How to Handle Pay-History Inquiries —The Right Way

Is your hiring team educated and up to date on pay-history regulations? Currently, there are 17 state-wide and 19 local bans that prevent potential employers from inquiring about a candidate's pay history. Read this blog post from UBA to learn more.


We’ve all been there. You’ve gotten deep into the job interview process, and then you’re face-to-face with the awkward question: would you share your previous salary?

Whether the question rears its head in a digital application or during initial in-persons, none of us like answering it. Many people, especially young people, are less committed to their employers and seek new jobs every few years in order to rapidly spike their salaries, yet having to confront the pay question is never comfortable.

Why Pay-History Bans Exist

To date, there are 17 state-wide bans on potential employers inquiring about pay history, as well as 19 local bans. The goal of these bans is to end the cycle of pay discrimination, as well as the cycle of low-earning and poverty.

Everyone knows that it has long been illegal for employers to pay different wages to men and women for the same work, but despite this, the wage gap between men’s and women’s earnings persists. One 2019 PayScale report found that women still make only $0.79 for each dollar men do. A Bureau of Labor Statistics (BLS) analysis discovered that in 2018, median weekly earnings for female full-time wage and salary workers was 81% of men’s earnings. When it comes to minority women and women of color, the pay gap is even more pronounced. The salary history ban is designed to put a stop to that, and begin to repair the damage it has caused.

Pay-history bans allow people who have experienced historically low pay or pay discrimination to have a fresh start when they come in to interview. Some bans go even further than merely blocking pay history questions. A few also prohibit an employer from relying on an applicant's pay history to set compensation if discovered or volunteered; others forbid an employer from taking action against employees who choose to discuss pay with coworkers.

Navigating Pay History

It’s important to ensure your hiring team is educated and aware of pay-history regulations. Read on for thought-starters on what your team can do to make sure you are compliant with these laws.

  1. Audit and review recruiting materials. The first step for many employers is to audit and remove any recruiting materials that ask salary-history questions in states where this is illegal. This includes but is not limited to digital applications, printed materials, and interview scripts.
  2. Develop alternate methods for assigning salary. Your HR and recruiting teams should be focused on finding the right candidate for the job, not necessarily the one who has the right salary profile or history. Asking questions about a candidate's comprehensive experience, previous tenure, and education can be smarter ways to determine what is fair when discussing salary. Using a junior, mid-level, senior, coding model can help your team develop salary ranges that are fair.
  3. Foster a culture of transparency. If it makes sense for your organization, it’s not a bad idea to share salary ranges for each job internally. This will help employees feel confident that their compensation is fair in relation to their colleagues’.

SOURCE: Olson, B. (12 November 2019) "How to Handle Pay-History Inquiries —The Right Way" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/how-to-handle-pay-history-inquiries-the-right-way


It’s Time to Stop Age Discrimination in the Workplace

Did you know: By 2024, 25 percent of the workforce will be 55 or older, which is up from 11 percent in 2000, according to the U.S. Bureau of Labor Statistics. Read the following blog post from UBA to learn more about stopping age discrimination in today's workplace.


The kids are more than all right: they’re the stars of the show.

It seems like developing market research in every business sector is all about millennials and Gen Z. How do we capture and retain their interest? How do we market and remarket to them? What are they interested in to begin with? What do they find attractive in a brand or company?

In the midst of a culture that glorifies youth, we must be particularly careful about how we recruit employees of all ages, and not neglect the benefits of a multi-generational workplace. After all, corporate diversity initiatives should be 360 degrees, and that includes age.

According to research from the U.S. Bureau of Labor Statistics, 25% of the workforce will be 55 or older in 2024, up from 11 percent in 2000. People are retiring later and staying in their careers longer. Studies also show that workers older than 50 are more engaged at work than the younger generation, and therefore can provide a unique perspective that may not be present in millennials or Gen Z.

So how do we make sure that these older employees are part of our team? One of the biggest keys to preventing and reversing age discrimination is simply making sure that age is included in your diversity discussion as plainly as possible. Many initiatives center on understanding how gender, racial, and ethnic diversity plays a role in company operations, but little time is spent on age.

"There's substantial evidence that an age-diverse workplace, especially in industries that tend to exhibit ageism, can lead to more effective teams and companies," says Chip Conley, Airbnb's strategic advisor for hospitality and leadership.

A good first step to mitigating age discrimination at work is how you present your company to begin with. If your digital presence and recruiting materials are full of photos of trendy 25-year-olds, you are sending a clear message about who you’re looking for.

Additionally, if you are funneling money into social ads for hiring, you might be missing great talent entirely as older generations are less available to these types of communications. Make sure any job listings are scrubbed of age-related language like “digital native” and “tech-savvy.” These terms immediately deter older talent and narrow your candidate pool. The consequences of non-adherence to age-neutral hiring practices goes beyond just missing out on talent. Failing to keep a multi-generational team in mind could put your company at risk for expensive age discrimination lawsuits.

Another way to grow an age-diverse team is to promote talent from within. Millennials and Gen Z have less loyalty to companies than previous generations, and that reputation may not be due to their own lack of values. If millennials age but do not experience career advancement opportunities or investment from an employer, they will look elsewhere to get the promotion they want. Conversely, if your team has a strong career advancement pipeline, you’ll be able to retain talent that grows with you while diversifying your age group.

SOURCE: Olson, B. (31 October 2019) "It’s Time to Stop Age Discrimination in the Workplace" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/its-time-to-stop-age-discrimination-in-the-workplace


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


U.S. Jobs Increase by 130,000 in August

The Bureau of Labor Statistics (BLS) recently released a report showing that U.S. employers added 130,000 jobs this past August. The report also showed that the unemployment rate stayed unchanged at 3.7 percent for the third month in a row. Continue reading this blog post from SHRM to learn more.


U.S. employers added 130,000 jobs in August, coming in below economists' expectations, and the unemployment rate held at 3.7 percent for the third straight month, according to the latest Bureau of Labor Statistics (BLS) report.

July's employment total was revised down from 164,000 new jobs to 159,000. In the past three months, job gains averaged 156,000 a month after revisions.

"Today's jobs report shows slowing private-sector job growth and slowing wage growth, which—while expected this late in the recovery—is somewhat disappointing after the rapid gains of the past two years," said Julia Pollak, a labor economist at employment marketplace ZipRecruiter.

On Sept. 5, the ADP Research Institute and Moody's Analytics reported private-sector growth of 195,000 new jobs, better than economists' expectations of about 160,000 jobs.

"Despite the slower growth in jobs added, labor force participation did perk up, a sign that the healthy labor market is still drawing in workers from the sidelines," said Glassdoor senior economist Daniel Zhao.

The labor force participation rate—which includes people who are working and those looking for work—ticked up to 63.2 percent, one of its highest readings in years. The proportion of the population currently employed is at 60.9 percent, its highest point since December 2008. And the employment-to-population ratio for workers aged 25-54 reached 80 percent for the first time since January 2008.

Zhao said that the increases signal that the tightness of the labor market is putting upward pressure on labor force participation despite an aging population pulling it down.

Michael Stull, senior vice president at the staffing and recruiting firm Manpower North America, said other positive takeaways from the report are better than expected wage growth and strong hiring in the professional and business, financial and health care sectors.

Job gains in August were led by professional and business services (37,000 new jobs), which includes many technology jobs and the nation's booming health care industry (23,900). Other industries showing gains include finance (15,000) and construction (14,000).

"Health care and professional services have both grown strongly across 2019, carrying the labor market despite weakness in the goods-producing sectors," Zhao said. "Additionally, the increase in temporary help services [15,400 jobs] is a good sign that employers are not cutting back on the most flexible parts of their workforces in the face of recession chatter."

However, Pollak noted that the BLS reported that the private sector only added 96,000 jobs, marking a slowdown from the pace of job growth over the last two years.

Industries like mining and manufacturing are struggling. Mining employment fell by 5,600 jobs and manufacturers have seen a marked slowdown in job creation, with only 3,000 jobs added in August. "In 2018, manufacturing job growth exceeded 10,000 jobs in 11 of 12 months, but this year job growth has been below 10,000 or even negative in six of eight months," Pollak said. "Trade policy uncertainty and a global manufacturing slowdown seem to have brought the 2017-2018 manufacturing boom to a halt."

The retail sector lost 11,000 jobs in August, continuing a trend of month-over-month declines for the seventh consecutive month. "Despite strong consumer spending, increasing labor costs and the rise of e-commerce are keeping retail hiring down even as we begin to enter the holiday hiring season," Zhao said. "We'll be watching the next few reports for signs that the holiday retail hiring season has slowed or that the latest round of tariffs are having a larger effect on the retail industry."

Juiced by Census Hires

U.S. jobs data is now—and will for some time be—inflated by a temporary spike in government hiring for 2020 Census workers. The federal government added 28,000 workers (excluding U.S. Post Office hires) to its payrolls in August. The majority of those—25,000 temporary workers—will go door-to-door over the next several weeks to verify addresses ahead of the 2020 count.

The Census Bureau expects to hire about 40,000 people for this preliminary duty and about 500,000 workers next year for the actual canvassing.

Unemployment Stays Low

The BLS data showed that the national unemployment rate remained below 4 percent for the 18th consecutive month. The number of unemployed people held at 6 million.

"The unemployment rate remains near its lowest level in 50 years, again signaling the strength of the labor market for workers as the number of job openings continues to exceed the number of unemployed workers," Zhao said.

The number of long-term unemployed (those jobless for 27 weeks or more) rose from 1.1 million to 1.2 million in August and accounted for 20.6 percent of the unemployed.

The U-6 unemployment rate—a broader measure capturing both the unemployed, underemployed and those too discouraged to seek work—continued its long decline and held at 7.3 percent for the second month in a row. There were 467,000 discouraged workers in August, about the same as a year ago.

"There are still more discouraged workers than we would expect, given the low unemployment rate," Pollak said. "Discouraged workers are those who are out of work but have not applied for a job in the past four weeks because they think there are none available or none for which they qualify," she explained. "If there were fewer discouraged workers, labor force participation and employment rates would be higher, and more vacancies would be filled."

Wages Inch Up

Average hourly earnings increased 11 cents to $28.11, following 9-cent gains in both June and July. Over the past 12 months, average hourly earnings have increased by 3.2 percent.

"At this point in the expansion, we'd expect wage growth to pick up, but it is continuing to stall," said Nick Bunker, a Washington, D.C.-based economist at the Indeed Hiring Lab. "Wage growth continues to be strongest for workers in lower-wage industries."

SOURCE: Maurer, R. (06 September 2019) "US Jobs increase by 130,000 in August" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/bls-hr-jobs-unemployment-august-2019.aspx


Older Workers Are a Valuable Talent Pool

According to data from AARP, workers who are 55 and older make up less than a quarter of the nation's labor force. However, research also shows that they filled almost half of the 2.9 million jobs gained last year. Read this blog post to learn more about older workers in today's talent pool.


Over the last decade, most HR leaders have been obsessed by the role of millennials at work and figuring out how to meet the different expectations and needs of these young workers.
Certainly, this has been important work. But, leaders need to be aware of a much bigger demographic challenge ahead: the role of people over the age of 55.

The U.S. Bureau of Labor Statistics projects that in the next 10 years, the fastest-growing segments of the workforce will be for employees over 65. According to AARP, Americans 55 and older make up slightly less than a quarter of the nation’s labor force, but they filled almost half (49 percent) of the 2.9 million jobs gained in 2018—the biggest share of any age group.

This trend will continue. We are living longer and having fewer children. The fertility rates in the U.S., U.K., Germany, Japan, and almost every other developed country are below replacement. As a result, populations—and our workforces—are going to get older.

Obviously, this has an impact on public policy, immigration, and healthcare investments. But the more interesting aspect for those of us in HR is the huge impact this will have on work.

Attitudes About Age

How do most employers feel about older people? They aren’t that thrilled to have them around. While older employees may be wiser and more reliable, they usually make more money than younger workers. Many employers believe older workers can’t keep up with today’s always-on digital workplace.

A few years ago, we asked employers whether age was a competitive advantage or competitive disadvantage in their company. Almost 60 percent of respondents said that age was a disadvantage. In other words, when a young employee competes with an older employee for a job, the young person wins.

This discriminatory perception was summed up perfectly by Mark Zuckerberg in 2007 when he said in an interview, “Younger people are just smarter.”

Forced Transitions

I’ve seen this in my own personal life. Many of my friends from college (we’re all in our early 60s) are starting to think about retiring, primarily because they’ve been forced out of their companies. Most of us will live well into our 80s, 90s, or longer, and as we age, work becomes one of the most gratifying things we do. But employers just don’t see it this way.

According to a recent analysis by the Urban Institute and ProPublica, more than half of workers over 50 lose longtime jobs before they are ready to retire. Of those, 9 out of 10 never recover their previous earning power. Why? Employers simply do not want them back.

Age Discrimination

Companies are now being sued for age discrimination. Recruiters have been caught saying things like “you’re too old for this job” or “we only hire people with less than seven years of experience.” Even Facebook has been forced to remove age as a criterion for job placements in its online advertisements.

The above are examples of explicit discrimination. However, in most companies, age discrimination is much more subtle. Older people have higher salaries, so they are just passed over for many positions.

New Ideas for Older Workers

But change is ahead. Not only does age discrimination fly in the face of most diversity and inclusion programs, but the reality is that employers really need older workers because of record unemployment rates and extreme talent shortages.

“Re-careering” programs—in which employers invite retirees back to work, give them training and new skills, and let them work part-time—are cropping up in companies such as Boeing, Bank of America, and Apple. I encourage all employers to invest this way.

Business leaders also need to keep in mind that baby boomers are the biggest buying population in the world and has as much disposable income as the rest of the population combined. These consumers want to do business with organizations that respect older individuals and don’t view age as a negative.

Think about your company’s attitudes about age. Older workers are often more stable, they understand how to work in teams, and they are likely to be more loyal over time. Generational diversity in workforces is also reflective of good corporate citizenship.

Now is the time for HR leaders to work to actively eliminate age discrimination in their workforces and view generational diversity as a valuable goal.

SOURCE: Bersin, J. ( 25 July 2019) "Older Workers Are a Valuable Talent Pool" (Web Blog Post). Retrieved from https://blog.hrps.org/blogpost/Older-Workers-Are-a-Valuable-Talent-Pool


Tracking Employee Life Cycle

How are you engaging and retaining employees? The HR landscape is constantly changing. With each new generation that enters the workforce, expectations change. Read this blog post from SHRM to learn more about tracking the employee life cycle.


We who study Employee Engagement are consistently looking for trends in hiring and the direct effect on retention. The Human Resource landscape is slippery, no other profession is tasked with such a diverse cycle of management skills. The ability to find great talent, train, engage and promote are an unenviable set of tasks. Recruiters mirror salespeople, Total Rewards professionals have to have an acumen for numbers and the disparate technologies that represent the progression from hiring through promotion can make one's head spin.

So, we stare down the inevitable:

How do we create a synchronized strategy from recruitment to retirement.... ????

Let's start with the job market....

As a new generation of talent enter the workforce are expectations changing?

Are those escalated in age better equipped with irreplaceable experience?

Is a recession coming?

Do elite talents have any interest in job-hopping?

Those who are great at what they do are probably not interested in switching jobs and there are others who simply do not have the proper qualifications. So, staffing professionals are tasked with finding people who are qualified, able to engage and humble in their entry-level financial expectations.

Prospective employees have a few simple expectations:

  • A product/service they believe in
  • Leadership that is visionary yet receptive to change
  • A culture of transparency
  • A manager they enjoy serving

Sounds simple enough but the ability to pull together these traits under a common mission is difficult. Companies are often great at producing quality products but lacking in employee development. Again, our staffers are called upon to sell the good qualities of the company while side-stepping what isn't working.

Sustaining Engagement....

Getting them in the door is one thing. Delivering on promises is another.

Once employees are trained, they need to develop the confidence to acclimate to the culture. Our extended HR team has to sustain the attraction of the hiring process with technology that is accessible and intuitive. HR is then called upon to make sure there is a vessel for strong manager/employee communication while keeping leadership abreast of the action in the trenches.

Take inventory:

  • Does training scale to specific functional traits while enhancing soft skills?
  • Is your Human Capital Management technology integrated and engaging?
  • If employees and managers aren't on the same page, how will you know?
  • Does your CEO recognize general employee goals?

Train, Reward, Challenge and Eliminate Silos!

Seeing departures before they happen.....

If exit interviews are part of your engagement strategy, you are a step behind. The popular counter is to have HR integrate "stay interviews". If you need to administer a survey for employees to validate your existence, your workplace relationships might be fractured.

Managers should have an accountability plan for their employees that is more parts celebration of achievement than calling out deficiencies.

Recognize in public, discipline is private.

If in every day you leave people with a firm understanding of what is working and where they need development, there is no guesswork. People know when they haven't performed to their fullest potential, calling them out twice a year doesn't work.

Ask yourself: do our hiring enticements continue through our day-to-day engagement proposition?    

We all just want to represent something we believe in among people we respect and an ever-evolving challenge cycle complete with rewards at every step of progression.

Originally published on Dave's Weekly Thought blog.

SOURCE: Kovacovich, D. (6 August 2019) "Tracking Employee Life Cycle" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/tracking-employee-lifecycle


How to Sweeten Your Healthcare Offerings to Attract + Retain Employees

Employees are the heart of any great business, and key employees and leaders are essential to long-term success. Once acquiring what you feel like is a complete team, some employees may be exploring other options and walking away. You may also find yourself struggling to attract younger generational employees.

But why is this?

For any employee, benefits are no longer a perk in business; they’re an expected part of compensation.  For any employer looking for ideas on how to ensure their business meets the wants and needs of their employees, Tonya Bahr, one of our expert Benefits Advisors, has outlined three benefits sure to help.

Benefit #1: Gym Memberships

As the old saying goes, “healthy employees are happy employees.” More companies are encouraging healthy habits in and out of the office. The typical employee would like to have the ability to join a gym and work out. This helps negate a general sense of feeling too consumed by work and life, while putting action to their desires. Joining a gym of their liking through the use of a company stipend or expense is a huge plus for many employees and will aid in long-term employee retention.

Benefit #2: Focus on Family

Nobody is without a life away from work. The considerate employer is no stranger to the normal work-life balance and is flexible to offer employees time off when their attention is needed elsewhere – typically family matters. Parents who need to attend a child’s event, a mother who requires maternal leave or those tending to the needs of their elderly loved ones desire a company that doesn’t have a fixed focus on strictly work itself.

Benefit #3: Community Involvement

Numerous studies have found employees increasingly value brands that emphasize doing good around them. From encouraging employees to volunteer on their days off and promising rewards or hosting in-house events, the ways in which your organization can spread a good name into the community is nearly limitless, not to mention, a fun and active way to market your business to prospective employees.

Better Benefits Strategies with Hierl Insurance…

When it comes to Employee Benefits, the experts at Hierl bring an element of strategic innovation to the conversation that others simply are not.  We take pride in the experience we provide our customers focusing in on a clear, defined, proven process and diligent communication to deliver real results that are meaningful to your unique vision and goals as an organization.

The industry has gotten complicated. With an ever shifting landscape, keeping up can be exhausting and trying to plan ahead can seem daunting.When you partner with Hierl, you gain a team of innovative, kind-hearted, strategically focused, big picture experts that work diligently to ensure your outcomes are meaningful where it matters most to you.

For more information, contact Tonya Bahr at 920.921.5921 or tbahr@hierl.com. You can also visit our website for more information on our collective services.

Employee Benefits


At Hierl, we know you are more than just numbers on a spreadsheet. You are a unique, diverse population of real people with real needs and real objectives.

Discover the Extra Mile

Are your job posts designed to recruit the best talent?

Did you know: There are some 7.6 million unfilled jobs in the U.S., according to the U.S. Department of Labor. Poorly written job postings may be one of the reasons employers are having trouble filling open jobs. Read this blog post for more on job post design.


With job postings, it’s not what you say, but how you say it, which makes all the difference.

There are some 7.6 million unfilled jobs in the U.S., according to the U.S. Department of Labor, and poorly written job postings are the reason many employers are having trouble filling those open jobs, according to Katrina Kibben, CEO of Three Ears Media, a company that teaches recruiters how to become better writers.

“Most job postings are filled with clichés and B.S.,” Kibben said Thursday at the Greenhouse Open Conference, a gathering of HR professionals in New York City. “The most successful job postings have a heartbeat, and they spell out what’s expected from the candidate.”

Kibben said traditional job postings rely on the same tactics — all of which are ineffective. She said the majority of posts start out with “brand-first tone and jargon” in an attempt to attract talent. For example: “ABC seeks a collaborative, responsive, and dynamic non-profit development professional to lead the RCS community as our Chief Development Officer.” Kibben said this job description won’t engage potential applicants.

“It’s lame, and it doesn’t tell them why they should want to work for you,” Kibben said. “Some companies rely on brand recognizability, like Fortune 500 status, but that’s not enough to get the passionate candidates you want.”

Kibben provided a better example of an engaging job post: “Raising money isn’t everyone’s cup of tea. We’re looking for someone who’s ready to boil the water, sweeten the pot, and share the love of raising money with an enthusiastic team supporting an important cause.”

Bullet points were another typical job post feature Kibben recommended recruiters kill. While they make organizing information simple, Kibben said they don’t provide candidates with enough information about the job, and why they should apply.

“Your competitor likely has the exact same bullet points, so you need to find a way to tell candidates why you’re different from them,” Kibben said.

The way a job title is worded impacts how many applicants will see job postings online; employers who want the best visibility need to use search analytics to decide on a title, Kibben said. She recommended Google Trends because it shows searchers how often people in different regions searched for specific keywords. Sometimes, employers will find that the words they’re using are turning up searches for something entirely different.

“The phrase ‘customer service,’ for example, tends to bring up complaints, not job listings,” Kibben said. “You’ll want to adjust the wording so the candidates with the skills you want can find you.”

SOURCE: Webster, K. (17 June 2019) "Are your job posts designed to recruit the best talent?" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/are-your-job-posts-hiring-the-best-employees


A 55-year-old intern? Why older apprentices may be the answer to the talent gap

Internships and apprenticeship programs may not just be for young professionals. The DOL’s Task Force on Apprenticeship Expansion recently called for a process that would establish industry-recognized apprenticeship programs (IRAPs). Read this blog post for how older apprentices may be the answer to today's talent gap.


LAS VEGAS — Want to revitalize your workforce? Try hiring a baby boomer as your new intern.

Apprentice programs may not be just for young talents fresh out of college. Employers should study such programs for older workers, said the leader of the world’s largest HR professional society.

“We oftentimes think about apprenticeships for young people, but what about the 55-year-old who needs to work or wants to work an additional 20 years and needs to learn the new coding language?” Johnny Taylor Jr., CEO of the Society for Human Resource Management, said Tuesday during a media event at the annual SHRM conference. “So apprenticeship writ large ... it’s a broader idea than just what we all think about young people getting an opportunity.”

The comments come after the DOL’s Task Force on Apprenticeship Expansion on Monday called for a process to establish industry-recognized apprenticeship programs (IRAPs).

IRAPs will be customizable apprenticeship models that the DOL calls "a new pathway for the expansion of apprenticeships."

In addition, the proposed rule outlined the process to become a standards recognition entity (SRE), which would set standards for training, structure and curriculum for the IRAPs.

DOL would ensure that SREs have the capacity and quality-assurance processes and procedures needed to monitor IRAPs and recognize that IRAPs are high quality. The department's criteria for high-quality IRAPs include: paid work, work-based learning, mentorship, education and instruction, industry-recognized credentials, safety and supervision and adhering to equal employment opportunity obligations.

"The apprenticeship model of earning while learning has worked well in many American industries, and today we open opportunities for apprenticeships to flourish in new sectors of our economy," Labor Secretary Alexander Acosta said in a statement.

Taylor has addressed expanding apprenticeships before, noting the association has recently renewed its support by studying ways to make programs more inclusive and broaden them beyond high school or college students, he said.

“I was at a meeting the other day and they referred to restoring the dignity of the first job,” Taylor said. “That’s a real aspirational thing.”

Employers also need to do more to tap hidden pools of skilled labor from the disabled to the formerly incarcerated to bridge the workplace talent gap in the United States, he said.

“How do we do that? For example, instead of a four-year college experience, maybe it’s a six-year average college experience because you go knock out your first two years,” and break up subsequent educational experiences between semesters of work, school or a mix of both combined with work internships.

The former labor employment lawyer also said key themes that SHRM is focused on this year include workplace culture, age discrimination, diversity and reskilling the U.S. workforce for the jobs of the future.

“Everyone is talking about work,” Taylor said. “It’s a great time to be in HR.”

Additional reporting by Nick Otto.

SOURCE: Siew, W. (26 June 2019) "A 55-year-old intern? Why older apprentices may be the answer to the talent gap" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/shrm-calls-on-expanding-workforce-apprenticeships


Talent test-drive: Micro-internships may benefit students and employers alike

Are you looking to hire interns this summer? Micro-internships are project-based internships that are emerging as a way for students to get a foot in the door and for employers to test talent before hiring someone on. Continue reading to learn more.


"Micro-internships," or project-based internships, are emerging as a way for students to get a foot in the door and for employers to test talent before making a commitment.

Lasting just days or weeks, micro-internships can create a more meaningful experience, too, according to Jeffrey Moss, CEO of Parker Dewey, a platform that enables such arrangements. Rather than longer programs that involve a fair bit of busy work, micro-internships often focus on one, substantive project.

This could have an intern writing a blog post or compiling research, for example, he said. For many companies, these are tasks that are important, but don't always get done. "It gives the career professional or student early insight into what the job is really about," said Moss, "and manager buy-in is high. Rather than a department head trying to create an interesting day or weeks full of intern work, micro-interns get specific projects done for the manager."

Testing talent before you hire

For employers looking to test drive talent, Moss said, micro-internships offer insight into the way a person works. Projects are tangible and can demonstrate how someone executes instructions. For students or career re-launchers, they offer a chance to showcase their talents as they grow. "They develop an authentic relationship with someone who may be their manager down the road," said Moss. "They're paid for their work and get real-world experience for their resume, typically in a few days or weeks, and generally done remotely."

The ability to work remotely creates a more democratic system for interns, as well. Students who don't have access to large markets or businesses can still get a foot in the door. For underserved populations, that access could be a key factor in their career trajectory.

Immediate gratification

Adam Rekkbie was an undergraduate at Bentley University when he learned about the opportunity to do project work through Parker Dewey. He emailed HR Dive from Peru to talk about his experience: "I figured this would be a good way for me to earn a little extra money while also expanding on my skills and learning more about different industries," he said.

Generally, employers choose students to work on a project, building a relationship with them and offering help along the way, Moss said.

Rekkbie has completed nine projects to date, and they run the gamut: market research, creating a business plan for a doctor, migrating and cleaning up data, product research and more.

Everybody wins

Rekkbie said the arrangement was a win-win for him and the employers. As a full-time student, he enjoyed the flexibility of working around his schedule. He also said he gained insight into a broad range of industries while still making money.

And employers say the fast access to high-quality talent is invaluable. Ryan Sarti, director of marketing and sales operations at Sturtevant Richmont, is a convert. In a one-person department, he told HR Dive, there are lots of projects that are high priority, but bandwidth is limited. With micro-internships, he can spell out what he needs and when and then choose among candidates; "I can organize a project quickly, hand it off with minimal time and feedback, and get really good high quality work done."

Larger companies are using these as a way to test potential employees, Moss said. Microsoft, for example, is using micro-internships for immediate support and early access to talent.

Growing the talent pool

Feedback throughout the project is open-ended. Sarti said he likes to give and get detailed comments. Interns ask good questions, he said, and the more feedback you give, the more they grow. That's critical because, after all, they may be working with you one day, he said.

Rekkbie noted the networking opportunities, too: "I have had a couple clients I did work for come back to me and ask for help on additional projects because of how satisfied they were with my initial work," he said. "These clients also provide me with valuable insights related to careers."

And while students may not snag a job directly from the internship, Moss said, they'll be better able to articulate to other employers the direct experience they have.

SOURCE: O'Donnell, R. (28 May 2019) "Talent test-drive: Micro-internships may benefit students and employers alike" (Web Blog Post). Retrieved from https://www.hrdive.com/news/talent-test-drive-micro-internships-may-benefit-students-and-employers-ali/555487/