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/


Are you offering the right benefits? Look to benchmarking, surveys for answers

With unemployment at historic lows, benefits have become a big differentiator for employers. Continue reading this blog post for more on benchmarking your employee benefits plan.


With unemployment at a 50-year low, benefits have become a big differentiator for employers, which means they need to be competitive to attract and retain employees. What are competitive benefits? Ask 100 employers and you’ll get 100 answers.

It’s no longer affordable to offer Cadillac plans with low employee contributions. How do employers offer attractive yet affordable benefits that will draw potential employees in? They turn to benchmarking and employee surveys to build and validate benefit plans.

“High cost” has become so synonymous with “healthcare benefits” that it’s hard to separate one from the other. As benefits become more costly, they also become more complicated to manage. Add today’s shift to the need for competitive programs and the whole thing begins to look like a slog through quicksand.

Here’s the thing: The employer must strike a balance between what employees want and what they’ll use. That means zeroing in on what they find valuable. While it may be tempting to follow benefit trends by offering pet insurance or creating in-office perks like beer and pizza, research suggests that most employees value more traditional coverages and benefits. What gets them in the door — and keeps them engaged — is likely going to be paid leave, flexible/remote work options and professional development.

To determine what your employees want and what peer employers are offering in your industry, look to benchmarking and employee surveys as two of the sharpest arrows in your plan design quiver.

Benchmarking tells you what you’re competing against. While certain employee benefits are more popular in some industries than others, it’s vital to know who you’re competing against to attract and retain employees. For example, nonprofit organizations historically provide modest employee salaries but rich benefits. While that benefits model may work for most of your workforce, it’s important not to overlook other industry standards. A large nonprofit hiring employees for its IT department is not only competing against other nonprofits for talent, but they’re also competing against tech-industry talent, which may put more of a focus on salary and bonuses than rich benefits.

The best way to identify who you’re competing against and what types of benefits they’re offering is to undertake a benchmarking study. Benchmarking your benefits package can provide insight into what your competition offers across industries, regions and company size so you can ensure your plan design stands up against the competition. Benchmarking studies yield details like:

  • Medical plan type
  • Employee premium cost
  • Employee premium contribution
  • Medical copay
  • Prescription drug copay
  • Office visit copay
  • Emergency room copay
  • Voluntary benefits offerings
  • Salary ranges
  • Paid sick leave

Armed with that data, you can decide where you should aim your focus and whether you’re offering a competitive benefits package.

Surveys tell you what employees value. The best way to understand what your employees value is to ask them. Employee surveys can help you find out which benefits your employees love, which ones they don’t like and where you can make improvements.

When developing an employee benefits survey, pay close attention to how questions are written in order to elicit the best responses from employees. It might make sense to reach out to a survey organization to ensure it’s done right. Benefit brokers often have experience with surveys, too.

When the survey is complete, put together a communications plan so you can get the highest number of responses about what your employees love and what needs improvement. It’s a best practice to survey employees every plan year to stay on top of changes across the workforce. (Just not at open enrollment time).

It’s an inexpensive undertaking that could lead to serious cost savings from changes to the plan and increased employee retention. So basically, a survey is worth the time and effort.

Benchmarking and surveys are important components of a benefits strategy. They can put you on a more direct path to a plan design with options that are right for your culture and workforce.

SOURCE: Newman, H. (17 May 2019) "Are you offering the right benefits? Look to benchmarking, surveys for answers" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/hr-review-surveys-for-employee-benefits-trends


Background Screenings and Second Chance Employment - 3 Tips for Success

Nearly seven out of 10 companies reported that they conduct criminal background checks on all job candidates, according to a 2012 SHRM survey. Read this blog post from SHRM to learn more.


Today’s employers may choose to run background checks on job applicants for variety of reasons. Concerns about negligent hiring, verifying a candidate’s honesty and accountability, and other safety- or performance-related issues may all play a part in this decision. In fact, according to SHRM's 2012 survey, nearly 7 out of 10 companies report that they conduct criminal background checks on all job candidates.

Understandably, employers want to do everything they can to protect their businesses and to ensure (as much as possible) that they’re also protecting their employees. And while an interview is an important opportunity to learn about a job candidate’s character and experience, a background screen provides tangible and practical verification of a candidate’s past, and that is reassuring. What’s important to keep in mind is that background screens are most effective when they’re used judiciously and carefully. Here are a few suggestions to consider.

  1. Tailor background screens to search for information relevant to the specific responsibilities of the job. While it can be tempting to want to know all the information available about a candidate’s past, the ethical and legal use of background screens means that a motor vehicle report, for example, isn’t relevant for a candidate who won’t be driving as part of their job. Limiting searches to the information that is most relevant to the execution of the job functions will keep you in EEOC compliance and will yield more effective background screens.
  1. Use a professional background screening company to assist you. There are many excellent and affordable screening companies to choose from, and we at Dave’s Killer Bread Foundation have had great experiences in our work with Occuscreen, GoodHire, and Checkr, among others. A professional background screening company can help you get the most out of your background checks and can work with you to ensure you’re soliciting the right information for the right purpose. Additionally, quality background screening companies are able to verify information through court runners and other means, which improves accuracy and reduces the likelihood that you’ll see or use irrelevant data (arrest records not leading to convictions, for example).
  1. Remember to be consistent. If you have two or more applicants applying for the same job, you should be requesting the same information about them when you run their backgrounds. Varying types of job responsibilities and roles might require varying levels of inquiry, but if multiple candidates are applying for the same job with the same title, it’s important to keep your process consistent. This will help you avoid the appearance of discrimination or favoritism.

And remember, background screens may involve some level of technological or human error. The information provided from a background screen is a valuable tool to help you in your hiring decision, but it is only one tool. Thoughtfully integrating this information—with your intuition, your experiences with the candidate in the interview, and your willingness to suspend bias or assumptions about an applicant’s character based on their past—can help you to make the best hiring choice every time.

Have questions about how to proceed with a report’s findings? Many employers aren’t criminal code experts, and don’t have to be. Dave’s Killer Bread Foundation is here to help. Get in touch.

SOURCE: Martin, G. (16 April 2019) "Background Screenings and Second Chance Employment - 3 Tips for Success" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/background-screenings-and-second-chance-employment-3-tips-for-success


Dave’s Killer Bread Foundation is the nation’s only nonprofit foundation dedicated to inspiring and equipping employers to embrace Second Chance Employment

This post is part of a series for Second Chance Month, which highlights the need to improve re-entry for citizens returning to society and reduce recidivism. One of the primary ways to do this is by providing an opportunity for gainful employment. To sign the pledge and access the toolkit with information on how to create second chances at your company, visit GettingTalentBacktoWork.org


4 signs top talent may leave: Best strategies to keep them

Employers usually dread receiving a two-weeks notice from one of their top employees. Landing new top talent in today's tight labor market is no easy task, making retention a top priority. Read this blog post to learn more.


There are few things an HR pro dreads more than when a great employee hands in their notice. The challenge of having to replace them can be overwhelming. 

And in this tight labor market, landing new top talent is no easy task, making retention an important priority.

Luckily, there are usually signs a valued employee might be thinking about jumping ship, and some proactive steps you can take to try and keep them.

Subtle signs

Experts agree there are a lot of reasons great employees decide they need to move on. Apart from salary, boredom and a lack of recognition and engagement are the biggest issues causing workers to seek employment elsewhere.

While it might seem sudden and jarring when an employee announces their resignation, there were most likely subtle signs it was coming.

Here are the main ones to watch out for, according to Janine Popick, Chief Marketing Officer of Dasheroo:

1. Private calls during work. Everyone needs to take private calls in the office from time to time, but if someone seems to be answering the phone in hushed tones and dashing to the nearest empty office frequently, that’s probably a sign your employee is interviewing somewhere else.

2. Declining work ethic. Many employees mentally check out before they leave a job. While there could be personal issues causing a change in attitude, if an employee seems less enthusiastic and is consistently only doing the bare minimum, they’re most likely ready to move on.

3. Lack of socialization. Someone actively wanting to leave probably won’t go out of their way to make chit chat with co-workers or be overly friendly anymore. Pay attention to any employee who’s suddenly keeping to themselves more than usual.

4. More activity on social networks. If you’re worried an employee may be getting ready to leave, take a peek at their online presence. Is their LinkedIn page completely updated and polished? Are their tweets looking more professional than personal? This kind of online activity could be an indicator an employee is trying to make a good impression on a new employer.

While it may be too late to convince some people to stay, there are still steps you can take to prevent talent from leaving in the future, according to HR Daily Advisor.

Presenting new challenges

Boredom is what’ll disengage your workers the fastest and cause them to seek a new project elsewhere. To get a basic idea of where your employees stand, an engagement survey is a great tool to see who needs a change.

An easy fix is to ask your people if they’d like to tackle different types of assignments. The more you keep things fresh for them, the more likely they are to remain engaged.

Another way to avoid boredom: See who’s due for a promotion. If someone’s been stuck in the same position for so long they’ve grown tired of it, see if there’s a new opportunity for them. The new responsibility could be just what they needed to respark their enthusiasm.

Recognition, feedback

When your people don’t feel appreciated, they’ll have no qualms about leaving the company. To correct this, it’s important to give frequent feedback and let people know when they’ve done a good job.

Gallup research shows employees who are praised are more committed to their work and organizations. Even just quick feedback, positive or negative, can motivate employees and boost their engagement.

Extra communication can only make employees feel more connected to the company.

SOURCE: Mucha, R. (1 February 2019) "4 signs top talent may leave: Best strategies to keep them" (Web Blog Post). Retrieved from http://www.hrmorning.com/4-signs-top-talent-may-leave-best-strategies-to-keep-them/


4 Simple Reasons Why Texting Can Lead to Better Hires

If your recruiters are continually getting "ghosted" by job candidates, it may have something to do with their communication method. Continue reading this blog post for four reasons texting can lead to better hires.


It’s no secret that recruiters spend the majority of their time researching to find the right candidates for the right job, and even more time reaching out to talk to these potential candidates. So it’s natural that they become frustrated when candidates ignore communications like emails and LinkedIn InMail messages from recruiters. While these communication methods can work for some, they definitely aren’t preferred for all — especially these days.

With people busier than ever before, especially passive millennial candidates, recruiters are seeing more and more recruits “ghosting” them. If you are continually getting no responses to your outreach, it likely has something to do with the other 100-plus emails that are hitting candidates’ inboxes every day. Reaching out via SMS (text messaging) can help you break through the noise and make it easy for potential candidates to take the next step.

Here are four simple ways to use text messages to make better hires:

Texting is quicker

In a highly competitive market, speed matters more than ever. How quickly you can secure the talent you need impacts how quickly your business is moving forward. Seventy-three percent of U.S. millennials and Gen Zers interact with each other digitally more than they do in real life. If you want a fast answer, texting is the way to go.

Scheduling via text is also quicker

Nothing good ever comes from never-ending email chains, especially when the topic is as dull as “Are you available Wednesday morning between 9 am and 11 am?” Sending your candidate a link to your favorite scheduling client via SMS puts an end to group-email fatigue and gets the interview on the books in a matter of minutes.

Don’t forget reminders

There’s nothing worse than a candidate showing up late or missing an interview.
A quick text message is a perfect way to give your candidates a quick heads-up, give them an extra tip, a quick pat on the back and send them in ready to win. No one likes tardiness and no-shows. A quick reminder ensures everyone’s on the same page.

Accelerate the hiring process

Text messages make the candidate experience way more enjoyable by simply shortening the hiring process. Hiring typically involves emails, scheduling, and so much admin. A great SMS can make hiring human again, not to mention faster. By communicating directly with someone at a time that works best for them, especially in a way that they’re much more likely to respond quickly, it will help shorten the overall hiring timeline.
When used alongside other awesome tools, such as a chatbot, text messaging could even help qualify leads more quickly and immediately put you in touch with the best candidates.

The bottom line: utilizing text for recruiting can help you revitalize your talent pipeline and create a more engaging candidate experience.

SOURCE: Bounds, D. (25 April 2019) "4 Simple Reasons Why Texting Can Lead to Better Hires" (Web Blog Post). Retrieved from http://hrexecutive.com/4-simple-reasons-why-texting-can-lead-to-better-hires/


Working interviews: How hiring trend can cause compliance issues

Do you have job candidates participate in working interviews? The federal government prefers that companies do not bring in applicants for a working interview and without paying them. Read this blog post to learn how this hiring trend can cause compliance issues for companies.


News flash: The feds don’t like it when you bring in “applicants” for a “working interview” – and then refuse to pay them for the work they perform.

The lesson is going to cost a Nashville dental practice $50,000 after a settlement in federal district court.

The practice will pay $50k in back wages and liquidated damages to 10 employees for FLSA minimum wage, overtime and recordkeeping violations.

According to the DOL’s Wage and Hour Division, Smiley Tooth Spa:

  • violated the federal minimum wage requirements by requiring candidates for hire to perform a “working interview” to conclude their application, but failed to pay the individuals for those hours worked
  • failed to pay registered dental assistants and hygienists time-and-a-half for hours worked over 40 in a workweek
  • authorized their accountant to falsify and alter time and payroll records to make it appear that the employer was paying proper overtime for all hours worked, and
  • periodically required employees to attend training during their scheduled lunch breaks without paying them for that time.

THE CARDINAL RULE

Although it’s hard to believe that any employer could think such an approach could fly in this day and age, this case is a good reminder that people who perform duties for the benefit of any organization are, almost universally, entitled to be paid.

Even if they aren’t yet considered an “official” employee, they’re performing the work of one, and must be paid for it.

Some good news: With working interviews, employers don’t necessarily have to pay the position’s advertised salary. The law only says workers must receive at least minimum wage for their work, so companies do have some flexibility.

SOURCE: Cavanaugh, L. (1 March 2019) "Working interviews: How hiring trend can cause compliance issues" (Web Blog Post). Retrieved from http://www.hrmorning.com/working-interviews-how-hiring-trend-can-cause-compliance-issues/