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We both know that attracting top talent is a huge factor in the success of any firm. The bad news is that we are in a fiercely competitive labor market. Overcoming geographic boundaries is a big problem for businesses looking to increase their reach and capitalize on the possibilities of rural and neglected locations. But with the appropriate approaches, you may close the gap and successfully find the talent required to support the expansion of your company. We’ll examine a thorough method for mastering remote recruitment in underserved areas in this blog post. Embracing Technology: Virtual Interviews and Job Fairs Technology is essential for breaking down regional barriers as organizations change to the digital era. Companies may connect with prospects without being constrained by physical distance thanks to virtual interviews and job fairs. Platforms for video conferencing like Zoom, Microsoft Teams, and Google Meet enable smooth communication and enable remote connection for both sides. It’s crucial to organize and set up a professional environment for your virtual interviews if you want them to be successful. To prevent technical issues, test your equipment beforehand, and pick a peaceful, well-lit area for the interview. Give candidates instructions on how to access the video conference and expect them to do the same. In order to establish a solid rapport with the candidate throughout the interview, keep eye contact and practice active listening. Building a Strong Online Presence A user-friendly, interesting website is essential for luring potential prospects. Make sure your career page is simple to navigate, has current job listings, and is easily accessible. Employing SEO strategies will assist your business in showing up in search results when candidates look for pertinent jobs. Additionally, to speed up the application procedure and enhance the candidate experience, think about using an ATS (Applicant Tracking System). Social media sites like Facebook, Twitter, and LinkedIn can be effective tools for expanding your audience. To promote your company’s culture and principles, share job postings, business updates, and employee reviews. Building trust and credibility can also be accomplished by interacting with users by answering inquiries and replying to comments. Partnering with Local Institutions and Community Organizations Reaching untapped talent in rural and underdeveloped locations can be accomplished by establishing connections with nearby universities and community organizations. Work with schools, universities, and career centers to spread the word about your business and employment prospects. By collaborating with NGOs and local officials, you can learn more about the particular difficulties that these communities confront and adjust your recruitment efforts as necessary. Jointly planning activities like career fairs, workshops, or networking events might provide you a chance to meet potential applicants in far-flung locales. These gatherings provide job seekers a chance to learn more about your company and the open roles while also giving your hiring staff a chance to meet with potential hires. Offering Competitive Benefits and Perks Offering competitive remuneration packages that take into account the local cost of living is crucial to attracting and keeping excellent staff. Investigate market prices for comparable positions in the area, and modify your salary proposals as necessary. To attract potential applicants, you should also think about offering advantages like health insurance, retirement programs, and paid time off. Candidates in rural or underserved locations may find flexible employment arrangements, such as remote work or telecommuting opportunities, to be quite attractive. Employees can maintain a healthy work-life balance because of this flexibility, which may help lessen the need for migration. If relocation is required, take into account providing aid with moving costs or short-term accommodation to ease the transition for new employees. Enhancing Professional Development Opportunities Offering chances for professional development and progress is one of the secrets to keeping great employees. Providing access to training programs, online courses, and industry conventions will promote lifelong learning. Additionally, think about organizing internal seminars or workshops to share information within the company. Employees, especially those in remote or underdeveloped locations where access to professional networks may be constrained, might benefit greatly from mentoring programs. Pair up new hires with seasoned team members who can mentor and encourage them as they learn how to perform their new duties. This strategy not only promotes skill development but also aids in the formation of solid relationships inside the company. Showcasing Company Culture and Values Your recruitment activities should be centered on your organization’s mission and values. Explain the mission of your business and how it differs from rivals. You can share this information through your website, social media pages, job fairs, and interviews. Potential applicants might better grasp your company culture and the prospects available by hearing endorsements and success stories from current and former employees. These stories add a human touch and may encourage job seekers to picture themselves working for your company. Measuring the Success of Recruitment Strategies Key performance indicators (KPIs) including time-to-hire, cost-per-hire, and applicant-to-interview ratios can help you determine whether your recruitment efforts are successful. By analyzing these analytics, you can find areas that could use improvement and get ideas for new tactics. Be ready to adjust and make modifications as necessary when you acquire information on the efficacy of your recruitment efforts. Ask prospects and new employees for feedback to learn about their experiences and spot any areas where your strategy may need improvement. Conclusion A multimodal strategy that embraces technology, encourages local relationships, and places a priority on employee growth and satisfaction is needed to master remote recruitment in underdeveloped areas. By putting money into these tactics, your business can get beyond regional constraints and tap into the talent pool that exists in outlying and underserved locations, thus enhancing the long-term viability of your enterprise. Do you need help recruiting candidates in a remote setting? Contact us and we will be more than happy to help you out.

Administrative jobs can cover an impressively wide variety of responsibilities and duties to support an organization. In some instances, the job descriptions of many administrative positions can overlap quite a bit, such as ‘administrative assistant’ and ‘receptionist.’ However, there is also a hierarchy to administrative roles, meaning that the responsibilities and duties can vary greatly depending on the position. Even if you’ve been in the administrative field for decades, the complex hierarchy of administrative jobs can make your head spin. For this reason, we’ve created a comprehensive list of administrative jobs to help demystify the intricate web of job titles, responsibilities, and organizational structures. Learn About On Demand Recruiting Services Entry-Level Administrative Job Titles Entry-level administrative roles often require that employees fulfill a wide variety of duties. They help keep the office operating smoothly and provide support to other organization members. In many instances, individuals that start in entry-level administrative positions can work their way up to become successful and highly competent managers in mid-level administrative roles. 1. Office Assistant An office assistant handles support tasks of an organizational and clerical nature. Some of the functions they might perform include managing the filing system, handing communications, maintaining documents, and data entry. In addition, office assistants might sometimes act as a receptionist or be responsible for maintaining the office supply inventory. In general, they support the other staff through the tasks they perform. 2. Administrative Assistant Sometimes referred to as administrative coordinators or administrative specialists, administrative assistants handle various tasks to help support positive and productive interactions between the organization and others. Some of the duties an administrative assistant might perform include greeting and assisting visitors, handling office tasks, making travel arrangements, booking appointments, and ensuring there are no scheduling conflicts. 3. Data Entry Clerk Data entry clerks are responsible for entering information from various sources into a database and maintaining that database. It isn’t uncommon for data entry clerks to also perform other general office tasks such as answering phones and scanning documents. 4. Receptionist The receptionist is likely the first person any guest will interact with when they first communicate with your business. In addition to performing various administrative duties, receptionists are tasked with providing a welcoming and positive environment. 5. Office Administrator An office administrator can help to promote a harmonious workplace by maintaining clear communication, handling correspondence, and interacting with vendors and guests. When you can find the right person for the role in your office, an office administrator can help support your entire team’s ability to do their best work and fulfill their potential. 6. Events Administrator If your organization is regularly putting on events, an events administrator can help to streamline the process and ensure that any functions you hold run smoothly. In this role, an individual takes on administrative support tasks specifically related to fundraising and event planning. Mid-Level Administrative Job Titles At the mid-level of administrative jobs, employees are still responsible for quite a wide array of duties. In general, though, it’s common for mid-level administrators to perform a smaller number of more specialized tasks than entry-level administrators. Using the experience they’ve gained from the entry-level positions they held previously, they can create and implement their own organizational policies to further improve operations at the company. 7. Operations Manager The overarching task of operations managers is to maintain and increase the efficiency of an organization. They oversee or participate in HR duties, including setting training standards, outlining hiring procedures, and attracting talent. Like many other administrative roles, they help the organization run smoothly by supporting operational leadership across departments. 8. Executive Assistant Also known as an executive administrator, an executive assistant works directly with one or several key company executives. By coordinating travel arrangements, prioritizing emails and phone calls, and helping to prepare for meetings by collecting documents, executive assistants help manage an executive’s schedules and communications. 9. Facilities Manager Depending on the nature of the organization, the duties of a facilities manager can vary quite a bit. In general, though, this position entails overseeing an organization’s buildings, grounds, equipment, and supplies. By managing a budget to maintain the company’s physical property, this individual plays a crucial role in keeping an operation in great shape and functioning optimally. 10. Office Manager An office manager both oversees and coordinates various administrative duties in an office. That might include performing receptionist duties, developing office policies and procedures, and managing the office budget. Overall, they are tasked with helping to support the smooth operation of an organization. Typically, the best individuals for these roles are self-motivated, highly organized, are have exceptional attention to detail. 11. Administrative Technician Administrative technicians tend to be more specialized than some of the other entry- or mid-level administrative positions. They are typically responsible for managing, preparing, reviewing, and processing various documents and researching, analyzing, and managing data. Depending on the organization, individuals in this role might also take on many different clerical and administrative tasks, including distributing mail, operating multi-line telephone systems, and managing supply inventory. 12. Service Administrator Often found in the automotive and equipment repair industry, service administrators perform customer relations duties and provide administrative support. They often maintain billing records and invoices, assist customers, process paperwork, and help to coordinate services and appointments. It is common for people in this role to have a background in either customer service or administrative support. In addition to proficiency with commonly-used software programs, they must have highly developed customer relations skills. 13. Administrative Services Manager While individuals in this role might wear many hats on a day-to-day basis, their primary responsibility is to ensure that the office is operating efficiently and smoothly. They typically supervise the employees and operations of the administrative department and help this vital part of an organization meet its goals. Successful administrative services managers are generally detail-oriented, organized, creative, and analytical. 14. Business Administrator This job title can encompass a vast swath of roles in both the corporate and the small business world. You can usually find business administrators managing several different areas in an organization, such as sales, marketing, accounting, and operations. It’s common for business administrators to have a degree in marketing, accounting, business, or a related field. Candidates can certainly help themselves stand out by having a Master of Business Administration degree and additional certifications such as the Certified Manager Certification. 15. Staff Assistant Like many other types of administrative positions, the staff assistant helps support an organization’s effective and efficient running. Staff assistants are specifically responsible for fulfilling administrative tasks that directly support the staff in their department. That might include answering staff questions, scheduling meetings, drafting documents, and making travel arrangements. 16. Front Desk Supervisor Often found in the hospitality sector, the front desk supervisor is a role that is largely customer-facing. Individuals in this role are responsible for welcoming visitors, answering phones, and managing any activity in the front lobby of an organization. 17. Senior Administrative Analyst Senior administrative analysts often have a more specific and focused role than other administrative positions. It isn’t uncommon for them to provide complex and confidential operational and management analyses for a variety of departments and programs in an organization. Upper-Level Administrative Job Titles At the highest level of administrative positions, it is still common for administrators to do a little of everything and help tie the organization together. In general, though, the higher up an administrative position, the more focused and specific the responsibilities of the individual become.In this context, upper-level administrators who partner with services like a ghostwriter for academic papers, or ghostwriter hausarbeit can delegate the intricate task of drafting detailed reports and strategic documents. This collaboration allows them to focus on broader organizational strategies rather than getting bogged down by the time-consuming complexities of such tasks. In an ideal scenario, upper-level administrators don’t spend too much time dealing with lower-level administrative tasks and can instead mainly perform deeper, more specialized work. 18. Chief Administrative Officer A chief administrative officer (CAO) is an executive that commonly acts as the head of departments such as sales, human resources, or finance. By overseeing the day-to-day operations of an organization, developing new policies, preparing reports, and reviewing processes, these executives help a company improve its performance. Individuals in this role are sometimes given the slightly different title of administrative director. Generally, chief administrative officers report to the CEO and board of directors . Typical job duties include performing manager evaluations, setting and monitoring KPIs for departments, regularly attending meetings with the board of directors and C-suite, and training new managers. 19. Senior Executive Assistant In the vital role of senior executive assistant, a diligent and detail-oriented individual helps support executives through various administrative tasks. This might include acting as a liaison between employees and management, coordinating calendars, and scheduling meetings. 20. Community Liaison Sometimes known as a community liaison officer (CLO), a community liaison represents a company that interacts with the local community on the organization’s behalf. That might mean being a go-between when communicating with schools, police departments, charity projects, or the general public. Community liaisons typically provide training, information, or translation to people in their immediate community. As the organization’s public face, this individual is highly-skilled in interpersonal communication, problem-solving, and conflict resolution. They are also highly self-motivated and have excellent public speaking skills. 21. Senior Personal Assistant A senior personal assistant often fulfills similar job duties as a personal assistant but has the experience and skills to take on tasks with greater focus, depth, and responsibility. In supporting one or several executives in the organization, filling this role with a highly skilled personal assistant can significantly impact the efficient and effective functioning of an organization. 22. Chief People Officer The HR department does much more than deal with benefits, compensation, and performance management in many companies. In these instances, HR spearheads aspects of the organization’s growth, inclusion, diversity, and culture. For HR departments that are more multifaceted in this regard, it’s increasingly common for a chief people officer (CPO) to create the strategy and vision that enables the company to achieve success in the long term. Individuals in this role report directly to the CEO. As the designer and architect of a company’s corporate culture initiatives and talent strategy, they often take on higher-level leadership functions than heads of HR departments typically do. Some of the duties that a CPO might perform include leading benefits and retirement plan administration, creating and enhancing programs surrounding diversity, equity, and inclusion, thinking strategically about all aspects of employee recruiting, hiring, and retention, and much more. Are you looking for a complete list of human resources job titles and descriptions? Look no further. We’ve created the ultimate list to help clear the air when it comes to the definition of each HR role. 23. Chief Operating Officer Often confused with the chief administrative officer, the chief operating officer is an executive that focuses more on the company’s operations as a whole rather than the company’s day-to-day operations. It’s common for them to work on a company’s manufacturing and production side to maximize an organization’s productivity. In this position, executives will prepare financial reports, help create budgets, perform performance reviews, and any other tasks that can help the company grow. Be sure to check out our list of traditional C-Suite roles and job titles here . 24. Director of Operations The director of operations is a very similar role to that of the chief operating officer, and the terms are sometimes used interchangeably. In some companies, the director of operations might be responsible for managing operations concerning one specific need of the organization, or they can oversee all areas of operations in the company. 25. Vice President of Administration The vice president of administration is responsible for overseeing an organization’s administrative division. It’s common for VPs of administration to work in multiple office environments to ensure that teams are producing quality work and successfully implement administrative goals throughout the entire company. Conclusion Do you have any questions about any of these administrative job titles or what exactly it is that they do? If so, please feel free to leave a comment down below, and we’ll get a conversation started! As we mentioned before, thinking about all of these job titles can easily make your head spin, even if you’re well educated on the topic. We’d be more than happy to answer any of your questions on the overall subject and assist you further however we possibly can! We greatly look forward to hearing from you! Learn About On Demand Recruiting Services

The movies often represent salesmen in a negative light, making a career in sales seem like a shady undertaking.  If you’ve seen films like Glengarry Glen Ross, Death of a Salesman, or Jerry Maquire, you may think that a career in sales is a ticket to deception, desperation, and despair.  But in “Can They Sell – Learn to Recruit the Best Salespeople,” Steve Suggs says that the best salespeople are multidimensional, not the manipulative, scheming, depressed characters in movie scripts. He talks about the lack of focus and objective measurement by many sales recruiters that will result in hiring the wrong candidates who may look good on paper and sound great in interviews, but may not be a good fit for the company and position. In this blog post, I’ll cover what the best sales recruiters do differently than the rest, and how you can incorporate their tactics into your business.  Use Sales Performance Recruiting Metrics Roberta Matuson, Forbes contributor and author of “Talent Magnetism,” talks about the emphasis on skills in sales recruiting when what is actually needed for hiring success to hire the best salespeople is “fit.” She says sales recruiters and hiring managers need sales candidates with passion and a sense of purpose. Matuson cites world-class sales organizations like The Boston Beer Company focusing on candidates with the right fit and the resulting growth of their business. She calls it “hiring on purpose.” Matuson’s advice to sales recruiters is similar to recruiting veteran Lou Adler’s when it comes to recruiting the right candidates. She says look at your top performers, figure out what their best traits are, and recruit salespeople with those traits for the best hiring practices. Develop metrics for these traits and use them to narrow the candidate pool to those who match them, along with metrics for fit and performance. For example, if your top-performing salespeople make the bulk of their sales by networking at industry events, use a metric to measure how many candidates are interviewed who have experience at networking and traveling to industry conferences and tradeshows. She also says that reviewing previous recruiting practices and analyzing mistakes and what didn’t work enables hiring managers and recruiters to improve recruiting focus on the best candidates to match company culture, performance standards, and business strategy. One strong benefit of using metrics developed from the performance of top salespeople who are currently employed is that you are not just hiring candidates who are good. You’re hiring candidates who raise the average and take your company to the next level instead of just maintaining a static workforce or even worse, losing ground with poor hires. Veteran recruiter Lou Adler talks about something similar when it comes to sales recruiters: raising the talent bar and quality of hire. Hire for Fit not Skills Adler believes in hiring for “fit” by defining quality of hire at the front end of the recruiting process . Experienced salespeople have the sales skills and know how to close, and love the challenges and rewards of selling. The real missing piece of the puzzle is fit. Does the candidate fit with your industry, your sales organization, or your sales team? Is your team made up of independent sales stars who motivate and challenge each other? Or does your team work in a collaborative fashion, sharing new information and going the extra mile to help one another meet goals? In either instance, are you talking to sales candidates who have worked this way before? Are you talking to candidates who understand your company’s strategic goals and have worked in an environment similar to your sales organization? Can the candidates you are interviewing demonstrate the same types of achievements that your top sales performers achieve on a regular basis? Fit is as important, if not more important, than skills. Hiring for fit can make the difference between average or poor hires and hiring success resulting in the best new people for your sales team . Avoid These Common Sales Hiring Mistakes Adler’s 35 years of recruiting give him a unique perspective on what works and what doesn’t. He’s seen success and failure in recruiting techniques and processes. He says most sales recruiters make the same common mistakes when hiring salespeople, and recommends eliminating them for the best results. Many sales recruiters mistakenly believe their job is unique, but Adler believes that understanding the common sales process is required to assess sales candidates. They should eliminate the attitude that what they do is special and instead cultivate the knowledge that they can use in the sales process to evaluate a candidate’s skills and fit for the position. Sales recruiters mistakenly overvalue first impressions and believe they must trust their feeling or go with their gut. Adler says the best sales recruiters and sales managers avoid this, using solid recruiting metrics and assessing candidate past performance from track records of good sales results. Unfortunately, Adler has seen that many sales recruiters don’t know the job or understand the sales process well enough to be able to assess sales candidates effectively. Sales recruiters who don’t understand the major areas of the sales process won’t be as successful at sourcing and hiring top sales candidates . Performance Profiles versus Job Descriptions Adler recommends sales recruiters and managers use performance profiles instead of job descriptions to closely match the candidates to the top performance objectives for the positions. Job descriptions list essential functions and requirements for qualifications while performance profiles outline specific success factors. The objectives in performance profiles must be defined by discussing the position and existing top performers with the hiring manager. The top objective will be what the hiring manager describes as most important for success in the job. The profiles must include specific time-limited results and be prioritized by order of importance. The top three are critical factors that top candidates must be able to demonstrate with past performance and experience. Adler believes performance profiles work better to get all interviewers better focused, increase interviewing accuracy, and enable more accurate assessment of a candidate’s competency. Provide Exceptional Candidate Experiences The best sales recruiters understand that recruitment is akin to a sales process where the company must not only assess candidates but also effectively sell itself as an ideal workplace. They are meticulous in orchestrating a candidate experience that is both engaging and reflective of the company’s values and culture. This involves clear, consistent communication from the initial contact through interviews and onto the final stages of hiring. They ensure that each interaction is structured to reinforce the company’s commitment to quality and respect for the candidate’s time and aspirations. These top recruiters go beyond basic communications; they create a dialogue where feedback is not only given but also solicited from candidates. This two-way feedback loop helps in refining hiring processes and improving the candidate experience continuously. Recruiters provide detailed information about the role, the team they will be joining, and future career paths within the company, which helps candidates make informed decisions. They make themselves available to answer questions, address concerns, and provide insights into the company culture and expectations. This level of engagement ensures that candidates feel valued and understood throughout the recruitment process . Moreover, exceptional sales recruiters understand the importance of timely updates to candidates about their application status. They avoid long periods of silence that can create anxiety and diminish the candidate’s perception of the company. By keeping candidates informed at every step, they not only maintain enthusiasm and interest but also build trust and respect. The positive experiences created through such thoughtful engagement not only enhance the company’s attractiveness to potential hires but also bolster its reputation in the industry. This reputation for valuing and respecting potential employees pays dividends in attracting future talent and building a resilient, committed workforce. In essence, the best sales recruiters create a candidate experience that mirrors the professionalism, efficiency, and dynamism expected in top sales teams. They recognize that every interaction with a candidate is an opportunity to reinforce the company’s brand and values, making it clear why the company is a great place to work. This approach not only helps in attracting the best talent but also in fostering a positive image that resonates across the market, enhancing the company’s ability to recruit and retain top performers in the future. Sales Recruiters Are Always Learning The best sales recruiters recognize that the landscape of sales is in constant flux, influenced by evolving market conditions, emerging technologies , and changing customer behaviors. To stay ahead, these recruiters make a continuous effort to learn and adapt. They immerse themselves in the latest industry trends , stay updated with new sales methodologies, and keep a keen eye on the shifting dynamics of various markets. This constant learning enables them to understand deeply what success looks like in different sales environments and tailor their search for talent that fits these evolving criteria. Moreover, high-performing recruiters actively participate in industry conferences, workshops, and seminars to enhance their knowledge and skills. They are often found engaging with thought leaders, contributing to sales forums, and reading up on recent studies and publications. This ongoing education helps them not only stay relevant but also predict future trends that could affect their recruiting strategies . Additionally, these recruiters utilize advanced analytics to track the effectiveness of their placements and the evolving competencies of top-performing salespeople. They analyze patterns and outcomes to refine their understanding of which traits lead to success in various sales roles across different sectors. By integrating data-driven insights with industry knowledge, they ensure their recruiting practices are both current and effective. This commitment to continuous learning and improvement makes these recruiters invaluable as strategic partners to businesses. They don’t just fill positions; they provide insights that can shape the strategic direction of a company’s sales force. Their deep, nuanced understanding of the sales domain allows them to adapt their recruiting practices not just to today’s requirements, but also to tomorrow’s opportunities. In doing so, they ensure that the companies they work with are always at the competitive edge, equipped with a sales team that can thrive in an ever-changing market landscape. Conclusion By incorporating the insights from sales recruiting veterans like Roberta Matuson and Lou Adler, you can transform your recruiting process from a guessing game to a data-driven strategy for building a high-performing sales team. This approach emphasizes hiring for fit over simply seeking candidates with a laundry list of skills. Look for individuals who resonate with your company culture, possess the same drive and work style as your top performers, and have a demonstrable track record of success in achieving similar goals. Utilize performance profiles instead of generic job descriptions to pinpoint the most critical success factors for the role. Leverage sales performance recruiting metrics to objectively assess candidates and narrow your pool to those who possess the traits and experience that will propel your sales organization to the next level. By eliminating common sales hiring mistakes and adopting these best practices, you’ll be well on your way to attracting and retaining top sales talent who will consistently deliver exceptional results. Do you need help recruiting salespeople to your organization? Contact our team today so we can help you! #Recruiting #recruitingtrends #staffingsolutions

Diversity in the workplace embodies a blend of individuals from various backgrounds, encompassing differences in race, gender, ethnicity, age, sexuality, disability , and other attributes that contribute to an individual’s identity and perspective.  In the realm of Information Technology (IT), diversity isn’t just a moral imperative but a strategic one. This field, known for its rapid innovation and problem-solving, greatly benefits from a diverse workforce that brings a multitude of perspectives, fostering creativity and driving technological breakthroughs. This blog post aims to explore the significance of diversity within the IT industry. We will delve into the current demographic landscape, examine the impact of diversity on innovation and business success, and provide insights on how companies can cultivate a more inclusive environment. By understanding these elements, businesses can better position themselves as leaders in both the technological and cultural arenas. Current State of Diversity in IT The Information Technology sector, pivotal in shaping future societies through innovation, reflects a mixed picture when it comes to diversity. Various studies and reports highlight that while there has been progress, much work remains to be done to achieve true inclusivity. According to recent data, the demographic composition of IT professionals in terms of gender, race, and age shows significant disparities. For instance, women represent about 25% of the IT workforce, a number that starkly highlights the gender gap, especially in technical roles and senior management. Racial diversity also varies considerably, with underrepresentation particularly pronounced among Black, Hispanic, and Native American communities. Age diversity is another area where IT companies often show a skew, with a strong preference for younger employees, potentially overlooking the vast experience and different viewpoints that older professionals bring to the table. Several IT giants have begun to acknowledge and address these disparities. Companies like Google, Microsoft, and Apple regularly publish diversity reports that not only show their workforce demographics but also highlight their commitments to increasing representation across different groups. These initiatives are not just about social responsibility but are also driven by the understanding that diverse teams are more innovative and better equipped to solve complex problems. The journey toward a truly diverse and inclusive IT industry is ongoing and requires consistent effort from all stakeholders involved. As companies continue to embrace diversity, they not only contribute to social equity but also gain a competitive edge in the market. The benefits of diverse teams—ranging from increased innovation and better market understanding to enhanced employee satisfaction—are clear indicators that diversity is not just good ethics, it’s excellent business. Through a committed approach to enhancing workplace diversity, IT companies can not only reflect the world in which we live but also lead by example in the creation of a more inclusive, innovative, and forward-thinking future. Benefits of Diversity in IT Hiring Embracing diversity in IT hiring practices yields several significant benefits, primarily enhanced problem-solving capabilities, improved product development, and increased overall company performance and innovation. Firstly, varied perspectives in a team are crucial for enhanced problem-solving. Each individual brings a unique set of experiences and cognitive skills to the table, enabling the team to approach problems from multiple angles and devise innovative solutions. For instance, a team diverse in gender, ethnicity, and background might better anticipate the needs of a similarly diverse clientele, thereby developing more effective technological solutions. Secondly, product development greatly benefits from a workforce that mirrors the diversity of its user base. In IT, where products are often designed for global markets, having team members who understand the cultural, linguistic, and functional needs of different regions can lead to products that are more user-friendly and accessible to a wider audience. This approach not only enhances user satisfaction but also expands the market reach of the products. Lastly, the overall performance and innovation of a company can soar with a diverse team. Numerous studies have shown that companies with more diverse workforces perform better financially and are more innovative. This is because diverse teams are less prone to groupthink and more likely to consider a wider range of strategies and outcomes , leading to better decision-making and a competitive edge in the fast-paced IT industry. Challenges Facing Diversity in IT Despite the clear benefits, several challenges hinder the achievement of true diversity in the IT sector. These challenges include unconscious bias in recruitment processes , a lack of diversity in IT education and training pipelines, and cultural and structural barriers within organizations. Unconscious biases are perhaps the most pervasive obstacles in the recruitment process. These biases can influence hiring decisions in ways that favor certain groups over others, often without the awareness of decision-makers. For instance, a recruiter might unconsciously prefer candidates from a particular alma mater or demographic group. To counter this, companies are increasingly adopting structured interviews and utilizing AI-driven tools to screen candidates objectively, focusing purely on skills and qualifications. Another significant challenge is the lack of diversity in IT education and training pipelines. Historically, certain demographics have been underrepresented in STEM fields due to various barriers such as economic factors, lack of access to quality education, and societal stereotypes. This disparity in educational opportunities results in a talent pipeline that is not as diverse as it could be. Efforts to diversify this pipeline include scholarships, community-based training programs, and active recruitment from a broader array of educational institutions. Lastly, cultural and structural barriers within organizations can impede the retention and advancement of diverse talent. Even when diverse employees are hired, they may face an organizational culture that is not fully inclusive or responsive to their needs. This might manifest in the lack of mentorship opportunities, minimal exposure to leadership tracks, or everyday workplace dynamics that make individuals feel isolated or undervalued. Addressing these issues requires a concerted effort to transform organizational cultures through training, mentorship programs, and policies that promote inclusion at every level of the company. Addressing the challenges of diversity in IT is not merely about hiring practices; it involves a holistic approach that includes education, recruitment, retention, and cultural change within organizations. By tackling these issues head-on, the IT industry can not only foster an environment of inclusivity and respect but also leverage the full potential of a diverse workforce to drive innovation and business success. As the industry evolves, continuing to prioritize diversity will be key to developing technology that serves and enriches the lives of people around the globe. Strategies for Improving Diversity in IT Hiring To enhance diversity in IT hiring, companies can implement several effective strategies. These include adopting blind recruitment practices, fostering inclusive workplace cultures, and forming partnerships with organizations that support underrepresented groups. Blind recruitment practices involve removing any identifying details from candidates’ resumes and applications, such as names, gender, age, and ethnicity, to prevent bias in the hiring process. This method focuses on the candidates’ skills, qualifications, and experience without the influence of preconceived notions or stereotypes. Such practices help level the playing field and give all candidates a fair chance at securing positions based purely on merit. Promoting an inclusive workplace culture is essential not only for attracting diverse talent but also for retaining it. An inclusive culture welcomes all employees’ contributions, respects their differences, and provides equal opportunities for professional growth and development. Companies can promote inclusivity by regularly training employees on diversity issues, implementing policies that support work-life balance for all staff, and ensuring that all employees feel respected and valued. Partnerships with organizations that support underrepresented groups can also significantly enhance diversity in IT hiring. Companies can collaborate with nonprofit organizations, educational institutions, and community groups that work towards increasing the participation of minorities, women, and other underrepresented groups in the tech industry. These partnerships can help companies tap into a broader talent pool and demonstrate their commitment to diversity and inclusion. Case Studies of Successful Diversity Initiatives Several companies in the IT industry have implemented successful diversity initiatives, providing valuable lessons and demonstrating the impact of such efforts on business performance and employee satisfaction. One notable example is Google, which has implemented several initiatives aimed at improving diversity within its workforce. Google’s strategy includes comprehensive data collection on workforce diversity, public reporting, and targeted recruitment efforts aimed at underrepresented groups. For instance, Google has enhanced its internship programs to include more students from historically black colleges and universities (HBCUs) and has established partnerships with organizations like the Hispanic Association of Colleges and Universities (HACU) to broaden their recruitment base. Another example is Salesforce , which has put a significant emphasis on creating an inclusive culture through its “Ohana” model, which treats employees, customers, and partners like family. The company has also set up Employee Resource Groups (ERGs), which play a crucial role in fostering a workplace environment that celebrates diversity. These groups not only provide support and advocacy for employees from underrepresented backgrounds but also help inform and shape company policies. These case studies show that companies can achieve substantial improvements in workforce diversity through specific, targeted strategies. The impacts of these initiatives are profound, leading to increased employee satisfaction, enhanced creativity and innovation, and improved overall company performance. The success of these companies provides a roadmap for others in the industry, showcasing the tangible benefits of a committed approach to diversity and inclusion . Improving diversity in IT hiring requires a multifaceted approach that includes innovative hiring practices, supportive workplace cultures, and strategic partnerships. The experiences of companies like Google and Salesforce illustrate that while challenges exist, the benefits of a diverse and inclusive workforce are immense and achievable. As more companies in the IT sector adopt these strategies, the industry will move closer to reflecting the rich diversity of the global community it serves, driving innovation and business success in an increasingly interconnected world. Technological Tools and Resources In the quest to achieve greater diversity in IT hiring, several technological tools and platforms have been developed to assist companies in maintaining unbiased recruitment practices. Additionally, various resources are available to promote training and awareness in diversity and inclusion. Software solutions such as Textio use augmented writing to help recruiters craft job postings that appeal to a diverse range of candidates by avoiding biased language that might discourage certain groups from applying. Another innovative tool is Blendoor, which is a data-driven technology that anonymizes and matches resumes to job postings without revealing any demographic information that could lead to unconscious bias. Platforms like Entelo Diversity allow companies to search for candidates from underrepresented groups by using algorithms that help identify diverse candidates who fit specific job criteria. These tools are designed to expand the talent pool by ensuring that all potential candidates are considered fairly, based on their skills and experiences rather than demographic characteristics. Resources for training and awareness in diversity and inclusion are also crucial. Online platforms like LinkedIn Learning and Coursera offer courses on diversity, inclusion, and unconscious bias. These resources help educate employees and management on the importance of diversity in the workplace and provide them with the tools to implement inclusive practices effectively. Future Trends in Diversity and Inclusion in IT Looking towards the future, several trends are likely to shape the landscape of diversity and inclusion in the IT industry. As awareness of the importance of diversity continues to grow, companies are expected to increasingly prioritize inclusive practices not only as a moral imperative but also as a business strategy. One significant trend is the increasing use of Artificial Intelligence (AI) and machine learning in the recruitment process. These technologies can help reduce bias by focusing on candidates’ skills and potential without being influenced by their personal background. However, it’s crucial for these technologies to be designed carefully to ensure that they do not perpetuate existing biases. Another trend is the growing recognition of the importance of intersectionality in diversity efforts. This approach considers the various ways in which different aspects of a person’s identity (such as race, gender, and socio-economic status) can intersect to create unique modes of discrimination and privilege. This more nuanced understanding of diversity is likely to influence how companies develop their inclusion strategies. Additionally, as remote work becomes more commonplace, companies have a greater opportunity to hire from a more geographically diverse talent pool . This shift could lead to more diverse workplaces, as companies are not limited to hiring talent from specific locations. As we move forward, the IT industry’s approach to diversity and inclusion is likely to evolve continuously. By leveraging technological tools and staying informed about the latest trends and best practices, companies can better equip themselves to build truly inclusive environments. This not only enhances the industry’s capacity for innovation but also reflects a commitment to reflecting the diverse world in which we operate, ensuring that the benefits of technology are accessible to all. Conclusion Throughout this blog post, we have explored the multifaceted benefits of diversity in the IT industry, the challenges that currently impede its full realization, and the strategies that can enhance inclusivity in IT hiring practices. We have also delved into the technological tools and future trends that are shaping the ways companies approach diversity and inclusion. The key points discussed emphasize the importance of diverse perspectives in enhancing problem-solving capabilities, improving product development, and boosting overall company performance. We have seen that while there are significant challenges, such as unconscious bias and structural barriers within organizations, there are effective strategies and tools available to overcome these obstacles.  For those who are ready to take the next step and need guidance or assistance in hiring a diverse workforce, our team is here to help. We offer expert advice and tailored strategies to ensure that your recruitment efforts are inclusive and effective. Contact us today to start your journey towards a more diverse, innovative, and successful future in IT.   Your commitment to diversity is not just a statement about your values; it’s a pivotal part of your strategy for thriving in the technology landscape of tomorrow. #ITrecruitment

In the world of manufacturing, the engineer is often the cornerstone of success.  These professionals blend technical acumen with creative problem-solving to keep production lines running smoothly and efficiently.  But what exactly makes a great manufacturing engineer? This question is crucial for any company looking to not only sustain but excel in the competitive market of manufacturing.  A great manufacturing engineer can mean the difference between a product that meets the mark and one that sets a new standard for excellence. Technical Skills: The Nuts and Bolts To appreciate the value of a great manufacturing engineer, one must first understand the diverse range of skills they bring to the table. At the heart of these skills are technical abilities that are non-negotiable in the industry. A profound proficiency in Computer-Aided Design (CAD) software stands as a fundamental requirement. CAD is an essential tool in the engineer’s arsenal, allowing for the precise design and modification of complex parts and systems. This skill is not merely about using the software; it’s about leveraging this tool to innovate and improve designs. Understanding manufacturing processes is another critical area. A great manufacturing engineer must have a deep comprehension of various techniques like machining, welding, and assembly. This knowledge isn’t just theoretical; it’s practical and rooted in real-world application. It involves knowing what methods are best for each project and how to optimize them for efficiency and cost-effectiveness. Quality control and inspection techniques also play a significant role. In manufacturing, quality is not an afterthought—it is integral to the operation. Engineers must be adept at implementing rigorous inspection routines to ensure that every product meets strict standards and regulations. This not only minimizes waste and rework but also safeguards the company’s reputation . Lastly, familiarity with manufacturing equipment and machinery is essential. A great manufacturing engineer knows their tools as well as a chef knows their kitchen. This means understanding not only how machines work but also how to troubleshoot them, enhance their operation, and even innovate to develop better manufacturing solutions. Each of these technical skills forms a vital part of the manufacturing engineer’s repertoire, enabling them to tackle complex challenges with confidence and expertise. However, technical skills alone do not make a great manufacturing engineer. While technical proficiency is crucial, truly great manufacturing engineers are distinguished by additional traits that enable them to excel. Communication skills, for instance, are paramount. Whether it’s explaining complex technical details to non-engineers, collaborating with team members, or documenting processes and results, effective communication ensures that projects run smoothly and goals are met with collective effort. Adaptability in this role cannot be overstated. The manufacturing sector is dynamic, with frequent shifts in technology , consumer demand, and industrial practices. Great engineers must not only keep pace with these changes but often anticipate and lead the adaptation process, ensuring that their company stays ahead of the curve. Leadership is another critical element. Great manufacturing engineers often rise to positions of leadership within their teams and projects. Their ability to inspire and guide others, make strategic decisions, and manage resources effectively underpins successful manufacturing operations. Lastly, a passion for continuous learning and improvement sets apart the exceptional from the competent. The field of manufacturing engineering is ever-evolving, and those who commit to ongoing education and skill refinement are more likely to innovate and improve their operations. This drive for excellence is what fosters groundbreaking advancements and maintains a company’s competitive edge. The role of a manufacturing engineer is multifaceted and vital. The blend of robust technical skills with interpersonal abilities and a forward-thinking mindset creates a professional who is not just competent but truly great. For companies aspiring to lead in the manufacturing arena, investing in such talent is not just beneficial; it is essential. A great manufacturing engineer does more than fill a role—they propel the entire team toward excellence, innovation, and success. By understanding the broad scope of what makes a great manufacturing engineer, companies can better identify and nurture these invaluable assets. Moreover, for aspiring engineers, this insight provides a clear roadmap to personal and professional development that leads to a rewarding career in manufacturing engineering. This is a journey of continual learning and growth, where each step forward significantly impacts the larger goals of efficiency, quality, and innovation in manufacturing. Soft Skills: Building Bridges and Beating Bottlenecks While the technical skills of a manufacturing engineer are easily quantifiable, the soft skills they possess are equally critical, though sometimes harder to measure. These skills enable engineers to navigate interpersonal dynamics effectively, lead teams, and overcome project obstacles with finesse. At the forefront of these essential soft skills are excellent communication abilities, both written and verbal. In the complex environment of manufacturing, the ability to clearly and concisely convey information can prevent costly misunderstandings and errors. It also ensures that everyone from the shop floor to the executive suite is aligned with project goals and processes. Adept problem-solving and critical thinking abilities are what often separates a good engineer from a great one. Manufacturing processes can be fraught with unexpected challenges—equipment failures, material issues, or design flaws—and the ability to swiftly and effectively resolve these issues is paramount. This requires not only an analytical mindset but also an innovative one that can think outside the box and devise effective solutions quickly. Teamwork and collaboration proficiency is another cornerstone of effective manufacturing engineering. No engineer works in isolation; the nature of the industry demands cooperation across various departments and disciplines. A great manufacturing engineer knows how to build team synergy and foster a collaborative spirit that elevates the entire project. Lastly, a strong work ethic and the ability to prioritize tasks are essential in a field as demanding as manufacturing. The best engineers are those who demonstrate dedication and resilience, managing their time and responsibilities with a focus on efficiency and effectiveness. This not only ensures that projects are completed on schedule but also that they meet the high standards required in the industry. Experience that Makes the Difference While skills—both technical and soft—are foundational to a manufacturing engineer’s success , the specific experiences they bring can significantly enhance their effectiveness. Experience in a manufacturing environment, for example, provides practical knowledge that is invaluable. This includes familiarity with the day-to-day operations of a production line, understanding the nuances of different manufacturing processes, and being able to anticipate and mitigate potential issues before they become problematic. Exposure to specific industries such as aerospace or automotive can be particularly advantageous. Each industry has its own set of standards, regulations, and challenges. An engineer with experience in a relevant industry brings a depth of knowledge that can greatly accelerate problem-solving and innovation within those specific contexts. Project management experience in a manufacturing setting is also a critical asset. This experience equips engineers with the skills needed to oversee projects from conception through to execution, ensuring that all aspects of the project are coordinated effectively. It also involves budget management, timeline setting, and resource allocation—all vital for the successful completion of manufacturing projects. The role of a manufacturing engineer is complex and demands a wide array of skills and experiences. Soft skills such as communication, problem-solving, teamwork, and a strong work ethic enable these professionals to lead and innovate within their teams. Meanwhile, specific experiences like industry exposure and project management play a crucial role in enhancing their capability to deliver high-quality results efficiently. Understanding these diverse requirements not only helps companies better evaluate and develop their engineering talent but also assists aspiring engineers in shaping their career paths. It underscores the importance of continuous personal and professional development, aiming not just to meet but exceed the evolving demands of the manufacturing industry. Thus, a great manufacturing engineer is one who not only possesses a comprehensive skill set but also continues to grow and adapt in their journey towards excellence. Beyond the Resume: Qualities We Value While the resume of a manufacturing engineer might list degrees, certifications, and technical skills , there are intrinsic qualities that are equally important, though they may not always be as visible on paper. These qualities can significantly influence the impact an engineer has on their workplace and on the products they help to create. A passion for efficiency and continuous improvement is one of these critical qualities. The best engineers are not satisfied with the status quo; they are always looking for ways to make processes faster, less expensive, and more reliable. This passion drives innovation and can lead to significant advancements in manufacturing practices and outcomes. Adaptability and a willingness to learn new technologies are also highly valued in today’s rapidly changing industrial landscape. The technology that drives manufacturing is constantly evolving, and the ability to adapt and learn is crucial. Engineers who embrace change and are eager to master new tools and technologies bring immense value to their teams and companies. A strong work ethic paired with a can-do attitude rounds out the trio of invaluable traits. These qualities reflect an engineer’s readiness to take on challenges, their resilience in the face of obstacles, and their determination to see projects through to successful completion. Engineers with this mindset are invaluable assets to any team, driving projects forward and inspiring colleagues with their dedication and positive outlook. Conclusion In sum, the qualities that make a great manufacturing engineer are a combination of technical skills, soft skills, and personal attributes that go beyond the resume. Technical expertise in areas like CAD software, manufacturing processes, and quality control is fundamental. However, soft skills such as excellent communication, problem-solving capabilities, and teamwork are just as essential for effectively leading projects and collaborating within teams. Moreover, the intrinsic qualities of passion for efficiency, adaptability, and a strong, positive work ethic are what truly distinguish a great manufacturing engineer. These engineers not only enhance the capabilities of their teams but also drive the continuous improvement that is vital for staying competitive in a fast-paced industry. If you’re looking to hire manufacturing engineer employees, contact our team today and learn how we can help you.  #hiring #Manufacturing #talentacquisition #EmergeTalentCloud #Recruiting

When reading any hiring guide, you’ve probably come across the terms “active” and “passive” regarding your potential candidates. Do you know what they mean? This guide is mainly for HR novices, new hires, and individuals who aren’t immersed in their terminology. The definitions are relatively simple, though the repercussions of them and how you treat them in your hiring process are complex and far-reaching. Let’s dig in. What is an Active Candidate? Consider the traditional model for hiring to fill a vacancy in your company. You have an open position. You know what you need out of a candidate to fill that position. So, you write a job posting. That job posting is uploaded to your website’s careers page, posted to career sites like Indeed, and possibly even advertised on print media, television, or other venues. Then you wait. As you wait, candidates fill in their applications for consideration. They submit resumes and cover letters, send emails, call your hiring team on the phone, and maybe even stop in the office to follow up. These candidates are actively seeking a job at your company. They may or may not fit the profile of the person you want for the position, but they’re the candidate pool you have; they’re the people out there, proactively putting in their applications. They’re the people you have to dig through to find the best one to hire. These are active candidates. They are active in their job search, active in their applications, and active in their follow-ups. Whether or not you hire them comes down to your hiring and vetting process, of course, but these are the people who come to you. What is a Passive Candidate? Various studies put the percentage of the total workforce – all working-age people who are not retired – actively seeking new work somewhere between 20% and 30%. The number changes over time, but it’s always relatively low. After all, there are many reasons why an individual might not be seeking a new job. Maybe they’re satisfied where they are. Maybe they’re paid so well that they’d need an obscenely good offer to leave their current position. Maybe they’re three months away from retirement and have no reason to shake things up. Whatever the case, that leaves 70-80% of the workforce in the category of “not seeking work.” These people are not active; therefore, they are passive. Passive candidates do not see your job posts because they aren’t looking. They don’t send in applications because they don’t want a new job. Unfortunately for you, from a sheer statistical standpoint, the best person to fill your open position in your company is already working for another company. They never apply, so you never see them in your candidate pool. Here’s the trick: many of these people are, in fact, open to being recruited. If you approach them with a compelling enough offer, they may be happy to leave their current company and work for you. “The benefit to a passive candidate is that, since they are not looking for a new opportunity, they probably won’t be interviewing with anyone else. With 60% of the workforce not looking for a new job but willing to discuss a new opportunity, proactive sourcing (Boolean searches, social media, etc.) will be your best bet for finding this group. Since it can be difficult to distinguish a passive candidate interested in speaking to you from one that’s not, you should be careful how you reach out to people you find through proactive sourcing.” – LinkedIn . Passive candidates are challenging to locate and hire. After all, you know very little about them. You don’t have their resumes, and you don’t have their skill testing results; all you know is they work for some other company in the same position you need filled, and seem good at it. Which Kind of Candidate is Better? Are active candidates better? There’s an argument to be made that they could be. After all, active candidates are coming to you with a motivation behind them. If they fit what you need and you treat them well, they can be a loyal asset to your company for decades. On the other hand, many active candidates seek jobs purely because they need a new job. Maybe they want less responsibility than their current role, or they’re 100% just in it for the money and benefits. They may not have any loyalty for you and be more than happy to jump ship if something better comes along. Are passive candidates better, then? Potentially. The best candidates for a role are often already employed in that role and are passive because they’re satisfied where they are, and they have job security. You can attract them to work for your company, and they may do an excellent job, leveraging those same skills in exchange for better pay or benefits than they had at their previous firm. On the other hand, many passive candidates grow lax with their skills, fall into bad habits, or fail to progress their education. They may not necessarily be able to adapt easily to a new environment and may find themselves dissatisfied, even if your offer is better. “While both proactive and reactive search methodologies can unearth top performers, the more thorough nature of proactive search techniques employed in retained search solutions means the likelihood of discovering high-caliber talent is greater. Proactive search techniques, by their very nature, leave no stone unturned and are deployed by the best headhunters and executive search firms.” – Fraser Dove . The truth is, neither kind of candidate is inherently better than another. Passive candidates make up the bulk of the workforce, so it makes sense that they cover all parts of the spectrum of a quality hire. And, of course, it’s always true that an excellent candidate may not work out in your organization for many different reasons. Other Kinds of Candidates Some analyses divide the greater workforce into more than just active and passive candidates. Other definitions may be relevant. Tip-Toe Candidates . These are candidates that are a middle ground between active and passive. A formerly-passive candidate who has grown dissatisfied with their job and is starting to put out feelers for new work but who doesn’t need to jump ship immediately and actively seek a job is a tip-toe candidate. Super-Passive Candidates . Super-passives are passive candidates who are not only not looking for work; they are not interested in work. They’re happy where they are, and nothing you can offer them could sway them away for one reason or another. You may also encounter candidates who seem to meet one definition but instead meet another. That usually happens when unscrupulous recruiters get involved. Some recruiters will attempt to portray a passive candidate as an active candidate, for example, to trick both sides into thinking the other approached them and wants them more than they genuinely do. Luckily, this is relatively rare. Is It Worth Pursuing Passive Candidates? The workforce in America is over 150 million people. For many companies, hiring outside of America is entirely on the table, so the broader available workforce is much larger. Even only 30% of that many people is still a lot of people. With so many potential active candidates out there, your job postings are probably getting hundreds, if not thousands, of applications. Depending on the role and your business’s reputation, you may be getting that many per day. You already have a great number of potential candidates to sort through. Is it worth pursuing a passive candidate when so many active candidates have already come to you? And, isn’t it even a little offensive to ignore everyone at your doorstep to go down the street and approach someone else? The truth is, it depends. Sometimes, you will be able to find excellent candidates in your active candidate pool. Good candidates need to apply for jobs, too, though better, more established employees may not need to very frequently. “Stack Overflow founder Joel Spolsky claims that many developers only apply for four jobs over their entire career. Unless you’re lucky enough to be hiring at one of those four moments, you’ll probably miss out.” – Beamery . Sometimes, your active candidates will be more than good enough to fill your available open roles. Other times, none of them quite meet the mark. For most businesses, it’s a matter of expertise. Active candidates tend to be most focused on entry-level jobs or jobs where advanced technical skills or years of experience are not as necessary. Those candidates still exist but are a minority of the active candidate pool. When you need to fill a higher-level role, including more technical and experienced roles in engineering, development, management, and more, you need people who are less likely to be actively seeking work. Passive candidates offer a better return on investment for your time and money spent recruiting. The decision whether or not to pursue passive candidates for a given role often comes down to your experiences in hiring active candidates. If your candidate pool is thin and of poor quality, and you can’t seem to find someone who fills the qualities and requirements you need, you’re faced with a decision. Do you settle for the best of the available candidates? Do you promote someone internally and hire to replace them in a less stringent role? Do you hold off as long as possible, hoping a better candidate comes along? None of these are great options, though they have their benefits. Often, the best choice is to look for a passive candidate that fits the job description and approach them. Tips for Attracting Passive Candidates One key thing to remember about passive candidates is that, by their very nature, they have leverage in the hiring process. You are coming to them, and they don’t need you or your offer. That means they can negotiate for what they want out of a role. This can include: Increase in job title/promotion in the field. Better pay than they currently get, and potentially better than you would typically offer. Better or more flexible benefits to improve their living situation and work/life balance. Continued training and education to further advance their career. Guarantees of ongoing raises, bonuses, or consideration for promotion. After all, you need to make your offer worth more to them, and it’s very rare that your name recognition and the prestige of working for you are inherently valuable. That can be true of some companies, but not very many. You will also need to offer a more streamlined consideration process. If you reach out to a passive candidate offering to poach them from their current role and, when they express interest, link them to your normal application process, most will stop responding. One of the benefits of being in-demand is being able to skip the tedious parts of the process. After all, why should they need to put in a formal application when you’re already approaching them? Why should they need to take a skills assessment when they’re already performing in the role, as evidenced by them currently working in the role? You need some process, but it should be more streamlined and faster than a traditional process for active candidates. Another critical element of recruiting passive candidates is treating them in a personalized way. Template emails and form letters don’t cut it. You’re approaching this person for a reason; treating them as though they’re just another candidate is a sure-fire way to make them lose interest. Recruiting passive candidates is difficult, especially for companies that may have never tried to do so before. It can be highly beneficial when done correctly, but it can be a massive waste of time if done poorly. Do you or your company have any questions about the differences between active and passive candidates? Was there anything we mentioned today that you would like a little more clarification on? If so, please feel free to leave a comment down below, and we’ll get a conversation started! We’d be more than happy to answer any of your potential questions on the topic or clear up any concerns you may be having!

Many different laws cover the employment process. Navigating the laws and compliance problems that can arise is a critical part of a successful hiring team. When developing a hiring process, you may encounter a variety of tests and assessments, or mention thereof, that can be used to refine your candidate pool and help pick the most appropriate people for a job. The question is, are those tests legal? If so, which ones? Are there legal issues you need to watch for? Let’s discuss. The Value of Legal Restrictions Many hiring managers and business owners may view legal regulations as an unnecessary burden. Perhaps they don’t see the value of the laws, or they feel that those laws don’t apply to them because they aren’t going to misuse the tool or system the law specifies should not be used. Many people fail to realize that these laws are written in the blood, sweat, and tears of the individuals harmed by them. An assessment that is deemed illegal is often considered as such because it has been willfully used as a tool for discrimination. That’s why pre-employment tests are regulated but legal. Some tests check for valuable, non-demographic information, like skills and ability to do a job. Others are based on faulty or fraudulent science, which may or may not be intentionally discriminatory. A related issue comes up with tech and automated systems quite frequently. Machine learning algorithms look for patterns and associated outcomes, but they do not have logic or sanity checks. An algorithm will also spot patterns that you, as a rational human, can understand aren’t relevant. For example, a machine learning algorithm might determine that people with too many vowels in their names don’t perform as well in their jobs. You and I know that’s irrelevant, but the machine doesn’t. If the machine is operating without oversight, your candidate pool can be skewed by this data for no real benefit. Legal restrictions on specific tests exist for a reason, no matter how well you think you can circumvent that reason. In these cases, it’s better to comply than to try and beg for forgiveness later. Types of Pre-Employment Testing The title mentions two kinds of assessments: IQ tests and Aptitude tests. These aren’t the only tests out there, however. So, before we get into the specific legality, let’s talk about the different kinds of tests you might be tempted to apply. Aptitude Tests Aptitude tests are often called job knowledge tests or skills tests. They are assessments used to judge the candidate’s ability to perform their duties. You might test a potential IT hire on their firewalls and network architecture knowledge. You might test a sales candidate on their ability to be persuasive when talking about a product. These tests are often professionally-developed and available for purchase to use within your organization. They are also often centralized, and a given candidate may have taken the same test multiple times if they’ve made it to the interview stage with various companies. IQ Tests Many people believe that IQ tests are a test of intelligence, but that’s not strictly accurate. IQ stands for “intelligence quotient” and is poorly defined. In fact, IQ tests are often heavily based on cultural understanding. Two examples might be: Knowing who a particular historical figure is. In America, it makes sense to know who George Washington is. In Japan, not knowing who he is doesn’t say anything about your intelligence. Conversely, someone in Japan is more likely to know Emperor Jimmu than someone in America. Assuming an agnostic and fundamental “logic” to the way people think is a basis of intelligence tests. Yet, study has shown that the fundamental way you think is influenced by your culture and cannot be generally assumed. While some variations on IQ tests still exist and are in use today, most of the time, they aren’t based on anything truly relevant and end up causing more harm than good. Personality Tests Personality tests are assessments used to judge the overall character traits of the people you’re examining to hire. These can test relevant (or irrelevant) qualities to your open role. For example, you might want to assess an individual’s disarming personality if they’re going to be a front-line support agent who benefits from being able to defuse a situation. However, a disarming personality likely isn’t relevant for an IT developer role. This dichotomy is where personality tests can get into hot water. Your assessments need to be relevant to the role. Testing someone on – and making decisions based on – characteristics that aren’t relevant to the role can be considered discriminatory. Since we’re not discussing personality tests in detail today, suffice it to say that much of what we discuss will also apply to them. In particular, all assessments need to be relevant above all else. If they can be misused, even if you aren’t misusing them, it opens you to risk and liability. Integrity Tests Integrity tests assess a candidate’s honesty, integrity, and ability to be truthful in situations that involve risk. They test responsibility, sense of duty, ability to follow rules, morality, etc. Legal challenges over the years have questioned whether or not integrity tests are discriminatory. For the moment, they are: “The EEOC and the parallel state human rights agencies have determined that integrity tests do not have a discriminatory impact on applicants. However, it’s important that employers equally test each applicant who could have unsupervised access to cash, inventory or trade secrets once hired.” – HireSuccess . While an integrity test may not be illegal, it may not be helpful. Most integrity tests have an obvious “right” answer or behavior they’re looking for. That means that your integrity assessment isn’t genuinely assessing your candidate’s integrity, so much as it is their ability to navigate the test itself. Emotional Intelligence Tests Emotional Intelligence is a relatively new wave of concern amongst businesses. A growing understanding of emotional intelligence, emotional awareness, and how these emotions affect one another has driven a greater awareness of how to use these emotions in the workplace. Emotional intelligence assessments can be quite beneficial if the results are put into context. Emotional intelligence can also be trained. They primarily predict outcomes in teamwork and the ability to collaborate, resolve conflicts, and self-assess. However, much like integrity tests, they may not be accurate; people don’t necessarily have the self-awareness to answer currently or honestly. Physical Ability Tests Physical ability tests are one of the most clearly-defined assessments to demonstrate the core point: assessments must be relevant. Suppose you’re hiring for a job on a construction site where your new employee will need to haul sacks of concrete and heavy boards, operate jackhammers, and perform physically. In that case, a physical assessment may be relevant. On the other hand, an office job with physical lifting requirements is more likely to be deemed discriminatory against physically disabled individuals. Physical performance, when relevant, is extremely important. After all, you don’t want to hire someone who is physically incapable of performing their duties. However, physical limitations do not mean all jobs are off-limits. Many accommodations can be made for particular roles, and in many cases, judging an individual by appearance or by “on paper” performance may be inaccurate. The Legality of Aptitude Tests As mentioned above, aptitude tests can be highly relevant for estimating the candidate’s ability to perform in their role. There are two legally-enforced regulations governing these tests. The first is that every question on the test – at least those used in your determination – must be relevant to the role. If you give a general assessment to every candidate that includes questions about sales and customer service, this is great and relevant for sales and service roles but less so for management, developer, IT, or other roles. Using the results to decide for one group will be relevant; using them for the other will be inappropriate. The second is that the assessment should be given uniformly to all candidates in a given phase of the hiring process. You must provide every candidate who reaches that stage of the hiring process an equal opportunity to demonstrate their skills and abilities. If you only assess certain people – even if the group you choose to assess is chosen randomly – the difference in data used to make a judgment and hiring decision is discriminatory. The primary basis for the legality of aptitude tests, and the rules mentioned above, comes from a Supreme Court case from 1970. The case, Griggs v. Duke Power Co. , made an example out of discriminatory practices that used aptitude tests as a racial gatekeeper, preventing black employees from rising in the company ranks. Additionally, aptitude tests must be professionally developed to avoid discriminatory questions or bias in the way questions are asked. In general, paying for a framework that provides assessments that you give to every candidate will be fine; creating a test of your own will not. The Legality of IQ Tests IQ tests fall under the same ruling and same jurisdiction as aptitude tests. The same court case ruled that any assessment given to candidates must be: Provided to all candidates equally, at the same point in the hiring process. Developed professionally to minimize bias in the questions asked and their format. Relevant to the role you’re filling with the hiring process. With these rules in mind, the reason IQ tests are often considered less legal is two-fold. First, IQ is commonly defined as an outdated and often irrelevant judge of “intelligence” through the lens of trivia knowledge and cultural absorption. Intelligence as a general concept is tricky to define and is highly dependent on lived experience, cultural origin, and societal pressures. Moreover, many factors of IQ can be traced back to protected categories, such as racial treatment or socio-economic status. Second, IQ tests are often difficult or impossible to relate to job performance. It’s one thing to ask candidates how they would de-escalate a situation as a relevant question for a customer service position. It’s quite another to ask candidates what number in a series of numbers is the next logical number in the sequence. While “logic” might seem unbiased, it’s heavily cultural. IQ tests can still be found in use, from tech companies like Google to the U.S. military assessments, but these are very carefully designed to be job-related and are more defensible. Whether or not they’re genuinely effective is another story, however. The Guiding Rules of Pre-Employment Assessments In the end, it all comes down to those three rules set forth by the Supreme Court. Any assessment, no matter what qualities you’re intended to assess, needs to be given equally across all candidates, it must be professionally developed, and it must be relevant to the role you’re looking to fill. It’s your responsibility to ensure that the hiring process is not discriminatory. Any time your assessment can be questioned on one or more of those points, you may be looking at an illegal assessment. While it may not be challenged in practice, it opens up your company to liability, and you are likely to lose any sufficiently well-prepared court case. In the end, legality is only one of several factors you should consider whenever you’re issuing assessments to your candidates. It’s also critical to monitor assessment results and the overall ability of those assessments to predict job success. If you find that an assessment doesn’t correlate to success in the role, the next question is whether or not it’s even worth issuing the test in the first place. After all, it’s an expense and a time-consuming part of the hiring process, and if it’s not improving your results, it isn’t worth keeping around. Do you or your company have any questions about any of the listed pre-employment assessments or if you should implement them into your hiring process? If so, please feel free to leave a comment down below, and we’ll get a conversation started! We’d be more than happy to assist you however we possibly can!

Any time you have a job opening that you need to be filled, you need to find the most qualified people to fill it. Sometimes this will be internal promotions, but most of the time, you’ll be looking at a much larger audience to find the perfect fit. Attracting that audience is difficult, given the constant demands on everyone’s attention and the difficulty of promoting an opening in a field full of similar openings. We’ve written before about creating compelling, creative job advertisements . If you have trouble putting those tips into practice, it can be worthwhile to get some creative inspiration. Thus, we’ve gathered twenty of the most compelling, creative, and interesting recruitment campaigns that we’ve seen. Learn How We Can Help You With Recruiting 1. Great “Grafic Deigner” Horizon FCB, a health agency based in Saudi Arabia, ran a job posting with text that was intentionally riddled with issues: “There are 10 mistakes in this ad. If you beleive you’re a great grafic deigner with an eye for details, Spot these mistakes, than sent us your feedback on the pelow address including your  CV & portfolio” Among the many mistakes in the ad were typos, spacing issues, kerning issues, and centering issues. This encouraged people to showcase their attention to detail, reach out to the email address attached to the ad, and put themselves into contention for the job listing. This ad is a great way to include a basic skills test before an application even arrives. 2. Berrge Tattoo This tattoo artist shop was recruiting a new artist to work with them and decided to use a rather creative way to test them as part of the application process. They printed out their job ads on a paper that had the texture and pattern of skin with slightly lighter spots that faintly indicate a QR code . Phones can’t read the QR code as it is, but if the aspiring artist fills in the blanks with a pen, it becomes functional. This is a self-filtering test for one of the most important requirements for a tattoo artist: a steady hand with ink. 3. Microsoft Math One of many job advertising campaigns over the last decades, Microsoft decided to add a challenge. They printed a one-page job posting with the salary, job duties, and requirements. However, they obfuscated their contact information for the position. Rather than a simple web URL or phone number, they published an equation. The equation, when solved correctly, would produce a phone number that the applicant could call to put their hat in the ring.  Again, this is a great way to add interactivity and a self-filtering process to the first phase of job applications. 4. The Bletchley Park Crossword Some job advertising goes back decades. In this case, Bletchley Park was recruiting codebreakers during World War II, to work alongside greats like Alan Turing in attempting to crack German codes. In another brilliant act of filtering and skills testing, they published a crossword puzzle with a few unique rules: the clues might require anagrams with no indication of whether this was true, the clues were obtuse and difficult even by the standards of the day, and most importantly, you had 12 minutes to do it. You can see the crossword here . Those who did it successfully were invited to work with the secret organization. Could you join them? 5. The World’s Greatest Salesman In 2010, the sales company Ogilvy & Mather was looking for high-talent salespeople to join their company. Knowing that the world of sales is full of people who would jump at the chance, they put a high barrier to entry for an application. Aspiring candidates had to produce a video of themselves selling a brick to the company. To advertise this campaign, among other things, Ogilvy produced this YouTube video . It’s dramatic, it’s high-impact, and it’s extremely memorable even by today’s standards. It also worked well for them. 6. LEGO Brick Factor LEGO is a worldwide sensation, a timeless toy that brings joy to millions. It also requires constant innovation and design to keep its kits unique from year to year. To accomplish this, LEGO requires Master Builders, people with creativity to design new models within specific constraints. To find the right people for the job, LEGOLAND Discovery Centers host a competition called Brick Factor , in which competitors would build unique models throughout these three events, and are judged by a panel that includes the two most important groups: other Master Builders, and children who just love LEGO. The winner of the competition is hired on the spot. 7. The Cisco Tribe Cisco is a global tech company, and its workforce is as varied and diverse as the planet we live on. They showcase this through their recruitment campaigns, particularly with hashtags like #WeAreCisco and #BeYouWithUs. Real employees discuss company culture and their lives outside of the company, portraying many of the benefits of working with Cisco. You don’t have to conform to the company to thrive; you can simply be who you are, and still be valuable to the company. Though this campaign was started years ago, Cisco keeps it going to this day . 8. Eurowings Matching Eurowings is an airline based in Germany with an award-winning recruitment campaign using the novel platform of Tinder. Tinder, a dating app, presents the user with profiles for people of their preferred orientation and allows them to swipe left to ignore or right to connect. The trick is, the profiles were for jobs, not for people, and swiping right “matched” the user to the job, giving them more information about the opportunity available to them. It was an intensely creative use of a new platform most wouldn’t think to use for recruiting. 9. Quixey’s $100 Quixey, a Silicon Valley startup, needed to compete with tech giants to attract clever software developers. To do it, they issued a month of challenges lasting one day each. They produced a piece of code with a bug in it and challenged people to find and fix the bug. Winners got $100, a t-shirt, and an opportunity to apply for the job. The campaign was creative and the incentive was great, though their method of advertising for the campaign  fell a little flat, and the company eventually folded for unrelated reasons. 10. Google’s Challenges Google is well-known throughout the tech industry for picking up the ideas of the people who came before and running with them. They weren’t the first company to use challenges to attract applicants, but they’re well-known for their cleverness and consistency in their ads. Everything from a billboard with a cryptic message leading to a numerical URL with a job application, to their interactive coding challenges , remain written in history as some of the best job advertisements ever devised. 11. Volkswagen’s Sneaky Advertising VW needed to hire mechanics, and they knew one thing: to hire skilled trades, it’s best to reach them where they spend their time. Their campaign was extremely clever and used resources only they would have. They intentionally broke a group of vehicles and took them to mechanics and shops across the country. The trick? Each vehicle had a job advertisement hidden in the undercarriage , where only the mechanic working on it would see it. The campaign was clever and it worked, attracting a variety of skilled mechanics for their open positions. 12. Red 5 Studio’s Direct Targeting Sometimes you don’t know who you need to hire, just what they bring to the table. Other times, you have specific candidates in mind. Red 5 Studios, a gaming company, identified 100 top candidates for their studio, the “dream team” they would love to hire. They specifically researched these 100 people, created customized messaging for them, and reached out directly. The result? Nearly a 100% response rate from each of the people they messaged. 13. Ikea’s Career Instructions Another example of reaching people where they spend their time. Ikea expanded rapidly in the Australian market in the early 2010s, and they needed to hire to staff those new stores. To do so, they targeted Ikea shoppers. They created a set of “ career instructions ” in the style of their assembly instructions, and inserted them into the flat packs for their furniture. Anyone who purchased such furniture during that time was bringing that job opportunity into their own home themselves. All told, they received 4,200 applications and hired 280 candidates from the campaign. 14. The Swedish Army Cares The Swedish army wanted to recruit people with a selfless instinct to help others. To accomplish this task, they crafted a clever social experiment. They put a large black box in a public square, and let someone enter it once an hour. Left alone inside and trapped in this box, they were stuck… unless someone else stepped up to take their place. To add to the experiment, the inside of the box was streamed online, to build publicity and get people invested in the people inside. They aimed to get 4,300 applications from the experiment , but ended up with nearly 10,000, not to mention all of the free media coverage. 15. The British Army Flipping Tropes The British Army’s roster has been falling, and they decided to target Millennials to sign up. To do so, they crafted a series of vintage-looking recruitment posters as part of a campaign. These posters target millennial stereotypes (“Me Me Me”, “Snowflake”, “Class Clown”) and flipped them on their head, pointing out the good attributes of being self-confident, focused, and compassionate. The campaign received a lot of backlash in the media , but it worked, spreading a lot of awareness and getting a much-needed recruitment push. 16. BJL Providing what People Need Everyone has needs. Sometimes those needs are transient, which is what BJL – a marketing firm – took advantage of. During a popular awards show, attendees needed access to the internet, and they checked out the publicly available Wi-Fi in the area. BJL provided the strongest local Wi-Fi signal, with a landing page that redirected users to a careers page before allowing them to go further. It was a tremendous success, with some CVs coming in before the night was over, and more in the following days. 17. Matsushita Electric’s Careful Positioning Japanese electric company Matsushita Electric took a page out of VW’s book: reaching potential candidates where they spend their time. In this case, they carefully positioned their job advertising at the top of electrical poles that needed work, so that when workers arrived, they would see the opportunity for a better position. At five meters off the ground, they were guaranteed to be qualified applicants that are sending in their resumes. 18. Shield Security Hijacking Technology Shield Security is a private security company that needed to hire new people. To target existing security personnel, they simply sent their employees on flights. As those employee’s luggage was scanned, the security tech monitoring the feed would see, in metal reflective letters visible only on the x-ray machine, information on how to get a job with their company. Poaching competitors is a time-honored tradition, and this is an innovative way to go about it. 19. Toggl Leveraging Social Success For a time, Facebook quizzes were all the rage. Toggl made use of one, developing a personality quiz that gave the people taking it a variety of different results. The low barrier to entry encouraged applicants, while the self-filtering of the quiz helped people engage with the opportunity and the work they would do for the company. It was an overall successful strategy  and resulted in talented new employees. 20. Join the Band Another example of using an unorthodox channel to reach people: Spotify. The streaming music service was looking for a new developer, but rather than promote a typical job listing, they created a customized playlist and circulated it . The playlist is an eclectic set of music, but what’s important here is the song titles. When put together, they spell out a call to action for developers to reach out. It got someone the job, that much is certain. Your Turn These are just 20 of the countless creative recruitment campaigns throughout history. Learn How We Can Help You With Recruiting

Employee attendance isn’t just a box to be ticked on administrative checklists; it’s a critical heartbeat of any thriving business. Regular presence of staff is as fundamental to a company’s success as the gears are to a well-oiled machine. However, just like those gears, attendance can grind to a halt if not properly maintained.  From delayed projects to strained coworker relations and impacted service quality, the ripple effect of absenteeism can be profound and costly. Hence, it’s not an issue that can be swept under the rug. As we dig into the realm of improving your employee attendance, we’ll explore not just the impacts but also the steps necessary to bolster attendance records and, by extension, the business’s health. 1. Establish Clear Attendance Policies  Clarity breeds confidence and compliance. A clearly articulated attendance policy serves as a roadmap for employees, outlining expectations and consequences without ambiguity. It eliminates guesswork and ensures that every member of the team is on the same page, which is critical for fairness and transparency. Crafting an attendance policy that is both fair and flexible requires a careful balancing act. Here’s how to navigate this process: Define Expectations Clearly: Be explicit about what is considered tardiness, early departure, and absenteeism. Specify the number of occurrences that trigger a formal response. Incorporate Flexibility: Recognize the value of work-life balance by incorporating options like remote work or flexible hours where feasible. Provide Incentives: Rather than only having punitive measures, consider rewards for excellent attendance, such as an extra day off or recognition in the workplace. Engage Employees in Policy Formation: Input from staff can not only provide valuable insights but also increase buy-in and compliance. Communicate Regularly: Policies should be communicated during onboarding, with regular refreshers. Ensure that everyone knows where to find the attendance policy documentation. The creation of an attendance policy should not happen in a vacuum. It must reflect the broader culture of the organization. For instance, if a company values autonomy and trust, the policy may lean towards flexibility, emphasizing results over strict schedules. Alternatively, in industries where punctuality is non-negotiable, such as healthcare or customer service, policies might be more rigid but still should accommodate the occasional unpredictability of life. The policy should also mirror the company’s commitment to diversity and inclusiveness , considering cultural holidays, mental health days, and parental leave. This approach not only adheres to legal standards but also fosters a culture of understanding and respect. 2. Engage in Open Communication  When the time comes to address attendance issues with an employee, the approach can make all the difference. It is vital to ensure that the conversation is conducted privately and with a sense of understanding. It should not feel confrontational but rather like a collaborative effort to find solutions. The tone of the conversation should be professional, calm, and empathetic. Start by stating your observations factually and express your concern for the employee’s well-being. This approach helps in keeping the discussion focused on finding solutions rather than placing blame. A constructive conversation aims to uncover any underlying issues contributing to the attendance problem. Ask open-ended questions to allow the employee to share their perspective. Be prepared to listen to issues like personal challenges, workplace conflicts, or health concerns. Understanding these factors is essential for addressing the root causes of absenteeism. 3. Consider Reasonable Accommodations  Sometimes, consistent absenteeism is a signal that an employee might need accommodations at work. Whether it’s due to a disability, chronic health issues, or other life circumstances, reasonable accommodations can be a legal requirement and also an ethical approach to support your staff and reduce absenteeism. Accommodations will vary based on individual needs but can include: Adjusting Work Schedules: Allow flexible hours or the option to work from home on certain days. Ergonomic Workstations: Provide standing desks or ergonomic chairs to employees with physical discomfort. Mental Health Support: Offer additional breaks, a quiet room for stress relief, or access to counseling services. Transportation Assistance: For those with commuting issues, consider offering support for transport or a company shuttle service. Regular review of your accommodation policies is essential to ensure they align with employee needs and legal requirements. Solicit feedback from employees about what is working or where gaps may exist. Be open to making changes that can positively impact attendance and overall employee satisfaction. 4. Educate on Available Options  Education is empowerment. Ensure that all employees are fully informed of their rights and the benefits available to them. This could be through orientation sessions, employee handbooks, or regular updates in meetings. Knowledge of what is available to them can help employees manage their attendance more effectively. The Family and Medical Leave Act (FMLA) allows eligible employees to take unpaid, job-protected leave for specified family and medical reasons. Explain the provisions of FMLA to your employees so they understand how it can be applied in situations that may affect their attendance. This knowledge can prevent misunderstandings and misuse of the leave system. Remind employees that the company offers resources to support them in managing their work-life balance. This can include employee assistance programs, health care benefits, or even financial planning services. Encouraging the use of these resources can prevent future attendance issues and show that the company cares for their overall well-being. 5. Use Disciplinary Actions as a Last Resort  Positive reinforcement can be more effective than punitive measures in shaping behavior. Recognize and reward good attendance, and create an environment where positive behavior is noticed and appreciated. This encourages others to follow suit and can create a more positive workplace culture . Discipline should be considered when there is a clear pattern of attendance issues that have not been resolved through other means. Ensure that the need for disciplinary action is based on documented evidence and is free from any bias or discrimination. If disciplinary action is necessary, it should be progressive, starting with a verbal warning and escalating to more serious consequences if the behavior does not change. Each step should be documented, and the employee should have the opportunity to respond and make improvements at each stage. 6. Maintain Consistent Enforcement  For attendance policies to be effective, they must be consistently enforced. Consistency sends a clear message about the organization’s expectations and reduces confusion among employees. It also upholds the integrity of the attendance system and ensures that all employees are treated equally. To maintain fairness, it is crucial to avoid any bias or discrimination in enforcing attendance policies. This means making decisions based on documented behaviors and facts rather than assumptions or stereotypes. Regular training can help managers recognize and overcome any unconscious biases. Documentation is key to consistency. Keep detailed records of all attendance issues, including dates, times, and any actions taken. This creates a clear history that can be referred to if needed and supports the business in case of disputes or legal challenges. 7. Ensure Legal Compliance in Terminations  Most employment in the United States is “at-will,” meaning that either the employer or the employee can terminate the employment relationship at any time. However, there are limitations to this, such as contractual obligations or illegal discrimination. Be clear about these limitations and how they apply to attendance-related terminations. Before terminating an employee for attendance reasons, ensure that you have thorough documentation of all incidents, the steps taken to resolve the issue, and the communication with the employee. This documentation is vital to demonstrate that the termination is justified and not arbitrary. Terminations can be legally complex, and it’s often wise to consult with legal experts, especially in cases that may not be straightforward. This can help ensure that the company is in compliance with labor laws and can prevent legal repercussions. 8. Recognize When to Part Ways Sometimes, despite best efforts, an employee’s attendance issues cannot be resolved. Recognizing when an employee has reached the point of no return is important for the health of the team and the company. This often involves repeated policy violations or an inability to improve after exhaustive support and accommodations. Preparation is key before parting ways. This may involve cross-training other employees, redistributing the workload, or beginning the search for a replacement. Preparing for the transition can minimize the impact on the company’s operations. When the time comes to part ways, it’s important to balance compassion with the practical needs of the business. Being empathetic towards the employee’s situation while also being clear about the business’s needs can help make the termination process as positive as possible. Conclusion  The importance of proactive attendance management cannot be overstated. By addressing issues early, companies can often find solutions that prevent the need for more drastic measures. Focusing on solutions and support for employees with attendance issues is generally preferable to seeking replacements. Retaining experienced staff is often more cost-effective than recruiting and training new hires. Whether it’s revisiting your attendance policy, implementing a new communication strategy, or seeking legal advice, you should reach out to us now to learn how we can help grow your team.

One key element of hiring that is occasionally overlooked in discussions is the need for background and reference checks. A candidate can look very capable on paper and can pass an interview with flying colors, but if they’ve stretched the truth on their resume or if they left out any critical pieces of information, you don’t want to let them on your payroll. Checking with references ranges from a formality to an essential part of hiring, and a background check can reveal aspects of a candidate that can make or break their employment. The question is, should you handle these checks in-house, or should you outsource them? The simple answer is outsourcing, and here’s why. Faster Results Outsourcing your background checks and pre-employment screening is almost always going to be a faster process than doing it in-house. To use an analogy, think of vehicle maintenance. Sure, you might be able to change your oil, but a trained mechanic has the tools and experience to do the same job faster, more reliably, and without taking up your own time. When you outsource a process like background checks, you’re hiring a trained professional to handle what is typically both detail-oriented and complex work for you. You can spend your own time and resources pursuing other business objectives while getting background check results faster than if you had to put them together on your own. Increased Accuracy Performing a manual background check is surprisingly dangerous. There are hundreds of websites and small companies that promise to give you background check results for a fee – when the fees they charge are exorbitant and the information they give you is minimal. You end up needing to correlate information from multiple sources, many of which have their esoteric means of access. A professional background check company can provide accuracy and attention to detail that you can’t on your own without specializing in the process yourself. You may not even know where to look for certain kinds of information, and if you do, you may not be able to access it. Katie Kulp from Chane Solutions writes: “Without adequate infrastructure and expertise, many databases and records are unreachable, meaning that in-house screening efforts will often miss vital information.” Objectivity One of the biggest risks with modern hiring is the inherent bias in the hiring managers affecting the decision. Great pains are taken every day to minimize this bias, through anonymization in resumes to a machine-based analysis of skills and education through modern applicant tracking systems and more. Companies often need to push for diversity in hires, and as such, they need to minimize the potential for discrimination in hiring. Background checks are an important part of hiring, but they can reveal sensitive information about a candidate that may lead to discriminatory decision-making. Whether it’s a detail about their past, about past conduct, or a protected feature of their lifestyle, that information can be revealed whether you’re looking for it or not, and could potentially become the basis of a discrimination suit should the decision be made to reject a candidate based on that information. Outsourcing a background screening helps remove this risk by processing and presenting data in a safe and non-discriminatory manner. You can’t make a decision based on the information you don’t have, and a background screening company knows what they should and shouldn’t put in their report. This also minimizes the risk that a new hire is treated differently by someone who knows information about them that they shouldn’t. Compliance Local, state, and federal regulations all apply to govern what a company can and can’t look for in background checks. Even something as simple as past salary history can be protected information in some locations. Knowing and navigating these legalities is difficult even for small businesses; large companies that operate in multiple states or multiple countries have it even harder. Outsourcing your background checks to a dedicated screening company has the added benefit of offloading compliance to that company. You trust them to know what they’re doing and insulate your business from backlash if regulation is violated. Company Protection An extension of the two previous points, outsourcing something as sensitive as a background check helps protect your company from any issues that arise as part of the hiring process. This is not to say that you can’t make bad decisions or violate regulations when you outsource background checks, of course. It simply makes it more difficult to violate regulations on your own. According to PeopleKeep: “Some studies predict that every time a business replaces a salaried employee, it costs 6 to 9 months’ salary on average.” With the steep cost of a failed hire at stake, outsourcing a background check is likely to be much more valuable than the alternative. Additionally, by discovering hidden facts about a candidate that invalidate their candidacy, you can protect your company from the fallout of a bad hire. This could be anything from working with someone who has a known bad reputation, to hiring someone who has been convicted of intellectual property theft, to hiring someone who is simply lying about their skills. Lower Cost Usually, one of the biggest benefits of performing a task in-house over outsourcing is the chance to save money by investing time and personal skills. With background checks, unless your in-house team has access to high-level resources and experience, this won’t be the case. The fact is, all too many resources, from federal court records databases to county-level criminal databases to personal information databases, are restricted in access. Authorized representatives of screening agencies or private investigators need to prove their identities and credentials, as well as pay a fee to access these databases. Agencies can handle this with no problem because of the volume they use those databases, but smaller companies that only hire a few employees at a time may find it dramatically more expensive on a per-employee basis. Hiring Peace of Mind Unless your in-house team is very experienced with background checks, chances are pretty good that you might miss something. There are too many details spread throughout too many resources to be able to casually step in and find them all for a thorough background check. This leaves you with niggling doubt and lingering potential for regret, in case you missed something important by not doing your due diligence. Contracting with a background screening company eliminates this problem. The screening company will have a thorough process and a checklist they can go through to ensure that they check every box and dot every I in their screening. You can rest assured that they are far less likely to make a mistake and miss a critical piece of information than you would be trying to DIY the screening process. Information Access and Continuity Many background screening companies offer data APIs or formatted reports designed in such a way that they can plug directly into your applicant tracking system. This allows you to keep all of the relevant information about a candidate in one place. In addition to ensuring ease of access, this also ensures data security; the background check report cannot be accessed by anyone who does not have access to the ATS itself, limiting liability. The ability to use a simple API rather than paperwork and disjointed systems also can smooth out and speed up the process. A background screening company can simply submit its report to your company system rather than having to process it through your HR team. As Sterling Check says: “Background screening providers can offer an automated turnkey solution, where human resources professionals can access the information they need quickly and easily. Results can be returned much quicker than some in-house checks.” Employee Comfort Another benefit of using a third-party background screening company is the comfort and peace of mind of the employee you hire. A point we mentioned above was that, if you learn something that changes your personal views of a candidate, even if you still hire them, it can affect how you treat them. It’s possible that the information was hidden for a reason, and the employee doesn’t feel comfortable revealing it, specifically to avoid that kind of treatment. Employees are legally allowed to request the results of the background check performed on them and can determine for themselves whether or not sensitive information has been revealed. This gives them peace of mind to know that the background check results are correct and accurate and that they don’t reveal information that they shouldn’t. Reasons Not to Outsource The fact is, trying to complete a background check using an in-house team is very rarely a good idea. For some of the largest companies in the world, it might be a duty relegated to the legal team, in conjunction with the HR team. For most small and mid-sized businesses, as well as most large businesses, it simply doesn’t make sense. There are (despite all of the above) a couple of small reasons why you might consider in-house background checks instead of an outsourced company. You’re more familiar with what matters to your company. In particular, when speaking with references, it can be worthwhile to discuss a candidate with them personally than it is to outsource it. You may be more familiar with the specific concerns that you have about the candidate, and what questions you need answered when you talk to a reference. The downside to this is the ever-present risk of asking questions as part of a conversation that reveals protected information. While a reference might accidentally volunteer information they shouldn’t, you can’t use that information in a decision, and you especially can’t ask for it. A screening company can simply exclude that information from the report they give you; you can’t un-learn the information itself. You may be able to perform the background check at a lower cost. The cost was listed above as one of the benefits of outsourcing, and that fact remains true. However, it’s possible that you may be able to complete a background check for a lower cost than outsourcing the screening to a company. The situation needs to be just right for it to happen, however. You need to have access to databases you can use to complete the check, and you need to have a process established for what to check and where. It’s also likely that you need to otherwise be contracting a higher end company; finding a different company might be cheaper in the long run, as long as you aren’t sacrificing the quality of your results. Wrapping Up There are too many benefits to outsourcing a background screening to ignore. Peace of mind for both you and your employee, access to only the data that is allowable and legal to request, and the ability to make an unbiased decision are all crucial benefits of outsourcing. Even the few possible benefits of doing your screening in-house are generally not that beneficial. Keeping your company insulated from liability and the threat of discrimination suits and other issues alone is often enough to convince business owners to outsource. Even if you’re relatively confident in your ability to only look up relevant information, be certain that the information is correct and accurate, and make an unbiased decision based on that information, it’s still better to not have to worry about all of that yourself. Rather than asking whether or not it makes sense to hire a company to handle screening for you, you should ask yourself what you should look for in a screening company. Specifically, you should look for details such as: Background check companies need to be FCRA compliant for their information to be legally allowable in hiring decisions. A background check should run between $30 for a basic screener and $100 for a comprehensive and detailed check. Some screening companies specialize in specific industries that may have unique concerns; find one that fits your industry. Regardless of your concerns, you can certainly find a company that meets them. Do you have any questions for us about screening candidates with reference checks and background checks? Please let us know in the comments section below!

Part of the cost of doing business is the unfortunate reality that employees will come and go. This reality is more true today than in most other times in history, as career mobility is limited and many employees realize that their only way to advance is to jump ship and move from company to company. The pendulum may be swinging in the other direction, as companies realize loyalty may be better than the cost savings of underpaying or refusing to promote employees, but, it will be a long time before it swings fully in the other direction. Employees quit all the time. Most of them follow the historical etiquette of giving notice two weeks ahead of their date of departure, though there’s technically no legal requirement if a contract doesn’t specify it. Part of living in a culture where most employment is “at-will” means that employees are free to sever their contract at any time, for any reason, and move on. Incidentally, this may be in peril, as healthcare workers in Wisconsin are currently embroiled in a lawsuit. Several workers quit to take better offers at a different facility. The original facility (which refused to pay them competitive rates) sued to prevent them from taking on their new jobs. They cite difficulties in replacing the departing employees, but they also refused to look, and refuse to pay competitive rates, so we’ll see how it shakes out . All of this leads to a tricky situation. Employees submit their two weeks’ notice all the time, so it’s inevitable that sooner or later, one of them will change their mind. It can happen for all sorts of reasons: Maybe their job offer fell through. Maybe they initially thought they would have the money to support themselves while seeking a new job but realized they won’t. Maybe, someone they talked to – a coworker, a manager – convinced them to change their mind. Whatever the case, now you have an employee who has expressed their desire to quit but has come back saying, “actually, can we forget about that?” They’ve changed their mind. What do you do? In the Event of an Emotional Decision The first potential scenario is when an employee, faced with a problematic report, a denied vacation request, a sub-par raise, a lack of promotion, or another negative event, decides to quit. “I’ve had it up to here with this place,” they say as they storm out. “I quit!” In these cases, a company must tread carefully. If you decide to accept this resignation and take action to implement it (like canceling their account access, revoking their keycards, and beginning the process of terminating employment), this is viewed as accepting the spur-of-the-moment resignation. The problem is a decision made in the heat of the moment is not necessarily considered a real decision. In these cases, if the employee changes their mind right away and wants their job back once they’ve cooled off, only to find that their accounts are terminated, and their employment contract severed, they could potentially pursue an unfair dismissal claim. “If the employer does not allow an employee to retract a heat-of-the-moment resignation or seek confirmation following a resignation where the intent is ambiguous, they may be at risk of an unfair dismissal claim as a tribunal could conclude that the employee has not resigned, but rather has been dismissed by their employer.” – Rradar . By giving the employee a chance to cool down and retract their decision, you protect yourself and confirm whether or not the employee is genuinely resigning. “In Ali v Birmingham City Council [2008] EAT 0313/08, Mr. Ali resigned suddenly and under pressure. The employer gave him half an hour to reconsider, and once that time was up, he confirmed that he still wanted to resign. Four days later, having changed his mind, he attempted to withdraw his resignation, but the employer refused to accept the withdrawal. When the case went to law, the Employment Appeal Tribunal said that four days’ delay indicated that it was not a ‘heat-of-the-moment’ decision and that the employer had given him a reasonable opportunity to reflect on his decision.” – Rradar. In the case of an emotional resignation, you will want to assess three things before accepting the resignation. First, determine what led up to the resignation and whether or not it’s a situation that will reoccur. An employee who threatens to quit over everything whenever they don’t get their way is a disruption. A sustained pattern of, essentially, holding their employment at ransom is not healthy for the business, and the business may be well within its rights to terminate the employee because of it. On the other hand, if it was something that can be handled, such as internal discrimination where the responsible party can be terminated, a paperwork issue that can get resolved, or a promotion that can be held for reconsideration, keeping the employee on might be the better option. Second, you want to examine the repercussions of keeping the employee employed or not. For example, if the employee has significant institutional knowledge, keeping them employed at least long enough to document that knowledge or train a replacement can be a good idea. On the other hand, if they have a history of poor conduct, this outburst can be the final straw that ends their contract. Third, you should assess the likelihood of the employee filing a wrongful termination claim if you accept their resignation. The longer you give them to rescind, the less likely they will win it, but a case can still be time and resource-intensive. In the Event of Changing Circumstances In some cases, an employee is parting ways, not out of emotional turmoil, but amicably. They got a better offer, or they’re applying to better jobs and have a promising lead. Alternatively, maybe they have family circumstances that necessitate them resigning. Then, those circumstances change between putting in their notice and the termination date. Their alternative offer fell through, and now they’re facing unemployment instead. The alternative offer proved to be worse than expected, and now the employee is reconsidering. The family they needed to move to care for no longer needs their assistance, for good or ill. Upon review, the accommodations they requested can be granted, making them change their mind. That fourth option, for example, might include remote work. A good employee might consider resigning because they want to move, and they know company policy prohibits remote work, but upon review, your company decides to change the policy. Are you bound to accept their resignation regardless? As you might expect, the answer is no. If your employee chooses to rescind their notice, and you want to keep that employee around, you can do so without issue. You are not legally bound to fire them, and, if you do, the employee may be able to sue for wrongful termination. If the employee chooses to quit and later asks to retract their resignation, but you prefer to let them go, you can still do so. As mentioned above, if it wasn’t a moment of passion, you have a solid defense should the employee want their job back, especially if you’ve taken significant actions like canceling health coverage, paying out vacation time, and so on. That holds especially true if the employee wants to come back after their termination date. In the past, there have been people who “quit” for a few days or weeks at a time, usually so they can work around having vacation time denied and take a vacation anyway. You are not obligated to take them back after an event like this happens. “If a long-term employee gets dismissed without notice, the employer will likely owe a substantial payment upon termination. But if that employee quits, the employer will owe nothing. That’s what was at stake in one recent Ontario case where the court considered whether an employee could rescind her resignation. English v. Manulife Financial Corporation , 2018 ONSC 5135 (CanLII). The employee had given her employer written notice of her intention to retire at the end of the year. But, a few weeks later, she changed her mind. Unfortunately, the employer told her they would “honor her notice of resignation.” She sued for wrongful dismissal. The employer argued that she quit. The employer won. The court held that the employee wasn’t allowed to rescind her resignation in the circumstances.” –  Ben Hahn . While the above example is from Canadian law, American law is often very similar, but favors the company even more. The Company’s Risk In general, determining whether or not you can – or should – accept a revoked resignation comes down to weighing the risks and rewards for the company. There are several risks you should consider.  The risk of wrongful termination suits. The first risk is the risk of the employee whose resignation you accepted turning around and suing for their job back. A case like this comes up every few years, and different regions have different precedents. It’s difficult to say with certainty which way a court will rule, and a lot of it depends on factors such as how much time passed between notice and acceptance, what emotions were involved, and what the context may be. Many courts favor the business, and “at-will” employment is often used to protect the company from being required to re-hire the departed employee. However, this isn’t a hard and fast rule, and even if your company wins, lawsuits can be expensive.  The risk of losing valuable resources and knowledge. In some cases, with an amicable resignation, your departing employee takes a lot of valuable knowledge with them. You might want to draw upon that knowledge to train a replacement, build a knowledge base, or otherwise use it to replace them, and a meager two weeks of notice isn’t enough to do that. Thus, it’s a boon to the company when those employees ask for their job back instead. There’s no risk to accepting them back, other than the disruption that it causes. In fact, it can often be a good “kick in the pants” to hire and train redundant workers to share such institutional knowledge. The only caution is that you should not rush to transfer institutional knowledge, train a replacement, and then fire the employee who tried to quit. This process can trigger wrongful termination. Plus, it’s just plain rude.  The risk of retaining a disruptive employee. In cases where the employee who quit and wants their job back is disruptive or has conduct issues, accepting their resignation can be a dangerous play. A suitably disruptive employee may be willing to sue for their job back, and it makes it more difficult to terminate them for conduct later, though not impossible. However, if their conduct is sufficiently documented, it can be used as a defense against bringing them back. This also brings with it the risk of “employment blackmail,” where employees threaten to quit if they don’t get their way. This “blackmail” can exploit the company in a way that can be disastrous. If it works, and the employee is granted their demands, others may follow suit. Of course, calling their bluff can also be dangerous if they quit and you did, in fact, need them around. The risks a company takes when accepting a resignation are not small, but in some cases, they can be outweighed by the risks the company assumes in accepting the revocation of resignation. Unfortunately, there’s no one correct answer; you must examine the circumstances and make the best decision you can at the time. To circumvent the issue entirely, use employment contracts instead of relying on at-will employment. There’s more overhead and more risk to making a poor hiring decision, but more protection against severed contracts. Is that decision right for you? Every company is different, so only you can say. Have any questions or concerns regarding what to do if your employee changed their mind about quitting? If so, be sure to leave a comment down below, and we’ll get a conversation started! As outlined in this post, it can be a tricky situation to navigate properly, so we’d be more than happy to assist you in figuring out what would be best for your company. 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It’s not enough just to hire a talented candidate for an open role within your company. You need to onboard them in a progressive, tailored way to bring them up to speed and make them part of the team as soon as possible, but without undue stress that can increase turnover. What should an onboarding process look like? It can vary from company to company, but the basic core of the process remains the same. Simply adjust and customize this process to suit your business needs. Understand the Timing The first part of onboarding starts not with the candidate, but with you. You need to understand the time frames you’re working with. According to Christine Marino: “It takes 8-12 months for a new hire to be as competent and proficient as a more senior co-worker.” During this time – essentially the first year of employment – you need to be willing and able to handle all aspects of onboarding, including addressing employee pain points to help bolster both productivity and retention. After all, as many as 15% of employees say a bad onboarding process contributed to their leaving a company. Decide Between Formal and Informal An informal onboarding process is a free-for-all. A new employee shows up and they are largely ignored by all but the most directly related employees. They don’t have any designated workspace or tasks to complete, nor do they have paperwork on hand to file. They haven’t been issued any company hardware and are forced to find a space to operate within a hot-seat open office. An informal onboarding process is when a new hire needs to learn the ropes of their job, including both rules and unspoken social norms in the office, mostly on their own. In a cordial and friendly environment, this can work. In a tense and hostile environment, it can be stressful and painful. A company culture of trial by fire, new employee hazing, and repeated tests can make some who pass through it come out with more loyalty to their company and their coworkers. On the other hand, it dramatically increases turnover. Some employees and some companies can thrive in this kind of atmosphere. Most do not. Contrast with a formal onboarding process. SHRM says: “Organizations that engage in formal onboarding by implementing step-by-step programs for new employees to teach them what their roles are, what the norms of the company are, and how they are to behave are more effective than those that do not.” Prepare the Four Cs Tayla Bauer, professor of management for Portland State University, has codified employee needs into four Cs. Compliance. This is everything an employee needs to prevent failure in their job. It includes HR policies, company rules, codes of conduct, dress codes, attendance and tardiness policies, any applicable government policies, and other tangible, codified rules. These should be provided to the employee, discussed as necessary, and explained when possible. Clarification. The clarification section encompasses discussions between the new employee and their coworkers, team leads, and managers. While the employee may know in broad strokes what their job will entail, the clarification process involves talking to those to whom they report, their team leads, and others who can nail down and specify precise job requirements, KPIs, task lists, and duties. Clarification means discussing this with the employee, as well as providing avenues whereby the employee can pursue further elucidation. Culture. Culture is the “real talk” aspect of onboarding. Once an employee is hired, the façade can drop; the company doesn’t have to exaggerate or represent itself a certain way, because the employee will be able to see and experience the truth for themselves. Discussing this openly with the employee – including company norms and cultural perspective – provides a lot of benefits. How is worth ethic perceived? How does the leadership function? Getting a direct supervisor or coworker to discuss this with the new hire is the general best choice. Connection. For an employee to succeed, they need connections. Connections with their coworkers, connections with their superiors, connections with the executives; they’re all important. To a certain extent, this is an extrapolation of company culture, but it can be codified in onboarding by giving a new employee a company mentor, an opportunity to chat with an executive, and channels they can use to communicate with anyone they need to reach. As you develop your onboarding process, remember to cover all of the Cs. Provide a Mentor One of the best things a company can do for both company culture and connections is assigning each new employee a mentor from within their department. This may be a more senior employee in the same role, the person who just vacated the role to internal promotion or a direct supervisor. It should not be someone outside of the department or someone who will treat mentorship as a vacation from their actual work. The mentor is the first point of contact for the employee. They are the person the employee gets to know first, a potential friend in the office, and someone who knows what to do, how to solve problems, and who to talk to when those problems can’t be solved right away. They help guide and teach the new hire exactly what they should be doing, how to act, who to talk to, and what not to do. Their assistance will be invaluable. Ensure the Employee Has Goals Nothing kills the drive to work for a company faster than being hired, showing up, and having nothing to do. The first day, first week, and first month of employment should feel productive and accomplished, even if the employee isn’t working up to full speed. To this end, give the employee tasks to complete with distinct processes in place to assist them. This shouldn’t just mean HR paperwork; it should include training and actual job tasks, the work they will be doing when they’ve found their feet and can catch up to speed with everyone else. Their mentor should be familiar with the tasks as well, to help with business-specific processes, challenges, and systems should the need arise. Arrange Frequent Communication Employees aren’t always the best at communicating when they need assistance. You can claim to foster company culture and environment that enables new employees to ask for assistance as necessary, but it can still be a personal burden to determine when they’ve reached that point. There are also a lot of people for whom the act of struggling and succeeding without help is a sign of personal worth, and they may handicap themselves when left to their own devices. In the employee’s first month, there is no such thing as too much communication. Ideally, several people should be checking in with the new hire in several different communications channels. This provides many benefits: It opens up lines of communications and connections the new employee can use to reach individuals in different areas and departments. It demonstrates the utility of communicating via intra-office channels such as phone, Slack, and in-person meetings. It allows different people of differing levels of authority to check with the team and ask if the employees need help. It also lets them ask for help from someone they feel most comfortable approaching. Some employers recommend checking in with the new employee every 30-60 minutes for their first week of employment, ensuring that they have everything they need. After the end of the first week, sit them down to recap what happened, what the expectations for the next week will be, how they’re stacking up, and what resources they may need moving forward. Repeat this for the first month, then dial it back as they get their stride. This is also a good way to establish a company culture of communication. As Engagedly says : “Introduce the concept of employee check-ins to your employees and create a framework that works with your organization. Train people how to be a part of employee check-ins and how it could help them. Remember that while your employees may be open to check-ins during the training, they will need a little push from management to regularize the practice.” Sample Process Framework This section is an example of what an onboarding process can look like. The timeline, the exact things that happen each day and each week, and what you cover all vary depending on your company. Fill in the blanks as necessary to suit your business. Day 0: Handle all of the basic “onboarding” tasks. Give the employee their handbook, code of conduct, business policies, compliance rules, and paperwork they need to fill out. Make yourself available to answer any questions about it all. Much of this should be done prior to the start date, but after an offer is accepted. Make sure anything the employee needs day 1 is prepared, including an office/cubicle space, a computer and any tools they need, their uniform if one exists, and so on. Day 1: Introduce the employee to their cube/office, their department, and the office as a whole. Give them the tour. Discuss the new hire’s responsibilities, both for the first week/month and in general in their role. Introduce them to their objectives and the company’s overall direction. Assign a mentor and take both of them out to lunch, so you, the mentor, and the new hire can bond and discuss the company in a casual situation. Week 1: Provide training for the employee on what they’ll be doing for the bulk of their job. Verify paperwork has been signed and address any issues that come up (such as with names/pronoun preferences, username issues, technological glitches, paperwork errors, and so on. Trust us; they always happen, so plan for them.) Set aside specific times for the employee’s team or sections of their team to go to a (company-sponsored) lunch meeting for socialization purposes. You don’t need to enforce pithy ice-breakers or team-building exercises, but giving them all a casual space to introduce themselves and join a social circle can be very important. Check with the employee at the end of the week and see how they’re doing. Address any specific concerns as necessary. Month 1: Slowly ramp up responsibilities according to what the employee can handle. Increase opportunities for inter-office and intra-office socialization. Include the employee in meetings, as relevant. Establish a training plan addressing specific skill gaps or needs the employee may have. At the end of the month, check in with an overall perspective, measuring productivity according to your usual office KPIs and benchmarks. Month 3: Continue ramping up responsibilities and reducing hand-holding, while making it clear that the channels are always open if the employee needs assistance. Set up a 1:1 meeting with the manager responsible for the employee, to discuss how they’ve been settling in, how they’ve been making progress, and if they’re ahead or behind the curve. Consider giving the employee the chance to set their own goals for the next three months, with guidance to ensure that they’re reasonable and achievable. Talk to the new hire specifically about their onboarding experience. Solicit Feedback Finally, recognize that no onboarding process is ever perfect. As your company evolves, your workforce grows and changes, your business processes adapt and evolve, your onboarding process will need to change as well. After a new employee has settled in, discuss with them their experience with the onboarding process itself. Spend time discussing how it was handled, whether it felt too rushed or too drawn out, whether there were any pain points or issues overlooked, and how the process can be adapted for your current business situation. Treat it as a living document, changes to the pressures of new employees and a changing company. Remember, turnover is highest within the first 18 months of employment. These are the most important times to make a good impression and showcase a solid management process and structure to your new hires. Turnover is costly ; learning how to minimize it through a good onboarding process is critical.