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HR Connection blog

Diversity Hiring Strategies That Work

Over the last year, many employers have worked to increase workplace diversity and expand their DEI strategies. And for good reason. As Glassdoor's Diversity Hiring Survey reveals, “3 out of 4 job seekers and employees (76%) report that a diverse workforce is an important factor when evaluating companies and job offers.”
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Technology Alone Is Not the Answer to Hiring Problems

on Sep 8, 2021 9:15:00 AM By | Linda Brenner | 0 Comments | Technology hiring HR Recruitment
The volume and variety of talent acquisition technologies on the market would lead even experienced HR professionals to believe that at least one of those technologies must be the key to improving the speed and quality of hiring. In fact, in 2019 experts predicted that the market for human capital–related technology (mostly related to hiring and retention) would approach $30 billion by 2025.  Even during the difficult economic times of the past year and a half, much of the talent acquisition chatter continues to have a strong technology bent. 
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How to Hire Gen Z

on Jul 28, 2021 9:45:00 AM By | Katie Johnson | 0 Comments | hiring Gen Z
The iCIMS “Class of 2021 Report” presents the results of an April 2021 survey conducted among HR professionals and college seniors to discover the best ways to attract, engage, hire, and advance Generation Z talent. This talent pool presents a great opportunity, but to leverage it HR leaders should keep in mind some key points from the iCIMS report as they evaluate existing hiring processes and match them to these recent graduates’ expectations.1
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How to Make Diversity in Hiring a Reality

on Jun 23, 2021 10:00:00 AM By | Linda Brenner | 0 Comments | Diversity hiring Inclusion
In their quest to achieve better hiring and retention results, organizations see improving the speed and quality of hiring as a corporate imperative and are often ready to make significant changes to win the talent they need. This desire for improved results is not new, though: organizations have wanted to hire faster and better for a long time (often targeting skills that are in scarce supply). But they have struggled to do so well and consistently. What's new and different today is the fact that organizations are now genuinely interested in increasing the number of people of color—specifically Black talent—in leadership positions. The impetus for this shift was of course the murder of George Floyd, along with the subsequent high-profile Black Lives Matter awareness campaigns and marches world wide against systemic racism. Companies can no longer ignore the data: Corporate America has a shockingly low number of Black leaders. (For example, Black CEOs lead fewer than 1 percent of Fortune 500 companies. 1) Workplace diversity leads to improvements in enterprise value, innovation, and global economic outcomes. 2 Most workplace diversity initiatives fail to achieve their goals. 3 The confluence of these factors has inspired some organizations' senior leaders to work harder than ever to make measurable and sustained improvements to the diversity of their workforces. Other organizations, however, don't understand—or are unwilling to acknowledge—the work required to win and retain top Black talent, and instead are satisfied with simply moving a few Black people into high-visibility jobs. Unfortunately, poor employment practices negatively affect Black employees more than their White counterparts. For example, when people are hired or promoted into leadership positions prematurely or inappropriately, they face far less criticism and pushback when they are White than when they are Black. Unlike White leaders in that situation, Black leaders have to deal with racism-based complaints ("See what happens when we put a Black person in a position like this?") and sabotage ("They got hired over all these other people, so let them figure out how things work around here"), all of which harms not only them but also the overall workforce and the business. Proper recruitment, selection, onboarding, and performance management routines are critical for the success of any new executive. This holds particularly true when companies seek to make their leadership ranks more diverse. The old routines that may have worked reasonably well with primarily White leaders must be examined and adapted to successfully and consistently win top, diverse talent. It's time for companies to implement new strategies. Conduct a diversity audit of the company's recent and current workforces. Analyze at least two years of hiring, internal movement, and attrition data by level, job type, geography, business unit, compensation, ethnicity, gender, age, and other relevant factors What is the status of attrition, retention, and retirement of the current workforce? What positions and skills are hard to find and retain—and why? What are the organization's trends related to diversity hiring, mobility, and retention? What are the priority and specificity of diversity needs by business unit, location, level, etc.? Determine workforce needs for the near future. Key questions to answer include: What is the optimal workforce profile (in terms of size, shape, mix, diversity, and capabilities) for the organization today compared to what it will need during the next two to three years? What will the workforce require to meet the organization's business objectives now and during the next two to three years? What emerging technology and skills are critical to ensure business success and competitive advantage today and during the next two to three years? Identify priority areas for workforce diversity. Before using the future needs analysis to determine the priority areas for diversity hiring, first define what diversity means with regard to job type, location, etc. Does this mean women? Black people? Any person of color? Clarity on this issue is key to moving diversity hiring and retention outcomes forward. Assess the organization's current ability to win passive talent. Because the competition for top talent remains fierce, any company that wants to hire more high-performing diverse employees needs to examine how it measures up in the following areas: Prioritized, specific, measurable sourcing plans based on business demands Broad research on industry competition for talent A consistent and well-documented methodology for identifying, connecting with, and tracking high-performing passive talent Developing talent pipelines and engagement levels over time for key roles Working with hiring managers to successfully attract passive talent to consider the organization Success in winning top passive talent that stays and performs well over time Assess the organization's current ability to effectively onboard and retain talent. Because companies need to not only hire diverse talent but also ensure that it stays and performs well over time, they must assess their onboarding and retention practices. The data obtained by the initial diversity analysis will indicate where (in terms of geography, roles, levels, etc.) in the organization diversity hiring is succeeding and where it is failing. With this information, the company can answer the following questions: Is there a structured and documented approach to onboarding that clearly defines roles, responsibilities, and measures of success? Is there survey data from new hires that indicate the effectiveness of the onboarding experience? Is the company successful at integrating new hires and helping them to become acclimated and productive quickly? Do managers get personally involved in the orientation, assimilation, and development of their team members? (And are they held accountable for doing so?) Are these activities a stated investment priority for the organization? The need for new approaches to achieve workplace diversity is clear. By taking bold steps to retool their hiring practices, organizations can make the shift from merely wanting to hire diverse talent to actually doing it.
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Education's 2021 Flash Hiring Boom

on Mar 15, 2021 10:13:35 AM By | Employment Enterprises | 0 Comments | Education hiring Recruitment
A Look at the Specialists and Recruiting Push behind the Return to Full-time School The Coronavirus Pandemic has taught the world many lessons, including how essential in-person K-12 schooling is to the healthy functioning of the U.S. economy and workforce. As Axios reported this February, economists predict that the past year will deliver a $14 to $28 trillion long-term blow to the economy “due to coronavirus-induced learning loss.” The need for childcare and remote schooling support at home has forced millions of parents out of the labor force and become a hot-button issue for every state government and school board across the country.
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How to Build an Effective Employee Welcome Package

on Feb 28, 2020 9:45:00 AM By | Danielle Freedland | 0 Comments | Onboarding hiring Welcome
Up to 20 percent of employee turnover occurs within the first 45 days an employee joins a new company. The $3,000 to $43,000 price tag for each such departure makes onboarding an essential aspect of HR service and a significant influence on employee engagement and retention. Creating a welcome package for new hires is one way to reduce turnover by helping new hires feel excited about joining the company and calming their nerves by providing clear expectations, outcomes, and goals for their first day. A well-thought-out welcome package can leave a lasting impression and empower new employees in their roles.
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Internet Job Postings Pose Legal Perils for Employers

on Feb 5, 2020 9:30:00 AM By | Tory Summey | 0 Comments | Legal hiring Job Posting
Today, social media platforms, including Facebook and LinkedIn, allow employers to target their job listings based on various characteristics of the users they wish to reach. As a result, employers can theoretically identify better candidates while expending fewer resources. However, these ad platforms have drawn the ire of certain plaintiffs’ law firms and, more recently, the EEOC. 
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Hiring Practices in a Candidate Driven Market

on Oct 23, 2019 9:45:00 AM By | Strategic Human Resources, Inc. | 0 Comments | hiring Candidate Experience
Since the Great Recession in 2008 and especially over the last several years, the economy has moved from recovery mode to consistently maintaining strong growth.  The latest news release from the Bureau of Labor Statistics states that the national monthly unemployment rates have been remaining steady at 3.7%, while at the same time, job numbers continue to stay positive.  Many financial experts see that trend continuing for the foreseeable future.
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Considerations for Rehiring Employees

on Jul 31, 2019 10:40:00 AM By | Heather Kaiser, JD | 0 Comments | Legal hiring Management
Whether it’s a response to the tight employment market or seasonal employment rehiring, former employees are becoming more common. Rehiring employees can be beneficial to your organization, especially if they were strong contributors. You could save time and money since they are familiar with your business, and you do not need to provide them with the in-depth training required for onboarding new employees. A former employee also might have worked elsewhere since leaving your organization, which can be an opportunity to bring new skills, knowledge, and fresh ideas to your workplace.
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4 Tips to Speed Up Your Hiring Process

on Mar 6, 2019 10:51:00 AM By | Sarah Perlman | 0 Comments | Recruiting Benefits Interviews hiring
Candidates have the upper hand in today's job market. Unemployment under four percent means that there is a high quantity of jobs available but a lack of candidates who have the required skills. Great candidates are harder to find which increases the length of the hiring process Managers spend valuable time reviewing resumes and holding interviews—if the candidates even show up that is.
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