January 16, 2017 by Anna Peters
Contributing writer Ted Bauer
Turnover is a concern for businesses. While exact loss numbers around employees departing is hard to track, most CFOs agree that it hits the bottom line. There are obviously intangible issues with turnover, too. The remaining employees (a smaller number) have to share the same (or greater) workload, stressing them out. And certain employees are huge knowledge bases or social connectors. Losing them can strip your business of valuable resources well beyond any cost incurred hiring and training the replacement.
On top of all this, there is some belief that Millennials change jobs faster than Boomers. (Statistically, though, average U.S. job tenure is about 4.6 years — and in 1983, it was 3.5 years. So Millennials have actually gotten more loyal to companies.)
How can turnover be prevented, regardless of generation?
Let’s begin with a little science. Paul Zak is a specialist in researching oxytocin (a chemical in your brain). He gave a popular TED Talk in 2001. Oxytocin is one of the biggest drivers of trust-based relationships in humans, and more oxytocin release — which is tied to much greater happiness and less corporate turnover — tends to come from autonomy over work as opposed to increased compensation.
There’s Idea No. 1, then: focus less on compensation as a driver of behavior, and more on providing employees with autonomy over what they can do, i.e. do not micro-manage them at every turn.
The second idea is something called “The Hawthorne Effect.”
Per Wikipedia, the Hawthorne Effect is “when individuals modify or improve an aspect of their behavior in response to being observed.” This all comes from a place called Hawthorne Works (get it?) in Cicero, Illinois and some experiments done with light bulbs. If you make the room more bright — increase the light bulb, in other words — workers end up being more productive. But if you dim the light bulb again, productivity drops back to normal (or below-normal levels).
The modern application of the Hawthorne Effect, then, is that if you’re more responsive to worker needs, those workers will be more productive. Care about employees. Listen to them. Engage with them. Be supportive of them.
Too often, we think we can solve an issue like turnover or low employee morale/engagement with a new software suite. We can solve accounting issues that way, or even business process (BPO) concerns, but engagement and turnover are distinctly people issues. You solve people issues by investing in people, not technology. That’s the big takeaway here.
January 11, 2017 by Anna Peters
The 2016 Most Desirable Jobs survey has some surprising results. The Career Advisory Board (CAB), of which College Recruiter’s founder Steven Rothberg is a member, released the survey recently. Their intention is to advise employers, who increasingly find themselves in steep competition for qualified talent. The results include ideal job characteristics, most appealing work styles and what employees value at work. Employers will rejoice when they hear that they may not have to throw out their conventional wisdom.
One key finding that may surprise you: Millennials were more likely to want to work in an office every day than their older colleagues. We spoke with Alexandra Levit, business and workplace consultant and Career Advisory Board member. She gave us her interpretation of the survey results, including what surprised her, trends of the Millennial generation, the gig economy, and more. Watch our interview with Alexandra:
December 28, 2016 by Libby Rothberg
In today’s “Q & A with the Experts”, College Recruiter spoke with Ashley White, Human Resources Director for The American Productivity & Quality Center. We asked Ashley about how 2017 might look the same or different regarding their recruitment strategy.
What does your recruitment strategy look like for 2017?
Ashley White: For 2017, our employee engagement and retention strategy is based on “manage and measure.” Management for us means managing the employee experience from the very beginning of their employee experience. In my experience, engagement is different for each individual and organizations that “do” engagement effectively create opportunities for their teams to connect with the organization’s mission and each other in different ways (team building, social events, charitable efforts etc). We expect to continue providing all of these in 2017. For example, our managers are expected to budget for and carry out team building events each quarter with their teams. With any strategy, measurement is important to justify expenses, make improvements and chart progress. APQC will utilize an employee satisfaction survey done twice annually to capture this data. The ongoing challenge with surveys is ensuring that you’ve crafted the questions so that you receive valuable feedback that creates actionable results. With that said, we will spend time utilizing best practice research to guide our question selection.
Ashley White is the Human Resources Director for APQC (The American Productivity & Quality Center). She manages all aspects of human resources including benefits, compensation, recruiting, and strategies. She also leads the APQC operations team that focuses on developing next-generation leaders within the organization. APQC is a non-profit that produces some of the leading benchmarking and best practices research around talent management and other business topics. Connect with Ashley on LinkedIn.
November 29, 2016 by Matt Krumrie
Google. Microsoft. Deloitte. PwC. Cisco. Domino’s Pizza. Marriott International.
Those are just some of the employers using gamification in recruiting. What is gamification?
According to recruiterbox.com, Gamification is the concept which uses game theory, mechanics and game designs to digitally engage and motivate people to achieve their goals. According to this Society of Human Resources Management article, “Recruiting experts say gamification can stir people’s interest in job openings, project an innovative image of an employer, and deliver accurate previews of applicants’ future job performance.”
John Findlay, co-founder of Launchfire, a digital engagement shop that turns boring content and mandatory training materials into a fun, easy-to-digest, game-based learning experience, agrees. Recent college grads are a tech-focused generation and the use of mobile, video, virtual reality and gamification go a long way in recruiting and assessing recent college grads and entry-level job seekers, he says.
“Today’s employers face the challenge of recruiting and hiring recent college grads and Millennials, the largest generational demographic in the American workforce,” said Findlay. “Many companies are finding that using game-based learning and gamification, which integrate points, badges, competition and role-playing, can be used to effectively attract and assess candidates.”
“It was all the rage, especially in the IT industry, where technical skills change fast and traditional resumes don’t always tell the depth of job seekers skills,” says Kirk.
Gamification is commonly used in IT. Want to recruit a top coder? Run a competition to find them, says Kirk. But it’s also being used in many other industries, like hospitality. Marriott International created a recruiting game to attract Millennials called My Marriott Hotel. This game was delivered through Facebook, and according to the SHRM, allows candidates to experience what it’s like to manage a hotel restaurant kitchen before moving on to other areas of hotel operations. Players create their own virtual restaurant, where they buy equipment and ingredients on a budget, hire and train employees, and serve guests. Participants earn points for happy customers and lose points for poor service. They also are rewarded when their operation turns a profit. Continue Reading
November 11, 2016 by Anna Peters
In a scramble to create more inclusive workplaces, many companies have implemented mentoring programs. The programs live in the Diversity and Inclusion space because often, minorities and women benefit the most from having a mentor. Research by Catalyst has found that female employees with mentors increase their salaries by 27% compared to women who do not have a mentor. Having mentors, says Kerry Stakem at PricewaterhouseCoopers, is “like having your own board of directors.” Depending on your situation, you seek help from different board members. If you have or want a mentoring program, think through these tips and examples.
Set your objective. “One of the main mistakes many organizations make when starting a mentoring program is not having a goal or program objective,” says Lori Long. Long is a business professor at Baldwin Wallace University who specializes in understanding and promoting effective workplace management. There are four objectives commonly found among mentoring programs, according to research done by APQC. Those are: “the transfer of discipline-specific knowledge; career pathing and counseling; the development of business acumen and soft skills; and the dissemination of “insider knowledge” about an organization’s structure, norms, culture, and professional networks.”
Get everyone involved. Even if your program is intended to help women and minorities catch up to their White male counterparts, you should include all employees in the program. “Often companies may only provide the opportunity to participate in the program to certain groups of employees, thus excluding some employees that may really benefit from such a program,” says Long. Plus, given the disproportionate number of White males in senior leadership, you likely need their participation as mentors. It’s a numbers game.
Many companies, such as PricewaterhouseCoopers and Boston Consulting Group, assign mentors to all employees. To make a match, organizations may use demographic or personality questionnaires. Lori Long says that one approach is “to host mentoring networking events to allow potential mentors and mentees to meet each other informally. Then the program can ask mentees to request their preferred mentors. “She believes mentees should make the request. The formality of the networking event can ease the intimidation of asking someone “Will you be my mentor?”
PwC recognizes that not all matches are made in heaven. Employees can change their mentor every year during PwC’s open enrollment. Kerry Stakem, PwC’s Northeast Talent Acquisition Leader, says “If it’s not working then it’s doing neither side any good.” If an employee swaps their mentor for someone who they prefer, their buy-in goes up and participation becomes more voluntary. A voluntary evolution of the mentor-mentee relationship is key. They will naturally build a trusting relationship.
Mentoring can evolve into sponsorship and advocacy. If the mentor-mentee relationship goes well, the mentor can become more of a sponsor. While a mentor can be passively available to guide their mentees’ development, a sponsor is more active. Lori Long says that the “sponsor’s role is much more proactive and can usually have a more significant impact on one’s movement within an organization. “ A mentor is good. Even better is a sponsor, and a real advocate is ideal.
At BCG, Matt Krentz leads the Global People Team. Their mentors, he says, are responsible for tracking their mentee’s engagement and watching for someone in the company who can be a sponsor, and hopefully an advocate. An advocate is someone who more naturally puts themselves on the line for someone else.
It should be reciprocal. Advocates and sponsors should benefit from the relationship too. Employees being advocated for should help their advocates look good. Kerry Stakem says that aside from the warm fuzzies of helping others develop, mentoring others builds her own leadership and listening skills.
One company that is doing this right is Sodexo. They have programs for mentoring women at all levels, from entry-level to senior management. Here’s what they do for their entry-level hires (excerpt from BCG’s recent report, “The Rewards of an Engaged Female Workforce“):
“French food services and facilities management company Sodexo is globally recognized for its commitment to diversity. …Sodexo launched mentorship programs at all levels, many targeting high-potential women and focused on operational roles. For example, promising junior women are offered networking opportunities and exposure to female leaders through virtual webinars. …“It’s a high-touch process,” says Anand, “but that level of people investment is part of our culture.” …Selected employees get matched to senior mentors, who are chosen through a similarly rigorous process and trained in good mentorship practices. The program matches people across business lines to ensure broad exposure for mentees. Most important, it works: women in the program are promoted significantly faster than their peers.”
If your goal is to create a more inclusive workplace, a mentoring program can be part of the solution, but not the whole solution. Inclusion must be a core value and be integrated into the fabric of the organization.
Lori Long is a Professor at Baldwin Wallace University and instructs courses in human resources and general management. She holds a Ph.D. in Business Administration and is certified as a Senior Professional in Human Resources through the Human Resource Certification Institute. Lori is also the President of LK Consulting, LLC, a human resource management consulting firm and she is the author of “The Parent’s Guide to Family Friendly Work” (Career Press, 2007). Connect with Lori on LinkedIn.
Kerry Stakem is the Northeast Market Sourcing Leader at PricewaterhouseCoopers with specialties in Assurance, Tax and Advisory Recruiting. She is excited by opportunities to connect people with their passions through her work. Connect with Kerry on LinkedIn.
Matt Krentz joined The Boston Consulting Group in 1983. He is a Chicago based Senior Partner and head of the firm’s Global People Team, which is responsible for attracting, developing, and retaining top talent across all cohorts. He is also a member of BCG’s Executive and Operating Committees, as well as the Consumer and People & Organization practice areas. Connect with Matt on LinkedIn.
October 14, 2016 by Anna Peters
No doubt you’re familiar with the job-hopping trend that Millennials are known for. How do you increase your retention of entry-level hires? Wendy Stoner, Director for the Office of Emerging Talent Development at GSA, knows how. She leads a Leadership Development program to engage entry-level hires. She calls the two-week on-boarding Career 101. “Millennials like to be part of a cohort,” she says. “They don’t like to be on their own,” so the new employees work together along two training tacks.
They receive technical training to prepare them for the functions of their jobs. In addition, and perhaps more importantly, they learn soft skills like professional communication, presentation and negotiation skills, and how to have a critical conversation in the workplace. They watch videos and practice role play to prepare them for working with people whose backgrounds and working style differ from their own. Also, GSA delivers the Myers-Briggs personality indicator to explain why coworkers’ behaviors may differ, and how to work with them.
Generational differences? You don’t say.
The Careerstone Group designed GSA’s training in response to the inter-generational issues we all hear about. You know some of the complaints. Baby Boomers complain about Millennials’ informal communication (they write emails like text messages, Boomers say). And Millennials complain about Baby Boomers’ work ethic (keeping long hours doesn’t mean you’re more productive, Millennials say). During their Career 101, new GSA employees learn to articulate what these generational differences are, and understand the different values that cause differences in behavior.
Don’t stop at on-boarding.
Stoner says GSA invests in engagement beyond the first two weeks. They put their entry-level hires on a two-year rotational track that exposes them to different areas of their field. For example, a new hire in finance may rotate to learn about formulating budgets, executing them, strategic planning and more. Not only does this prepare them for a variety of possible jobs, but it clearly demonstrates that they care about employees’ development. GSA wants employees to discover what job appeals to them most. “I didn’t know what I wanted to do when I was that age,” Stoner remarks, so it is only fair to facilitate employees’ learning for a couple years.
Nothing counts without an open culture
Formal training can transfer plenty of knowledge, but without an open company culture that embraces all employees, that training can fall flat. Stoner says, “Your culture needs to be open to listening to them and hearing their ideas.” She says GSA recognizes that good ideas can come from anyone, regardless of where they sit on the org chart. Their investment and openness pay off. GSA retains 93% of entry-level hires during their first two years–pretty impressive for the new job-hopping norm. Engaging Millennials doesn’t have to be hard. Stoner says, “We want them know they are coming into a company that does value their development. Millennials are eager, knowing that a company will make an investment in them.”
Wendy Stoner will be a panelist at this December’s College Recruiting Bootcamp. She serves as GSA’s Director for the Office of Emerging Talent Development within the Office of Human Resources Management. She strives to create an environment of highly engaged employees dedicated to accomplishing GSA’s mission and has successfully recruited hundreds of highly talented recent graduates prepared to tackle GSA’s business challenges. Stoner’s work is helping GSA fuel the pipeline to meet the agency’s future leadership and succession planning needs. Connect with Wendy on LinkedIn.
September 07, 2016 by Matt Krumrie
Five years ago, Steven Rothberg, founder of CollegeRecruiter.com, rarely heard employers talk about using analytics or data when making hiring decisions.
“Now I can hardly walk down the hall at a recruiting conference or spend 30 minutes on a call with a client and not hear some reference to it,” says Rothberg. “There is no doubt that HR professionals recognize the value in using data-driven decisions, but probably fewer than one percent of employers are good at it.”
Ian Cook, Head of Workforce Solutions at Visier, a company that develops cloud-based applications that enable HR professionals to answer workforce strategy questions, talked about the impact of analytics, specifically to campus recruiting and the hiring of recent college grads, in the College Recruiter article Analytics, data changing way employers recruit, hire college graduates.
“This is no longer a nice to have,” Cook said in that article, referring to the use analytics and data to drive recruiting and hiring decisions. “Everyone knows the game has changed, and if you are not using analytics to play the best you can then you will be left behind.”
The reality is, if you are not using analytics and data, your competitor who already is using analytics to recruit and hire recent college grads and entry-level job seekers probably has already interviewed or hired that candidate that may have once been interested in your company.
“If you don’t dive into analytics, then you are increasing the likelihood that your competitor will be able to scoop up all the great talent that you need,” says Cook.
The move to using big data and analytics for campus recruiting, hiring recent college grads or entry-level employees has been met with resistance by both small and large employers. Many of those employers believe their campus recruiting efforts, combined with a strong social media outreach, and robust campus careers page, drives success recruiting recent college grads or entry-level job seekers.
“We do hear the ‘our college recruiting program is a well-oiled machine’ from some employers,” says Rothberg.
But at the same time, both small and large employers are now successfully using analytics and data to drive hiring decisions. That list includes these three well-known companies:
Enterprise Rent-A-Car: Dylan Schweitzer of Enterprise Rent-A-Car spoke publicly about how they use data to track their sources of hire and that allows them to reduce their spend on schools, job boards, and other sources which are more expensive than their other sources.
Lockheed Martin: Alton Fox of Lockheed Martin mentioned at TalentBlend 2016 that they’re shifting more and more of their university relations budget toward job boards and other virtual sourcing tools because the cost-of-hire is far lower AND the employees are far more productive.
Uber: Uber tests, tests, and tests some more with different job titles, geographic targeting, job descriptions, landing pages, and more. They work with a wide variety of media partners and many of those partners are paid on a performance basis, so if the ads they run work well then Uber keeps working with the media partner and probably increases how much they spend with that partner, says Rothberg. If the ads don’t work well, Uber shifts those resources to better performing sourcing tools.
Using analytics and data to make recruiting and hiring decisions should be viewed as a way to bridge the gaps that can be cause with human oversight or human error. Analytics and data also provide a unique insight that has never been available before. So why not use analytics and data when making hiring decisions?
Many organizations are focused on analyzing candidates, such as by resume parsing or extended social profile analyses, in order to improve their likelihood of landing a great hire, says Cook. Others are taking a more strategic approach and attempting to analyze the workflow and outputs of the recruiting function.
They are looking at questions such as:
- Can we recruit faster?
- Are we spending our sourcing dollars in the right place?
- If we change up our process, do fewer people abandon their applications?
- Which sources consistently produce employees who stay and perform?
These are complex questions involving multiple data sources, but they are all are aligned to ensuring the function is delivering what the business needs.
“Predominantly, we see industries that need to recruit a lot of high value talent being early adopters or ahead of the game when it comes to talent analytics,” says Cook. “Organizations that hire lots of software engineers or technical medical staff or specialists with financial skills understand the value that comes from being data-driven as opposed to following the old ‘post and hope’ model.”
College Recruiter has been using analytics and data for years, providing employers with specific and organized reports to help achieve their recruiting and hiring goals. But many recruiters and HR professionals simply fear change, or the challenge of implementing analytics into the decision-making process.
“The biggest reason that I see employers resisting the use of data and analytics is the fear of math,” says Rothberg.
Here is an example: Rothberg recently asked the head of HR for a 5,000-employee company if they would like a detailed proposal that walked through the outcomes of the various recruitment advertising packages being considered. This proposal included projections on the number of candidates that would be sent to that company’s applicant tracking system from College Recruiter, how many would apply, how many would be hired, time-to-hire, and cost-per-hire.
“She asked what I needed and I asked her how many people she wanted to hire and over how many months,” recalls Rothberg. “She didn’t know. I asked how many applications she would expect to generate for every 1,000 clicks we sent to her ATS. She didn’t know. I asked how many hires she would make for every 100 applications. She didn’t know. As unfortunate as all of that was, she didn’t want to know. She was the head of HR for a 5,000 person company and she didn’t want to admit that math scared her.”
Don’t let analytics scare you. Employers, both large and small, are using analytics to drive talent decisions. Dive in, before your competitors steals your next great hire.
“We can always find ways to save a little money, hire a little faster, diversify a little more, and hire people who perform a little better and are retained for a little longer,” says Rothberg. “Data and analytics help us identify those areas where we can improve, whether there is only minor or vast room for improvement.”
Wondering how analytics can help drive your recruiting decisions and successes? Contact College Recruiter today to learn more, and be sure to Check out our blog and follow us on LinkedIn, Twitter, Facebook, and don’t forget to subscribe to our YouTube channel.
September 02, 2016 by Matt Krumrie
Workforce analytics are transforming human capital strategy, said Mark Schmit, Ph.D., SHRM-SCP, executive director of the SHRM Foundation. That’s why it’s more important than ever for employers to understand how analytics and data will drive recruiting and hiring decisions. Schmit’s comments were part of the Society of Human Resource Management’s release of the Use of Workforce Analytics for Competitive Advantage Report in June of 2016.
The report stated: “For HR practitioners, it will be increasingly important to understand analytics and to be able to present the findings to senior executives. In a data-driven world, organizations will establish specialist HR teams and recruit data-oriented personnel.” In that same report, Schmit highlighted a 2015 Economist Intelligence Unit survey that found 82 percent of organizations recognize the importance of talent-related data in managing recruitment, retention, and turnover, and increasingly see workforce analytics “as a critical tool to shape future business strategy.”
“If you don’t dive into analytics, then you are increasing the likelihood that your competitor will be able to scoop up all the great talent that you need,” says Cook.
College Recruiter has been using analytics and data for years, providing employers with specific and organized reports to help achieve their recruiting and hiring goals. Active in industry organizations and events, the team at College Recruiter helps employers identify strategies that leads to success recruiting and hiring recent college graduates and entry-level employees.
Remember this: Analytics aren’t just used to make decisions on executives. Forward-thinking organizations are already using analytics and data to drive campus recruiting efforts and to recruit and hire recent college graduates and entry-level job seekers. For example, Visier delivers a workforce intelligence solution that makes the management of data, the formulation of analysis, and the sharing of business insights simple. And it can be customized. If campus recruiting is important to your organization, analytics and data can be used to identify which schools deliver graduate hires that stay with the organization the longest, and that progress upward in the organization.
“We understand that campus hiring is a unique process and have analytic content specifically related to this type of hiring,” says Cook. “We enable organizations to track the true costs of their campus work and then relate this back to the successful – and not so successful – hires that come through this channel.”
Cook points out that it is becoming more common knowledge for employers to move away from hiring from specific schools and to instead look more broadly at the profile of the individual. Cook knows of some organizations that did a longitudinal study of the performance of their graduate hires. They found that work experience prior to and during school time, athletic achievement, and extracurricular activities, such as committees or volunteering, were more predictive of a future good hire than the specific school or the candidates grade point average (GPA).
“This completely changed their approach to campus recruiting,” says Cook. “Previously, they over-spent to chase the students with the top GPA’s from the best schools. Now, they would source more broadly, and reduce the weight given to school and GPA in their overall selection process. This has increased their retention of graduate hires and reduced the overall cost of their campus recruitment program.”
The SHRM report also noted that “Organizations wanting to exploit ‘big data’ to gain a competitive advantage are setting up small specialist teams of data analysts, training their existing staff in the use of big data, and recruiting college graduates with skills in workforce analytics.”
Employers should focus on finding recent college graduates with a background in analytics, perhaps through an internship, and start implementing analytics as an important part of their recruiting and hiring plans.
Data, and more specifically, analytics, should be seen as a decision support mechanism, says Cook. “No analysis can remove the need for a decision, nor replace the human judgement within the decision,” he says. “However, analytics has been shown to improve the speed and quality of the human decision-making process such that substantial business value is gained.”
And, the benefit of analytics over intuition or ‘gut-instinct’ is the removal of bias, indecision, and all the other factors that are known to cloud human judgement.
“This is no longer a nice to have,” says Cook. “Everyone knows the game has changed, and if you are not using analytics to play the best you can then you will be left behind.”
For more advice and tips on how employers are using analytics to drive hiring decisions, stay connected to College Recruiter. Check out our blog and follow us on LinkedIn, Twitter, Facebook, and don’t forget to subscribe to our YouTube channel.
About Ian Cook
Ian Cook heads up the workforce domain for Visier, which develops cloud-based applications that enable HR professionals to answer workforce strategy questions. Ian has been involved in driving forward the datafication of HR and is a speaker and blogger on the subject. Prior to Visier, Ian built Canada’s leading source of HR benchmark data. His expertise has also been developed through years of international experience solving strategic HR problems for brands in the Fortune 500 and FTSE 100.
June 08, 2016 by Matt Krumrie
A new employee who is not onboarded the right way is going to have difficulty finding a sense of belonging inside your organization, says Scott Redfearn, executive vice president of global HR at Protiviti, a global business consulting and internal audit firm. Because of that, the Protiviti onboarding process is a key part of the overall career experience that is the foundation for success.
“Employees who don’t have a meaningful career experience aren’t going to last, and they will not perform to their full potential,” says Redfearn.
The Protiviti onboarding process focuses on both orientation and integration for new hires. The difference between orientation and integration is the difference between learning about something and becoming a part of it.
“The goal of all our various activities is to help each new employee build a strong sense of belonging within Protiviti, so strong that they cannot imagine working anywhere else,” says Redfearn. “To help them feel that they belong, we facilitate the expansion of the network they began building with our employees during the recruiting process, and we diligently expose the new employees to the unique culture of Protiviti. We assign an integration coordinator and provide tools to facilitate the first year, take the guess work out of what they need to know and remember, and make sure that the new employee is not only learning about the firm but also becoming a part of it.”
Protiviti was recently named one of the 2016 Best Places to Work for Recent Grads and one of Fortune’s 100 Best Companies to Work For. The company takes pride in its internship and onboarding programs, helping new hires and college graduates who start that first job get off to a great start before their first day at work. In fact, for Protiviti campus hires, integration begins months before their actual start date because in many cases a student will accept a job offer during the fall semester but not actually start until after graduation the following May.
“At Protiviti, we take exceptional measures to ensure that new hires feel they belong here,” says Redfearn. “We don’t wait for their first day to start onboarding them. Once candidates accept an offer, we begin integrating them right away. During this time, we communicate often through email, webinars, social media, and in person.”
The Protiviti onboarding process consists of these elements:
New hire newsletter: The new hire newsletter is written by Protiviti employees and covers themes and topics that help new hires understand and prepare for working at Protiviti.
New hire conference call: Each semester, Protiviti hosts a conference call for all incoming new hires to help keep in touch prior to their start dates. These calls are attended by over 75% of new hires. During the new hire conference call, Protiviti’s CEO provides an update on the business and answers questions. In addition, Protiviti consultants offer perspectives on current projects and related industry news.
New hires assigned a peer: All new hires at Protiviti are assigned a peer advisor who meets with them before they start.
“Even before they start, our new hires are invited to holiday parties, community service activities, and other office events where they can meet their future coworkers and experience the camaraderie of our team,” says Redfearn.
Passport to Protiviti: Passport to Protiviti is the part of the orientation program where all new employees spend their first two days. New employees start in groups together. They work with facilitators and experienced employees to explore Protiviti’s culture and strategy, understand the business and industry, and see how they fit into the bigger picture. They learn from each other and start building their own network.
“Using simulations, gamification, and competitions, they become immersed in our strategy, our values, and our commitments to our clients and to each other,” says Redfearn.
Custom integration program: Each new employee has a customized integration program that guides their first year with Protiviti. The integration program maintains a checklist that each employee follows to make sure that integration into the company is being achieved. “We want to ensure that all training is completed, that key contacts and introductions are made, that goals are being set, and that career checkpoints occur,” says Redfearn.
New hire portal: The new hire portal provides a one-stop-shop for the new hire with links and need-to-know information.
In addition to participating in the onboarding process, new hires quickly learn about the impact company culture plays in their career success and satisfaction. In fact, Protiviti’s distinct culture is a key reason for the external recognition the company receives as a great place to work, says Redfearn.
“A great culture is a fantastic recruiting tool because, while other companies can copy programs and perks, they cannot copy our culture,” says Redfern. “Our culture is a caring environment where our people are empowered to collaborate together and make an impact for clients in exceptional ways.”
About Scott Redfearn
Under Redfearn’s human resources leadership, Protiviti has received numerous national accolades as a great place to work. Redfearn has also been responsible for developing a range of recruiting, onboarding, training, benefits and mobility programs, often in direct response to employee feedback. His global people strategy continues to provide innovative recognition, meaningful career experiences, work-life balance and flexible career alternatives for Protiviti employees.
June 03, 2016 by Matt Krumrie
Note: This is the third article in a series of articles focusing on the new overtime laws. Read the first two articles in this series – how the new overtime laws will affect interns and recent grads and how the new overtime laws will affect employers.
The DOL’s increase to the FLSA’s minimum compensation limits is a game changer for many companies, says Joe Kager, Managing Consultant and founder of the POE Group, a Tampa, Florida-based management consulting firm that advises companies on becoming great places to work by developing reward systems that attract, motivate, and retain employees.
Employers who have assigned an exempt status for jobs with compensation above the current minimum ($23,660), but below the new minimum of $47,475, will need to consider a variety of factors before the December 1, 2016, implementation date.
Effect on food service and hospitality management jobs
This will affect many lower level food service and hospitality management positions classified as exempt under the FLSA, says Kager. If the positions are to remain exempt, employers will need to raise compensation to the new minimum. This alternative may be appropriate for jobs that will be required to work substantial overtime. If a compensation increase to the new minimum is not feasible, employers will reclassify the positions as non-exempt and be required to pay overtime for hours worked over 40 in a week.
Deciding the appropriate action will entail a comparison of the two alternatives based on historic hours worked. This could have an additional effect on employees.
“There may be psychological issues to consider if employees have their positions changed from exempt to non-exempt, requiring good communication about the change,” says Kager. “This could be considered by some employees as a demotion.”
How employers will classify recent college grads
Kager says the Poe Group has advised clients to classify new college graduates as non-exempt, assuming they will not initially exercise discretion and independent judgement required in the administrative exemption test. Most college graduates hired into professional positions under the FLSA exemption, whose compensation is generally above the $47,475 minimum, says Kager.
Dan Walter, President and CEO of Performensation, a management consulting firm that engages with leaders to create human capital strategy, compensation, and reward programs that drive firm performance, says he expects employers are going to be reactive to these new regulations.
Walter discussed the short and long-term impact of how the new overtime laws will affect recent college grads and employers.
Short-term impact of new overtime laws
“It is likely that there will be little, if any, change in the amount of jobs available for college students and recent grads in the near term,” says Walter.
Therefore, the short-term impact on companies, regardless of size, is that they will be required to do one or more of these things:
- Raise pay: If they can afford to do so, employers will increase wages to people above the threshold in order to maintain exemption status.
- Manage hours: Many companies won’t be able to effectively manage the time. The past trend is that nonexempt workers feel like they aren’t worth as much from the professional recognition standpoint. They may choose to leave their current position and be reclassified as non-exempt to a different company with the hope of feeling more valued.
- Hire more: Some savvy companies will hire more nonexempt workers so fewer people will work overtime. This will likely occur in larger companies, who are disciplined and more experienced in forecasting and financial modeling. These companies will spend the time and money to make sure that the changes take place and are administered effectively.
“Companies will find that in some groups it will be more cost effective to hire additional staff instead of paying for the overtime,” says Walter. “College recruiting will likely fill these newly created jobs.”
Long-term impact of new overtime laws
The combined impact of the economy and regulation will cause downward pressure on the creation of new entry level jobs due to companies redesigning roles, technology automation of non-exempt duties, and potential offshoring where possible.
“This will occur despite the demographic shift in the workplace,” says Walter. “The retirement of the Baby Boomer generation will likely lead to a downward shift in consumer goods demand with a moderate uptick in services.
The long-term impact of the new overtime laws will focus around these changes, says Walter:
- Redesign jobs: There will be a move to redesign jobs to meet the 40 hours per week and reassign certain duties of those jobs onto someone else that is exempt.
- Automation: Companies will be pushed more to the automation of certain duties to offset overtime costs. There will be an increase in companies using technology to automate lower-waged jobs.
- Increase in offshoring: The effects will continue to add additional pressure to offshoring where possible. Moving jobs out of the United States will cut company costs.
Walter provided analysis. “Now that the nonexempt employee population has increased significantly, it will be more critical that companies manage overtime expense and therefore the hours worked by these employees will need to be closely monitored. The employees with pay that is not near the threshold will have their hours restricted more. Conversely, those employees that are near the threshold will likely receive a pay increase to meet the new threshold and therefore their work hours will likely remain unchanged.”
Effects on management trainees
Walter uses a manager trainee as a simple example of this: If the manager trainee is near the threshold, he will find that the employer will increase their pay to meet the exemption. Therefore, employees that fall into this type of category will work the same amount of hours as in the past. However, for those manager trainees significantly below the threshold, they will find their hours reduced to manage the amount of overtime work.
New overtime laws and small businesses
The new law on overtime – anyone earning under $47,476 will be eligible for overtime – sounds great on paper, because it translates into a substantial raise for those working long hours, and that’s always a plus for the employee, says Vicky Oliver, a multi-best-selling author of five books, including 301 Smart Answers to Tough Interview Questions (Sourcebooks 2005), named in the top 10 list of “Best Books for HR Interview Prep,” and 301 Smart Answers to Tough Business Etiquette Questions.
But if the new law becomes cost-prohibitive for small businesses, look for some unanticipated side effects, such as businesses possibly “demoting” full-time staff positions to that of a part-time or freelance role in an effort to avoid the overtime rule.
“Small businesses are responsible for the majority of new jobs,” says Oliver, a sought-after speaker and seminar presenter. “As always, it will be interesting to see how this particular rule shakes out. Some employers may find that reducing hours to side-step paying overtime will require creating new part-time or full-time positions.”