Talent Acquisition

Hiring People with Disabilities: Why It Matters & How to Do It Right

2025-01-02T07:57:01-05:00

It’s time to update your thinking on hiring and engaging people with disabilities. Being intentional about how you engage employees with disabilities is not only ethical, it’s also a talent acquisition strategy that can benefit your company long-term.

The population of people with disabilities is an untapped talent market. This group is made up of many incredible individuals with invaluable skills and knowledge. However, many companies struggle to ensure that their workplace includes employees with disabilities.

A Center for Talent Innovation study found that only 39% of disabled employees disclose their disability status to their managers. Of those employees who are open about their disability status, 65% state they regularly feel happy or content at work — versus only 27% of those who don't discuss their status.

At Great Place To Work®, our research tells us that employees who feel like they can bring their whole selves to work, and disclose their support needs without hesitation, are exponentially more likely to give their best every day.

In other words, psychological safety leads to engaged and thriving employees. On the Great Place To Work Trust Index™ Survey, and in U.S. workplaces in general, disclosing a disability is not required. 카지노 커뮤니티 랭킹 research on the link between business resilience and diversity, equity, inclusion, and belonging (DEIB) has shown that for every 10% of employees that chose not to respond on the survey, there was a 6-point decrease in a company’s overall levels of trust, pride, and camaraderie.

Hiding one’s identity in a survey can signify that a workplace culture suffers from favoritism, toxic work relationships, and microaggressions.

Psychological safety helps team members feel comfortable sharing opposing ideas or presenting new ones. But central to psychological safety is the willingness to be vulnerable in front of others.

In our research, employees who believe their managers “care about them as a person” are 36% more likely to bring innovative ideas to your workplace.

The payoff is clear: Supporting employees with a disability will help your business thrive. Mental health resources, ergonomic equipment, robust short- and long-term disability, and paid medical leave are all benefits that support and retain people with disabilities.

The flexibility of remote work compared to in-person work can be especially valuable when hiring employees with disabilities.

What is considered a disability in the workplace?

When we think of a disability, we often think of something we can easily see, such as having difficulty walking or using a wheelchair. Those “visible disabilities” are usually prioritized in professional and public settings over other disabilities.

In recent years, more research has been emphasizing “invisible disabilities.” These are disabilities that can’t be easily identified by looking at someone. Examples can include neurodivergence, PTSD, and cancer.

Under the Americans with Disabilities Act (ADA), a disability is a physical or mental impairment that limits at least one major life activity. A major life activity may be a basic task such as standing, walking, sleeping, lifting, reading, or working a major bodily function like the digestive, circulatory, or respiratory systems.

On the Great Place To Work Trust Index™ Survey, employees are considered to have a disability if they have a physical or mental impairment or medical condition that substantially limits a major life activity, or if they have a history or record of such an impairment or medical condition.

Some disabilities covered under the ADA may not immediately come to mind. For example, major depressive disorder, diabetes, post-traumatic stress disorder, learning disabilities, anxiety, migraine headaches, and gastrointestinal disorders.

One out of four adults in the United States have a disability. In 2021, an additional 1.2 million people over the age of 16 were identified as having a disability compared to 2020.

These numbers are steadily rising due to COVID-19. We are still learning the full implications of long COVID, which some specialists believe will significantly impact the number of people with disabilities worldwide. Only 19.1% of people with a disability were employed in 2021, versus 63.7% without a disability, demonstrating the overall lack of effort towards including this population of employees.

How businesses benefit by hiring people with disabilities

Recruiting and hiring people with disabilities isn’t just the morally and ethically right thing to do. It can also influence business outcomes such as innovation, inclusivity, customer growth, and profitability.

1. Spur innovation

Hiring people with disabilities can expand your opportunities for innovation. That’s because people with disabilities tend to be excellent problem solvers — many have ample experience thinking of creative solutions to problems as they navigate a world that is often not built for them. They can have a unique perspective on challenges and are often persistent when encountering a roadblock.

KPMG, Great Place to Work Certified™ company on the Fortune 100 Best Company to Work For® List recognizes the value of hiring people with disabilities and has prioritized recruiting and increasing its support for people with visible and invisible disabilities. It has developed an accessibility strategy and launched Neurodiversity@Work to help unleash the potential of neurodiverse talent at KPMG and for its clients.

The program has helped KPMG establish a university council with 12 schools, engage more than 45 volunteers, enter two formal partnerships, create six job openings, and initiate nearly two dozen internal and external marketing initiatives.

2. Improve bottom-line performance

Hiring people with disabilities also has proven financial benefits. A 2018 Accenture study found that companies that were inclusive towards people with disabilities had 28% higher revenue on average over a four year period compared to their less-inclusive counterparts.

Employers who create a culture of accommodation and accessibility for employees with disabilities lower barriers to performance.

Think about it: When an employee living with chronic migraines doesn't have the workplace flexibility to visit a doctor or fit work around their migraine, it adds up to countless hours of lost production, thought, innovation, and advancement.

3. Understand and target your customers more accurately

People with disabilities make up a sizable portion of the consumer marketplace. Having more employees with disabilities can help ensure that products are being designed with this population in mind to reach more customers.

4. Promote an environment of inclusion and understanding

Hiring people with disabilities fosters an inclusive work environment. Diverse teams create bigger and more frequent opportunities for cultural exchange. Team members can witness the experiences of employees with disabilities, building greater empathy and awareness across people from diverse backgrounds.

Hiring (and keeping) people with disabilities – 6 tips for a successful employee life cycle

Here are six ways to make your organization more appealing to current and potential employees with disabilities.

1. Detail accessibility in job postings

List any potential accessibility concerns when advertising a job and prepare recruiters to answer applicants' questions. This includes elevator access, stairs, curbs, and width of passageways. Less obvious factors, such as harsh fluorescent lighting, loud noises, accessible desks, and lack of cell service or internet, could be deciding factors for an applicant.

Taking the time to outline these details in your job posting sends a strong message to people with disabilities that their needs are considered and cared for.

2. Train managers on the accommodation process

Managers are often the first people an employee with a disability will go to for guidance with accommodations during the hiring process or on the job. Ensuring that managers have a working knowledge of the accommodation process and can support their employees while they work (including opportunities to be social, network, and celebrate as a team) is vital, especially since there is often a stigma around having a disability.

100 Best 카지노 커뮤니티 추천 like Experian realize the importance of inclusive training. Experian employees now have access to a “Disability Fundamentals for Managers” course through Disability:IN — a 30-minute interactive training that helps managers learn about disability awareness, etiquette, disclosures, and accommodations, as well as how to hold accessible meetings and events.

Giving all employees, especially managers, a high-level overview of what it means to be an employee with disabilities helps build empathy and develop inclusive leadership skills.

3. Focus on inclusive benefits

For many employees with a disability, benefits can be a deciding factor in choosing a job. If someone has regular doctors’ visits or expensive medications, they may not be able to wait 60 or 90 days for their health insurance to kick in.

In addition, make sure that your healthcare plans have adequate coverage and listen to feedback from employees with disabilities about what other benefits they need. Mental health resources, ergonomic equipment, robust short- and long-term disability, and paid medical leave are all benefits that support people with disabilities.

4. Fit disabilities into the larger DEIB and values discussion

When it comes to DEIB, disabilities are often left out of the conversation. Educating employees about the experiences of people with disabilities and normalizing the concept of accommodations can help remove the stigma and ensure an accessible work environment.

Certified workplace Rocket 카지노 커뮤니티 추천 developed the “empathy generator,” a tool that helps employees create products that are accessible to people with disabilities. It simulates the experience of having the disabilities that team members such as coders, designers, and researchers are trying to accommodate.

Most people who do not live with disabilities may find it difficult to fully conceptualize the barriers that people with disabilities face daily, so these kinds of tools and exercises can help increase awareness.

The population of people with disabilities in the United States also highlights the importance of intersectionality. According to the U.S. Bureau of Labor Statistics, Black and Hispanic people with disabilities are more likely than their white counterparts to be without a job.

5. Allow flexible schedules and remote work

The flexibility of remote work compared to in-person work can be especially valuable for employees with disabilities. For example, if someone has chronic pain and cannot drive an hour to get to the office, they cannot accept a job. If they can work remotely, they are better able to manage their pain and work in a safe environment.

6. Ensure that training and development opportunities are inclusive

Present information through different modalities, including visual, written, and auditory. For audio or video components, ensure that captions and transcripts are available and work with screen readers.

Wise organizations are catching on to the value of hiring and engaging people with disabilities. Research by the Economics Innovation Group found that people with a disability aged 25 to 54 were 3.5% more likely to be employed in the second quarter of 2022 than pre-pandemic. How is your organization adapting and making your workplace more attractive to employees with disabilities?

Want to know exactly how you can support your employees?

Being intentional about your DEIB initiatives starts with understanding your workforce in detail. Great Place To Work 카지노커뮤니티™ helps you measure and track your employee experience with our research-backed Trust Index Survey. Ask us today about how to get started on your 카지노커뮤니티 and access the workforce data you need to improve your workplace for diverse groups, including those living with a disability.

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

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How Adding Veterans to Your Workforce Boosts Resilience Across the Organization

2024-11-06T07:01:20-05:00

Here are three strategies to help veterans thrive in your company.

For employers seeking candidates with in-demand attributes like entrepreneurial mindset, curiosity, leadership, self-awareness, and growth potential, veterans represent a unique and diverse community of untapped talent.

After eight years of active-duty service, I transitioned out of the military in 2019. I completed graduate school and began my job search as a civilian with the expectation that I would easily land a role.

I was quickly proven wrong. Not only did I need to learn how to find a role that matched my skill set, I also had to learn to translate my military experience so that employers could understand how my nontraditional background would benefit their company.

When I did land an interview, I was often met with hesitation and resistance. Interviewers asked questions such as:

I don’t see how your experience applies. Can you connect the dots for me?

I see in your résumé that you led a team of 30 people. Did you lead a project that included a team of 30 people, or were you the direct manager for a team of 30 people?

The military is a highly structured and hierarchical organization. How will you adapt to a less structured organization?

These types of questions made me doubt that these interviewers could possibly understand a veteran’s employment experiences, or whether they were even capable of valuing my skills. When I interviewed with companies that understood the value I bring as a veteran, my enthusiasm for the company and the role increased knowing I would be appreciated and encouraged to bring the entirety of my professional experience to the table.

Learn how to develop resource groups and improve belonging for all employees at the For All Summit™ April 8-10 in Las Vegas.

What veterans bring to the workplace

Hiring leaders should consider how military members’ unique experiences prepared them for civilian work by developing several highly sought-after employee traits:

Entrepreneurial mindset. Veterans are self-motivated, proactive, and resilient. They demonstrate an entrepreneurial mindset through their ability to adapt and innovate in challenging situations, solve problems quickly, and think five steps ahead in any given situation.

Curiosity. Although the common perception is that veterans are rigid and require clear structure, their experiences also foster curiosity, and a willingness to understand new concepts. Their curiosity drives them to explore new approaches to problems, which is crucial in businesses across all industries.

Leadership. The military prides itself on developing strong leaders who can handle heavy responsibility in challenging conditions all over the world. Veterans spend many years leading teams of various sizes, making critical decisions, and ensuring their teams are cared for at every level, skills they can bring into civilian organizations.

Self-awareness. Veterans’ experiences in the military often force them to confront their strengths and weaknesses, promoting a strong understanding of themselves and their influence on others. Self-awareness enhances their leadership abilities and allows them to adapt easily to diverse environments.

Growth mindset. Veterans are committed to growth in every aspect of their lives. In the military, they are trained to operate at their highest potential, consistently seeking growth in all areas. This commitment to learning does not end when they transition out of the military — in the civilian workforce, veterans are 39% more likely to be promoted early compared to employees who did not serve, per data from LinkedIn.

Yet despite these desirable qualities, data shows that veterans are 70% more likely than non-veterans to take a step back in seniority during their careers. Furthermore, 33% of veterans are underemployed in lower-paying, more junior roles after transitioning to the civilian workforce.

So, how can companies create an effective veteran recruitment strategy to help veterans feel supported in their role as they adjust to a new work environment?

How to add veterans to your workforce

As a veteran who recently went through the military-to-civilian career transition, here are the top three strategies I recommend:

1. Develop a veteran-specific recruitment strategy

To effectively recruit veterans, companies should develop a plan that proactively pursues them rather than waiting for them to apply. An effective strategy could include partnering with organizations such as 50 Strong, which helps close the gap in veteran recruitment, and participating in hiring events such as the Service Academy Career Conference, which provides direct access to skilled veterans seeking new opportunities.

When looking for their first post-military role, many transitioning service members seek educational opportunities, transition programs, or hiring fairs for veteran support and recruitment. 카지노 커뮤니티 추천 such as DOD SkillBridge, Hiring 카지노 커뮤니티 랭킹 Heroes, 50 Strong, American Corporate Partners, and the Service Academy Career Conference support veterans transitioning out of the military by facilitating connections with military-supportive companies looking to hire veterans.

By collaborating with veteran-focused organizations and creating veteran-specific outreach initiatives, employers can create a welcoming environment that highlights their commitment to hiring veterans.

2. Create a veteran-friendly culture

Celebrating veterans honors their unique contribution and sacrifice. Employers can honor veterans through appreciation events such as Veterans Day, create veteran-specific mentorship programs, and support shared experiences through a veterans’ employee resource group (ERG). By actively acknowledging the value and perspective veterans bring to the organization, you can create a veteran-friendly culture that strengthens cohesion and boosts morale.

3. Offer training and development opportunities

Offering training programs and development opportunities that align veterans’ military certifications with equivalent civilian credentials is essential. Many veterans face challenges in navigating the complexities of civilian qualifications. By providing resources to help update certifications and enhance skill sets, companies can empower veterans while clarifying career advancement opportunities. This approach fosters a sense of belonging and significantly improves employee retention.

Veterans’ business impact

Increasing the number of veterans in your workforce is not simply a gesture of support, it’s a strategic decision to improve your organization’s diversity, strength, curiosity, and resilience.

Veterans enhance organizations by fostering a culture of growth, excellence, and teamwork, and bring a wealth of experience that can drive your organization forward. By implementing veteran-specific talent strategies, you can build a more dynamic, diverse, and effective team within your organization.

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.

Join the ranks of top workplaces like New Western by using the Trust Index Survey and insights from Great Place To Work

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.

Elevate your culture with data-driven insights

Partner with Great Place To Work and use the Trust Index Survey to measure and enhance your company’s culture. Discover how you can create a high-trust environment that attracts and retains top talent.

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.

8. Boost talent acquisition with Great Place To Work 카지노커뮤니티

There are many ways certification helps a company’s recruitment and talent strategy but the main one is allowing your organization to stand out as a company that not only values a healthy culture, but one that the employees actually say is a great place to work, too!

Being Great Place To Work Certified supports your recruitment and talent strategy by helping more eyes land on your company. It widens your applicant pool significantly and organically drives more traffic to your business. 카지노커뮤니티 is an independent verification of your healthy, engaged culture and employee experience.

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Want a more strategic and sustainable approach to talent acquisition? Being known as a Certified Great Place To Work will put you at the top of the list for job seekers. Certified workplaces create more credibility with employees and investors, and know exactly how to improve their culture. Ask us about earning Great Place To Work 카지노커뮤니티 today.

11 Recruiting Strategies to Attract & Retain Top Talent

2024-03-09T20:49:25-05:00

Recruiting strategies that reflect the changes facing hiring managers today are critical to any talent management strategy. From rethinking culture fit to checking for bias, here’s how to ensure top talent will want to come to you.

Long gone are the days of posting on a job board and waiting for candidates to come to you. Today, the hunt for top talent is fierce, candidates have more leverage, and successful employee recruitment is a proactive two-way effort. Not only are employers seeking the right talent, but talent is seeking the right employer.

That means more than just competitive salaries and benefits. It also means growth opportunities, DEIB efforts and work–life balance, as well as a healthy, supportive culture. In fact, in our study of the U.S. workforce, a whopping 98% of respondents said great culture is important in their next job search.

How do you recruit and retain employees when the hunt for talent is growing ever more competitive?

These 11 recruiting strategies reflect the changes facing hiring managers today. We recommend making these tactics part of a broader, more long-term talent acquisition strategy.

From rethinking culture fit to checking for bias, here’s how to ensure top talent will want to come to you.

1. Understand your EVP

An employee value proposition (EVP) is what an employer offers to employees, both monetary and non-monetary, in exchange for their work. That includes salary, health benefits, growth opportunities, training and personal development, and perks such as remote work or flexible hours.

A strong EVP plays a critical role in recruitment strategies, helping organizations clearly communicate why they are an employer of choice.

When it comes to building a recruitment strategy, it’s long been viewed with a one-way focus: finding the right candidate to fit your workplace, rather than ensuring your workplace is the right fit for a candidate.

However, a successful EVP is more than just a list of benefits. It’s also your company’s overall culture — what distinguishes you from other employers out there? Why should an employee pick your organization over a competitor’s?

“I think a good strategy is to write out your EVP and then strike your organization’s name from that write-up,” says Seth Willis, senior culture coach with Great Place To Work®. “Would you be able to tell it’s your organization, based on the values, based on what you consider to be those differentiators?”

2. Recruit for culture add, not just culture fit

We often hear of culture fit — does a candidate “fit” into a company’s culture and existing workforce? But focusing too heavily on fit not only limits your talent pool, it also risks homogenizing your entire workforce. Instead, aim for “culture add.”

Diverse and inclusive teams are innovation engines, says Frans Johansson, founder and CEO of The Medici Group. His team has found through their work with thousands of companies that, across industries, organizations that seek out diverse views are more innovative, more creative, and better at making decisions.

Within your own workforce, assess what you already have and what your team is missing. Then, consider every aspect of a candidate, from their lived experiences to their people skills, to see what they can bring to the table.

3. Shift from education-based to skills-based recruiting strategies

Just as culture fit is an outdated employee recruitment strategy, so too is education-based recruiting, especially as workforces become more globalized. Degrees vary from country to country, and within the U.S., the cost of post-secondary education means underprivileged candidates are often left out of the running.

While of course there are some roles that require specific degrees or credentials, for many positions hands-on experience, ability, and passion are just as strong an indicator (if not stronger) of a candidate’s ability to perform.

“It’s a huge way to open up your talent pool,” says Seth. “Look for folks you are an atypical applicant or have transferrable skills, who you can train or who can adapt — rather than somebody who might be a cookie cutter fit from a technical standpoint.”

A recruitment example of this is Bitwise Industries, which aims for more diverse hiring practices by removing degree requirements when they are not necessary and offering a training program that helps promising, yet overlooked, talent break into tech.

As another recruitment example, Nationwide Mortgage Bankers takes this one step further with a rather unconventional hiring strategy: they hire candidates who fit their core values, even if there isn’t a specific position created for them yet.

4. Make the most of employer awards

“Award-winning” is a phrase that always gets attention, but not all awards are created equal. Many employer awards don't reflect ongoing employee feedback, omit critical measures of employee retention, and reflect employee satisfaction rather than employee experience.

For job seekers, awards that are based on confidential reviews by current employees are far more valuable than awards voted on by a panel of experts or former employees, for example.

That’s why Great Place To Work 카지노커뮤니티™ relies on our own rigorous Trust Model, which puts the employee and the “here and now” at the center of our confidential Trust Index™ Survey. This methodology measures key indicators of a high-trust workplace culture including fairness, respect, leadership credibility, workplace pride, and camaraderie.

Achieving 카지노커뮤니티 is a step towards making one of our Best Workplaces™ Lists, which in turn is an excellent way to get your company’s name in front of top talent.

5. Check your job descriptions

Just as we expect candidates to put effort into their job application, we should put equal effort into our job descriptions. Don’t just set out what you’re looking for, but include what you can offer and why someone would want to work with you.

Job descriptions that are packed with corporate jargon or that focus too much on what the company does, rather than what the employee will do, won’t stand out against competitors. Not only that, but your job description could have implicit bias in its language or requirements.

There are various software programs through which you can run job descriptions (as well as other content) to flag concerns like gender-coded words, age and racial bias, and ease of reading.

6. Treat your candidates like customers

Marketing and recruiting strategies go hand-in-hand. The time, effort, and consideration that goes into every piece of customer marketing material should be equally applied to how you communicate with employees — past, present, and future.

“I look at everything through the lens of ‘I’m a person applying for this job’ when I’m on our website,” says Stephanie Oribhabor, director of employee experience at Great Place To Work. “What am I feeling when I’m reading this job description? What words are they using? What associations do these words have to my own biases or my own ways of thinking?”

She adds that this applies to more than just the job description. It’s the automated email a candidate gets once they submit their application; it’s how an interview is conducted and how the job offer is presented. It could be how you display that you’ve earned Great Place To Work 카지노커뮤니티.

Consider your employer brand and how it’s being presented at every stage of the employee recruitment process.

7. Remember that first impressions matter

First impressions no longer start at the first interview. Instead, whether it’s from your company’s Glassdoor reviews, Certified profile, or LinkedIn profile, candidates will have formed an opinion of your workplace before they’ve even applied.

“We’ve seen a big shift in the speed at which people are able to (a) find out information about your workplace and (b) figure out very quickly before even talking to you if they want to work there,” says Stephanie.

If you’re seeking top talent, you’ll need to ensure that those first impressions reflect what candidates seek. Today, job seekers have more leverage than in the past, and their expectations of employers are firm. 카지노 커뮤니티 랭킹 research has shown that millennials, more than previous generations, want purpose in their work, while Gen Z want psychologically and emotionally healthy workplaces.

“Before, it was, ‘I don’t care; I just want a job,’” says Stephanie. “And now, it’s not only ‘I want a job,’ it’s ‘I want a place that aligns with my own internal values.’”

8. Keep it two-way

When it comes to how to recruit employees, it’s long been viewed with a one-way focus: finding the right candidate to fit your workplace, rather than ensuring your workplace is the right fit for a candidate.

Will the candidate enjoy working with you? Do they see opportunities for growth with you? Are you able to meet their needs — financially, professionally, and emotionally?

Dayna Blank, senior vice president of human resources with Playa Hotels & Resorts, says that hospitality recruitment in particular rarely includes asking candidates what they want in a workplace. As such, Dayna’s team conducts two-way interviews that openly discuss whether the candidate will feel engaged with their day-to-day.

9. Tap into your existing workforce

When you’re looking to bring on new talent, it can be easy to focus too much externally — and ignore your biggest internal resource. Employee referrals are a much-overlooked aspect of the recruiting process, says Stephanie.

“They’re your biggest ambassadors because they’re the ones out there having conversations with colleagues and friends and talking on social media,” she explains.

Even if you’re not running a specific referral incentive program, simply asking your existing employees why they work for you can provide insight into what you have to offer new hires. These “stay interviews” are becoming more common, say Stephanie and Seth, and can be tied into milestones like anniversaries or raises/promotions.

You could even hire back “boomerang employees,” who may have left to try to something new or due to restructures. If the departure was handled respectfully and with empathy, those past employees may be eager and willing to return once circumstances are turned around, suggests Stephanie.

10. Recognize how the workplace has changed

Hybrid and remote work, once a perk reserved almost exclusively for freelancers and upper management, has now become the norm for all employees. And as we settle into this new normal, companies need to adapt with new recruiting strategies.

“Before, it was that you lived your life on the weekends,” says Stephanie. “카지노 커뮤니티 추천 have to figure out a way to be more flexible — maybe that means less time in an office, maybe you go to the office once a week. Job seekers are looking for flexibility because there is life to be lived outside of work.”

Stephanie adds that it’s more than just offering flex time but also recognizing the reasoning behind that flex time. Maybe an employee loves to travel. Maybe they’re a parent. Maybe they like to take art classes on Wednesdays at 12. It’s acknowledging a candidate’s whole self and encouraging them to bring that whole self into work once they’re hired.

“Work has taken on such a human approach,” she says. “For the first time, you’re seeing your CEO work from home in a polo shirt with his dog on his lap. We’re all figuring out what work-life balance really is and what that means to a workforce.”

11. Remember recruitment vs. retention

Hiring a new employee can feel a lot like dating. You’re meeting with various people, looking for the “right” one to commit to.

That makes retention the long-term relationship. It’s one thing to charm an employee in the early days, but it’s another thing to keep that commitment going beyond the honeymoon phase.

That’s why your recruiting strategies should mirror your strategies for retention. While how to recruit and how to retain employees aren’t the same thing, focusing on one without the other will leave you in a recruiting loop that can feel an awful lot like the movie Groundhog Day.

“Recruitment is all the things you’re going to do to get people in the door,” says Seth. “But retention is everything you do to keep people inside the organization. All those things you communicated in the recruitment phase really show.”

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Maximizing Employee Net Promoter Score (eNPS) Beyond Just Metrics

2023-05-08T12:06:01-04:00

How to explore beyond employee net promoter score (eNPS) as a basic employee happiness metric and shape the workforce dynamics that influence it.

Is there one metric that can measure employee experience at a high-level?

Yes.

Can it give you a full picture of your employee experience and help you build an effective talent acquisition strategy?

Not exactly.

Every month, there are at least 4,500 Google searches for employee net promoter score (eNPS). That’s a lot of competitive employers using the same metrics and tactics to measure employee engagement and influence their recruiting strategy.

While eNPS quickly assesses employee satisfaction, it does have its flaws. So, what if we told you that there is a much more effective and strategic way to measure employee satisfaction?

The Great Place To Work® Trust Index™ Survey is a tool that can actually help you improve employee engagement, not just measure it.

Why use an Employee Net Promoter Score?

Employee net promoter score (eNPS) is an 11-point scale that measures an employee’s likelihood to recommend their company as a good place to work.

Employees that mark a 9 or a 10 are called promoters, 7 and 8 are passives, and 0 through 6 are detractors. A company’s eNPS is determined by subtracting the percentage of detractors from the percentage of promoters. A good score is anywhere between 10 and 30, and a score of 30 or greater is considered excellent.

Calculating eNPS can help employers:

Get a snapshot of employee sentiment
Gauge whether employees will recommend their organization to someone in their network, which can increase referrals and broaden job candidate pools
Benchmark their workplace against other organizations with a widely-used metric.

What are the limitations and drawbacks of the eNPS?

Employee net promoter score tells you the “what” — but not the “why” or the “how.” It doesn’t answer questions that would help you improve your score, such as:

1. Why would employees recommend (or not recommend) their workplace?

eNPS only gives employers a surface-level look at employee sentiment and does not provide context on what impacts that sentiment. It doesn’t shed light on what specific leadership behaviors, programs, benefits, or policies are driving your promoters, passives, and detractors to refer (or not refer) your workplace to others.

2. Which employees are more or less likely to recommend their workplace?

eNPS doesn’t consider demographic groups like age, race, gender, tenure, managerial level, or business unit. It only provides a surface-level look at employee happiness.

What is your eNPS for Asian frontline managers? Millennial hourly employees?

eNPS doesn't reflect the nuances of your workforce or help you identify differences in employee satisfaction across groups.

Some employee populations may be having a less positive experience at work, but eNPS won’t tell you that. With the impact that employee happiness has on candidate referrals, not having demographic information could make it more difficult to create a diverse workforce.

If you don’t know how likely women or Gen Z employees are to refer your workplace to their friends, how will you be able to create a referral program that hires for diversity?

3. What is influencing passive respondents?

Passives are the employees who fall in the middle of the eNPS scale. Their responses may not factor into your eNPS score, but their employee experiences are still worth paying attention to.

Excluding passives, or what we can call the “moveable middle" from the equation overlooks a critical segment of employees who have a neutral opinion about the company.

While detractors and promoters are usually the focus of attention, passives represent a substantial portion of the workforce. Their opinions are a valuable source of insight into ways to improve employee engagement and retention.

Employee net promoter score tells you the “what” — but not the “why” or the “how.” It doesn’t answer questions that would help you improve your score.

Turn passives into promoters

The Great Place To Work Trust Index Survey generates valuable insight for employers to understand and engage passives or the “moveable middle.”

With our survey, employers can take advantage of understanding the passives in an eNPS by:

Identifying the reasons for the neutral score: Employers can ask follow-up questions with pulse surveys to understand why employees are not highly engaged or satisfied with their job. Do they want more development opportunities? Are expectations unclear? Or does the company fail to recognize them for their work?
Addressing areas of improvement: Once the reasons for the neutral score are identified, employers can work to address those specific areas of improvement. For example, if employees feel they are not getting enough recognition for their work, employers can implement an employee recognition program to show appreciation.
Converting passives into promoters: Employers can take steps to convert passives into promoters by engaging with them, listening to their feedback, and addressing their concerns. By actively engaging with passives, employers can show that they value their opinions and are committed to making improvements that benefit all employees.

How can you measure beyond your eNPS?

With Great Place To Work’s Trust Index Survey, you can understand what makes employees tick. 카지노 커뮤니티 랭킹 survey has a statement similar to the one that forms the basis of the eNPS:

“I would strongly endorse my company to family and friends as a great place to work.”

But unlike the eNPS, the Trust Index measures employee experience over a variety of statements and focus areas, and you can filter responses to zero in on the experience of different employee groups.

A leader tasked with improving referrals and employee retention needs more than just an eNPS. Analyzing your employee’ experience and view of the organization with an analytical survey like the Trust Index gives employers more than a snapshot.

With data from Great Place to Work, employers can see what is impacting the experience of both thriving individuals who want to stay and individuals who may need more support or are looking for job opportunities elsewhere.

Can the Trust Index generate an eNPS?

Customers with full access to Great Place To Work’s custom demographic capabilities can measure their eNPS by adding an 11-point scale demographic option and ask the standard eNPS question.

This demographic, combined with the Trust Index’s statements and analytic capabilities, enables employers to see what statements correlate to higher scores, as well as the changes passives and detractors want to see in their workplace.

Using the open comments section in combination with demographic filters can provide rich qualitative data about your promoters, your detractors, and your passives. You can see, in their own words, what makes or breaks their experience at the organization.

Image: Comments from hourly, male employees regarding what would make their experience better

How to act on and improve your eNPS

Once you’ve surveyed employees and obtained your initial score, you’ll probably want to start improving it.

Here’s a simple, straightforward plan for improving your eNPS with the help of Great Place To Work:

Communicate the survey results and action plans to employees to demonstrate that you are listening to their feedback.
Continue to survey your employees regularly to see how your eNPS changes over time.
1. Distribute additional pulse surveys to measure your action plan’s effectiveness and to uncover your primary eNPS drivers
2. Identify which demographic groups are having a less consistent experience and listen further with tactics such as pulse surveys, 1:1 interviews, and focus groups

No matter your score, you can use it as a baseline measurement. When you reach or exceed your target score, you can use it as a recruiting tool: include it on your careers page, add it to your outreach emails, and mention it in candidate interviews. HR managers can keep eNPS in their back pocket when plugging your employer value proposition.

Knowing your employee net promoter score is useful, but it should be part of a broader recruiting strategy. With the added tools of our survey demographics and analysis, you will know how to improve your score, get more employee referrals, and hire more top talent.

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Flip your passives to promoters with Great Place To Work. 카지노 커뮤니티 랭킹 Trust Index Survey can show you the full picture behind your employee net promoter score. To learn more, contact us today.

Is ChatGPT the Answer to a More Equitable Workplace?

2023-05-02T06:00:33-04:00

A look at how generative artificial intelligence (AI) affects recruitment, talent development, and other HR duties.

ChatGPT is inescapable, developing rapidly, and gaining steam as its impact on how we do our jobs unfolds in real time.

The ways it can streamline an HR pro’s job appear endless, with the biggest and most immediate impact happening on the recruiting side of HR.

“Your imagination is the limit really of what it can do,” says Kevin Wheeler, founder and president of The Future of Talent Institute. “That’s why Microsoft is investing millions of dollars in OpenAI ChatGPT, and pretty much every recruiting company is already in the process of negotiating, or already signed, a contract with them.”

When it comes to recruiting, ChatGPT can help sift through resumes, communicate with job candidates, and write interview questions and job descriptions.

“One of the things that recruiters and hiring managers aren’t very good at is writing engaging job descriptions,” Wheeler says. “They’re usually really boring, so they’re already using it for that quite a bit.”

But no matter how well-written a job description is, it’s what happens after someone applies where ChatGPT might make a significant difference.

“We know there’s a lot of bias in resumes — no question about that — and I’m not sure that ChatGPT will be any better at it than humans are, but I think some of the algorithms may ultimately become more discriminating, [and] I mean that in a positive way.”

ChatGPT can be asked to look at the skills a candidate offers and not the name, he says.

“We know already that if you submit two CVs — with one with an African American name and one with a European name — the European name will almost always get preferred treatment,” Wheeler says. “If you could strip those names off the CVs, that would make it less biased.”

According to a recent Pew study, 41% of Americans are against AI being used to review job applications, 71% are opposed to it making final hiring decisions, and 62% believe AI will affect hiring and recruiting over the next 20 years.

Earlier this year, the U.S. Equal Employment Opportunity Commission (EEOC) held a public hearing where they “discussed ways in which AI and automated systems in the workplace might support or hinder diversity, equity, inclusion, and accessibility (DEIA) efforts.”

Accuracy is a concern among many.

“Sometimes humans allow their biases (even unconscious biases) to seep into their decision-making,” says Joe Atkinson, chief products & technology officer at PwC, who points out the data generative AI pulls from “are relying on pools of data that may, unfortunately, reflect or incorporate those biases because they’re made up in large part by the outcomes of countless human decisions and actions.”

Wheeler agrees “there’s been some colossal mistakes made with algorithms,” pointing to Workday and Amazon, who used an algorithm to screen new hires and inadvertently eliminated all women.

“The reason was that AI is based on historical data, and so the AI researched all the historical data of all the hires in Amazon in one particular area, technology, and the vast majority of hires were men,” Wheeler says. “So it made an assumption that it only wanted to hire men.”

"Yes, it will take some jobs, but we will continue to need that HR professional role in potentially expanded or different kinds of work.” - Kevin Wheeler

Learning & development

Another way ChatGPT might help create equity in the workplace is around fair pay and promotions — key ingredients to building great cultures.

“How might ChatGPT be able to do more of the analytics associated with who’s getting promoted and how long they stay, and what our pay levels are,” says Tracy Brower, Ph.D., sociologist and author of “The Secrets to Happiness at Work.”

“ChatGPT might be able to do analytics and interpretation on the big data for our organization, but the HR pro needs to think about what questions we should be asking," she says.

It can also help with learning and development for employees.

AI can look inside a company to find employees with skills needed for new roles and provide them with opportunities they may not have had. If you’re looking for a new marketing hire, for instance, you might find someone who has writing skills who you weren’t previously aware of.

“It’s looking at parallel skills,” Wheeler says. “What things could you do, even though you don’t do them now, that your skills might match for?”

Reejig uses its own AI technology to create software that will scan your employees for skills to help your internal mobility efforts and reskill or upskill talent.

“They’re becoming very popular for internal mobility,” Wheeler says.

Increased efficiency

ChatGPT can be used to improve efficiency on HR teams by automating routine tasks like writing procedure and policy manuals, and FAQs to free you up to be more creative, innovative, and strategic.

“Offloading lower value tasks and freeing up time to do more high-impact work,” says Joe Atkinson says, “will create opportunities to completely reimagine how employees are supported.”

The technology can address some of the more routine and basic employee requests, which will reduce employee frustration by creating a sense of empowerment for employees to quickly obtain the answers they need, he says.

The technology can also help onboard new employees by sending out routine communications before they start, and help answer common questions they have about the company, the CEO, the organizational chart, or internal handbook, Wheeler says.

While an HR pro is needed to personalize the content, “the big advantage is it gives you a template to start with,” Wheeler says.

“It solves the blank page problem,” Brower agrees. “It starts you, but HR pros have a critical role to play in looking for nuance, and figuring out through editing what’s best for their culture, and how they can best communicate all of that, and how it’s best positioned,”

While ChatGPT can help HR teams be more efficient, there are concerns around it replacing humans and eliminating jobs.

“I think that’s the scary thing,” Brower says. “If I spend a lot of time writing job descriptions and you’re telling me I don’t have to do that anymore, what am I going to do instead? I think we need to be reassuring people and upskilling them, and preparing them for that next thing that they may not already be doing today.”

If routine tasks are offloaded to ChatGPT, “then those people could be doing more coaching with leaders instead, talent strategy work, or coming up with new and creative ideas for hiring because the talent shortage is here to stay for the next seven to 10 years, according to economists” Brower says.

The World Economic Forum has estimated that AI will replace 85 million jobs by 2025, but create 97 million new jobs—a net increase of 13 million. Some of those jobs might be learning how to use ChatGPT, which has become an in-demand skill, according to 90% of U.S. business leaders who said ChatGPT is a beneficial skill for job seekers.

ChatGPT is like the bulldozer was to road construction, Wheeler says. It wiped out thousands of jobs, but it also created new jobs.

“All the guys with shovels, some of them learned to drive bulldozers, some learned to do other skills that were in that field, and I think the same thing is going to happen in recruiting,” he says. "Yes, it will take some jobs, but we will continue to need that HR professional role in potentially expanded or different kinds of work.”

Atkinson says we’re far away from the day that any technology — including generative AI — can fully replace a human being.

“We will continue to see expanded use cases for which Generative AI can lend a hand, but in a world where employers are still competing to attract and retain the best talent, sustaining the human connection — particularly with HR — is likely to be more important in the future, not less.”

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Is Culture Fit Discrimination?

2021-03-04T14:45:41-05:00

If you’ve ever looked at the people in an average bar, an average university dining hall, or even an average high school cafeteria, you understand how “culture fit” can perpetuate homogeneity.

Most social groups are made up of people from similar backgrounds, who are the same race, are around the same age, and have the same interests. Organizations often lack diversity for the same reason – because “culture fit” can encourage interviewers to overlook prospects that look, think, and behave differently from themselves.

When most people think of “culture fit,” they think of people whose company they see themselves enjoying in and outside of work. They look for people they could go to lunch with during the workday, have a beer with after work, or go to a game with on the weekend. If that’s what you are looking for in a candidate, your hiring practices may be discriminatory.

The culture fit myth

Hiring for culture fit means looking for someone who you and others will be comfortable around and who can integrate seamlessly; however, we are generally most comfortable around people who are similar to us. “Similar” can mean the same race, sexual orientation, gender, age, socio-economic background, or nationality.

Consider this: If you hire the candidate you could see yourself grabbing a beer with, does a person who doesn’t drink for religious reasons have a fair chance?

Why culture fit is a form of discrimination

Culture fit is discrimination because, even when it isn’t explicit or intentional, it is biased toward what is comfortable and familiar. It is difficult for some people to get their foot in the door if a workplace is implicitly restrictive about who will “fit in.”

If you hire the candidate you could see yourself grabbing a beer with, does a person who doesn’t drink for religious reasons have a fair chance?

Experience shows us that applying such criteria can not only create discriminatory hiring practices, but also severely limits the potential of current employees.

Cultural fit interview questions - why you should ditch them

I once ran a focus group for an organization and the discussion turned to the notion of favoritism. One woman explained that the best way for an employee to get to know a particular manager was weekend golf outings. But this manager never invited women.

“Culture fit” can create cultures or sub-cultures in a workplace that people may refer to as an “old boys club,” or a “fraternity” or “sorority,” because they represent a culture you must conform to if you want to be successful in the organization.

It’s why Great Place To Work® encourages organizations to err on the side of expanding their culture. The goal should be to create a culture in which a greater diversity of people can be welcomed and be their full, genuine selves at work, rather than settle for a narrow framework of culture where only certain people fit in.

In fact, hiring people who are unlike anyone else in the organization can bring more diversity of thought to an organization and fuel innovation.

“Culture fit” can create cultures or sub-cultures in a workplace that people may refer to as an “old boys club,” or a “fraternity” or “sorority,” because they represent a culture you must conform to if you want to be successful in the organization.

With all that being said, you must still determine if a candidate can be successful in your workplace. So how do you replace the traditional interview questions once used to determine how well people will get along with a prospective hire?

The secret to avoiding the culture fit trap in a job interview

To create a more diverse and inclusive workplace through hiring, we recommend having a set of broad values that connect to the greater vision and goals of the organization.

At Great Place To Work, for example, some of our values include curiosity and caring. So we don’t ask our candidates for their idea of a fun weekend and see if we agree. Instead, we pay attention to how thoughtful their questions are and how they care for those in their lives.

Care and curiosity can look different in different cultural contexts; but if we know that value is evident in some iteration, we can be confident a candidate will help Great Place To Work achieve our mission.

The end result is a workplace of people who don’t have the same hobbies, don’t have the same social behaviors, and don’t have the same backgrounds. But it is also a workplace aligned on where it really matters and where people can bring their full, genuine selves to work regardless of who they are, what they look like, and where they come from.

If you’re reading this, you’re probably passionate about creating a diverse, equitable and inclusive workplace. DEI is the foundation of our survey methodology and culture management platform. Reach out to us today about how we can help you reach your DEI goals.