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Bookmark This! Effective Business Meetings Edition

Thu, 03/26/2020 - 02:57

Before I start with today’s article, I wanted to take a moment to thank everyone for reading HR Bartender given everything that’s going on right now in the world. I know that for many of us, our work and home lives have been completely disrupted. Mr. Bartender and I are hoping that we can continue to provide you with resources to make your work lives a little easier and more productive. If you have questions or suggestions, please let us know. Be safe out there!

Some of the people reading today’s message are doing it while working from home. Others might be at their work location, but half of their co-workers are working from home. Regardless of your situation, chances are that at some point, someone is going to say, “We need to meet about that.”

Business meetings are hard. They can be even more difficult when they’re virtual. Here are a few resources to help you have the best business meetings possible.

The Only 3 Reasons to Hold a Business Meeting

As a general rule, people do not complain when the reason for scheduling a meeting is legit. They will always complain if a meeting was called and it could have been handled with an email. One of the best skills to have as a working professional is the ability to run a good business meeting. The first step is knowing when to call the meeting.

7 Secrets for Good Meetings

Sometimes the phrase “let’s meet about this” sounds so casual that it might send the message that meetings are easy. Truth be told, meetings are hard work. The real key to a successful meeting is planning. If you really take the time to plan and prepare, it has a definite impact on the outcome of the meeting. 

3 Signs You’re Not Talking Enough in Meetings (And How to Stop Being That Person)

When you’re invited to a meeting, it’s because people want you to share your thoughts. Just because someone is talking a lot is no excuse not to participate. If you don’t talk at meetings you could be sending the wrong message – such as you don’t have anything to contribute, you don’t care about the outcome, or you simply agree with everything in the conversation.

A Manager’s Guide to Successful 1:1 Meetings with Employees 

The perfect one-on-one meeting is casual and conversational. It’s also consistent, and that consistency brings trust and preparedness. To help managers prepare for their next one-on-one meeting, bookmark this page and share it around your office. Also, download the employee feedback and coaching templates to use as a conversation guide. 

How to Conduct a Learning Session During a 1:1 Meeting

Learning conversations do not have to involve platform skills and a bunch of fancy props. Rather, they simply require teaching managers how to structure and deliver effective 1:1 meetings. This 5-step method is an ideal activity to include in the company’s management development or manager onboarding program.

An Employee’s Guide to Successful 1:1 Meetings with Your Manager

Many organizations already train and coach managers on how to conduct a one-on-one meeting. Organizations should make the investment and do the same for employees. After all, they’re one-half of the 1:1 meeting and need to take responsibility for their side of the conversation.

SMART-ly Tracking Your Meeting Progress

Documenting what occurs during the meeting is essential. The way meetings are recorded can have an impact on the outcome of the meeting. Using the SMART plan for meeting minutes also helps direct conversations toward key discussions like “We have a great idea here…now who’s going to take ownership for getting it done?”

Meetings are always going to always be a part of business, whether they’re in person or virtual. It’s important that we respect people’s time and conduct good meetings. Employees will appreciate us for it. And the business will get more done.

Image capture by Sharlyn Lauby after speaking at the SHRM Annual Conference in Las Vegas, NV

The post Bookmark This! Effective Business Meetings Edition appeared first on hr bartender.

Categories: Blogs

Improve the Employee Experience by Providing Answers

Tue, 03/24/2020 - 02:57

(Editor’s Note: Today’s post is brought to you by our friends at Paycom, a leading provider of cloud-based human capital management software. For the seventh consecutive year, Paycom was named a top workplace in Oklahoma. Congrats to them! Enjoy the article.)

Last month, I wrote an article titled “5 Ways Strategic HR Can Bring Business Value”. Number four on the list was for HR to support customer-friendly policies. In the article, we talked about having company policies that help employees take care of the customer (versus creating roadblocks to better customer service).

But we can also view having customer-friendly policies as giving an employee experience that mirrors the customer experience. For example, some of you might know that Mr. Bartender and I recently moved, so we’re updating our address everywhere. Most of the time, I can update my address online. It’s easy to do, I can do it at my convenience, and I know it’s done right.

With self-service technology, employees can do the same thing. They save time by updating their own addresses. Not only does it save a trip to HR, but it saves duplicate key entry, and the possibility of the address being entered incorrectly.

Now, I don’t want to get too far off on a tangent, but I think technologies like employee self-service promote autonomy. They encourage people to take responsibility for their actions. And we know from books like Dan Pink’s “Drive: The Surprising Truth About What Motivates Us” that autonomy is one of the three things that leads to better organizational performance. (P.S. The other two are purpose and mastery.)

Paycom’s Ask Here™ Allows Employees to Get Answers

In addition to updating my own address, another experience I’m starting to use more frequently as a consumer is the ”Contact Us” section of websites. Of course, before you directly contact the customer service department, many organizations have a section where you can find you own answer. It’s super convenient and can often save you a phone call or email.

Paycom recently introduced something similar for employees called Ask Here. It’s accessible through both desktop computers and mobile devices. The goal of Ask Here is to connect employees with the right answers, the first time. I was curious to see how Ask Here works, so I recently requested to demo the service. And I must say, it’s designed to mirror the customer service experience we’re all very accustomed to.

Ask Here works with Paycom’s Employee Self-Service® tool, which acts as a first avenue to see if the question has already been answered. As HR pros, we know there’s a good chance that another employee might have wanted to know the same thing.

If the question hasn’t been answered previously, then the employee can ask the question. They don’t need to figure out who is the best person to ask. They just ask the question. The system will provide an automated reply (so the employee knows their request is in process).

Meanwhile, the system will immediately route the question to the right person. A few common departments that receive questions are human resources, payroll, and facilities. Paycom told me during the demo that they’ve found organizations are also setting up a third point of contact for atypical or unique questions, so they are read and given appropriate attention. 

When it comes to providing answers, the system can prioritize urgent requests (which is helpful). It also allows for standard replies, making the response easier (and faster) for the person replying. And the app is secure, so it’s safe for the employee or department to send or reply with confidential information. Once a response is issued, the employee can receive the response directly within the app, via a push notification on their phone, or by notification sent via email.

Giving Employees Answers Gets Results

Another thing I wanted to know about Ask Here was what it’s done for organizations in terms of results. For employees, they get answers. And they get them in a timely fashion. Let’s face it: Employees aren’t asking their questions to quiz human resources departments. They have a legitimate reason they need that information. When employees receive good information in a timely fashion, it improves the employee experience, which benefits employee retention.

There’s also a benefit to HR in terms of a decrease in foot traffic. As an HR professional, let me go on the record that no one should implement a technology solution to avoid chatting with employees. But in my experience, I’ve always wanted to meet with employees about the important stuff. Paycom’s Ask Here allows HR to spend their time with employees on the important stuff.

The final outcome benefits the entire organization: Emails decreased. No one wants more email. I ran across this Inc. article that said the average worker spends 23% of their time on emails. That’s two hours a day, almost 10 hours a week, about 40 hours a month, and approximately 480 hours a year (480 hours a year = 60 workdays). Ridiculous. Any reduction in email is a good thing. Enough said.

There’s one more thing. Ask Here allows organizations to measure the number of inquiries, types of requests and response times. Gathering and analyzing this information can only help the solution become stronger, which means that the employee experience can become stronger. For example, if the company notices they are getting a lot of certain types of requests, then maybe they want to create an FAQ to help provide immediate answers. Or if response times start to creep up, they can put a plan in place to have more people start answering questions. It might help formulate a communication strategy around common inquiries.

HR departments have the opportunity to take a cue from their marketing counterparts and create employee experiences that resemble the customer experience. And the good news is most employees are customers (somewhere), so the adoption rate should be significant, which brings immediate value to everyone involved.

If you want to learn more about how workplace communications and Ask Here can benefit the business, check out this episode of Paycom’s HR BreakRoom featuring Shark Tank’s Barbara Corcoran.

The post Improve the Employee Experience by Providing Answers appeared first on hr bartender.

Categories: Blogs

The ART of Effective Goal Setting

Sun, 03/22/2020 - 02:57

Regular readers of HR Bartender know I’m a fan of SMART goal setting. SMART is an acronym for specific, measurable, actionable, responsible, and time bound. I think it’s a very flexible model and can be used for multiple activities – everything from operational plans to meeting minutes to individual goals.

Last year, at Saba Software’s Insight Conference, I learned a new way to use SMART. And that’s to write it backwards. Yep, turn SMART into TRAMS. While the letters still represent the same concepts, it does allow us to approach goal setting a little differently.

Time bound. When do we need to have something done? Meaning, what’s our deadline? Often a deadline drives what actions the organization is able to take.

Responsible. Who needs to be involved? Those people need to be in the room during the decision making and goal setting process.

Actionable. What are we trying to accomplish? In addition, this is an opportunity for the organization to ensure that the team has the knowledge, skills, and abilities to get the job done.

Measurable. What’s the expected outcome? Then, the organization should define how they will measure the outcome and where the data will come from.

Specific. Is the goal easy to understand? Everyone on the team needs to be able to talk about the goal and how it will be accomplished.

When I use the traditional SMART model, I think of it as a goal setting guide. Specific – What do we want to do? Measurable – How will we know when we get there? Actionable – What are the steps or actions we need to take? Responsible – Who will do them? And time bound – When will it be done? SMART goes from high level ideas to the nitty gritty details.

With TRAMS, it feels more like goal achievement. Time bound – When do we want to see results? Responsible – Who’s on the team? Actionable – What are we going to do? Measurable – What outcomes are we hoping for? And specific – Can everyone understand it? TRAMS takes the conversation from details to a plan of action.

Depending on your situation, both SMART and TRAMS can be good. Now more than ever, organizations and individuals are going to want a proven goal setting model to help them stay focused. This approach allows users to take a model they already know and flex it to meet their specific needs.

Right now, employees might be trying to adjust to a new normal, such as working from home. These changes do take some getting used to. But at some point, employees will want to focus on being productive because it feels good to get stuff done. That’s where goal setting comes in.

Organizations and managers have a goal of helping and supporting their employees. Part of that includes giving them tools – like SMART and TRAMS. Not only will it help employees work though temporary and short-term changes, but it will help them accomplish the organization’s big long-term projects.

Image captured by Sharlyn Lauby while exploring the Wynwood Arts District in Miami, FL

The post The ART of Effective Goal Setting appeared first on hr bartender.

Categories: Blogs

Bookmark This! Working From Home Edition

Thu, 03/19/2020 - 02:57

Given what’s currently happening with COVID-19, many employers suggest mandating that their employees work from home (if able). It only makes sense. Employers are trying to help employees minimize their social interactions with others.

But if your organization doesn’t have a work from home policy in place, it can be a big deal. And many HR pros are having to create this new normal quickly – and, on the fly.

I’ve mentioned before how, when I was researching becoming a consultant, I spoke with consultants about the pros and cons of consulting life. One person said to me that working from home was the biggest challenge they faced. I heard from several consultants that they went back to corporate jobs because they were lonely when working at home.

I’ve been working from home for well over a decade now and love it. But it wasn’t always that way. When I first started, I would get up, put a suit on, and work because I was so afraid of being distracted. And I was making myself miserable. One day, I had an intervention with myself and created some work at home rules which allowed me to stay productive and enjoy the perks of working at home.

If you’re currently faced with (unexpectedly) working from home, here are some articles that might help.

The Pros and Cons of Working from Home

Working from home may be the top goal of many workers. Here are several tips and resources discussing the pros and cons of working from home.

6 Tips for Successfully Working at Home

For many, working at home is a dream. But there can be a lot of challenges too. Here are a few tips to help you successfully work from home.

How to Listen and Listen Well

We need to listen and listen well, especially when we’re working remotely. Poor listening impacts our ability to receive information and this can hurt our concentration levels.

8 Ways to Better Your Everyday Communication

When we work remotely, our co-workers don’t get the benefit of seeing us. For effective communication, match the method to the message. Think about the message you’re trying to convey, then decide the best way to communicate it.

7 Things Every Email You Send Should Have

Email becomes a primary communication tool when you’re working remotely. Here are seven components to sending an effective email that will get a good response.

The 5 Rules of Texting Etiquette

Texting is a common form of communication. Here are 5 common-sense rules to consider when texting. They include, ask for permission, be brief and more.

I wish I could tell you that there’s a secret formula to working from home. Unfortunately, it’s a lot of trial and error to determine what works for you. But if I could offer one suggestion, it would be: try to mirror your work arrangement.

You don’t have to wear a suit but working in your pajamas all day might not help you be your most productive. Unless you snack all day at work, try to follow good nutrition habits. Same goes for watching TV or listening to podcasts or music while you work. Finally, practice good ergonomics. Your body will thank you and you’ll get more done.

I know working from home can be challenging. Especially if you didn’t ask to do it. But you can make this work. Let me know if you have any working from home questions and I’ll try to answer them! If you found something that works amazingly well, share them in the comments. It just might be the solution someone else is looking for!

The post Bookmark This! Working From Home Edition appeared first on hr bartender.

Categories: Blogs

Managers Must Know How to Manage the External Workforce

Tue, 03/17/2020 - 02:57

We’ve spoken before about the concept of “buy, build, and borrow” as a recruiting strategy. “Buy” means hiring employees from the outside. “Build” means developing talent from within the organization. And “borrow” is focused on hiring freelancers, contractors, and external service providers (i.e. the external workforce).

For organizations to be successful in the talent space, they need to do all three. More specifically, they need to be very clear on when and how they will borrow. The SAP Fieldglass report “Services Procurement Insights 2019: The Big Reveal” shows that the external workforce represents 42% of total workforce spend. Organizations are using an external workforce to help them to bridge the skills gap and maintain their business competitiveness. In fact, most executives (59%) say the external workforce helps them compete in a digital world.

2 Ways for Organizations to Utilize External Service Providers

Organizations need to manage all of their resources well. But because the resources dedicated to the external workforce are significant, it’s even more important to understand the best ways to utilize external service providers. Here are two common ways for organizations to use the external workforce:


This is probably the most common way organizations use an external workforce. When they need something done, instead of hiring a regular full-time employee, they bring in a contractor or external services provider to handle the task. When the task is complete, the contractor or external services provider is finished with the assignment.

Readers of this blog know I’m a fan of the Marvel Cinematic Universe (aka MCU). A project-based use of an external service provider would be like Captain Marvel. She shows up when you need her. Otherwise, she’s out saving another universe.

Extension of the department

This one isn’t as straightforward as the project-based scenario. The company needs a task done on a regular basis. It might be tempting to mash up a few tasks that need completing, call it a “job”, and hire a regular full-time person.

But here’s the challenge. That mash up tasks isn’t really a “job”. And we all know it. As HR pros, we need to design jobs that provide meaningful work that people want to do. That they feel some sense of purpose and connection. When jobs are designed poorly, employees will not feel connected to the organization. And they’ll leave.

So, that task that needs to be completed on a regular basis is perfect for an external service provider as they are looking for project-based work rather than a career path within an organization.

In the MCU, this would be like Falcon. When the Avengers need his skills, he “swoops” in to help the team. Sorry, couldn’t resist the bad pun. Which if you’ve been watching the Avengers movies, Falcon seems to help out a lot. And I don’t want to give away any spoilers, but it’s also possible that what starts out as the perfect freelancing gig could end up being a more regular role.

Regardless of whether the company hires a Captain Marvel or a Falcon, managers need to make sure their organizations are appealing workplaces for external workers. This is also true during assignments. Contingent workers along with external service providers want to stay engaged. The idea being that if Falcon and Captain Marvel feel positively about a company and the work they are doing, then when they get the call, they will make the company’s needs a priority.

The Manager’s Role in Engaging the External Workforce

Just like managers are a big part of keeping regular full-time employees engaged, they’re a big part of keeping external service providers engaged. Here are 4 activities that managers can do to keep the external workforce engaged with the organization:

UNDERSTAND the company’s external workforce engagement philosophy. This means that managers should understand how to best leverage contractors and external services providers – as well as supply chain technologies – to get projects done.

KNOW and actively manage the external worker’s agreement in terms of expectations, deliverables, time, fees, etc.

MONITOR the work products that external service providers deliver for value, timeliness, reworks, etc.

UTILIZE the contractor or external service provider cross-departmentally for greater collaboration since they know the organization. This might also get the organization better rates.

As the talent market continues to challenge us, organizations need to look at the external workforce to get things done. But managers must be prepared to invest in helping the external workforce feel connected to the organization.

To learn more about how your organization can more effectively manage the external workforce, download the SAP Fieldglass report that I mentioned above and check out this video conversation I had at SAP Ariba LIVE in Barcelona with Molly Spatara, global vice president of brand experience for SAP Ariba and SAP Fieldglass.

The post Managers Must Know How to Manage the External Workforce appeared first on hr bartender.

Categories: Blogs

How Organizations Can Address Email Fatigue

Sun, 03/15/2020 - 02:57

I ran across this article from CNBC on how many hours Americans spend on email each day. It’s an interesting read. The article says that we spend 209 minutes a day checking work email and 143 on personal messages for a total of 352 minutes. That translates to roughly 5 hours and 52 minutes each day (almost 6 hours a day).

I have a couple of takeaways from this.

If employees only answer work emails at work, then they’re spending a little over 3 hours a day on work email. In a typical 8-hour day, that means employees only have 5 hours left to be productive. Of course, that’s saying that none of the 5 hours is spent in life draining meetings. I’m being a bit sarcastic there, but you get the point.

It also means that work emails could potentially be lost in the noise. Employees might glance over a subject line and delete it thinking that the message isn’t important. Or open a message and not take the time to read the entire thread before responding. And who can blame them? Many employees aren’t told during the interview process about how much time they will spend answering emails.

I do understand that there could be such a thing as “productive email”. Some messages are necessary and helpful. The question becomes how much is the right amount of email. My guess is, if I asked most employees if they get too much unproductive email, I would get a resounding “yes”. So, we need to make sure that we do things to reduce the amount of unproductive messages and potential email fatigue. Here are a few things to consider:  

Match the message to the medium. Some messages are better sent in person and others are okay via email. Organizations need to ensure that messages are sent the right way. I’ve seen way too many times an organization send a company-wide email because it’s easy on them and then wonder why no one read it.

Find alternative technologies that will send messages. While email is still a significant business communications tool, there are some others that have emerged – texting, collaborative platforms like Slack, and apps like Workplace from Facebook. Each of these has pros and cons that could be worth investigating. But the end result could be time savings.

Set a good example. If you want employees to send good productive messages, then it starts with senior management. I once worked for a company that had “email guidelines”. At the time, I thought it was hilarious but maybe they were doing the right thing by formally setting expectations.

Hold people accountable for following good email etiquette. I know no manager wants to counsel an employee about “reply all” messages but it’s a huge frustration and it could limit an employee’s effectiveness. Think about ways to coach employees on the right way to send email.

I hate to admit it, these things aren’t new. But they work. And we often forget that. The answer doesn’t have to be an email training program or email disciplinary action. It does need to be a conversation about “How do we communicate more effectively?” Because the better we communicate, the less time employees will spend on email and the more time they will focus on productivity.

Image captured by Sharlyn Lauby after speaking at the HR Change & Transformation Conference in London, England

The post How Organizations Can Address Email Fatigue appeared first on hr bartender.

Categories: Blogs

Encourage Learning After Personal Setbacks and Failures

Thu, 03/12/2020 - 02:57

Years ago, I had the chance to hear Sara Blakely speak about starting her company, Spanx. If you ever get the opportunity to hear the story, I would strongly suggest it. My takeaway is that her journey is less about shapewear and more about how to turn setbacks and failures into something positive and productive.

One of the things that Blakely told the group was that her father encouraged failure. At the end of the day, over dinner, he would ask, “What did you fail at today?”

I was reminded of Blakely’s story at last year’s SAP SuccessFactors Conference in London. A panel of speakers were talking about their setbacks. Their stories involved major illnesses and accidents that caused them to put their personal and professional plans on hold for a while. One aspect was, when they were ready to resume their plans, they also had to ask themselves if that original plan was the thing they really wanted to do.

I know firsthand the importance of recalibrating after a setback. Depending on the type of setback or failure, it can change lives and careers. Many of you know that twenty-four days after Mr. Bartender and I were married, we were in a car accident. I spent the first year of my married life in a full-body cast. Events like that change you. But they don’t have to stop you.

Which brings me back to the SuccessFactors panel. Is it possible to harness the lessons learned during our times of challenge, setback, or failure into something productive?

I believe on an individual level; the answer is yes. But what about on a professional level? Is it possible for organizations to provide support and encouragement to employees who are experiencing setbacks, so their professional life continues to flourish as well? If organizations tell employees to leave their personal lives at the door, then employees might miss out on those breakthroughs.

Here are two things to consider:

  1. Create safe zones. On an individual level, maybe it makes some sense to build a personal board of advisors to help navigate through the tough times. On an organizational level, encourage employees to build internal and external networks. Not only can these groups help employees during challenging times, but they are valuable every single day of the year.
  2. Encourage ‘nudging’. I’ve been fascinated by a concept called nudge theory which says that positive reinforcement and indirect suggestions can influence behavior. For example, is it possible that giving a friend or acquaintance a Facebook “like” or an Instagram “heart” provides the little push someone needs to keep going? Support doesn’t always have to be a face-to-face meeting or a long phone call.

While I wish everyone all the success in the world, the reality is that we will all experience setbacks and failures along the way. Hopefully, they’re small ones that we can bounce back quickly from. But whether they’re big or small, there can be lessons learned. The question becomes are we taking the time to reflect, recalibrate, and refocus our thoughts and feelings to move forward.

Image captured by Sharlyn Lauby after speaking at the HR Change & Transformation Conference in London, England

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Categories: Blogs

Want to Hire a Great HR Professional? Go To an HR Website

Tue, 03/10/2020 - 02:57

(Editor’s Note: Today’s post is brought to you by our friends at the Society for Human Resource Management (SHRM). With over 300,000 HR and business executive members, SHRM creates better workplaces where employers and employees thrive together. Check out the SHRM HR Jobs booth at SHRM Talent Conference and Exposition on April 20 – 22, 2020 in Orlando, Florida. Enjoy the article!)

Regular readers of HR Bartender know that I facilitate the SHRM seminar Talent Acquisition: Creating Your Organization’s Strategy. One of the things we discuss during the seminar is building candidate personas as a way to source open positions. I always find this is a terrific opportunity to ask the group, “When you’re looking for an HR professional, where do you go?” Of course, many of them always say “SHRM.”

It totally makes sense. If you want to find an HR professional, go to an HR website. And if you’re an HR professional looking for a new human resources job, go to an HR website.

That’s why I wanted to tell you about the SHRM HR Jobs portal. The site has been recently revamped, and it focuses on two things: 1) Organizations can post their Human Resources job openings. 2) HR professionals can post their resume (for FREE). Let’s talk a little about each. Oh, and before you say, “I’m not a SHRM member so this really doesn’t apply to me.”, you don’t have to be a SHRM member to post jobs or search for opportunities. So, read on…

Features For Employers Looking To Hire HR Talent

Organizations can post their openings on the site. There is a cost depending on how much exposure you want the job posting to get and if you would like it distributed via email to HR professionals looking for a new opportunity. Honestly, that’s no different than any other job board. All job postings are for 30 days so the cost doesn’t affect timing.

As individuals express a desire in your company and/or your openings, you can keep track of them in the “My Candidates” section. And you can also use the “My Templates” section to create pre-screening questions and response letters.

Even if you don’t have any openings right now, at least take a moment to set up a company profile. It’s FREE and a great way to let people know about your company. Don’t miss out on some no-cost employment branding.

Features For HR Professionals Looking For New Opportunities

If you’re wondering what types of HR opportunities are being posted (because I was), I did a few searches and found a wide range of human resources jobs – everything from coordinator to vice president. Both specialists and generalists. In smaller cities as well as larger ones.

The site also allows an individual to set up job alerts. So, you don’t have to regularly visit the SHRM site to see if there’s an opening you might be interested in. You can set up a job alert for that super cool dream job and when it gets posted, you’ll automatically know about it.

Regardless of whether you’re looking for a new HR opportunity right now, it might be worth your time to post a public resume. Think of it similar to a LinkedIn profile, but it resides on your professional association’s website. Employers would be able to search for it. (P.S. You can also upload a private resume that you could keep on hand to send to interesting leads.)

Finally, the site has a job search resource center. Please don’t take this the wrong way but sometimes as human resources professionals, we’re great at telling others how to find a new opportunity but we’re not so great when it comes to doing it ourselves. This area will give you job search reminders to help your resume stand out.

Check Out the SHRM HR Jobs Portal

The basic tenet of recruitment marketing is to “go where the candidates are”. That’s the reason I found the HR Jobs section of the SHRM website so important. When we’re looking for HR professionals, it only makes sense to go to an HR website. I’ve got nothing against LinkedIn or Indeed, but they’re not human resources specific. It only makes sense to post openings (or your resume) where HR professionals are.

Also remember, if you’re looking for HR professionals who have certifications, SHRM’s HR Jobs might have more of them. Here’s my logic: If I’m a certified HR pro or a SHRM volunteer leader or a SHRM Government Affairs A-Team member, chances are I’m more connected to the organization and my profession. I’m not saying that there aren’t qualified HR pros who aren’t members of SHRM or connected to the profession. What I’m saying is that if you’re an organization looking for an HR pro, then going directly to an HR organization is a way to gain exposure to more of them.

If you want to learn more about the SHRM HR Jobs portal, just go check it out on the SHRM website – it’s easy to remember You can view all of the things I mentioned with your SHRM login, no extra sign up required. In fact, you can search open jobs without a SHRM account or even a resume. There’s a web demo for Job Seekers available on the SHRM site and a web demo for Employers coming up on Thursday, March 19, 2020 at 2p Eastern.

Oh, and P.S. SHRM HR Jobs has a Twitter account and a LinkedIn account so you can follow the action on social media.

The post Want to Hire a Great HR Professional? Go To an HR Website appeared first on hr bartender.

Categories: Blogs

Everything HR Needs to Know About Geofencing

Sun, 03/08/2020 - 01:57

A couple of years ago, I was invited to attend the TAtech Conference. TAtech is a trade association for organizations that provide technology-based recruiting tools. It’s a great event and I really learned a lot. One of the concepts that the group was very focused on was geofencing.

According to a report from MarketsandMarkets, the geofencing industry is expected to grow over 27% by 2022, citing “technological advancements in use of spatial data and increasing applications in numerous industry verticals.” While all of this isn’t focused specifically on recruitment marketing, it does send the message that geofencing isn’t going away any time soon.

What is geofencing?

In the article “What is Geofencing and How Can You Use It to Attract Qualified Applicants?”, the author describes geofencing as “the practice of providing specific content to individuals based on their physical location, as determined by either their internet protocol address (i.e. IP address) or a function of their mobile device, such as radio-frequency identification (also known as RFID). The physical location can be as specific as an organization, or as broad as a zip code, state, or country. How broad you set the parameters depends on your particular goals, and where research shows your target demographic is located.”

So geofencing is about using technology to send a targeted message to a specific location. Think of it as putting a fence around a location and only sending your message to the individuals within the fence.

An example of geofencing would be if you’re trying to find talent acquisition professionals. You know there’s a big HR conference coming up in San Diego. Geofencing would be identifying (i.e. creating a fence) around the location of the conference (San Diego) and then planning to send messages to HR pros who are in the “fence” during the conference timeframe.

How does geotargeting differ from geofencing?

In the same article, geotargeting is defined as “adding the additional capabilities of being able to deliver ads not only to people within a specific geographic area, but also people who meet certain criteria, like behaviors, interests, and demographics.”

Using our previous example, geotargeting would be identifying the HR pros at that big conference in San Diego who have talent acquisition experience and specifically sending messages to them instead of all of the HR pros. The key to using both geofencing and geotargeting successfully is understanding your audience. The more you can identify the ideal candidate, the better you can target your messaging.

Give me some more examples of how to use geofencing for recruitment.

Okay, let’s say you’re at a career fair. You want to get in front of as many qualified candidates as you can. One thing that can help bring candidates to your booth is your employment brand. In the article, “Geofencing for Recruiters: Reach The Right Job Candidates For Less”, they mentioned a statistic that I found interesting. “According to a study by CareerArc, 75% of candidates consider an employer’s brand before applying for a job. With geofencing, you can ensure that candidates have seen your company’s name and logo before coming up to your table.”

Organizations can also use geofencing in their diversity and veterans recruiting efforts. It’s one of the “4 Ways to Use Mobile Geofencing for Recruitment” that ERE mentions in their article. Geofencing can be used to target diverse communities to reach desired populations or maybe even deliver your message on military bases.

But what about privacy. Is geofencing safe and secure?

It’s a great question. I found a good article on titled “What is geofencing? Putting location to work.” that talked about security. Remember for most technologies there is certainly the opportunity to overreach, but it can also bring benefits. For example, the technology behind geofencing is the same as the one that allows us to get an alert when someone enters or leaves our home.

Some states are starting to consider consumer protection laws that include location-based advertising. If you’re considering any type of geofencing or geotargeting as part of your recruitment marketing strategy, you’ll want to make sure that you’re following the law.

If your organization hasn’t considered geofencing in the past, this might be something to think about. It does take some research to understand where to target and who is your ideal audience. But in a highly competitive recruiting market, the benefits may be significant.

Image captured by Sharlyn Lauby while exploring Walt Disney World in Lake Buena Vista, FL

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Categories: Blogs

Bookmark This! The #Coronavirus Edition for #HR

Thu, 03/05/2020 - 02:57

You knew that I would have to do this at some point. But before you close this tab on your browser, I hope you read on because I’ve put together something a little different when it comes to handling COVID-19 (also known as the coronavirus).

I don’t want to spend a lot of time sharing articles about outbreaks, sanitizers, and masks. You probably already have those sites bookmarked. If you don’t, here’s a couple to get you started.

A Facebook friend shared this article from Juliana Grant, a medical epidemiologist with almost 20 years of experience in public health. It’s an email she wrote to family and friends about the coronavirus and later decided to share it on her blog. I like her ability to convey very serious information in a casual writing style.

The Centers for Disease Control and Prevention (CDC) has extensive information on the virus including how it spreads, risk assessments, and travel information.

This article from Harvard Business Review answers “8 Questions Employers Should Ask about Coronavirus”.

The Society for Human Resource Management (SHRM) has a FAQ about the coronavirus, including information about the Family and Medical Leave Act (FMLA), workers’ compensation, and the Americans with Disabilities Act ADA).

And this last one might sound a bit unconventional, but The Disney Food Blog published a nice read about visiting the theme parks. I know public events are a concern right now, so this article might provide a few insights.

The information I wanted to share with you today has to do with some of the workplace challenges business leaders are facing as a result of the coronavirus. For example, employees might be requesting flexible work. I published an article last year about the different types of flexible work options that are available for caregivers, but it might work under these circumstances as well.

Many organizations are allowing employees to work from home. And that’s terrific! But working from home isn’t the same as working in an office. And employees might need some guidance on how to work from home successfully.

Managers also need some guidance on managing a virtual workforce. It’s certainly not impossible to do but it is different. Encourage managers to find time to create an engaging moment for an employee. It will strengthen the relationship and let employees know that the company cares about them.

I’d like to think that everyone understands that organizations are simply reacting to the information they have available. But that doesn’t mean we can’t make our employees feel like we have a plan in place to disseminate information and options when it comes to getting the work done.

One last thing, if your organization doesn’t have any kind of emergency plan in place, use this as an opportunity to get one. I’m watching the news – just like you are – and many people are referencing the 2009 H1N1 virus (remember that one?!) My point is this, at some point in the future, there will be another situation. We just don’t know what it will be called and when it will happen. Find time to do a debrief and put a plan together for the future. I honestly hope you never have to use it. Our employees right now are looking for our leadership. They want to know that we can handle the unexpected. They want answers to their questions. While we might not know what’s happening with the virus, we do know how to run the business.

Image captured by Sharlyn Lauby at the Peter Tunney art exhibit at Wynwood Walls in Miami, FL

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Categories: Blogs

Talent Acquisition: 3 Learning Activities that Can Benefit Your Strategy

Tue, 03/03/2020 - 02:57

(Editor’s Note: Today’s article is brought to you by our friends at Criteria Corp, a leading provider of pre-employment testing services. If you want to learn more about how pre-employment testing can benefit your talent acquisition strategy, check out Criteria Corp’s “Definitive Guide to Pre-Employment Testing”. I’ve found it to be a comprehensive guide that I keep on the corner of my desk all the time. Enjoy!) 

I’m confident that you know recruiting in today’s business environment is hard. Unemployment is at a 50-year low and we continue to have more job openings than job seekers. So it won’t come as a surprise that we need to adapt our talent acquisition strategy to effectively deal with these challenges.

I’ve written about the buy, build, borrow model a few times. In the past, organizations have really focused on the “buy” component of the model, which is hiring candidates from the outside. What’s interesting to see is how more organizations are starting to address their external recruiting challenges  by using the “build” component of the model, which is developing current employees.

The build component is typically focused on developing employee skills. This is important because there’s a skills gap that needs to be addressed. According to the Association for Talent Development (ATD), more than 80% of organizations feel that they are facing a skills gap and they will continue to do so. Skill development addresses both the skills gap and the candidate shortage. And since the statistics suggest that this situation isn’t changing anytime soon, it only makes sense for organizations to include learning and development in their talent acquisition strategy. There are three types of learning activities that organizations can use to develop employee skills:

Skilling is teaching an employee the skills they need for the job they have today. Let’s say Cecil is a new security officer in the organization. In order to do his job, he needs to know how to monitor the security cameras. Training him on how the security cameras work would be skilling.

Upskilling is teaching an employee additional skills so they can continue to bring value and contribute to the bottom-line, typically in their current role. An example would be if Jose, who works in HR, wants to get the Society for Human Resource Management (SHRM) Talent Acquisition Specialty Credential. While the credential is a confirmation of proficiency, the process to obtain the credential often adds new skills.

I view upskilling as being a little different from skilling. Skilling is about having the necessary skills to do the job. Upskilling is about additional skills to stay relevant and enhance the job. Which leads us to the third learning activity:

Reskilling is to teach an employee new skills so they can do a different job. A great case study can be found in Harvard Business Review’s article “AT&T’s Talent Overhaul”. It talks about how AT&T managed the transition from being the “phone company” to a “digital organization” and more importantly, how the company created a transition for employees who held the title of telephone operator to new positions in the digital organization.

This could be a new way of thinking about talent acquisition and learning. In some organizations, recruiting and learning functions don’t partner in this way. Everyone might agree that skills development is important, but the responsibilities are siloed. I’d challenge people to think of skills development as a company-wide initiative for a couple of reasons.

If organizations want to accomplish their goals, they need employees who can do the work. If there are skills gaps, then the organization either needs to find the talent on the outside or develop people from within. Maybe even a bit of both.

In addition, if organizations want to grow (whether that’s in size or in revenue) then they need employees who are going to help them get to the next level. That means skill development and skill enhancement.

These two things – having the right talent for today and developing the right talent for the future – helps the organization adapt to the changing needs of customers and the business environment. That isn’t a recruiting responsibility or a learning responsibility. It’s an “everybody” responsibility.

There’s one more reason for organizations to focus on skill development as part of their talent acquisition strategy. It allows organizations to become more adaptable. I ran across an another article in Harvard Business Review that talked about fit versus adaptability and that adaptability might be a better indicator of performance than cultural fit. It got me thinking. Adaptability means that individuals must be able to learn as things change over time. That means employees must be not only be trainable for the job they hold today but capable of upskilling and reskilling for future opportunities.

I realize that organizations cannot abandon their buy strategy. Sometimes we need to recruit from the outside. But to make sure that employees are able to adapt, organizations should consider making “trainability” a quality they want to explore during the recruiting process. Ask some behavioral based interview questions about self-learning. Also consider using cognitive aptitude assessments to measure trainability. This dual approach could help the organization hire people today that will be skilled for future opportunities.

If you want to learn more about adaptability and how to add skilling, upskilling, and reskilling into your existing talent acquisition and development programs, join me and the Criteria Corp team for a webinar on “Using Talent Pools as the Foundation of Your Talent Strategy” on Tuesday, March 17 at 10a Pacific / 1p Eastern. We look forward to seeing you there!

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Categories: Blogs

Managers: 8 Ways to Create an Engaging Day for Employees

Sun, 03/01/2020 - 02:57

Organizations continue to look for ways to create greater employee engagement. Of course, one of the ways they do it is by creating programs focused on improving engagement. But creating programs can’t be the only thing that organizations do. Managers need to be actively involved in creating engagement.

Last year, I had the opportunity to spend some time at an SAP SuccessFactors conference in London. During the event, one of the speakers referenced eight ways to create a great day for employees. It made me immediately think of managers and employee engagement, so I wanted to share the list with you.

1. Deliver a learning moment. Learning can take place outside of the classroom and in small intervals. Managers have a real opportunity to coach and mentor employees. Help them learn new skills and knowledge that will improve their performance.

2. Use the employee’s strengths. Every employee has a strength. The question becomes does the employee know what theirs are? And does the manager know? Managers have the ability to give employees assignments that show off their strengths.

3. Tell employees they made an impact. At the core of employee engagement is the notion that employees should understand how their work connects to the organization’s strategic goals and plans. Managers should regularly tell employees how their work is benefitting the company.

4. Recognize an employee’s accomplishments. “No news is good news” should not be an employee recognition program. Managers should let employees know that they’re appreciative of their efforts and results.

5. Offer inspiration. Organizations should take the time to understand what motivates and inspires their employees. Then deliver on it. Being inclusive, transparent, and conducting ourselves in an ethical manner can provide inspiration to the people around us.

6. Help employees make progress toward their goals. Sometimes we have to do more than offer inspiration (See #5) and provide employees with tangible support toward goals. That might be approving attendance at a conference or seminar, giving an employee a book, or just listening.

7. Create collaborative opportunities. So far, we’ve been talking about all of the things that managers should be doing. It’s important to remember that employees can learn, get recognition, and receive inspiration from co-workers. If we let them get involved in group / team activities.

8. Let employees make it theirs. Finally, one of the best things we can do is let employees be themselves. That means setting expectations and getting out of the way. Managers can be there to support and encourage, but let employees own a process and take credit for the results.

As managers, I really thought this is a nice list of things that we can remember to do when interacting with employees. Will we remember to do every single one on each and every day? Probably not. But maybe that’s not the point. My question is, how many managers are doing at least one with an employee every day? Or maybe managers are great at using an employee’s strengths but not so great at creating collaborative opportunities. You see what I mean. The goal is with every interaction to provide employees with an engaging experience.

Image capture by Sharlyn Lauby after speaking at the SHRM Annual Conference in Las Vegas, NV

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Categories: Blogs

Technology: Do Not Let Your Company Become Obsolete

Thu, 02/27/2020 - 02:57

While you know that I love my technology, there are some activities that I enjoy doing what some might term “old school”. Like I enjoy having a paper planner. I take handwritten notes during conferences. Some might say that I’m behind the times. Others will cite the research that says writing things down helps with retention. Frankly, I like it and it works for me. That’s what counts. And I’m not the only one. Do a quick internet search for paper planners and you will see there’s a whole market out there for people just like me.

But whether people are buying paper planners isn’t the point of today’s article. This Time Well Spent from our friends at Kronos reminded me that there’s a fine line between doing the things we’ve always done them and staying relevant.

Today’s technologies can take our work to the next level. Using my story above about paper planners, let me add that I don’t keep my calendar in a paper planner. I use an online calendar. It’s easier to manage appointments and very flexible when I need to make changes (which is a lot). When we’re talking about organizational processes such as payroll, it could make a lot of sense to automate them – even though they’re working – because the result is more productivity.

Our stakeholders expect technology. Again, we’re not saying that manual processes are bad or wrong. But in today’s business world, our key stakeholders (i.e. customers, suppliers, employees) expect us to have certain processes automated. They’ve become accustomed to it and not having technologies in place could signal an organization that’s behind the times. This could have an impact on the company’s ability to hire the best talent and retain customers.

It’s easier to bridge short gaps than long ones. The longer organizations (and individuals) wait to adopt technologies, the harder it becomes to get up to speed. Implementing new technologies isn’t supposed to be painful. What can often contribute to frustration is when employees are forced to learn by drinking through the firehose (versus in baby steps). Sorry for all of the analogies there but you see my point. It’s easier to learn and retain incrementally.

I’d like to think at this point we’re not having a discussion about whether technology is a trend. It’s here to stay and it’s moving at light speed. And, I completely understand if organizations don’t want to be early adopters. But that doesn’t mean the answer is staying in the Dark Ages. Organizations need to examine their current processes – even the ones that are working well – and ask themselves, “Can we do better?”

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Categories: Blogs

5 Ways Strategic HR Can Bring Business Value

Tue, 02/25/2020 - 02:57

(Editor’s Note: Today’s post is brought to you by our friends at Paycom, a leading provider of cloud-based human capital management software. They were recently recognized by Glassdoor with an Employees’ Choice Award as one of the best large-sized companies in the U.S. Congrats to them! Enjoy the article.)

According to the Bureau of National Affairs, employee turnover is costing U.S. businesses an estimated $11B in lost revenue. It’s probably not a surprise that turnover is expensive. What might be surprising is how expensive turnover can be. And while HR departments are traditionally responsible for calculating turnover rate, they are not typically responsible for that result.

Statistics like turnover are both a strategic imperative for the business and an opportunity for HR. We have an obligation not only to share the numbers but lead the discussion about employee recruitment, engagement, and retention. We’re considered to be the resident experts in these areas, and we can use our expertise to bring value to the bottom-line. Here are five activities to consider using when we want our ideas to be heard.

5 Activities to Demonstrate Strategic HR

1. Understand the business. We often use a PESTLE analysis to gain insights about the business. PESTLE being an acronym for political, economic, social, technology, legal, and environmental. Why not use the information we discover during PESTLE to build a business case for your ideas.

Let’s take the turnover example that I mentioned above. What if part of the challenge is that organizations have too many technology solutions that aren’t speaking to each other? Employees are doing double (or triple!) the work? Paycom has a “Cost of Multiple HRIS Systems” calculator that can help put those numbers together. We know employees today want a technology experience that mirrors the one they have in their personal lives. Businesses need to ask themselves whether they are delivering an excellent employee experience.

2. Speak your company’s “love language”.  Author Gary Chapman’s 5 Love Languages concept says to effectively express yourself, you must understand how others receive and process information. The business application of Chapman’s book is know your audience. This ties into first activity about understanding the business. Once we know what’s going on, then we can refer to problems and solutions in the same context as other managers and executives.

The time to make sure every employee is speaking the same language is during orientation and onboarding. When I worked at the airline, we gave new employees a glossary. The industry was full of jargon! I left a company where AP meant accounts payable and went to a company where AP represented airframe and powerplant mechanic. Big difference!! Think about the cost of your onboarding program and how speaking the same language adds value.  

3. Think “how”. I believe the way to create high performance is by having a BHAG (big hairy audacious goal). Everyone agrees on the goal and works together toward achieving that goal. But frankly, organizations aren’t going to achieve their goals if they spend more time talking about what they can’t do (versus what they can do). It reminds me of an employment attorney who, whenever I called with a question would ask, “What do you want to do?”. Ninety-nine percent (99%) of the time, we could do what we wanted to do.

In thinking about employee recruiting and retention, this might also be a good time to discuss whether the organization would have a better chance of success if a technology solution was able to reduce the amount of manual processes currently in place? How can we create an employee experience that makes people want to stay?

4. Support customer-friendly policies. In number three (above), we talked about solutions. It’s important to note that the answer to every problem isn’t to create a new policy. In fact, I think the more time I spend in HR, the more I think the first question organizations need to ask is “Do we need a policy or procedure about that?” because I wonder how many organizations might answer “not really”.

But if after thinking really hard about it, the answer is “yes”, then by all means…write a policy. Sometimes there’s a cost to noncompliance. However, it is possible to be compliant and customer-friendly at the same time. It takes understanding the business (see number one). HR pros are in a perfect position to guide the organization on this point.

5. Solve the people problems that impact the business. Readers of this blog know that I love metrics. Over time, I’ve come to realize that there are stages when we need to use people analytics to gather the right data and create actionable results. Like when we’re trying to help the business find and retain the best talent.

This is ultimately our goal. HR’s strategic role is to help the organization solve their people challenges. Because when we do, that benefits the bottom-line. The first rule of solving business problems is to get buy-in. Not only from senior management but from employees. For example, we’ve been talking about using technology to improve the employee experience (and reduce turnover). Well, if employees don’t buy-into the solution…then the problem didn’t really get solved.

Bring Your Strategic HR Value!

I didn’t want today’s article to be one of those typical “human resources professionals need to bring value to the business” articles. Everyone who works for the company – including HR – needs to bring value. I did want to share some ways that everyone – including HR – can bring strategic value. They’re good reminders no matter where you are in your career.

And I wanted to share with you the Paycom calculators. I know many HR pros are looking for opportunities to quantify what they already know anecdotally. I find that this could be a great resource.

If you’d like to learn more about how human resources can bring more strategic value to the business, check out this Paycom webinar recording “Discover What Strategic HR Can Do for Your Organization”. It is pre-approved for one professional development credit (PDC) from the Society for Human Resource Management (SHRM).

Image captured by Sharlyn Lauby while exploring Paycom in Oklahoma City, OK  

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Categories: Blogs

Company Culture, Employee Engagement and the Employee Experience Are All Related

Sun, 02/23/2020 - 02:57

I know that many people are simply sick and tired of the culture and engagement conversation. I’m hoping today isn’t one of those days.

Culture and engagement are important. We all know this. I’m not saying that your company culture must be all sunshine and roses. Thinking back on my career, some of the best work experiences I’ve ever had were at companies that were tough. We worked hard. We had plenty of challenges. But we had an incredible sense of team. Everyone was in it to succeed.

That’s the point. Creating culture isn’t about creating rainbows and unicorns. It’s about defining a culture that everyone is comfortable with and unapologetic for. Then marketing it. There will be employees and candidates who are attracted to your culture.

As your organization is going through the exercise of defining their culture, here are a few articles that might be helpful:

Company Culture Needs to Get Employees Through the Hard Times

Company culture helps shape organizations and their people. Employees want to know that their company supports them in good times and bad.

Company Culture: Tell Employees They Own It

Company culture drives employee engagement, retention and recruiting. Communicate to employee that they own culture. And they can grow it.

Of course, the reason that all this talk about company culture is important is employee engagement and the employee experience. Your definition of culture paints the picture. Having clear alignment between company culture and the employee experience will determine if employees are going to engage and stay with the company.

3 Reasons Your Organization Should Focus on the Employee Experience

Employee experience is a key business concern. Recruiting and retention is tied to it. Here are the 3 primary reasons why employee experience matters.

Organizations: Are You Creating a Swipe Left Employee Experience

The phrase swipe left equates with discarding something for better options. Optimizing the employee experience helps employees want to stay.

Employee Experience Must Mirror the Customer Experience

Employee experience is important for recruiting and retention. Job candidates can develop expectations based on their experience as a customer.

5 Factors That Influence Company Culture and The Employee Experience

Company culture and the employee experience are key areas of business focus. Here are 5 areas where businesses can influence company culture.

Engagement or Connection: Why the Connected Workplace Might Be Better

Having a connected workplace may be better than engagement. Corel shows how team, task and technology come together to form a connected workforce.

Employee Engagement: Employees Want to Be Recognized for Their Hard Work

Employee engagement includes employee recognition. Management recognition is also important. But peer to peer recognition may mean even more.

If employees didn’t know it before, they are becoming very aware that it’s a candidate’s market. And they’re not afraid of hard work but they want to be treated right. I’m amazed at the number of employees that I interact with who talk about how terrible their companies are. I’m a customer! At some point, these employees are going to say “Enough! I’m outta here.” It won’t take them long to find a new job.

Company culture, employee engagement, and the employee experience are related. And they’re important. Business leaders might not always like these conversations. But, we need to own them!

Image captured by Sharlyn Lauby after speaking at the SHRM Annual Conference in Las Vegas, NV

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Categories: Blogs

Celebrate Your Organizational Successes

Thu, 02/20/2020 - 02:57

(Editor’s Note: Today’s article is brought to you by our friends at Kronos, a leading provider of workforce management and human capital management cloud solutions. Kronos was recently recognized as North America Company of the Year for their innovative Workforce Dimensions solution. Many congrats to them. Enjoy the article!)

I know the holiday season is behind us, but I couldn’t resist sharing this Time Well Spent from our friends at Kronos. It’s a great reminder that organizations need to celebrate their successes. Even for the activities that we do annually – like filing taxes, counting inventory, or open enrollment.

I also want to add that it’s equally important for managers and HR departments to celebrate too. We regularly talk about how necessary it is to recognize employees for a job well done. The same applies to HR and management. We’re often so busy taking care of employees that we forget about ourselves.

In addition to employee celebrations, create opportunities for management teams and HR teams to celebrate. I’ve worked for organizations that hosted a quarterly manager outing and occasionally a happy hour. I’ve also worked places where we shut down HR for a two-hour lunch. Employees were totally cool with it. In fact, I believe employees liked seeing that the company practices recognition at every level. It made everyone feel good about the work they were doing.

Make celebrations fair and appropriate. What I mean by this is don’t have one set of standards for how employees should celebrate and another for management. It will not set the right tone. In addition, keep the celebration proportional to the accomplishment. For example, accomplishing a relatively small goal might warrant a pizza party but a fancy dinner at an expensive restaurant could be too much. But it should still be celebrated!

Celebrate responsibly. I have absolutely nothing against celebrating with adult beverages. And in the media, we hear about companies breaking open a bottle of champagne to celebrate getting a big contract. But there’s a time and a place for celebrating. Anyone who indulges needs to be responsible. In addition, the company needs to make sure that, if they are allowing celebrations at work they do not turn into inappropriate situations. If you have questions, reach out to your friendly neighborhood labor attorney about the risks.

The point is to give employees, managers, and the company’s HR department a way to enjoy their successes. It allows everyone in the organization to see that the company is accomplishing their goals (even if they weren’t directly involved in them). It shows everyone in the company that when you do good work, the team gets to celebrate.

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Categories: Blogs

3 Ways HR Pros Can Use People Analytics to Help the Bottom Line

Tue, 02/18/2020 - 02:57

Organizations are regularly faced with a variety of challenges. Right now, many are faced with finding and retaining the best talent. Some companies might be experiencing a slump in sales. Some organizations are finding that a new technology is disrupting their market. Regardless of what challenge the organization is facing, HR and the rest of the senior management team are being asked to help develop and implement solutions.

Saying “come up with a solution” and actually doing it are two totally different things. Coming up with solutions is hard. I’ve always found that the best way to problem-solve and determine the best path forward is with good data. Now, I must admit that I’ve always considered myself a numbers person. I like math. And I’ve always worked for companies that placed a lot of value on knowing the numbers. That’s one of the reasons why I decided to pursue the Society for Human Resource Management (SHRM) People Analytics Specialty Credential (aka the PASC).

If you’re not aware, the program to earn the PASC has three parts: 1) complete SHRM’s People Analytics Seminar, which is available in-person and virtually. 2) participate in three eLearning modules on metrics, foundational data, and data analysis. And 3) successfully pass a 50-question multiple choice exam. You can learn more about the specialty credentialing process on the SHRM website.

But, back to my point about using data to solve problems. One of my biggest takeaways in my work and the PASC experience was drawing the distinction between metrics, talent analytics, and people analytics. While we might have a tendency to use these terms interchangeably in the workplace (and I have many times), understanding how they are different can help us bring the right ideas and solutions to the table.

Metrics are a quantifiable measurement that is used to track and assess the status of a process. Common HR metrics include cost per hire, time to fill, and turnover rate.

Talent analytics include metrics, but they also include data related to human resources activities. An example of talent analytics might be analyzing stay interviews, exit interviews, and turnover data to predict which sales employees are a flight risk.

People analytics takes talent analytics one step further. It makes the connection between talent analytics and the business. For instance, a people analytics project could involve studying the hiring process and attrition trends for sales employees to determine a retention strategy.

People analytics is about using the data and our reasoning abilities to make business decisions. It’s about asking a lot of questions. What is the organization currently doing? What does the organization want to accomplish? And finally, how do we get from the current state to the desired state?

During the process of earning my People Analytics Specialty Credential, I walked away remembering that people analytics isn’t simply an exercise with the numbers. Analytics is about being curious. It’s about searching for answers. As human resources professionals, we do many of activities associated the people analytics on a daily basis. But we all know that the more we focus on problem-solving, research, and finding answers the better we get at it. That’s what the PASC program does for us. It gives us a people analytics framework that we can immediately use on the job.

The good news for businesses today is we can solve problems and propose solutions using data, metrics, and analytics. Much of the information we need can be gathered using existing technology. Human resources professionals need to be prepared to lead their organizations through the process using sound reasoning and a consistent framework.

Image captured by Sharlyn Lauby at the SHRM Annual Conference in Las Vegas, NV

SHRM logo used with permission.

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Categories: Blogs

Workplace Wellbeing: How Organizations and Employees Can Work Together

Sun, 02/16/2020 - 02:57

A key component of workplace culture is wellbeing. Employees want to know that their work environment contributes to their wellbeing (versus taking away from it). I’m not talking about the occasional stressful day when we’re faced with a big deadline. Wellbeing is about employees feeling both physically and mentally healthy about their relationship with work as well as their co-workers, their boss, and the company in general.

That’s a pretty tall order when it comes to wellbeing efforts. As I read more about wellbeing, I’m realizing that wellbeing isn’t simply a company program put together by the human resources department. Yes, wellbeing is about the organization and its policies. But it’s also about the employee and their work habits.

For wellbeing efforts to be successful and have an impact, both organizations and employees need to work together. Here are seven articles that can help both individuals and organizations focus on making wellbeing a win for all.

Worrying Is a Symptom of Employee Stress [infographic]

Worrying has been identified as a symptom of employee stress. Supportive management and comprehensive benefits programs provide a psychologically safe place.

Employee Burnout: 5 Organizational Programs That Can Reduce It

Employee burnout is a key workplace concern today. Turnover can hurt business success. Learn five proven programs to help reduce employee burnout.

How to Talk About Psychological Safety in Your Organization

Psychological safety helps employees take risks and grow. Association for Talent Development (ATD) shares tips for discussing psychological safety at work.

The Next Employee Challenge: Loneliness in the Workplace

Loneliness is the new employee challenge. In the book Back to Human, author Dan Schawbel shows that managers must work to develop a connected and engaged culture.

You Can’t Tell Your Employees to Unplug If You Don’t Do It Yourself

Unplug from technology – that’s the recommendation from managers to stressed employees. Here are three things to consider if you want to unplug.

Workism: Employees Need to Understand the Role of Work in Their Lives

Workism is not the same as being a workaholic. Employees need to have a healthy relationship with work. Business culture can help them understand.

Employees Need to Figure Out Their Workstyle

Workstyle is all about how we want to work. Employee engagement comes from within each of us. Employees need to figure out their workstyle.

Employees and organizations are under a lot of constant pressure to perform at a high level. And let’s face it, today’s news can often be overwhelming and stressful. We need to take care of ourselves. Because the healthier we are, the better we perform. Both at work and at home.

Organizations want employees to be at their best. It helps them deliver results. We have to view wellbeing as a partnership. It’s time to start working together to make the work environment a positive contributor to wellbeing.

Image captured by Sharlyn Lauby after speaking at the SHRM Annual Conference in Washington, DC

The post Workplace Wellbeing: How Organizations and Employees Can Work Together appeared first on hr bartender.

Categories: Blogs

Bookmark This! Encore Career Edition

Thu, 02/13/2020 - 02:57

As organizations continue to be challenged with finding qualified applicants, individuals are also going through their own challenges. The Boomer generation is facing the challenge of “What do I want to be when I grow up?” On the surface, it might sound funny. But the reality is that many workers are asking themselves “Is this the job I want to do for the rest of my life?” If not, the answer is often known as an encore career. 

Think of an encore career as a second career. But to have a successful second career, you’ve got to plan for it. The good news is, at this stage, we already have some career experience. Here are ten articles that you might find interesting about these careers and how to find the right one for you.

What’s an Encore Career and Why You Might Want One

Second careers may offer many solutions in retirement. But we have to plan carefully and choose wisely. To start, learn what encore careers really are.

Encore Careers Can Offer Independence

Second careers may offer the independence you need for a successful and fulfilling retirement. With proper planning, we can benefit from a second career.

4 Ways to Find a Thriving Encore Career

Second careers should be rewarding, interesting and fun! But AARP says don’t cling to a dying profession. Here are 4 ways to find thriving second careers.

Figuring Out What to Pursue as an Encore Career

Your second career path should be carefully planned because you don’t just want to just take any job. You still want to enjoy your work and be fulfilling.

A Career Coach Can Help You Find Your Encore Career

In the gig economy, a second career can be a big part of unretirement. Career Sherpa Hannah Morgan shows the value of a career coach in finding your gig.

How to Apply Your Transferrable Skills Toward an Encore Career

A second career will require specific skills to be successful. Here are steps you can take to help apply your transferable skills to a second career.

Journal Your Encore Career Experience

Second careers can offer freedom and success in retirement. Document your second career path in a journal to identify what works well and future plans.

Using Volunteerism to Find Your Dream Job

Second careers can be an important part of retirement planning. But how do you start? Volunteerism could be a good way to get started in your encore career.

Minternship: Is it the Secret to Encore Career Success?

A minternship is an internship for people in their middle career stage. This may be applied to those in later stages who want to pursue a second career.

5 Steps for Finding Your Encore Career

A second career is something to consider as part of your retirement strategy. Start the conversation early to plan for your future unretirement.

Don’t think of today’s article as something only individuals pondering an encore career should pay attention to. Organizations that are struggling to find and keep talent might want to help employees with the transition to their second career. Not only does it help the employee, but it helps fill the candidate pipeline.

The post Bookmark This! Encore Career Edition appeared first on hr bartender.

Categories: Blogs

Should I Become a Generalist or Specialist – Ask #HR Bartender

Tue, 02/11/2020 - 02:57

After my article about “Generalist or Specialist: Which is Better”, I received this note.

Hi Sharlyn! I read your article on specialists versus generalists and wanted to say thanks for sharing. I’m on the fence about what I’d like to do in my next stage of my career. Do I want to specialize? If so, what should I do? I don’t want to pigeonhole myself into something that I might regret. I would like to focus on organizational development, training, coaching, and career development but don’t really know where to begin. Any suggestions?

I wish I could say there’s an easy answer. There’s not. And it’s something everyone has to figure out on their own. The good news is that there are LOTS of resources you can use to figure out what’s best for you. Here are six to get you started:

1. 3 Strategies for Achieving Your Career Goals

Career is everything for many of us. We work tirelessly to develop ourselves and our career. Capella University shows us 3 proven strategies to achieve career goals.

2. Using an HR Career Portfolio to Develop Your Skills

In her new book, author Debra Cohen PhD talks about creating a career portfolio for HR competency development. Whether a generalist or specialist, it can be practical and flexible.

3. Future of Work: How Organizations Can Support Career Lattices

Career lattices are another option to the tradition career ladder. Organizations should be flexible and offer both for employee success.

4. Recruiters Must Learn Talent Development (and vice versa)

Talent development includes everything from career management to succession planning. No wonder it’s strongly connected to recruiting.

5. Professional Development for Learning and Performance Professionals

A career in learning and performance can be exciting and rewarding. Here are several resources to help with learning and performance career development.

6. Choosing the Best HR Certification

Certification is one way for HR professionals to stand out. Especially when competing for great jobs. Here is a list to consider when choosing the best HR certification.

There’s one other thing that I believe is important to remember when it comes to the decision about generalist or specialist. There’s no rule that says once you decide, you can’t change your mind. In fact, it might be something to consider as part of your career development plans. Does it make sense to intentionally plan to specialize at some point then become a generalist? Or vice versa – be a generalist for a while then specialize? The good news is that whatever you decide after some careful thought, it will be the right thing for you.

Image captured by Sharlyn Lauby while exploring the Herman Miller Design Center in Miami Beach, FL

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Categories: Blogs