Job Seeker Resources

Worldwide, the cost of poor management and lost productivity from not engaged or actively disengaged employees is $8.8 trillion, or 9% of global GDP . Changing how people are managed is perhaps the easiest way to boost productivity within organizations. Yet, the majority of managers receive little feedback on how effectively they manage their team. Less than half of U.S. employees (42%) report having the opportunity to formally provide feedback to their manager, and fewer than one in four (24%) have formally rated their manager’s performance. Managers are not getting much help from their peers either, with only about a third (36%) of managers saying they receive feedback from their peers as part of a formal feedback process. Many managers admit they have room to grow. Four in 10 acknowledge they have not yet achieved an advanced or expert level of proficiency when it comes to engaging their team or managing performance. While six in 10 managers say they are not advanced or expert at developing employees and helping them create career paths. To help managers foster highly productive teams, Gallup conducted a study comparing how managers think they are currently leading their team versus how employees say they are being managed. The study used a nationally representative U.S. sample of 2,729 managers and 12,710 individual contributors. Each group assessed how they are managing their team or how they are being managed based on a list of 20 managerial responsibilities. Ratings of each managerial behavior were separated into four categories: Strengths -- rated highest by both managers and employees. Known Weaknesses -- rated lowest by both managers and employees. Blind Spots -- managers rated high, but employees rated low. Unrecognized Strengths -- employees rated high, but managers rated low. Strengths Where are managers most effective? The behaviors that both managers and employees rated highest are baseline expectations of management . These behaviors are more transactional and straightforward to deliver. While being responsive, approachable, informed and providing resources are important, these behaviors have the lowest correlations to employee engagement observed in the study, indicating they are less likely to elevate performance than other key behaviors. The exception is high-quality feedback, a more refined managerial skill highly correlated with employee engagement. Despite relatively high scores on these six behaviors, significant room for improvement remains. There is a wide difference between manager and individual contributor ratings on some fundamentals, including a 21-percentage-point gap in responsiveness to calls and messages and a 19-point gap in high-quality feedback. Managers should not take these relative strengths for granted and must continue to sharpen them because they are the foundation of effective communication, support and strong working relationships. Known Weaknesses Where do managers struggle the most (and know it)? The known weaknesses, behaviors both individual contributors and managers see as areas for improvement, focus on effective coaching. Meaningful feedback, motivation, removing barriers to performance and discussing strengths involve conversations that go beyond basic communication of facts and minimum responsibilities. And they all involve a forward-looking approach: “How do we get better?” These known weaknesses are very highly correlated with employee engagement, demonstrating that managers are not only falling short, but these behaviors are among the most critical to increasing productivity, retention and customer engagement. The lowest rated behavior was “meaningful feedback in the last week.” This behavior combines both quality (“meaningful”) and frequency (“in the last week”) of feedback. We call these ongoing, high-quality conversations the “coaching habit,” and it is among the best predictors of employee engagement Gallup has ever studied. Blind Spots Where are managers overconfident? The biggest gaps between manager and employee perceptions are in the delivery of recognition and frequent feedback. Nearly 60% of managers feel they are doing a good job recognizing their team’s hard work and contributions, but only about a third of individual contributors (35%) share the same sentiment. Recognition isn’t happening as often as managers think, or it’s not being delivered in a memorable way for employees. A Gallup-Workhuman study suggests the answer is likely somewhere in between, considering only 12% of employees report being asked how they like to be recognized. Managers need a better understanding of what meaningful recognition looks like for each team member to bridge this gap. The largest difference between manager and employee perceptions is in how often they think feedback is provided. Only one in five (20%) employees say they receive feedback weekly, compared with about half of managers (50%) reporting they deliver it weekly. This measure of feedback describes frequency, which is theoretically more “objective” than quality, yet managers’ efforts are not registering with their teams. Another blind spot is that managers are more likely than the people they manage to say their managerial style fosters a collaborative team environment. Managers may see collaboration happening or facilitate it themselves, but that may not translate into true peer-to-peer collaboration that employees can see or feel. Unrecognized Strengths The one behavior employees rated more favorably than managers was creating accountability for high performance. Managers tend to put a premium on accountability because it’s their job to hold a high standard for their team and help the team achieve it. Managers may judge themselves harder on this behavior because they have high expectations, or they may legitimately see their team has room for performance improvement. In contrast, employees -- who may be more sensitive to performance standards -- indicate that managers’ performance standards are working better than they think. Yet they agree with managers there is room for improvement. Top Drivers of Employee Engagement Which behaviors are most important to engaging employees and enhancing productivity? Findings from this study reveal that managers excel at the basics, but out of the top five most important manager behaviors that drive employee engagement, four are known weaknesses and one is a blind spot. The strongest driver of employee engagement and the lowest rated behavior is weekly meaningful feedback, making it the most important opportunity for improvement among managers. Establishing a weekly coaching habit provides a natural way to strengthen the other four critical behaviors. Routine coaching conversations should include discussing goals, development, and strengths and recognizing good work. Previous Gallup research shows these behaviors contribute to making coaching conversations “extremely meaningful.” How to Reveal Manager Blind Spots First, organizations need to close the perception gap between managers and their teams. Managers benefit from a holistic perspective of their own performance that includes precise feedback, whether through coaching effectiveness survey feedback, 360 feedback or open two-way dialogue with their team. Encourage managers to listen to this feedback to help them understand what they hear. Second, organizations need to address managers’ most common weaknesses and blind spots this study uncovered. Organizations should intentionally develop managers into coaches, moving beyond the basics and teaching them how to effectively coach performance and development through a strengths-based lens. This study serves as a call to action: Managers need the development, feedback and support required to manage people effectively and foster highly productive teams. The engagement, performance and retention of their workforce depends on it. Source: https://www.gallup.com/workplace/645299/strengths-weaknesses-blind-spots-managers.aspx

The American workforce is currently experiencing a silent financial stress epidemic. Year over year, more and more of the US workforce seems to be becoming financially stressed; in 2023, 92 percent of employees reported feeling stressed about their financial stability ( up 72 percent from 2022 and 91 percent from 2021 ). Fueled by macro trends, including rising interest rates, inflation outpacing wage growth, increased personal debt levels, and looming recession fears, this financial stress crisis is only worsening, which has significant ramifications for the workplace. Financial stress in people’s personal lives translates into increased presenteeism, lost productivity, and absenteeism in the workplace. It harms morale and company culture and is a significant cause of employee churn. Financially stressed employees are five times more likely to admit to being distracted at work, two times more likely to look for a new job, and 34 percent more likely to be absent or late. All these effects compound and can cost companies 11-14 percent of their annual payroll costs yearly! So, how can companies mitigate the effects of financial stress in the workplace when many of the underlying causes are out of their control? Three steps companies can take to keep financial stress from overwhelming their employees. 1. Support employees with education This might sound like a “duh, obviously” statement, but financial literacy matters when managing financial stress. A 2022 National FINRA study found that people with higher financial literacy are likelier to make ends meet than those with lower financial literacy. What’s more, today, only about ⅓ of adult Americans have a basic understanding of interest rates, the costs of taking on debt, and financial risk. For employers, this means that there is a very easy, “low-hanging fruit” way to prevent financial stress from overwhelming employees: provide them with access to basic financial education. Programs designed to help employees understand how to manage their finances and get fit will go a long way toward helping them manage their financial stress. Employers can help employees understand how to budget for daily life and different milestones, how interest rates work, the strategies for paying off debt, consequences of defaulting on payments, etc., through a variety of mediums, including single in-person sessions, webinars, ongoing education series, and access to general or specialized financial health resources. 2. Curate an employee benefits package that addresses employees’ biggest sources of financial stress Although some might believe that raising salary is the best way to alleviate financial stress, companies can have a more prescriptive impact on their employees’ financial well-being with thoughtful, curated benefit offerings and total rewards packages. Benefits can incredibly effectively tackle some of the top sources of financial stress for employees. For example, with an employer student loan repayment benefit, companies can help employees save time and money in paying off their student loans, which are the top source of financial stress among employees with student loans (roughly ⅓ of the workforce). Other sources of financial stress, such as dependent care, healthcare, and retirement savings, can also be alleviated with benefits. Especially in the case of tax-free fringe benefits like employer student loan repayment or dependent care accounts, benefits that directly solve a pressing financial need can often be more effective than a salary raise because every benefit dollar can be put towards the financial concern. 3. Bring attention to the benefits and programs that will address your employees’ financial concerns Whether you have existing benefits and programs or plan to adopt new offerings, be sure to publicize them so that your current and future employees will know they exist and how to take advantage of them. According to a 2022 Employee wellness survey by EBRI, many companies have room to improve when marketing their benefits internally. Even when companies offer holistic financial and emotional wellness benefits, less than half of employees understand, let alone are aware, that they exist. That’s why once you’ve taken steps to support your employees’ financial well-being and keep them from being overwhelmed by financial stress, don’t forget to highlight your total rewards program on all fronts! Making it clear how your benefits package has been thoughtfully designed to impact your employees’ financial, physical, and emotional well-being can not only help reduce the negative effects of financial stress for your employees but also help promote loyalty, brand connection, and employee engagement within your company. It’s a win-win. By supporting employees with access to financial education, personalizing total rewards programs with high-impact benefit offerings, and highlighting existing resources, companies can keep financial stress from overwhelming their employees in the coming months. Employers can also save themselves from losing billions of dollars from lost productivity and voluntary churn. Source: https://trainingmag.com/how-to-prevent-financial-stress-from-overwhelming-your-employees/

A company with a strong learning culture is generally viewed positively compared to a company which rests on its laurels. It is one where everything from the structure to the processes to the culture are all geared towards allowing and also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows employees to gain more information to grow themselves and by extension, the company they work for. Here are six ways to develop a learning culture in the workplace and reap the benefits of a workforce that is constantly improving and growing. 1. Implement formal training On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result. It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level.2. Reward learning 2. Reward learning As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside. Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays. Related: How to create a great employee experience – in the office or at home 3. Create time for learning To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning. An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar. 4. Lead by example Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through. When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves. 5. Ensure new skills are applied To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned. You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained. 6. Hire the right people Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them. Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result. Source: https://www.pagepersonnel.com.au/advice/career-and-management/productivity/6-ways-build-learning-culture-your-company

Human Resources started out as personnel departments that focused on transactional HR activities and operated in the interest of the employer, rather than the employee. All they had to do was recruit workers, provide training, watch performance, enforce rules, and compensate accordingly. During the 20th century, human resources began to evolve and gradually adopt the people-centered approach. Now, companies are expected to offer flexibility, good company culture, and a positive work environment. In this article, we’ll discuss why HR needs to be more people-centric. The role of HR in the past, which was more task-driven Human resources activities were previously carried out by the personnel administration . They would hire workers, set workplace rules, process and distribute paychecks, enroll the staff in benefit plans, and suspend or fire employees. In the past, HR was simply an administrative function that managed all aspects of the employee’s journey. They were also required to instruct new workers, develop and revise policies, and investigate workplace issues. The companies were less concerned about employee welfare or how their operations might be too rigorous for the average person. How has HR evolved over time and is embracing a people-centric approach? There were no HR practices during the pre-industrial era and workers were mostly exploited for their time and effort. During the industrial era, hiring and training practices were available and labor unions were formed to protect workers’ rights as well as advocate for better working conditions. However, such matters weren’t assigned to a department. Around the early 20th century, organizations realized that they needed a structured approach to easily manage their workforce. They created the personnel management unit and tasked them with the administrative and legal duties. The team developed employee welfare and ensured that the company complied with labor laws and regulations. The Human Relations era presented the “people-centric” approach and allowed for better communication between employees and managers. They also conveyed the idea of training and development programs. Strategic Human Resources Management (SHRM) came when companies discovered that human capital was crucial to their growth. The SHRM focused on developing HR practices that are aligned with the organization’s strategy. They started to execute talent acquisition and management programs as well as develop strategies that ensure long-term success. Lastly, the globalization of HRM allows for understanding culture differences and aligning HR policies and practices to fit a diverse workforce. It also places emphasis on the compliance of local labor laws in different countries. Why is HR becoming more people-centric? A people-centric HR department is concerned about the well-being of employees. It creates policies and practices that enhance motivation, engagement. and fulfillment. This allows employees to communicate with the company and understand that their efforts are valuable and appreciated. There are several benefits of adopting a people-centric culture. It would be easier for employees to engage with one another and share their opinions with the company. It helps to retain more employees, boost productivity, and also attract talented or skilled individuals to the company. How can technology improve the employee experience? HR systems help to eliminate the need for repetitive tasks and endless paperwork. They allow companies to keep accurate employee records and automate HR processes. HR departments need software and tools to manage recruitment and training, evaluate performance, track employee benefits, etc. Some technologies include talent management software, employee experience platform, learning management system, payroll management systems, etc. Employee experience software is one example and can help to improve the overall employee experience in a company. It can be used to manage business-to-employee (B2E) relationships and provide employee support or self-service. Such platforms can collect data on employee experiences to monitor HR performance and identify the areas to improve. The features include an omnichannel ticketing system, AI bots, knowledgebase, integrations, intelligent workflows, etc. How HR can build an employee-centric HR model and organizational culture. Human Resources needs to be people-centric and treat employees in the most humane way possible. They should realize that employees come from different backgrounds, require diverse resources and are motivated differently. An HR department that cares about employees will be able to encourage more effort and achieve company goals easily. Below are some ways to create an employee-centric HR: Revising HR policies. When creating HR policies, you need to consider the physical, mental, emotional, and financial well-being of employees. A great work-life balance is also needed to boost productivity, efficiency, and engagement. Implementing a diversity, equity and inclusion (DEI) program. HR policies and programs should represent the diverse needs of employees from different nationalities and educational backgrounds. It needs to develop a sense of belonging, foster a growth mindset and allow for smooth collaboration between different types of employees. Training executive leadership and middle management Leaders should learn to prioritize good communication and good behaviors in the workplace. They should be more empathetic towards employees, provide guidance where necessary and build good relationships with employees. Putting the right platforms, systems and processes in place that will support a positive employee experience. HR can become people-centric with the help of tools such as employee experience management software. They can train and upskill employees, provide enough resources, and allow for more flexibility via remote or hybrid work. Extending the employee experience to temporary or contract employees. Staff leasing for business allows companies to outsource job roles to temporary/contract employees. This can be administrative tasks, customer service or technical duties. Many contract staff tend to feel left out so HR needs to ensure that they benefit from the employee experience. Using people analytics to improve The HR department should be willing to request employee feedback regularly. They can analyze employee data to measure employee satisfaction levels and adjust the HR strategies to continue improving the employee experience. Conclusion The workplace is becoming more global and employees desire reasonable treatment and better experiences. The HR department has evolved from being transactional to people-centric and then became strategic and global. HR should use technology, training, and efficient practices to make the workplace more conducive for all employees. Source: https://gethppy.com/employeerecognition/why-is-hr-becoming-more-people-centric#google_vignette

The recruitment industry is an ever-evolving entity, adapting to changes in the business landscape. Its role in any organization’s success is undeniably crucial. From startups to multinational corporations, finding the right talent fuels growth, innovation, and competitive advantage. However, in today’s fast-paced digital age, sticking to conventional methods can spell stagnation. Businesses must navigate the shifting recruitment landscape using modern strategies to stay ahead of the curve. The Changing Recruitment Landscape Consider recruiting in the “good old days”. Picture a beleaguered HR professional, surrounded by towering stacks of resumes, sifting through each one in the quest for the ideal candidate. Now, fast-forward to today. That image couldn’t be further from the reality of modern recruitment. The recruitment landscape has changed dramatically in this digital age, taking a quantum leap from the traditional methods we once knew. Shift from Traditional to Digital Recruitment Methods Traditional recruitment, characterized by manual resume screening and in-person interviews, is rapidly giving way to digital alternatives. The introduction of AI recruiting software has revolutionized how HR teams source and shortlist potential candidates. Moreover, technology has made geographical barriers obsolete, opening up a global talent pool. Impact of Technology on Recruitment From job postings to candidate assessments, technology has integrated itself into every aspect of recruitment. The use of AI, data analytics, and even virtual reality has automated mundane tasks, made processes more efficient, and enhanced decision-making. Embracing Digital Technologies for Recruitment Gone are the days when recruiters had to rely solely on their intuition and manual processes to attract, engage, and hire talent. We’re riding the crest of a wave in a sea of change, where tech-savviness has become an invaluable asset in the recruiting world. Here, we’re diving into the realm of digital technologies – AI, data analytics, VR/AR – that are not just bells and whistles but powerful tools reshaping the recruitment landscape. So buckle up, and let’s explore this digital wonderland. Artificial Intelligence (AI) and Machine Learning Imagine you’re at a party and have to find a person who loves Star Trek and quantum physics in a crowd of hundreds. Exhausting, right? That’s what traditional resume screening felt like. AI-powered resume screening and candidate matching: AI and machine learning are the game-changers here, doing the heavy lifting at record speed. They can sift through heaps of resumes, spotlighting candidates who best fit specific job requirements. Chatbots for initial candidate engagement and FAQ handling : If AI is a party magician, chatbots are the charismatic hosts. They field candidate queries round-the-clock, improving initial engagement and allowing HR teams to zero in on strategic tasks. Data Analytics and Predictive Hiring Data analytics in recruitment is like having a crystal ball, revealing patterns, and offering foresight, making the hiring process more innovative and efficient. Leveraging data to make informed hiring decisions : HR teams now use big data to glean insights, track trends, and understand candidate behavior. They’re not just making decisions; they’re making informed decisions. Predictive analytics for identifying high-potential candidates : It’s all about staying one step ahead. Predictive analytics provides a sneak peek into a candidate’s future performance, helping recruiters spot high-potential gems early. Virtual and Augmented Reality (VR/AR) VR/AR has moved beyond just being buzzwords and is opening new frontiers in the recruitment world. Virtual job fairs and remote interviewing : Welcome to the era of remote work where distance is no longer a deal-breaker, and virtual job fairs and interviews have become as routine as morning coffee. Consider including recorded video content to modernize your job fair, as it can add depth and personality. It’s here that tools such as a video editor and audio joiner come in handy. Think of them as your behind-the-scenes tech wizards, spicing up your virtual interactions. A video editor tool allows you to create professional, polished interview presentations that leave a lasting impression on potential candidates. An audio joiner tool, on the other hand, deals with multi-participant interviews. It ensures the interview’s audio flows smoothly, making the conversation natural and consistent, as if everyone were sitting in the same room. Together, these tools enhance the effectiveness of your virtual interactions, adding that extra dash of personal touch and professionalism. Simulated job previews and assessments : What if candidates could walk a mile in their future job’s shoes before starting? VR/AR makes this possible with realistic job previews and immersive assessment experiences, offering both parties a “try-before-you-buy” experience. The integration of VR/AR in recruitment also enhances the organization’s appeal to candidates. It demonstrates that the company is forward-thinking and willing to invest in state-of-the-art technology to ensure a good fit between the job and the candidate. This “try-before-you-buy” experience goes a long way in improving the candidate experience, boosting the employer brand , and ultimately, enhancing the quality of hires. Enhancing Candidate Experience with Technology Welcome to the realm of enhancing the candidate experience with technology, where we believe that the right mix of personalization and convenience can elevate recruitment to an entirely new level. Personalized Recruitment Experiences Tailored job recommendations and content : AI-powered systems can personalize job recommendations based on candidate profiles, preferences, and behavior, improving the candidate experience. Customized communication and engagement : Personalized communication and engagement strategies using AI help maintain candidate interest and encourage a positive perception of the organization. Mobile Recruiting Mobile-optimized application processes : Simplifying and mobile-optimizing the application process can increase the number of applications and improve candidate experience. Mobile apps for candidate engagement and updates : Mobile apps provide a platform for continuous engagement, offering job alerts, updates, and feedback options. Building Employer Branding with Digital Tools When it comes to building employer branding, digital tools have become the paintbrushes of our era. They allow us to craft and showcase our corporate identity in a way that resonates with potential candidates. First off, social media platforms aren’t just for sharing cat videos anymore. They’ve become a compelling canvas for us to portray our company culture, voice our values, and engage potential talent. We’re not just broadcasting our message into the void – we’re using these platforms to connect with potential candidates, answer their questions, and foster meaningful relationships. It’s like having a coffee chat with a potential hire, but online. Then there are employer review sites and TripAdvisor for job seekers, if you will. Actively monitoring and responding to online reviews is a bit like customer service – it’s about showing that we value feedback and are dedicated to improving. This active management can sway public perception and guide candidate decisions. Finally, let’s talk about reputation management. It’s not just about avoiding scandals but proactively building a positive image online. This can make all the difference in attracting high-quality candidates, like a well-lit sign in the night drawing in the right people. So, digital tools are not just about maintaining our image but actively sculpting it to build a robust and appealing employer brand. Ethical Considerations and Mitigating Bias in Recruitment In the fast-paced race towards technological advancement, it’s essential we don’t overlook one crucial aspect – ethics. Particularly in recruitment, as we integrate AI and machine learning, we must also mitigate bias and uphold fairness. Let’s get real; while technology has brought about a seismic shift in recruitment, it’s not without its pitfalls. AI and machine learning models can unintentionally learn and replicate biases present in the data they’re trained on. This could lead to specific demographics being unfairly disadvantaged. That’s why training these models with diverse and unbiased data and conducting regular audits is essential. But it’s not all up to the machines. We, the humans, must also step up our game. Implementing structured interviews and conducting blind assessments can help reduce human bias, ensuring a level playing field for all candidates. Ultimately, staying ahead in recruitment is not just about embracing new strategies but doing so responsibly and ethically. Overcoming Challenges and Obstacles Navigating the future of recruitment isn’t just a smooth sail; it’s a journey with challenges and obstacles that we must skillfully maneuver. As we transition into digital recruitment strategies, two key hurdles often rear their heads: security and privacy concerns and skill gaps within HR teams. Firstly, as we deal with massive volumes of candidate data, there’s an increasing need to protect this information and maintain privacy. It’s like we’re the guardians of a digital Fort Knox, responsible for safeguarding candidate data and ensuring compliance with data protection regulations. This task requires a clear understanding of cybersecurity principles and strict adherence to data privacy laws. Secondly, the shift to a tech-centric approach has brought the challenge of skill gaps within HR teams. Not everyone is a tech whizz, right? But fear not; this is where upskilling comes into play. We can effectively bridge this gap by equipping our HR teams with the necessary skills to handle new technologies and collaborating with technology vendors for training and support. In essence, overcoming these challenges isn’t a blockade but rather a stepping stone to propel us further into the digital recruitment future. Conclusion In the dynamic world of recruitment, businesses must adapt or risk falling behind. As we’ve explored, embracing technologies like AI recruiting software, data analytics, and virtual reality can revolutionize the recruitment process. Personalizing the candidate experience and managing your online reputation can further enhance your appeal to potential candidates. However, amidst the excitement of technology, don’t forget the ethical considerations, and remember to safeguard candidate data. The future of recruitment is already here. It’s time for businesses to fully embrace these technologies and trends, stay agile, and prepare for future advancements. It’s not just about keeping pace – it’s about staying ahead. Source: https://cvviz.com/blog/modern-recruitment-strategies-ar-vr/

There’s so many tools your employees need to thrive, and understanding the needs of employees is crucial for creating a positive and productive work environment. Whether this is spearheading career development or offering fair wages, there’s a swift balance to be had for delivering the fundamentals. Let’s give your employees the tools they need to thrive. Rewarding Good Behavior. One of the keys to workplace excellence is ensuring they know when they’ve done an excellent job. A very simple motivational tool is to call out good behavior and reward it in very simple ways. Some people think they need to reward their employees with vouchers and things of monetary value, but sometimes a simple metaphorical pat on the back can be all they need to ensure that they’ve got the support of the people in charge. Many organizations seldom call out or reward good behavior because they are predominantly focused on targets and KPIs, but rewards should be a part of the default setting of any business. Health and Wellbeing. There are a number of changes afoot in the modern business. Post-pandemic, there’s been a greater focus on health and well-being, and now it’s easy to see why we should focus on it. We don’t live in a world where people need to be metaphorically whipped harder to work more. It’s now been shown that multitasking has an adverse effect on productivity . Health and well-being should be front and center of not just the culture of an organization but its motivation strategies. If an employee is happier, they are going to do better work. Provide Purpose. Purpose is one of those things that every employee should feel when they start their work in the morning. If an employee doesn’t have a reason to work, their motivation levels will suffer, and so will their productivity. To ensure an employee has a sense of purpose, they need to be aware of the bigger picture of the organization and also need to see how their work is contributing to that. When somebody doesn’t have a reason to go to work in the morning, this can be a slippery slope to jumping ship. As employees become part of the fabric of a business over the months and years, reminding them of their purpose can be one essential approach. But if they feel their purpose is not aligning with their goals and values anymore, this is when you should look at progressing them within the organization. Sometimes having more responsibility allows them to “step up to the plate.” Team Cohesiveness. Even if an employee works by themselves, they need to be part of a thriving organization, and this means having a better working relationship with their team. When there’s conflict within a team, this has an instant effect on productivity and the culture in general. This goes all the way back to motivation because if someone doesn’t have the same sense of motivation to help the team, then they’re not going to feel like they should help the business by proxy. Team cohesiveness is important because it doesn’t just help everyone understand people’s roles but is also critical for a healthy dynamic , which is not just focused on work, but fun. Having the tools to thrive is about a number of different factors, and some of these might very well be lacking in your business. Please cite as: Ontology of Value (2024, January 29th). Beyond the Salary: Giving Your Employees the Right Tools to Thrive. Retrieved from: https://ontologyofvalue.com/beyond-the-salary:-giving-your-employees-the-right-tools-to-thrive/ Do you find this article useful? Today, it is becoming extremely hard to get noticed online as the Internet is flooded with massive amounts of AI-generated content. Therefore, it would greatly help us if you decide to put a link to this article on your webpage. Thank you so much in advance! Source: https://ontologyofvalue.com/beyond-the-salary-giving-your-employees-the-right-tools-to-thrive/

Whether or not your organization has a strong company culture can make or break the business. Don’t believe us? 😬 Companies with a positive work culture are better places to work, and, more importantly, tend to have higher retention rates. Gallup notes that a strong organizational culture can lead to 85% net profit increase over a five-year period. Now do we have your attention? 🔎 We’ll dive into the basics of how to think about company culture, the warning signs of a toxic company culture, along with a 5-minute quiz you can take to find out of if your company has a culture problem. Take our quiz: Does your company have a company culture problem? What is company culture? Company culture encompasses the shared values, attitudes, and behaviors within your organization. In a way, it’s like the physical, mental, and emotional state of a company. What does your place of employment look and feel like? What does it value, what does it believe in, and what energy does it emit? Does the culture feel intense and focused, soft and slow, fun and innovative? Culture creates the day-to-day experience at a company. And when an organization has a strong company culture , employees are engaged, productive, and satisfied. You can imagine what happens on the flip side; poor company cultures are connected to lower productivity, high turnover, and disengagement. Poor company cultures are connected to lower productivity, high turnover, and disengagement. There’s no one-size-fits-all gold-standard company culture, yet there are some red flags to look out for that signal toxic traits. 8 signs of a toxic work culture 1. Employee burnout If a majority of employees at an organization are feeling burned out , that’s a big red flag. Burnout isn’t just caused by work overload; it can be from having challenges with a manager, too many meetings, disconnection among teammates, or lack of psychological safety. A recent report from Indeed found that over half of U.S. workers are burned out. 2. Office gossip It’s impossible to say that all office gossip is bad, but there’s definitely a threshold to look out for. Too much gossip can signal a toxic workplace. Healthy workplaces practice radical candor and clear communication; on the flip side, gossip can lead to drama, distractions, and distrust. 3. Lack of actionable DEI policy Many companies have written up DEI plans and policies . But what if they end up just being a piece of paper that stays filed away? We all know that successful DEI not only enables culturally diverse workforces—it’s vital to business success. Yet many companies struggle with the equitable and inclusive part of the DEI acronym, focusing too much on diversity alone. Other companies struggle to define goals and metrics for their DEI program, lack inadequate training, or don't receive executive buy-in or appropriate budgets. 4. Poor work life boundaries A poor company culture usually has poor boundaries. Think: employees sending late-night emails or Slacks, managers texting direct reports , or teammates skipping team-building events to focus on a project instead. Healthy company cultures create working environments where employees can be focused and efficient during appropriate times, while allowing a sense of balance after hours. 5. Low use of PTO or sick days Did you know that nearly half of U.S. workers don’t use all of their paid time off? Whether you have a certain number of PTO or an unlimited policy, this is clear: being afraid to take time off, whether for vacation or because of sickness is a sign of a toxic company culture. Employees tend to not take time off if they are afraid of the repercussions or if they feel like they have too much work to do. 6. Employee silos Do you ever feel like you have no idea what other departments are working on, even though you are all technically on one team? This is what an organizational silo feels like. If your company is siloed—meaning the flow of cross-departmental information gets stuck—this could a sign that your company culture has work to do. Healthy cultures can break down silos and build stronger, team-wide connections. 7. High turnover High employee turnover rates is a sure-fire red flag for a company's work culture. While a healthy amount of turnover is normal, if many employees are leaving left and right, it could have to do with several reasons, from poor pay or lack of appreciation, to limited growth, development opportunities, or just downright bad management. Turnover is not only a red flag of poor culture— employee turnover also costs an arm and a leg. 8. Listening but not acting This one is sometimes tricky to diagnose, but it’s super important to be aware of. Many companies will solicit feedback from employees, listen to challenges, and be proactive about asking for input. Yet, if none of that feedback is acted upon, then you may work in a culture that doesn’t actually practice what it preaches. The takeaway Did your quiz results surprise you? Provide relief? Anxiety? No matter what you score, it's important to know that culture is always evolving and adapting—it's never a one-and-done static part of your organization. We encourage you to share these quiz results with your team and start thinking through ways to grow or improve your team's company culture. --> Recognition-rich cultures improve engagement, productivity, and retention, too. Schedule a demo with one of our product specialists today. Source: https://bonusly.com/post/does-your-company-have-a-culture-problem-quiz

Talent acquisition and recruitment teams are redefining what it means to look for talent, don't get left behind. “Proactive” isn’t just a buzzword; it’s a game-changer for recruiters. While some talent attraction teams find themselves in a reactive cycle, focusing on one open role after another, there’s a more dynamic approach that can help teams hire better. That’s where “proactive recruiting” comes in. Talent acquisition and recruitment teams are shifting priorities and redefining what it means to look for talent. Want to get in on the shift? Here’s what you need to know about adopting a proactive strategy for your business. Proactive vs. reactive recruiting Proactive recruiting focuses on identifying and engaging with potential candidates before a specific need arises. The key word there is before—proactive talent acquisition and recruitment leaders are focused on building a robust talent pool so that when a role opens up, they already have candidates waiting to apply. Rather than reacting to hiring demand once teams are already understaffed, proactive recruiting lets teams stay ahead of staffing challenges. On the flip side, reactive recruiting is the “traditional” method of hiring that focuses on attracting and connecting with ideal candidates in response to a specific job opening. As most teams will recognize, there are many benefits of proactive recruiting. While reactive recruiting tends to lead to rushed decisions, a limited candidate pool, and wasted time, proactive recruiting can reduce time to hire and give you more qualified candidates to choose from. The prep work that happens ahead of time makes each open role more manageable. Despite that, reactive recruitment has its place, too. There are unforeseen circumstances that sometimes require you to be reactive, so it’s still important to have those strategies ready. Incorporating a proactive strategy just helps you minimize the fire drills and stay ahead whenever possible. How to approach proactive recruiting If you’re thinking about pivoting to a proactive recruiting strategy, the shift will require some time and thought. Specifically, starting a proactive approach means thinking about recruiting differently, seeing talent attraction as an ongoing tactic whether specific openings exist or not. To kick start that process, start by identifying your long-term talent needs. Where is the company headed? What teams will need to be staffed to meet those goals? What kind of skills might those teams require? Then, your long-term recruiting strategy will focus on building those talent pools. Across a variety of channels (especially social—more on that below!), you’ll engage with candidates who may be a good fit for future roles. When specific roles do open up, you’ll already have relationships to lean on with a wide variety of prospective candidates. How social recruiting supports a proactive strategy As you build out a proactive recruiting strategy, social media is a key channel to consider. Promoting your employer brand on social media helps you get in front of talented professionals who may be interested in employment in the future. Unlike job applications and careers pages, which connect you with candidates who are actively looking for work, social media gives you the chance to engage naturally with candidates who are passively on the market—or who may be on the market down the line. As those users see your content over time, they may develop a more active interest in joining your company one day. That’s when you’ll reap the rewards of your proactive strategy: when ideal candidates come straight to your open roles because they’ve been watching all along. How to create a proactive social recruiting strategy Building a social recruiting strategy is easier than you might think. The foundation is sharing employer brand content on social media. These types of posts can include anything interesting about what it’s like to work in your company, how you’re different from other teams, or why you’re a great place to work. Keep in mind that most recruiting teams don’t have to create this content from scratch—it likely already exists in other formats! Your careers page, job descriptions, and benefits info are great places to check for content you can repurpose on social. Then, incorporate job posts that include employer brand content to engage candidates who are more actively looking for work. You can post individual job openings as they arise, or share a roundup of multiple jobs to keep your network informed. As you share content, think about the types of professionals you may want to hire down the line. For example, if you know you may need to expand your marketing team later in the year, start posting marketing content, like employee testimonials, now to build up an audience with the skill sets you need. Or, if you’d like to attract more diverse candidates, make sure you’re sharing your DEI initiatives and making an effort to connect with people from different backgrounds. Make sure your team members are sharing that content, too! Lastly, engage with users who show interest in your content. Even if they aren’t a perfect fit for current roles, keeping a dialogue open means you’ll be top of mind when you have a more relevant opening. Using CareerArc to stay ahead Ready to get started? One of the challenges in establishing a proactive strategy is that it requires thinking ahead, and for teams that are already busy, it’s difficult to prioritize future-leaning tactics. CareerArc takes social posts off your plate by automating content creation and distribution altogether, giving you more time to focus on building candidate connections. Want to try it out? Click here for a demo. Source: https://www.careerarc.com/blog/what-is-proactive-recruiting-and-how-can-it-benefit-your-team/

The key to building effective and strategic relationships at work is to make them safe, vital and repairable, says coaching expert Michael Bungay Stanier. To get there, you can have a keystone conversation with your team. When relationships in our personal lives start to come apart at the seams, we often go above and beyond in a bid to save them. We attend marriage counselling; we muster the bravery to have the difficult conversation with our friend; we sit our children down and clearly explain right and wrong to them. We put so much energy and effort into these relationships because we tell ourselves they’re the ones that really matter. But when it comes to fractured relationships in the workplace, we’re quick to brand them as ‘unfixable’. We’d rather just gossip about Susan’s propensity to micromanage or complain about Simon’s chaotic approach to project management. But these are people we’re spending 40+ hours with each week – far more time than we spend with our loved ones. So why should we accept subpar relationships at work? Having keystone conversations Michael Bungay Stainer, coaching expert, author and founder of learning and developing company Box of Crayons, believes that setting up strong and robust relationships at work should be a strategic imperative for HR and business leaders. A bad relationship with a colleague can make you feel anything from deflated, frustrated and confused to anxious, distressed or psychologically unsafe. “On the flipside, think of the best relationships you’ve had,” says Bungay Stanier. “You’re braver; you’re better able to negotiate ambiguity; you’re more courageous; there’s an expansive quality; and you can feel the best version of you showing up.” That’s why you shouldn’t just “cross your fingers” and leave these relationships to chance, he says. You need to put in the work from the get-go. That’s where the ‘keystone conversation’ comes in, which is a concept he unpacks in this latest book, How To Work With (Almost) Anyone. “This is a conversation about how you’ll work together that occurs before you plunge into the work.” He says there are five essential questions that should inform a keystone conversation: The Amplify Question: What’s your best? The Steady Question: What are your practices and preferences? The Good Date Question: What can you learn from successful past relationships? The Bad Date Question: What can you learn from frustrating past relationships? The Repair Question: How will you fix it when things go wrong? By asking these questions, you can get a good sense of the following information: What that person considers to be their best qualities/abilities. For example, do they consider themselves a big-picture thinker or a detail person? This information can be invaluable when mapping out a team structure. How they like to work. For example, are they good on the fly or does the lack of a clearly communicated plan cause them anxiety? This can help pre-empt any issue that could arise in terms of a collaborative project. What they value in a manager/colleague. From an HR perspective, this is a great question to ask during the onboarding stages, as it’s useful feedback to share with that person’s manager to ensure a new hire’s first impressions of your organisation are positive. What don’t they value in a manager/colleague? This information is worth its weight in gold. Say they disclose their frustrations with a former manager micromanaging them, you can then ensure you’re pairing them with a manager who is known for promoting autonomy. “The magic [in these questions] is that they create a conversation that is atypical in most working relationships,” he writes in the book. “The questions are straightforward and powerful. They’re easy enough to answer quickly… [but] they take some work to answer well.” Creating repairable relationships Bungay Stanier says there are three essential elements needed for an effective relationship at work. They need to be safe, vital and repairable. “Let’s start with ‘safe’. There’s not one HR person [reading this] who isn’t already nodding along and saying, ‘Yep, I know all about psychological safety . I’ve heard about Amy Edmondson.’ It’s what allows people to show up as they are and say the things that need to be said without fear of retribution.” ‘Vital’ relationships are about going beyond psychological safety , he says. “Think of it as psychological bravery. This is a willingness to push, provoke and challenge to get out to the edge and take risks.” The third element, ‘repairable’, is often where we stop in a work context. “Most of us are pretty [bad] at repairing relationships. We just absorb the pain or feel sad about it in private. But we need a willingness to say, ‘It’s inevitable that this working relationship will get dinged up and bent and cracked and damaged. Sometimes in big ways, but mostly in small ways. “So the ability to repair gives that chance for the relationship to be as good as it can for as long as it can.” “Most of us are pretty [bad] at repairing relationships. We just absorb the pain or just feel sad about it in private.” – Michael Bungay Stainer, coaching expert, author and founder of learning and developing company Box of Crayons. The pre-work of a strong relationships The ‘repairability’ of a relationship depends on both the pre-work that goes into it and how you bounce back from difficult moments. He draws parallels with the retail industry. “There’s this counterintuitive research that says if you’re a brand and you screw up with a customer, but then do an amazing job at fixing the screw-up, they are 10 times more likely to recommend you than if you’d never screwed up in the first place. “So if you’re designing a retail experience, you almost want to design a screw-up in the first interaction and then design a solution which blows people’s minds because then you’ll create raving fans.” This is where the keystone conversations come in handy. By aligning on the five questions mentioned above, you’ll have information about what to do when things go wrong. “You might have asked your boss, ‘How is it best for me to bring up challenges that you might not like to hear?’ and they’ll say, ‘By going off-site to the pub and having a beer together, looking over the harbour.’ So the next time something difficult comes up, all you have to say is, ‘Let’s go to the pub and have a beer because I’ve got some things I’d like to talk about.’” He refers to research from John Gottman, author of the book Seven Secrets of a Successful Marriage. “He says 70 per cent of problems in a relationship are perpetual. They’re not fixable; they don’t change. Some people I’ve told that to think that’s bad and I’m like, ‘No, that’s good.’ Here’s why that’s a powerful, liberating insight: you don’t have to fix the 70 per cent. “You need to figure out a way to work around the 70 per cent. It means 30 per cent of the issues in a relationship are fixable. Imagine if you took your five most frustrating current working relationships – with your boss , with colleagues, with your team, with clients, with vendors – and made them 30 per cent better. Wouldn’t that be amazing? “Sometimes removing the pain is far better than trying to amplify the good.” Victim, persecutor and rescuer It’s easier to get to the root of a work-related issue when you’re cognisant of the behaviours you default to in emotionally charged situations, says Bungay Stanier. He refers to Dr Stephen Karpman’s Drama Triangle. “Karpman says when relationships get dysfunctional, three different roles play out. There’s the victim, the persecutor, and the rescuer.” The persecutor’s behaviour can look like: finger-pointing, aggression, micromanaging. “There’s power, status and a sense of moral superiority. But the price you pay is loneliness and isolation. And everybody stops working as soon as the whipping stops, so you end up doing everybody else’s work for them.” The rescuer is always primed to jump in with advice and tries to solve everything by taking on extra work. “Most people self-identify as a rescuer. You’ve always got to have your fingers in all these other people’s pies. And it’s probably even more endemic in HR folk. “You often move into HR and people development because you love people. And the dark side of that is that, in the Drama Triangle, you can fall into the rescuer role:I’ll fix it, I’ll save it, I’ll solve it. And that is pretty exhausting, draining and vastly ineffective.” And finally, the victim is prone to blame-shifting , complaining, not taking ownership . “These people attract rescuers – people who love to save the victim.” While you might have a default approach, people often bounce between multiple roles during a difficult conversation, he says. “In general, I’d guess that the employee and employer are either playing the victim and persecutor role, and probably moving in between them. “So it’s helpful just to stop and consider, ‘What’s the dynamic playing out here? What do I need to do differently to get out of the Drama Triangle?’” How to create change This might all sound well and good to you, but getting people to embrace the thorny parts of human relationships is much easier said than done. It’s much easier to simply avoid someone who you feel has wronged you than to repair your issues. So how can HR help to motivate change? “People buy medicine, they don’t buy vitamins. Meaning people will do stuff that makes the pain go away, but they’re much less likely to do stuff that just makes them a little bit better.” HR needs to “help people feel the pain” of bad relationships, he suggests. “Ask them, ‘Think back to a time when you’ve had a really tough working relationship and the impact it had – how it shrunk you down, how you lost your confidence, how you lost your sense of self, how you lost your trust in what you could do, how you felt diminished. And if I could show you a way of potentially making that a bit better, would you be interested? “That’s how you’d do it on an individual level, but HR are often having to work on things at an organisational level, so then it becomes about figuring out what business problem you’re trying to solve.” Ask yourself: What is the senior team most concerned about? “What’s the strategy they have for how this company is going to be different in five years’ time? And what problem does keeping our best people, building better relationships and allowing people to fulfil their potential solve for this organisation? Then you find language that is vitamins rather than medicine.” This article first appeared in the Dec-Jan 2024 edition of HRM magazine. You can hear more from Michael Bungay Stanier in the latest episode of AHRI’s new podcast. Listen below. Source: https://www.hrmonline.com.au/section/featured/keystone-conversations-building-strong-teams/