Workforce Management Archives

HR Strategies for a Pandemic

in Workforce Management/by Nancy Meyer, SHRM-CP

We have heard the old saying, “Hindsight is 20/20”. How accurate! It is easier to see clearer after a situation has passed. With careful and fervent thought, we ruminate on what we could have done differently. As well as what actually worked during times of trial and success. The year 2020 ignited chaos into the global market with the insurgence of the COVID pandemic. HR professionals are ultimately championed to be crisis management experts; however, when COVID stormed the world, there was no end date to the chaos. No explicit best practices on what to do when the world shutdown existed.

By applying 20/20 hindsight from what happened in 2020, HR professionals are better prepared and continue to craft and modify plans to prepare for when, not if, the next global emergency manifests. Using knowledge acquired from experience. HR professionals must work with employees at all levels to compose and implement fluid preparation plans in times of global crisis. This way they can diligently plan for the worst while hoping for the best.

The magnitude of the global pandemic took people by storm. The “normal” work culture no longer had a definition. Expectations of employees pivoted. While health issues resulting from COVID cannot be downplayed, the lingering effects of the pandemic on business operations cannot be ignored either as the pandemic disrupted global business. Here are three key areas of focus for HR professionals in a post-pandemic world:

Flexibility in Pandemic Situations

Prior to the pandemic, a typical workday for some employees might have been 9 – 5 like the legendary song. That changed in 2020. The global pandemic redefined flexibility. Flexibility did not only mean working from home. It also meant how employees worked, when they completed their tasks and who was around when they worked. People worked at home with partners, children and pets. Parents had to juggle work with children’s e-learning in addition to caring for family members. By the force of nature, companies redefined flexibility to include parameters that were rarely supported, much less considered, by company leadership.

Lessons Learned:

Organizations learned that many roles could be completed successfully outside the office. Trusting that employees will get the job done and done well no matter the work environment will help retain essential talent. HR became champions for company talent by advocating for flexible work arrangements to remain post-COVID for roles that can support it. For some roles, does it really matter if the employee takes time in the middle of the day to take a walk, run an errand, or go to a child’s activity if the person is doing their job well and performing at or above expectations?

Flexibility does not mean eliminating deadlines and giving an employee free reign to do whatever they want. It means establishing and communicating clearly defined parameters of job expectations and validating that employees and management understand those expectations. Empower employees to complete work tasks outside the traditional business hours if necessary to help maintain work-life balance and prevent employee burnout. Employees who feel supported during difficult times are more likely to remain loyal and stay with the company.

Communication Is Important in a Pandemic

HR balances operations with engagement. People need to be paid. Benefits need to be applied. Jobs need to be filled. In companies of all sizes, it can be cumbersome for HR professionals to talk with every single employee. (Yes, talk, as in having a verbal conversation.) During times of crisis, stress magnifies internally and externally for individuals. The pandemic generated a sense of fear and uncertainty in most people. Employees’ minds resonated with “what ifs” related to their professional and personal lives fostering anxiety. Temperature checks (AKA finding out how employees really were feeling) changed from being a “would like to do” to a “must do” for HR teams. The need to establish and maintain human connection was at an all time high so HR had to be creative and develop ways to support the company’s greatest asset – their people.

Lessons Learned:

HR must spearhead a way to deliver clear and concise communication to employees wherever they are located. To mitigate fears and incorrect information, HR must have various channels and methods in place to deliver timely updates. This reduces employees’ fears and limit gossip. If a conversation cannot be held face to face, use live or recorded video instead of emails when applicable. This can help make the message more personal. HR must establish a communication chain with employees who are trained in delivering communication in times of crisis and who understand their specific role in delivering information. External stakeholders must have their communication support as well. Customers need to know if services or products will be delayed. Having candid and honest conversations between HR and stakeholders will help strengthen trust and provide opportunities to strategize together to mitigate business upheavals.

Developing a communication plan to check in with all employees is essential to their mental wellbeing and productivity in a pandemic. For some small businesses, it might be possible for an HR team to check in with all their employees; however, that is unlikely for most companies. HR must instill the importance of consistent conversations between HR, managers, and employees to share their fears, successes and complaints without fears of retribution. Pandemics magnify stress so providing a listening ear and offering support will help employees handle the challenges.

Employees at all levels should have access to Employee Assistance Programs (EAPs) where they can communicate difficulties in a confidential environment without fear of ridicule or repercussions. Group activities (i.e. book clubs, training sessions, gaming, etc.) and virtual social hours in times of crisis can connect employees when there is a face-to-face disconnect. Ask employees what they need so they feel connected and safe, and incorporate their suggestions as best as possible.

Technology Can Help in Pandemics

People were forced into finding alternate ways to communicate. Face-to-face conversations were muted and replaced with conversations behind masks and computer monitors. Finding software to support communication through video, chat and text became an instantaneous priority. In the mix of hiring freezes, downsizing and turnover, HR still maintained their efforts to recruit, hire and onboard essential talent. However, it had to take a different approach to make themselves stand out amongst their competitors. Paper approaches became even more inefficient as people were not readily able to complete job applications and new hire forms. Many HR professionals could not go “pull the file” quickly to access info. Having information accessible to employees and HR staff in multiple locations became necessary during the pandemic.

Lessons Learned:

Although many people now feel like seasoned professionals with video conferencing software, train employees how to use essential technology. Coach employees on video and chat etiquette. Although companies have been using email for years, it can be challenging to detect tone in emails and texts. Help employees, especially in stressful times, to read messages carefully and without predisposition to negativity. Some people are very formal in their messages while others incorporate humor and slang. If there are questions or concerns about the way a message is conveyed, pick up the phone and have an old-fashioned phone call to get more information.

Investing in the right technology can save time and money. Automating the hiring process does not eliminate the personal aspect; it can increase it by giving HR more time to focus on people instead of paper. Use cloud based employment software like an Applicant Tracking System and Onboarding System increases efficiency. Employees can access what they need wherever they are. Video interviewing and scheduling tools within an ATS simplify recruiting. Automating document collection within an onboarding system reduces cost and saves time allowing HR to focus on creating the interpersonal connection between employees and the company. Ensure the software service provider is friendly, knowledgeable and receptive to the company’s needs. Having a domestic based support team that is receptive to the company’s needs is essential. Let the provider do the heavy lifting of software maintenance and support.

Conclusion

Too often, HR is portrayed only as the “policy and procedure” department. The heart of Human Resources centers on the humans in which they lead. While policies and procedures are essential to safety and maintaining order, they also provide direction within an organization. HR professionals can take what has been learned from the pandemic in 2020 and apply that knowledge to prepare for the next global crisis. Creating multiple plans, and knowing that the need to adjust those plans will inevitably occur, is a start. The past four years have been challenging for everyone. Taking what we have learned and strategizing to protect a company’s employees and business practices is time well spent.

Learn more about how ExactHire can help you with crisis management through our software and Full Service Hiring solutions, visit https://www.exacthire.com/ or call 317.296.8000.

Enhancing Employee Retention: HR Practices for the Modern Workplace

in Workforce Management/by Randi Renee Doerr, SPHR, SHRM-SCP

In an era where talent is a pivotal asset for any organization, employee retention emerges as a critical challenge for human resources (HR) professionals. With the dynamic nature of today’s work environment, retaining top talent requires more than just competitive salaries; it necessitates a holistic approach that addresses various facets of employee satisfaction and engagement. This blog post delves into strategic HR practices that can significantly enhance employee retention, thereby fostering a thriving and sustainable workplace.

Understanding the Importance of Employee Retention

Employee retention is essential for maintaining organizational knowledge, sustaining productivity, and fostering a positive workplace culture. High turnover rates not only incur direct costs related to recruiting and training new hires but also impact team morale and the overall performance of the organization. Therefore, implementing effective retention strategies is paramount for HR professionals aiming to build a resilient and competitive business.

Comprehensive Onboarding Process

A robust onboarding process lays the foundation for a long-term relationship between employees and the organization. An effective onboarding program extends beyond the first week of employment, encompassing mentorship programs, ongoing training opportunities, and regular check-ins. These initiatives help new hires assimilate into the company culture, understand their role and expectations, and build meaningful connections within the team.

Career Development and Growth Opportunities

Employees today are increasingly looking for roles that offer personal and professional growth. HR departments can foster retention by creating clear career pathways, offering continuous learning opportunities, and supporting lateral moves within the organization that allow employees to explore different roles and departments. Encouraging professional development not only keeps employees engaged but also ensures the organization develops a skilled and versatile workforce.

Competitive Compensation and Benefits

While not the sole factor, compensation and benefits remain crucial to employee retention. Regular market analysis to ensure competitive salary offerings, alongside comprehensive benefits packages that address health, retirement, work-life balance, and employee wellness, can significantly enhance job satisfaction and loyalty. Tailoring benefits to meet the diverse needs of your workforce can also set your organization apart as an employer of choice.

Foster a Positive Company Culture

A positive company culture, characterized by open communication, mutual respect, and recognition, plays a vital role in employee retention. Cultivating an environment where employees feel valued and heard encourages commitment and reduces turnover. HR can lead initiatives that promote team bonding, celebrate achievements, and facilitate a supportive and inclusive workplace.

Employee Retention through Engagement and Feedback

Engaged employees are more likely to stay with an organization. Regular engagement surveys, suggestion boxes, and feedback mechanisms enable HR to gauge employee sentiment and identify areas for improvement. Acting on feedback demonstrates to employees that their opinions matter and can lead to meaningful changes in the workplace. Additionally, involving employees in decision-making processes can increase their sense of ownership and commitment to the organization.

Work-Life Balance and Flexibility

The modern workforce values flexibility and a healthy work-life balance. Flexible working arrangements, such as remote work options, flexible hours, and part-time opportunities, can significantly contribute to employee retention. By accommodating the varying personal needs of employees, organizations can foster a more satisfied and productive workforce.

Recognize and Reward Contributions

Recognition and rewards are powerful tools for reinforcing positive behavior and contributions. Whether through formal reward programs, performance bonuses, or simple gestures of appreciation, acknowledging employees’ efforts boosts morale and encourages loyalty. Personalized recognition strategies that reflect the unique achievements and contributions of individuals can be particularly effective.

Conclusion

Employee retention is a multifaceted challenge that requires a strategic and proactive approach from HR professionals. By investing in comprehensive onboarding, promoting career development, ensuring competitive compensation, fostering a positive culture, engaging employees, offering flexibility, and recognizing contributions, organizations can significantly enhance their retention rates. These practices not only contribute to a more stable and motivated workforce but also support the long-term success and competitiveness of the business. In the quest to retain top talent, it’s clear that a holistic approach, centered on the well-being and growth of employees, is key to creating a thriving and sustainable workplace.

Optimizing HR practices for employee retention is not just a strategic imperative but a competitive advantage in today’s dynamic business environment. By focusing on the needs and aspirations of employees, HR can lead the way in building resilient, engaged, and committed teams ready to drive the organization forward.

Data Privacy and Employee Surveillance

in Workforce Management/by Nancy Meyer, SHRM-CP

Remote work presents a litany of challenges for an organization. One of those being how the organization handles data privacy. Another is the unique challenges of remote hiring. To circumvent these issues utilize ExactHire’s Full Service Hiring service. We will send out job advertisements, source candidates, interview candidates, and finally present to you the final best options for the position for you to make your hiring decision.

Data Privacy

Privacy is a concept that is hard to find and fleeting to define in our evolving world. The average employee will spend over 90,000 hours at work over their lifetime. We are constantly connected through devices. People’s professional and personal lives blend in many roles. Particularly for salary employees who often respond to work needs at all hours of the day. The pandemic rapidly shifted many employees to fully remote or hybrid roles where work has been successfully completed outside the company workspace.

Many remote and hybrid employees are enjoying their new office environment in the comforts of their home or while traveling. With the dramatic shift in work environments, that has led to some companies developing heightened concerns about their employees’ actions and efficiency. Companies are in the midst of conundrum on how to validate that employees, both onsite and remote, are ethical and using work time to perform work specific tasks while recognizing that employees are humans who have to balance work with personal life and seek work autonomy.

Reasons For Monitoring Data

Companies express that they have bona fide reasons to monitor onsite and remote employees. Many jobs require the use of social media platforms. However managers want to know that their employees are performing their tasks and not scrolling social media for non-work related reasons. They want to know that employees are not sharing confidential information with unauthorized people. Also, concerns of workplace harassment and violence fuel managers’ concern to identify potentially volatile situations. Content from data monitoring can also be used in legal proceedings. The argument exists that employee surveillance is a way to mitigate risk. It can, but potentially at a cost.

How to Monitor Employee Data

Employee surveillance can occur in a multitude of ways. The most commonly known example is video recording within the public spaces of the work environment. Laws exist to prevent the use of cameras in private places, such as restrooms and locker rooms. State laws vary to the definition of locations and scope of camera use. With the increase of remote work, monitoring software can be downloaded onto electronic devices to monitor employees’ activities on their laptops and phones. Device GPS features can identify where an employee is located as well.

Reasons For and Against Data Privacy

While employee surveillance can potentially mitigate risk and loss of productivity and profit, it can also be a catalyst for a loss of productivity and profit. Employees have bona fide reasons to dislike employee surveillance. Keystroke and website monitoring software will track employees’ actions within their devices. Time management software can calculate active and idle time, but what defines active and idle? Maybe that employee who is listed as “idle” is having a phone conversation with a customer or coworker. That person could be reviewing a book or other non-electronic resource for a work task.

Many employees feel that they are not trusted to do the tasks of the role in which they were hired when monitoring controls are implemented. If employees complete a task too quickly, then they can be questioned about what they do in their downtime. If they take too long to complete a task, the employees’ abilities could be questioned. It is inevitable for an employee at any level not to have a need to address a personal matter during the day. Will that employee be penalized if they take a moment to order a birthday gift online or schedule an appointment? The possibility exists especially if a company does not have a clearly defined policy itemizing expectations and purposes of employee data monitoring.

Federal Laws for Monitoring Data

Before crafting or amending a company policy on employee data privacy and surveillance, it is important to be aware of federal and state legislation regarding these concepts. The Electronic Communications Privacy Act of 1986 (ECPA) is a federal law that specifically addresses monitoring of electronic communications in the workplace. Within this legislation, the “business purpose exception” allows employers to monitor oral and electronic communications provided the company can validate a legitimate business purpose for doing so.

This legislation establishes minimum restrictions. Keep in mind that states can create more restrictive legislation. So if your organization hires in different states or countries, it is essential to know the established laws for those areas. Unionized companies in particular must be cognizant that workplace recording typically is agreed upon in collective bargaining discussions before monitoring is implemented. If monitoring occurs without being approved by union stewards, the company could face repercussions. ExactHire does not provide legal counsel. So consult with your company’s legal team regarding data privacy and employment surveillance policies or plans for your organization.

Honesty in the Workplace

Honesty is the best policy. So is having a data privacy and employee surveillance policy which is communicated and understood by all employees. Companies need to be forthcoming with their employees so employees understand what information is being collected and why. Employers need to create a data privacy and employee surveillance policy for employees that outlines key items. These include what is being monitored and when, what is prohibited use, what will happen if violations occur, how will employees’ data be used and stored for starting points.

Include company specific needs in the policy also. Solicit feedback from management and employees to understand differing perspectives. Once a policy is created internally, the company’s legal team should examine the content. Ensure it adheres to all federal, state, and applicable international laws. All employees should be informed about the data privacy and employee surveillance policy in a consistent way and educated on the company’s expectations and repercussions as outlined in the policy. Employees should be given ample opportunities to ask questions and seek clarification of the final policy before signing. Whether the policy is electronically or physically signed, ensure the policy is housed securely in the employee’s file within the company’s onboarding platform.

Conclusion

Transparency is important. Companies need to be forthcoming with employees that they are being monitored and for what purpose. Clearly explaining what data is being collected and how it will be used by the company. This is essential in maintaining trust between employees and management. If an employee feels as if their performance and/or integrity are being questioned or challenged by the people who trust them to do their role, that employee is going to start exploring other professional opportunities. Some turnover will inevitably occur as data monitoring increases within a company. However, a company cannot afford to lose key talent by projecting a “Big Brother” constantly over-the-shoulder persona. It is hard to move forward if talent is consistently looking over their shoulders.

Upskilling and Reskilling Strategies

in Workforce Management/by Nancy Meyer, SHRM-CP

Upskilling and reskilling strategies help promote from within, but what about growing companies that need more talent? Check out ExactHire ATS or our Full Service Hiring solution to improve your hiring as soon as today!

Companies are healing from nearly four years of a global pandemic that brought turmoil, uncertainty, and financial hardships. Supply chain issues have improved in certain sectors, but high interest rates and increasing costs of supplies, compounded with ongoing talent acquisition challenges, still lead to challenging times for companies and Human Resources departments.

Retaining talent can be a challenge, especially when companies evolve internally to maintain or leverage a competitive stance against their company counterparts. For companies to combat the shift from the “maturity” stage into the “decline” stage in the product lifecycle process, foresight and adaptability are essential to survival. HR leaders need to proactively look ahead to anticipated trends and prepare for unanticipated changes in the organization.

This can start with reviewing a the driving force behind the company’s future – its talent. Upskilling and reskilling employees will craft a competitive edge in an ever-changing global market.

An Evolving Workspace

According to the World Economic Forum (WEF), major changes are anticipated in the workplace, not only for large scale businesses, but small and medium businesses as well. In general, the WEF estimates that by 2025, 50% of all employees will need reskilling due to new technology. Think back to five years ago…how many leaders were planning, much less talking, about prepping for a global pandemic and record numbers of employees who resigned from their roles? Not enough. Change is inevitable, and it is crucial that HR departments and company leadership support its internal talent as change continuously cycles.

As company products and service offerings evolve, internal disruptions will occur. Current employees who have extensive skills and cultural knowledge will need additional support. Instead of eliminating expiring and outdated positions resulting in a loss of skilled talent and cultural fit, companies can realign productive existing employees by molding them into evolving roles with proper support and guidance. Companies cannot afford to lose talent to their competitors. As roles and tasks change within an organization, companies must do what they can to maintain a competitive advantage. This is where upskilling and reskilling are essential.

Upskilling and Reskilling

Although the premise of skill-changing occurs with both upskilling and reskilling, they are not the same concepts. Upskilling is providing the opportunity for employees to learn new skills for their roles when taking on additional responsibilities. Upskilling might or might not be the result of a promotion. Often, it can result from a promotion; however, upskilling can result from the elimination of another position where the duties of that discontinued role are divided between existing employees who maintain their same roles.

Reskilling is providing the opportunity for employees to learn new skills in order to perform a different job. These newly acquired skills are typically outside of the worker’s existing skill sets. Often, reskilling occurs when manual tasks become automated. Reskilling has a tendency to be a cost-saver; providing supplemental training on new skills saves the company money compared to the time and cost to recruit, screen, hire and onboard a new person.

Both upskilling and reskilling are essential in today’s work culture, especially as technology tools develop at quick rates. Learning opportunities through upskilling and reskilling are a time and financial investment with high returns. Here are ways for HR and company leaders to integrate upskilling and reskilling in their culture:

Create a Career Pathing Plan

Managers and employees need to communicate with each other to identify employees’ strengths and areas for growth. This will allow them to work together to craft a long-range career plan. Managers need to ask probing questions to employees to determine short-term and long-term employee goals and communicate how those goals co-exist with the direction of the company and global market. Employees need to share their career goals and performance vision with managers to see where their goals align with the company’s needs and where modifications must occur. Create a learning plan for employees, and track your employees’ progress within the company’s onboarding platform. OnboardCentric offers the ability to link training videos and learning material. Employee assessments are another way to assess skills. Use employee assessment results to chart a course of future progression for employees to help them increase their contribution to the success of the company.

Connect with Education Providers

Training needs to be relevant and convenient for employees who are already methodically balancing work and life requirements. Identify different methods of training and offer alternative options to employees. Some employees prefer face-to-face instruction while others prefer to go at their own pace via online resources. Training delivery needs to be incorporated during the workday for hourly and salary employees. This promotes a work-life balance and to adhere to company and legal pay and related guidelines. Many universities bring technical, soft skills and hard skill training onsite to the company as an alternative to traditional credit-based coursework at a learning institution.

Keep in mind, not all training must lead to an academic degree; certain roles might require a particular licensure or certification while some employees can benefit from brief learning modules. Reputable online platforms such as Khan Academy, Coursera, Udemy, and LinkedIn Learning offer convenient learning tools. Khan Academy, while geared more towards K-12 education, offers free programming learning modules focused on CSS, HTML, SQL, JavaScript and Python. Also, for native and immigrant workers who need additional support in language and math, resources of the sort can help with refining and attaining core skills to bridge existing gaps.

Develop a Mentorship Program

Upskilling and reskilling does not necessarily have to occur through formal coursework or training sessions. It can occur in the transfer of knowledge from one employee to another. Seasoned employees possessing specific skill sets and cultural knowledge offer a wealth of knowledge that can be lost with retirement or company departure. Transferring knowledge through a mentorship program yields a myriad of benefits.

A mentor and the mentee can develop a strong bond where questions and answers are confidently asked and answered without the fear of ridicule or looking ignorant in front of peers. A mentor shares their wisdom about what works and what does not work which keeps knowledge retained within the organization. A mentee can ask questions to the mentor about processes and procedures that could lead to positive change because the mentee brings new perceptions and approaches about existing tasks and goals. From any angle, a mentorship program is a catalyst in upskilling and reskilling employees.

Incentivize Upskilling and Reskilling

Although money is a highly desired incentive by many people, money is not the only incentive that is rewarding. When seeking to incentive upskilling and reskilling, find out what is important to employees. Added job security and/or promotions can be incentives. As employees upskill or reskill, companies can provide monetary rewards through bonuses and pay increases. Tangible rewards such as company swag and gift cards are popular options. No matter the type of incentive offered to employees, it is crucial for company leadership to publicly acknowledge employees’ successes and efforts. Employees want to know their hard work and additional efforts are known to others and especially appreciated. Ultimately, an incentive is an appreciation tool so find what motivates employees and use those motivators as incentives.

Upskilling and reskilling employees shows a bona fide commitment to employees by the organization. Employees feel valued and possess a sense of belonging. They appreciate knowing their talents and skills are appreciated in addition to knowing that companies value employees’ contributions. By creating a positive employee morale, it helps establish a positive work culture leading to higher employee satisfaction and retention rates. Employees who have the ability to learn new skills on the job tend to stay with the organization longer. Upskilling and reskilling is an investment in employees that will produce a positive return for companies.

The Future of Workforce Management

in Workforce Management/by Harlan Schafir

Introduction

Workforce Management can be a tricky and tedious activity for some companies. An ATS can help greatly by organizing and streamlining your application and hiring process. If you are looking for a best-in-class ATS, then check out ExactHire ATS and schedule a demo today!

In the ever-evolving landscape of the corporate world, HR data analytics and predictive modeling have emerged as pivotal tools in shaping the future of workforce management. As we venture further into 2024, the reliance on data-driven decision-making has become more pronounced, revolutionizing the way human resources departments operate. This blog post delves into the significance of these technologies and how they are transforming HR practices.

The Emergence of HR Data Analytics in Workforce Management

HR data analytics involves the systematic analysis of data sets related to employee performance, recruitment, retention, and more. It’s a practice that has gradually evolved from traditional, intuitive decision-making to a more evidence-based approach. By leveraging data, HR professionals can uncover invaluable insights into employee behaviors, trends, and patterns, leading to more informed and strategic decision-making.

Predictive Modeling for Workforce Management

Predictive modeling takes this a step further. It uses statistical techniques and machine learning algorithms to forecast future HR-related outcomes based on historical data. This predictive approach is particularly effective in areas like talent acquisition, employee turnover, and performance management. By predicting future trends and behaviors, organizations can proactively address potential challenges, thereby enhancing efficiency and productivity.

Transforming Recruitment and Talent Acquisition

One of the most significant impacts of HR data analytics and predictive modeling is seen in the realm of recruitment. By analyzing past recruitment data and market trends, HR teams can identify the qualities of top-performing employees. This insight enables them to refine their hiring processes, target the right candidates, and reduce the time and cost associated with talent acquisition.

Moreover, predictive models can forecast future staffing needs, helping organizations to anticipate and plan for hiring surges or talent shortages. This forward-thinking approach ensures that businesses are always prepared with the right workforce to meet their evolving needs.

Enhancing Employee Retention Strategies

Employee turnover is a costly and disruptive challenge for many organizations. Data analytics provides HR teams with the tools to identify patterns and predictors of employee turnover. By understanding the factors that contribute to employee dissatisfaction, HR can develop targeted retention strategies, such as enhanced career development opportunities or improved work-life balance initiatives.

Predictive modeling takes this a step further by identifying which employees are at risk of leaving the company. This allows HR professionals to proactively engage with these employees, address their concerns, and improve retention rates.

Optimizing Performance Management

Performance management is another area where HR data Analytics and predictive modeling are making significant strides. By analyzing performance data, HR can identify the drivers of high performance and ensure that these are replicated across the organization. Predictive models can also be used to forecast future performance based on various factors, such as training programs, team dynamics, and managerial effectiveness. This too aids in workforce management by allowing for more accurate goals for employees.

This data-driven approach enables organizations to tailor their training and development programs more effectively, ensuring that employees receive the support they need to succeed.

Challenges and Ethical Considerations

Despite the numerous benefits, the implementation of HR data analytics and predictive modeling is not without challenges. One of the primary concerns is the ethical use of employee data. Organizations must ensure that data collection and analysis are done transparently and in compliance with data privacy regulations.

Additionally, there’s the challenge of ensuring data quality and accuracy. Inaccurate data can lead to flawed insights and decisions, which could be detrimental to an organization’s HR strategy.

Conclusion

As we look towards the future, it’s clear that HR data analytics and predictive modeling will continue to play a critical role in workforce management. These tools not only enhance decision-making and efficiency but also support a more proactive and strategic HR function. However, it’s essential for organizations to navigate the challenges responsibly, ensuring ethical practices and data accuracy.

In an era where data is king, those who harness its power within the HR domain are set to lead the way in building more dynamic, responsive, and successful organizations. As HR continues to evolve, so too will the tools and technologies at its disposal, promising an exciting future for the field of human resource management.

Photo by Sigmund on Unsplash

Exit Interviews

in Workforce Management/by Nancy Meyer, SHRM-CP

It is never easy when talent leaves an organization voluntarily or even involuntarily. It takes time, money and lots of effort to replace the departed employee. Reallocating the departed employee’s tasks to other workers is also a hard task. Understanding why an employee leaves is an essential part of effective leadership. As turnover increases, the morale of the employees decreases within the organization. If a company can find out the reasons why employees are leaving, that provides valuable information that can be used to change the strategic design of employee relations within the company.

One instrumental way to collect this information is to conduct an exit interview with departing employees. While it might be too late to retain departing employees who were an asset to the company, the departing employee might share overlooked perspectives that can help the company retain other employees who are on the brink of leaving. Leadership needs to cast aside avoidance of employee candor. Host exit interviews with departing employees with the goal that acquiring potentially brutal commentary can help reduce the likelihood of hearing more of that candor in the future.

What is an exit interview?

An exit interview is a conversation between the departing employee and key leadership. Key leadership often includes Human Resources personnel or another designated neutral leader. If the departing employee’s manager participates in the exit interview, it could lead to the employee withholding key details about why they are leaving in fear of confrontation. The purpose of an exit interview is to understand why an employee is voluntarily leaving in order to reduce future turnover.

An ideal time frame for this interview is within the last two weeks of the departing employee’s last day of employment or around the midpoint between the employee’s departure announcement and their official last day. Ideally, having the exit interview as a face-to-face conversation is preferred. However, as more employees are remote and/or housed in different locations that might be geographically challenging to meet, online meeting tools can be used. The important item is to conduct an exit interview before the employee leaves.

How to conduct an exit interview:

Be consistent. All voluntarily departing employees, hourly and salary, long-term and short-term, should have an exit interview, including seasonal employees. Confidentiality is crucial to getting applicable information that can be used to make positive change within an organization. However, confidentiality cannot be guaranteed in certain situations such as turnover in a small company. Or if the departing employee indicates that criminal action (ex. harassment, theft, etc.) has been observed. When exit interviews allude to potential criminal activity within an organization, it is essential to get the company’s legal team involved for guidance. ExactHire does not provide legal counsel so check with your company’s legal team regarding specific items to include within exit interviews.

Consider having a list of standard questions that are asked to each departing employee. Other questions can be included that are pertinent to the role, department and employee. Take notes, but maintain focus on the departing employee’s thoughts. Exit interviewers must be skilled in active listening. Active listening is the concept of being fully engaged with the other person in a conversation. The goal is not listening to respond; it is listening to understand. Time is of the essence so the exit interviewer should ask the most crucial questions in which feedback is desired.

Exit Interview Questions

To collect information on certain items like policies, training, etc., consider supplementing the exit interview with a link to a survey where the departing employee can include additional feedback and ratings. Create a questionnaire for distribution as needed, and store data in your company’s onboarding platform. In the personal exit interview, here are ten questions that can be asked to the departing employee to prompt the departing employee to share relevant information:

What made you start looking for a new opportunity?
What solidified your decision to accept your new role?
What could have influenced your decision to stay with our company?
Would you recommend others to work for our company? Why? Why not?
What recommendations do you have for our company to improve?
What are your thoughts about the direction of your department? Company?
How could your manager have supported you better? Supported the department better?
What are your least favorite parts about working here? Most favorite parts?
Did you previously share any of your concerns and challenges discussed today with management and/or HR? If yes, what was their response?
What concerns or comments would you like to share?

Attitude

In the exit interview, be gracious and listen to what the departing employee says, even if it is not what is desired to hear. Empathy is a must. The employee is leaving voluntarily because their needs were not met. An exit interview gives the employee a chance to share their thoughts on why the decision to leave was made. Candidly, it can give the departing employee peace of mind that they shared a piece of their mind. The employee will be feeling a gamut of emotions: sadness or happiness they are leaving, frustration or excitement about the pending change, along with fear and uncertainty of what is next with the current and future company.

The exit interviewer(s) need to understand why, and be cognizant that in the departing employee’s eyes, the company did not fully meet their needs and not take offense at that. Do not burn the bridge in how you respond to the departing employee. That departing employee could become a boomerang employee and rejoin the company’s workforce again in the future.

Conclusion

Ultimately the purpose of an exit interview is for the company to acquire information about how to improve and to strengthen the relationship between the departing employee and the company. Showing genuine concern for the comments shared and appreciation for the time spent at the organization will hopefully leave the departing employee with a strengthened positive perception of the company. Word-of-mouth can help or hinder recruitment for an organization. No company wants to be perceived as a stressful and horrible place to work. Take the knowledge obtained from exit interviews to ensure that past, present and future employees observe a company committed to the success of their most valuable asset – people.

5 Ways to Create a Positive Work Environment

in Workforce Management/by Randi Renee Doerr, SPHR, SHRM-SCP

Creating a positive work environment is critical to a company’s success. And a huge part of that is hiring the correct people to fill open positions. However, if managing an effective hiring process is taking too much of your time, consider ExactHire Full Service Hiring –where our team takes on the difficult, time-consuming tasks of hiring and delivers you qualified candidates to choose from.

In today’s fast-paced and competitive business world, fostering a positive work environment is not just a feel-good idea; it’s a strategic imperative. A positive workplace culture can significantly impact employee engagement, productivity, retention, and overall organizational success. In this blog, we’ll explore five proven strategies to create and nurture a positive work environment that benefits both employees and the company.

Open and Honest Communication

Effective communication is the bedrock of a positive work environment. When employees and management communicate openly and honestly, it builds trust, clarity, and a sense of belonging. Here are some key elements of fostering communication:

Regular Updates: Keep employees informed about company news, goals, and progress. Regularly share updates through meetings, emails, or a company intranet.

Active Listening: Encourage employees to share their ideas, concerns, and feedback. Actively listen to their input and take it into account when making decisions.

Transparency: Be transparent about company policies, procedures, and decision-making processes. This helps dispel rumors and create a sense of fairness.

Conflict Resolution: Establish effective conflict resolution mechanisms to address disputes promptly and fairly. A conflict-free workplace is a more positive one.

Promote Work-Life Balance

In today’s hyper-connected world, it’s easy for employees to feel overwhelmed by the demands of work. Promoting a healthy work-life balance can alleviate stress and burnout, leading to a happier and more productive workforce. Here’s how to promote work-life balance:

Flexible Scheduling: Whenever possible, offer flexible work hours or remote work options. This allows employees to better manage their personal and professional lives.

Encourage Time Off: Encourage employees to use their vacation days and personal time. Avoid glorifying overwork or sending emails during off-hours.

Set Realistic Expectations: Ensure that workloads and deadlines are manageable. Unrealistic expectations can lead to stress and dissatisfaction.

Wellness Programs: Consider offering wellness programs that focus on physical and mental health. Yoga classes, stress management workshops, or access to counseling services can make a significant difference.

Recognize and Appreciate

Employee recognition is a powerful tool for creating a positive work environment. When employees feel valued and appreciated, they are more motivated, engaged, and committed to their work. Here’s how to effectively recognize and appreciate your team:

Thank-You Notes: A simple “thank you” note or email can go a long way in expressing appreciation for an employee’s efforts.

Employee of the Month: Consider implementing an Employee of the Month program to celebrate outstanding contributions.

Public Acknowledgment: Recognize employees’ achievements in team meetings or company-wide gatherings. Highlight their successes and contributions.

Customized Rewards: Tailor rewards and recognition to individual preferences. Some employees may prefer public recognition, while others may prefer a private thank you.

Invest in Professional Development

Employees who see opportunities for growth and advancement within their current organization are more likely to be engaged and committed. Investing in professional development not only benefits employees but also strengthens the company’s workforce. Here’s how to promote growth:

Training Programs: Offer training programs and workshops to enhance employees’ skills and knowledge. This can include technical skills, leadership development, or industry-specific training.

Mentorship and Coaching: Establish mentorship programs that pair experienced employees with those looking to grow in their careers. Coaching and mentorship can be invaluable for personal and professional development.

Clear Career Paths: Provide employees with a clear understanding of potential career paths within the organization. Encourage goal setting and provide support for advancement.

Continuous Learning: Promote a culture of continuous learning where employees are encouraged to seek out new knowledge and skills.

Foster a Positive Work Culture

The workplace culture sets the tone for interactions and behaviors within an organization. Fostering a positive work culture can significantly impact employee morale and satisfaction. Here’s how to promote a positive work culture:

Respect and Inclusivity: Ensure that all employees are treated with respect and dignity. Promote inclusivity and diversity within the workplace.

Collaboration: Encourage teamwork and collaboration. Create an environment where employees feel comfortable sharing ideas and working together toward common goals.

Zero Tolerance for Toxic Behavior: Address toxic behaviors such as gossip, bullying, or discrimination promptly and firmly. Make it clear that such behaviors will not be tolerated.

Company Values: Align company values with actions and decisions. When employees see that the organization lives its values, it fosters trust and confidence.

Conclusion

creating a positive work environment is not a one-time effort but an ongoing commitment. By implementing these five strategies—open and honest communication, promoting work-life balance, recognizing and appreciating employees, investing in professional development, and fostering a positive work culture—you can cultivate a workplace where employees thrive, and the organization flourishes. Remember that a positive work environment is a collective effort that involves every member of the organization, from leadership to entry-level employees, working together to create a harmonious and productive workplace.

Stay Interviews

in Workforce Management/by Nancy Meyer, SHRM-CP

Our team of SHRM certified strategists recently traveled to the 2023 Indiana HR Conference. They came back with a plethora of useful and important information. Over the coming weeks ExactHire will be detailing what we believe to be the most important takeaways from this conference.

Stay interviews were a topic of conversation that we felt were an important takeaway. Losing key talent rarely is good. According to Gallup, companies in the United States spend $11 billion dollars annually on turnover. The time and effort Human Resources must go through to start the replacement process is expensive, even if the position is filled internally by an existing employee who is already acclimated to the company. Especially concerning…did the departed employee go to work for the organization’s competitor!?!? If so, that can be damaging to the company’s income, particularly if the former employee shares company strategies and insight. It is crucial for a company to mitigate turnover before it happens, and one way to do that is by administering “Stay Interviews”.

What are Stay Interviews?

“Stay Interviews”. What’s that you say? A Stay Interview is a proactive method to prevent the loss of talent before it happens. It is a conversation between a company leader (typically a manager) and an employee (typically a direct report) to learn what the employee needs from the company so the employee can be engaged and retained by the company. It is the opposite of an “Exit Interview”. Exit interviews are somewhat reactive. When Human Resources and/or an employee’s manager conducts an exit interview, it is too late. The employee has submitted their notice to resign, and rarely is there an opportunity to change the employee’s decision to leave.

Exit interviews are useful in collecting reasons why an employee chooses to leave the organization. However, it is often too late for the company to resolve those particular issues affecting that employee which instigated the employee’s choice to work elsewhere. Exit interview information can be useful if the information collected can be used to make positive change. It can also be used within the organization to prevent future talent from leaving. If there are overarching themes communicated in exit interviews such as pay concerns, work-life balance, or the need for flexibility, it delivers a message to the employer that there is a need to evaluate current working conditions. The company can use the data to review internal design, benefits, working conditions and any other relevant areas. Exit interviews are a crucial way to identify challenges in the workplace. They should be incorporated in a company’s offboarding process.

Why are Stay Interviews Important?

An organization’s goal is to minimize turnover and retain talent. However, talent cannot be retained as effectively if leadership does not know why employees choose to stay. This is why Stay Interviews are valuable. The ultimate goals of Stay Interviews are to prevent turnover and create a supportive work environment that meets employees’ needs. Stay Interviews are typically conducted by an employee’s direct manager. Depending on the work culture and size of the organization, Human Resources can participate also.

When an employee’s direct manager conducts a Stay Interview with an employee, the manager can receive candid feedback that can help strengthen the team and department. It could also damage the relationship if the manager is not skilled in accepting constructive criticism or candid feedback from an employee. If an employee has a contentious relationship with their manager, that employee might not share any instrumental feedback due to fear of repercussions. Keeping these scenarios in mind, it is important that employees have the ability to complete their Stay Interviews with company support. If they do not feel comfortable conducting their Stay Interview with their direct manager, then it is important that HR participate also.

Formatting Interviews

Interviews can be crafted in a format that fits best for the company culture. All departments and employee levels should complete a Stay Interview to collect a broad scope of insight. Having a discussion with the manager and/or HR can allow the employee to express their thoughts in more detail. Make it comfortable for the employee. Send a calendar invitation at least a week before the stay interview. If a standard list of questions are utilized, consider giving the list to the employee prior to meeting so the employee can give genuine thought to formulating their answers.

It is not always easy for an employee to answer on-the-spot, thought-provoking questions relating to one’s employment. There are survey options that can be created and submitted with or without employee names. If surveys are utilized, feedback must be carefully evaluated by management and HR. After that evaluation, sharing the feedback and plan for the suggestions, positives and negatives need to be communicated to the employees for transparency. While surveys are one option, it does not provide the same candor and facilitate the personal connection as in-person Stay Interviews do. Surveys can be a useful tool to collect supplemental data post-Stay Interview.

Questions to Consider

Questions can vary somewhat in the context of the company and employee’s role and need to be applicable to onsite and remote employees. Avoid “yes” and “no” questions; the goal of a Stay Interview is discussion. One word answers rarely facilitate in-depth discussion. Here are a few standard questions that should be asked in a Stay Interview:

Each morning, what do you look forward to about working that day?
What have you learned here? What are you currently learning now? What do you want to learn?
Why do you stay with our company?
When was the last time you thought about leaving our company? Why?
How can I better support you in your role?

Customize the list further, but do not overload the employee with questions. Do more listening, not hearing but actual listening, more than talking. Take notes and follow up on any items in question. The Society of Human Resources Management (SHRM) offers a list of questions that an employer can use when conducting Stay Interviews. Keep in mind, for employees who have worked at the company less than six months to a year, collecting their insight should be a part of employee onboarding and not administered as a formal “Stay Interview” as employees need to have time to become acclimated within the work culture and learn the intricacies of their roles. Show genuine appreciation for the feedback shared.

Conclusion

If your organization is not using Stay Interviews with your employees, consider using this concept. Stay Interviews can boost employee engagement which then increases company productivity. They can decrease turnover and create positive organizational change by maintaining or implementing policies and benefits that increase employee satisfaction. Supplement your conversations with your employees by using your employee onboarding software to communicate events and positive change resulting from feedback collected in Stay Interviews.

Diversity at Work

in Workforce Management/by Harlan Schafir

This is an era of rapid globalization and evolving workplace dynamics. The significance of diversity and inclusion initiatives in the corporate world cannot be overstated. Companies that embrace diversity and foster an inclusive environment are benefiting greatly. They tend to not only attract top talent but also experience enhanced creativity, innovation, and overall business success. In this blog, we will delve into the transformative power of diversity and inclusion initiatives at work. We will also explore practical strategies for implementation. If you are struggling with finding diverse candidates, you might benefit from an ATS. Applicant tracking systems allow for more specific candidate hiring capabilities which could aid in a more diverse workforce. Look into our ExactHire ATS to see if you could benefit from it today!

Understanding Diversity and Inclusion

Diversity goes beyond merely acknowledging differences in gender, ethnicity, age, and background. It encompasses a wide range of characteristics. Including but not limited to, race, gender identity, sexual orientation, socioeconomic status, disability, and even cognitive thinking styles. Inclusion, on the other hand, is about creating an environment where every individual feels respected, valued, and empowered. This allows them to contribute their unique perspectives.

Benefits of Diversity and Inclusion Initiatives

Enhanced Creativity and Innovation: A diverse workforce brings together individuals with varied life experiences and viewpoints. This diversity of thought sparks creativity and fosters innovative solutions to complex challenges.
Increased Employee Engagement: When employees feel their voices are heard and their identities are respected, they are more likely to be engaged and committed to their work. This translates to higher productivity and job satisfaction.
Broader Market Perspective: A diverse team is better equipped to understand the needs and preferences of a diverse customer base, leading to more effective product development and customer service.
Reduced Employee Turnover: Inclusive workplaces promote a sense of belonging, which in turn leads to higher employee retention rates. Employees are less likely to leave an organization where they feel valued and supported.
Positive Brand Image: Companies that prioritize diversity and inclusion are seen as forward-thinking and socially responsible, attracting customers who align with their values.

Implementing Diversity and Inclusion Initiatives

Leadership Commitment: True change starts from the top. Company leaders should publicly express their commitment to diversity and inclusion, demonstrating that these values are integral to the organization’s mission.
Unbiased Recruitment: Establish fair hiring practices that prioritize skillsets and qualifications, minimizing bias in the recruitment process. Consider implementing blind resume screening to focus solely on an applicant’s abilities.
Diverse Interview Panels: Include individuals from diverse backgrounds in the interview process to ensure a variety of perspectives are considered when evaluating candidates.
Inclusive Training Programs: Provide diversity and inclusion training for all employees to raise awareness about unconscious biases, stereotypes, and microaggressions, and to promote a more inclusive workplace culture.
Employee Resource Groups: Establish affinity or employee resource groups to create spaces where individuals with shared identities or experiences can connect, share insights, and provide support.
Flexible Work Policies: Accommodate different needs by offering flexible work arrangements that cater to employees’ personal circumstances, such as childcare responsibilities or health conditions.
Inclusive Language and Communication: Encourage the use of inclusive language in all communications to ensure everyone feels respected and acknowledged.
Feedback Mechanisms: Create avenues for employees to provide feedback on diversity and inclusion initiatives, and actively listen to their suggestions for improvement.
Mentorship and Sponsorship: Establish mentorship and sponsorship programs. This way they can connect employees from underrepresented backgrounds with experienced leaders who can help them navigate their careers.
Recognition and Celebration: Recognize and celebrate cultural, religious, and awareness events that are important to employees, fostering a sense of belonging and cultural respect.

Measuring the Impact

To gauge the effectiveness of diversity and inclusion initiatives, companies can implement several key performance indicators (KPIs). These may include employee engagement scores, representation data at various organizational levels, attrition rates, and feedback from employee surveys.

Conclusion

Diversity and inclusion initiatives are not mere checkboxes on a company’s to-do list. They are transformative forces that enrich the workplace and drive innovation. An environment where every individual is empowered to bring their authentic selves to work is very beneficial. Organizations then pave the way for a brighter future filled with collaboration, understanding, and success. Embracing diversity and fostering inclusion is the right thing to do. It’s also a strategic imperative that benefits employees, customers, and the bottom line.