•  When talent acquisition ends in salary negotiation: Tips for recruiters

    September 18, 2017 by

     

    If your employer is like the vast majority, you try to keep your candidates in the dark about salary range until you’re ready to discuss it.  This is a disservice to both you and the candidate, so we are providing tips for talent acquisition leaders and their recruiting teams to prepare proactively for these conversations with candidates.

     Common mistakes recruiters make while negotiating salary 

    1. The biggest mistake is to pretend that candidates are in the dark about what your company can offer. Candidates now have tools that facilitate their research into what is a competitive salary, and where your organization lies in the range. In addition to using resources like their college career center or networking with alumni, they can find a number of salary calculators online, not to mention glassdoor’s databank of companies and average salaries for individual job titles. Entry level candidates are familiar with these tools and they use them. Any talent acquisition team that thinks they’re the ones holding the cards, is mistaken.
    2. “Using a ‘take it or leave it’ approach with a candidate that you want to hire,” according to August Nielsen, HR Director at Veterans United. “This is hardly ever a great strategy for long-term success.  This approach really sets the tone for the rest of the candidate and employee experience, and everything the candidate experiences from that point forward is seen through that lens. The lesson learned here is that a ‘take it or leave it’ approach isn’t going to plant those seeds of success, trust, and genuine care of employees that drive the best talent to your doors. The best recruiters know how to establish and maintain trust and credibility for both parties.
    3. Not including a salary range in the job description. The vast majority of job postings currently do not include a salary range, so you might think you can blend into the crowd. However, things will start to change quickly because of how Google for Jobs has decided to rank search results. Google deems salary range to be an important factor for job seekers as they search online. This is logical. Google wants to provide job seekers with search results that give them exactly what they’re looking for. So if job postings with salaries listed make job seekers happy, Google prefers those job postings in the list of search results. When Google ranks your job postings so low that job seekers won’t even find them, you will be swimming upstream to attract many quality candidates.

    Also read our tips for job seekers to negotiate salary and benefits

    Talent acquisition is more than bringing people through the door. How to advocate for a more expensive candidate:

    An expensive candidate may be worth itIf you want to hire a top candidate who is negotiating for a higher salary, first and foremost, says Nielsen, “a recruiter needs to know their candidate’s and company’s needs. No candidate is perfect, but if every box about their experience and suitability for the company is ‘checked,’ leaving only the salary box unchecked, then those are starting points for discussions for both ends.”

    Calculating the ROI of hiring a more expensive candidate should include additional intangible benefits too. For example, if your organization is struggling to change its culture or has other human resource challenges, and your top candidate can offer the character or attitude that can help move the needle, this is worth something. Talent acquisition is much more than bringing people through the door. It is about aligning talent with business strategies.

    Related: Looking beyond your top schools and majors can help bring the culture change you’ve been wishing for

    More often than not, says Nielsen, a candidate whose “salary requirements are a bit higher than others, but clearly fits the company’s needs regarding culture, skills and abilities, it’s undoubtedly well worth the extra money.” If you have done the hard work of vetting candidates and present the best ones, then “this should be an easy sell.”

    Remember that you have the same tools that candidates available to them to research salaries. In addition, recruiters at most larger companies will also have access to various salary survey data. “This data is important,” says Nielsen, “but the greatest tool is knowing your candidate’s value and the boundaries you must establish during the negotiation to make the salary fair for both parties. A candidate that senses you have the capacity to pay more but are choosing to be greedy” could turn the negotiation into a declined offer.


    PONDER THIS: College Recruiter has delivered thousands of email campaigns to millions of students and grads. We typically see an open rate and click-through rate that is twice that of our competitors. Would it make sense to learn how our expertise can drive more candidates to your career site?


    How recruiters can maintain professionalism and negotiating power in front of the candidates

    Recruiters can maintain negotiating powerRecruiters often do not have the authority to make budget decisions, but having to carry the negotiation back and forth with a superior can demean your authority and empower the candidate to stand their ground.

    Recruiters can address this by making sure that they always build a relationship with the candidate during the entire hiring process. “If there is mutual respect,” says Nielsen, “and a personable, genuine channel of communication between both parties, then the right things to say will reveal themselves naturally. Remember that the candidate is likely nervous about the conversation. As a recruiter, you know a fair salary, so be firm and be fair, and truly try to work with your candidate’s needs.”

  • [video] Effective negotiation skills: Discussing salary and benefits Part 2

    July 19, 2017 by

     

    Learning effective negotiation skills is not difficult, but you have to know what to ask for and when to ask. College Recruiter spoke with Marky Stein, a well recognized expert in career counseling, who gives her advice here for entry level job seekers about negotiating salary and benefits. 

    Stein is a member of College Recruiter’s  Panel of Experts, who consults Fortune 500 companies, presents at colleges and universities about career development, and is a bestselling author of career planning books.  This is Part 2 of 2 of our conversation with Stein. Here she addresses the gender pay gap and advises when to ask for a pay raise. In part 1 of our conversation, Stein provided tips for what to expect, how to prepare for negotiating and ideas for what to negotiate Continue Reading

  • [video] How to negotiate offers: tips for discussing salary and benefits Part 1

    July 07, 2017 by

     

    Negotiating offers by discussing salary and benefits can be intimidating for an entry level job seeker. If you haven’t done your research, you won’t know what to ask for. When you are given a job offer, that is the moment when you have the most leverage to negotiate, so make sure you are prepared so you don’t miss the opportunity.

    College Recruiter spoke with Marky Stein, who consults Fortune 500 companies, presents at colleges and universities about career development, and is a bestselling author of career planning books. This is Part 1 of 2 of our conversation with Marky to hear her advice for entry level job seekers about negotiating salary and benefits. Here she provides tips for what to expect, how to prepare for negotiating and ideas for what to negotiate. Part 2 will continue the conversation and will address the gender pay gap and when to ask for a pay raise. Continue Reading

  • How to negotiate salary: Must-read tips for female college grads [infographic]

    April 20, 2017 by

     

    Many recent college grads are unprepared to negotiate salary during an entry-level job interview. And in the long run, they pay the price – financially, that is.

    According to a recent Paysa study, younger workers, or those with only 0-2 years of experience, are 42 percent likely to be underpaid. The same Paysa data also found that women in markets across the U.S. are 45 percent likely to be under-compensated while their male counterparts are only 38 percent likely to be under-compensated. Paysa is a Palo Alto, California-based company that uses proprietary artificial intelligence technology and machine learning algorithms to analyze millions of data points, including compensation information, to help employees understand their market salary. Continue Reading

  • Workplace mentoring: part of your inclusion strategy

    November 11, 2016 by

    Mentor coaching two employeesIn 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-longLori 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-pricewaterhousecoopersKerry 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-boston-consulting-groupMatt 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.

     

  • 10 tips for college graduates seeking job search success

    July 27, 2016 by
    Businessman working from home on laptop courtesy of Shutterstock.com

    Monkey Business Images/Shutterstock.com

    College seniors and recent college graduates often enter the job market eager and excited about the possibilities of landing that first job. But many quickly find out job search success isn’t immediate and requires a lot of hard work.

    But successful job seekers also quickly realize there are resources that can help: mentors, college career services departments, and professional contacts are willing to assist recent college graduates in their quest for job search success.

    Below, we organized feedback from a variety of career services professionals and recruiting experts, all who offer job search and career advice for college seniors, recent college grads, and entry-level job seekers striving to achieve job search success. We’d like to offer our own secret: register as a job seeker with College Recruiter. We’ll send you new job leads tailored to your interests and preferences and save you the trouble of searching for them on a regular basis.

    1. Write down the best qualities of one job you would do for free

    “Think about the one job you would do even if you weren’t being paid for doing it – the job you would do right now simply for the joy it brings you. Write it down. Then write down the qualities of this job. As you interview, be sure to ask questions that address the presence of these qualities. At the offer stage, be sure to assess the offers in terms of the presence or absence of these qualities.”

    Steve Levy, Advisor at Day 100

    2. Find a mentor

    “The best tip that I could give college seniors is to be willing to ask questions. It can be intimidating to have peers with jobs already lined up and seemingly everything figured out. Don’t be afraid to admit what you don’t know about the job search. Ask for help with the process. Find a mentor or several mentors, and use their time wisely. Instead of asking for a simple resume review, bring your resume and 5 job descriptions and ask, “how could I strengthen my application for each of these roles?” or “If you were interviewing for these positions, how would you evaluate candidates?” Once you start asking deep-dive questions about resumes, jobs, and interviews, you will become an active, engaged candidate.”

    Mike Caldwell, Director, Business Careers & Employer Development and College of William & Mary

    3. Connect with your cover letter

    “When writing your cover letter, make sure you’re talking about how well you fit with both the job description AND the company. There will likely be several candidates who have a strong background for the position. Once that has been established, the company will look at who will fit best into the company and its established culture. This is your opportunity to establish that connection early.”

    Kelsey Lavigne, Career Services Specialist, University of Arkansas College of Engineering

    4. Resume tip: Show don’t tell

    “Show me; don’t tell me. I often say that evidence is worth more than a thousand words. When hiring, I am looking for someone who truly ‘walks the talk’—and a great way for candidates to demonstrate or prove their ability, passion, skills, and knowledge is by using a portfolio—which goes well beyond a static resume.”

    Heather Hiles, is the CEO and founder of Pathbrite

    5. Focus on people first

    “When you get into your job — no matter what you’re doing or how much you like it — focus on people first. Get to know your coworkers and get to care about your coworkers. You have no idea what turn your career will take, and in five years this job may be a small blip on your resume. But what makes the job worth the time are the people you meet and the relationships you form.”

    Sarah Greesonbach, Principal at B2B Content Studio, @AwYeahSarah

    6. Be specific in your first job search

    “Be open to other career path opportunities which may come your way, but in your initial search be specific. A narrow focus will keep you from wasting your time (and that of employers, recruiters, and hiring managers) by applying and interviewing for positions which really aren’t a good fit or what you want to be doing. Also, it’s okay to start at the beginning, though the pay and responsibility may be less than what you were hoping. Go in with the understanding and determination that as long as you do more than what you are paid to do, you will eventually end up being paid more for what you do, if not by your present employer, then its competitor.”

    David Flake, Human Resources Director at State of Arkansas Department of Parks and Tourism

    7. Stay organized

    “Start early and stay organized. Keep a log of applications you’ve completed, date, which copy of your resume you sent, and any contact information you have. Use that to follow up on jobs!”

    Rebecca Warren, Career & Disability Services Coordinator, University of Arkansas Community College at Batesville

    8. Utilize your college career services department

    “Make use of the career services office at your college or university. The staff can direct you when it comes to resumes, career fairs, job opportunities, and the appropriate ways to follow up with potential employers.”

    Kaitlyn Maloney, Human Resources Coordinator, New England Center for Children

    9. Maintain a positive online image

    “Make sure you are reflecting your professional self. Search for your name online. See what comes back in the results. Remember you’re selling yourself to potential employers, and you should present your best self. Keep social media pages (Facebook, Twitter, LinkedIn) free from questionable posts and images.”

    Erin Vickers, Staffing Consultant, RightSourcing, Inc.

    10. Always learn to grow as a professional

    “Be gentle with yourself as you navigate the job market. You probably won’t land your dream job the first time around. However, if you understand that this process is a continuation of your learning and growth as both a professional and person you will be just fine.”

    Janine Truitt, Chief Innovations Officer, Talent Think Innovations, LLC.

    The job search is tough. Seek out help and assistance. Utilize these resources and tips to help succeed in your job search now and throughout your career.

    For more job search success stories and tips, visit our blog and connect with us on LinkedIn, Twitter, Facebook, and YouTube.

  • Limitless career opportunities: Indian Health Service

    June 30, 2016 by

    Opportunity. Adventure. Purpose.

    IHS_REC_Blog_730x150_GrtPlains_Horses_MAY_ColRecrThe Indian Health Service (IHS) Great Plains Area is one of the best-kept secrets in the world of health care employment opportunities today. With clinical opportunities in more than 15 health profession disciplines, the sky truly is the limit for clinicians hoping to practice in the Great Plains Area.

    Offering health professionals opportunities to provide comprehensive health care to more than 122,000 American Indians and Alaskan Natives in hospitals, clinics, and outreach programs throughout the Great Plains Area, Indian Health Service provides clinicians with three distinct career path options. Each option offers comprehensive salary and benefits. Indian health professionals are also eligible to apply for up to $20,000 per year in loan repayment of their qualified health profession education loans.

    That’s not all. An Indian health career within the Great Plains offers clinicians a unique work/life balance, including ample opportunity for recreational pursuits throughout North Dakota, South Dakota, Nebraska, and Iowa. Known for its awe-inspiring natural attractions and landmarks, the Great Plains Area boasts world-class fishing, hunting, hiking, skiing, and more.

    In addition to opportunities for health professionals, Indian Health Service lays the foundation for the education of future Indian Health Service leaders through three levels of scholarship assistance for American Indians and Alaska Natives. Since its inception in 1977, the IHS Scholarship Program has provided thousands of scholarship recipients with financial support in their educational pursuits leading to careers in health care.

    IHS_REC_Blog_300x200_GrtPlains_Phys_MAY_ColRecrWhat’s more, the IHS Extern Program allows health profession students a chance to receive hands-on instruction while working alongside Indian health professionals. Externships are available for 30 to 120 days during non-academic periods. Externs become familiar with Native communities as well; this cultural experience is invaluable in today’s diverse workplace.

    Visit ihs.gov/careeropps for more information about the limitless Indian health opportunities available for recent graduates and health profession students within the Great Plains Area.

    Want to learn more about other great employers and career options? Keep reading our blog and register to search College Recruiter’s website for great internship and job opportunities, and find the right fit for you. Be sure to follow us on LinkedIn, Twitter, Facebook, and YouTube.

     

  • How new OT laws affect compensation for recent grads, employers

    June 03, 2016 by
    New OT laws - compensation

    Photo by StockUnlimited.com

    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.”

    For more career tips, check out our blog and follow us on LinkedIn, Twitter, Facebook, and don’t forget to subscribe to our YouTube channel.

  • How to implement a yearlong onboarding program

    June 01, 2016 by
    How to implement a yearlong onboarding program

    Photo by StockUnlimited.com

    From learning the ins-and-outs of a company’s culture to specific job tasks, joining a new organization and starting a new job can be daunting.

    That’s why it’s important for employers and HR professionals to establish a strong foundation for new employees to launch a productive and meaningful career by creating a strong onboarding program, says Jennifer Shofner, Manager, Campus Talent Acquisition at Ecolab, a global leader in water, hygiene, and energy technologies and services.

    While many organizations focus on how to properly onboard an employee that first day on the job, most don’t have a dedicated yearlong onboarding program to help the employee through that first year on the job.

    “When combined with functional training, a yearlong onboarding program can provide new employees tools to do their jobs, but additionally, can drive engagement through demonstrating employee and business success go hand-in-hand,” says Shofner.

    Below, Shofner provides five onboarding milestones and strategies that help drive new employee engagement at Ecolab:

    Day 1: Provide transparency in expectations and culture
    All new employees start their first day eager, excited, and hopeful. Ensuring new employees feel welcomed and informed is the first step in maintaining this attitude beyond the first day, says Shofner.  Create a program that is consistent with company expectations and demonstrates your organization’s culture. Demonstrate not only “the what” but also “the how” work gets done. “This can help drive the environment that you want every employee to feel and help create,” says Shofner.

    First 30 days: Enable a community for ongoing support
    If you ask any employee at Ecolab why they work there, the resounding answer will be “the people” says Shofner. Knowing that relationships are part of Ecolab’s culture and success, the organization intentionally provide a system for networking. The “Buddy” program assigns new hires a contact to answer day-to-day questions, serve as a networking agent and helps them find a community within Ecolabs large organization. “Having one or two close contacts at work can be a powerful driver of initial job satisfaction,” says Shofner.

    3 Months: Focus on engagement
    Host a dedicated session that demonstrates commitment to employee engagement by providing specific activities to lead and socialize. “At Ecolab, leadership reminds us that are accountable for two areas,” says Shofner. “To grow our business and to grow our talent. Investment in growing talent can significantly impact an employee’s commitment to the company, but only if they are aware of the investment.” At this session, provide specific examples including leadership development programs, employee resource groups, a defined talent planning process, and social events such as intramural sports or team celebrations of success.

    6 Months: Expand their vision
    Introducing functional training is a good way to help employees develop a strategic understanding of their role and take ownership of their career path. Training provides tactical skill development and visibility into the broader organizational structure. At Ecolab best practices include a field ride-along to experience a day-in-the-life of a sales employees and classroom training led by senior leadership teams. Coach leaders to incorporate their leadership journeys, to include career and personal “peaks and valleys” which validate your leadership model, says Shofner.

    One year anniversary: Celebrate
    An employee’s one-year anniversary is an important milestone. At Ecolab, the CEO makes it a priority to attend annual celebrations that are part of the onboarding program. “It is a demonstration of the organization’s commitment to hiring, training and supporting talent,” says Shofner. “Dedicating time to recognize this significant achievement reinforces to the employee that they are appreciated and valued.”

    Need advice for creating an onboarding program? Get onboard our blog and follow us on LinkedInYouTube, Twitter, and Facebook.

    Jennifer Shofner, Manager, Campus Talent Acquisition at Ecolab

    Jennifer Shofner, Manager, Campus Talent Acquisition at Ecolab

    Jennifer Shofner is Manager, Campus Talent Acquisition at Ecolab, a global leader in water, hygiene and energy technologies and services. Her career in talent management has included various university and corporate roles where she is energized by helping individuals build careers they are proud of. In her spare time she enjoys volunteering for Minnesota’s talent initiative, MakeIt.MSP.org (check it out!) and supporting her alma mater’s sports teams – go Gophers!

  • How new overtime laws will affect employers

    May 31, 2016 by
    How the new overtime laws will affect employers

    Photo by StockUnlimited.com

    The new overtime laws that go in place on December 1, 2016 will impact 4.2 million workers who will either gain new overtime protections or get a raise to the new salary threshold.

    This is cause for concern for both employees trying to understand the new overtime laws as well as employers who are doing everything they can to understand how these changes affect their business, hiring plans, and compensation packages.

    It could result in big changes for those who aren’t prepared, says Stephania Bruha, Operations Manager at Kavaliro, a national staffing agency that employs IT professionals, management, and administrative staff.

     

    “We at Kavaliro expect to see many more of our clients limiting employees to 40 hours per week, or requiring executive approval to work overtime hours,” says Bruha. “Recent graduates and new employees may have an advantage here, as they are starting fresh and don’t have to overcome habits from the past.”

    Bruha recommends employers get in front of this change. “We will be reassessing our employees more than a month before the new overtime laws go into effect to ensure that if status changes take place, they are well adjusted prior to the go-live date,” says Bruha.

    Communication will be key, as in all HR and hiring matters, to ensure your employees understand how they could be affected.

    “The worst thing that could happen is for your employees to misinterpret policies and think you are saying they are not allowed to report more than 40 hours a week,” says Bruha. “This is especially important for people who are new to the workforce, like new college grads, who may not know their rights, or have a little experience with labor laws. Employees need to know that you must report all hours worked, but they also need to understand if their company has set requirements for time entry.  Your employer may have severe penalties for violating the policy related to timekeeping because it is so strictly regulated by the Department of Labor.”

    Small and mid-sized employers are going to take a hit

    Employers – particularly small and mid-sized employers – are going to take a hit with the new regulations, says Kate Bischoff, a human resources professional and employment/labor law attorney with the Minneapolis office of Zelle LLP, an international litigation and dispute resolution law firm. Bischoff is co-leading a June 2, 2016, webinar titled Preparing for Changes to FLSA Overtime Regulations, discussing this topic and more. They will need to raise salaries over the $913 per week threshold or pay overtime.

    “This may mean employers hire more people so the need for overtime is less or they raise the costs of their products and services to cover the additional labor costs,” says Bischoff.

    New grads or interns looking for work typically don’t wonder whether their first post-grad job will be paid on an exempt (salaried) or a non-exempt (hourly) basis, points out Arlene Vernon, an HR consultant who works with small business owners and corporate clients providing HR strategy and management training. And it’s probably not a consideration regarding whether or not they take a particular job opportunity. However, since a new grad may find himself choosing between two job opportunities, employers need to realize that competitors may change how they present salary and compensation packages based on the new overtime laws, which in turn cold affect the decision an employee makes when deciding between two companies or job offers.

    Exempt versus non-exempt employment offers

    Let’s say Company A offers the grad $48,000 per year as an exempt position, and Company B offers the grad $46,000 as a non-exempt position. There is the potential that the resulting annual pay under Company B could be higher than Company A if the employee works overtime.  If the person is choosing a job based solely on compensation, this would be a consideration.  However, the real decision is whether the job is the right fit for the person, not whether the employee is eligible for overtime.

    “From an employer perspective, all companies, including those hiring new grads, need to re-evaluate all their positions paying less than $47,476 to determine how to handle any job reclassifications to non-exempt status,” says Vernon. “This could impact all or some incumbents in jobs paying around this new limit.”

    In making someone hourly, companies are not required to merely take employees’ salaries and divide them by 2080 to get an equivalent hourly rate.  Many companies will assess what overtime the person might be working and recalculate the hourly rate so that when the employee works overtime the employee’s final pay equals the full salaried amount, says Vernon, admitting that this can get confusing.  But in this scenario, the employee may be making less per hour, but the same or even more on an annual basis when you factor in overtime, depending on the employer’s approach.

    Some companies will be giving certain employees raises to bring them to $47,476 and keep them as salaried. “This may ultimately cost the employer less money than paying overtime at the lower wage,” says Vernon.

    Employers must educate employees

    Employers should educate employees who are moving from exempt to non-exempt on what work can and cannot be performed outside of regular work hours, adds Vernon. Exempt employees are accustomed to answering texts and emails at night and during weekends.  They may work whatever hours are needed to get the job done.  As a non-exempt employee, they must track and get paid for any non-scheduled hours worked which will increase their pay, but may be against company policy. Typically hourly employees don’t get to randomly create their own work schedules, while salaried employees do.

    “This practice needs to be unlearned by managers and employees,” says Vernon.

    For example, are managers who email the now-hourly employees at night and over the weekend now authorizing the employee to respond to the email and inadvertently approving overtime?  Or do managers need to learn to save employee communication for the work week to control payroll costs?

    These are among the many changes, challenges and questions employers are sorting out.

    “December 1 will be here before we know it,” says Vernon. “This change will have considerable impact on all employers no matter their size and whether or not they hire one or more grads below, at or above the new FLSA range.”

    For more career tips, check out our blog and follow us on LinkedIn, Twitter, Facebook, and don’t forget to subscribe to our YouTube channel.

    Ready to begin your job search? Start at College Recruiter today!