Hiring Manager Advice
By Karen Schmidt, President at Sanford Rose Associates | Guest Contributor
Direct Recruiters, Inc. is pleased to feature an update from the Sanford Rose Associates quarterly newsletter. The excerpt below, written by Karen Schmidt explores one of the industry's trending topics: Quiet quitting.
What began as a viral video has become one of the most talked about (and written about) topics this year. Is it a valid phenomenon, or is it nothing more than catchy clickbait? To a certain degree, the answer to that question does not matter. Rather than debating the significance of the symptoms, this is an opportunity for leaders to proactively address the more important matter: the cause. While many organizations excel in the areas of employee engagement and retention, the tenor in the marketplace (and perhaps why the original video gained so much traction) is that this is the exception - not the rule. The symptoms indicate that something has shifted; the cause of that shift deserves a discussion.
In the video – which has over 3.5 million views – 24-year-old TikToker Zaid Khan (@zaidlepplin) states that “work is not your life.” This is not a new concept. But assuming that work is a requisite part of life, to view the act of employment simply as a means to an end overlooks the opportunity that purposeful, gratifying, challenging work can provide. When given a choice to do the bare minimum necessary to stay employed, or proactively constructing a professional environment that provides meaning, which would most choose? The latter is the obvious choice, but is easier said than done. And although the need for professional fulfillment is nothing new, the external factors have changed:
- The pandemic shifted people’s attitudes toward work, creating a time of reflection during which some reassessed the importance of things in their lives beyond work.
- Remote and hybrid work environments have created employees who feel disconnected from their work, workplace, and coworkers.
- Lack of boundaries between work and personal life have created, for some, an “always working” dynamic that leads to burnout.
- New career and early career employees have never “gone to work” and thus have no personal investment or commitment to an organization, its people, or its mission.
- Lack of organizational focus/attention necessary to keep employees aligned, motivated and moving forward in their organizations and in their careers. “Out of sight, out of mind” is not an effective formula for employee engagement and retention.
Uncovering the Cause
“What is your why?” It sounds like an esoteric question, but why is it that you choose to go to work each day? Why do you choose this profession, instead of something else? Why do you choose the role you are in, as opposed to others?
Encourage yourself and others to press beyond the obvious answer of “I need to make money.” There are countless ways to earn a living; why have you chosen this one?
Incorporate The Five Whys, which originated within the Toyota Production System and are an integral part of Lean Manufacturing, Kaizen, and Six Sigma. Taiichi Ohno saw the Five Whys as an especially important part of Toyota's overall philosophy. The process is simple: Just ask why five times in succession to get to the true root cause of the problem. This is a remarkably simple process, but more often than not, we stop at the very first "why" and try to do something about the symptoms rather than getting to the true root causes.
Once you begin to list all of your whys, you will notice they fall in two categories. The first category is similar to Maslow’s lowest hierarchy of needs – food, water, shelter. “I’d like to be able to pay my mortgage.” “I want to send my children to college.” “My elderly parents will rely on me to provide for them.” “I have always dreamed of buying a vacation home.”
The second category recognizes that there is a bigger purpose, a desire to make a difference, and a need to higher meaning behind the choices we make. Both categories are important and not mutually exclusive. An individual who only cares about money will likely live with a void in their life, while an individual who is all about the big picture has their head in the clouds but lacks feet on the ground.
- Acknowledge this is a leadership issue. In his book Extreme Ownership, former Navy Seal Jocko Willink writes: “On any team, in any organization, all responsibility for success and failure rests with the leader. The leader is truly and ultimately responsible for everything.” Leadership must address manager engagement first, then re-skill them to be successful in a hybrid/remote working world.
- Rebuild the psychological contract with employees. The 20th Century psychological contract was transactional: Employees showed up every day from 9-5, and in return were rewarded with a paycheck and a pension. The 21st Century contract is relational. Employees want a paycheck, but they want challenge, career growth, support, and meaningful relationships. More than ever, leaders must build (rebuild) trusting relationships with their employees. When people feel valued, they are more likely to naturally engage or reengage in their work.
- Commit to Offer High-Quality Work. High-quality work means having varied and meaningful tasks, clear goals, and a positive team climate. Particularly relevant today, high-quality work also means having reasonable demands and expectations of workers. Leaders need to be especially careful about not overwhelming people with excessive demands, long work hours, or unreasonable pressures.
- Acknowledge and Respect that Employees Have Changed. Quiet quitting is an identity shift. See employees as they are now vs. who they were pre-pandemic. Employees want autonomy over their work, not just in how they carry out their tasks, but also — as much as possible — influence over where and when they work.
- Work to Reconnect Employees/Teammates. Employee engagement relies on feeling connected to one another individually and connected as at team to a bigger purpose. Leaders must be intentional in creating interaction and cohesion.
Quiet quitting isn’t new. It’s a new twist on an old problem. But, it has captured people’s attention. As leaders, it’s on us to address it.
By Celeste Gable, Marketing Coordinator
There are many benefits to culture in business. Apart from creating higher revenue, culture can also improve teamwork and cooperation between employees. Not only is a strong company culture the foundation for retention, but it can help attract candidates as well. According to a statistic from Team Stage, 86% of job seekers avoid companies with a bad reputation. Below, we will breakdown the top 4 company cultures to help you identify your organizational structure.
Clan culture is a people-focused, “family-like,” collaborative environment. Companies who have a clan culture are action-oriented, embrace change, and have a flexible mindset. Leadership are advisors and mentorship opportunities are encouraged. In clan culture, relationships, participation, and company morale is at the forefront.
Companies who have an adhocratic culture are innovators and risk-takers. Adhocratic culture creates an entrepreneurial environment for creative, energetic, fast-paced individuals. These companies are goal-oriented and visionaries with an emphasis on new ideas and individuality.
If your company has a “winning” mindset, they probably operate under market culture. This high-pressure environment is focused on profitability and the “bottom line.” Companies with market culture are results-oriented, competitive, and have a growth mindset. Their success comes from their aggressive goals to be industry leaders.
When you think of “corporate culture,” you’re thinking of hierarchy culture. This culture is structured, organized, and operates under a strategic set of procedures and policies. Within hierarchy culture, there is a clear chain of command and a vertical career advancement. Hierarchy culture is stable and reliable and employees who operate under this culture have a sense of security as expectations and working conditions are predictable in this traditional culture.
Culture has become an important topic for businesses. Company culture can be a valuable asset for both executives and their employees. Having a strong and positive culture attracts high-caliber employees and leads to a 33% revenue increase. Companies with strong cultures are associated with increased productivity, better employee engagement, and higher profitability. There are many more types of company cultures and neither of them are alike. Organizations who are building a strong culture at the forefront of their success plans may find that combining aspects may work best for their growth initiatives.
By Celeste Gable, Marketing Coordinator
Nowadays, many companies operate with a hybrid structure. While they may have an office where employees can go to work, there’s also an option to work remotely. According to a statistic from Owl Labs, 62% of employees aged 22 to 65 say they work remotely. When hiring for remote roles, your ideal candidate should demonstrate a variety of characteristics that indicate their suitability for the position. Below are traits you should look for in your remote employees.
Motivated & Confident
When working remotely, one must be self-motivated. It’s the employee's responsibility to make sure they are staying on task and getting things done. You’re looking for a self-starter. Someone who sets goals and follows through. The remote employee must be able to move forward without someone looking over their shoulder. With that comes self-confidence and the initiative to meet the role-specific goals and company deadlines without constant confirmation.
Communicative & Collaborative
Since you don’t share a physical space, strong communication skills are a must have in your remote employees. Through either synchronous or asynchronous communication, you may be collaborating through email or text, so having a remote employee with strong written skills is important since there is no context for body language and tone. When managing a remote employee its important to have frequent updates and check-ins to ensure everyone is on the same page.
Adaptable & Organized
Part of working remotely requires the employee to be independently organized. The ideal candidate will have strong attention to detail and time management skills. This will help them to adapt to any situation. The ultimate remote employee will be resourceful and adaptable. They will have a flexible mindset and problem-solving attitude.
Since 2009, the number of people who work from home has risen 159% and it continues to rise. Due to fast advancements in technology and the increased value on flexible work, remote work seems to be a permanent fixture of today’s workplace. Although a few hiring managers may have doubts about remote work, 85% believe that hybrid teams of remote and in-office employees will be the norm in the future.
In the current market, the labor dynamic is ever-changing, and organizations with the best talent strategies win. The Healthcare Technology team at Direct Recruiters, Inc. had the opportunity to interview several leaders within the Private Equity Healthcare investment space to discuss their perspectives. Industry leaders shared knowledge and helpful insight on acquisition, retention and building culture for today’s hiring landscape.
Jump to Interviews:
DRI’s Healthcare Technology team recently had the opportunity to interview Virgil Bretz, CEO of MacroHealth. Offering helpful insight, Virgil shared thoughts on company culture, leadership, hiring, and the overall outlook of the healthcare IT landscape.
Founded in 2017, MacroHealth is on a mission to modernize healthcare, making purchasing and selling healthcare services simple and powerful for the healthcare finance professionals who are dedicated to guiding members and patients to the best care, at the best price, for the best outcomes. Through their innovative MacroHealth Intelligent ExchangeTM (MiX) platform, they enable health plans, self-insured employers, network organizations and providers to transparently collaborate on a single platform.
A first-of-its-kind SaaS platform, MiX leverages data science and industry standard interoperability to create an Intelligent Health Market™- a transparent digital healthcare ecosystem where all players able to easily leverage key data to make informed business decisions and collaborate with best-in-class partners, enabling them to win.
Virgil Bretz, CEO
Talk about your company culture and what makes MacroHealth unique.
MacroHealth is a healthcare IT company creating an intelligent, SaaS solution to bring desperately needed optimization and connectivity in the U.S. healthcare industry. What’s unique about MacroHealth is that our team is located across the United States and Canada, and is a mash-up of people with deep healthcare and deep technology experience. We have had to work hard to bring all of these people together and align our mindsets to create one of our core values, which is “One Team:”
- We act as one team with our fellow MacroMates, customers and partners
- We value humility, low ego, and collaboration
- We are All for One, and One for All
We are proud that earlier this year, we were recognized as a 'Best Employer' for both the Province of BC, where most of our product engineering team resides, and nationally in Canada. MacroHealth tends to attract people for a couple of reasons: In MacroHealth’s stage of development, we are not an early start-up, as we have blue chip clients and GTM fit, but we are still in the start-up stage, and it is a very exciting time for our team. Professionals who don’t want to work in a huge company get the best of a start-up and a stable employer. In addition, MacroHealth attracts those who want to make a difference in healthcare. Our team’s work measurably improves healthcare access, reduces costs, and in the future will improve healthcare quality.
What are the main traits/experience you look for in leaders?
MacroHealth looks for people who can demonstrate the ability to be confident, strong-willed collaborators. These individuals have strong opinions but work well with a team for the benefit of the team first, always. In addition, we look for leaders with a track record of delivering on promises, with a sense of urgency. We have a term called ‘Macro Thinking,’ within our team which is keeping a growth mindset, and connecting the dots between their work, the work of our organization, working with our clients, and ultimately our responsibility to make healthcare better for everyone.
What is the biggest issue on your plate in regard to hiring?
Finding and earning great talent is a huge challenge! The broad acceptance of remote work has expanded the geographical market for where we can hire most of our roles. This increases the chances of fantastic two-way fits, where we can find the best possible person for MacroHealth while being the best possible job and team for our ideal candidates. On the other hand, with increased remote work, the team needs to work hard to understand who the new hire is, their style, and how effective they will be without working together in person. On another front, hiring was extremely competitive over the past two years, but this competitive pressure is easing slightly as we continue to hire while many organizations are holding or shrinking their teams.
What are the biggest trends you're seeing in healthcare technology?
Healthcare is driven by exploding costs, an aging population, incredible advances in medical science, and of course, a global pandemic. This is a time of incredible change in our industry. Focusing on healthcare information technology in particular, there are a few current trends to highlight.
- Consumer Experience: The recent announcement of Amazon buying One Medical is one more headline illustrating what most of us think: the healthcare consumer experience has a lot of room for improvement. Challenges to finding providers, scheduling, long wait times before, during, and after treatment, and unpredictable pricing are just some of the factors. It can often feel like consumers are working for the current healthcare system and not the other way around. Over the past year I have heard most of our clients and partners talking about IT solutions to improve customer experience and the member journey.
- Interoperability: Our industry still works on a pre-internet, pre-API, non-real time architecture. EDI and X.12 are decades old, and this is inhibiting real-time customer experiences. For example, imagine if you called an Uber, and its data updated once a day! That second-by-second, real-time experience would be impossible in most of the healthcare industry today, so a huge trend is transitioning to modern interoperability standards.
- Transparency: There is a bi-partisan, government-driven push to increase the transparency of contractual pricing between Payers and Providers. Consumers, but also even employers and other health plan sponsors, have far too little information about how much healthcare will cost before, during, or even shortly after a medical event.
Healthcare IT can make an incredible, positive difference on all of these issues.
What do you look for in a partnership with an executive search firm?
MacroHealth looks for an executive search firm to invest time to understand us and our team. We look for a high EQ on understanding cultural fit. In addition, our partners need to have a proven ability to find and earn trust with passive candidates, which is hard. We look for them to focus on timely delivery and completion.
Christian Kurth, Vice President
What are the main traits/experience you look for in leaders?
We look for leaders with a strong track record of success in their prior work experience. That is goal #1. An added benefit is if that individual has domain expertise – we love finding leaders that have grown up in an industry or have “lived experience” in a particular space or sector. This allows them to clearly articulate and anticipate the trends, dynamics, challenges, and opportunities of that particular industry better than we as outside investors could. Executives need to do many things, including setting strong goals and a vision for their company and effectively leading people, but to me, the most important trait is self-awareness. No one is a superstar in every aspect of their job – leaders that identify where they excel and where they need to lean on the strengths of their team are the most effective in my experience.
What is the biggest issue on your plate in regard to hiring?
Speed. We are coming out of the most competitive labor market in recent history (maybe ever) where demand for talent has outweighed supply and employee fluidity has been at an all-time high. It is increasingly difficult to, 1.) hire well, and 2.) do so quickly. We work with our portfolio companies on building efficient and repeatable recruiting and interviewing processes so they can extend offers to candidates swiftly and with conviction. This is a critical component of scaling growth stage companies, as organizations with best-in-class talent lifecycles outgrow their competition.
How are you helping employees avoid burnout?
Unfortunately, there is no silver bullet answer to this question. That said, I’ve been incredibly impressed with the creativity exhibited by our portfolio companies around this topic. Some unique ideas include, picking a day for no internal meetings (i.e., no Zoom meetings on Fridays) or shortening internal meetings all together (i.e., doing 45-minutes vs. an hour to give people time to recharge in between meetings). It’s also critically important to have a robust benefits program available to employees, including a defined employee mental health strategy and resources that are actively promoted and easily accessible. Finally, it’s essential that leaders, and especially front-line managers, exhibit empathy and ensure flexibility for their teams. The traditional 9 to 5 is becoming a somewhat antiquated practice, so exhibiting flexibility and empowering employees to take control of their daily work schedule can go a long way in reducing burnout.
What do you think is going to be the next big innovation in healthcare technology?
I’m not sure if this is as much an innovation vs. a trend, but I believe there will be a renewed focus on clinical efficacy and quality as the digital health market matures. The pandemic spurred a tidal wave of innovation as virtual-first care took off to meet the needs of patients and members who were isolated or unable to access traditional care modalities – mental / behavioral health being probably the best example. While the growth in virtual care has greatly expanded access to care, I believe the conversation will shift from focusing on access to focusing on clinical efficacy and outcomes. The digital health vendors that can consistently deliver superior care quality and outcomes will rise to the top and achieve lasting market leadership.
Gordon Crenshaw, Principal
Blue Heron Capital
What are the main traits/experience you look for in leaders?
As a baseline, we look for leaders with a track record of success in their prior work experience. A history of promotions and extended periods of time within the same organization are key. We orient ourselves to references more than anything, both from managers as well as the individuals that a leader managed. We like both top-down references as well as bottom-up references. Ultimately, we look for executives as leaders of people, so experience and track record of how a leader manages people and how he or she manages up is extremely important.
What are your onboarding best practices to ease the transition between companies?
We hope the new leaders of our companies get inundated with as much information as early and often as possible, participating in meetings on day 1 and integrating them into the workflow of a business. With that being said, we want that period of time to be reserved for listening and learning; a little bit of walk before you run. It is difficult not to fall into the trap with a new leader of sprinting towards some company objective or goal, but if you are hiring talented leaders, you want them to be able to weigh in on if we are even running in the right direction in the first place.
What do you think is the greatest cause for turnover?
We think the greatest causes of turnover, especially in new hires, are not some of the most obvious, like compensation or culture clashes. What we see as the greatest cause is not being crystal clear on expectations of the job requirement. It’s critical that the preparation for a new hire includes spending a significant amount of time on the job req, roles and responsibilities, as well as making sure the board and leadership team are rowing in the same direction in terms of what will be asked of a new leader or employee. We find that it is this misalignment of what a candidate believes the job is versus what it actually is that is the biggest cause of turnover.
What do you look for when partnering with an executive search firm?
The key word in the question is ‘partner.’ You have to take the viewpoint that your executive search firm is not just a service provider but someone that will work collaboratively with you to build the best organization possible from a talent perspective. At the stage we invest in (early stage, growth stage businesses), many of our leadership teams don’t have significant experience working with an executive search firm, so it is a learning process. We don’t just want our executive search firm to identify great candidates and get to an offer as quickly as possible. We want help with that initial leg work of designing and implementing an effective process. The key for us is a partnership mentality with a great executive search firm.
What is the biggest issue on your plate in regard to hiring?
Given the incredibly tight labor market we’ve been in for the past several years, access to great candidates has been a challenge, but it always will be. We live in a competitive world. For our early-stage businesses, speed is the most challenging aspect of the hiring process. Given the way we like our companies to hire, the importance of culture, the importance of clearly defining expectations of the job, and making sure we don’t miss on a new hire, it has been difficult to keep up with the pace with which people will meet a candidate and lob in an offer. Ultimately, we’re in the people business, and you win or lose based on talent. So, for us right now, speed is the most challenging aspect of the hiring market.
By Celeste Gable, Marketing Coordinator
In the current candidate-driven market, the name of the game is speed. The traditional hiring process can be a long, drawn-out process that frustrates everyone involved. There are good reasons for taking your time during the hiring process like adequately comparing candidates or finding the best cultural fit. But if the hiring process takes too long, candidates might move on to other offers. It is necessary to move with speed and agility within your hiring process to keep candidates interested. As hiring experts, DRI is here to provide you with the key ways to streamline and ultimately shorten your hiring process.
Cut out Unnecessary Steps
It seems like a no brainer, but this first step will be crucial to streamlining your process. Take a close look at your hiring process to discover any bottlenecks or tasks that take a long time. Eliminate any unnecessary steps in your process. For example, if you have candidates fill out a 5-page questionnaire that takes an average of 5 days to return, you might want to revaluate if all the questions on the form are necessary.
In the midst of the pandemic, we saw an increase in digital interview tools that are still rising in popularity today. By utilizing email, text messaging, social media, and video, you can meet candidates where they are. Perhaps there are limitations on scheduling face-to-face interviews, and in that case, consider scheduling a video call. This also eliminates travel cost and time, ultimately creating a faster, simpler, more cost-efficient way to screen candidates. When you are more flexible with a candidate’s availability to communicate, you will get quicker responses and confirmed interest sooner.
Streamline the interview process
How many interviews is your organization putting candidates through? For entry-level and associate positions, two interviews will often suffice. For executive and C-suite positions, an additional interview may be appropriate. Much more than that and you run the risk of losing top talent. Many times, the root of the issue lies in conflicting schedules. Make sure all those involved have interview days blocked off so the process can move forward smoothly and succinctly.
Speeding up the hiring process without losing the quality of the process will deliver long-term value to your organization. For an added value, work closely with a recruiter to assist you in attracting quality candidates for your roles. At DRI, we build a customized recruiting strategy that fits your organization. We understand that your time is valuable, so we work hard to understand your company to find you the best organizational fit. By making changes like the ones outlined above, you are guaranteed to speed up your hiring process and create an interview process that makes everyone’s lives easier.
December 23, 2021
By Celeste Gable, Marketing Coordinator
2021 is wrapping up quickly and what a whirlwind it has been! As we reflect on all the hiring challenges we have faced, we look towards the future and predict what trends will be happening in 2022. While each trend is uniquely adopted by any organization, below are 5 trends that Direct Recruiters is predicting will affect your hiring procedures in 2022.
It’s Still a Candidate Driven Market
As 2021 comes to an end, the lack of available candidates and the surplus of jobs will carry into the new year. Many employers need the same skillset and talents, so candidates have multiple options from many different places. This has created an opportunity for candidates to leverage better salary and benefits and employers have no choice but to comply. Recruiters and talent acquisition specialists must work harder to standout against the influx of calls, messages, and emails. In 2022, expect to see more creative recruiting tactics. This could include better sourcing tactics, more data driven marketing, or stronger brand communication. In the end, those who move quickly to secure qualified candidates will win the war on talent.
Focus on Retention
In the last few months, we have seen an increase in The Great Resignation as many employees leave their jobs to pursue other opportunities. In an already strained labor shortage, losing these valuable employees creates an even greater issue. 2022 will ensure a renewed focus on employee engagement to increase retention and loyalty. A testament to strong company culture will be less about making the office a fun place and more about ensuring all employees feel seen and heard by their colleagues and managers. The organizations with strong values and a plan to invest in employees will succeed in the competitive market.
The Future of Ai and Automation
Even with new stresses and challenges, resilient recruiters are adapting to the ever-changing market. With the help of AI and Automation, recruiters can use more tools to access more of the available market. Using Ai tools to source, screen, schedule, and chat with candidates during the hiring process allows recruiters to draw in a larger candidate pool for the hiring managers to choose from.
Diversity, Equity, and Inclusion are Must Haves
Employees continue to align themselves with organizations who reflect their own morals. In 2022, companies will realize that diversity and inclusion isn’t just a feel-good initiative but is central to a company’s success. According to McKinsey’s Diversity Wins report, companies in the upper quartile for ethnic and cultural diversity on executive teams were 33% more likely to have industry-leading profitability. And companies in the upper quartile for gender diversity on executive teams were 21% more likely to outperform on profitability and 27% more likely to have superior value creation. DE&I is becoming increasingly prioritized within organizations who are in search of people to fill roles like “Chief Diversity Officer”, and “Head of Diversity & Inclusion”. Hiring diverse candidates and being transparent in your DE&I efforts will help your company succeed in 2022 and beyond.
Remote is Here to Stay
Many companies postponed their returns to the office this past year and they’re in no hurry to return in 2022 either. Remote hiring, onboarding, and working is here to stay. By hiring remotely, you have access to a larger and more diversified talent pool by not limiting to location. You are also able to recruit, hire, and onboard candidates faster using digital supplemental materials like training videos and virtual meetings.
No matter the industry you are in, change is unavoidable. By understanding the trends that will shape the workforce in 2022, hiring managers and organizations will be in a better position to face the challenges head on.
September 16, 2021
By Celeste Gable, Marketing Coordinator
Parents make up 40% of the workforce. They are managers, supervisors, and essential employees vital to the company. And now, more than ever, working parents need new and improved benefits to support their families and prevent burnout. For a majority of the last year, schools, daycares, and offices were closed. Parents were juggling being teachers, caregivers, and employees. Lines between work and home life were indefinitely blurred. The COVID-19 Pandemic created many challenges for parents and brought to light gaps in support that they need from employers.
With the challenges that working parents face put on display, companies have new priorities to make parents feel supported at work. Parents that feel involved and included in their workplaces are 41% less likely to leave. Below, we will outline a few specific ways you can build a culture of support for working parents, and retain them at your company.
Maternity and Paternity Leave
Allowing parents time to with their newborns is crucial for the baby’s health and your employees’ wellbeing. By offering a great, paid maternity and paternity leave for employees, parents ca Parents were juggling being teachers, caregivers, and employees. n focus on what matters most: their baby. Federal Employee Paid Leave Act recommends 12 weeks paid leave for new parents but the average maternity leave often ends up being shorter. 70% of women take about 10 weeks and 16%–only take one to four weeks off work following childbirth. Mothers who utilize paid leave have only a 2.6% likelihood of quitting their job and a 92.3% chance of returning to the same employer after birth.
Flexible Work Schedule
Parenthood offers both the expected and unexpected events that interrupt the average 9-5 workday., Companies that offer hybrid work can help to alleviate the stress parents face in balancing work and life. Flextime can offer unique solutions for working parents by allowing them to accommodate for dropping off and picking up kids from school. Employers still have control over core hours when everyone must be working but employees control the rest of their schedule. There are even more advantages associated with fully remote positions, offering mom or dad the freedom to care for their child without falling behind.
For many, remote work isn’t possible and for kids not yet in school, childcare is essential. Some companies may be able to offer on-site daycare options, making the transition of sending the little ones off easier. Overall, 7% of U.S. businesses offer on-site childcare benefits. Companies unable to provide on-site childcare may find other ways to accommodate parents. This could include subsidized childcare, cost-matching programs for childcare accounts, or partnerships with nearby facilities to offer priority slots and discounts.
Progressive companies may offer working parents additional options to support them and their families. These could include Lactation support through private rooms, free breast pumps, or free breast milk shipping for traveling moms. Fertility and adoption benefits could also be enacted by creating policies to subsidize the cost of fertility treatments and adoption fees.
Above all, as an organization, manager, or employee, it is important to show compassion and understanding for working parents. Each and every individual has a different situation whether her or she is a parent or not, and it is extremely important for companies to create an environment where employees will thrive.
September 16th is Working Parents Day. This is an unofficial holiday created to praise those parents who work every day, in and out of the home, to provide a healthy and safe life for their families. Take a moment to recognize someone for their hard work and dedication as they work to support their families and keep up with family meals, practices, new school environments, or just the laundry. To all the working parents out there, Direct Recruiters truly appreciates all that you do!
September 2, 2021
By Celeste Gable, Marketing Coordinator
As a relationship-focused search firm, our employees are our greatest assets. Internally and externally, they represent the company’s core values. At DRI, we want our people to be passionate, positive, goal oriented, and a team player. Our goal when hiring our own employees is to get the right people in the right seats. Occasionally, as all humans do, we make mistakes. People don’t fit, skills don’t match, and we make bad hires. Below we will outline the most common reasons on why companies hire the wrong person and how you can prevent it.
Maximizing potential is reliant on your employees. Each employee represents a percentage of probable annual revenue and if every employee is not performing to their potential, it’s unlikely you will reach your goal. Finding a candidate that checks all your boxes is rare but there are steps you can take to ensure that you get the right person for both your needs and theirs.
1. Reevaluate your Hiring Process
Most often, we hire the wrong person because we are rushing to fill the spot. The turnover that the economy is currently facing certainly is not helping. But settling on the first person who meets the minimum criteria may end up in a vacancy later down the line. The best way to combat this is to clearly define your “must-have” qualifications. Outline the key criteria that a candidate should have to not only fit the job description but you company culture too. Hiring Managers should create a cost analysis of onboarding anew employee. By putting a price on how much it costs to get a new employee fully trained, you can invest early in the right candidate.
2. Experience isn’t Everything
Experience is not expertise. A candidate’s attitude and disposition are equally as important as their skills and experience listed on a resume. It’s easy to be starstruck by a resume. A well written resume is important but not the end all be all. Behind the resume is a person who is going to be successful in only a certain environment. Remember that a resume shows chronology but what’s most important is solutions that the candidate presents today.
3. Be Cost Efficient
How much does it cost to onboard and train the wrong employee? According to the 2020 Training Industry Report, the average company in the U.S. spent $1,111 per employee on training costs. Not only are you wasting time and energy but you’re wasting resources too. Managers and teams will be required to spend time training the new hire. This can result in a loss of productivity and efficiency. Besides training resources, you are compensating an employee who may not be meeting expectations. When that employee leaves (and they will), you have to start the process over. Not only is this draining financially but your team’s morale suffers too.
People are your organization’s most prized asset and hiring the wrong one can be costly and draining. Collaborate with your team to build an accurate evaluation of candidates to spot red flags early on. Go beyond the resume and ask critical thinking questions to help you asses a candidate’s behavior and attitude. You can never 100% know whether a candidate will work out or not, but prevention is key.
August 19, 2021
Marijuana legalization has made strides in the United States in recent years. As of 2021, 18 states (plus DC) have completely legalized the recreational adult-use of cannabis and 37 states have legalized medical use of marijuana. However, there is still a stigma around cannabis – medically prescribed or not. In many places, marijuana usage can be a barrier to a job. It is completely legal for a potential employer to administer drug tests. Laws vary from state to state but there are guidelines that most everyone must follow.
Applicants are required to know that they could potentially be drug tested as part of the screening process. This information can be listed in the job application or posting. Similarly, you could have already been offered a job, contingent on passing a drug test. Overall, most companies that intend to drug test candidates include that information in their job applications. In most cases you have little choice but to agree to drug testing or drop out as an applicant. In addition, all applicants for the same position must be tested similarly and all tests must be administered by a state-certified laboratory.
To Test or Not to Test; That is the Question
How does this affect states where recreational use is legal? This creates an interesting paradox. Without testing, there could be more job applicants and employers have better chances of getting the strongest candidates with a larger pool of prospects. On the other hand, with testing, employers can be sure they hire drug-free employees who will be safe on the job. Safety on the job is paramount therefore having an outright ban on marijuana usage is simpler for employers than handling it case by case. Depending on the business, drug testing might be essential. Truck drivers, bus drivers, and train operators are still tested for marijuana under the U.S. Department of Transportation laws. Many companies that contract with the federal government and receive federal grants are required to maintain drug-free workplace policies as well. According to the , they believe there is no level of cannabis use that is safe or acceptable for employees who work in safety sensitive positions.
Trial and Error
With the ever-changing state of cannabis law on a federal level, the nation is essentially in a “trial and error” situation. Employers have no choice but to keep up with these circumstances. The medical aspect of cannabis further complicates the matter. Several states have specific laws protecting medical cannabis patients from employment discrimination. Employers can require drug testing before and during employment if medical marijuana users are exempt from discrimination. As it pertains to recreational use, testing can return positive results weeks after a person uses marijuana. There is no way to tell if someone is a habitual user or if it was a one-time event.
Instead, companies should look for tests that measure performance impairment—some of which specifically target marijuana’s impact on qualities such as short-term memory. “One trend we are seeing is that employers are not getting rid of drug testing completely, but they’re rethinking the frequency with which they test and/or the amount of time between testing,” explained Jonathan Havens, a partner and co-chair of . Some employers are also “cherry-picking” which roles they drug test candidates for, focusing on roles that pose safety concerns. Less commonly, companies are transitioning away from screening candidates and employees for marijuana use.
Currently, employers and employees must continue the “waiting game” until federal and state employment laws come to a decision on the legalization of cannabis. As recruiters, we have seen a variety of methods for drug testing and screening candidates in general. What has your company done, and how do you see this evolving in the future?
As a part of DRI’s Olympic Summer Series, we are offering you exclusive advice on how to achieve your dream team. Whether you are a manager or a president, we offer you leadership advice to best propel your team into the future. Olympians aren’t born, they’re trained.
Training Your “Olympians”
As a leader, you are only as strong as the weakest member of your team. Your job is to make sure that everyone is in the right place to work towards the whole group’s success. By giving them opportunities that can lead to increasing their own capacities, you invest in your team. When you place high value on each individual member and share their contributions openly, bonds deepen, and teams can understand the greater purpose.
Getting the “Go(a)ld”
Start with communicating clearly and concisely. Don’t expect your team members to just know exactly what you mean. If you have communicated your goals clearly, they will feel more driven to provide it for you. To reach and exceed goals, your team must all be on the same page. By sharing a roadmap for success, all team members can have a clear idea of where exactly they are going. Start by setting SMART goals. Specific, Measurable, Attainable, Results-oriented, and with a Timeframe. By setting goals with these attributes in mind you and your team can deliver results.
Championing your Team
Listening leads to Leadership. By appreciating your team members and championing their greatness, you can more easily communicate your goals with your team. Winning teams are developed under leaders who can flex and bend their own personalities around each team member’s needs.
Create and cultivate your team’s culture. Whether it comes from leadership or is discussed as a team, creating shared guidelines can ensure a streamlined process for how people will work together. You must commit to this culture. The most important thing for a company to live by is their stated values. When you find people that exemplify your core values, it is easier to promote and reward them.