Ensuring Accurate Skill Matching

Research shows that it is becoming increasingly difficult to vet job candidates manually. Recruitment is often flooded with hundreds to thousands of resumes that they have to wade through. Read this blog post from UBA for ways to ensure accurate skill matching during the recruitment process.


Finding the right people to successfully execute in the workplace is the core responsibility of HR, but research shows it is becoming increasingly difficult to vet candidates manually. To compound this challenge, recruitment is flooded with hundreds or thousands of resumes to wade through (many of which are unqualified), and this is not the best use of their time.

Screening efficiently is one of the biggest pain points for HR and recruiters: 52% of talent acquisition leaders identify accurate skill-matching as the hardest part of their job.

If your company hasn’t done so already, it’s time to leverage automation to ensure accurate skill-matching. Often a whitepaper resume does not provide a comprehensive look at a candidate’s skill set, resulting in poor placement. This placement becomes a chain reaction that leads to high employee turnover rates. Let’s review ways to reverse and prevent this trend by precisely targeting the right people with the right skills for the job.

Leveraging Automation

Automation like chatbots can cut your time upfront in finding the right candidates. Software like Gloat harnesses the power of natural language chat to connect job seekers with new job opportunities entirely anonymously. The technology available here matches user-generated information with desired skillsets from relevant job listings.

Another great example is Restless Bandit, which algorithmically connects candidates to new positions within an organization's existing database. The big benefit to this: qualified candidates who’ve applied to a company previously are much more likely to respond to a recruiter than those who are cold-called.

Timely Response to Automation

These are just two examples of great software but hundreds are currently available to any size organization. Applicant tracking and algorithmic matching make it easier for you to contact candidates who are great matches to your high-skill jobs, but the final responsibility rests on your team to respond and bring candidates to an interview in a timely fashion. In today’s world of nearly instantaneous communications, applications sitting in limbo can be a deterrent for candidates.

Going Beyond the New Hire

Although automation can be a great asset on the front end, it’s important to see skill-matching as an open conversation once a new hire is onboarded. Too often job descriptions are delivered to a new hire’s desk without consideration of their interests or goals that may apply to a career advancement or support another need within the organization.

Initiating quarterly reviews where employees can share their aspirations and skills they are developing outside of work can help guide a path to career advancement.

Link Index:

How AI in HR and Recruiting is Becoming 'The Future of Talent Acquisition'

AI For Recruiting: A Definitive Guide For HR Professionals

Gloat

restlessbandit

SOURCE: Olson, B. (9 October 2019) "Ensuring Accurate Skill Matching" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/ensuring-accurate-skill-matching


Putting Humanity into HR Compliance: 3 Steps to Active Listening

How many periods do your sentences end in compared to question marks? A common complaint from employees about HR professionals is that they don’t listen to employees. Read the following blog post from SHRM for three practices of active listening.


When I work with executives and managers, a common complaint I hear about HR professionals is "They don't listen. They just tell."

So when I work with HR professionals, I encourage them to adopt three practices of active listening:

  1. The period-to-question-mark ratio.
  2. The EAAR listening method.
  3. Confront, then question.

The Period-to-Question-Mark Ratio

When you're engaged in a conversation, what's the ratio of your sentences that end with periods to those that end with question marks? If you're like most people, the ratio is overwhelmingly tilted toward sentences that end with periods. This could show that you are telling people what to do more often than you are looking for consensus on how to solve a problem. When you engage in a discussion with an executive, manager or employee, keep the ratio in mind. Strive to correct the imbalance by making yourself ask questions. The fact that you ask matters more than what the question is.

People I've coached have found that keeping the ratio in mind acts as a self-regulating device to ask more questions.

The EAAR Listening Method

E: Explore

A: Acknowledge

A: Apply

R: Response

It's a sequence. Begin the discussion with an exploratory, open-ended question: "Ms. Manager, what are the reasons that led you to conclude Mr. Employee should be fired?" "Tell me more." "Please share some examples." "Help me understand."

Once you've explored the other person's position and reasons for it, move to acknowledgment. Get the person to acknowledge that you understand his or her point. "So, Ms. Manager, if I understand you correctly, you believe Mr. Employee should be terminated because of the following reasons… Is that correct?

Although critical, the acknowledge step is often overlooked. Instead of confirming the understanding, the listener makes an assumption, which often proves erroneous and leads to unnecessary conflict. The EAAR method eliminates this possibility. If the person says, "No, that's not my position," simply go back to the exploration step: "I'm sorry. Please explain what I missed."

In your response, apply portions of what the person said, even actual words the person used. Even if your response isn't substantively what the person originally sought, this approach creates optimal conditions for acceptance.

"Ms. Manager, I agree with you that Mr. Employee's behavior is unacceptable. What you described [list the employee's actions] makes a compelling case. However, because of the following reasons, I think termination now would be premature and present undue legal risk.

"Nevertheless, I'm happy to work with you on an intervention strategy. If Mr. Employee is willing and able to close the gap in your legitimate management expectations, he will do so. If not, we will be in a much stronger position to terminate his employment, and I will support you."

Many HR professionals have told me that when they've used the EAAR method, conversations they feared would turn ugly became positive. Instead of a clash of wills and arguments, the discussion became collaborative and solution-oriented.

Confront, Then Question

What if you are the bearer of bad news? You must deliver a message you know won't make the recipient happy.

The approach here is to confront, then question. Make a short opening statement. State your position succinctly and without elaboration. Next, switch to question mode.

You can think of this approach as beginning the EAAR method with a short opening response to frame the conversation.

"Mr. Executive, based on our investigation, we found that Mr. Employee in your department engaged in actions that violate our anti-harassment policy. Although we understand he has been with the company for a long time and is one of your best performers, given the seriousness of the misconduct, we believe the appropriate action is termination of his employment."

Next, go to question mode: "What do you think?" "What questions do you have?" "How do you see things at this point?"

Assuming the executive doesn't respond by saying "Great idea! Go for it!" and wants to argue his or her point, pivot to exploration and start the EAAR process at that point. "I want to make sure I understand you, so please tell me what you agree with, what you disagree with and your reasons."

After that comes your acknowledgment: "Let me make sure I understand you. You agree that Mr. Employee's behavior was unacceptable and violated policy. However, you disagree that the proper remedy is termination. Instead, you recommend a suspension and written warning for these reasons. [List the reasons.] Is that accurate?"

Now you're ready to apply. From what the executive said, extract what you can use in your response.

"I appreciate the fact that you support our investigation and finding of misconduct. Our only disagreement is the appropriate remedy. Your points about Mr. Employee's long service and stellar performance are valid. Yet for these reasons [list them], I still believe termination is called for. How do you suggest we resolve our differing views? For example, should we present them to the CEO and let her decide?"

These types of conversations can go in all sorts of directions, including ones you don't anticipate. That's OK, so long as you don't lose sight of the value of questions during a dispute.

Avoid cross-examination questions, such as "Isn't it true that … ?" Your questions should not state or imply your view. They should be curiosity-based, as you're genuinely trying to find out what the other person thinks.

The confront-then-question approach allows you to go directly to the heart of the matter. Even if you sense rising tension and hostility, the negative emotions will soon be arrested by your open-ended, exploratory questions.

When HR professionals make a commitment to active listening, executives, managers and employees become their biggest fans instead of being their biggest critics.

SOURCE: Janove, J. (9 October 2019) "Putting Humanity into HR Compliance: 3 Steps to Active Listening" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/putting-humanity-into-hr-compliance-active-listening-.aspx


The future is freelancing

Are you hiring freelance workers? In the past, freelance work was an option for workers who were between jobs but today, it's shifting into a lifestyle choice. Continue reading this blog post from UBA to learn more about freelancing.


The freelance revolution is here, and it’s here to stay. In the past, freelancing was an option for workers between jobs with the likely goal eventually getting back into a full-time position. Today, it’s shifted into a lifestyle choice individuals make for a host of reasons, and something they may do for the long-term. Some research points to more than half of all workers identifying as part of the contingent economy, with those numbers trending upward.

Freelance includes the gig economy, jobs like driving for Uber, but it also includes a growing number of highly qualified people who provide needed services to businesses. Forbes points to these individuals as possessing expert skills and talents that are in high demand, especially in today’s tight labor market. While these services may sometimes fill a temporary seasonal surge, more and more business are looking at building long-term relationships with freelancers who serve as integral and trusted member of in-house teams.

Before you need this specific kind of talent is the best time to assess if you are ready to work with today’s population of freelancers. Your HR and legal departments can proactively create contracts, processes and systems that make a freelance relationship one that benefits everyone and operates smoothly.

Get your tools straight. HR Technologist recommends adjusting tools beyond just considering payroll. This may mean new solutions and apps for workforce management, time tracking, and even looking toward freelance hiring apps. Staying current with available technology for both hiring and managing will help companies compete for and keep top freelance talent.

Kick off smart. Helping freelancers succeed certainly starts with on-boarding them successfully, according to Entrepreneur. It’s essential to help a freelancer understand both the culture of your company and the context of a project. Giving a freelancer a dump of information is better than nothing, but smart transfer of applicable knowledge critical. What is the goal of the project? What resources are at their disposal? Which people are their main points of contact?

Set expectations about communications. It’s essential to not just discuss how often a freelancer should check in, but to also delineate what format is most acceptable. Knowing if an in-person meeting, phone call, or email update is sufficient helps keep everyone on track. With an ever-growing remote workforce, consider the benefit of the occasional face-to-face meeting, even for freelancers.

Talk to the internal team. Buy-in from your in-house employees is essential to helping a freelancer succeed. There may be anxiety that the freelancer is competing for their job or being brought in because of a perceived skill deficit. Help your employees feel like a resource and see the freelancer as a valuable addition to the team.

Include them. While a freelancer brought in on one short project may not make the office holiday party list, work to integrate freelancers into company life in ways that make sense. If you’re hosting a lunch-and-learn on a relevant topic, extend an invite. If the team is meeting up for lunch and the freelancer is in the same city, see if they are free. Don’t be offended if they opt out, and be sure to clarify if they should track this time as billable.

Provide feedback. This, of course, helps a freelancer improve their services for your organization. It also helps them improve as professionals. It’s also worth considering giving freelancers an opportunity to give you feedback, too. Their outside perspective may help you identify opportunities for improvement within your organization.

Offer support. Another idea is to keep a list of portable benefits, such as those described in Employee Benefit News, to help support your freelance team. Whether an individual is new to freelancing or not, access to an ongoing list of insurance options and other resources available to improve their quality of freelance life and work is something they’d definitely appreciate.

For busy HR professionals looking to fill full-time openings, the addition of navigating freelancers may seem to be another duty on an already long to-do list. Why bother investing in someone who won’t be a full-time addition? Forbes points out that freelancers are a way to fast track top, diverse talent and potentially save money on salary and benefits. With many new employees leaving in less than a year, investing in long-term freelancers may just be a smart long-term cost and effort-saving measure.

Plus, HR is the heart of talent management! As the most likely group to help a more traditional organization see the future of work, you help find a vision and path for incorporating freelancers into a company culture. Ensuring your company can successfully attract and integrate contingent workers into your workforce is likely to become a more and more essential skill for you, as well. Keep your freelance-related skills sharp in case you’re asked about it in your next interview

In a tight labor market, one where Forbes shows nearly half of global companies struggling to hire for full time roles, these freelancers are not only a smart option, but they are likely to have other options. If it’s not already happening in your industry, top freelance talent is likely to become a hot commodity in the same way top full-time job seekers have.

Consider, too, if things do change, your intentional efforts with a freelancer build a solid working relationship with someone who has insight and experience working with your company. Should these freelancers decide to shift to a full-time position, and you’re hiring? They’ll be more likely to opt in with your company if their past experience was positive. Set the stage now, and see what happens!

 

Read more:

7 Workforce Management Trends for 2019

Portable Benefits: Perks for the Gig Economy

Onboarding Freelancers Is Tough — Here's How to Do It Right the First Time

HR, Time to Embrace the Freelance Revolution: Your Career Depends on It

The Agile Talent Wave: The Contingent Workforce is Taking Over

SOURCE: Olson, B. (4 April 2019) "The future is freelancing" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/the-future-is-freelancing


What HR pros should know about clinical guidelines

Clinical guidelines are designed to optimize patient care in areas such as screening and testing, diagnosis and treatment. Read this blog post for what HR professionals should know about these guidelines.


Your employees and their family members frequently face tough questions about their healthcare: How do I know when it’s time to get a mammogram? When does my child need a vision screening? Should I get a thyroid screening? If I have high blood pressure or diabetes, what is the best treatment for me?

For the providers who care for them, the key question is: How do we implement appropriate, science-backed treatments for our patients, testing where needed, but avoiding potentially harmful or unnecessary (and expensive) care? The answer is to seek guidance from and use clinical guidelines —along with existing clinical skills — wisely.

Clinical guidelines are sets of science-based recommendations, designed to optimize care for patients in areas such as screening and testing, diagnosis and treatment. They are developed after a critical review by experts of current scientific data and additional evidence to help inform clinical decisions across a spectrum of specialties.

Based upon this process, guidelines are then released by a number of sources and collaborations, including academic and non-profit healthcare entities, government organizations and medical specialty organizations.

From preventive care to treatment protocols for chronic conditions, guidelines provide a framework healthcare providers use with patients to help guide care. However, it’s important to note that clinical guidelines are not rigid substitutes for professional judgment, and not all patient care can be encompassed within guidelines.

The impact on healthcare and benefits

Clinical guidelines are used in myriad ways across the healthcare spectrum, and providers are not the only ones who utilize them. Insurers also may use guidelines to develop coverage policies for specific procedures, services and treatment, which can affect the care your covered population receives.

To illustrate a key example of an intended impact of guidelines on health plan coverage, consider those issued by the U.S. Preventive Services Task Force, whose A and B level recommendations comprise the preventive services now covered at no cost under the mandate of the Affordable Care Act.

As another example, the National Committee for Quality Assurance, which accredits health plans and improves the quality of care through its evidence-based measures, uses the American Heart Association guidelines when creating its quality rules for treating high cholesterol with statin drugs.

Other examples exist among commercial coverage policies. For example, some cancer drug reimbursement policies use components from nationally recognized guidelines for cancer care.

Because science is rapidly changing, guidelines are often updated, leading insurers to revisit their policies to decide if they will change how services and medications are covered for their members. Providers and health systems may modify processes of patient care in response to major changes in guidelines and/or resultant changes in payer reimbursement.

Not all guidelines are updated on a set schedule, making it even more important for providers and organizations that rely on guidelines to stay on top of changing information, as it can have a direct impact on how they work. Attending conferences, visiting the recently established ECRI Guidelines Trust, and regularly reviewing relevant professional association websites and journals can help ensure needed guidelines are current. Lack of current information can affect care decisions and potential outcomes for patients. Those who have access to the most up-to-date, evidence-based information are able to work together to make well-informed healthcare decisions.

Why it matters for employers

As employers or benefits consultants, it’s critical to ensure that your health plan, advocacy or decision support providers, and other partners that depend on this information to guide their practices and decisions understand and follow current, relevant guidelines.

Further, by combining information from relevant guidelines and data from biometric screenings, health risk assessments, claims and other sources, it’s possible for clinical advocacy and other decision support providers to identify employees with gaps in care and generate targeted communications (through a member website and/or mobile app) to help them take action to improve their health.

Clinical guidelines are science distilled into practical recommendations meant to be applied to most patients for quality healthcare. By maintaining current, relevant guidelines, organizations and providers who work with your covered population can ensure that all parties have the key information they need to make the best decisions for their health.

SOURCE: Sivalingam, J. (18 March 2019) "What HR pros should know about clinical guidelines" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/what-hr-managers-should-know-about-clinical-guidelines?feed=00000152-a2fb-d118-ab57-b3ff6e310000


Nine Ways To Motivate Employees That Don't Always Involve Cash

Many employers are reporting that the single greatest challenge is recruiting and retaining talent. Read this blog post from Forbes for nine ways employers can motivate their employees.


With unemployment at near historic lows in the United States, employers report that their single greatest challenge is recruiting and retaining talent. The answer for many companies is to throw money at the problem: Bonuses, incentive pay, and out-of-cycle salary increases are often seen as motivators that will entice greater effort and loyalty out of workers.

Turns out, using cash as a carrot isn’t always the best answer, according to new research by Harvard Business School Assistant Professor Ashley V. Whillans. More than 80 percent of American employees say they do not feel recognized or rewarded, despite the fact that US companies are spending more than a fifth of their budgets on wages.

What employees crave even more is to feel that their managers appreciate them and aren’t afraid to show it, not only in paycheck terms, but in other ways such as flexible work-at-home schedules, gift cards for pulling off impressive projects, or even just by saying “thank you” for a job well done.

“Cash matters in people’s lives, but it’s not all that matters,” says Whillans, who researches what makes people happy. “What really matters in the workplace is helping employees feel appreciated.”

Whillans co-wrote a recent article in Compensation & Benefits Review, “Winning the War for Talent: Modern Motivational Methods for Attracting and Retaining Employees,” with Anais Thibault-Landry of the Université du Québec à Montréal and Allan Schweyer of the Incentive Research Foundation.

Rewards that signal to employees that they did a good job and that their manager cares about them will encourage employees to want to work even harder, the research shows. Whillans provides nine tips for business leaders on how best to reward their workers in ways that will bring them greater job satisfaction and motivate them to work harder.

When recruiting, emphasize benefits. Talking up a job’s perks, such as flexible work schedules and skill training, can give companies a recruiting edge. A 2018 study that Whillans and her team conducted of more than 92,000 job ads found that the more benefits an employer described, the higher the application rates.

Cash can motivate workers—in some types of work. Cash rewards are best suited as a motivator for work that is measured quantitatively, Whillans says. But money is less meaningful as a motivator in the complex creative jobs that make up most work in our modern knowledge-based society.

If you give cash, include a meaningful note. It’s best to avoid merely adding a cash bonus to a worker’s paycheck; a separate bonus check stands out more as a recognition of their work. And managers should also include a sincere handwritten note explaining why the employee deserved the bonus.

Reconsider performance incentives. Decades of research confirms that financial incentives can boost effort and performance. But when an employee’s pay is contingent on performance, they can become obsessed with earning more. What often works better is to turn around the timing of the reward, handing it out immediately after an employee excels at a particular task, rather than dangling it beforehand.

Consider thoughtful gifts instead of cash. A 2017 study of 600 salespeople found that when a mixed cash and prize reward program was replaced with an equivalent value all-cash package, employee effort dropped dramatically, leading to a 4.36 percent decrease in sales that cost the company millions in lost revenue, Whillans’s article says. The firm may have inadvertently demotivated salespeople who preferred prizes or discouraged workers who liked having a choice.

Give the gift of time—and other intangible perks. A Glassdoor survey Whillans and her team conducted with 115,000 employees found that providing intangible non-cash benefits, like flexible work options or the ability to choose assignments, led to much stronger job satisfaction than straightforward cash rewards.

Encourage employees to reward one another. Companies can build recognition into their business practices by creating peer-to-peer recognition programs in which employees are provided monthly reward points that they can give away to colleagues for work-related wins. Employees who earn a certain number of points can redeem them for various perks, such as a restaurant gift card or an extra personal day.

Make the recognition public. If employees are receiving a $500 bonus, hold a workplace event to hand out checks, and invite the employees’ peers. Perhaps add a certificate of appreciation along with the check.

Sometimes a simple thank you is enough. Among the happiest employees, 95 percent say that their managers are good at providing positive feedback, Whillans says. A simple, heartfelt “thank you” from a manager is often enough for employees to feel like their contributions are valued and will motivate them to try harder.

Why rewarding employees works

Whillans says these types of rewards work because they tap into three strong psychological needs: Employees long for autonomy, with the freedom to choose how to do their work; they want to appear competent, armed with the skills needed to perform; and they want to feel a sense of belonging by socially connecting with colleagues in a meaningful way.

When these needs are satisfied, employees feel more motivated, engaged, and committed to their workplace—and they report fewer intentions of leaving their jobs, Whillans says.

SOURCE: 


7 ways to reduce stress this tax season

The arrival of tax season often leaves many employers stressed and face-to-face with a number of demands. Continue reading this post from Employee Benefit News for seven ways employers can reduce stress during tax season.


Tax filing season is here, which means many employers will come face-to-face with a number of demands. Whether they do their own taxes, use online tax software or meet with a trusted tax adviser, there are many useful resources out there that will help employers work smarter, not harder.

Here are seven ways employers can reduce stress during tax season.

2019 U.S. Master Tax Guide

The U.S. Master Tax Guide contains timely and precise explanations of federal income taxes for individuals, partnerships and businesses. This guide contains information including tax tables, tax rates, checklists, special tax tables and explanatory text.

Legislative resources

Find a trusted, reputable resource for the latest news, opinions and laws regarding healthcare. Many companies in the industry have a designated section on their website that is dedicated to providing employers with updates and trends in the health insurance industry and how it will affect taxes.
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Payroll calculators

Employers can use payroll calculators to determine gross pay, withholdings, deductions, net pay after Social Security and Medicare and more. Calculator types include salary payroll calculators, hourly paycheck calculators, gross pay calculators, W-4 assistants, percentage bonus calculators and aggregate bonus calculators.

Keep, shred, toss

Now is the perfect time to organize tax records so that they’re easy to find in case they’re needed to apply for a loan, answer IRS questions or file an amended return.

The IRS has some helpful guidance you can share with your clients on what records to keep and for how long. They should remember to:

  • Keep copies of tax returns and supporting documents for at least three years.
  • Keep some documents for up to seven years.
  • Keep healthcare information statements for at least three years. These include records of employer-provided coverage, premiums paid, advance payments of the premium tax credit received and type of coverage.

Make sure records are kept safe — but when it’s time, shred or destroy

Whether they consist of paper stacked in a shoebox, electronic files stored on a device or in the cloud, it’s important to safeguard all personal records, especially anything that lists Social Security numbers. Consumer Affairs recommends scanning paper and keeping records stored securely on a flash drive, CD or DVD.

It’s more important than ever for employers to keep personal information out of the hands of identity thieves. That means not tossing records in the trash or recycling bin. Home paper shredders are often inadequate for large piles of paper, but many communities have professional, secure document shredding services.
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Start as early as possible

A deadline looming always makes the situation more stressful. It’s very important for employers to not wait until the last minute to start their tax return. If they choose to use a tax professional, be sure that they get in early. Tax professionals take on many clients, and only have a short timeframe to get all the work done.

Be honest

It may be tempting for employers to tell a white lie on their taxes to maximize their tax breaks or return, but that comes at a great risk. If they are audited by the IRS, they will liable for whatever was reported.

SOURCE: Waletzki, T. (12 March 2019) "7 ways to reduce stress this tax season" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/how-to-reduce-stress-this-tax-season?brief=00000152-14a5-d1cc-a5fa-7cff48fe0001


In Pursuit of a Better Meeting

Are you in pursuit of a better meeting? While making meetings more fun than your annual office holiday party may be impossible, it is possible to lessen the dread and increase morale. Read this blog post from UBA to learn more.


Groans and sighs often greet the ping of a meeting invite hitting an inbox. While it may be impossible to make meetings more fun than the office holiday party, it is possible to lessen the dread, increase morale, and improve the results of a meeting.

Complaints about meetings are often justified, including wasted time, the same voices dominating the conversation time after time, and no follow-up or action plan after the meeting. Another issue, according to the Harvard Business Review, is that managers often rank the effectiveness of their own meetings much higher than attendees do, 90 percent of whom report daydreaming and nearly three-quarters of whom use the time to do other work.

Despite the challenges, meetings do have benefits beyond getting the to-dos done! They can bring people together for a change of pace, improve communication overall, and create a more cohesive team.

Want to empower your leadership and avoid being one of the almost 8 in 10 who thinks their meetings are going great when attendees beg to differ? Here are some things to consider.

Before

Be sure to set attendance, an agenda, and the tone for your meeting. Consider who is essential and get the meeting on their calendar but spare other people. If you want many opinions, open it up to more people after that. A leaner meeting may be more productive and allow critical voices and ideas to have the time and space to collaborate and percolate.

Sending out an agenda ahead of time not only shows you’re prepared, it helps everyone prepare. Prime the problem-solving pump by putting the topics up for discussion into everyone’s minds ahead of time. Plus, once the meeting is started, an agenda helps keep things on track. In an article on the power of a well-run meeting, the New York Times calls a great agenda a compass for the conversation, helping guide a drifting discussion back on course.

If you are calling the meeting, be sure to make the agenda yourself and take the time to plan for a successful gathering. Don’t delegate crafting an agenda but, maybe, says The Balance Careers, ask for input. A call for ideas or dedicated time to brainstorm helps set a positive, inclusive tone for the meeting. Culture starts from the top, so show you value both the time you’ll spend together and everyone’s potential contributions.

During

Meetings that are a routine part of the schedule can become too routine. Ask everyone to pick a different seat, bring in an outside expert or unexpected snack to mix things up. Try a brainstorming activity, an ice breaker, or a walking meeting outside instead of the conference room. There’s no need to get gimmicky, but a little variety can go a long way.

Consider the pacing of your meeting and always allow for silence. Introverts or team members who prefer to fully process an idea before sharing will be more likely to contribute if some thinking time is offered before diving into the sharing. Remember that agenda? Don’t cram it so full that it removes any time for serendipity. And if no lightning strikes, the team will enjoy a meeting that ends early instead of runs late.

As the leader of a meeting, once you’ve shared the agenda, then it’s time to share the air. If you lead with your ideas, they may be the ones that win even if better ones exist. Rather than dominate the discussion, set some ground rules and let others talk. Facilitation is an art form the best leaders work to master.

After

Follow up with a recap and next steps once the meeting has wrapped. Employees will be understandably frustrated if they feel like their time or ideas met a dead end. Knowing their contributions were valuable and that there is an action plan helps employees invest in the next meeting.

Meeting leaders shouldn’t fear feedback. Sending an anonymous survey, asking for suggestions, and keeping an open mind about ways to improve can help your leadership and your team’s attitude toward meetings.

A regular audit of your meetings and meeting schedule is a smart tip. How much do you talk versus other team members? Were attendees focused? What meetings really need to stay in 2019? What can you cancel and bring back if needed? Trimming the schedule can be a great start, but experts caution against assuming no meetings is the way to go.

Additionally, one coach recommends via an article in Forbes that one meeting always stay on the schedule, especially for new managers. A weekly one-on-one with direct reports is an essential way to hear what they need to succeed and take some time to plan. Face time is important for employees, certainly, but it’s also a chance for meeting leaders to solicit genuine feedback about meetings. That’s one way to make meetings come full circle!

Read more:

How to Run a More Effective Meeting

How to Lead Effective Team Meetings

Ten Things New Managers Need to Know

Why Your Meetings Stink—and What to Do About It

SOURCE: Olson, B. (26 February 2019) "In Pursuit of a Better Meeting" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/in-pursuit-of-a-better-meeting


New tech helps HR pros practice hiring and firing — in virtual reality

Virtual reality technology developer, Talespin, released a new platform that allows employees to practice challenging social situations, like the act of hiring and firing an employee, beforehand. Continue reading this blog post to learn more.


What if HR professionals could practice hiring and firing someone before they even set foot in the office? Virtual reality and artificial intelligence may be closer to making that a reality for some employers.

Talespin, a developer of virtual reality technology has released a new platform that allows employees to practice challenging social situations. The platform, called its Virtual Human Technology, is meant to mimic typical conversations that an employee might have at work. The software can simulate anything from performance reviews, to leadership training, sales conversations or even firing.

“We’re thinking holistically about the employee life cycle and how spatial computing is going to affect that,” says Kyle Jackson, CEO of Talespin.

Talespin aims to evoke real human emotions and give employees a sense of the best way to handle a difficult situation, Jackson says. The platform demo, for example, puts users in the shoes of an HR manager and asks them to fire an employee named Barry. Barry is an AI-powered virtual character that displays realistic human responses, like anger, when a user tells him that he has been terminated.

Users can be successful or unsuccessful at terminating Barry and the platform provides feedback on how they can improve these skills over time. The system can be tailored to provide responses based on the specific needs of the employer, Jackson says.

“The system can record all sorts of things: from your sentiment, to what you say, what branches did you activate, what different paths of process did you go down. With all that data it’s a question of what’s the learning objective and what’s the learning outcome that you’re looking for?” he says.

While the platform is best used in virtual reality, users can access it via desktop, mobile or audio only. Jackson says the company is deploying the platform with five employers in the telecommunications, automotive, insurance and consumer packaged goods industries. Farmers Insurance is already using Talespin technology to train new hires. Employers using the software pay per monthly active user plus the cost of the module, Jackson says.

Some employers are investing in AI and virtual reality as a way to attract and retain new talent. Pharmaceutical company Takeda, for instance, combined 360-degree photographs and an interactive map of its Cambridge, Massachusetts campus to create a virtual reality office tour for current and potential employees.

Jackson says they’ve heard from employers that poor treatment from a manager has in some cases, led to employee turnover. A VR platform like Virtual Human Technology can help managers develop their soft skills for interacting with employees and potentially improve retention.

“It’s not a technology problem, it’s not an efficiency problem. It’s really a people problem,” he says. “It’s the one area that’s really hard to fix.”

SOURCE: Hroncich, C. (8 March 2019) "New tech helps HR pros practice hiring and firing — in virtual reality" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/hr-tech-helps-practice-hiring-and-firing-in-virtual-reality?brief=00000152-14a7-d1cc-a5fa-7cffccf00000


3 ways anxiety can hold back your employees’ careers

Nearly six in 10 American workers report anxiety impacts their workplace performance, according to the Anxiety and Depression Association of America. Read this blog post to learn more about workplace anxiety.


Employers want their employees to grow and succeed at their jobs. Unfortunately, there are a variety of external and psychological obstacles that can stand in the way of employees reaching their full potential. While most workers would like nothing better than to perform well on the job, anxiety can prevent them from doing so.

Anxiety disorders are extremely common: They affect 40 million adults in the U.S. each year, and nearly six in 10 American workers report anxiety impacts their workplace performance, according to the Anxiety and Depression Association of America. A study in the academic journal Anxiety found the economic effects of this mental health condition are huge — costing employers almost $35 billion from lost or reduced productivity in the workplace, the study says. The good news is 80% of employees treated for mental health problems report improvements in their job satisfaction and productivity.

For employers to mitigate the impact anxiety has on their employees, it’s important to understand the form it takes in the workplace. Anxiety often takes shape in various thinking traps that can sabotage an employee’s growth. Three of the most common traps are social comparisons, personalization and overmagnification.

To explore how these thinking traps manifest in the workplace, let’s consider a scenario in which an employee sees a co-worker gets a promotion instead of them.

The social comparison trap. The research is clear that comparing yourself to others is bad for your mental health. However, that doesn’t stop people — especially those with anxiety — from doing just that. A co-worker’s promotion can lead an employee to leap to the conclusion they must be inferior to their colleague. In reality, there’s no way employees can fairly compare themselves to a co-worker. Their experiences, personalities and skills are different. Employees able to avoid that comparison trap might, instead, keep the focus on themselves, evaluating the growth they’ve achieved over the past year and determining how they can continue to improve in the year ahead.

The personalization trap. It’s hard for some employees to recognize not everything is about them. The co-worker who earned the promotion may have gotten the job because they were simply a better fit; that doesn’t diminish the talents and abilities of those who weren’t chosen for the position. Rather than assume the worst of themselves, employees could look at the situation more objectively and recognize that their co-worker may not be better than them, just different.

The overmagnification trap. Blowing things out of proportion is another thinking pattern with a destructive effect. Being passed over for a promotion can expand to a sense of being permanently, hopelessly, bad at one’s job. Instead of being able to parse out the specific reasons why the promotion didn’t go their way, employees who overmagnify convince themselves that they are not only unqualified for the promotion, but they’ll never get a promotion and their career is doomed — so why even try? To keep those overblown feelings at bay, a better approach is to stay focused on the specific and transient nature of what has just happened. Being passed over hurts now, but it won’t hurt forever. Not getting this particular job says nothing about the person’s ability to get other jobs. It may mean that they are missing certain skills or experience, but it doesn’t mean they will always lack them.

Workplace culture and practices can either exacerbate or diminish the self-sabotaging thinking traps that go hand in hand with anxiety. Some effective strategies that can help foster a positive work environment for all employees, but especially those who tend toward anxiety, include:

Create a collaborative workplace. Workplace collaboration helps employees feel valued for their contributions and allows them to see how their skills are important to achieving success for their team or company. It also provides the opportunity to learn from other employees and appreciate what they bring to the table, rather than viewing them as their competition.

Promote transparency. Employees who are kept in the loop, who understand their role, the criteria for what promotions are based on, and understand what they can do to get to the next level are more trusting of their leaders. Be particularly sensitive to what employees may be experiencing during annual performance reviews and make sure to overcommunicate during those times.

Offer tools and services. Providing programs and services to help reduce stress and anxiety can be beneficial for all employees. These can include subsidizing gym memberships, offering yoga classes, encouraging “mind vacation” breaks throughout the day, providing online programs that guide employees through mindful meditations or other well-being exercises.

Model self-care. Employees are more likely to engage in self-care at work if they see their supervisors practicing it, not just encouraging it. If a meditation class is offered in the workplace, employees are more likely to take part if their managers are taking time out of their day to participate as well. Similarly, organization-wide activities, such as a mid-day walk, allow employees to see management promote the message that self-care is a workplace priority.

Given the high number of working Americans with anxiety conditions, easing their anxieties and helping them avoid those thinking traps is good for business. It will improve employees’ overall well-being, workplace satisfaction and professional growth.

SOURCE: Parks, A. (5 March 2019) "3 ways anxiety can hold back your employees’ careers" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/3-ways-anxiety-can-hold-back-your-employees-careers