Tag: Human resources

On The Lighter Side of HR? From The Desk of a Woman of a Certain Age

Posted on January 26th, by Jacqueline Clay in Business and Workplace, On My Mind. No Comments

Editor’s Note: Please welcome Jacqueline Clay, our newest contributor, with a new feature for 2016.  Each month, “From the Desk of a Woman of a Certain Age” will take a light-hearted look at HR of yesterday vs. HR of today.  We hope you enjoy it!

 

Hello HR Professionals!

 

We Are Still Here…..
Office Management, Personnel, Human Resources, People Management, Business Partners. We have lasted decade after decade. We are like the watch, “we take a licking but keep on ticking!” Yes, our name changed, but we are still the same folks that interview, hire, fire (aka terminate, layoff or downsize), listen, coach, counsel, advise, train, write policies, procedures, rules, regulations and stand as the target on the firing line when things go “left”. We are the keepers of the flames of objectivity and provide the ethical, moral, “do the right thing” barometers’ that helps to develop, strengthen and maintain the best practices company acumen. We have walked, strolled and skipped hand and hand with our business leaders for many years…sometimes tripping over bad behavior, falling in the hole of subjectivity or stepping over the grate of ethical concern. Sometimes we have had to go “undercover” and operate in covert ways to make sure that our HR badge of honor, trust and credibility did not become tarnished. We start our profession bright eyed and energetic like Mary in the beginning stages of the Mary Tyler Moore Show and later look like the mature Aunt Bea from the Andy Griffith Show if we don’t come to realistic terms about what we can and can not do. (Yes…I said I am a woman of a certain age).

 

Life Literally Abounds In Comedy…
Don’t be dismayed though. Personnel, HR, Business Partner….it is a great opportunity and through my many, many years of HR experience, I have encountered and been a part of a ton of humorous and thought provoking observations. We deal with people and people can be unpredictable and very funny. We handle relationships between prospective employees, current employees and the employer and trust me, often times these relationships can fall unexpectedly into the pit of comedy.

 

Who Am I?
I am a senior level HR professional and have worked my way up the HR ladder to Director/Chief HR Officer for a myriad of companies in my over 20 year career. I have seen it all and trust me, sometimes I wish I hadn’t! From the 1980’s through the decade of the 2010’s, HR has had to make and made tremendous adjustments to stay viable. With some of these changes, we kicked, screamed and were dragged to the change table. Sometimes we just sat at the table of an executive meeting and thought to ourselves, “they know not what they do”. (I must add this one note… once when I was asked to attend an “Executive Meeting”, I noticed that my chair sat lower than the other executives. My chin was not far from the top of the table. There were no other chairs available. I felt like a little kid at the Thanksgiving table! Were they trying to tell me something? However, at the time, I was just happy to have the always desired “seat” at the Executive Meeting., albeit it low). I digress. More on having a seat at the executive table in a future article. In any case, we HR folks stayed afloat.

 

Going Forward…Please Don’t Shoot The Messenger
Now understand, the upcoming articles, just like this one, will be opinion pieces. I want to make it clear…it is just my opinion…my view. These may not be your experiences…so don’t ask for my SHRM (Society of Human Resources Management) card back! I have lived a very observatory life. I am always looking, seeing, questioning, analyzing the whys and why nots of the full realm of this business. The good, the bad, the ugly, the funny.

This series will be an observatory view comparing some aspects of yesteryear HR to today…with some comedic undertones. Or is it overtones?? I love to laugh and hope you will join me on a trip down memory lane as it pertains to all things HR. I am so thankful that I am old enough to take the trip and young enough to still remember!!!!

See you next month!

Regards……..

An HR Woman of A Certain Age!

 

About the Author: Jacqueline Clay is a freelance HR business consultant working with small and midsize organizations to assist them in meeting the challenging responsibilities associated with the full realm of HR management.  With  over 20 years leadership experience in all aspects of the HR business, she has helped organizations in a myriad of areas, including  on boarding, labor/employee relations, policy and procedure development, organizational effectiveness, coaching and training.  She holds a BA in Psychology from Fordham University.


7 Ways to Use Strategy to Your Advantage as an HR Leader

Posted on December 8th, by JP George in Leadership, Business and Workplace. No Comments

Human resources is an exciting field that offers leaders the ability to optimize their professional potential while inspiring employees to do the same. However, attaining profound success as an HR leader necessitates the consistent use of proven strategies and systems that will generate the ongoing growth and optimized operations you seek. With that idea in mind, you should consider the value of implementing some or all of these growth strategies:

 

  1. Optimize your meetings

It’s no secret that holding regular meetings is the key to ensuring that everyone understands the company’s vision and goals. However, this does not mean that all HR leaders have developed the great habit of optimizing the meetings they hold. Don’t commit this oversight. Developing and implementing strategies that will make your meetings more effective can have a wide range of desirable outcomes, some of which include enhanced daily operations, elimination of miscommunication, and the development of a company culture conducive to open discussion and debate. Luckily, there are hundreds of ways that you can optimize your meetings. Some of them include:

 

  • using PowerPoint presentations
  • holding virtual meetings
  • optimizing engagement by asking questions and requesting feedback
  • scheduling strategically so all employees are present
  • employee appreciation ideas for staff members who have performed exceptionally well

 

  1. Establish a vision

If you’re serious about operating effectively as an HR leader, establishing a vision is a must. The vision is important because it provides you with a simple yet thorough understanding of what you are attempting to accomplish. In many cases, HR leaders find it helpful to develop both a personal vision and a company vision. The personal vision involves you defining what you will do for the company as an individual participant within it. The company vision is much more than deciding on administrative items like who will provide your payroll software or cadences for employee appreciation. The company vision states how you and all of the other employees will work together to generate a specified outcome that promotes the organization’s perpetual expansion.

 

  1. Be more goal-oriented

In addition to establishing a vision, HR leaders who are ready to excel within the workforce must become goal-oriented people. No matter how internally motivated you are, it won’t matter much if you do not develop objectives and then work towards realizing them. Goal-oriented people are more effective in getting work done because they have a clear understanding of what they’re attempting to do and the steps they must take to get there. This is one of the reasons that the development of SMART goals has become so popular amongst career coaches. The acronym SMART stands for Specific, Measurable, Attainable, Realistic, and Time-Sensitive.

 

  1. Prioritize for staff development

A company is only as effective as its individual employees are. Since this is true, HR leaders who want their organizations to succeed must focus on optimizing the personal and professional aptitude of their employees. This objective can be accomplished in numerous ways, such as providing staff members with incentives to operate in excellence and expedience. Holding regular “Employee of the Month” contests is a great way to make this happen. Consistently offering employees opportunities to enroll in ongoing education and training courses is another effective strategy you might employ. Also remember that employee recognition is an integral part of the staff development process because public praise motivates people to consistently operate in excellence.

 

  1. Update technology

HR leaders who are ready to take their companies to a new level of efficacy and excellence should focus on updating their technology. This strategic approach works for numerous reasons, including the fact that it enables your company to maintain a cutting edge image in the eyes of the general public. Finding great technological updates also makes life easier for your employees by enabling them to get more done, in less time, and in a more convenient manner.

 

  1. Take feedback seriously

The most successful HR leaders are so because they are regularly obtaining feedback from trusted counselors, mentors, bosses, and other important individuals in their sphere of influence. Since this is the case, strategize your own success by taking this feedback seriously and learning how to optimize and expedite everything you’re doing for the company. In addition to making the organization more effective, taking feedback seriously improves your efficacy and functions as motivation for employees to operate at a higher level of excellence.

 

  1. Think outside the box

Although the phrase “think outside the box” is trite, it’s stated over and over again because the methodology is oftentimes effective in helping people generate results, overcome obstacles, and break through barriers. With this idea in mind, make sure that you’re not operating in a conventional, cookie-cutter manner as you lead your staff. Rather, be open to new ways of thinking and acting that are relevant, effective, and fun.

 

If you’re an HR leader who wants your company to be a smashing success, you should know that thinking strategically is a great way to make it happen. Since this is so, be sure to consider using some or all of the strategies outlined in this post. Doing so will likely take your company’s level of excellence and efficacy to a new level!

 

About the Author: A previous guest contributor to Women of HR, JP George grew up in a small town in Washington. After receiving a Master’s degree in Public Relations, she has worked in a variety of positions, from agencies to corporations all across the globe. Experience has made JP an expert in topics relating to leadership, talent management, and organizational business.


The More Things Change, the More They Stay the Same – What Matters to Employers in the Hiring Process #EWS2015

Posted on December 1st, by Jennifer Payne in Business and Workplace, Career Advice. 1 Comment

Editor’s Note: Women of HR has partnered with Spherion on a series of sponsored posts to bring you highlights and commentary from their 2015 Emerging Workforce Study, which contains a great deal of interesting data and statistics about future trends in the workforce and our workplaces.  This is the fifth in that series.

  

ln the last post in this series, we examined the changing face of the job search from the job seekers perspective, and what we as employers need to know about how and where to find candidates.  This month we’re going to flip that around and look at the hiring process from the employer’s perspective.  Because, as we’ve seen throughout this year’s Emerging Workforce Study, what employers think and what employees/workers/job seekers think don’t always sync up.  And it appears that the topic of the job search and hiring process is no exception.

According to the study, often job seekers believe that their current employment status weighs pretty heavily as potential employers assess their qualifications.  After all, common wisdom suggests that it’s always better to look for a new job while you’re still employed, right?  Gaps in employment on a resume are bad, right?  If you’re not currently working, that suggests that there’s something wrong, correct?

Maybe not so much.

Most employers and HR leaders realize that in today’s world, in the uncertain business climate in which we all operate, sometimes there are factors outside of an employee’s control that contribute to current employment status.  Good people get laid off.  Downsizing happens.  Mergers and acquisitions lead to reductions in force.  Spouses get transferred, often forcing the other to abandon their own employment to follow along to a new city or even new country.  There are plenty of talented potential employees out there who may not be currently employed.  And furthermore, in a climate where we all want the best talent available, we’re more interested in what you can offer, what you can contribute to our company’s goals than what you may or may not be doing right now.

In fact, looking at the 2015 Emerging Workforce Study, here’s what really matter to employers in the hiring process:

  • 33% are influenced by interview performance
  • 33% say cultural fit in the organization
  • 13% say the jobseeker’s resume
  • 9% say personality assessments
  • 8% say current employment status

What Does This Tell the Job Seeker?

First and foremost, the interview matters.  There’s no arguing this.  You could have the most solid resume and credentials, but if you can’t connect with your interviewer or articulate the value you would bring to the organization, you probably won’t get past the interview process.  Basic interviewing skills are still necessary.  So before you walk into one, take some time to prepare, to brush up on possible questions you may be asked, to fully understand how your past experience relates to the position available and how to articulate that.

Secondly, skills and experience will only get you so far.  More and more employers are putting an emphasis on the importance of whether or not someone will fit within their given organization.  On paper you could be a perfect fit, but if in the interview you don’t come across as someone who will gel with the culture of that organization, you may not move on in the process.  Speaking from my own experience, one of my most important roles in the interview process is to assess whether or not the person sitting across the table from me will connect with the manager, team, and overall organization.  Once the minimum qualifications are met, the other technical skills can be trained.  Cultural fit cannot, and the cost of a bad cultural fit goes well beyond the basic costs of onboarding and training, potentially having a negative impact on the productivity of others on the team or damaging morale.  So beyond prepping for questions that may be asked during the interview, job seekers need to do their homework about the organization as a whole.  Use resources like Glassdoor to get a flavor for the organizational culture.  Examine your own networks for contacts within the organization to get an insiders perspective on what it’s like to work there.  Prepare to demonstrate not just the technical qualifications you bring, but how your personality and work style may complement the culture.  All other things being equal, the candidate who demonstrates the best fit will likely be the one to move on in the process.

The face of the job search may be changing for both employers and job seekers, but there are still some things that remain constant, and the interview is still the critical moment that can make or break the process.

 

 

Disclosure: Spherion partnered with bloggers such as me for their Emerging Workforce Study program. As part of this program, I received compensation for my time. They did not tell me what to purchase or what to say about any idea mentioned in these posts. Spherion believes that consumers and bloggers are free to form their own opinions and share them in their own words. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations.


Job Hunting Over 50

Posted on November 10th, by Dorothy Douglass in Business and Workplace, Career Advice. 2 comments

I am  54 years old.  I have a tendency to start many of my blog posts with this information.  Why?  To add context to whatever I’m passionate enough about to write at that moment.  I’m also an HR professional and I like to think I am progressive and strategic.  I’m fairly active on social media – though I cannot tell you what a Reddit is, or what Four Square does, I do post on Facebook, LinkedIn, Twitter, Instagram, and I pin a lot on Pinterest.  Likely, if you are a young, hip, tech-savvy reader, you know now why I lead with my age.  I’m most certainly behind the times.

But onward…in my use of social media, I try to be more than just a serial poster, creeper, or tweeter.  I try to connect with my connections, and be a friend or a network ally.  Not too long ago, a Facebook friend posted a melancholy post.  Ok, it was scary.  I don’t see his posts often, but for whatever reason, it came up on my feed.  Kismet, perhaps.  High school and college classmate, not a close get-together-for-lunch friend, but one I have always admired.  I commented, “Are you ok?”

Many others posted and one shared with us that he spoke with this man and he was indeed okay, though troubled by a recent job loss, and challenged to find a new position.  I was compelled to offer to assist – hey, I AM in HR, but perhaps there was something I could share to help this friend move forward.  We connected on LinkedIn, messaged one another and arranged a phone call.

We talked for a bit and he shared his frustrations with today’s job hunt and job market.  I’m paraphrasing as best as I can (I’m over 50, cut me some slack!), and here are a few of those frustrations:

Online applications.  My friend lamented that looking for a job is just “not like it used to be.” At some point, this displaced salesman could walk in with his resume to a company and talk to someone face-to-face.  Or at least send the resume in the mail and it would be reviewed.

  • “Why must I also upload my resume when I’ve spent lots of time typing in the information on the application?”
  • “Why do companies fail to take down postings after they are filled?”
  • “Why am I always asked for my salary expectations up front and early in the process?”
  • “Why do I never… Hear… Anything?”
  • “Why can’t I call someone to convince them I can do the job?”

All are great questions.  And for any of us in the age 50+ category,  they are reasonable questions.  So here’s how I answered them, with my HR hat on. And there are some follow-up tips for HR folks.

 

Why upload a resume AND complete an application? 

  1. The job application is generally a legal document. Hint: Don’t falsify, glorify, or otherwise embellish information on a job application, online or otherwise.
  2. Generally, an application calls for more information and detail than is supplied on a resume. We ask for employment information including salary, supervisor name and contact info.  Specific dates of employment, and education may not be included on a resume.  Hint: Be detailed when you complete an application.  Fill in all the blanks as best you can.
  3. A resume may be filled with inaccurate, inflated, or even false information.  Hint: Don’t do this.   Google Yahoo CEO Scott Thompson for more information.  Go back to #1 – the app is a legal document.
  4. Why upload one if you are completing the application? It depends on the company, culture, and HR department.  Some companies may not require that the resume be uploaded.

Tip for the HR Pros:  It might be good to communicate information on why an application is necessary on your careers page.  We are recruiting tech-savvy professionals, of all ages.  But not everyone understands why we require application, irrespective of generation.

 

Why do companies not take down postings once the positions are filled?

With my rose-colored glasses on, I would like to think the HR folks are just caught up in the administrative process once the position is filled.

Tip for HR: Be sure your recruiter or HR tech person does take down postings that are filled.  Does your system have an option to automatically send a notification to all applicants when that happens?  If so, turn it on.  Our brand is everything, and if we aren’t staying up-to-date on our own job openings, how can HR be seen as credible internally or externally? Same for your company.

 

Why am I always asked for my salary expectations up front and early in the process?

Likely, a savvy HR professional needs to know if you and the company are in the same salary ballpark.  If you are seeking a job that pays $100,000 in salary, and the position you applied for caps at $45,000, there is no value in taking your time or the company’s to continue the conversation.  Candidates should consider having a clear picture of what they must have in order to change jobs, and what they desire in salary.  Reframe such a question with a discussion phrased something like this, “That’s a great question.  I have a salary in mind, can you tell me what the minimum pay is, and what the midpoint of the pay range is?”  Then continue the conversation.

Tip for HR:  Are you posting salary ranges out there?  Perhaps at least posting a midpoint would be reasonable.  After all, your time is valuable, too. 

 

Why do I never… Hear… Anything?

I hope (rose-colored glasses are on) that you mean after you complete an application.  In today’s world, companies receive many more applications than in years past.  In our company of 400+ employees, all who work within one state, we receive about 4,000 applications per year.  (Frame of reference, in 2001 we received about 200 per year.) Of those 4,000, about 2,000 are considered “complete” and are reviewed by a ‘real’ human.  Our system sends an automatic response to anyone who completes the application 100%.

If you were interviewed, I hope the HR professionals at minimum provided an electronic response if another candidate was selected for the position or if you did not make the next set of interviews.

Tip for HR: Employment brand is everything.  Want to be remembered?  Be sure to send a follow up letter, even if it is a rejection follow up.  And if time allows and a candidate calls, can you/do you/should you give feedback on where they could improve next time? What if you found them to be a great cultural fit, but not right for this position?  Following up with a personal phone call to ask a candidate to keep your company in mind for future opportunities – how cool is that?   Imagine the brand recognition you could have if you can do this in an empathetic, professional manner?

 

Why can’t I call someone to convince them I am right for the job?

Candidate, beware. This may result in your being seen as overly assertive, aggressive, or needy.  Generally speaking, in larger companies, the hiring manager works with HR (rose-colored glasses on here) and between them have experience in hiring and selection.  You may, indeed, be the right candidate, and depending on the job, assertiveness can be a good thing.  Desperation will not be seen as good.  An option:  follow up with a thank you call, email, or handwritten note.  Ask for future consideration and reiterate why you would be a great choice for a role in that company.  Send the HR person a thank you as well.  In today’s world, you will be remembered.

And candidates also be aware that HR may be a credible business partner to the hiring manager.  Trashing HR or following up with “did I intimidate your HR person?”  Or “Did I scare HR?” will not win you any champions the next time you apply.

Job candidates, you must be tech-savvy in this day and age.  At a minimum, you should know how to use a computer and be able to complete an electronic application.  Seek out assistance if you are rusty.  Many libraries and WorkOne offices have classes and folks ready to help.

Apply for many jobs.  The more applications you complete, the higher your chance for being contacted for an interview.  And prepare for your interview  – this is key to moving forward in the hiring process.

Tip for HR: Be open-minded and listen to the candidate.  Be professional and honest with any feedback you provide.  We tend to provide little or no feedback because of the litigious society in which we live.  How can we walk that tightrope best in recruiting?

 

Finally, my HR peeps, remember to show class and character in hiring.  Your brand is important and you are often the first glimpse into your company that an applicant or job candidate has.  Review your systems on occasion and have an outside, objective person complete an application in your system and give you feedback.  Was it hard? Easy? Time-consuming?  Did it ask for same information multiple times?  Did they get an automatic reply?

HR, be open to all ages, all generations – yes, I know we are sensitive to this.  Walk in the job applicant’s shoes. My Facebook friend’s questions are legitimate questions.  If he’s asking them and feeling them, I’m guessing there are many others out there in the same position.

 

About the Author:  Dorothy Douglass is Vice President of Human Resources & Training at MutualBank, an Indiana-based financial institution.  She began her career with Mutual in 2001 as Human Resources Manager, and is a graduate of Ball State University.  She is proud to have been in Human Resources now for more than 17 years and is continuing to “lean in” and working to influence the “people management” side of her organization.  She is passionate about managing and developing people; and I have yet to be bored in 13+ years in her current job.   She considers herself fairly tech-UN-savvy, though has immersed herself in Facebook and LinkedIn.  She’s still working on the Twitter-sphere & has goals to blog more in 2014.

 


Reimagining HR’s Role As a Key Business Partner Can Lead to Career Advancement

Posted on October 8th, by a Guest Contributor in Personal & Professional Development. 1 Comment

Editor’s Note: The following is the final installment of a three-part series featuring influential women from Paychex. Part I of the series kicked off on Sept. 22 in conjunction with American Business Women’s Day.

 

I’m a big believer that professional development is the basis for achieving success in almost any field, and HR is no exception. It’s important to assess your own strengths and opportunities to determine what competencies you need to master in order to advance to the next step, and then execute an Individual Development Plan (IDP) that is targeted to help you achieve your career goals.

 

Over the course of my career, I’ve made it a constant point of emphasis to be self-aware of my performance in areas that I consider to be key competencies in my current role and the next role that that I aspire to attain. This has enabled me to develop an IDP that leverages my strengths and close my gaps through actions that provide me with valuable exposure opportunities, hands-on experiences and continued learning. My philosophy is to invest in yourself because the ROI is priceless.

 

Business leaders today know that their employees are the driver of business success. While employees are valued, many business leaders rank human capital as a top challenge. This presents a huge opportunity for HR practitioners to add value to their companies and grow as professionals, if they can help their organization reimagine HR’s role as a key business partner. Here are some key competencies that can help you tremendously in achieving that goal:

 

Functional knowledge and expertise. The field of HR is extensive and continues to advance and transform. It’s vitally important to stay abreast of the field so that your knowledge – and practical application of that knowledge – is modern and relevant. Having strong functional knowledge and expertise better equips you to quickly align HR and business strategy.

 

Business acumen. Understanding the big picture and the ability to look out the windshield at what lies ahead are critical. Having strong business acumen will result in the aptitude and knowledge to become a more critical thinker and capable problem solver. Developing business acumen involves being keenly aware of the economic and social issues that are affecting your company, staying close to emerging industry trends, your companies competitors,  and truly understanding the SWOT (strengths, weaknesses, opportunities, threats) of your organization. When all of these things come together, you’re in a position to diagnose a business problem and offer a strategic solution that will drive business outcomes and your company’s success.

 

Executive disposition.  It’s more than about what you know. It’s also about how you perform in your role as a HR practitioner. You want to be viewed as a leader not only in your profession, but in the organization as a whole. HR practitioners have a really unique opportunity to develop relationships that are both cross-functional and cross-hierarchical. When doing so, it’s important to convey an image that’s consistent with the vision and values of the organization in order to be an effective advocate for the company. You want to exude a demeanor of poise and confidence, especially in times of change, ambiguity, or stress. It will command respect and reassure others within the organization – from front line employees all the way to the C-suite.

 

If you’re a HR practitioner who may not yet have these competencies mastered, don’t fret. Simply make a pledge to your professional development by formalizing your IDP and making it a priority. That commitment will pay huge dividends, both for yourself and your organization.

 

About the Author: Leah Machado is the director of service for HR Services at Paychex, a leading provider of integrated human capital management (HCM) solutions for payroll, human resource, insurance, and benefits outsourcing services. She leads an organization with over 500 HR practitioners who provide HR outsourcing services to 32,000 Paychex HR Services clients with 880,000 worksite employees.  Leah’s career spans over 22 years in the retail, restaurant, and HCM outsourcing industries, and includes HR practitioner and leadership experience.

 

 

 


Four Tips to Help You Excel in Talent Acquisition

Posted on October 1st, by a Guest Contributor in Business and Workplace. No Comments

Editor’s Note: The following is the second installment of a three-part series featuring influential women from Paychex. Part I of the series kicked off on Sept. 22 in conjunction with American Business Women’s Day.

 

Much like many other business functions, the world of talent acquisition is evolving at every stop. Mining for, finding, hiring, and maintaining top talent can be a challenge, but it’s an attainable feat if you play your cards right. Building a track record of effective and meaningful hires will not only contribute significantly to the overall success of your company, it will likely result in your escalation up the talent acquisition ladder.

With that in mind, here are a few tips that I believe can help you to excel in the world of talent acquisition:

  • Know your business inside and out. Make yourself an expert on how your company functions, what you’re selling, and how the company makes its money. Becoming familiar with things like the value prop your sales team is using or future company goals can help with that understanding. With that in mind, don’t ignore the competition. Are you losing talent to competitors? If so, find out what’s driving them elsewhere. It goes without saying, but knowing what sets your company apart from the competition can pay huge dividends.
  • Understand today’s market. Talent acquisition has evolved to become more about marketing than ever before. The ability to fully grasp your company’s image and culture are paramount, as is channeling those sentiments to prospects through a variety of ways that include everything from social media engagement and good old fashioned word of mouth. Some of what we do today could be looked at as re-recruiting current employees. Make them feel good about where they work and understand what makes it such a great place to work. Finally, be creative, relatable, and strategic in everything you do – writing job descriptions, social media posts or replies, and everything in between.
  • Accept that data is your friend. Understanding and applying metrics is an opportunity to shine. If you can wrap your brain around the numbers and use that knowledge as insight into the hiring process, you’re almost guaranteed to save time or money or both. This goes from company-specific data from something like the results of a recent employee engagement survey to drilling down into the habits of prospects in a certain area or age group. For example, if you know recent college graduates are more likely to search for jobs via LinkedIn, targeting of that age group should reflect that fact. If you’re looking to fill a customer service position, you might favor Monster.com over CareerBuilder.com. In addition, data has the ability to reveal how many calls, candidates, and people you need to look at to make a hire. Track those trends and use the information to your advantage.
  • Develop and maintain fruitful partnerships. When it comes to succeeding in talent acquisition, this might be the most important point of all. Establish and nurture partnerships with marketing, hiring managers, TA specialists, and other key players within your company who have the ability to reach and influence prospects. When it comes to marketing, consistent messaging is key. You don’t want to be telling prospects one thing on Facebook and a completely other thing within a formal job description. A solid partnership can ensure that both are on the same page. A good relationship with your company’s hiring managers and TA specialists is of particular importance. At different times and for different reasons, it results in your ability to influence them to look at internal talent, talk to them about the talent that is needed for the future, and identify candidates that will grow and stay in the organization. Maintaining these healthy relationships will help tremendously in forecasting the future and optimizing the talent planning process as a whole.

As I mentioned, it’s an exciting time to be in talent acquisition. The opportunities to excel exist, and it’s up to you to be mindful and take advantage.

 

About the Author: Jody Stolt is the director of Talent Acquisition at Paychex, a leading provider of payroll, human resource, and benefits outsourcing services for small- to medium-sized businesses. Since joining Paychex four years ago, Jody upgraded the applicant tracking system to Paychex’ own MyStaffingPro™ to streamline processes, enhance the candidate experience, and increase recruiter efficiency in supporting nearly 4,000 hires and 22,000 applicants annually. Jody’s career spans over 25 years in recruiting, workforce planning, and strategic human resources at companies including PAETEC/Windstream Communications, Skillsoft, and ER Associates, a private HR consulting firm.


The Challenge of the Future Workforce #EWS2015

Posted on August 26th, by Jennifer Payne in Business and Workplace. 4 comments

Editor’s Note: Women of HR has partnered with Spherion on a series of sponsored posts to bring you highlights and commentary from their 2015 Emerging Workforce Study, which contains a great deal of interesting data and statistics about future trends in the workforce and our workplaces.  This is the second in that series.  Watch for more over the coming months.

 

Any HR professional who has been around for any amount of time or has paid any attention at all knows that we are dealing with workforces that now span many generations.  There’s no lack of research, presentations, or opinions on the challenges that multi-generational workforces pose to employers.  I work for a retail organization so I see it firsthand; there’s probably no other industry where it’s more common to have multiple generations working under the same roof, side by side.  I don’t believe that generations alone are to blame or are the reason for the differences in workers; I believe even some of the issues that are attributed to generational differences actually cross over.  But no doubt multi-generational workforces do attribute to varying degrees of technological adaptation, disparate expectations regarding how and where work should and could be done, and different viewpoints on the nature of work and the employee/employer relationship.

 

But beyond those generational differences in the approach to work, one of the biggest issues we need to stay on top of as employers is how the different generations in the workforce, and more importantly the changing makeup of generations in the workforce, is going to impact how we recruit, manage, develop, and retain our workforces going forward.

 

Generally, I think most of us understand that, at least according to these statistics from the 2015 Emerging Workforce Study:

  • 70% of employers say that Baby Boomers exiting the workforce will leave a major skills gap within their organizations
  • One-third of employers are concerned about turnover and retention (up from 23% last year)
  • 63% of employers have increased succession planning and efforts to address impeding Boomer retirement
  • 58% are already preparing to attract and recruit Gen Z to stay ahead of future talent needs.

 

That’s the good news; as employers generally we do recognize that there’s an impending issue ahead, and many of us are taking steps to address it.  So what’s the bad news?

 

The bad news is in the generations we’re counting on to step up to fill the gap, namely Gen Y and Gen Z.  You see, the study also cites that Gen Y and Gen Z are the least loyal generations, most likely to leave current employers, and that job satisfaction and engagement among these groups is low.  So these groups we’re focusing our recruiting, development, succession planning, and retention efforts on are quite possibly not as happy, engaged, or loyal as we need them to be to ensure our future success.

 

What’s an HR Leader To Do?

Perhaps we’re never again going to see the long term loyalty and blind devotion to one company that existed in years and generations past.  But that doesn’t mean there aren’t thing we can do as employers to prolong the tenures of our younger employees, incentivizing them to stick around maybe a little longer that they otherwise might have, and ensuring that they are engaged and productive members of the team while they are there.  Here’s a few ideas:

  • It’s not enough to have succession plans in place. Ensure that high potentials KNOW they are high potentials and exactly what they need to do to get to the next level.  Provide the development opportunities to help them get there.
  • Be mindful of your online reputation. This is important to Gen Y and Gen Z.  If you don’t have someone not only monitoring what’s being said about you online, but also proactively engaging with the online community and promoting your employment brand and offering, designate someone to start doing so.  Not only does this help with retention and engagement of current employees, it’ll help with your recruiting efforts as well.
  • Ensure that not only are you communicating a solid employment brand, but that your culture matches what you’re preaching. There’s no surer way to lose new hires than to immerse them in a culture that’s not aligned with what you promised.

 

It’s going to continue to be a battle out there, and those employers who are aware, who are proactive, and who execute what they promise will be the ones to rise to the top.

 

Disclosure: Spherion partnered with bloggers such as me for their Emerging Workforce Study program. As part of this program, I received compensation for my time. They did not tell me what to purchase or what to say about any idea mentioned in these posts. Spherion believes that consumers and bloggers are free to form their own opinions and share them in their own words. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations.

 

About the Author: Jennifer Payne, SPHR, SHRM-SCP has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry.  She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.


Are We On The Same Page? Critical Skills For The Future Workplace #EWS2015

Posted on July 28th, by Jennifer Payne in Business and Workplace. 1 Comment

Editor’s Note: Women of HR has partnered with Spherion on a series of sponsored posts to bring you highlights and commentary from their 2015 Emerging Workforce Study.  This is the first of the series that will be presented throughout the next several months.

 

As HR professionals, we know (or at least should recognize) that the nature of work is changing.  Not only are the skills that we are going to need our employees to have for our businesses to continue to be competitive going to change, but there’s also a shift happening in employees’ expectations of what they not only want, but what they expect out of the relationship with their employer.  As these perspectives, attitudes, and expectations of the workforce continues to evolve, it’s going to become increasingly important for employers to stay in tune with these shifts and strive for a better understanding of their workforces to help ensure continued success.

Spherion’s Emerging Workforce Study contains a great deal of interesting data and statistics regarding not only this, but other future trends as well.  According to the study, it’s skills such as problem-solving, strategic thinking, team building, the ability to understand and interpret data, and evolving technology expertise that employers believe are going to be most important going forward.  Generally speaking, our workforces tend to agree.  However, let’s put this in the context of the following points:

  • 33% of workers agree or strongly agree that their current job skills fall short of what will be required in future positions
  • Only 31% agree/strongly agree that they feel like their current employer has trained them adequately enough to keep their skills up
  • 35% agree/strongly agree that they worry a lot about falling behind in acquiring new skills that will be needed in the future

I find this a little alarming.  Employers feel that the skills they need from their workers are changing.  Employees tend to agree.  However, many workers feel like the skills they have now are not adequate for what they will need in the future, many of them also admitting that they actually worry a lot about falling behind, and only 31% feel like their employers are doing enough to help them prepare for and hone the skills they’ll need in the future.  Sure sounds like as employers we’re not pulling our weight, doesn’t it?

But wait, it gets worse than that.  Check out these stats:

  • Only 24% of employers think it’s very/extremely challenging in terms of cost to keep workers trained for future skill needs/requirements, and 26% say the same for keeping up with evolving training demands to keep workers’ skills up-to-date.

Let’s summarize….

Employers agree that required skills are changing.  Workers agree, but don’t feel like they are in a very good position to hone these skills, and that their employers are not holding up their end of the bargain in preparing them for what’s going to be needed.  Yet employers don’t feel like it’s very much of a burden to help their employees keep their skills up to date.  So what’s the hold up?  Why such a disparity in beliefs and expectations?  Why are our perceptions as employers so out of line with our employees?  What do we, as employers and human resource professionals, need to do to remedy this?

 

Implications for HR Pros

In light of these findings, here are a few questions I would propose we should be asking ourselves:

  • Have we really taken the time to examine not only the skills necessary for success in various parts of our organizations now, but also how they may change those jobs evolve? Have we factored in the implication of technology and how it could automate and/or make processes more efficient?  And how might that change the requirements of any given job?  What about the impact of data and how analyzing, interpreting, and leveraging it may change how we do business?  How might that not only change the existing jobs in our organizations, but also perhaps create the need for new jobs/responsibilities?
  • Have we clearly communicated to our employees how we see necessary skills sets changing, and reconciled that with how our employees feel they are prepared for those changes? Have we asked the opinions of those who actually do the jobs on a day to day basis how they see their jobs potentially changing?
  • If we don’t feel we have the necessary future skills sets present, what are we doing to remedy that situation? Are we providing ample training & development opportunities, whether they be offered internally or externally?  What processes do we have in place within our HR departments to assess skills?  How do we identify gaps?  Do we utilize tools such as talent review processes, career development planning, or individual development plans?
  • What are we doing as HR professionals to ensure that our own knowledge, skills, and abilities are up-to-date and future-focused?

 

All questions worth examining more closely, I believe.

 

Photo Credit

 

More About the Emerging Workforce Study:

The 2015 version of the study was conducted by Harris Poll, a Nielson company, between March and April 2015, and surveyed more than 2,000 workers and 225 human resource managers on their opinions and attitudes around critical workplace topics such as recruitment, employee engagement, job satisfaction, retention, employee advocacy, social media use, generational differences and work/life balance. Findings from this in-depth research reveal new trends, insights and impacts that are important for U.S. employers and their employees.  The survey offers great statistics and trend information for HR managers and businesses and points to an interesting, growing gap between employers’ and employees’ views, and also includes data that can impact HR strategies to increase engagement, productivity and retention, among other topics important to the employment life cycle and workplace.

 

Disclosure: Spherion partnered with bloggers such as me for their Emerging Workforce Study program. As part of this program, I received compensation for my time. They did not tell me what to purchase or what to say about any idea mentioned in these posts. Spherion believes that consumers and bloggers are free to form their own opinions and share them in their own words. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations.

 

 

 About the Author: Jennifer Payne, SPHR, SHRM-SCP has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry.  She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.


Bereavement Leave FAILS When It Comes to Flexibility

Posted on July 14th, by Donna Rogers, SPHR in Business and Workplace, On My Mind. 2 comments

When you’re managing employees and they have a death in the family of someone who has been sick for a while and they have made you aware of the situation, what do you do? Worse yet, what do you do when an employee calls you on their way out of town to tell you that their brother was killed the night before by a hit and run driver?  They continue to tell you the reason they are heading out of town immediately, before any funeral plans are announced, is that their brother’s wife is in critical condition in the hospital.  The oldest daughter of her sister-in-law who is dealing with the loss herself and worrying about the condition of her mother needs help. The employee has no idea when the funeral will be, let alone where her brother’s body is at the moment, and what will come of the criminal case surrounding the hit and run.  What do you do when you take a look at the bereavement leave policy and it says “up to 3 or 5 days,” depending on location of the funeral and how close the deceased is to the employee?

 

Well this very thing happened to me, but luckily I didn’t really have a boss to report to other than cancelling one of the classes I was scheduled to teach and holding it online instead of in person. Thankfully, I had an independent contractor I could lean on for my outstanding consulting projects.  I’m not saying things didn’t get lost in the shuffle because I did miss responding to emails and phone calls for a couple months due to trying to stay caught up with what is current when I finally got back.  Had I been working a job that restricted the amount of time I took off, I am sure in many cases my job would be in jeopardy or gone upon my return.  Since my brother was dead, I would not have had Family Medical Leave Act (FMLA) to fall back on either.  My sister-in-law doesn’t fall on the covered list of “immediate family members,” plus she had her kids to take care of her.  So the boss would have had their hands tied on what flexibility they could lend to this horrible situation. Even the military exigency leave would not have been applicable, even though my brother did retire with over 20 years of service to the US Air Force.

 

The long and short of it is that I was actually out of commission, so to speak, for about three weeks.  Out of commission for me is that I physically was not able to be present for a typical bricks and mortar 9-5 job, but I did work while I was away through mobile devices, and was able to keep up with the critical parts of my jobs as instructor and consultant.  The problem is most employees don’t have that flexibility nor do their managers understand the intricate details of what the employee is going through.  That is why I am writing this post because I too would never have understood an employee having to be away for that long without actually having gone through it myself.  Perhaps if managers read this they will have an open mind and open heart to what the employee is going through.  A paradigm shift, if you will.

 

You see the following had to be done, and was done, with the help of my niece and nephew primarily:

  • Visit sister-in-law to see how she was doing and what I could do to help (repeat daily with updates)
  • Find the body and get permission to have it sent post autopsy to the funeral home
  • Visit the crash site to see how this happened in person and collect personal belongings thrown all around the site due to the vehicle flipping
  • Since the driver had not come forward, have a sign made and erected along the edge of the highway near the crash site asking for information
  • Participate in TV interviews and share them on social media to help get the word out about the vehicle the authorities were looking for based on eye witness accounts of the incident
  • Visit his workplace to get details going regarding final check, insurance, retirement and pick up his personal belongings
  • Research how to obtain a copy of the autopsy needed for the insurance and get his wife’s signature and fax
  • Meet with the funeral home to set up the local funeral, service back home, and burial back home (with many calls and email follow-ups)
  • Pick up his uniform and take to the dry cleaner then to the funeral home
  • Stop by the highway patrol office to get copies of accident reports needed for the insurance so the funeral could be paid for
  • Meet with the district attorney to get permission to obtain his personal belongings from the vehicle at the impound lot
  • Meet with the state trooper at the impound lot to see the vehicle mangled and retrieve all personal belongings
  • Research possibilities for transportation of the body from one state to another to include a military escort from the service to the grave site
  • Keep out-of-town family members up-to-date on progress so they could eventually make flight plans
  • Coordinate pictures and videos to be taken in all three locations for his widow since she was still in the hospital and could not attend
  • Go through his personal belongings at his home and garage to bring meaningful memorabilia to the funeral home for the services
  • Collect pictures from family members representing all 46 of his years to develop a slideshow for the services
  • Pull music that was meaningful to him for the background of the slide show and edit and reedit (multiple times) to work correctly
  • Attend the funeral, transport the body, attend the local service and bury him
  • Return to go through his things with his widow upon her release from the hospital so his garage could be cleaned out and mail sentimental things to his mother, brother and nephew

Now that is certainly all I can remember now four months out so I am sure I have missed some things.  As a manager you must not just see this list as a tactical “to do” list, you have to consider the psychological impact each of these tasks and toll it has on the employee.  For weeks I was go, go, go but a couple days after the burial, it finally hit me.  He was dead! He was never coming back! His killer is still at large! I couldn’t even get out of bed for two days straight.  I had to see a doctor to help me emotionally because it was affecting me physically.  Now how much time do you think all this should take? Three to five days is a joke and is not a one size fit all policy that will work for every employee situation.

Thank you for reading and I hope I make a difference in how you see a similar situation in your employee’s future.

 

Photo Credit

About the Author: Donna Rogers, SPHR aka @HRWarrior. Donna is a full time Instructor at University of Illinois at Springfield, owner of Rogers HR Consulting and the immediate past Director of the Illinois State Council of SHRM. She has over 20 years in the HR field and currently teaches Human Resources Management, Organizational Behavior, Organizational Development, and Strategic HR Management. She practices what she teaches for almost 100 clients in the central Illinois area.


Are We Ready For the “Future of Work?”  #SHRM15

Posted on July 9th, by Jennifer Payne in Business and Workplace. 1 Comment

It’s been just over a week since the 2015 SHRM Annual Conference wrapped up.  When I attend a conference that’s so large, so overflowing with various ideas, concepts, and best practices, sometimes it takes a few days for me to process what I’ve heard and learned.  One of the sessions I attended that I’ve mulled over for the past week was Lance Richards’ concurrent session on “Work 4.0: The Future of Work.”

There’s no shortage of these types of futurist musings of late, but I always find value in hearing various speakers’ takes on how exactly they see our workplaces changing moving forward.  There were two key concepts that I took away from this particular session.

 

The Untethered Workplace

As technology becomes more prolific in both our work and personal lives, we’re shifting into a world where work doesn’t necessarily need to be tied to a specific location.  The concept of a “sit, stay” culture no longer resonates with workers who are connected via smartphone 24/7.  Lance Richards cites millennials as apt to sleeping with their phones nearby; the first and last thing they do each day being check work email.  I’m not even convinced that’s unique to that generation any longer.  Regardless, in a world where this is the norm, why do we get so caught up in where and when the work gets done, rather than focusing on whether or not it is?  If I’m handing work emails at 6:00AM or 11:00PM, why should I feel bad if I need to leave the office at 4:00PM?  Furthermore, if we find ourselves in a situation in which we simply can’t afford to lose the talent that we have, why not consider moving the work to them rather than forcing them to come to the work?  If we have the technological capabilities to facilitate this, what’s the hold up?

The implications of this for managers is that it’s going to become essential that they, well….manage their teams more effectively.  As HR pros, are we ensuring that our supervisors and managers have the skills they need to more effectively manage remote workforces?  Do they have the necessary planning & organization, shepherding, and communication skills?  Do they have the ability to rally their teams around collective goals when their teams may not be all in the same place?  Do they have the skills to build effective working relationships when they are not face to face?

 

 Talent Supply Chain Management

The “War for Talent” is as ubiquitous of a phrase as any in the world of HR and talent; Lance Richards suggested that in reality there is no shortage of people in the world, however people does not equal talent.  The question is how do we convert people into talent?  In a world where 10,000 Boomers per day are retiring, and 6000 people per day are dropping out of high school, how are where do we find, develop, and retain the talent we need?  Richards suggested that HR pros need to become masters of talent supply chain management.  This could include better workplace planning through analytics; building better working relationships with local schools and colleges to help shape curriculum, ensuring that the future workforce has the skills we as employers need; building alumni networks and doing a better job of tracking what our former employees are up to; and learning to leverage “on-demand talent” – as we shift into a reality where more workers will deliver work on a more compartmentalized basis (i.e. performing various jobs for different companies concurrently), we’ll need to become better talent engagers.  We won’t necessarily need to own the talent, as long as we know where to find and engage it when we need it.

And that may require a completely different mindset about how we structure jobs, job responsibilities, and teams.

 

Some Final Thoughts

Though I do believe we are and will continue to see these types of shifts, and as HR pros we need to not only be aware, but also able to effectively leverage and adapt to these changes, I also struggle with how this plays out in all industries.  What about retail and healthcare, where it’s absolutely necessary to have certain employees onsite at specific times?  What about manufacturing?  When you have teams who are physically building or assembling something, there’s not as much of an opportunity for flexibility there.  

But yet the world continues to change, and people’s expectations about work/life balance/integration and the nature of work continue to change.  Even in these types of industries I believe we need to figure out exactly how we apply some of these concepts.  Maybe it’s not a remote workforce, per se, but are there other ways we can leverage flexibility?  And how do we leverage on-demand talent in these types of industries…. seems like that could be a natural fit in industries such as retail, where labor needs tend to fluctuate with seasons.

Moving forward, no matter what type of industry we work in, as HR pros we will continue to think bigger…about who constitutes our workforces, what they desire out of an employer/employee relationship, and how we sync that up with what our business needs require.

 

 About the Author: Jennifer Payne, SPHR, SHRM-SCP has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry.  She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.