Reimagining Recruitment

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Being unable to hire qualified workers is the most critical and widespread challenge businesses face today in the post-pandemic world.  Businesses that don’t have enough employees are forced to reduce their hours, scale down operations, and in some cases, permanently close, all leading to a less than rosy economic recovery.  

In a recent Committee to Unleash Prosperity paper CTUP_BonusUnemploymentBenefitsLaborShortage.pdf (committeetounleashprosperity.com) by Casey Mulligan, a professor of economics at the University of Chicago, who served as chief economist at the White House Council of Economic Advisers, the latest monthly jobs report from the Department of Labor for April and May have shown disappointing employment increases, flat job participation rates, and a slight increase in the number of Americans collecting unemployment benefits.  Two weeks before the May jobs survey, the BLS counted 9.3 million unfilled jobs in America, even with more than nine million Americans “unemployed.” The 9.3 million unfilled jobs is almost 2 million beyond the pre-pandemic record for the U.S., and the policy riddle is why more unemployed workers are not getting back in jobs. Small business owners around the country—construction firms, restaurants, bars, retailers, hospitals, and factories—are complaining that workers they want to rehire are less likely to work now. According to the U.S. Chamber of Commerce, some nine of 10 small employers are citing a shortage of workers as a top concern. 

Back in March, Congress and President Biden enacted the $1.9 trillion American Rescue Plan. H.R.1319 – 117th Congress (2021-2022): American Rescue Plan Act of 2021 | Congress.gov | Library of Congress

Because of the $300-a-week bonus unemployment benefits enacted in March 2021, along with other expansions of welfare benefits and cash payments unrelated to work:

  • In 21 states and DC, households can receive a wage equivalent of $25 an hour in benefits 
    • with no one working. 
  • In 19 states, benefits are equivalent to $100,000 a year in salary for a family of four with 
  • two unemployed parents.
  • In all but two of the blue states, $300 Supplemental Unemployment Insurance benefits 

plus other welfare pay more than the wage equivalent of a $15 minimum wage

There are 1.4 available workers per job opening in the US. This rate is just half the average of the past 20 years

Clearly, corporations are going to need to woo these workers back to work.  According to Jennifer Shappley,  Jennifer Shappley | LinkedIn the vice president of global talent acquisition at LinkedIn, the key to success in fighting the war for talent, is for corporations to offer flexibility to their employees. 

Forward-thinking companies recognize that employees, just like consumers, are attracted to different types of flexibility.  The below are some ways you might consider enticing your prospective employees and current workforce back to the office

  • Offer a hybrid model where they work 2-3 days in the office and the remaining days in an alternate location
  • Create more inclusive job advertisements. Job listings referring to “responsibilities” rather than “requirements “. LinkedIn finds a 14% increase in candidates when job posts mention responsibilities, but not requirements
  • Consider whether a 4- year bachelor’s degree is necessary.  LinkedIn reports a 20% increase in managers hired who didn’t possess a traditional four-year degree.
  • Be empathetic and concerned about your employee’s mental health- allow sick days to be used for “wellness days”
  • Re-imagine the workplace to be warm and inviting
  • Create informal areas where employees can collaborate with each other
  • Sponsor afternoon events where employees can enjoy a glass of wine and each other’s company

At the end of the day, monetary compensation is only one reason why employees work.   Help your employees to balance their work and personal lives, provide a comfortable and relaxing work environment and allow them responsibilities where they feel fulfilled at the end of the day and you will attract the candidates you need!

Maybe the Greeks Had it Right

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sherrie suski pandora's boxIn the Greek myth of Pandora’s box, Pandora was given a box by the gods. The gods told her that the box contained special gifts from them but she was not allowed to open the box ever. Pandora was trying to tame her curiosity, but at the end she could not hold herself anymore; she opened the box and all the illnesses and hardships that gods had hidden in the box started coming out. Pandora was scared, because she saw all the evil spirits coming out and tried to close the box as fast as possible, closing Hope inside.  As she slowly re-opened the box, there was Hope, in the corner and it needed to be coaxed to enter the world and show all humankind that it existed.

Humans need Hope and as leaders, we manage humans.  It is up to us to set the stage for a hopeful environment, one in which when the going gets tough, we remind people it is temporary and that we will get through it together.  Some of the ways we can create a culture that is built on Hope as the foundation are to:

Get to personally know your team

It is hard for you to offer Hope in a way others can receive it if you don’t truly understand the people who work for you.  Spend time getting to know who they are outside of work, what hobbies they have, how old their children are. 

Allow you leaders to lead

Ensure that you hire the right people and then provide them with both challenges and choices on how they meet that challenge.  You get to define the what, but let your leaders define the how. 

Recruit help

Every organization has both formal and informal leaders.  Find those informal leaders. and enlist them to help you instill Hope throughout the organization.  When communication takes both a formal and an informal path, it is much more impactful and spreads much more quickly than depending on formal communication channels alone

Offer the right information at the right time

While honesty and transparency are admirable traits, when you are trying to create an environment of Hope, it makes sense to shield your team from some of the inconsequential negative information.  I am not suggesting that you withhold critical, negative information, only that you smooth the ups and downs and focus on the larger upward trend

Paint a picture of a hopeful future

Continually help your team to see how bright the future could be.  Choose to focus on the positive and show them the path to get there.  Share with them all the things that are going well and how you will help them to overcome what is not.  Happiness is a choice.  Choose wisely.

Employee Well-Being Redefined

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sherrie suski 2021 wellbeingWe typically define well- being in terms of emotional, physical, social and financial wellbeing and while employee wellbeing has always been the purview of HR professionals, it has been taken to a stratospheric new level moving into, what some are calling, the 13th month of 2020, January 2021.  

Never in most of our lives have our employees needed more care, empathy and information that they do today.  At every turn they are struggling with at least one, if not, multiple of the above areas that define wellbeing.  They no longer get the immediate feedback that was part of their everyday office life, where a simple smile, or gesture of reassurance was more than welcome on the days that were difficult.  They had opportunities to use the gym, stay physically active, to socialize with family and friends and to feel some sense of control around their financial future.  If any one of the above areas is in question, it can cause employees not to be able to bring their best selves to work, but when all four have been impacted and the same time, some fee they are driven to distraction by what feels like an out-of-control life.  

Employers need to step up and step in at every opportunity and this is NOT just the purview of the HR function.  This is every people leader’s role.  Your employees need to know that you care, and they need to know that you are there for them, as a beacon in the night, assuring them that life will return to normal and that you are there to support them with whatever resources are at your disposal should they and their families need them

Emotional Support

  • Make it simple for people to connect and do their jobs no matter their circumstances
  • Gauge employee sentiment via a pulse survey to understand where people are struggling
  • Bring to light information and opportunities that are specific to them so employees can thrive amidst uncertainty
  • Employee needs haven’t changed, just evolved.

Valuing every person, every day goes a long way in honoring employee needs and understanding motivations.

Physical Support

  • Offer a wellness platform, like Vitality,  that all employees can engage with virtually
  • Create contents that employees can participate in on socially distanced teams or individually
  • The COVID 15 is no joke.  Being overweight can increase health risks, so help employees to shape up by offering education on healthy eating

Social Support– 

  • Nurturing new hires to accelerate their productivity
  • Providing employees access to relevant learning and development to foster their growth
  • Enabling meaningful manager feedback and coaching to boost performance
  • Increasing motivation by recognizing employees when and how they want to be spotlighted
  • Keeping a pulse on how employees are feeling

Financial Support

  • Offer financial planning courses on subjects of interest to wide ranges of employees
  • Talk openly about the benefits of Living Trusts, saving for retirement and the benefits of a 401(k)
  • Ensure employees, if you are able, that their job is secure.  The stress created form an uncertain financial future is keeping many people up at night.

HR leaders have an opportunity and an obligation to get this right.  Now is the time to reach out to your employees and ensure they know that you care about them not only as employees, but as human beings.

Did You Forget Your Brand?

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sherrie-suski-brandCrafting and supporting a meaningful and aligned external and internal brand identity requires us to be proactive in nature. COVID-19 required us to be reactive in nature.  While we were busy reacting to the imminent threat in front of us and scurrying to move our workforces’ home, figure out testing, manage through a reduction in force in some cases, many forgot their brand.  

Brands do not only require management during the good times but require even a more significant effort during the difficult times.  This is the opportunity to have your vision and guiding principles be more than just words on a wall.  This is the perfect opportunity to show your employees that you value them and not just say the words.  In many cases, when our economy and our companies return to “normal”, there will be significant repair work to be done by those that did not understand that a pandemic is not a good excuse for exiting your internal  employer brand.  The good news is, however, you can get a head start!

Reduction in Force

Think long and hard about your need to do a RIF.  While cost savings are typically the primary motivator, who has created the spreadsheet and calculated what will be lost on the other side?  Good employees may not want to return and will have moved on. They will also have told a dozen of their closest friends not to work for you as you will be viewed as a Fairweather Friend.  Those employees who are still with you, may choose to seek out other opportunities when the economy picks up as they will have seen how committed to the employees you really were and believe that they will fare no better during the next tumultuous event.

Top Workplace awards

If you treated your workforce well, if you stood behind your employees and did not succumb to panic, now is the time to showcase that by crafting an entry for Best Places to Work, Energage or one of the many other employee engagement surveys. Your employees will know how fortunate they are and will want to tell the world what a great place your company is to work.

While Glassdoor may be the bane of their existence for many in HR, you can learn to leverage the site to your advantage.  Actively ask your employees to write a review.  It is always the hope that they have something positive to say, but even when they don’t think of it as a learning opportunity for how you can improve.  

Keep in mind that what you do today will remain a part of your employee culture for much longer than COVID  will be a pandemic and ensure you are making the right decisions for the long term.

When HR Reporter asked participants to rate how challenging 12 major workplace issues might be in 2021, more than six in 10 (66 per cent) said recruiting and hiring would be challenging.  Make sure that you are doing everything you can today to set a successful stage for tomorrow for your current and future employees!

Human Capital Management (HCM) Platforms

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sherrie-suski-hcmHuman Capital Management System (HCM) is a one-stop solution to manage HR needs, to streamline processes, to provide visibility into the global workforce, and to provide a user experience that’s accessible from anywhere. So we can keep your people engaged while helping them adapt and grow. It covers the whole employee lifecycle: onboarding, recruiting, learning, compensation, payroll, benefits, time off, analytics, planning, etc.

How can an HCM benefit your organization?

There are a number of variables and considerations when selecting a new Human Capital Management (HCM) Platform.

  • What is the size of the company?
  • What are the platforms other functions are using?
  • Does your company plan to grow?
  • Are you global or domestic?
  • Do you have field teams that require mobile capability?
  • Do you need customized reporting capability or is standard reporting sufficient?
  • Are you looking to integrate payroll?
  • Which modules will you need?
    • Learning Management System
    • Applicant Tracking System
    • Performance Management
    • Compensation
    • Does it offer machine learning capability?
    • Do you require a cloud based solution?

The majority of providers today have cloud based solutions.  A cloud based solution refers to on-demand services, computer networks, storage, applications or resources accessed via the internet and through another provider’s shared cloud computing infrastructure. One of the key benefits of cloud-based software is the flexibility it offers. Cloud doesn’t tie you or your business into a single location. You will be able to do business from all over the world. This kind of flexibility can also help with employee satisfaction and productivity.

Selecting the right HCM for your business now and in the future provides a one stop shop for you and your employees to be able to access all information in one place.  Designed correctly, HCM’s save a tremendous amount of time and manual manipulation.  Value propositions include:

  • A single platform to manage and develop a diverse workforce with transaction history and operational metrics in a single system providing real-time global visibility.
  • Organizational flexibility and agility to adapt to change (M&A activity and shifting business models).
  • Operational efficiencies, freeing up more time for employee services and strategic HR initiatives.
  • Consumer grade, modern mobile experience for managers and employees.

Choose wisely as HCM subscription and implementation fees are not inexpensive and the time devoted to bringing one up is significant.    

Forbes Excerpt: “Getting Ready to Join the Workforce …”

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I was recently featured in Forbes Human Resources Council’s “Getting Ready to Join the Workforce: 13 Tips for High School and College Seniors.” Below is an excerpt of the piece. Click here for the full article.

“7. Identify What Makes You Unique

Help employers understand why you stand out from the crowd by focusing on accomplishments or attributes that make you unique and of which you are exceptionally proud. Be willing to take risks and put yourself out there. If employers aren’t connecting with who you are, those are not employers with whom you want to align yourself. You have a right to find an employer who values you! – Sherrie Suski, Tricon American Homes”

Do you feel Proud?

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sherrie-suski-proudWe had an exercise recently with Simon Sinek’s organization to re-visit our Purpose Statement and Guiding Principles.  For us they are not just words on a wall, but the very essence of who we are and why we exist.  The exercise started off with sharing stories of what made each of us feel proud to work where we do.  As we shared the stories around the table, it became clear that each person was passionately engaged in what we were creating.  

Jon R. Katzenbach, suggested in his book “Why Pride Matters More Than Money” that pride grows out of “the relentless pursuit of worthwhile endeavors.” This “intrinsic pride” becomes “institution-building” when it “prompts the kind of effective, customer-focused behaviors” that distinguish an organization from its rivals. Commitment based on “self-serving or materialistic gains,” he adds, is “short-term, transient, and risky.” It doesn’t unleash “the kind of emotional commitment” that builds “long-term sustainability.”

Knowing that the values of the company you work for align with your own individual values is an important indicator in the number of proud moments you will experience there and likely an indicator of your level of potential engagement and commitment.  

It would be difficult to work for former Baltimore Mayor Catherine E. Pugh who was recently charged with wire fraud and tax evasion and feel proud  of the company you were keeping. She is accused of ripping off nonprofit organizations and taxpayers by accepting payments for tens of thousands of books she never intended to deliver. Pugh used the money, according to court papers, to fund her mayoral bid and to buy and renovate a house in Baltimore.  Very few of us would wish to work for an organization that exhibited these values, and, if we did find ourselves in this position, would probably feel compelled to put in as little time and energy as possible, while feverishly looking for another job.  

Figure out in advance what makes you feel proud and what stories you would want to recount about why you felt proud of the company you work for.  It likely has little to do with their financial results or their share price. It likely does have to do with how they treat people and the value they place on doing what’s right, not what’s easy.  

Some of the stories that surfaced for us revolved around caring for an employee in a very difficult personal situation, making a choice that we felt was right but certainly not financially prudent, volunteering, caring for our residents in ways that went above and beyond what anyone would expect.  

Each company will have its own unique brand and style, but the next time you are contemplating switching jobs, ask the recruiter what some of their most proud moments have been and ensure that they align with what would make you feel proud.

Mid-Year Crisis

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We have all heard of the proverbial mid-life crisis where people in their 40’s or 50’s start to take stock of their lives, celebrating or lamenting what they have or have not accomplished.  Many of us go through the same feelings, albeit on a smaller scale, when the mid-year hits. It signals that it is time to take stock of what we and our teams have accomplished to date and determine how to prioritize our goals over the course of the rest of the year to ensure that we finish where we want to be, having accomplished everything we set out to do in January.  

Take stock

For those without an automated goal planning platform or for those of you have a platform that you don’t check into and update very often, now is the time.  Review what you committed to in January, update what has been accomplished and decide now what shouldn’t still be on the list. Business priorities change constantly and initiatives that seemed critical in January may not be so any longer.  Or, conversely, there may be projects that need to be added.

Prioritize

Align with key stakeholders in the organization to ensure that you understand not just HR priorities, but organizational priorities.  Where can you make the most meaningful contributions?  Whose buy in do you need? Ensure that you communicate these priorities to your team so they clearly understand which projects have the most visibility and are in a critical path.  

Assess resources and expertise

If there are significant changes to the plans that were carefully laid out in January, you will need to re-assess both the resources you have at your disposal and the expertise that exists within your team. In most cases there will be options.  You will be able to make a case for leveraging external resources if required to get the job done.  If it a training and expertise concern, now is a good time to explore additional training opportunities for your team members to ensure they are better prepared in the future.  

Develop Training Plans

To ensure that everyone on your team is prepared to tackle their new assignments for the remainder of the year, you may need to add “Training Plans” to your own goals. Assigning responsibilities to employees who are not adequately trained is a lose lose proposition.  No one wants to appear incompetent. Remember that training and development is a process that takes place over time. The plan itself is not the end, but rather the means to achieving a skill set or competency.

July 1st, just like January 1st, is a time to take stock of what has been done and what is still to come.  Re-assessing our priorities now assures that we finish out the year proud of what we and our teams have accomplished on behalf of our organizations!

Employee Engagement in Action

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Employee Engagement must be close to the top buzz word for 2019 or perhaps even the last decade.   While everyone can speak eloquently about the benefits of encouraging employee engagement and the importance of it to producing top business results, ask more specific questions and those once vivacious people go silent.  Few actually spend the time to detail the specifics of what activities actually do increase employee engagement in the workforce. Before we increase our spending in 2019 by 45% on increasing employee engagement as predicted by G2 Crowd, let’s figure out exactly how we should be allocating those additional dollars.

Productivity 

Productivity yields employee engagement. A novel concept as most would argue that it is the reverse; a previously engaged employee yields better productivity.  However, this gives us a significant opportunity to ensure that we provide our employees with every opportunity to not only produce, but to understand how what they do fits within the framework of the organizational objectives.  Establishing waterfall goals is an easy an effective way to assist employees at every level to understand their ability to accomplish objectives and feel proud of their contribution to the organization, thus yielding more productivity.

Employee Recognition

Employee recognition can come in many forms, individual, team or even Company.  We use a peer to peer recognition program called Good Gotcha’s. Anyone can nominate anyone else for doing something good.  A subset of those are then chosen and announced at our quarterly all hands meeting. We also have quarterly awards structured around our Guiding Principles, an annual President’s award and Community service award.  Don’t forget about company awards, there is Great Places to Work and the corresponding Fortune awards, AON Top places to Work and many local awards.  Employees feel proud to work for a company that is recognized nationally as one of the best places to work!

Promoting Wellness

Healthy employees are happy employees!  While only about 10% of employers have implemented a formal wellness platform, they provide opportunities across a host of health initiatives for your employees.  We use Vitality and could not be happier.  Employees have the ability to earn points for individual or team fitness challenges, for taking healthy actions like getting a physical of biometrics performed, buying healthy food and participating in physical, mental, emotional and financial wellness opportunities offered by the company.

Continuing Education/Learning

Almost all employees want the opportunity to develop their skills whether that be through lattice, vertical or ladder, horizontal learning opportunities.  We offer a three fold approach to learning that encompasses action steps, which are specific projects an employee can tackle to enhance their value to the company, internal training opportunities through custom content and courses and also through Franklin Covey’s All Access Pass and external training courses or certifications.

The list is likely endless.  Almost anything you do with the employees’ best interest in mind can be utilized to enhance employee engagement, and, ultimately, company performance!

(Forbes) – “Meet the New Breed of Inspirational Leaders”

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Sherrie Suski was recently featured in Forbes, commenting on the next generation of inspirational leaders. See below for an excerpt of the piece, and click here for the full article.

 

“In an organization, the word ‘mentor’ conjures up the image of a wise person offering sage advice — someone who has lived through ups and downs while learning valuable lessons along the way. Those early in their career are frequently told to seek out a mentor, someone experienced who could take them under their wing and provide the tutelage needed to navigate the fast track to success, while sidestepping the landmines.

While mentors still have a role in the workplace, the concept is giving way to a new breed: the idea of the inspirational leader. Employees today are looking to be part of companies that are giving back, and not just to employees, but to their communities and to society as a whole. The inspirational leader brings that broader impact and perspective.”