Recruiting

Wonolo Turbocharges Recruitment with Great Place To Work 카지노커뮤니티

2019-12-06T15:15:35-05:00

카지노 커뮤니티 추천 face intense competition for top talent.

For many companies today, finding and retaining top talent is critical in order to meet business goals. For small or medium-sized technology companies, recruiting to plan can be especially difficult since larger, better-known brands are able to offer incredible benefits and perks.

To even the playing field, companies today are focusing on building their employer brand and crafting a narrative that highlights the strength of their organizational culture so prospective employees know that they have something great to offer.

For Wonolo, Great Place To Work® 카지노커뮤니티 is at the heart of their employer branding initiative.

The Challenge – Insufficient Applicant Pipeline to Support Exponential Growth

When Katie Evans-Reber, Head of People at Wonolo, joined the 250-person company, the applicant pipeline was beginning to run dry. Without a strong talent pool to pick from, management was concerned about being able to support the company’s exponential growth.

Katie knew that to build the necessary pipeline, she needed to focus on Wonolo’s employer brand.

Thankfully, the company was well-positioned to focus on employer branding. The organization had almost no attrition and morale was high.

People practices, like all company stand-ups, were in place to help employees feel connected to each other and focused on a shared vision. Allowing employees to work from home on Fridays provided them with a much-needed respite from commuting and meetings.

In other words, employees loved working for Wonolo and it was time to spread the word.

The Solution – Creating an Employer Brand with Great Place To Work 카지노커뮤니티

Katie’s previous employer was a Great Place To Work-Certified^™ company and she had seen, first-hand the positive effect of 카지노커뮤니티 on the company’s recruiting program. She also regularly looked at the companies on the Best Workplaces in Technology™ list and knew Wonolo would be in great company there.

Katie took the lead administering the Trust Index© employee survey and completing the Culture Brief^™, the only two steps necessary for 카지노커뮤니티. With 99% of employees responding that Wonolo is a great place to work, the company was Certified.

Wonolo celebrated its 카지노커뮤니티 internally and externally. Katie explains, “We partied as a company to recognize the hard work that goes into having a great culture. And then we focused on telling the world and building our employer brand. We did a press release. We wrote blog posts. We used the Celebration Kit and digital badge that Great Place To Work provides to help drive publicity, adding the badge to LinkedIn, our careers page and all social channels.”

The effort paid off. Wonolo added 10,000 followers on Instagram after the posts and immediately saw an increase in job submissions. Almost 27% of applicants now mention Great Place To Work when applying for jobs, a metric that is tracked closely to prove ROI, same as all other marketing channels.

“Having the Great Place To Work 카지노커뮤니티 badge on both our LinkedIn and our careers page has shown absolute ROI in terms of top of funnel. It's something that our recruiters have added to their pitch.

"When we talk about why we want to be a great place to work, it's a very easy segue into our culture and our values and how we think about building Wonolo for the long term. We are a company that's there for its people.”

Retention & Improved People Practices are Additional Benefits of 카지노커뮤니티

In addition to the influx of new, qualified job applicants into the funnel, Katie acknowledges that 카지노커뮤니티 has had additional benefits. She says, “I know that our continued focus on culture, and having it recognized by Great Place To Work has had an impact on staff retention and makes our customers proud to do business with us.”

And, she says that the 카지노커뮤니티 process inspired the company to take a closer look at its people practices and codify its policies around things like family leave and business travel, to ensure the company is offering competitive benefits and perks.

She says, “카지노커뮤니티 gave us the excuse to sit down and think about our practices to ensure we’re doing everything we can to stay competitive by being the greatest place to work we can be.”

Why and How to Create an Internal Talent Marketplace

2024-11-17T08:04:27-05:00

How Schneider Electric built an internal tool that helps employees move into new roles and departments.

Internal talent marketplace platforms have become a key tool for large organizations fighting attrition in their workforce.

What are the steps HR teams must take to ensure an internal talent marketplace is successful?

These platforms — enabled with artificial intelligence — are helping employers map the career trajectory of employees, connect them with mentorship opportunities, and identify career shifts that will help them find more fulfilling roles within the company.

They’re also part of a larger trend: the increased focus on learning and development for employees.

That’s why LinkedIn’s CEO Ryan Roslansky says, “Your next best employee is most likely your current employee.”

Schneider Electric, a multinational energy management and automation company, has been an early adopter of this practice, partnering with a tech startup to develop a bespoke platform it calls Open Talent Market.

The tool is used by Schneider employees to plan their careers, identify new opportunities in the organization, and grow their skills.

“At Schneider, we believe in the principle that you own your career,” says Mai Lan Nguyen, head of human resources, North America.

“As a company, our responsibility is to make sure that we arm and equip people with the right tools, the right transparency, the right abilities to build the skills and experience that are going to take them to wherever they want in their careers.”

Building an internal LinkedIn

Open Talent Market operates almost like an internal version of LinkedIn, giving the company more opportunity to reengage employees who are looking for a career change. It’s also a key tool for helping employees own their careers.

“Every time someone would leave the company on their own terms, when you asked them, ‘Why did you leave?’ in the top three reasons it's always: ‘I didn’t see my career opportunity in Schneider. I couldn’t see where I could grow,’” says Nguyen.

As a big multinational company with so many new opportunities available, Schneider clearly needed a tool to connect employees with the opportunities they couldn’t see.

Open Talent Market allows employees to upload their skills and experiences, as well as share new areas, desired skills, or opportunities they would like to explore.

Using a “gig economy” model, employees create projects — what Schneider calls “internal gigs” — and open part-time project roles on the platform, with AI connecting internal candidates to these opportunities.

“In five minutes, you can upload a selfie video and advocate for your project, and then people apply,” says Nguyen.

The platform allows Schneider to focus on skills rather than jobs, a crucial practice for ensuring your organization has the skills needed to succeed in a rapidly changing world.

“The skills of today are already obsolete five years from now,” says Nguyen. Only by consistently investing in development can companies keep up with the fast pace of change.

A culture of learning

Open Talent Market works because of the focus Schneider Electric makes on development and connection for employees.

By allowing employees to take on internal gigs — short term assignments that are not a part of their usual role responsibilities — Schneider is making a big investment in employees’ growth.

“It’s an acknowledgement at the company level that being able to spend some time on projects that are not in your direct line of work is a way for you to build your network and meet new people,” says Nguyen.

"It’s our job to actually transform ourselves as an organization to be much more fluid in the way we think about work and growth."

Through these internal gigs, employees develop the skills and experience needed to get the job they might be dreaming about.

The company has also worked to ensure managers are prepared to have conversations with their direct reports about their careers and development paths.

“We have a process where at least once a year, you have to discuss that with your manager, you have to have a career conversation,” says Nguyen.

Being prepared

What are the steps HR teams must take to ensure an internal talent marketplace is successful?

Apart from codifying the skills required for roles across the organization, Nguyen shared a few lessons from Schneider’s roll out:

1. Consider how your culture needs to change.

“For the Open Talent Market to work, we had to let go of a few rules that we had put for ourselves,” says Nguyen.

For example, Schneider had required employees to stay in a role for a certain amount of time before transferring. Instead, the company has found success with a more personalized approach.

“It all depends on the job; it depends on where you are in your career,” says Nguyen.

For recent college graduates, it might make sense to rotate faster and get lots of exposure to different kinds of roles. For more senior and experienced employees, more time might be required, and some specialized roles require more time for training and exploration.

2. Ensure employees have psychological safety.

Nguyen highlights the value of transparency for employees and the organization in trying to connect the right person to the right job. However, this open exploration requires healthy communication with managers — and managers can’t hoard their talent.

Schneider’s trust in its people has been highly rewarded since rolling out the marketplace, Nguyen says.

“We have to trust that not everyone is looking for a job every single day,” she says. “And as long as you’re finding a meaningful role, which we hopefully see with the Open Talent Market, the market regulates itself.”

3. Be willing to start small and iterate.

HR leaders can be overly risk averse, says Nguyen, and fear can stifle innovation.

“As HR professionals, we always think a solution can be deployed only when it is 100% ready, when you have a policy that is written and you have thought of all the things that can go wrong,” she says.

When launching Open Talent Market, the team had to let go and launch without having answered every last question about the outcome of the program and iterate over time.

“It was OK because we knew we wanted to actually tackle a big problem,” says Nguyen.

Building a better workplace

If you aren’t ready to launch an AI talent development platform, there’s still plenty you can do to empower employees to own their careers, Nguyen says.

1. Help them identify what makes work meaningful.

“Build an inventory of the things that make a day meaningful to you,” recommends Nguyen. Make sure employees are comfortable sharing their goals and aspirations.

Once you know what an employee hopes to accomplish, you can help them find the path to get there.

2. Help employees build their network.

Meeting one new person every week is Nguyen’s recommendation for building a professional network.

“Sometimes the magic can happen where those people are going to think of you the next time they think about an opportunity,” she says.

3. Help employees adopt a growth mindset.

The future of work isn’t going to look like it does today. That means every employee must be thinking about how to add skills and grow.

“It’s our job to actually transform ourselves as an organization to be much more fluid in the way we think about work and growth,” says Nguyen.

Get started

Is your organization a special place to work? Use 카지노커뮤니티™ to let the world know.

Why and How Great Workplaces Are Embracing Pay Transparency

2023-04-24T07:00:00-04:00

Three ways to get started on your journey towards more equitable pay practices, and why it matters so much.

“Am I paid fairly?”

That’s a potentially expensive question for an organization’s people to ask. Most workers would demand to be paid the highest end of a salary range if they had access.

Pay transparency laws have many organizations scrambling to adjust how they talk about compensation. But even without the legal mandate, pay transparency can be a good idea for building trust with employees.

“I think we're not educating enough about the journey,” says Pat Wadors, chief people officer at UKG. Wadors addressed the topic of pay transparency on the Great Place To Work® company culture podcast, Better.

Explaining the difference between pay equity and equality is essential in these conversations.

“If you say, ‘Look, overall your earnings are equal to or greater than your peers. Even though your base pay might be lower, you’ve had these other opportunities to earn capital, to earn better for your family’ … And then people go, ‘I get it,’” Wadors says. “Transparency unlocks so much.”

Rising pressure

Even without broadly adopted pay transparency laws, many organizations are already seeing increased scrutiny over pay. Websites like Glassdoor and Salary.com are providing potential employees with salary information.

Wadors argues that employers should get in the game to help employees understand the complicated picture of compensation that isn’t captured by these free online tools. “Is it just base and bonus? Is it base, bonus, and equity? … You don't know the data that goes into these anonymous websites.”

What does it look like to educate employees about their pay?

Tech firm WP Engine is relying on tools like Pave to help explain to employees the full value of their compensation, from base pay to incentives and stock.

“We rolled out a valuation slider in Pave,” explains Priya Bhavsar, senior director of total rewards for WP Engine. The slider offers a clear visual so employees can view the potential valuation of their equity — and understand what they might leave on the table if they leave the company.

Focus on managers

Prepping managers to talk about pay is essential when rolling out pay transparency policies.

“Some managers are uncomfortable with difficult development conversations, so they're going to be uncomfortable with difficult pay conversations as well,” Bhavsar says. “But it's exactly the same thing, because your pay is representative of your performance: how qualified you are for the job, how you're growing in your role.”

WP Engine has offered managers guidance on:

How pay practices work
Overall compensation philosophy
How pay is determined
How to make pay decisions
How to navigate pay conversations

Bhavsar sees discussions about pay changing in the same way performance reviews have changed, with a one-time, annual review being replaced by frequent, periodic discussions.

“You’ve got to talk about it,” she says. “You’ve got to get comfortable with it. You’ve got to put it out there. We have educated employees that want to know more. They're asking for more.”

Wadors says managers must be engaged to create accountability and fight bias in compensation.

“If I see a bias towards high ratings for X population and Y on the other side, I'm going to go hold up a mirror,” Wadors says, as an example of how to engage leaders around pay. She asks, "Is this what you meant to do? Because one could interpret the data this way. Is this what you want me to see?"

Nine out of 10 times, the manager has no idea, Wadors says. “I don't tell them how to fix it. I ask them, how do they want to fix it — and then it gets them into problem solving. And then we co-create an amazing opportunity.”

Rewarding top performers

While pay transparency has obvious potential to increase pay equity, some worry that these policies will dampen the ability of top performers to negotiate higher salaries. That’s why HR leaders like Wadors are making it clear: Pay equity doesn’t mean you pay everyone the same.

“People bring different skills and experience to the table,” she says. “There are nuances to that. There are different compensation plans in every company.”

Bhavsar sees where the concerns about less differentiation come from.

“If you're trying to roll out pay transparency for greater pay equity, you're going to have less differentiation in pay — potentially,” she says.

However, she argues that pay transparency also opens up a different kind of conversation about pay and fairness. “The whole purpose of it is you explain how pay is determined,” she says. “You then explain that no two people have to be paid the same, because if someone is more qualified in their job-related skills; has higher competencies for the role; and has higher impact, contribution, and performance, they can be paid higher.”

Getting started

Pay transparency isn’t something you can roll out overnight. For WP Engine and Bhavsar, the journey to pay transparency has had many stages and has taken 18 months of work behind the scenes, with months of work still ahead.

Here’s what you need to get started:

1. Research pay benchmarks in your sector.

Potential employees have access to all kinds of data online. You must be ready to answer their questions.

“You have to stand behind the market data you use, how you design your pay ranges,” says Bhavsar. “And you have to be willing to say, ‘OK, we believe in our employee value proposition, we believe in our pay practices, and we are going to be transparent about it.’”

2. Consider how employees will use pay information.

Employees aren’t just interested in the pay range for their current role. They also want to know how they can move up in the organization, or how a promotion could affect their income.

Bhavsar gives the example of a software engineer who wants to become a senior engineer. If they don’t know the pay range for that new position, will they have an open dialogue with their manager about promotion readiness? Or, will they answer that recruiter call that is transparent about salary ranges?

WP Engine’s solution is to share the pay range information with employees in the relevant job family. “We plan to share any range that's in your job family, if that's part of your development,” Bhavsar says. “And we’ll also share the range for any internal opportunities that you may be qualified for.”

3. Embrace transparency as a company value.

“Don't just make it about pay,” Bhavsar recommends. Instead, think about how you can be more transparent around all aspects of the business to help employees be essential business partners.

What that looks like for WP Engine: “We're having greater transparency on where we are as a company, what our business results are, what our goals are. And we are encouraging managers to be more transparent in their career development conversations with employees.”

And for leaders afraid of telling employees too much, Bhavsar advises they get out of their comfort zone. “It's not oversharing; it's actually just sharing.”

Thinking about adopting pay transparency?

Find out how your employees feel about their experience at your company, and become eligible for our Best Workplaces™ lists with Great Place To Work 카지노커뮤니티™.

What Is Talent Management? Definition, Strategy, Processes and Models

2023-03-03T13:14:03-05:00

Talent management is a strategic and organized approach to attracting, developing, and retaining top talent. A successful talent management strategy aligns employee engagement and growth with organizational results.

A talent management strategy is critical to every business. If your organization was one of the many impacted by the Great Resignation of 2022 (or if you're clued up on how workplace culture affects business profits), you'll know how important it is. After employees across the U.S. realized how unhappy they were with the state of their workplaces, they went walking — and employers were left scrambling.

“The Great Resignation was a war for talent,” says Matt Bush, principal strategic advisor with Great Place To Work®. “And that talent was renegotiating what they expected from employers.

The bar has been raised. People now expect more equitable treatment, more flexibility, more care for their health and well-being outside of work. And as that norm changed, talent management had to change, too.”

What is talent management?

Talent management is the process of meeting employees’ needs at every stage of their life cycle with the company — not just at recruitment but through retention and their eventual exit from the organization. A successful talent strategy includes:

Recruitment
Compensation (pay, perks & benefits)
Onboarding
Connection and community
Employee engagement
Training and development
Company culture
Purpose
Succession planning and exit processes

And while talent management can be slotted into the overarching role of human resources (in some companies, those roles may even be one and the same), it’s also a separate entity that extends beyond the HR department.

“HR focuses a lot on the procedures and policies and paperwork or recruitment — that first step of talent management,” explains Seth Willis, senior culture coach with Great Place To Work. “But it’s really about how are we getting the right people in, and then having them grow at the organization.”

Employee growth can come in many ways, including how we might typically think (professional development and promotions) and by fostering a sense of pride, purpose and well-being among employees. Talent management is holistic and forward-thinking.

“With talent management, there’s the potential to be more proactive,” says Shaun Aguilera, senior strategic customer success manager with Great Place To Work. “You’re looking at long-term sustainability versus just meeting employees where they’re currently at. How do we not only maintain our best talent but attract and predict what talent we might want to see in our organization in the future?”

Why is talent management important?

The benefits of a successful talent management strategy are a widened applicant pool, increased employee engagement, higher retention, and better employee satisfaction — all of which results in better employer branding.

“Talent management is looking at long-term sustainability versus just meeting employees where they’re currently at”

A July 2022 study of U.S. employees by Great Place To Work found that, across industries, 55% were considering quitting within the next six months. More employees, especially among the millennial and Gen Z demographics, are demanding fairness, diversity and a better sense of purpose in the workplace.

For talent managers, this means finding the right talent to join your organization and identifying what your workplace is missing. Otherwise, any talent you attract may turn around a few months later and walk back out the door.

“The focus for a lot of organizations is, externally, how to attract talent,” says Shaun. “But it’s important to figure out how you can maintain the best talent that you’ve got … Of course, it’s important to put your best foot forward externally, but don’t take the focus off what you could be doing internally.”

Focusing your attention internally has an undoubtedly positive impact on your hiring costs. According to data from the Society for Human Resource Management (SHRM), the average cost per hire was nearly $4,700. But Edie Goldberg, founder of the talent management and development company E.L. Goldberg & Associates, says the figure is closer to four times the position's salary (!).

How talent management has changed

World events like the COVID-19 pandemic and the Black Lives Matter movement of 2020 have overhauled what employees want. And with leaders managing multiple generations in the workplace, employers need to keep pace and meet shifting talent demands.

Here are five talent management trends worth watching:

Hybrid/remote work — “Since COVID-19, many organizations have shifted to a hybrid or remote model,” says Eliot Bush, senior manager and culture coach with Great Place To Work. “Employees, particularly employees from marginalized backgrounds, strongly prefer these models because of the increased workplace flexibility, time savings, and geographical freedom. Employers are having to shift their engagement, communication, benefits radically, and overall management strategies.”

Purpose — “There’s been a shift in priorities for individuals,” says Seth. “카지노 커뮤니티 랭킹 research found that a connection to purpose and meaning for work is really important for employees.” (In fact, Great Place To Work research has shown that lack of purpose at work is a top predictor of workplace turnover.)

Power shift — “We’ve got more open jobs than employees,” adds Seth. “Applicants have a lot of leverage and more negotiation power than they had in the past.”

DEIB initiatives — “There are higher expectations to have more diversity overall,” says Matt. “More diversity in our leadership team, and more transparent and equitable policies around opportunities for fair promotions.”

Culture of care — “COVID has really pushed people to transform how they think about the concept of caring for their employees,” says Matt. “What perks and benefits are people looking for? Do they seek more flexibility? Are unlimited PTO, sick leave, or childcare stipends more attractive now?”

How to create a talent management program

It’s easy to lump talent management in with your recruiting program and think that suffices. But that would be limiting to your organization. Talent management isn’t just about finding and hiring the right talent, it’s about keeping that talent engaged through their entire company journey.

Here’s how to develop a talent management strategy that hits all the right notes:

1. Assess your employee experience

“The first thing is a baseline for you to measure against, so you can create your goals,” says Seth. “What’s the strategy? Where are we starting? Where do we want to go? What’s the timeframe? What are the KPIs?”

Conduct an HR analysis and gather information on how your employees are experiencing your company culture right now. And don’t skim the surface — use robust employee surveys that break down results so you can understand cause and effect.

“Take time to listen to employees,” adds Seth. “Not just in a survey, but with something qualitative, whether it be totally open-ended surveys or focus groups or one-on-one interviews, and in a way that creates a sense of psychological safety.”

2. Ensure your EVP aligns with company values

Your employee value proposition (EVP), or what you are offering to employees, must align with your organization’s values. For example, if one of your values is growth and learning, ensure your EVP includes training or mentoring programs.

Target, which ranked first on the 2022 PEOPLE 카지노 커뮤니티 추천 That Care® List, demonstrates its commitment to learning via its Dream to Be program, which provides debt-free education assistance.

Tea Darden, who has been a loyal Target employee for 20 years, enrolled in the program after starting as a cashier as a teenager. She’s now studying business management and organizational leadership, which feeds into her role today as executive team leader at Target’s Lake Street store in Minneapolis.

“Leaders saw the potential there and helped me go through the motions,” Tea told the audience at Great Place To Work’s 2022 For All™ Summit. “From a team member, to a specialist, to a team leader and now to an executive team leader, it’s been an awesome journey at Target. Having these different leaders really care and dig deep and say, ‘You can do this.’”

3. Keep reviewing and adjusting

Good talent management is not a case of set it and forget it. Continue to assess what’s working and what isn’t via workforce analytics. Adjust your policies and programs accordingly.

“Look beyond what’s currently happening, because it’s always evolving,” says Shaun. “Make your predictions and invest in those predictions because if you’re ahead of the game, you will be ahead of your competitors. Look at market conditions. Look at what people are saying and predict what they might want in the future.”

4. Communicate as you change

Make sure you continually connect any changes back to the why: Why is this important to the company mission? Why is this new policy important to employees? Communicate changes to your organization with the “why” front and center.

The more you can tie the changes back to a positive long-term outcome for both individual employees and the company's prosperity, the better.

The 8 principles of talent management

A successful talent management process depends on these eight principles:

1. Fairness and equity

This doesn’t just apply to compensation, but to all aspects of the employee experience: recognition, development opportunities, promotions, etc. Employees must understand where they are within the team and organization, and what they need to do to progress.

“When talent thinks that things aren’t fair, find out why,” says Matt. “Conduct audits on compensation, make sure things are fair across gender, across race, across tenure. There needs to be trust that you’re treated fairly. And if you’re not, we need to know why so we can do better. If people don’t feel that, they’re more likely to leave.”

2. Strong people managers

Strong people managers are the lifeline for any organization.

“I like to think about it like a plumber,” says Seth. “Your executives are the water heater. And all your people managers are the pipes throughout the house. If your heater doesn’t work, you get cold water. But if your heater works, but your pipes are broken, it doesn’t matter how hot the water gets if it can’t come out the spout.”

3. Innovation by all

Employees need to have the chance to contribute new ideas and not feel like decisions are being made for them, or that things are only happening to them.

“Even if those ideas can’t be implemented, the fact that you were asked and communicated as to why they can or shouldn’t be implemented is a huge piece of talent management,” says Seth.

4. Culture and purpose

“What makes your organization your organization?” says Seth. “What’s your unique selling point? What keeps people at your company and differentiates you from all the other people in your industry and vertical?”

5. Openness and acceptance

If your workplace doesn’t accept people as they are — whether that’s disabled, queer, Latinx, a non-native English speaker, or any other identifier — your talent management is dead in the water.

“Oftentimes, what prevents people from coming in the door is they say, ‘I don’t see where I fit in here. I don’t see anyone who looks like me, behaves like me. Can I really be myself?’” says Matt. “Maybe they’ll pretend for the paycheck for a while, but that’s not sustainable to pretend to be someone else.”

6. Measurement

“Start with data,” says Eliot. “You need to understand what is and isn’t working with how you’re currently managing your talent — because even if you don’t have a formal talent management program, you are doing talent management if you have employees. You need a comparison point so that after you’ve implemented your new programs, you can measure their impact.”

However, don’t get caught up in “fixing” the low scores — successful talent management isn’t just about repairing what a workplace is getting wrong, but also leaning into what it’s getting right.

7. Personalization

“Make sure your talent management is as personalized as possible,” says Seth. “Everybody’s different. What they bring to the table is going to be different. How do you get the most out of each individual?”

This doesn’t just apply to the programs, but to your measurements as well. Top-level scores can give you a guideline, but they don’t show the full picture.

“Instead of just sharing the high-level overall score, take a specific experience, maybe even a specific group within your organization,” says Shaun. “One group might be experiencing a completely different experience than another group.”

8. Buy-in

“This is not a one-person job,” says Matt. “This is not something where you can say, ‘You’re in charge of all of talent, call me if you need something.’ Talent management needs resources. They need teams. They need buy-in on company culture from the business.”

Your talent management today impacts your company’s tomorrow

Whether you’re in a hiring blitz or a hiring freeze, how you manage your talent will affect the success of your organization. Not only does proper talent management help you find the right talent in the first place, but it also helps ensure that talent stays with you for the long haul.

“It’s not just strategy for how to bring them in, it’s also how to keep them happy and empower their growth,” says Matt. “Only focusing on pure recruiting strategy is always short-sighted. It matters when they come through those doors, how they’re treated and what they experience.”

Manage your talent with data and deep insights

Manage your workforce with Great Place To Work 카지노커뮤니티™. Understand your workforce, improve your employee experience and earn Great Place To Work 카지노커뮤니티 as a result.

Three Ways to Lead a Transparent Culture

2018-07-12T04:00:00-04:00

By Lauryn Sargent

I recently conducted an exit interview with a team member who had interned at Stories for a year. She gave great feedback. One thing surprised me: her favorite thing about her experience was our company-wide offsite, where we talk about our company’s financial performance. That was just a few weeks into starting with us. It was the least recent but most impactful experience for her.

“It was very clear how the work I did fit into how well the company performed financially when I could see the big picture,” she said.

I shouldn’t be surprised. Transparency is a company culture best practice. It contributes to a culture of high trust. According to the newly-released book, A Great to Work Place for All, a high trust culture has proven positive side effects, including increased levels of innovation, stock market returns two to three times greater than the market average, and turnover rates approximately 50 percent lower than industry competitors (p. 23).

Most people would say they want to work for a transparent company (no one wants to be lied to). But, transparency is tricky because it doesn’t mean the same thing to every person. There are varying degrees of transparency.

How an organization pays its people, how they communicate their own financial performance, and how feedback is given within an organization can show varying degrees of a culture of transparency. Let’s take a further look at a few companies who are practicing transparent leadership.

Open Salaries

Buffer, a software application that provides a platform for social media managers to oversee accounts, publishes their salaries for all to see, including the formula they use to determine compensation so that everyone, candidates and employees, gets a message of fairness in pay.

Even more interesting, Buffer has an online calculator to show candidates what they would earn if they started working at Buffer, removing awkward negotiating back and forth. Even better: because Buffer has a distributed workforce, they included cost of living differences in the calculator.

For those that work for Buffer, it sets a transparency standard for the rest of the employee experience. Read here to see what else Buffer does to keep transparency going once you’re a member of the team.

Financial Reporting

Baremetrics, a bootstrapped SaaS company, has a public-facing dashboard that shows all their financial metrics in real time, to include monthly recurring revenue and run rate, and daily updates that show converting and churning customers. Click here to see their financial performance in real time. In the name of transparency, this is a bold move. However, Baremetrics sells real time dashboards, so this is also a product demo.

Profitability is one the core values at Workday, a leading provider of enterprise cloud applications. Yet, from 2005 until just last year, they were not a profitable company. At the Great Place To Work For All Summit this past spring, Workday CEO Aneel Bhusri addressed this head on.

In response to a question about why profitability is listed last as a value, and what investors might thought about that, Bhusri answered: “Well, our stock hit an all-time high today,” before adding: “Because we’re finally profitable.”

Frank Feedback

In what’s become a classic story, one day Ray Dalio, founder and former CEO of investment management firm Bridgewater, got an email from a colleague that said this:

“Ray, you deserve a D-minus for your performance today in the meeting. You did not prepare at all because there was no way you could have been that disorganized.”

Not only did Ray share it within the company, but he showed it to more than 1,800 TED talk attendees and 2 million viewers (watch the talk here).

“Isn't that great?" Dalio said to the audience. "That's great. It's great because I need feedback like that."

Bridgewater is known for a culture of radical transparency, with several interesting yet controversial programs. They are an example of how a totally transparent organization isn’t right for all of us. Twenty-five percent of new Bridgewater employees leave before 18 months. Someone considering a career at Bridgewater may agree with the idea of radical transparency, but it’s entirely different to experience it in practice. Bridgewater records most conversations and has been known to publicly rank their managers, which could be uncomfortable for some.

Bridgewater’s culture of frank feedback might be a degree too far. Transparent salaries at Buffer might not be enough. But hearing specific stories from employees help gauge how comfortable you would be in a specific environment, especially if transparency is important to you.

At Stories Inc., we don’t share salaries. We don’t have a running dashboard that shows how we’re doing at every point and time, and we don’t rank performance publicly. But one day we might take another step in that direction, after learning about high trust culture performance from Great Place To Work. After hearing that sharing our financial results twice a year further connected a team member to our company and established trust from the beginning, we want to do more.

It’s an interesting thought to test your organization’s transparency threshold to see if it increases trust and engagement. What are you doing to expand transparency within your organization?

Order your copy of A Great Place To Work For All: Better for Business, Better for People, Better for the World today!

The Value & Importance of Building Pride in the Workplace

2022-07-14T14:21:53-04:00

Pride in the workplace is about more than just feeling good. It’s an essential factor in employee engagement – and one that’s all too often neglected.

When it’s present at work, it inspires individuals and teams to achieve more, communicate better, and build upon each other’s strengths. When it’s not present, things can get ugly. Really ugly. And what is “it”? It’s the often abstract yet extremely powerful feeling of “pride.”

Pride is deeply personal, and yet it also acts as a sort of currency in relationships; if you care for and trust the people you work with, you’re naturally inclined to go the extra mile. Whereas if you don’t have pride in your company or colleagues, things fall apart fast.

What is workplace pride?

At its most basic, workplace pride is exactly what it sounds like: being proud of where you work. When employees have pride in their workplace, they believe in the company – not just what it produces, but how it operates, how it treats its people, and how it engages with the community at large.

However, too many workplaces fail to recognize that pride can’t just be created from a well-crafted mission statement. Pride is cumulative. It doesn’t come from just one thing, but rather from a series of actions and events that are reinforced over time.

For example, say you run a clothing company that preaches sustainable production and sourcing practices. But other parts of the business are at odds with that mission. Maybe employees are pushed to unsustainable levels, or the office is stocked with plastic-wrapped snacks. These types of things will undermine any sense of pride.

The 3 levels of workplace pride

What makes employees proud of their company?

Just as pride comes from cumulative efforts, pride itself lives in layers. Workplace pride happens at three levels:

Your job – e.g., you take pride in the work itself.
Your team – e.g., you are proud to work with the people around you.
Your company – e.g., you are proud of the company’s mission and reputation.

Ideally, your employees should feel pride at all three levels – but that’s often not the case. Take the following three scenarios as examples of the drastically different ways pride can show itself in the workplace:

Scenario 1: Pride in the work

Mayuri is a data scientist who is proud of how her research helps others solve problems. But her company recently laid off hundreds of staff and the story was reported in the news. Because of that, she now has little pride in the company as a whole.

Scenario 2: Pride in the work and the team

As a curator at an art gallery, Pete works closely with world-renowned artists and feels a strong sense of pride when he thinks about his team. The gallery is also non-profit, supporting local artist communities, which gives him pride in the company.

Scenario 3: Pride in the work, the team, and the company

When a hurricane hit Louisiana where Ava’s homewares company is based, their operations and supply chain teams quickly worked to move supplies to stores in the storm’s path. Ava’s CEO announced they would donate $1 million to help those whose homes had been affected. Ava felt great pride in her work, her team, and her company.

Real examples of employees who feel workplace pride

Take this real employee story from Sandra Jones, Sr. business systems manager at Management Recruiters of Tallahassee (MRT). Sandra is especially proud of the team she works with:

“I work with a truly amazing team at MRT. One of the advantages of working here is that I'm surrounded by a lot of sharp people who genuinely care about the people they come in contact with each day. 카지노 커뮤니티 랭킹 team is really passionate about what they do because they know that their contributions and ideas matter. It's refreshing to work for a company that will help you grow and meet your goals to succeed and that's why I'm proud to be part of the MRT”

Another real-life example, from Certified™ workplace Tax Relief Advocates. Case manager Amber Godinez takes pride in her individual work and her company:

“I’m proud to come into work every day knowing that our services are here to help the clients are here to ease their way through the harsh IRS process. And being able to connect with my clients personally and let them know that I am here for them. And this company provides a lot of support to our clients. Clients know when they're finished, that we've taken care of them. And that makes me proud to be able to take care of clients and know that I can help them and ease their day and their life.”

Why is workplace pride important?

Pride is more than just a feel-good thing. It creates a stronger, better, more engaged workforce. In fact, Great Place To Work® research has found that when employees feel proud to work at a company, they are:

6 times more likely to endorse their workplace to others
2 times more likely to want to stay with the company for a long time
1 times more likely to say it’s a great place to work

There are plenty of ways that workplaces can foster pride and great relationships, from collaborative lunches to career-development training pathways to sharing real examples of how employees’ work is impacting clients and the community.

Most importantly, the best workplaces set the stage for building employee pride via trust with clear expectations and two-way communication.

As I mentioned earlier, pride is cumulative, so there’s no single recipe that will ensure each and every one of your employees beam with pride. But when you put in the effort to create a culture of trust, you’re taking a step in the right direction.

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Talent Acquisition Strategy: What It Is & Effective Strategies

2024-03-13T16:04:19-04:00

An effective talent acquisition strategy requires a strong employer brand, a streamlined candidate experience, and a focus on long-term goals.

Hiring top talent takes time, intention, and energy. As your business evolves, you need to continuously assess the needs of your organization and bring on new talent with the right skills to move your company forward.

This means that successful talent acquisition is more than just hiring new faces. It requires aligning your company vision with both your recruiting strategies and employee experience, while continuing to connect your existing workforce to your mission — so that everyone at every entry point can support your organization’s growth.

What is a talent acquisition strategy?

A talent acquisition strategy is an organization’s customized approach to identifying, evaluating, and hiring the best candidates, in order to achieve the company’s long-term goals.

Strong employer branding, a positive candidate experience, a sense of community within the organization, and being strategic about where and how you find talent are all proven ways to shape and cultivate an engaged organization.

A common mistake employers make is hiring simply to fill positions as quickly as possible. Instead, carefully assess your company’s unique goals and think beyond your immediate needs. While one business may need to double its workforce to meet growing demand, another could require specific expertise to expand abroad. Have a detailed understanding of the skills and traits each department requires and go from there.

Talent acquisition vs. recruitment

While talent acquisition and recruitment go hand-in-hand, they are not quite the same thing.

Recruitment has traditionally been purely focused on filling vacancies. Recruiters seek out and screen candidates for an existing (or soon-to-exist) role.

Talent acquisition strategies, on the other hand, tailor the recruiting steps to specifically meet a company’s vision. Talent acquisition managers go beyond just meeting headcount by instead researching a company’s needs and then seeking out talent that can benefit the company in the long term — sometimes even without a specific role in mind

For example, Nationwide Mortgage Bankers has an unconventional hiring strategy of hiring people even when a role isn’t immediately available. The company’s focus is instead on hiring those who they feel truly fit their core values, rather than just hiring for the roles they immediately need.

8 tactics for a successful talent acquisition strategy

As a company’s demands change, it’s essential to routinely review and refine the applicant process. Address any gaps within your recruiting efforts.

Consider these eight tactics to ensure every step of your talent acquisition efforts aligns with your priorities:

1. Define a compelling employer brand

How strong is your employer brand? How does your company stand out from its competitors? How well does it reflect your mission, values, and goals?

Job candidates will research what it’s like to work at your organization. They’ll go to your careers page, your social media accounts, your Great Place To Work® Certified™ profile, and Glassdoor-style websites. Using these sites to align your values, mission, and culture is a critical part of recruitment. It paints a picture for your candidate.

Even how your job description is written conveys your employer brand. YNAB, for example, posts job descriptions that are three to four times longer than most, describing in depth the type of work the candidate will do, what a typical day would be, and what success will look like. The result? Candidates know upfront whether the company culture will resonate with them.

Developing a clear employer brand is an essential recruitment strategy that employers often overlook. Think about your employer brand like you would think of a candidate’s resume: you’re looking for ways to tell a story, stand out in the market, and tell prospects why they should be working for your company.

2. Streamline the candidate experience

Complete a full audit of the candidate experience and review your application process from beginning to end. Think of every single point of contact (emails, automated messages, wording used in job description, etc.) and review recruitment from the lens of the candidate. You are sending a message about both the company and the role before even engaging with the candidate — every email, job description, and response matters.

As an example, construction company Hilti requires anyone involved in recruitment to take a day-long training session that covers things like effective interview techniques, assessing candidates against the company’s core values, fair hiring practices, and the full onboarding process. The goal is to ensure that the company is upholding the same interviewing standards and providing a consistently positive experience for every candidate.

3. Show, don’t tell

Instead of just saying it’s a great workplace, showcase your company culture through the benefits offered, or by sharing the experiences of current team members, or by applying for employer recognition awards.

Show applicants your workplace is the ideal fit by highlighting examples of low turnover, pay equity, growth opportunities, workplace flexibility, and a collaborative environment that welcomes innovation.

You could even blog about your company culture. Showcasing “a day in the life” or interviewing current team members on why they choose to work for you is a great strategy to promote open roles, share content, and provide information on the company’s mission, culture, and benefits.

Emphasizing employee experience in a genuine way will help you recruit and retain the best, most-aligned candidates.

4. Have a clear understanding of your business goals

Distinguish what knowledge and skill sets are necessary, meet with stakeholders and hiring managers to understand team needs, and don’t be afraid to think outside of the box to find the right talent.

Synchrony Financial has an “Advancing Diverse Talent” initiative that uses data and analytics to help identify gaps and opportunities within its existing workforce, inform its hiring strategies, and develop underrepresented talent.

In 2021, this meant focusing on increasing Black and Latinx employee representation at all levels of the company, in particular, at the vice president level and above.

Using an employee survey tool that includes detailed data and analysis can join the dots between talent acquisition and organizational outcomes by helping you:

Evaluate employee experience by demographics, departments, and managerial levels
Get ideas for diverse hiring KPIs and make every leader accountable to them
Get recommendations on where to focus or make changes

5. Cast a wide net

When it comes to hiring, leave no stone unturned. Consider alternative sources for hire, like a specialized online forum or advocacy group. Approach candidates who may not be actively seeking a new job but are open to it. For example, recruiting veterans and incorporating military job boards into your recruiting strategy can help you find untapped talent.

Develop positive relationships with industry leaders, local groups, and universities/trade schools. Supporting communities where you are headquartered provides an opportunity to know candidates beyond their resumes.

Directly recruiting from diverse universities or trade schools provides an opportunity for young candidates from underrepresented communities to find roles that may not have always been accessible to them.

For example, Bank of America does outreach with 30 community colleges across 10 states to source entry-level talent. The company also has a hiring and development program that provides entry-level jobs and career training for individuals from low- and moderate-income neighborhoods.

6. Incentivize employee referrals

Incentivizing employee referrals and making your hiring goals widely known within the company can broaden your network of candidates and bring in higher quality hires. When employees refer someone they know, they typically have a good understanding of their skills, work ethic, and values. As a result, the referred candidate is more likely to be a great overall fit for the job.

A well-designed employee referral program can also save you time, reduce the cost per hire, and improve engagement among current employees. When employees are encouraged to participate in the hiring process, they feel valued and engaged in the organization's success.

7. Hire for skills, not degrees

Many employers are moving away from using academic degrees to measure a candidate’s skills, and instead are focusing on skills-based recruiting.

Irma Olguin, Co-Founder and CEO of Bitwise Industries, puts it well:

“When you're hiring, the question that you're asking is not, 'Does this person come with the right number of years of experience?' The question that you're really asking is, 'Do I like this person so much that when they mess up, and they will, I want to stand in front of them and make sure that we're together making improvements?' Would a college degree tell you this?”

IT company Accenture is building its talent framework by no longer requires college degrees for specific job postings. Similarly, Bitwise Industries encourages diverse hiring by removing unnecessary degree requirements and training new talent that has promise but has been overlooked by most other tech companies.

College degrees are not always an accurate predictor of job performance or success. By shifting the focus to skills and experience, employers can better match candidates to the specific needs of the job, leading to better job fit and better performance.

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Remote Employee Onboarding: 8 Ways To Create an Exceptional Employee Experience

2024-10-24T09:49:17-04:00

Being thoughtful about onboarding remote employees is crucial for fairness and employee loyalty.

Across the globe, companies have embraced remote and hybrid workplaces as a lasting part of how work gets done. For many organizations, there's no going back—remote work is here to stay, and processes must evolve to support the remote employee experience.

Nowhere is this more true than in onboarding remote employees. It’s hard to create an onboarding experience that makes people feel like they belong somewhere, when that “somewhere” isn’t a physical space. But it’s a critical part of both reinforcing employees’ decision to join your company and strengthening your company culture.

Here are a few ways you can ensure that your remote onboarding program immerses remote employees in your workplace culture.

1. Get the organization excited about new remote employees

Encourage your leaders to anticipate greatness from fresh talent. No one should feel like they have to prove themselves to anyone else – ever.

You hire remote workers for a reason, right? They’ve done the work to earn an offer. Just like onsite team members, remote employees have the qualities and skills needed to add value to the team and help your organization achieve its mission.

Here are a few ways to prepare the company to give remote employees a warm welcome:

Ensure leaders articulate how the company’s success and shared purpose is accelerated by new hires
Make an announcement that celebrates new hires’ unique gifts and who they are as human beings to help your employees get to know them
Invite new hires to write a few words about themselves so that team members can identify any shared interests or interests that excite curiosity

Connections happen quickly when there is more than just work to share.

2. Assign a “new hire buddy” that embodies your company culture

New remote workers need a friendly face to go to for clarity in the onboaring process. Having someone that each new hire “knows” can also foster the kind of social support that strengthens remote teams.

A buddy system should include regularly scheduled check-ins. This creates a dedicated safe space for new remote employees to ask questions they don’t feel comfortable asking in a group Zoom or Slack channel.

Connections happen quickly when there is more than just work to share.

Think carefully when choosing who to tap as a new hire buddy. An ideal buddy is someone who:

Embodies the organization's core values
Acts as an ambassador of the business
Thrives as a go-to guide for others

It’s important to be sure that the buddy genuinely wants to be and enjoys being a part of the journey others are on. (Bonus points if coaching is a part of your buddy’s development.)

3. Encourage virtual “coffee meetings” with varying roles in the business

It’s important to set time aside each day for your new hires to establish relationships as soon as possible. This is especially true if your onboarding process is very information-heavy. This deliberate approach to virtual office connections in a remote environment will accelerate team camaraderie.

Most of these casual meetings should be with employees outside of the new hire’s own role so they can learn about different aspects of the business and connect with the people that can provide context for the big picture.

Since every organization is unique, these informal meetings will enable your new hires to more efficiently connect the dots of your business and associate the information they are getting from the training with the roles that perform these important duties.

In an office setting, these connections may have happened organically. In a remote setting, these dedicated meetings create a more intentional way of connecting to your workplaces’ social ecosystem than ever before.

4. Create an ERG made up of first-year remote employees & empower them meet periodically

It’s already hard to be the new employee in an office setting. In the remote world, it’s even harder. Creating a remote Employee Resource Group (ERG) for new hires to share learnings will foster a sense of camaraderie early because everyone in the group can relate to one another.

This ERG is especially useful when the remote employees are in different roles, because learning in one role could benefit everyone in the group. You can provide prompts for the group meetings to have more intention or allow for free-form discovery and natural conversation.

There’s no wrong way to let a group like this connect – it’s more about common ground than having a set agenda. Bonus points for creating a chat channel just for first year employees.

5. Be vulnerable and share where the business has opportunities to improve

No business has perfect processes in place and there’s always room to evolve and grow with the world around us. It’s essential for leaders and individual contributors to voice what’s not working, especially if your company is new to operating remotely.

Your new hires, having started in a completely remote environment, will have firsthand knowledge and ideas for improving the remote experience. (In fact, the inspiration for this post came from a new remote employee!)

6. Meet remote employees where they are at, not the other way around

Remote workers do not have the luxury of being shoulder-to-shoulder with a veteran employee to ask quick questions or get in-the-moment guidance.

In a remote work environment, that kind of invaluable support happens asynchronously—a question asked on your company’s messaging platform gets answered when someone is available, and in some cases that might not be for hours.

This is especially true when employees are spread across time zones, as well as when companies wisely give remote employees flexibility to incorporate work-life balance into their schedules.

While onboarding remote employees, it’s important to give them as much time as they need to learn about the core business and its products/services/offerings, as well as the psychological safety to ask as many questions as possible.

Have 30-, 60- and 90-day development checklists for new hires to assess their needs and confidence in different areas. Avoid the expectation that remote workers know everything by a certain date; instead, embrace the way they learn and the journey to help them get there.

7. Double up the one-on-ones with people managers

Having one-on-ones with direct reports should be on every manager’s schedule, but new hires in a remote environment should have twice as many one-on-ones for at least 90 days into the onboarding process.

This extra “face time” is essential for establishing a remote mentor-mentee relationship. It takes time to develop and understand each other’s communication styles, so managers must spend extra time with new hires to cultivate a bond early on that facilitates great communication.

8. Celebrate each milestone with a proper shout out on your communication tool

We’ve all heard the idea of celebrating small wins. Remote workplaces in particular can benefit from this culture-strengthening practice.

For example, managers can recap what the 90-day onboarding journey of a remote employee has brought to the team. Share what the team has learned from them and how they’ve already contributed.

Collect anecdotes from those who have spent time with this new hire to share words of encouragement and make your pride in this employee known. Celebrate remote employees’ work milestones and encourage colleagues to give recognition and praise freely.

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New Western’s Rahul Yodh on the Importance of Culture for Recruiters

2024-04-11T07:00:07-04:00

The vice president of talent acquisition at No. 23 on the Fortune Best Workplaces in Real Estate list in 2023 talks about flexibility, AI, and the power of curiosity.

For talent acquisition pros and recruiters, the value of workplace culture is inescapable.

It’s easier to recruit the best talent when you can tout a best-in-class experience. When your employees are willing to be ambassadors on your behalf, they can become your best recruiters. Referrals and nominations are invaluable assets for companies scaling their workforce.

We spoke with Rahul D. Yodh, vice president of talent acquisition at New Western about his work to support employees at the No. 23 company on the Fortune Best Workplaces in Real Estate™ list in 2023.

Here’s what he shared with us about his career journey, lessons from the pandemic, advice for others building high-trust workplace cultures, and more:

What was the hook that first got you interested in workplace culture?

Yodh: With a background in talent acquisition, the hook that drew me into workplace culture was simple: It was easier to attract and retain high-performing talent to organizations that did workplace culture right.

As I delved deeper into understanding what made a great workplace culture, my curiosity transformed into a pursuit of knowledge. I sought opportunities to learn and experiment with strategies for cultivating, fostering, and harnessing a positive workplace environment.

Today, my journey has brought me to New Western, where my responsibilities encompass talent acquisition, human resources, and learning. I’m committed to leveraging my experience to craft an environment that embodies our values of social connection, high performance, and cohesion. I firmly believe that a strong workplace culture attracts top talent, enhances employee satisfaction, boosts productivity, and drives organizational success.

What has been the biggest challenge you faced in your career when trying to build a great workplace culture?

Yodh: One of the most significant challenges I’ve encountered in my career when striving to build a great workplace culture is the resistance to change and deeply ingrained behavior within organizations.

To overcome this challenge, I realized the importance of taking a patient and strategic approach. I began by fostering open communication channels and transparent discussions to address concerns and gain buy-in from key stakeholders. By actively listening to employee feedback and involving them in the decision-making process, I was able to gradually build trust and alignment towards our cultural goals.

Implementing incremental changes proved to be effective in breaking down resistance and generating momentum for cultural transformation. We celebrated small victories along the way, reinforcing the positive impact of each change and encouraging further adaptation.

Additionally, I recognized the importance of data in objectively measuring our progress. We implemented systems to collect and track relevant metrics. These data points provided valuable insights into the effectiveness of our initiatives and guided our ongoing efforts to shape a thriving workplace culture.

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What is the No. 1 lesson you have learned about what it means to be a great workplace in a post-pandemic environment?

Yodh: The foremost lesson I’ve gleaned about being a great workplace in a post-pandemic environment is the imperative of recognizing and adapting to the profound shifts that have occurred.

It’s clear that the strategies and norms of the pre-pandemic era are no longer sufficient. As we navigate this new landscape, it’s crucial to prioritize flexibility and empathy. At our organization, we’ve implemented a range of initiatives aimed at supporting our employees in this regard. This includes offering remote work arrangements and curated opportunities to meet and collaborate in person.

Ultimately, we view this commitment to flexibility and empathy as not only essential for the well-being of our employees but also as a strategic advantage in our pursuit to constantly increase our talent density.

How do you think AI will change your work? Are you excited for those changes?

Yodh: I am excited about what AI is going to bring to our work. I envision AI helping to enhance, support, and enable our workforce to be better and more efficient. In fact, we have already started to embrace AI as a tool in our toolbox.

Last year we implemented an AI tool that helps our recruiters focus on having an engaging conversation with candidates instead of being distracted by feedback forms and note taking. This has resulted in a better candidate experience and higher quality outcomes.

What’s your favorite career advice you’ve ever received? Why?

Yodh: “Be curious.” This advice resonates with me because it emphasizes the importance of maintaining a curious mindset throughout one's career journey.

By being curious, I continuously seek out new knowledge, experiences, and perspectives, fostering personal and professional growth. Curiosity encourages me to ask questions, explore new ideas, and challenge the status quo, ultimately leading to innovation and success in my endeavors. It’s a reminder to approach every opportunity with an open mind and a thirst for learning.

What’s a recent book or podcast you loved that you recommend to our community?

Yodh: Book: “Powerful: Building A Culture of Freedom and Responsibility” by Patty McCord. Podcasts: “Talk Talent To Me” hosted by Rob Stevenson and “The Breakthrough Hiring Show” hosted by James Mackey.

What about your job makes you excited to come to work every day?

Yodh: I absolutely love the challenges associated with hypergrowth and scaling. Each day is different, each challenge is a learning experience.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Yodh: It would be to foster a culture of continuous learning and development for all team members. Investing in ongoing education and skill enhancement not only benefits individuals in their careers but also enhances organizational agility and innovation.

By prioritizing learning and development, workplaces can adapt more effectively to change and empower employees to reach their full potential.

Want to join the conversation? Email Ted Kitterman to learn more about participating in our profiles series.

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Meaningful Work, Flexibility Top Wish List for Veterans Entering the Workplace

2023-11-09T07:00:42-05:00

Here's how you should focus efforts to recruit and support veterans and current service members and their families.

Military veterans, reservists, and members of the National Guard can be valuable additions to your workforce, bringing their can-do spirit and specialized training to a variety of civilian roles.

Every year, more than 200,000 service members transition out of the armed forces. 카지노 커뮤니티 추천 that can offer them a great employee experience are poised to capture talented, hardworking employees looking to start their next chapter.

How to support veterans in 2023

Here are some tips from great workplaces on how to help veterans thrive within your organization:

1. Celebrate their service

Military vets are proud of their service and believe that experience has set them up well for careers in the civilian world, according to a report from Navy Federal Credit Union.

“카지노 커뮤니티 추천 should encourage veterans to draw on that experience and unique skill set in their civilian careers,” says Clay Stackhouse, a retired Marine Corps colonel and regional outreach manager at Navy Federal Credit Union. “This kind of environment not only helps ease the transition to civilian life for veterans, but helps ensure greater productivity and employee retention.”

Attend our annual company culture conference May 7-9, 2024

Great companies find ways to help veterans and current service members share their stories.

Bell Bank creates videos sharing stories of employees like Andrew Gaydos, a Bell employee and Army captain who deployed as part of a civil affairs team to Romania in 2014.

Gaydos was away from his job at Bell and his family for about a year, during which time his co-workers jumped in to help his family by bringing meals and even helping with some chores on their hobby farm outside Fargo, North Dakota.

“Bell was very supportive of my military service,” says Gaydos. “카지노 커뮤니티 랭킹 national defense is dependent on having employers that support the Reserve and National Guard.”

Bell’s efforts to care for service members have been recognized by the Department of Defense, including an award for manager Brittany Lang and her team for their support of a Bell military family in 2023.

Bell Bank also honors its veterans each year in a video on Veteran’s Day shared with all its associates across the company.

“I believe you need to connect with people’s hearts,” says Julie Peterson Klein, chief of staff and chief culture officer for Bell Bank. “Once you connect with their heart, then they want to be employed at our great company.”

2. Help them navigate the hiring process

At Bell Bank, service members are always brought in for a screening interview, even if there isn’t a job opening for them yet.

“From day one when I arrived, it was very important to me that if we have a resume that comes in and they have served our country, that they get automatically brought in for a screening interview because it’s very important to me to support our veterans,” Klein says.

“That is one thing that we’ve done for my entire career here. If you have served or are serving, we want to meet you and get to know you.”

3. Offer financial education tools

Data from Navy Federal Credit Union’s “Best Careers After Service” report shows that the average service member has saved over $9,000 upon leaving the service, but feel like they could use more information about retirement saving and investing.

“카지노 커뮤니티 추천 seeking to create a welcoming environment for veterans should consider this as they develop employee development and benefits programs,” Stackhouse says.

In this way veterans resemble lots of other employees in today’s workplace who are looking for financial well-being and resources to build a strong foundation for their families.

4. Prioritize flexibility

Workplace flexibility has become increasingly important for all workers in the post-pandemic era. Veterans are no exception.

“Like many others, veterans place an increased emphasis on flexibility,” Stackhouse says. “Among veterans who say their idea of the ideal job has changed within the past three to four years, the most common shifts were in their work environment (26%) and career fields (17%).”

5. Develop employee resource groups for vets

Employee resource groups (ERGs) are valuable tools for many employees, but particularly for veterans who value advice from other former service members as they navigate their transition out of the military.

“According to our Best Careers After Service report, less than half of veterans feel that they were highly prepared for transition to civilian life,” Stackhouse says. “For career advice, family, friends, and fellow veterans were the most commonly relied upon sources.”

It can also be helpful to work with nonprofit groups and organizations that focus on helping veterans build a career after their service. “More specialized resources can provide tailored career coaching to help smooth the transition,” Stackhouse says.

6. Connect employees to a higher purpose

Meaningful work is highly prized by all employees, but for veterans, the ability to continue their service is especially compelling.

Other than compensation, serving a purpose is the most sought after trait in a career, underscoring veterans’ desire to continue serving their communities, even after leaving the military, according to the report from Navy Federal.

“They’ve learned followership and then leadership in the military, but it’s all about being on a team and working together. A team with a noble goal is empowering to veterans,” Stackhouse says.

7. Help them build a career

Service members transitioning to the civilian workforce are used to being part of a big, mission-driven team.

“Employers should also recognize that there are multiple paths to success for servicemembers transitioning out of the military, including vocational education and other career training,” says Stackhouse. “Offering veterans opportunities for instruction in skilled trades, upskilling, and other career development will help establish stable, meaningful career pathways for servicemembers transitioning out of the military.”

“In short, it’s about building a fulfilling career,” he says.

Get more insights

Learn more strategies from our workplace culture experts at our For All™ Summit, May 7-9 in New Orleans.