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Navigating the Holiday Planning Process

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Although it is still summer, many employees’ minds are starting to think of cooler days and winter holidays. Eleven holidays, many religious based, are in the month of December alone. As winter holidays rapidly approach, it often means an influx of employees requesting time off to celebrate or to use any last paid time off (PTO) before they lose it. The holiday season is not meant to cause additional stress within a company so planning ahead is crucial for HR professionals to prepare for holiday time off requests. Through clearly communicated policies and utilizing an organized process, employees can enjoy the holiday season without saying “Bah Humbug”! 

Holiday Planning Policies

As HR professionals know, there is a policy for everything, well most everything. Companies tend to do well with creating a PTO policy so one is “in place”, but not all policies are clearly defined leaving opaqueness instead of transparency around such a key benefit for employees. HR professionals, take a moment to review your company’s PTO policy. Are updates necessary? Does the PTO policy specifically include strategies to address PTO requests at busy holiday seasons? To alleviate confusion or potential claims of discrimination, ensure there are specific details and parameters regarding holiday leave clearly defined in the PTO policy housed within the company’s employee handbook. 

 

(Note to reader:  Red flag raised! If your company does not have a PTO policy included in the company’s employee handbook, add that as a priority item on your To Do list.  If there is no up-to-date employee handbook or policies formally communicated to your employees, drop everything and let ExactHire show you how you can do that electronically through your own onboarding site.)

Holiday Planning Communication

As soon as company holiday closure dates are confirmed within a company, announce those to employees so they can start planning their time off, if they choose to take an. Create a shared calendar accessible to employees so the team is aware of when employees are out of the office. This empowers employees to proactively plan for their time off needs and adjust time off requests, if necessary, to ensure adequate coverage so business can flow as usual. If a company opts to use blackout dates (dates that employees are not allowed to request off), communicate which dates are blacked out as early as possible, and explain why those dates are unavailable for PTO use so employees understand the rationale. A few key items are essential to address in a holiday leave policy:

Common Holiday Questions

  • Who is eligible to take paid time off during the holiday season? Are only full-time employees eligible for paid time off, or are part-time employees afforded paid time off as well? Can an employee take unpaid time off if needed?

  • Is there a limit of consecutive days that can be taken off by an employee? Setting a limit of consecutive days can mitigate the chance that other teammates might not get to take time off also or be tasked with providing ongoing, additional coverage to offset the employee’s extended absence.

  • Who approves holiday PTO requests? Who approves an employee’s holiday PTO request? Does the employee submit the request to their manager, human resources or another party? Specify the chain of command in the holiday policy in case an approver is out of the office. 

  • Is there a due date for PTO requests? While flexibility is essential in the work environment, having a solid due date of at least two to four weeks in advance for PTO requests is not uncommon, especially at peak vacation times. Knowing who will be in and out of the department helps managers plan for staffing needs with the goal of minimizing last minute employee shortages.  HR professionals and managers need to maintain a degree of flexibility though as it is possible that employees might have time off requests that occur outside the typical due date due to sudden family events or travel changes. When those requests occur, it is crucial to evaluate the impact of the time off on the company’s needs and how it can positively or negatively affect the employee if the time off request is approved or denied. If an employee habitually requests time off without adequate time for a department to prepare, that is something to address, but if an employee requests time off quickly but rarely, consider the request.  

  • If the same day(s) is requested, who gets first-dibs?  This can be a tough one so having a policy with the terms outlined will help.  Two main routes to solve this scenario are common, and the more effective route will vary with the culture and size of your organization.  One option is to let seniority rule which has its pros and cons.  It is a way to show appreciation for an employee’s work longevity.  On the other hand, some hard working but newer employees will lose the request to more tenured, and potentially less productive, employees. Another option is “first come, first served” where the first employee, regardless of seniority or performance, gets the time off. 

  • Are there benefits if an employee does not take vacation time during the holiday season?

     Some employees prefer to save their time off for other times of the year and are willing to help provide crucial coverage.  List any benefits or perks like extra pay, company swag, gift cards or food that employees will get if they provide extra help in staffing while other employees are out of the office. For those employees who do not get their time off granted, morale might plummet so find ways to boost motivation. As with employees who voluntarily choose not to take vacation time during the holiday season and provide coverage, grant similar perks to those employees who do not get all or part of their PTO requests fulfilled and are providing coverage as well. 

Start Planning Early

Summer is a great time for HR professionals and managers to send reminders to employees to start planning for their holiday time off needs. Instead of trying to maneuver and schedule time off during the hustle and bustle of the holiday season. Be aware that the EEOC has established guidelines on time off regarding religious accommodations for companies with 15+ employees to help companies mitigate risk of employee discrimination. Since ExactHire does not provide legal counsel, consult with your company’s legal team to confirm that the company’s PTO policy adheres to EEOC policies and supports a climate of diversity and company productivity. Effectively planning now for future holiday absences can help an organization run more smoothly where employees feel supported by leadership, and leadership feels confident in Its employees’ commitment to company goals.

Preparing for End-of-Year Performance Reviews: Best Practices

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Although it is technically still summer for a few more weeks, it is not too early for managers to shift their thoughts to the completion of crucial tasks. Employee end-of-the-year performance reviews fall in this category. End-of-the-year performance reviews are highly important feedback sessions for both the employee and manager in the quest to strengthen their working relationship to heighten individual and company growth and productivity.  These meetings are a type of strategizing session. If these meetings are held in an unorganized way however, the consequences outnumber the benefits. Preparing for end-of-the-year reviews takes careful thought and detailed analysis. Because December is such a hectic month with holidays, time off requests, and other important year-end duties, developing a plan now to complete these essential reviews will reduce stress later resulting in a more fruitful performance review session for those involved. 

Scheduling Performance Reviews

Before scheduling an employee’s end-of-the-year performance evaluation, establish the reasons why you and the employee are meeting. A meeting of this magnitude is more than a formality. It is a guided opportunity for open communication to identify strengths and areas for growth for both parties.  End-of-the-year performance reviews ultimately are a way to recap the employee’s annual performance and create goals for the upcoming year. When it comes time to communicate the need for the end-of-the-year review session, solidify the actual date of the review on the employee’s and your calendar. Managers should send a calendar invitation to each employee they are reviewing approximately 6-8 weeks before the end of the year to allow enough time for both the employee and manager to adequately prepare. 

Preparing for Performance Reviews

Preparation cannot be reiterated enough so give yourself an adequate amount of time to prepare. Blocking a dedicated, consistent amount of time on your weekly calendar to lay the groundwork for each employee’s session is essential.  Scheduling a regularly set time allows you to concentrate on preparing for that particular employee’s evaluation.  Do not rely on memory about what you want to discuss with each member of your team. Content that you want to discuss with each employee should be written down and used as your guide in the review session. In the HR world, keeping a written record of important meetings is a standard task, and a performance review session is no different. 

How to Prepare

During the manager’s blocked preparation time, there are several actions to complete. Review the employee’s job description. Is the employee completing the required portions of their role?  Is the employee doing what they need to do?  Identify areas of strength and weakness and reflect on those areas. Recall and list specific examples that demonstrate their strengths and weaknesses. Encourage employees to keep track of their accomplishments throughout the year. 

While managers are expected to be aware of their employees’ accomplishments and challenges, that does not always occur. When an employee assembles a comprehensive list of what they feel they have done well and what they could have improved upon, that adds more depth to the conversation between manager and employee. Encourage the employee to share the document prior to the meeting if they feel comfortable so you can expand upon their content. Another method of ensuring managers get timely and insightful perspectives about an employee’s performance is to collect 360 degree feedback. This gives a manager intuitive perceptions from an employee’s peers. As well as how the employee perceives themselves regarding the employee’s performance.

Conducting Performance Review

Be empathetic and positive in tone with the employee. Even for the most productive and satisfied employees, end-of-the-year reviews often create anxiety and undue stress. Communicate the event as a way to strategize for future professional growth. Instead of it being a do-or-die reflection of the year’s performance.  Evaluate the progress the employee has or has not made towards performance goals established at the beginning of the year.  End-of-the-year performance reviews should be highly data driven. Use data and facts as evidence when stating your perspectives and claims. Include specific examples of successes and list area(s) in which the employee should seek to improve.  If no goals were formally discussed and recorded at the beginning of the year, reflect on the employee’s performance for 2024 and take the time to set goals for 2025.   

Ask Questions

Ask questions to the employee. Examine what career paths the employee envisions themselves following.  Is this employee one that could be a future leader within the organization? Suggest opportunities for the employee to use specific skill sets that are being underutilized.  Discuss career progression opportunities and outline ways that the employee can advance within the company. While certain employees would make great managers, some employees simply do not want to take on advancement opportunities.  Ask probing questions in a kind manner as to why the employee might not want to pursue advancement opportunities. It is important to keep quality talent so if an employee does not want to take a management role, find other opportunities to keep the employee productive, content and engaged. A skilled employee with people skills can make a great internal mentor to new employees and for employees who need to refine their performance. 

 

Be prepared for financial discussions especially if raises are allocated during the end-of-the-year review.  Companies walk the tightrope of maintaining a competitive bottom line in profits while trying to provide a competitive compensation package. Communicate reasons to the employee why raises were the amount they were. Explain what needs to be accomplished to acquire raises at the next tier. If you sense the employee is discouraged about their compensation, ask the employee what they are seeking in pay and benefits. Do not promise what you cannot deliver. However you should be aware of their needs to see if there are ways to retain valuable talent before they seek to leave for the competitor. 

Finishing Performance Review

Before the review ends, ask the employee what support and resources the employee needs from you, the manager, so they can perform better. Would additional training help grow the employee?  There might be actions or lack of actions that the employee needs you to improve upon that you did not realize impacted the team. Before concluding the review, confirm the employee’s understanding of the conversation. Ask the employee their thoughts and what stood out the most to them from the review.  Recap action items for the employee and for yourself before closing the meeting. Send an email after so you have the plan in writing. Do not end the meeting without having a mutual understanding of the employee’s strengths, areas for growth and goal plans for the next year in place. 

Conclusion

The end-of-the-year review is not just about the employee, but it is about you, the manager, too. Clear communication eliminates many conflicts and provides a distinct path of action items that must occur.  Learning what actions, or even lack of actions, that you can do becomes a catalyst for self-improvement which benefits the whole team.  That candid feedback about your own performance can ignite change. This can help you be a better manager, performer and leader as well. Use the end-of-the-year performance review process to grow your team and yourself.

Remote Internships

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Internships offer a myriad of benefits, along with some unique challenges, to the students who complete them and for the companies who host them. Internships provide a practical way for students to acquire and refine knowledge centered on their professional path, and companies get a first-hand opportunity to review and mold potential talent for their organization. Traditionally, internships have been onsite opportunities. However the growth of remote internships has multiplied, due mainly to the rise and mainstream use of online and hybrid work models.

Remote internships tend to occur in certain professions more than others. Technology, graphic design, and product development areas have a higher proportion of remote internship opportunities as compared to healthcare and education fields since those areas tend to rely on face-to-face, hands-on education. An internship is an essential piece to the formulation of business acumen for soon-to-be college graduates entering the professional realm, and companies who offer strong remote internships can fulfill that essential piece for those students.  


Remote Internship Benefits

 

Remote interns bring a variety of skills that can be utilized in the virtual work environment.  Often, remote interns tend to be more tech savvy and can navigate technology well.  Remote interns can support employees in their daily tasks.  Idle, yet important, projects can be tasked to interns for completion. The purpose of internships is to show and grow soon-to-be and new graduates the intricacies of the work world with hopes that the intern potentially be a successful hire for the company. Some tasks assigned to an intern might be considered mundane while other tasks test creativity and problem solving skills.

Employees complete tasks of all sorts daily so a solid internship will include both mundane and challenging tasks. Interns want to show their professional insight they have acquired through their learning experiences so companies must give them opportunities to demonstrate their skills.  Assigning solely “grunt work” tasks to interns only stifles the growth of the intern. This could leave a negative impression on them that they could communicate to other prospective talent. Give them a challenge, and let them accept it!  

 

Remote internships truly eliminate geographic barriers. Interns can come from any state or country providing a new, fresh perspective to the team. Students can intern for domestic and international companies while studying at their university, home, or any remote location. This saves companies money as they do not have to provide an onsite workspace and supplies.  The student is tasked with ensuring that they have the resources and workspace necessary to successfully complete the internship. Companies should ensure that interns have the software essential for tasks and provide support in learning the tools needed to achieve in the role.  

Financial Savings of Remote Internships

Remote internships offer financial savings for college students too. With the rising price of investing in higher education, students are taking more loans out to cover costs. Remote internships eliminate travel and commute expenses. Professional clothing costs might be reduced; however, the company should clearly communicate to the intern what type of professional attire is required for the workday. While many remote employees might have had a day or two of working in PJs, especially during COVID times, displaying a professional appearance is still important for employees and interns both. 

Flexibility

Flexibility increases with remote internships in contrast to onsite internships.  Remote interns often are working with a remote intern supervisor(s) and team. Flexibility when working the internship can allow the intern to complete other classes and/or certifications. It can offer them opportunities to expand their professional network as well. For companies, interns can help fill gaps of employee coverage. Companies hosting interns must clearly define work expectations, specifically which hours the interns must be online working if there is a set schedule, to reduce any confusion about the requirements of the internship. Companies must keep in mind that for many college students, this might be the very first professional role they have ever had so what the internship supervisor(s) assumes the intern knows very well might not be known and understood by the intern.

 

Remote Internship Challenges

 

Not being face-to-face with their colleagues and internship supervisor(s) at the company is a huge downfall to some interns.  When being onsite, interns tend to get more immediate feedback necessary for professional growth. Without immediate, guided feedback, interns might struggle to learn what is going well and where there is room for improvement.  To offset the potential lack of essential feedback, interns should proactively ask for feedback and meetings to acquire the internship supervisor(s)’ insight on their performance.

To foster connectedness with colleagues, internship supervisor(s) should create virtual team building activities.  Solicit ideas from the intern on ways they would like to see themselves grow. To provide guidance to interns, companies should provide mentors. Often, the intern will report to the internship supervisor of the company, but that person can frequently be a manager where their time can be diverted to address higher-level situations leaving the intern on their own more than desired. Pairing an intern with a seasoned employee can provide the intern with another perspective to learn from to complement the budding professional relationship with the internship supervisor(s). 

Distractions

Remote interns must learn to block out the noise. In this case, noise can be any distraction that would prevent them from completing the work assigned by the company.  To help eliminate distractions, remote interns must consider the role as an actual job, even if it is unpaid. Create a dedicated workspace in their living arrangement to maintain professionalism during the workday. Remote work, whether it be an internship or as a paid employee, requires discipline, time management skills and stellar organization, and those skills can take time to refine. If an intern cannot manage their time and focus on completing the tasks at hand, they might leave a negative impression on their internship supervisor(s) that could follow them into the professional world post-graduation. 

Diversity

Emphasizing the value of diversity to the intern is very important. For some interns, this will be their first opportunity to work with professionals from other geographic areas. This interaction can expand interns’ global business perspectives. It is important that new interns be aware of the benefits and valuable perspectives that colleagues from other cultures provide in the mutual quest to achieve the company’s mission. Learning to more effectively use inclusive language when communicating is a skill for everyone. Cultural awareness, for onsite and remote internships both, benefits all those involved and acclimate individuals to the beauty of other views.  

Conclusion

Offering remote internships can attract a target audience of soon-to-be graduates that can bring new insights to an organization. Remote internships must be carefully monitored and crafted by an organization before bringing remote interns onboard. However, once a remote internship program is implemented, a company will be able to welcome new interns that very well could become moldable talent to be hired as full-time or part-time staff to help the company attain their goals. Finding talent to fill vacant positions is a challenge for most organizations. Interns can be key resources to filling a company’s talent pool. Don’t miss out on the opportunity to work with impressionable and enthusiastic talent!  If your organization is looking at hiring interns but is unsure where to start, reach out to ExactHire’s Full Service Hiring team. We can help you post and screen potential talent to fill your company’s hiring needs.

Remote Work and Summer Travel

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As I write this blog, I am working at my elderly parents’ home, hours away from my home office, while they are out running errands. After I finish work, my gears will shift from employee-mode to daughter-mode. Where I will assist with tasks for which they need my in-person help. At the end of the day: work tasks = ✔ and daughter-mode tasks = ✔.  Having this flexibility to work in an alternate destination motivates me to continue to go above and beyond for my employer.  COVID spotlighted the growth of the remote work concept and showed the world that many roles could be effectively completed somewhere other than a typical office environment. That message has encouraged many employees to collaborate with their managers on enhanced flexible working arrangements allowing employees the ability to work in destination locations.

Working in a destination location offers the employee the ability to work as usual, and then after work, experience new sights. Or connect with others outside the employee’s home. An employee, with the proper tools, can work anywhere…their elderly parents’ home, between long airport layovers, at a summer or winter home, in a different city, or at the hotel / AirBnB before their child’s event. An employee’s partner might need to travel to a domestic or international location so why not work together remotely for a period of time?  In a post-COVID world, remote work is embraced by employees and companies, as long as productivity is not impeded. With careful planning, strong supports in place, and clearly defined parameters, employees can productively work in alternate remote locations offering the ability to perform and rejuvenate.

Remote Work Guidelines

There are many factors for HR and managers to consider when establishing guidelines for remote work outside the home office.  Working in alternative remote locations, such as destination locations, does not mean the employee is on vacation. Job responsibilities must be completed; however, it can be revitalizing for employees to work in a travel spot of their choice. To help employees understand what geographic work options are available, clearly defined policies and open communication with management are essential. In any role, communication is the pivotal concept that determines the relationship between employee and manager.  The two make a team, and they must be in tune with what goals, timelines and expectations exist for each other.  Location of employees is irrelevant if either the employee or the manager cannot effectively communicate ongoing efforts to achieve the company’s goals. 

Alternative Remote Work Policies

When crafting alternative remote work policies, HR and management must address key items:

  • Locations – Are there any locations (countries or cities) that are prohibited to work? This could be due to security concerns, lack of accessibility to essential resources, or outbound travel constraints.   
  • Work hours – Will work hours vary? How will work hours be adjusted if time zones are different? Will there be any flexibility to work in the evening instead of the day?
  • Length of stay – Is there a time limit that an employee can work at an alternative location? How will the employee recover productivity to offset travel time?  
  • Equipment – What equipment will be provided by the company and the employee? What hardware and software are required for use? Is there a need for converters if working internationally?
  • Damage and/or Theft – If a company device is damaged or stolen, what is the timeframe to report the loss? How will company devices be replaced?  What is the process to mitigate loss of data? Can the employee use a personal device as a temporary replacement for a company device?
  • Security – What are the expectations to maintain security of confidential material? Especially for businesses who handle sensitive tasks, are there locations that an employee cannot work to maintain security?  Consistent Virtual Private Network (VPN) use and prohibiting the employee’s use of free, unsecured wifi are typical expectations. 
  • Fees – Who is responsible for certain fees? (i.e. mobile hotspots, shared workspace venues, internet fees, etc.) Are there any fees that the company will not cover? Include a clause that additional expenses should be pre-approved to mitigate the potential for employees to expect reimbursement for line items that could be denied by the company.
  • Tenure – Is there a length of time that the employee must have worked before an employee can work at a destination location outside a home office?  Companies might want a specific amount of time to evaluate the employee’s productivity, dependability, and communication skills before offering this option. 

 

Managing productivity

When working at a destination, although work hours might vary, work responsibilities do not. An employee working at an alternate destination must maintain their focus on their essential tasks for completion and not allow distractions to affect their performance.  Staying organized is crucial to ensuring tasks are completed on time. Organize oneself with electronic checklists to verify tasks and questions are addressed.  Managers should schedule periodic check-ins with the remote employee no matter the remote employee’s work location.

Check-ins should be on camera for a more personal feel. Chat software can be used for ongoing communication with managers and teammates during the workday. Use a shared calendar so teammates are aware of meetings, project due dates, and other key timelines. Create a travel friendly work area. Confirm there is adequate desk or table space for devices. Make sure video meetings are in reduced noise areas with backgrounds that do not detract from the content being discussed. While an employee might be working waterside and maintaining focus, it can be distracting to others if they see and hear “tourist-y” sights and sounds.  Noise canceling headphones are a must for any remote employee. 

Explore ExactHire Solutions

 

Tools

The best part of remote work is that the tools necessary to perform are often what employees already have and use, making the transition for employees to work anywhere in the world more feasible for companies. Connectivity is essential when working remotely so an employee must have reliable, high-speed internet access wherever they work.  Before traveling, the employee should research the internet connectivity and security options in the alternate work destination. Use a Virtual Private Network (VPN) to ensure security of communications and data. 

Mobile hotspots are an option, but consider investing in a portable wifi device. If taking or shipping company equipment, get company permission first. Bring technology that replicates the home work office. If an employee uses one or more monitors, include those items when packing, and ensure they are carefully shipped with tracking and insured. Locate shared workspace resources before traveling. Working at a shared workspace offers the benefit of stable, speedy internet, electric plug-ins, and private areas for calls and confidential work. These spots can be rented for a day, week or month. Using SaaS tools like an applicant tracking system and onboarding platform allow HR and other hiring professionals to work anywhere in the world where there is an internet connection. 

Conclusion

Working remotely outside the home office does not have to impede productivity. Having the opportunity to see new sights or visit loved ones in non-local areas after work can boost the mental wellbeing of employees.  Productive employees who feel connected and supported by their employers are more likely to stay at the company. This provides the opportunity for the company to promote its benefits. As well as enhance its allure as a positive place to work. Also, enhanced flexibility could reduce turnover therefore saving time and money, eliminating costly turnover. Some employees seek to have solitary time in a different location. While others might want to take extended time away with their families but still work effectively. Different surroundings can generate heightened productivity with multiple personal rewards where the employee and the company both win. Let the creativity flow wherever you go!

Mid-Year Performance Reviews

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Human Resources professionals and managers are well-versed on the annual performance evaluation process, but they may have challenges including another integral piece of the employee review process: mid-year performance reviews.  Both mid-year and annual reviews are essential to the growth and development of the employee which impacts the company’s profitability.  It is crucial to have a plan in place on how, when and why to conduct mid-year performance reviews. Here’s how to make it simpler…

Performance Review Timing

Typically, annual performance evaluations are once a year. These can be on or near the employee’s workiversary or at the end of the calendar or fiscal year.  The focus of performance evaluations tends to be more reactive than proactive. Reflecting on the past year’s successes and challenges. Managers communicate the employee’s goals as obtained or unattained with the inability to modify the goals established at the beginning of the year.

When managers conduct mid-year performance evaluations to reevaluate and refine goals, they can save time and boost profit and productivity for the second half of the year.  Mid-year performance evaluations are proactive efforts. Examining what is and is not working and strategize how to achieve established goals by the end of the year.  When managers complete mid-year performance evaluations, they show their commitment to their team members with actions to devise strategies that support the employee and the team in their efforts to achieve end-of-the year goals.  

Why Mid-Year Performance Reviews?

Mid-year performance reviews do not replace the need for managers to have ongoing communication and check-ins with employees on a regular basis. Open, frequent check-ins are part of employee accountability to provide essential, immediate knowledge on the direction of current projects. Communicate the benefits of mid-year reviews to employees so they welcome the conversation instead of being apprehensive about it. Mid-year reviews serve as a “temperature check” to determine the employee’s overall satisfaction in their role. As well as help chart a map towards meeting the remaining end of the year employee performance goals.

When managers conduct mid-year performance reviews with their teams, it provides an opportunity to ensure the team is aligned with the company’s goals, mission and vision and promote employee engagement. Open dialogue in a mid-year performance review gives the employee and manager insight into what they are feeling. It gives an opportunity for the manager and employee to work together and brainstorm solutions to reduce barriers preventing the employee from performing and being the best employee they can be.  

How to Prepare

Mid-year performance reviews require organization and analysis.  Managers should take a few days to prepare for the meeting with the employee after reviewing performance data, KPIs and productivity measures. List strengths of the employee’s performance to share early in the conversation. Thoughtfully reflect on the areas where the employee needs development, and ask the employee what they need from the company to meet established goals. Always give specific examples of tasks that went well or could have been improved for reinforcement.

Be aware of trends or situations that might be affecting employees’ performance. Higher inflation costs, staffing shortages, and supply chain issues impact the company as a whole, but effects from those global influences inevitably trickle down to employees. Higher inflation costs make the profit margin shrink so employees have less room for error when spending or making goods.  Staffing shortages can reduce the capacity of the most productive employees when they are faced with covering for additional role(s) while performing their own. Delays in acquiring essential items for operation can delay the final product. The global market is truly an intricate puzzle with factors and people that carefully fit into the whole picture to make the prize product.

Conducting The Performance Reviews

Conduct the mid-year review in a comfortable setting if possible. Go to lunch together, even if the employee is remote.  Order food delivery or reimburse the remote employee for the working lunch session.  If providing lunch is not feasible due to team size or budgetary constraints, have the session in a neutral meeting room for onsite and hybrid employees to mitigate concerns of “being called into the boss’s office”.  For remote-only employees, managers and employees should schedule a time that works on the shared office calendar.  Take into account differing time zones, time off and other related factors. Conduct remote mid-year reviews with the camera on to make it more personal. 

Setting Goals

Use the mid-year review conversation with the employee to reexamine existing goals. Are existing goals ascertainable? If meeting certain goals is in question, brainstorm why and how those goals can be attainable. Are there goals that need to be modified or eliminated due to shifts in responsibilities? If certain goals have been attained, what new goals can be created? Listen to the employee’s thoughts. Because the employee is in the depth and breadth of their role, they might see challenges and opportunities that the manager does not.  Managers must listen to the employee’s observations and concerns. Be candid with the employee as to what can and cannot readily be changed. 

 

When collaborating with the employee, listen to their ideas and concerns. When goals need to be set or realigned, be SMART about goal setting.

 

S

Keep the goal specific. Too many facets of one goal can be daunting and overwhelming for an employee to understand and achieve. When a goal has multiple layers, it can be difficult to determine if or when it was completed.

M

Define how the goal will be measured.  Whether a goal is quantitative, qualitative, or a mix of both, parameters must be established. Both the employee and the manager must not end the mid-year performance review without confirming understanding of what is being measured and how it will be measured. 

A

All goals must be attainable in you performance review.  Goals must be feasible for the employee to achieve. Management must ensure that all employees have applicable resources available for employees’ use. If goals are unreasonable or unattainable, employees will feel the frustration of what could be viewed as their inability to meet goals. In these situations, often job loss of some format occurs – voluntary or involuntary.  Companies would prefer not to terminate employees unless absolutely necessary because of the cost and time to replace the terminated employees.  Employees would prefer to stay at a company if they feel they are supported professionally and personally, and if those needs are not met, they will find work with a different company.  Companies lose with turnover so managers should be a catalyst for their employees’ success.  

R

Make the goal relevant to the employee and the company. Ensure that goals for the employee intertwine with the employee’s professional development and the company’s goals for productivity. When an employee uses their professional knowledge and skills to achieve company goals, it delivers personal fulfillment for the employee while boosting the company’s development. 

T

Employees need to know when goals are due so make them time-bound. Goals without a due date can be overlooked or ignored by employees and potentially their managers. Establishing a timeline of due dates to share goal updates, progress or stagnation statuses, and, ultimately, the final results provide employees with clear expectations of what is expected by when. Time-bound goals hold both the employee and manager accountable for their deliverables.

Conclusion

A company’s success is a marathon and not a sprint. Mid-year performance reviews provide the opportunity for managers and employees to collaborate on what is needed to successfully cross the finish line. Creating SMART goals will help managers and employees stay on their path to enhanced productivity as both entities know what is expected and when. Use the time after the mid-year review to keep communication flowing. Check-ins to determine how employees are proceeding on their paths can help. Strategize, as needed, if established goals need modification. When management has open communication, not to hear but listen to employees, the emphasis truly is on the team.

Managing Time Off Requests

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Kids are not the only people who count the days to summer vacation…adults have their own countdown as well. June, July, and August, in addition to December due to its many holidays, are the months when employees request time off more than any other time of the year. Federal holidays that might yield a day off here and there simply might not be enough of a break from work. By mid-year, employees can feel in a “rut” and need an extended break from the work environment.  Research shows that employees who use their vacation time are more productive. Employers who support their employees’ use of vacation time have higher employee engagement and retention rates. With careful planning and effective communication of policies and procedures, employers can successfully balance summer vacation requests without impeding productivity.

Paid Time Off Policy

To alleviate any confusion on how vacations can be taken, a clearly defined paid time off (PTO) policy needs to be in place and communicated with all employees. When creating a PTO policy, include specific information about vacations at peak times such as summer months and December. Often employees with children want to take time off together for travel during summer. Their children are out of school resulting in an influx of PTO requests during these peak times. Eloquently, but succinctly, describe the guidelines, parameters and expectation of paid time off for employees. PTO policies must be clearly defined and address these factors:

 

  • PTO accrual: How is PTO accrued?  Is there a general bank of time that is used for  both vacation and illness, or are there a certain amount of hours or days allocated for illness only and personal matters (travel, appointments, etc.) only? How can employees check their amount of PTO time?

 

  • PTO allocation: Is there a maximum time of PTO that can be used in one duration? Is there a minimum amount of notice needed for PTO requests?  Are there specific months that employees cannot take PTO? While most companies offer PTO as a benefit, employers are discouraged from prohibiting employees from taking PTO during certain months. However, if there are no state or local paid leave laws prohibiting it, employers can restrict employees from taking PTO during certain time frames if the employees’ absence would cause undue hardship on the company. (FMLA would not fall into this caveat.) Word of caution: employers who offer PTO but have strict limits on when and how it can be used tend to have more employee turnover.

    

  • PTO request: Is there a limit of PTO requests per month? How do employees request PTO? Does the request get submitted to the direct manager only, or are there any other people or departments (i.e. Human Resources, area manager(s), etc.) who should be included also? How can PTO requests be canceled if needed? Is there an online or paper form to submit, or is it emailed to designated employee(s)?  Be cautious of paper.  Not only is it environmentally unfriendly or cost ineffective, but if a paper PTO request gets lost, it will wreak havoc on scheduling.  

Time Off Reminders

Vacation policies must be communicated at the time of new employee orientation and acknowledgement can be documented in the company’s employee onboarding software. Policies and reminders to use PTO should be communicated frequently by managers and HR to employees. Ensure policies for time off are clearly defined and understood by all employees to mitigate the potential for denied PTO requests. Having a clearly defined PTO use policy helps prevent the company from being short-staffed in peak times. Policies must be consistently enforced in all locations of the company.

Time Off Planning

Consider starting a new year campaign in January to encourage employees to plan and schedule their vacation time for the year. Post-holiday blues can impact productivity and motivation. Encourage employees to plan ahead for their future “fun times” early in the year which helps managers begin to plan for staff absences and task delegation. During peak PTO times, teams must be aware of their members’ PTO absences. Have a sign or a board to create a visual reminder of who is out of the office and when they are slated to return.

Include out-of-office updates on the team’s shared calendar to help employees plan accordingly to prevent overlapping PTO requests by teammates. If overlapping PTO requests occur, management should refer to the PTO policy when granting or denying time off.  Some policies will include parameters on the number of employees out-of-office at one time. While other policies might be more lenient depending on the workload and if it is a busier time internally.  Company policies should include “tiebreaker” criteria. Does seniority of the employee matter? Is it based on who submitted the PTO request first? How much time off have the employees already taken?  We should not take out the human in Human Resources so it is important to consider the personal motivators driving the PTO request as well.  

Communication

Prior to going out-of-the office, the employee should communicate with their team and/or manager about the status of key items. Are due projects completed?  Are there any items that are pending or awaiting outside or internal communication that should be addressed? Teammates often pick up the out-of-office employee’s duties while they are out. Provide cross training on tasks early so employees who are in the office do not have a learning curve. This can limit bad performance in the out of office person’s tasks in addition to their own.

Consider incentives for those employees who want extra hours. Or those who step up to cover responsibilities for teammates who are out of office. When multiple employees within a team or unit are out at the same time, know what the parameters are for contacting them in case of emergency. Incorporate efforts to reduce the tasks and projects employees must complete immediately upon return.  

 

Encourage all employees to use allocated vacation time. Time off is meant to be a way to reduce stress and prevent burnout. While vacations are meant to be relaxing and refreshing, the thought of “all the work” that an employee must catch up on upon their return often leads to people not wanting to use vacation time leading to burnout and frustration. Let the employee come back and stay refreshed back at work after time away. That is the purpose of PTO – time off. When companies encourage the use of PTO, it communicates a vested interest in the physical and mental wellbeing of its employees making the company more desirable to current and prospective talent. It is a win-win for all!    

Conclusion

If your HR team needs support with hiring during these summer months or throughout the year, learn more about ExactHire’s Full Service Hiring.

Spring Into Action – Interns, Externs, & Apprentices

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Filling open vacancies within a company is a daily challenge for Human Resources.  Seasoned talent coming from competitors may try to leverage their skills and experience to potentially negotiate. Whether that’s higher salary or benefits packages when seeking employment with a new company.  The hiring process can become a game of negotiation between a company and a prospective employer. Unfortunately, the employer will lose prospective talent to a competitor from time to time.

When filling some vacancies, a key talent pool can often be overlooked. Spring has sprung, and ‘tis the season when many new college/university and trade school students will be entering the workforce as new graduates who seek to utilize their skills acquired through advanced education. HR professionals need to explore the new graduate population as resources to fill entry-level and mid-level roles within an organization. New graduates seek work so let’s give them a chance to show what they have learned.

 

Benefits of New Graduates

New graduates offer a variety of benefits to an employer. From their coursework, they have learned new strategies and educational content that can be applied towards job duties.  Group projects throughout their major and general education courses provide opportunities for students to think creatively. They learn to express their ideas while learning from others’ perspectives.  They must plan and strategize to meet timelines and goals to ensure delivery of successful projects.  Communication, collaboration and team building are transferable skills that are essential in the workforce and are key components of higher education learning experiences.  

There are different ways students can acquire relevant experience that relate directly to the role(s) they seek in their desired industry(ies).  Internships, externships and apprenticeships are three experience opportunities designed to develop business acumen for students.  Each of these three experience opportunities have similarities and differences yet all offer beneficial insights and enhance marketability of new graduates.

Externship vs. Internship

Handshake explains the difference between an externship and an internship. Externships focus on connecting a student with a mentor in a company to learn more about what the mentor does and what tasks, functions and trends are anticipated within an industry.  Externships are typically unpaid and short-term.  Internships provide hands-on experience within the student’s desired career field. Unlike externships, internships tend to be paid, although if paid, wages are typically low. 

Internships tend to earn academic credit and can last up to a year while externships are often a part of a class so no additional academic credit is earned. Externships are often very short lasting up to a few weeks.  Apprenticeships are typically full-time training programs leading to industry recognized certifications and full-time employment using those specific skills. Internships and externships do not always lead to permanent employment with the organization in which the student completed the internship or externship while apprenticeships are the opposite.  

Unique Advantages of New Graduates

Hiring new graduates to fill vacant roles provide a myriad of benefits to an employer. New grads are anxious to find a job that allows them to use their skills from training. They want to be self-sufficient, make money and pay off any existing loan debt so employment is a key goal for them. New grads can be easier on the company’s salary budget.  Because new grads lack years of formal, industry specific work experience, they may be hired at a lower, but fair, market rate as compared to seasoned talent. New grads can be “molded” by company leadership. Meaning that they can be taught professional and company culture skills more easily. 

The “because we have always done it that way” mindset is not firmly implanted in their minds. Whereas tenured employees and job seekers might think this way. Pairing new graduate hires with a mentor can be a big help. They can train the new grad with skills that were not learned in the classroom.  Hiring new grads can build career longevity and set the new graduate up for success leading them to pursue internal advancement opportunities as time goes on.  Talent stays within the organization which can save time and money on recruiting and onboarding due to turnover.      

“Inexperienced” Candidates

If a new graduate does not have an externship, internship or apprenticeship on their resume at graduation time, it does not mean the person does not have pertinent experience or transferable skills applicable to vacant roles within a company.  Consider any full-time or part-time employment the student worked while completing higher education. Working while going to school takes time management skills.  Being a barista or server requires excellent customer service skills. 

Tutoring requires a person to be a subject matter expert (SME) with the ability to communicate knowledge to others in ways students understand.  Call center and retail associates must be organized, meet goals and deliver a positive customer experience. Babysitting and nannying require compassion and the ability to keep children safe and entertained. These examples are a fraction of part-time and full-time jobs that students have worked while training.  All of these examples encompass transferable skills. 

New graduates who have a degree but not experience through externships, internships or apprenticeships can benefit from On-The-Job (OTJ) training provided by the company.  OTJ training is especially useful in the manufacturing environment. These graduates may come with technology related training but need specialized training with differing equipment within the work environment.  OTJ can be part of a higher education training or trade school training program also.  

Recruiting New Graduates

If your organization is ready to recruit for your own internship, externship and/or apprenticeship programs, having a specialized application within your Applicant Tracking System (ATS) will help. Collect essential data such as contact information, college or trade school attending, anticipated graduation, links to portfolios, and answer fields where students can share achievements and awards.  Ensure the ATS application collects all the pertinent information needed to select the most prime candidates.  Keep open communication flowing with students through text and email.

Make sure that students receive an acknowledgement when they apply and especially if they are not selected so they can plan accordingly. Creating message templates within the company’s ATS can make communication personalized while quick and convenient. Make sure all applicants, whether it be for an internship, externship, apprenticeship or permanent employment, have a positive experience in the recruiting process.  Negative experiences can easily travel on social platforms and through word-of-mouth. Create and maintain a positive view of the company’s recruitment process. Leave job seekers with a satisfactory experience so they can share something positive about the company.  

Conclusion

Only a few months until the Spring and Summer terms are over.  Spring into action now to recruit new talent from the upcoming graduate pool from higher education and trade schools. Make sure the company’s branding on the company website and social media platforms are welcoming to new graduates. Communicate the benefits and why new grads should come to work for the company.  Appreciating the talents that new graduates bring can lead to a long-term relationship between graduate talent and the company boosts productivity and profits.

Personalization of Employee Benefits

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Talent that drives the success of a company is multi-generational. Working alongside each other are Baby Boomers, Gen X, Y (Millennials) and Z. Each generation brings its own talents and characteristics. They each have their own unique needs when it comes to employee benefits provided by the company. There is no one-size-fits-all to employee benefits which will meet the needs of all generations in this diverse workforce. 

To truly invest in their talent, an employer must carefully examine benefit options that appeal to all four generations in the workplace and offer benefits relevant to employees’ needs.  When a company offers personalized benefit options, the employer and employees both win. By meeting the varying needs of each group, a company’s personalized benefit package can help maximize its Employee Value Proposition (EVP). thrusting the company into the spotlight as an employer committed to meeting the needs of its talent and communicating that the company is a bona fide best place to work.

Employee Benefits and Compensation

Benefits and compensation can be complicated not only for employees but HR as well; however, personalizing benefits does not have to complicate the benefits process further.  Personalized benefits within the HR realm is the concept of providing benefits that employees want and actually use. This offers a way for a company to meet not only generational needs, but the needs of employees in different locations and professional levels. When employees have access to benefits that help them professionally and personally, this increases employee satisfaction and productivity leading to reduced turnover and increased profits.

Evolving from the one-size-fits-all to personalized benefits concepts takes time and communication.  Solicit feedback from employees as to what types of benefits they seek, and incorporate new benefits gradually to prevent employees, managers, and HR from becoming overwhelmed.  Benefit selection does not need to feel like walking down the bread aisle of a grocery store with hundreds of options. Start small, and grow slowly. 

Generational Employee Benefits

Each generation has its own needs. Research shows that mental health resources are a high priority for Gen Z. They completed their education through a global pandemic and have lived completely through the internet age so technology is native to them.  Accessing online and app-based healthcare, especially mental healthcare, is important to Gen Z. Gen X and Millennials are often caregivers for children and older family members so comprehensive, lower-premium health benefits that include dependents and live-in relatives are sought.  Boomers are exiting the workforce through retirement so their needs are shifting.  While working, they seek benefits that are focused on prevention. Screenings and annual checkups are important as they try to mitigate the onset of health issues before retirement. 

Non-Health Related Benefits

For all four generations, do not underestimate the desire for non-health related benefits.  Financial management, retirement guidance and professional development benefits are highly sought after as well.  AFLAC reports that 80% of individuals surveyed want support and guidance on personal finances for daily life in addition to retirement planning assistance. By having company provided financial advisors accessible to employees, employees have the opportunity to plan for tomorrow while living within their means today.

Helping employees invest and budget their wages can guide them to more effectively spend and save their money instead of feeling like they are not meeting their financial needs.  If an employee does not feel they are making ends meet with their current wages, they will look elsewhere.  Reduce turnover by providing financial advisors who can show employees how to effectively spend and save instead. By offering company sponsored financial advisement, employees do not have to pay for those services which saves them money, and employers have a higher likelihood of employee retention when employees see how to stretch and save each dollar.   

Expense Allowance

One of the most common ways to personalize benefits is to provide employees with a monthly or annual expense allowance. It can be in the form of employee reimbursements or expense (debit-style) cards.  Most people are familiar with the concept of Flexible Spending Accounts (FSAs). These are used typically for co-pays, approved prescription or OTC drugs, and medical devices. To promote benefit personalization, some employers are incorporating Lifestyle Spending Accounts (LSAs). These can be used for child or elder care, fitness and wellness programs. as well as other items typically not covered with a FSA or Health Savings Account (HSA).

LSAs can have parameters of use set by the employer. However, make sure those parameters will meet the needs of the employees while reaffirming the company’s values and ethics. Gym memberships, home workout equipment, organic food, social events, and relaxation opportunities (i.e. hobbies like reading, travel, etc.) are highly desired benefits that could be considered within a LSA. Although many roles have shifted to remote or hybrid, not all have. Commuter benefit plans help people pay mass transit or parking costs.  

Conclusion

No matter the benefit package, HR’s efforts to promote benefit use are essential. While it is the employee’s responsibility to know what benefits they have, employees appreciate the opportunity to have HR personnel as a resource. They can help them navigate questions and benefit use.  HR can send messages via email and text to employees about available benefits that employees might not be using. As well as provide general information and links to access the service. Host quarterly Q/A meetings with employees to remind them about available benefits. Also to get feedback on the current benefits offered to plan for next year.  Collect feedback through surveys and small focus groups to find out what benefits employees seek that are not currently offered by the company.

Send reminders to employees periodically through the year to remind them to use their FSA money before the deadline and include lists of approved ways to spend FSA funds. Promote telehealth visits for time and money savings. Telehealth can reduce costly urgent care and ER visits. They can also reduce absenteeism with the convenience of not having to take off work for a doctor’s appointment. 

Personalized benefits focus on the person. Each employee is a person with personal and professional needs and a desire to fulfill them.  When a company offers personalized benefits that are aligned with their employees’ needs. Employees witness a commitment by the employer to the wellbeing of employees. Employees and employers both are in an aggressive fight with rising costs and inflation. However, personalized benefits can offer a way for employees and employers to fight that fight together where each entity becomes stronger together in the long run.

 

Photo by FlyD on Unsplash

HR Strategies for a Pandemic

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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. 

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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.