

Managing your employees isn’t just about managing the person – it’s about managing their ability to do the job they’re assigned to do. If you don’t manage properly, your employees won’t be able to do their job effectively, and your overall business picture will suffer.

That’s the macro-level benefit of proper employee management. Let’s look at the more specific benefits:

1. Improve efficiency

When you have multiple team members collectively working together, you want them working with minimal overlap and maximum cohesion. That requires smart and calculated employee management which improves efficiency.

2. Increase productivity

When companies operate more efficiently, they’re more productive. A well-managed group means fewer breakdowns and overlaps, speeding up processes and increasing productivity.

3. Data security

When you’re managing your employees, you’re not just managing their work – you’re also managing their information, such as their salary, benefits, time off, contact details, bank and tax information, and other sensitive employee information. Proper employee management includes proper containment of all this data.

4. Lower long-term costs

Not only does your bottom line benefit from a more efficient and productive employee base. You’re also reducing costs related to employee turnover, duplicate and redundant efforts, expensive human errors, and budget mismanagement.

How do you improve employee management?

The payoffs of effective employee management are clear. So, how do you tangibly manage your employees so that those benefits are realized in your organization? There are a variety of ways, including but not limited to the following:

1. Set clear expectations

Establish clear expectations with your employees. This is crucial to setting them up for success. An employee should know what they’re expected to do, what their performance goals are, and what rewards and compensation they can hope to receive for reaching those KPIs.

2. Help your employees to grow

Career pathing is an important part of the employee lifecycle. An employer should guide and support its employees as they grow in their careers.

This can be achieved via learning & development programs, performance reviews, guidance and feedback, and even skills analysis. Support your employees’ growth, and they’ll stay with you.

3. Build trust

When an employee trusts their manager and executive team, they’re more motivated to succeed. This trust can be in the form of job security, delivery of promises (i.e. bonuses, promotions), and transparency and communication (i.e. all-hands, business planning). Earn their trust – and keep it strong.

4. Establish open communication early

Open and transparent communication is crucial to successful employee management. Your employees should have access to all the information they need to do their jobs effectively.

That doesn’t just include who’s responsible for what, departmental updates, and performance feedback. It also includes the higher-level stuff such as mission and vision and positioning statements, and company values.

Keep those channels of communication open – and establish that from the first day of employment.

5. Set and achieve goals together

A company ‘north star’ – in other words, the mission and vision – is crucial to success. That lays the groundwork for goals to be set at the departmental and team levels, and then assigning roles and responsibilities to individual employees to achieve these goals.

Be clear on where that north star is, what the subsequent goals are, and how you and your colleagues can achieve them.

6. Recognize employee efforts and achievements

Simply managing your employees’ work isn’t enough. Validating an employee’s hard work and success through recognition and reward is crucial to engagement and retention. Ensure that your top performers are rewarded accordingly.

7. Be consistent

Don’t promise one thing and then deliver on another. Likewise, don’t say “We’re going this way!” and then change your tune halfway through the quarter.

Make sure you’re consistent in your messaging, decisions and actions as an employer – this is crucial to gaining the trust of your colleagues.

8. Utilize employee management software

Doing all of the above can be a daunting effort for any HR professional or business leader, especially with numerous variables and tacticals throughout. Optimize your employee management by introducing software and technology into the mix.

How do you choose the right employee management software for your organization?

The right employee management software depends on the size of your organization and your specific needs. Consider your current and future needs, your budget, your software’s compatibility with existing systems in your tech stack, and the user-friendliness of your interface.

Your organization should also consider whether you need a cloud-based or on-premise solution HRIS, as well as what features meet your needs and fill your gaps. This can include time and attendance tracking, performance management and review, payroll and benefits, recognition and rewards, logistic management, company and colleague communication, and other elements of employee management.

Also, look at your needs for data security, employee support, and accessibility.

Establish what your budget is to meet all of those needs – and think about what kind of return on investment can be expected so you can justify the purchase of an employee management software.

Ultimately, look for a software solution with a good reputation, plus reviews and case studies from other organizations.

The tie-back is that good employee management equals greater retention and engagement – which leads to better productivity, a stronger reputation and a positive bottom line. Everyone benefits in the end!

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

What is employee onboarding?

Employee onboarding is the process of integrating a new employee into an organization, providing them with the necessary tools, resources, and knowledge they need to become a productive and successful member of the team.

This usually involves orientations, introductions, training programs, meetings with team members and supervisors, work station setup, familiarization with policies and procedures, and other activities designed to help the new employee learn their job and become comfortable with their new team and workplace.

Why is effective employee onboarding so important?

Effective employee onboarding is crucial because it sets the tone for the entire employee experience. It sets the stage for the new hire to understand how the company and the team operates, what their roles and responsibilities are, and how they fit into the overall organization.

An effective onboarding strategy also ensures that new hires quickly become productive, fully operational members of the team – in other words, fully ‘ramped’ – and that those expectations are managed from the first day they’ve signed on for the job.

Onboarding also has its intangible impact; it helps to build trust and develop relationships between the new hire, the organization, and their peers.

All this reduces employee turnover and ensures that the employee has a positive first impression of the organization. This means longer tenures, higher engagement, and increased loyalty.

What is onboarding software?

Now that that’s covered, let’s talk about the software.

Employee onboarding software streamlines and automates the process of welcoming new hires into the workplace. In short, you’re bringing new hires on board with software. This ensures a smooth transition for new employees, integrating them into the organization in the most efficient way possible.

Onboarding software typically includes features like document management, employee onboarding checklists, automated onboarding emails, and progress tracking.

How can employee onboarding software help your HR team?

Employee onboarding software can help your HR team by streamlining and automating the onboarding process. It simplifies the collection, verification and storage of employee information and paperwork, allows for quick and easy access both by the HR professional and the new employee, and ensures that all necessary steps are completed in a timely and efficient manner.

This helps HR to reduce administrative costs, save time and resources, and minimize errors. Additionally, it can help to create a positive onboarding experience for new hires, by providing an easy-to-use platform that can be tailored to their needs.

The main benefits of using employee onboarding software

There are numerous benefits of introducing employee onboarding software into your HR day-to-day work. They include:

1. Personalized experiences for new staff

No one likes to feel like a number or a cog in the machine – especially when they’re first hired. Part of onboarding is making the new employee feel welcome in their new role, and the capabilities of employee onboarding software make for a more streamlined, consistent and reliable onboarding process.

Team meetings and 1-1s are pre-scheduled, orientations are regularly presented, and dedicated workspaces are fully equipped ahead of the new hire’s first day.

2. Improve employee retention

A good onboarding experience makes your employees more loyal and increases your retention rate. For instance, Bamboo HR finds that employees are 18 times more likely to be highly committed to their organization when they have a highly effective onboarding.

And you know what? Just like a customer is more likely to stay with you because they’ve had a good experience, an employee is more likely to stick around when they’re feeling those positive vibes about the company. Plus, they’ll tell their friends and peers – all the better for your employer brand.

3. Streamline the entire onboarding process

A major benefit of pre-set onboarding schedules is that you can roll out a new onboarding plan for a new hire much more quickly than you would if you were manually implementing the processes one step at a time.

This is even more valuable when onboarding multiple hires at the same time, on an ongoing basis. Onboarding software helps you streamline the process and free up valuable bandwidth and resources for you and your teams.

4. Increase connection between new hires and their teams

Again from Bamboo HR: 91% of those who experienced great onboarding feel a strong connection with their company and colleagues. That’s compared with just 29% of those who didn’t have a great onboarding who feel the same way.

You want your employees to feel connected – when connected, they’re more engaged in their work because they like working together and they’ve bought into your company vision. A well-planned onboarding strategy sets the groundwork for that to happen – and software makes it much more so.

How to choose the best onboarding software for your business

Now that you know what onboarding software is and how it helps your business, you may be thinking about how to shop for one.

Not all onboarding softwares are built the same, and not all onboarding softwares are the perfect fit for any organization. There are a multitude of variables you need to think about before going all-in. Let’s get started on how to choose the best onboarding software for your business.

1. Determine your onboarding goals and objectives

You’ve likely already determined why you need onboarding software. But there are different softwares to meet different goals and objectives.

2. Define your goals and objectives

First, you want to define what you’re hoping to achieve and what technology and process gaps you’re hoping to fill. Also, think about your company size and expansion plans – how many new hires are you expecting to onboard over the next year, for instance?

3. Understand the complexity of your onboarding

And how complex is your onboarding – is it a series of 1-1s and team meetings, workstation setup, policy/procedure reviews, and other elements? Or does it run broader, longer and deeper than that – for instance, is travel involved? L&D and training sessions? Meetings with busy executives? Security clearances? Etc.?

4. Set your budget

Also, every company has a budget, and every budget has allocations for different company needs. What’s your hiring and HR budget, and how much of that can you reasonably spend on a quality onboarding software And again, consider how many onboards will be happening on a regular basis.

And remember, if you can identify the tangible benefits of onboarding software, that may give you an opportunity for a larger budget. Consider the ROI on a new software in terms of increased retention and engagement.

What features should I look for in onboarding software?

Again, think about your company size, hiring plans, frequency and complexity of onboarding, and so on. While those factor in your choices, you also need to identify the onboarding software features that will most benefit your current strategy.

Those features can include:

1. Recruitment management

Yes, onboarding is part of recruitment. It’s what you could consider the overlap between the final stage of hiring and the beginning stage of employment.

A good onboarding software should have – or at least seamlessly integrate with – a good applicant tracking system or hiring software, so you can continue your recruitment management into the onboarding phase without skipping a beat.

2. Mobile integration

Not all onboarding has to be or even can be conducted in person or at specific workstations. Some of it can be done virtually or even on the go using a mobile or smartphone. Mobile capabilities can also benefit busy managers and executives who can catch up on processes with a quick check-in.

If that benefits your company, check if your onboarding software of choice has mobile capabilities.

3. Compatibility

If you’re like many small businesses, you have a multitude of softwares in your tech stack. Make sure that the onboarding software you’re choosing fits in neatly within your existing setup.

This means seamless integration and transfer of information from one system to another while maintaining a single source of truth.

4. Customization and flexibility

Every company is different, meaning a certain level of customization and flexibility in your software is crucial.

Don’t shoehorn yourself to one system’s predesigned process – keep your options open with a system that you can mold to your specific needs.

5. Data management & security

Managing the data of your employees – including salary, benefits, contact details and so on – is part of onboarding as well, since you need to get that information into the system.

Data has its legal considerations as well – particularly for privacy (such as GDPR in Europe).

6. User-friendly interface

Not every user of the software is going to be tech savvy – the older the worker, the less experienced or even willing they are to use tech in their lives, according to Pew Research.

Even within the same generations there will be early adopters and late users, but consistent and regular integration of new software in a company is crucial to its success. You want a smooth, user-friendly interface to ensure that everyone’s using it properly.

7. The implementation process

Successfully implementing your newly purchased onboarding software is crucial. You’ve already got the financial buy-in, the user buy-in, and the tech buy-in – now you have to put it all into action.

Many softwares stumble out of the gates because they’re not implemented or even utilized properly, and then they become a sunk cost. When you have a clear and executable implementation strategy, then you’re setting the groundwork for future success. Tip: utilize your chosen software’s support team as much as possible in the early going.

Onboarding software trends

Not only is onboarding software growing as a norm in the HR tech stack, the software itself is seeing trends of its very own.

1. Automation

For example, organizations continue to optimize and streamline their systems, and that means automation of onboarding processes is becoming an increasingly popular option as it saves time and resources.

Automation is already a feature – but it’s evolving all the time. Ultimately, it simplifies and streamlines many aspects of what was once a time-consuming and repetitive part of HR work.

2. Data and analytics

Insights gained from people and data analytics in onboarding is growing in value as they help organizations identify gaps in existing systems and opportunities for improvement in new employee management.

It can also be used to track the progress of newly hired workers and bring a tangible perspective to the onboarding journey.

3. Gamification

And why not make onboarding fun? Memory retention and subsequent performance is known to increase when it’s an enjoyable part of being a new employee.

So, why not gamify the onboarding process? This is increasing in popularity as it’s a great way to teach employees new skills and familiarize them with their responsibilities and make a fun and memorable experience at one of the most important stages in the employee lifecycle.

4. Cloud storage

Cloud-based solutions are rapidly becoming the norm in any work setup, especially in emerging startups and remote-first teams.

This makes for a flexible, cost-effective solution for small businesses and easy access to the onboarding process and its data from any location.

5. Mobile capabilities

Mobile-friendly platforms, as mentioned above, are also on the rise not only due to distributed teams but also multitasking. This makes for a more streamlined experience all around.

In conclusion

The value of onboarding is widely misunderstood – in many cases, it’s hard to pinpoint when onboarding goes wrong. When we reached out for onboarding horror stories, the responses didn’t exactly come flowing in – and that’s because employees don’t know what to expect with onboarding.

The flip side is first impressions are essential to success. If there’s a good onboarding process in your company, you’re setting the right tone and laying down the groundwork for your new employee to excel at their job. They may not know exactly what it is if it goes wrong or right – but they will know the results (they tune out and look for other jobs or they’re more engaged and dedicated to this job). And your company will know, too.

Employee onboarding software is a huge part of that. Do your homework, shop wisely, and reap the rewards.

The post What is employee onboarding software? appeared first on Recruiting Resources: How to Recruit and Hire Better.

HR software benefits your work in numerous ways – primarily in making your day-to-day easier and more manageable. This is especially crucial as overall processes move more quickly with the advent of workplace technology and employee turnover, engagement and retention are all crucial elements of employee management strategy.

Let’s look at a few of the ways in which HR software benefits you. Introducing HR software can help your team:

1. Manage a variety of HR tasks

Human resources isn’t just about clocking in and doing your required duties and then clocking out at the end of the day. You’re dealing with ebbs and flows in your workload on a regular basis. You’re multitasking your way through the processes of dozens or even hundreds of full-time employees, incoming and outgoing hires, often simultaneously.

A good HR software can help you stay on top of your work through automating the more repetitive tasks and optimizing the more complex ones.

2. Optimize your admin tasks

As above, administrative work becomes more efficient when using HR software. An added bonus is that all HR-related information is stored within the platform, making it easier to organize. Plus, you can automate some of the more menial and repetitive tasks.

3. Reduce paperwork

Storing your information electronically reduces the amount of cumbersome paperwork that needs to be stored and organized in filing cabinets, and eliminates the possibility of ‘misplaced’ documents. It also positions your company as more green-friendly when you’re using less paper in your day-to-day operations.

4. Instantly access information

When everything is stored in the cloud or even a local server, HR professionals will be able to access what they need right away.

Likewise, employees will be able to access the same without needing to communicate with HR to find out how many vacation days they have left, what the org chart looks like in their team, or what details are included in a specific workplace policy.

5. Monitor key performance indicators (KPIs)

Another way HR software benefits you is that you can track and report on your own performance as an HR professional. You can now easily stay on top of common KPIs of the HR function and monitor them regularly. For example:

Employee retention

Employee retention is fast becoming a key focal point of employers. The tenure of an employee is automatically recorded in your HR software, making it easy to stay current with your retention metrics and act accordingly.

Employee efficiency

Employee efficiency can be measured in a variety of ways – it can be in revenue per employee, time in office or on location, task completion, or something else. When employee information and activity is regularly logged in your HR software, you can pull up the data as needed.

Absenteeism

Employee presence is another key metric. Not only do you want to ensure your employees are adhering to their assigned work schedules, you also need to keep track of unavoidable factors that impact an employee’s attendance such as sickness, bereavement or stress. Whether excused or unexcused, absences can easily be recorded using HR software.

6. Provide a portal for employee feedback

A major benefit of HR software is that it provides a platform to collect feedback and insights from employees using employee surveys – a crucial ingredient in employee engagement and retention. Your colleagues feel valued as team members when their voices are heard and acted on.

7. Increase employee engagement

Providing employees with regular feedback in turn is likewise powerful. Not only is it an opportunity to recognize and validate an employee’s achievements and successes, it also helps them understand where they need to focus their efforts to get better at their job. This contributes to a more positive overall working environment.

8. Handle disputes & conflict resolution

Even the best companies deal with disputes and conflicts from time to time. Some of these can be legally sensitive – particularly when it involves harassment or an employee being dismissed – so it’s crucial to keep a record of complaints and incidents and how they’re being addressed. Moreover, having these tangibly and objectively recorded can remove potentially illegal bias and wrongdoings as well as provide the groundwork towards a healthy resolution.

Connecting Employees and Resources

HR software streamlines the linkage between employees and vital resources. Serving as a centralized hub, it provides immediate access to personal data, training modules, and organizational information. Integrated knowledge-sharing features promote peer-to-peer learning and resource exchange, while benefits portals allow for effortless management of personal perks.

Moreover, by integrating with enterprise systems, HR platforms ensure that employees are seamlessly connected to a broader spectrum of resources, simplifying tasks and bolstering productivity. In essence, HR software fortifies the employee-resource nexus, ensuring optimal utilization and engagement.

1. Enhancing Communication and Collaboration

Centralized collaboration spaces foster unified project approaches, while feedback tools promote constructive dialogue. By seamlessly integrating with popular communication platforms, HR systems reduce barriers and promote fluid inter-departmental exchanges. This digital synergy, powered by HR software, not only bridges communication gaps but also fosters a cohesive, transparent, and innovation-driven work environment.

2. Compliance and Reporting

With automated tracking of legislative updates, organizations can effortlessly adapt to changing labor laws and industry standards. Integrated reporting tools offer customizable templates and analytics, facilitating timely, accurate, and insightful reports on employee performance, attendance, and other HR metrics. Moreover, data security measures within the software protect sensitive employee information, ensuring adherence to data protection regulations. By automating and centralizing these functions, HR software minimizes the risk of oversights and penalties while enhancing operational efficiency.

3. Analytics and Insights

By aggregating employee data, from performance metrics to engagement levels, these systems generate comprehensive dashboards and reports. This analytical prowess allows managers to identify trends, predict turnover, optimize talent allocation, and assess training needs. Furthermore, predictive analytics can forecast recruitment needs and identify potential leadership candidates. By converting raw data into actionable insights, HR software empowers organizations to make data-driven decisions, enhancing productivity and fostering continuous improvement.

Effective employee management with HR software

Managing employees is complex. Not only are you leading them and supporting them in everything they do, you also have to keep track of the core elements such as hours, pay, benefits and performance. Let’s look at the various ways in which HR software benefits employee management:

1. Time management

Even with the advent of flexible work as a mainstay in the work world, fixed schedules are still commonplace and continue to be a standard in many industries especially in hospitality and manufacturing just to name a couple.

Team managers need to implement and assign schedules and ensure that their direct reports adhere to them, and be able to see how those schedules look from a macro perspective.

Plus, companies need to maintain a record of time especially when employees are paid by the hour, to ensure that they’re paid accordingly. Add overtime and other variants, and you have a lot to be responsible for. HR software can support you here.

2. Training and development

Training is a staple of the employee experience, whether it’s setting new hires for success or preparing existing employees on new processes, tools and strategies.

Training can be conducted in person, but also virtually via pre-recorded videos and documentations. You can also schedule trainings for employees new and old, and track their progress and completion of training blocks as required. Your HR software helps with all that.

3. Payroll and benefits

Software enables HR professionals to quickly and accurately process payroll information, manage employee benefits, and generate reports.

It enables employers to efficiently manage their payroll and ensure accuracy by eliminating manual entry of payroll data. You can also track employee information such as pay rate, deductions, taxes, and other deductions, plus personal information, job titles, and other data via your HR software.

4. Performance management

Part of employee management is performance management. You can set objectives and goals in your HR software, allowing you to monitor progress, provide feedback and develop skills.

You can tailor this to the specific needs of your company, and set up a replicable process to set employees for success. Managers and team members will be able to see where they stand against a preset baseline in terms of performance. Managers can also identify opportunities for growth and improvement via performance reviews and people data using HR software.

5. Hiring and onboarding

Companies can also effectively manage the recruitment and onboarding process using the applicant tracking features in an HR software, making it easier to find, evaluate, hire, and onboard new employees.

HR software also benefits the process through streamlining of processes, and employers can quickly access the information they need. Many HR softwares have a capable ATS included, which enables you to create job postings and promote them online, as well as track candidates through the hiring funnel through to onboarding and beyond.

6. Minimize human errors

To err is human. Forgiveness is divine, but you don’t want to have errors in your HR management in the first place. HR software supports a single stream of organization and information that drastically reduces the potential for errors in your HR management. That includes misplaced paperwork, poor or non-existent tracking, calculation errors, or other very human trip-ups.

7. Company-wide organization

HRIS software benefits company-wide organization of the many different processes owned by the HR function. This is especially valuable for medium-sized and enterprise-level businesses where multiple teams and users are involved in the system.

8. Security and privacy

When working in HR, you’re handling sensitive information – and increasing levels of data privacy legislation mean that you must maintain a high level of security and privacy in doing so. When you have an ISO-certified HR software, this becomes much easier.

Which key features should HR software have?

If you’re shopping around for HR software for your organization, there are a few key ingredients that should be standard in any HR tech. Included among them are:

1. Centralized database for employees

A centralized database for employees would be used to store and manage employee information, such as employee name, contact information, job title, salary, and other personal details.

Managers and HR professionals can also search for employee records, make updates to employee information, and track employee performance.

Employers can also quickly identify and hire new employees based on their skills, qualifications, and experience, and quickly access payroll information, analyze employee trends, and generate reports on employee performance.

Not only that, but this information can be accessed by employees as needed.

2. The ability to track and onboard hires

Tracking and onboarding of potential hires can be done through a variety of methods, such as using recruiting software, setting up applicant tracking systems, and conducting interviews.