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HR Connection blog

Effective Strategies for Addressing Meeting Overload

During the pandemic, virtual meetings became a dominant part of the workday for much of the workforce. (In fact, Zoom alone had "300 million daily Zoom meeting participants" by April 2020.1) A survey conducted in July 2020 of 3.1 million workers who went remote following work-from-home orders during the pandemic found that, when compared to prepandemic levels, employees' average workdays were 48.5 minutes longer and included 13 percent more meetings.2 Recent research on "Zoom fatigue" points to physiological factors -- "excessive amounts of close-up eye gaze, cognitive load, increased self-evaluation from staring at video of oneself, and constraints on physical mobility" -- that make virtual meetings considerably more draining than their in-person counterparts.3
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Job Seekers Want to Work at Organizations that Align With Their Social Views

on Oct 20, 2021 9:30:00 AM By | Sharlyn Lauby | 0 Comments | Job Seekers Corporate Social Responsibility Social Views
Over the past few weeks, we've been talking about the many reasons that employees are leaving their jobs. And those reasons vary -- pay, benefits, flexible work, pandemic safety, etc. It only makes sense that employees will look for their next employer to do better in these areas.
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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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The Future of Recruitment – A Free Webinar

on Oct 15, 2021 10:00:00 AM By | Joan Graci | 0 Comments | Recruiting Technology Recruitment Future Webinar
Please allow me the luxury of taking you on a trip down memory lane that has led us to the modern-day highway of horror. It was 2006 and Manpower published its first Talent Shortage Survey. Yes, you read that correctly – 2006.
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How to Evolve from Feedback to Feedforward

on Oct 13, 2021 9:30:00 AM By | Jason Lauritsen | 0 Comments | feedback Feedforward
"I have some feedback for you."
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New Manager Training: Using the GROW Model for Employee Coaching

on Oct 6, 2021 9:30:00 AM By | Jessica Miller-Merrell | 0 Comments | GROW Model Employee Coaching
Being a manager is much more complicated than tasking team members with projects and conducting performance reviews. In order to create space in which employees can develop their current skills and learn new ones, managers need to be coaches, mentors, and cheerleaders. Hand holding, however, only creates teams that lack independence. Managers should instead help their teams achieve self-sufficiency. Through personal development coaching, managers can help today's workforce grow into tomorrow's leaders.
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4 Pillars of a Postpandemic Company Culture

on Sep 29, 2021 10:00:00 AM By | Mackenzie Froese | 0 Comments | Company Culture Postpandemic
To say that the last year and a half has been difficult would be an understatement. The coronavirus pandemic turned the world on its head and forced everyone to make huge adjustments to their personal and professional lives. But now that we have vaccines and a better understanding of how to prevent the spread of COVID-19, the business world is finally starting a return to normalcy. And unlike spring 2020, when a rapidly emerging crisis forced businesses to pivot suddenly -- and in many cases inexpertly -- today companies have time to make their changes more deliberately and thoughtfully.
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How to End Rogue Spend AND Keep Hiring Managers Happy

on Sep 21, 2021 1:38:52 PM By | Employment Enterprises | 0 Comments | SOW Corp2Corp Vendor Management
Rogue recruiting spend has never been more understandable because the job market has never been hotter. In its most recent jobs report, the BLS reported 10.9 million open jobs across the U.S., a record-breaking number of opportunities despite a global pandemic.
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9 Proven Methods for Improving Diversity, Equity, Inclusion, and Belonging in the Workplace

on Sep 15, 2021 9:30:00 AM By | Laurie Minott | 0 Comments | Diversity Inclusion
A diverse workplace is a successful workplace: organizations that embrace diversity, equity, inclusion, and belonging (DEIB) enjoy increased revenue, greater readiness for innovation, and improved retention.1 Improving workplace diversity and inclusion entails more than hiring more women, BIPOC, nonbinary, or neurodiverse employees, however. It includes weaving genuine inclusion into the fabric of the organization--that is, not simply having diverse people on board but also ensuring that they're involved, empowered, and trusted within the business. Identify DEIB as a strategic priority. Workplaces can move the needle only if they make DEIB a key organizational strategic priority with clear goals and performance measures that are regularly reviewed and discussed by the CEO and leadership. Conduct pay equity reviews. The U.S. Equal Pay Act may have been passed in 1963, but the gender pay gap still persists, with a woman earning an average of only 82 cents for every dollar a man makes. The disparity is even greater for Black women and for Hispanic or Latina women, who earn 61 percent and 53 percent, respectively, of the average salary of non-Hispanic white men. Organizations that are committed to DEIB should conduct formal reviews of their pay structures and make adjustments to address pay gaps. Recruit and promote from a diverse POV. Having a diverse slate of candidates is essential, but it's not enough. If it wants to be a truly inclusive workplace that supports DEIB, an organization also needs diverse hiring panels to improve objectivity and fairness in its recruitment and hiring processes. Create a robust mentorship program. The options for providing employees of underrepresented groups with greater exposure to mentorship opportunities are endless. Initiatives such as cross-department shadowing and breakfasts with the CEO, for example, boost engagement and prime employees for promotion, no matter where they are in the company hierarchy. A robust mentorship program sets clear expectations for both mentor and mentee, crosses all levels of the business, and encourages dynamic, two-way mentorship that enables both parties to learn from each other (rather than simply set up a teacher-student arrangement). Consistently train and engage employees on DEIB. Although diversity and unconscious bias training is required in many workplaces, it doesn't always a have long-term impact.2 When DEIB training programs are presented as lessons to be passively absorbed, they may raise awareness but don't necessarily stimulate behavioral change. To be truly effective, training needs to be interactive, ongoing, and part of a broader conversation within the organization. Make sure benefits and programs meet the needs of caregivers. Companies should evaluate their employee benefit plans and programs to ensure that they adequately support the caregivers (of both children and elders) within the organization's workforce. Caregiver resources (such as designated nursing spaces or eldercare seminars) and flexible schedules go a long way toward enabling employees with caregiver responsibilities to contribute fully at work and balance their workplace responsibilities with their obligations and needs at homes. Set up ERGs for success. To be effective, employee resource groups (ERGs) need to be developed, encouraged, and supported (with both time and money) by the organization. Although senior leaders who pledge to assist ERGs usually believe that their companies encourage ERG participation, most ERG leaders report low budgets and a lack of influence within their organizations.3 Leadership should participate and engage with ERGs more and leverage them to support the organization's DEIB goals. Scrutinize board and executive team representation. If the composition of an organization's board and executive team doesn't reflect the diversity of the geographical area, its leadership should take action. They should make sure that action is effective, though, and beware of what one diversity expert has termed "the Black bluff" Black employees are now being hired into leadership positions at companies that aren't actively anti-racist and committed to cultivating a sense of belonging among all employees. Because these employees are set up to fail as a result of working amid systems that are not equipped to effectively support them, they're at risk for falling victim to the Black bluff.4 Hold leaders accountable. A DEIB strategy will take hold within an organization only if leadership supports space and accountability for it. Once a company's goals are set and its DEIB results measured against them, the leadership team must be held accountable for those results--good or bad. Employees look to their workplace leaders for guidance but will follow if they believe that those leaders are changemakers alongside them. This list of best practices may seem overwhelming, but it's really just a set of steps that together lead toward an important--but achievable--goal. Selecting one task and doing it well will help any organization make progress on the path to greater diversity, equity, inclusion, and belonging. One step at a time!
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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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