In this preview episode, William Tincup is joined by Donald Knight, Chief People Officer of Greenhouse Software, to discuss what to expect from the coming series.

They see the conversation on DEI has shifted towards allyship and championing all people, as the root word of allyship is “all.” Donald emphasizes the need to engage in these conversations all the time and for all people.

This series is a must-listen for anyone interested in DEI. If you want to learn how to create meaningful change in your workplace, then check out the series. Join us for lessons learned, progress and pitfalls, and candid conversations about growth and transformation.

We have the full list of episodes right here for you.

Enjoy the podcast?

Thanks for tuning in to this special episode of Greenhouse: DEI in Action . Of course, comments are always welcome. Interested in what Greenhouse has to offer? Check out their website

The post Greenhouse: DEI in Action Podcast Miniseries appeared first on RecruitingDaily.

Melissa Fischer, CEO of NurseRegistry, was a guest on the Recruiting Daily Podcast to discuss best practices for nursing retention and keeping them happy.

Nurse Registry is based in the San Francisco Bay Area and focuses on finding opportunities for nurses within California. Fischer emphasized that there are many opportunities available for nurses beyond working in hospitals or glamorous roles such as ER or labor and delivery nurses. She believes it’s important to get these opportunities in front of nurses so they can find their perfect fit.

Before discussing happiness in the workplace, Fischer and William Tincup talked about the demand for nurses. Pre-COVID, Tincup believed there weren’t enough nurses to fill open positions, let alone future positions. While this may not be entirely true, the demand for nurses is still high.

Fischer stated that Nurse Registry has seen an increase in demand for home health and private duty nursing due to the pandemic. She believes the key to meeting the demand for nurses is to promote nursing as a career choice and create more opportunities for nurses to advance their careers. This article targets the phrase “nursing retention” to highlight the importance of keeping nurses happy to retain them in the field.

Listening Time: 28 minutes

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The post Nursing Retention and Happiness With Melissa Fischer of NurseRegistry appeared first on RecruitingDaily.

Create an Internal Talent Marketplace

An internal talent marketplace (platform or interface) allows employees to showcase their skills and interests, apply for open positions, and connect with hiring managers. It creates transparency and enables employees to take control of their career development.

It also gives managers and company leaders insight into the skills that their existing workforce has now or wants to learn in order to forecast and close future skills gaps by moving skilled employees into new roles.

Jessica Miller-Merrell
Founder and Chief Innovation Officer, Workology

Try Monthly Career Planning

Employees can often be terrified of raising career questions with their immediate boss—scared it could lead to reduced trust or worse…termination. To boost internal mobility, organizations have to actively encourage managers to set regular checkpoints with team members where long-term career planning is the focus (a monthly cadence is my personal recommendation).

Having done this twice recently, the common refrain I hear is, “Why would you allow your employees to move to alternate teams?” My response is simple: I’d always prefer talent to remain within our company, and if we can develop an appropriate transition plan, then there is no downtime, compared to if the employee becomes frustrated and ultimately leaves, causing a far greater burden than if we found a new home for them within the same company.

Patrick Ward
Founder, NanoGlobals

Share Stories of Growth

Spread the word when employees are promoted! When staff members are celebrated publicly, it can inspire everyone.

Your employees will feel empowered to create their own paths to success within the company. Consider an internal page on your website where employees can share success stories and you can feature open roles. When your team celebrates each other often, a culture of growth develops!

Liza Kirsh
Chief Marketing Officer, Dymapak

Post Internally First

To encourage employees to apply for internal positions, begin by posting the position internally only. Post positions in-house for at least 14 days before sharing externally.

This will encourage and give employees the opportunity to apply before having to compete with a wider applicant pool. Many internal candidates won’t apply, as they fear they won’t be able to compete, especially for higher positions. However, these employees have company history and knowledge that can’t be replicated. Show your employees that promoting from within is a priority for your company.

Asker Ahmed
Director and Founder, iProcess

Facilitate Employee Development

In my expert opinion, one of the most effective ways to improve internal mobility is by investing in employee development.

Well, employers should provide opportunities for their employees to learn new skills, take on additional responsibilities, and advance their careers. This can be done through job shadowing, mentoring, training programs, and offering tuition reimbursement for further education.

Rene Delgado
Founder and CEO, Shop Indoor Golf

Increase Transparency and Communication

In my expert opinion, to improve internal mobility, employers should increase transparency and communication with their employees. This includes providing clear job descriptions, career paths, and performance expectations.

Employers should also provide regular feedback and have open discussions with employees about their career goals and aspirations. This will help employees understand what opportunities are available to them and how they can advance within the company.

Matthew Appleton
E-commerce Manager, Appleton Sweets

Implement a Formal Internal Mobility Program

Experts prefer this, employers should implement a formal internal mobility program that outlines the process for internal job postings, transfers, and promotions. The best thing about this program is that it should be easily accessible to all employees and should be regularly updated to reflect the changing needs of the company.

The program should also be supported by senior leadership and be communicated clearly to all employees to ensure that everyone is aware of the opportunities available to them.

Alice Hall
Co-Founder and Creative Director, Rowen Homes

Cross-train Employees

Generally, each employee holds a single job description or list of tasks and responsibilities at one time. Employees, and their leaders, may consider this to be a level of internal comfort, whereby most people know their place and expectations.

This level of operation comes at a cost to individual employees who seek to learn more about your business operations and even contribute more to its success. Employees who aspire to higher levels of responsibility and authority need to know that this potential is realistic.

Evidence may come when certain opportunities for cross-training are advertised. Employees, for example, who are generally in a customer-facing position may be offered exposure to the internal operations, such as customers’ order processing.

For those seeking to reach higher and organizations valuing the skills and experience of tenured staff, internal mobility can be improved when staff is building upon skills, rather than only perfecting their original job description.

Ashley Kenny
Founder, Heirloom

Develop a Comprehensive Career Development Program

The best way to improve internal mobility for employees is to provide a clear path forward for career advancement. If you’re in a position where you’d like to move up in your organization but don’t know how or if it’s even possible, it can frustrate and demoralize you. We want our employees to feel empowered and confident in their ability to advance within the company, so we ensure they have access to guidance and resources that will help them get there.

One way to do this is to develop a comprehensive career development program. This program should give employees the tools and help they need to improve and advance in the company. This could mean having access to opportunities for training and growth, mentoring and coaching programs, and career counseling services. Also, organizations can create a culture of continuous learning and development by giving employees at all levels of the organization opportunities to learn and grow.

Kimberley Tyler-Smith
VP, Strategy and Growth, Resume Worded

Ensure that You Have the Proper Technologies

Big businesses, in my perspective, hold a complicated web of opportunities. It is understandable that hiring managers will find it difficult to balance hiring requirements with existing internal expertise. Increasing the visibility of opportunities and simplifying the identification and development of internal talent, talent management software helps make sense of it all.

Seek software with professional progression and internal mobility features. This will assist you in systematizing your efforts and making internal mobility accessible and realizable for the entire organization.

Joe Troyer
CEO and Growth Advisor, Digital Triggers

The post Improving Internal Mobility for Employees appeared first on RecruitingDaily.

In this episode of the Use Case podcast, William Tincup interviews Mark Simpson, CEO of Pillar, about interviewer best practices.

Pillar is an interview intelligence platform that provides data on best practices for interviews. Simpson discusses how Pillar helps companies improve their hiring process and build better teams by evaluating and selecting the right people for the job. The conversation also touches on the importance of standardization and technology in the hiring process to reduce bias and promote fairness.

The discussion highlights the need for interviewer best practices to combat biases during the hiring process. Simpson emphasizes the importance of using technology to standardize the interview process and make it more objective. He notes that standardization can help reduce biases and improve the quality of hires, as well as reduce first six-month attrition rates.

The conversation provides valuable insights into how companies can leverage technology to create a fair and efficient hiring process. Overall, the podcast offers useful tips and strategies for companies looking to improve their hiring process and build better teams.

Listening Time: 28 minutes

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In this episode of the Recruiting Daily Podcast, Ivori Johnson, who leads diversity, equity, inclusion, and belonging at ChartHop. She discusses how performance reviews can help combat workplace bias.

Johnson explains that biases can lead managers to favor certain employees over others, which can ultimately affect their performance evaluations. She suggests creating a process to eliminate biases as much as possible and introducing mechanisms to make managers aware of their workplace biases and be more objective in their evaluations. The conversation also touches on the importance of standardized interviews in reducing bias during the recruitment process.

Workplace bias is a prevalent issue that can affect employee performance evaluations. In this podcast, Ivory Johnson shares insights on how performance reviews can be used to combat workplace bias. She suggests creating a process that eliminates biases as much as possible and introducing mechanisms to make managers aware of their biases and be more objective in their evaluations. Additionally, the conversation highlights the importance of standardized interviews in reducing bias during the recruitment process. By taking people through similar interview processes and asking similar questions, companies can reduce bias and promote fairness.

Listening Time: 33 minutes

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The post Combating Workplace Bias With Performance Reviews With Ivori Johnson of ChartHop appeared first on RecruitingDaily.

Clovers and TalVista are two companies that recently merged, and the CEOs of each, Doug Leonard and Scot Sessions, share their experience with William Tincup in this episode of the Recruiting Daily Podcast. The discussion focuses on the mechanics and outputs of mergers and acquisitions. The TalVista merger is important for practitioners to understand, as it sets an example for how to do it right.

Clovers was founded during the coronavirus pandemic and recognized the potential for virtual interviews to accelerate. The company’s mission statement was to create a virtual interviewing platform that could be used by companies of all sizes. The TalVista merger was an opportunity for both companies to combine their expertise and offer a more comprehensive suite of products to their customers.

They aim to revolutionize the recruiting industry by providing a complete suite of products that enable companies to find, hire, and retain talent. The merger has allowed them to expand their offerings beyond just virtual interviewing.

Clovers and TalVista include tools for diversity and inclusion, candidate experience, and analytics. Clear communication and transparency during the merger process has been key. Practitioners can now focus on creating value for their customers rather than just increasing revenue.

Quotes on the TalVista Merger from Our Guests

“Do you know that TalVista last year processed nearly a hundred thousand resumes for our clients? We often hear resumes are dead. Well, you know what they’re not. People are using ’em. It’s an an easy entry point, but people need to be more consciously aware and focus on their skills, abilities, and experience…rather than the school, their name, their location.” -Scot Sessions

“We’re here to put [our services] together into a comprehensive solution that really moves the needle, that is the goal. To really leverage our research, and be thought leaders in this space because we have a lot of data.” -Doug Leonard

Listening Time: [45] minutes

Enjoy the podcast?

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The post Inside The TalVista Merger with Doug Leonard And Scot Sessions of Clovers appeared first on RecruitingDaily.

When it comes to developing women leaders, I often wonder why companies have specific programs for women, especially ones that only include women. There is a perception that women need something different than men — help with “imposter syndrome,” or how to present powerfully, and that somehow only networking with other women is the winning strategy. Of course, some women might need this, but some men might need this as well. Women do not have an inherent lack of confidence or ability to organize and present ideas. All potential leaders have strengths and areas for development. 

Developing Todays Leaders, Regardless of Gender

Developing leaders with a personalized approach makes sense. Leadership coaching is a fantastic way to do this. But not all women have the same needs, and it’s strange to think they do when we don’t have the same frame of reference for men. Do companies have men-only programs for how to tame aggressiveness or how to collaborate and not compete? Of course not! Because all men don’t have the same developmental needs — neither do women. 

Early in my career, employers kept trying to sign me up for imposter syndrome classes. At that time, these classes were called “assertiveness,” and I never needed or wanted them. I’m not shy and have been told my entire life that I need to employ some restraint and not overshadow others. Me in an assertiveness class? It was a disaster. I ended up leading it, and guess what? There were a number of men in the class too. Yet this was the curriculum for women. 

Creating separate programs for women implies that women are different from men and perpetuates existing biases. The reality is that women should get developed, just like men, from day one with a company. To anyone thinking, “but men and women are different!” Of course, they are, and personalized development through coaching handles this because men are also different from each other, just as women are. From a leadership perspective, the most significant difference between men and women is that women leaders often deal with a majority of men and may need help with that. The reverse is not typically true. 

Analyzing the state of global entrepreneurship, World Bank noted, “The gender gap in entrepreneurship reflects recurring underlying disparities and tends to signal strong inequalities in access to institutions.” You will notice they did not say anything about capabilities and skills. That’s because leaders, regardless of biological sex or gender identity, need the same capabilities and skills.

Build Equality Programs

So, what can we do instead of creating programs isolated to women? For starters, companies should build programs rooted in equality. Coaching is a development accelerator. If the goal is to have a balanced pipeline of leaders, you can’t have 80 percent of men being promoted and think that adding a development program for women will change this ratio. The results will always be unbalanced, and parity will be impossible. If an organization needs to catch up because they don’t have gender balance in the leadership ranks now, this is the opportunity to promote more women; there is no need to create another program to do that. Use what is in place for the male employees. 

With regard to possible pushback, my stance remains that naysayers and skeptics are simply feeding into an existing bias against women. We do not need special development programs. We need the same development and promotional opportunities that men receive, starting at the same point in career trajectory as men, with the same championing and support that men receive. 

Given that women are not compromised when it comes to business, a unified approach to leader development can open up new avenues for employers and enable them to rethink how and when development programs start. Even the perceived challenges, such as imposter syndrome, dismissive attitudes from counterparts, interruptions in meetings, and skepticism of decisions, all go back to coachable capabilities like confidence and presence. I have coached a lot of women and have never once worked on imposter syndrome. But I have worked to develop self-confidence, decision-making confidence, and how to generate confidence in others with each and every coachee and anecdotally, for the first 15 years of my career as an executive coach, I only worked with men. Why? Men were — and still are — the dominant cohort at the senior leadership level in many organizations and industries.

Capabilities for Coaching

Capabilities are at the core of successful leadership coaching. Companies need to focus on fostering those capabilities throughout the employee lifecycle. That means developing leaders earlier to be available when the need arises. To accomplish this, employers need to recognize abilities and potential as part of the talent acquisition process and offer coaching immediately post-hire. That way, everyone is equally prepared. Likewise, by starting earlier, employees also have the ability to build out new networks, and networks have been proven to impact professional advancement. Supporting access for women to professional networks traditionally enjoyed by men can also make a big difference. 

A piece published by Harvard Business Review indicated that high centrality, a key measurement in social network analysis, tends to drive placement more than other factors. The author wrote, “Centrality, in this context, is less a function of how many people you know but who those people are. Identifying and connecting with people who are connected to multiple networks is a key strategy.” By sequestering women into gender-specific programs, companies limit their networks and, ultimately, their career development.

Final Thoughts

From what I’ve seen and what the research indicates, if organizations want to create a balanced pipeline, that starts the moment all employees are hired. That is why I advocate for the term gender neutral. Gender is no longer a factor in the decision of who is promotable. Skills and capabilities are, and leadership coaching is a proven way to develop them. The sooner companies realize the value coaching offers employees from the outset, the less likely women and other underrepresented populations are to fall behind.

The post Stop Coaching for Women and Start Developing a Gender-Neutral Leadership Pipeline appeared first on RecruitingDaily.

Despite the headlines about tech layoffs, the war for top talent is more competitive than we’ve experienced in decades. Job seekers have more power over when, where and how they work – including how they engage with prospective employers during the recruitment and hiring process. 

Companies are competing furiously for talent, and while some companies have adapted to this highly competitive landscape, others are falling behind in terms of competitive offerings and a new level of authenticity needed to attract the best talent. But, one thing remains blatantly clear: a strong employer brand is a deciding factor for prospective employees.

Now more than ever, companies need a well-defined employee value proposition (EVP) to showcase they’re a values-driven organization focused on more than just profits. Coupled with a strong engagement strategy to target this message to prospective employees and a commitment to a positive and smooth candidate experience, EVPs will be a key ingredient to winning the ongoing talent wars.

What is an EVP and Why is it Important?

Defining and building an employer brand is not a task that should be taken lightly – it’s a meaningful way to showcase what your brand stands for, and can impact many facets of the business. While it’s often mistaken for sentiment about company culture and employee engagement, it is far more about what the employer offers to its employees; much like a product value proposition is to the consumers who purchase said products.  

The EVP is how businesses market their value to new talent and retain current employees. It’s the benefit employers offer to employees about why they should come work for their company. Think about the standard interview question “Why should we hire you?” and turn it around: “Why should you choose us as your employer?”

Your EVP sends a consistent message to customers, partners, the community, etc., about who you are as a company and what you represent. Strong employer branding exercises will consider a combination of company identity, mission, values and workplace culture. However, a succinct, impactful EVP will be the differentiating factor to elevate the brand above countless other companies vying for the candidate’s attention. 

If you don’t have an explicit and authentic EVP you’re communicating strategically to prospective employees, you could be missing out on the right talent to drive your business. Surprisingly, even though most people recognize EVPs as critical to a healthy talent acquisition strategy, 41.4% of companies still don’t have one established. So, the problem is not necessarily that companies don’t realize the importance of EVPs. The disparity lies between knowing it’s important and actually investing in creating one, which leads us to believe establishing and implementing an EVP is the main barrier. For the organizations that may have an EVP, they are often slung together in a few slides and don’t have the foundational research needed to be in tune with reality.  

How to Create an EVP

First, an EVP is part of a much larger discussion around employer branding. It’s not just what you can offer to employees, it’s what your company stands for. Here are just a few steps you can take to establish and implement your own EVP: 

Introspection:

Ask yourself what your company has to offer an employee. Why would they want to work for you versus another company with similar pay and benefits? What can you do for them in the long run? If this proves to be challenging to answer, consider asking existing employees via surveys, focus groups and interviews what they find most valuable and rewarding about working for the company. This is also a great time to reflect on areas of company culture that can be improved upon to attract more talent in the future, while creating a better overall experience for existing employees in the process.

Boil it Down:

Boil the answers down into a few simple sentences or a short paragraph, explaining what you offer employees. It’s easy to just mention good company culture and competitive pay, but it’s more constructive to make it unique to your specific company. Does your company offer flexible work hours (appealing to parents) or unlimited PTO (appealing to millennials)? Is the company involved in any community or charitable organizations? How can you demonstrate the company is a people-first organization with a focus on employee well-being and development?

Establish and Market:

Once the EVP is finalized, establish it within your company first, leading by example and ensuring it’s aligned with current organizational goals and culture. Next, develop assets to market it externally as a part of your employer branding and awareness efforts, careful to strategically target key types of job seekers who can become the future employees you want. It is important to target candidates both on and off the job boards so you are not only targeting active job seekers but also trying to reach them during their daily lives. To stand out, it is important to be proactive about bringing your message to them versus completely relying on the job boards to deliver the best hires. Evaluate the results regularly and tweak as necessary to make sure it’s authentic and resonating with internal audiences and external candidates. To answer ‘why should someone want to work here,’ an EVP is not something that should remain static. Just as the dynamics of the job market continuously change, companies should be aware of the evolving work environment, their employee sentiment, and tweaks to their values as time progresses and cultures and priorities evolve. 

When you break it down, EVPs aren’t as daunting of a task as they might seem, and can make all the difference in your hiring practices. 

The job seekers of today have different priorities and it is still critical to understand this is an employee-dominated market.  It’s not enough to just skate by, you need to stand out. Today, millennials have changed the workplace and Gen Z candidates are rapidly entering the workforce  looking for more than just a paycheck and simple benefits. They want to work for a company that has a mission and purpose, but also puts them first. Strong, authentic EVPs build trust, transparency and excitement about an employer brand – and in the end, will encourage the strongest candidates to apply regardless of the type of workers you need to power your business.

The post Without a Strong Employee Value Proposition, You Can Kiss Top Talent Goodbye appeared first on RecruitingDaily.

Skills-based hiring continues to trend.

As you know, skills-based hiring focuses on screening candidates based on their capabilities rather than education or employment history. In today’s hiring environment, if you’re not hiring for skills, you’re missing plenty of potentially high-performing job candidates.

The Benefits of Skills-Based Hiring

When it comes to the benefits of skills-based hiring, the results speak for themselves. In a survey of more than 2,700 employers by TestGorilla, they found dramatic improvements in hiring practices and outcomes when employers shifted to skills-based hiring, including:

• 89% reduction in the cost-to-hire
• 91% reduction in the time-to-hire
• 92% reduction in mis-hires
• 91% increase in employee retention
• 91% increase in hiring diversity

A skills-based hiring strategy also creates a better job-fit for employees, which produces greater job satisfaction, employee engagement, and performance appraisal ratings. Those with high job-fit also tend to better adapt to challenges, seek upskilling, and develop transferable skills.

Shifting Hiring Requirements

In an effort to fill spots in several industries, LinkedIn launched a program guaranteeing job seekers an interview with recruiting teams if they can pass a skills-based test. Look for expansion of this type of strategy in the future.

For years, companies have practiced “degree inflation,” demanding four-year college degrees for positions that didn’t require them. This kept many skilled workers out of the talent pool due to the high cost of higher education. This disproportionately impacted those in lower-income communities, especially people of color, leading to a lack of diversity in the workforce in upwardly-mobile positions. With fewer diverse candidates in entry-level jobs, fewer diverse candidates were being promoted upward in companies.

That’s changing.

A review of job descriptions by the Harvard Business Review showed that employers have started to reduce degree requirements by more than 45% for mid-level employees and about a third for high-skilled positions. Job ads showed a marked shift towards skills rather than specific degrees.

Companies like Google, Microsoft, Apple, IBM, and GM have all shifted their hiring practices and offer some high-level positions to employees without college degrees in an attempt to widen the talent pool and attract different types of candidates. Today, about half of the jobs at IBM do not require a four-year degree.

There’s also a greater emphasis on finding candidates with transferable skills that will help them grow within the organization and upskilling current workers to provide more opportunities for internal movement.

Continuing Need for High-Quality Employees

Employers need workers with the right skills and many are desperate to find quality candidates. Despite some companies cutting back, there are still 11 million job openings in the U.S., according to the Bureau of Labor Statistics. At the same time, turnover continues to be an issue with monthly layoffs, separations, quits, and discharges topping 11.5 million monthly.

Employees Want to Develop New Skills

The Wharton School of Business at the University of Pennsylvania reported that nearly a third of tech workers, for example, say skills and self-improvement are what they value most about their job. 92% of professional says having access to professional development is important or very important.

Current employees are also seeking more upskilling opportunities to stay ahead of changing work environments. A study by Amazon and Workplace Intelligence showed that seven out of ten employees say they do not feel prepared for the future of work.

By providing opportunities for employees to adapt and learn new skills on the job, employers can retrain and retain workers at a higher level.

More Opportunities for Skills Development

One piece of good news for employers and job seekers is that there are more opportunities for skills development than ever before.

Colleges are offering online courses and boot camps in greater numbers than in years past. The number of massive open online course (MOOC) platforms has risen, offering free courses and unlimited participation. Many employers have started their own training and certification programs to attract the next generation of workers.

Skills-Based Hiring Will Continue

Hiring based on skills is on the rise and will remain that way into the future. Employers need to reassess their hiring practices to see whether they are leveraging this growing trend.

The post Why Skills-Based Hiring is on the Rise and Should Remain that Way appeared first on RecruitingDaily.

According to a recent McKinsey/LeanIn study, women are re-evaluating their careers and switching jobs in unprecedented numbers. The global pandemic highlighted challenges associated with child care, family time, and mental health.

But, many of these workplace challenges began for women long before the pandemic started. We just finally seem to be talking about it – out loud and in front of decision-makers.

Are companies listening?  Well, women aren’t waiting around, twiddling their thumbs, waiting politely for an answer. Instead, they’re communicating with their feet – as they walk away from a job (and maybe a career) that doesn’t serve them.

Keep reading to learn more about the Great Breakup and its implications on hiring in 2023 and beyond.

Why Are Women Changing Jobs in Droves?

According to the McKinsey/LeanIn study, women are changing jobs for three primary reasons:

• Women leaders want to advance, but they face more challenges than men
• Women are underrepresented in their organizations but overworked
• Women demand a better work culture focused on diversity, equity, and inclusion (DEI), overall well-being, and flexibility

Let’s look at each.

1.    Women Leaders Want to Advance, But Face More Challenges than Men

Just like men, women want to grow professionally, advancing in their careers. However, women face unique challenges that men don’t. Here are some examples of these headwinds from the McKinsey/LeanIn study:

• Women leaders are twice as likely as men to be “mistaken for someone more junior”
• 37 percent of women leaders have had a co-worker take credit for their idea, compared to 27 percent of men leaders
• Women are more likely than men leaders to have co-workers who imply they are unqualified or question their judgment
• Women leaders are more likely to claim that their personal characteristics (such as being a mother or caregiver and/or their gender) have negatively impacted their ability to advance (through receiving a raise or promotion)

2.    Women are Underrepresented, Unrecognized and Overworked in their Organizations

Anyone feel this one? Statistically, women are still underrepresented in their organizations – especially in leadership positions. McKinsey/LeanIn’s Women in the Workplace 2022 Report says that women are “dramatically underrepresented in corporate America with only one in four women serving in an executive, C-suite role.

And, despite this underrepresentation, women are still unrecognized and overworked, giving way to burnout and mental health challenges. In fact, 43 percent of women leaders feel burned out compared to 31 percent of men in similar positions.

But here’s the rub. Women spend 2x more time and effort than men on supporting employee DEI initiatives – both of which improve employee retention and satisfaction rates. However, 40 percent of women leaders say this additional DEI work isn’t acknowledged in performance reviews. While work in DEI helps to attract and retain talent while improving corporate brand, this work doesn’t help women advance – it just stretches them thin.

3.    Women are Demanding a Better Work Culture

Finally, women are demanding a better work culture and changing jobs when they don’t find it. Women are more likely to change jobs to find a culture with more flexibility and commitment to DEI and well-being.

And although these demands were present before 2020, the global pandemic just emphasized the importance of these demands.

Here are some examples to consider:

• Women leaders are 1.5x more likely than their male counterparts to have left a previous job for one that prioritizes DEI
• 49 percent of women say that flexibility is a top reason they consider when accepting a job offer or staying at a job

To attract and retain female talent, especially in leadership positions, employers must support women.  If not, women will continue leaving in droves, setting diverse employment and leadership back decades.

Are Younger Generations of Women Changing Jobs Too?

So, what about our future female leaders? Well, the news isn’t much better there. With mid- and senior women leaders leaving for more flexible, diverse, supportive positions, there will be fewer female mentors at a majority of companies – leaving younger women with no one to watch advance up the ranks.

And young women want to advance.  According to the McKinsey/LeanIn study, more than two-thirds of women under 30 want to advance to senior leadership positions. Additionally, more than half of these women say that advancement has become more important to them over the pandemic. Finally, just like their more experienced counterparts, younger women also want to work for an organization that prioritizes flexibility, DEI, and overall well-being.

Companies that fail to focus on these issues will have difficulty retaining women leaders they already have while potentially losing out on recruiting young talent, creating a weak (or broken) leadership pipeline for attracting the next generation of leaders.

Instead, companies must continually embrace flexibility and commitment to DEI and well-being all while providing women with opportunities to advance – free of headwinds. After all, a diverse and inclusive company will continue to attract and retain the best talent while keeping its well-deserved competitive edge.

The post Why Are Women Leaders Leaving their Jobs in Unprecedented Numbers? appeared first on RecruitingDaily.

Modern organizations have to process a staggering number of applications to build a shortlist for each open position. Businesses receive an average of 250 applications for each corporate-level role. The best of these applicants are usually interviewing with more than one company at any time. It is, therefore, in the best interest of businesses to quickly find the right candidates and confirm their employment to prevent losing them to a competitor. 

Why Businesses Should Focus On Optimizing Hiring Pipelines

As businesses compete more aggressively for talent, experienced and motivated candidates are in high demand. Recent research has revealed that 57% of job seekers lose interest in a job if the hiring process is too lengthy. The longer the consideration process is, the higher the chance the applicant will go elsewhere. The best move for these organizations is to optimize their hiring processes to quickly gather the information they need and make a decision. 

Businesses that keep the hiring process short and optimized also experience significant economic benefits. The average American employer spends approximately $4,000 and 24 days on a single hire in labor, software, and outreach costs. These numbers can add up quickly for companies that look to expand or need to manage high turnover rates. Optimizing the hiring process can reduce this cost by freeing up resources such as recruitment personnel and meeting rooms. Hiring managers are also often pulled away from their regular job to interview promising candidates, so reducing the time spent on hiring gives them more time to focus on high-value business activities. 

4 Ways to Spend Less Time Hiring

Identify and Automate Repetitive Tasks

The first step for businesses that wish to eliminate inefficiencies is to identify areas that are ripe for modernization. Hiring teams must report tasks that they find repetitive and time-consuming. These usually include essential steps such as providing candidates with visitor and check-in information, vetting resumes for basic qualifications, coordinating interview schedules, and more. 

HR teams now have access to digital tools that can help them save time when organizing interviews and finding the best candidates. AI-powered tools can scrub resumes and weed out applicants who don’t have the appropriate qualifications for the position even before hiring teams do their initial reviews. Once a shortlist is produced, visitor management software can help hiring teams find the best room for the interview, send the relevant information to candidates and recruiters, and optimize the registration process once the candidate arrives at the office. This can significantly improve the candidate experience—and can position a business as an employer of choice for talented candidates. 

Build Talent Pipelines Ahead of Time

Businesses often know their expansion plans and can anticipate their staffing needs. However, there is often no standardized process to track openings and applicants across business departments. Instead of merely posting job descriptions on job boards as necessary, businesses can build talent pipelines to help them fill open positions faster. Candidates who interview for one position can sometimes be directed to other roles where they might also be a fit.

Keeping records of past applicants and making them accessible across business silos can make it easier for recruiters to build a strong shortlist of candidates early in the hiring process. Recruitment teams must avoid waiting until there is an open position to fill before they build a pipeline that can deliver highly qualified candidates to them ahead of time. 

Streamline the Interview Process

There are many things to consider when planning an interview. Hiring teams must develop the interview questions, form an assessment rubric, find an appropriate location for the interview to take place, find interviewers who are available, and choose the best time for both the interviewer and the candidate. These processes can be streamlined by making this information easily accessible to all team members. Even better, providing this information on an integrated platform also makes it easy for the point person to convey relevant data to the candidate. 

Track Time Spent on Hiring

Once effective and efficient systems are in place, hiring teams may assume that the work is done. However, as tools modernize and new solutions are introduced to the industry, hiring processes can be optimized further. Companies must build a culture of constant improvement. The easiest way to do this is to improve recording and reporting. Hiring teams should track exactly how much is spent on each part of the hiring process. This can help business leaders identify areas of inefficiency and account for recruiting costs better. 

The hiring landscape is unlikely to get any less competitive in the coming years. Businesses must use all the tools at their disposal to ensure that their hiring practices are effective and efficient. Modern software can help businesses reduce hiring costs, focus on high-value activities, and fill open positions faster. Companies that wish to hire the best candidates must put the best practices in place to attract and retain them more effectively.

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A Criminal Record Does Not Automatically Equal Dangerous

Let’s clear the air. It’s crucial not to assume the worst in someone simply because they hold a criminal record, but rather to keep well away from any discrimination and give them a second chance. A criminal record doesn’t automatically mean someone has a murder or theft conviction. They may have been charged with possession of marijuana, which is now legalized. They may have been part of a protest and ended up on the wrong side of the law.

There’s a strong wave of opinion promoting upping our efforts in second-chance hiring. We should be open to employing those with criminal records who find it tough to obtain gainful employment due to their criminal record status. However, the issue bothering many employers is the stigma associated with employing someone with a criminal record. Are we putting our current staff in danger? Are they trustworthy and reliable? Of course, much of this sentiment is a narrative playing out in the employer’s mind rather than the actual reality of the situation.

Why Pursue a Second-Chance Hiring Strategy?

Let’s divide this into two thought directions. One direction is more altruistically concerned, while the other deals with the positives of the second-chance workforce.

The Altruistic Mindset

Altruism is defined as a selfless concern for the well-being of others, even at risk or cost to ourselves. With the stigma around hiring those with a criminal record so prevalent, it does seem like there are risks to second-chance hiring. As humans, we do, however, like to give people a second chance and provide opportunities for those who find it challenging to find employment due to their circumstances.

It is important to point out that much research and gathered statistics point to the fact that most US citizens who are the not-so-proud owners of a rap sheet have yet to actually be convicted of a serious crime. They are perpetrators of misdemeanors, possibly even once-off moments many of us without criminal records have been through often but have managed to get away with.

Offering candidates a second chance because they deserve it is good enough. Of course, rigorous interview processes and screening, as you would for any potential employee, are essential.

A Potentially Motivated Workforce

Obtaining gainful employment is not easy for those with a criminal record. They have to work far harder to gain employment, and often, the job they get is below their skill level.

When you employ someone in this situation, they are more likely to be more motivated to keep their job, making sure they are an asset to the company. Previously incarcerated citizens or those with a bad track record tend to want to alienate themselves from their past. They are eager to build their careers and write a new, more positive chapter in their lives. As the employer, you will have an employee who is highly motivated and eager to learn and develop.

Just a quick online search, and you’ll find many success stories of second-chance employment candidates who have thrived and moved up through the ranks in a company. Let’s not be naive, though. There are, of course, many for who it has yet to work out, but isn’t this the case with any other potential employee?

Industries that Could Benefit from Second-Chance Hiring

It’s important that don’t see second-chance hiring as only trade and labor based. As recruiters, we should screen potential candidates based on their expertise, skills, and motivation. Many candidates with a criminal record have incredible intellectual knowledge and skills to add to the workplace.

However, there is still a deficit and many opportunities available in the labor sector. According to Federal Reserve Chairman Jerome Powell, about 3.5 million workers are “missing” from the workforce, nearly three years after the pandemic took hold of the world. There are opportunities aplenty, and embarking on a second-chance employment strategy could help alleviate the huge labor force deficit.

You know, the typical movie scenario. We’ve all seen it; the notorious hacker turns good and helps the government unearth the devious plots of the enemy with a few swift clicks of the computer keyboard. While this is part of the cinematic world, it could be a reality for many, taking skills used for ill gain and turning them into positives, adding value to businesses and, yes, governments too. Data capturing, research and many remote work opportunities could be an excellent fit for those who might not fair so well in a person-to-person office environment.

Second-Chance Hiring, Looking Ahead

The positives far outweigh any perceived negatives around second-chance hiring. With rigorous screening systems and interview processes in place and stigmas about criminal record holders put aside, there is an untapped workforce of just over 77 million eager to fill positions and grow in their careers. Second-chance hiring should be given the chance it deserves.

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Brilliant women of all races, sexual orientations, and disabilities navigate bias and question unfair treatment in the workplace daily. They’re keen to lean into their strengths, gain leadership positions, and are fueled with the ambition to succeed. But there are still pipeline challenges and workplace environments holding them back.

According to LeanIn.Org CEO, Rachel Thomas, “Women leaders are not only underrepresented. They’re more likely to be investing in good people management, fostering inclusion on their team, and showing up as allies.” She says that from their research, they’ve seen that “business results are better when there are more women and more diverse leadership.”

This article will examine the state of the pipeline for women and answer questions about the current situation. We also look at the call to action for recruiters and businesses to address the root cause and the reaction, known as the “Great Breakup.”

Cracks in the Leadership Pipeline: Gender and Hiring

The ‘leadership pipeline’ that we’re referring to is the steps taken to “get to the top.” The broken rung on the ladder to the top makes up the foundational issue in the state of the pipeline.

A Women in the Workplace report from McKinsey, in partnership with LeanIn.Org, surveyed and interviewed 33 participating organizations and more than 40,000 employees. The 2022 report concluded the following stats that continue to see men outweigh women at management levels:

• For every 100 promoted men from entry-level roles to manager positions, only 87 women are promoted
• 40% of the women surveyed said it was commonplace for other people to take credit for their ideas
• There was a 2% drop from 2018-2022 in female employees in technical roles, with only 16% of the position share going to women
• Women are repeatedly “stretched thinner” than men in leadership, with 43% of women leaders burned out, compared with only 31% of men at their level
• 40% of women leaders say their diversity, equity, and inclusion (DEI) work isn’t acknowledged

Understanding the “Great Breakup” in the Workplace

The Great Breakup in the workplace is a reaction to the state of the pipeline and the “broken rung.” It refers to a trend of women, particularly those in leadership positions (but also young, ambitious women), leaving their places of employment and seeking new opportunities. Ten percent of women leaders quit their jobs in 2021, with only around 8% of male leaders.

A range of factors affecting women drive this “Great Breakup”:

• The desire for greater work-life balance (flexibility, well-being)
• Underrepresentation of females in leadership
• Dissatisfaction with pay gaps
• Career advancement opportunities elsewhere
• Prevalence of gender discrimination
• Bias in the workplace limits their ability to advance
• Lack of DEI

The Bad News of the Great Breakup

The result of the Great Breakup is a significant loss of female talent and expertise in the corporate world, which can have negative consequences for both individual women and the organizations they leave behind.

Can The Great Breakup Have a Positive Impact?

Certainly! When people stand together to say “enough is enough,” eventually, they’re heard. And women have been chanting this phrase for decades. The Great Breakup allows women an opportunity to pursue careers that better align with their values and goals and to create more inclusive and equitable work environments.

Enough is Enough! What is a Recruiter’s Call to Action?

The Great Breakup in the workplace will hopefully see attitudes and expectations shift when it comes to promoting or hiring female leaders or young women in leadership. It calls for employees to repair the “broken rung” as the root cause of inequality and create a more supportive, unbiased, and empowering workplace for everyone. Companies need to recognize, incentivize, and reward the valuable contributions of their leading ladies. It’s in their interest to foster an environment that gives credit where it’s due. Without change, companies risk losing the future generation of woman leaders too.

As a recruiter, it’s vital to learn how to build a more inclusive candidate pipeline and represent companies that desire to build diverse teams, no matter the field. When you find these businesses, build solid relationships so that you can direct young, ambitious women to the environments they want without compromising their work-life balance.

As a recruiter, you’ll come across many influential female leaders. They are the ones who are willing to drive the shift. Learn from them, present them to employers when they’re suited to the job, and stand behind the trends that push for diversity, equity, and inclusion.

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Numerous talent acquisition (TA) individuals have been confronted with job layoffs over the past year and potentially even this year. This situation has caused a significant amount of anxiety not only for those who have managed to hold onto their positions but also for those who are seeking new career opportunities or have just secured a new role. 

6 Ways to Cope with Layoff Anxiety

With predicted shortages of human talent by 2030, it’s crucial to stay at the top of your game and take active steps to feel confident and like you have a worthy skill to offer your current or future employer. 

Here are some ideas on how to cope with layoff anxiety and keep doom-and-gloom uncertainty at bay. 

1. Know Your Worth

A Korn Ferry study concluded that by 2030, the world would see a human talent shortage of more than 85 million people, resulting in about $8.5 trillion in unrealized revenues. As a talent acquisition coordinator, your skills are vital in recruiting new talent, preparing companies for future positions by hiring staff with potential, and proactively hiring faster than competitors who do not have a TA expert in their business arsenal. 

Step up to the plate and shine as you proactively go about your job, making yourself indispensable.

2. Find Other Ways to Generate an income

Finding yourself without a job doesn’t mean you need to move into your mom’s basement and become nocturnal. Why not embrace the opportunity to shift gears in your career? There are recession-proof industries to consider if you’d like a change, or you can invest time and effort into a side-hustle business that includes your most-loved hobby. It could turn into a booming business or ease stress as a gap-filler until something permanent comes along. 

3. Upskill and Step Up

Even if you’re safe in your current job, upskilling sets you apart from other vulnerable employees. Staff interested in developing their skill show improved morale, productivity, efficiency, and more. If your current employer offers development opportunities, now is the time to put your hand up to take extra courses and show your desire to grow. 

If you’re between jobs, plenty of accessible or affordable courses will keep your mind sharp and motivated. You may even stumble across a new passion that leads to fresh career possibilities.

4. Have a Plan B in Place

Rather than wallow in layoff anxiety, take control of the situation and spend time planning what you’d do if you were laid off. Updating your resume, being diligent with savings, networking with industry professionals, and upskilling are all things that can have an impact on D-Day (if it comes). 

5. Seek Help 

Studies have shown that uncertainty can have a crippling impact on our ability to function. Visiting a therapist can help you deal with stress or that annoying imposter syndrome that tells you to panic. Adopting tools to deal with your anxiety is a lifelong skill. Beyond professional assistance, stay connected with people who can provide emotional support. 

6. Take Care of Your Physical Health

Exercise, eat well, and get enough sleep to protect your overall well-being against long-term stress.

Empower Yourself for the Future!

While coping with job loss may seem overwhelming, focusing on your health and creating a plan for the future empowers you to find new opportunities for growth and success. You can overcome the challenges of layoff anxiety and emerge more resilient and skilled than ever.

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On February 16, 2023, Indeed published its results from a recent study about Black job seekers and employees.  Keep reading to understand what Indeed found and how these results may impact your recruitment efforts.

Close to Half of All Black Employees Are Considering Leaving their Jobs

In a shocking statistic, Indeed found that 49 percent of Black workers aren’t satisfied with their current job for two primary reasons:

• 43 percent of Black workers feel like they’re working in a hostile environment where they experience microaggressions from coworkers and leadership
• Employers and Black employees have a disconnect regarding diversity, equity, inclusion, and belonging (DEIB) efforts. In other words, Black workers want employers to prioritize DEIB initiatives while employers think they are prioritizing them. Clearly, there is a gap

Indeed noted that Black workers want to work for organizations that are transparent about salary (78 percent), where personal and organizational values align (63 percent), and that support a diverse leadership team (60 percent) while prioritizing their DEIB initiatives to the same level as Black employees’ expectations. Doing so would not only attract more Black talent, but it would also increase retention rates – something that’s not happening now.

DEIB Policies, Procedures, and Training Are in Need of Continue Improvement

While we’re definitely not implying that DEIB policies, procedures, and training haven’t been effective – in fact, the statistics prove that Black workers believe most DEIB initiatives are effective –  we do agree with Indeed that improvement is needed.

For example, here’s an issue. Black workers generally believe that their employers are “implementing DEIB initiatives with ulterior motives.” Further, 24 percent of respondents believe that DEIB efforts are “performative in nature.”

While this is concerning, the inverse is true. Just over 75 percent of respondents believe that their organization’s DEIB initiatives are effective and perhaps even more important, genuine.

So, How Do Black Employee Demands and Employer Actions Line Up?

With these baselines established, what are Black employees demanding from their employers?  Here are some DEIB demands identified by Indeed:

• 58% want pay transparency and equity
• 52% are looking for more worker flexibility to improve work-life balance
• 44% would like increased representation

On the other hand, the top three DEIB initiatives implemented by employers are:

• 64% of employers implemented diverse hiring practices
• 44% noted diversity committees
• 40% cited DEIB employee awareness events

The Cost of Not Prioritizing DEIB Initiatives

So, what is the cost of not prioritizing DEIB initiatives?  Indeed found that employers who fail to prioritize diversity, equity, inclusion, and belonging among all demographics are not only hurting their employees, but they’re hurting themselves – and their futures.

Fifty-eight percent of Indeed respondents “skipped applying to a job they would have otherwise been interested in because the company did not appear inclusive and/or diverse.”  Of those employees, 45 percent said they “experienced discrimination in the job interview process.”

But it’s not just Black employees that demand a DEIB-forward workplace culture. According to an Indeed & Glassdoor’s Hiring and Workplace Trends Report 2023, 62 percent of all U.S. employees – across all different demographics – would consider turning down a job offer or changing employers if their company – especially their manager – did not support DEIB initiatives.

DEIB initiatives are continually essential to attracting and retaining top talent. However, employers should take survey results – like these from Indeed – to tailor and tweak their current DEIB efforts, ensuring that they still positively impact Black employees now and in the future.

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