When it comes to measuring the health of your hiring practices, time-to-fill is probably the single most important indicator. A good time-to-fill metric tells you that your recruiters are on the ball and your systems and processes are working well. Of course, in periods of low unemployment (like what we’re seeing today), your time-to-fill metric can take a hit.
While social media was once viewed as a workplace distraction, more companies are changing their views on social media. Instead, teams are embracing social media as a powerful communication tool—and it’s about time. According to recent Glassdoor research, 79% of job seekers use social media during the job search process.
Reports on the so-called “death of retail” are highly overrated. In fact, according to an analysis by Challenger, Gray & Christmas, Inc. about 700,000 workers were hired in the retail industry as seasonal employees in 2018, the most since 2015.
That being said, retail employees – both full-time and seasonal – are feeling the effects of a highly volatile market. For several years now, many big-name organizations – from Sears to Payless, Barnes & Noble and countless others – have been closing their doors. However, this doesn’t mean the need for talent is in decline. In fact, retailers who promote better in-store experiences are still growing and are letting candidates know that their doors are wide open.
In real life, much like any great customer experience, the employment experience only begins at the first hello. And what happens next is critical to engender lasting loyalty, trust and mutual investment of time, resources and support. Make no mistake, the employee experience greatly impacts retention, not only workforce retention, but customer retention too.
Versatility is an essential part of building a more engaged and effective work culture.
All of your employees have predictable behavioral patterns (their “Social Style”), but 65 percent of them don’t realize the effects their preferred behaviors have on other people around them. By helping people understand these behaviors—why they exist and how we can adapt them to the people we work with—you’ll build a more productive, collaborative environment that appreciates diversity of thought.
Leadership and employees have lost faith in traditional performance management. Almost half of HR professionals say that performance management is a waste of time. And only 29 percent of employees believe HR actually helps them perform better.
It shouldn’t be a surprise that augmented reality has been adopted as a tool for teaching, both in corporate and classroom environments. Certain lessons are greatly enriched by the ability to combine digital information with real-world visuals. But many learning leaders will want to walk before they run into augmented reality.
There’s no doubt that it’s tough finding the right talent in a candidate’s market. But right now, the challenges for talent acquisition are unparalleled by anything experienced in the previous few decades. Over the past four years, there has been a steep uptick in the number of job openings relative to the number of hires.
Organizations spend an estimated $18B on their people management strategies with the goal of engaging employees; yet, just 15% of full-time employees worldwide are engaged, according to Gallup’s most recent State of the Global Workplace Report. And those engagement levels have been stagnant for nearly a decade. It’s an epidemic employers and human resources professionals have been battling for ages, and the reasons are widespread.
Finding inspiration for Diversity and Inclusion strategies can take many forms. Observing a situation in real life can inspire a theory. An offhand comment from a colleague or a stranger can inspire an “ah-ha” moment. For me, finding inspiration rarely involves googling a topic or reading a listicle.
A healthy economy is a good thing. But it also presents challenges when it comes to attracting and retaining top talent. First, everyone is pulling from the same, limited talent pool. And then there’s the issue of turnover, because now more than ever, employees are being tempted to pursue better opportunities.
Giving quality feedback can cause intense anxiety and receiving feedback gracefully is one of the hardest things to do. We want to be liked, after all. We want to appear as though we are competent in everything we do.
Recruiters are having trouble finding and hiring new job candidates these days, and it’s no wonder. The U.S. Bureau of Labor Statistics reported a national unemployment rate of 3.9% for December 2018. Plus, the skills shortage is seriously crimping the talent pool: In HCI’s annual talent assessment survey, Bridging the Skills Gap with Workforce Development Strategies, 62% of over 180 HR practitioners said a skills gap among their existing workforce negatively affects their ability to meet strategic goals. What’s more, 59% said external skills shortages are producing the same effect.
Concepts like Employee Voice, transparency, real-time feedback, and inclusion still sit on the “do not touch” list for many HR departments. Some People leaders are proponents conceptually, but when push comes to shove, the idea of embracing practices that give more power to employees can be too daunting or seem impractical.
As a busy HR professional, you already know that keeping employees engaged and motivated is crucial to retention and organizational success. The challenge is knowing what’s working (and what isn’t) so you can create the exceptional employee experience you need to drive these results.
The world of artificial intelligence (“AI”), big data, and predictive analytics presents great opportunities for employers to improve the quality and efficiency of their operations, including in employee selection procedures. Just as AI has revolutionized corporate marketing and advertising techniques, it promises to significantly change the future of employment decisions. But failure to exercise proper precautions can present serious risk that carries severe legal consequences.
Let’s face it: Employee engagement programs often fail. In fact, they fail a disheartening amount of the time. The most common reason is because far too few people are doing what the whole initiative was designed for: using data to take effective action to help people be happier and more successful at work. There are big opportunities missed when managers lack the tools and accountability to act on insights from their people data. The unwanted results: employee attraction, performance, and retention suffer; speed and quality of decision-making are sub par; and people feel undervalued and disengaged. This is a critical problem worth solving, and many companies are turning their focus and efforts to doing just that — igniting meaningful, visible action.
The ease and convenience afforded by modern technology has changed the way society functions, shaping new social norms and fundamentally altering how we interact with each other and our environments. This rate of change isn’t just constant – it's continuously accelerating. The 20-teens haven’t just sped up our banking processes, but also brought us virtual assistants, self-driving cars, and ever-more-sophisticated wearable technology.
Most large organizations have made strides to increase diversity in their workforces, and many implement diversity training to help their leaders and employees be more aware of the issues faced by a diverse workforce. But too often this training fails to achieve its desired results and can leave people feeling confused about what concrete steps they can take to benefit from an understanding of diversity; in essence they miss out on the more important aspect of Diversity & Inclusiveness initiatives -- the “inclusiveness” element of the equation.
My friends and I lived for weekend memories made around fun times that finished with a movie. We thought that sure-bet source of entertainment would always be there for us, just down the street.