Companies with Flexible Work Options Taking the Lead!

By Sarah Freiburger

Many people that are part of the baby boomer generation pride themselves in a strict work environment that keeps employees tight to their desk and offices 40 hours per week, and rarely steps away from the standard work week they are accustomed to since entering the work force. As work place culture evolves the past few years, we are seeing more and more large corporations get carried away with providing unique working environments for their employees that encompass anything from beer in the fridge, a foosball table, and work from home options. Recruitment firms have even started interviewing companies on what type of culture and flexible benefits they will be able to offer candidates to compete in this changing workplace. Here are a few suggestions you can make to a client or a few you can consider as a company to make small steps towards culture change.

  1. The work from home option. Micro-managers likely cringe at the suggestion of losing sight and in their opinion, control how long Sheila is sitting in her office by her computer each day. Reality of this is, Sheila is caught up on work from knocking out late hours on projects the past few nights and is now sitting staring at a computer with mental exhaustion counting down the minutes until she can leave. Many employees who have an endless task list and projects to get done need a little flexibility on when and where they crank out their work for peak mental performance. With a work from home option, even once or twice a week, Sheila could get up at 6am and crank out emails then take a break to make a healthy breakfast and start laundry before launching back into the next project.
  2. Non-standard hours. As many companies are starting to have a national or even global span, 9am-5pm is no longer as feasible for peak performance. Companies who instead determine how many hours make up a salaried role and then allow their employees the flexibility to report those hours in a week help an employee work during their peak times without feeling burnt out or overworked/underpaid.
  3. Overtime for salaried roles. This is a great follow up from point 2, where additional work hours should be reported and compensated accordingly. Travel time as well as night or morning meetings and calls should all be factored into an employee being allowed time off the next day, or extra compensation.
  4. Finally, consider part time roles for high level positions. For instance, a Director of Communications role for a smaller company may be able to work remote and part time and accomplish more than a full-time employee based on the latest tools and trends to speed up processes. Many parents who do not have the commitment to a full-time role but the talent to help a corporation immensely may be left behind due to a rigorous in office schedule.

If your client is looking to hire millennial talent they need to be prepared with options that appeal to their candidate to help them stand out. The above points are a good starting point to discuss as the work place continues to evolve and change.


The Role of Employee Benefits in Recruitment

By Dave Nerz

employee benefits word cloudAs the competition for talent heats up, so does the race for superior compensation and benefits. While compensation is critical, many sophisticated candidates realize the value of a strong benefits package. Salary and compensation will be negotiated by savvy candidates but sometime the thought is that benefits “are what they are” and cannot be altered. A poor presentation by a hiring manager of your benefits package could cost your business the talented player it seeks. Read the rest of this entry »


Should Employers Make Counteroffers?

By Dave Nerz

So what happens if one of your top employees stuns you with a letter of resignation? Let’s assume he or she has not won the lottery but rather has what they see as a better opportunity lined up. This is a likely scenario as more than 50% of all employees are looking for work, either actively or passively. When you confirm the departure is for a better offer, bigger challenge, or maybe a reason based on your organization structure, culture, or management…the temptation is to begin a counteroffer discussion. Read the rest of this entry »


Employee Engagement and Business Success

By Veronica Blatt

The Workforce Institute at Kronos commissioned a survey to investigate current levels of employee engagement and its impact on business success. (Disclosure: Kronos is an Industry Partner to NPAworldwide.) Survey respondents included more than 300 professionals in the areas of HR, operations / line of business managers, and employees from companies with more than 600 employees. Industry representation included retail, healthcare, public sector, manufacturing, service, and transportation/logistics. The survey data is interesting; the summary is available for downloading. Read the rest of this entry »


In-house vs. Independent Recruiters: What’s the Breakeven for your Business?

By Dave Nerz

In-house and independent recruiters play unique roles in the recruitment process, let us start there. While both have a similar objective…fill the open positions…each is likely to use a different approach. In-house recruiters, also known as corporate recruiters, are direct employees of the company and typically work under the direction of the employer’s HR function. Read the rest of this entry »


Stop Asking Job Seekers These Interview Questions!

By Veronica Blatt

If you’ve been using the same set of interview questions for goodness-knows-how-long, perhaps it’s time to give your list a second look. And if any of these *gems* (ahem) are there, please, get rid of them now! Read the rest of this entry »


Improving the Hiring Process

By Veronica Blatt

We are continuing to hear members complaining about an employer’s broken hiring process, too many interviews, and great candidates who “got away” or removed themselves from consideration. With more and more companies lamenting the dearth of qualified candidates, it’s even MORE important to make sure that good candidates don’t become disillusioned and drop out. Qualigence created an infographic that points out some of the factors that have contributed to the current hiring environment: Read the rest of this entry »


Employee Satisfaction at All-time Highs…Yet Retention is at Risk

By Dave Nerz

Internal HR and Independent Recruiters: Causes of Friction

By Dave Nerz

man-couple-people-woman-large-300Talent acquisition is red hot in some markets right now. That means that even the best-intentioned and hardest-working internal HR manager/recruiter will find it difficult to keep up with the demands from hiring managers. As internal company recruiters require assistance from the outside, independent recruiters are a common way to supplement internal efforts. Every employer is different, but sometimes this relationship between internal staff and third-party recruiters can become uncomfortable, contentious, and even adversarial.

Here are some issues that cause friction and suggestions on how internal HR can create “the fix.”

Competition
It will often depend on the employer and the individual recruiters involved, but a search can turn into a competition. Each party is working to outperform the other and along the way creating opportunities for sabotaging the process.

The fix: Independents or third-party recruiters are often paid on a contingency basis. Make sure to give the independent recruiter credit for any action that leads to a hire. Yes, you had the candidate in your database, but you really had zero interest in the candidate until your third-party recruiter updated the candidate’s background and found they were willing to take a pay cut, move halfway across the world or some other condition internal HR had no insight to. Independent recruiters should be viewed as an extension of the internal HR department. They are selling your company to candidates and representing your brand in the marketplace. They want to be successful; let them help. Coach them to better performance; do not sabotage or create more difficult conditions for these folks that are attempting to help you reach a goal.

Urgency
It is not unusual for internal HR to maintain the easier openings to fill and offer the more difficult assignments to the independent recruiter. As this happens, there are limited resources that must be shared including time and access to the hiring manager. This causes an issue because the best candidates are highly sought after by many and reaction time is often critical.

The fix: Create benchmarks for performance. If a candidate is delivered, what is the agreed maximum response time allowed by internal HR? Pick a time and live with it. Hiring managers need to be held accountable for being accessible to recruiters whether the recruiter is internal or external. Hiring managers likewise need to respond in a maximum number of hours to requests for interviews, interview feedback, or details that will allow a candidate to make a yes decision. If these jobs are not urgent, then please tell your independent recruiter to “stand down” until a priority has once again been established. Nobody likes to hurry up and wait. Callbacks the same day or within a 24-hour window is a basis of most businesses. It is a basic requirement of being a good partner…make it happen.

Communication
It is at the root of most issues in business. Independent recruiters expect and deserve the basics of direct, accurate, and timely communication. Sometimes due to the detached relationship and compensation structure of independent resources called in to support internal HR and recruitment, the independent gets slow or less-than-accurate communication.

The fix:  When things change, think about who is representing your company in the marketplace. Often that is an independent recruiter. If the job is canceled, the project delayed, the funding canceled, your partner on the outside needs that info immediately. Return calls and emails as you would if it was a great candidate calling or emailing directly, because it very well may be a great candidate being represented by the independent recruiter you have partnered with.

Ego
Sometimes partners that should be supporting each other like to show that they are superior. It is more than just competition when this happens; there is a need to be dominant and have someone subservient to the power that one side can wield.

The fix: We are on the same team. One party may have a better degree or a regular paycheck from an “important” employer, but we are both just trying to do a good job and to help that important employer get the best talent available. Sometimes independents have great instincts honed from the experience of headhunting thousands of successful placements in a lifetime. Sometimes our advice on offers is meant to help you get what you want and need. You are not always right and we are not always wrong. We have different experiences, perspectives and points of view. The more you listen, the better informed you will be. We win when you win.

Obviously this is a very heavily weighted point of view on this subject, from the independent recruiter’s side of the transaction. I’m sure there are other ways to view these situations. Please feel free to correct the errors of my thinking.

Independent Recruiter Blog


Which Factors are Most Important to Candidates?

By Amy Teske

Qualigence International surveyed nearly 1,000 professionals across all industries to find out what they value most in an employer when looking for a new role.   In other words, business leaders will need to do more than offer a higher salary to make people attracted to their organization.  There are several factors that attract candidates.
#1- Work Life Balance- This is important to know that they will not be spending every waking hour working.  Candidates want time for family, hobbies and activities.  It has been classified as the most important detail, even over salary!
#2- Culture- Candidates want to know what it’s like to work for an organization before starting.  It is a valuable asset to have a client who devotes time and resources to an evolving and positive culture.  Culture is extremely valuable, especially to new employees.
#3- Salary- This is one we hear every day.  The salary attracts candidates, but falls 3rd in line from Culture and Work Life Balance.  This data shows the evolution from what recruitment was in the past.
#4- Management- Does the organization have competent and experienced managers?  This is critical to a new hire as they want to be challenged and have a member of the company that they can learn from and trust.
#5- Benefits- This does not only encompass health benefits.  There are many unique job benefits to attract quality candidates.  Health insurance, retirement benefits and paid time off are some of the typical benefits.  Some of the creative benefits now being offered are: wellness perks, flexible vacation policies, floating holidays, and paid time off to volunteer.

Qualigence-Infographic

http://www.hyrell.com/blog/unique-job-benefits-to-attract-quality-candidates

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