In our last post, we explored the emerging questions workforce questions. Employers across the country rapidly altered work environments in response to COVID-19, which is far from over. But with promising vaccines on the horizon, there is reason to hope that the “new normal” of public health restrictions and economic uncertainty will transition to another, less difficult status quo.
What will come of the remote workforce at that time? Could working from home (WFH) turn out to be a novelty that companies abandon as soon as they can? Or have employers found lasting advantages in full or partial WFH strategies—from productivity increases to capital savings on real estate and computer equipment—which will lead them to rethink the office environment for the long-term?
How will on-site work change? Will certain new processes or extra pay continue or will things revert by the end of the year?
Although predictions abound, it’s probably safe to say nobody knows it all. This fact alone complicates the mission of human resources professionals, staffing companies, recruiters, and others who need to drive talent acquisition through the unknown.
Looking to next year, the challenges are no longer things like learning how to interview over Zoom (we know you’ve got a handle on that). Now it’s about structuring the hiring process for whatever may happen. Here are a few ideas to help.
Start by asking for input. Has the organization made a decision about whether employees will remain remote, come back to the office, or implement a hybrid approach? Will there be a universal company policy, or will managers be allowed some latitude to decide what level of remote work is best for their teams? How sure is leadership about their chosen model and how much “wiggle room” do you need to build into the hiring process to account for a possible change in direction? For on-site positions, will any extra pay for essential workers remain in place—and for how long?
Knowing what you know—and what you don’t—will provide the foundation for realistic conversations with prospective new hires that set proper expectations and preserve (or even enhance!) your hard-won employer reputation in the job market.
By the same token, the loss of extra pay for essential workers could cause some to look elsewhere, unless alternatives, like opportunity for advancement, are on offer.
Determining the features that resonate most with top-quality talent may take time, and the mix may shift. For instance, if you are recruiting for remote positions now but expect to be a traditional or hybrid office later, you may need to adjust hiring-related communications accordingly. To attract candidates, you might underscore in job postings the stipend offered for home office equipment and internet connectivity. Then to seal the deal in interviews, it might be worthwhile to discuss the office culture and amenities the employee would enjoy down the road.
Such shifts in expectations can sour the relationship, harm the employer reputation in the market, increase turnover and its negative effects on the business, and force hiring managers to go back to the well to find replacements when disappointed employees move on.
Therefore, the honesty you fostered internally needs to be reflected in candidate conversations. Update every job posting to reflect the work environment as it is now and provide the best information possible about the future. And be ready to field questions from prospects. If you can’t provide reliable information about an issue, it’s okay to say so. We’re all getting through this as best we can and being open about where any potential conflicts lie can help both sides make the best decisions about whether there’s a good fit.
Of course, candidates today research potential employers in depth, so find opportunities to communicate strength. Your social media feeds might highlight new hires, for instance, and the company blog might discuss the emerging market opportunities so candidates can evaluate the long-range plan.
If you eliminated paper forms from the onboarding process, for example, go ahead and celebrate that achievement! Then get ready to rationalize. As the crisis stages of the pandemic wane, it will be vital to reexamine technologies and processes, especially those implemented in a hurry, with an eye toward streamlining and refinement.
Asurint stands ready to be part of this process. We offer a variety of tools to accelerate, simplify, and automate the pre-employment screening process. So if you need more time to focus on the big picture, rather than processing background checks, give us a call. We can help, I promise.
What will come of the remote workforce at that time? Could working from home (WFH) turn out to be a novelty that companies abandon as soon as they can? Or have employers found lasting advantages in full or partial WFH strategies—from productivity increases to capital savings on real estate and computer equipment—which will lead them to rethink the office environment for the long-term?
How will on-site work change? Will certain new processes or extra pay continue or will things revert by the end of the year?
Although predictions abound, it’s probably safe to say nobody knows it all. This fact alone complicates the mission of human resources professionals, staffing companies, recruiters, and others who need to drive talent acquisition through the unknown.
Looking to next year, the challenges are no longer things like learning how to interview over Zoom (we know you’ve got a handle on that). Now it’s about structuring the hiring process for whatever may happen. Here are a few ideas to help.
#1 Host honest internal conversations
Uncertainty is unavoidable right now. Having honest conversations about the vision for certain types of positions, including workplace expectations, will be vital.Start by asking for input. Has the organization made a decision about whether employees will remain remote, come back to the office, or implement a hybrid approach? Will there be a universal company policy, or will managers be allowed some latitude to decide what level of remote work is best for their teams? How sure is leadership about their chosen model and how much “wiggle room” do you need to build into the hiring process to account for a possible change in direction? For on-site positions, will any extra pay for essential workers remain in place—and for how long?
Knowing what you know—and what you don’t—will provide the foundation for realistic conversations with prospective new hires that set proper expectations and preserve (or even enhance!) your hard-won employer reputation in the job market.
#2 Are our benefits maximally beneficial?
Depending on the level of remote work the organization intends to continue, you may find that you need to reassess your benefits. As a simple example, office-based perks, like free lunch Fridays or an on-site gym, won’t matter as much to employees who are rarely on campus. The health plan, on the other hand, may get particular scrutiny for months to come.By the same token, the loss of extra pay for essential workers could cause some to look elsewhere, unless alternatives, like opportunity for advancement, are on offer.
Determining the features that resonate most with top-quality talent may take time, and the mix may shift. For instance, if you are recruiting for remote positions now but expect to be a traditional or hybrid office later, you may need to adjust hiring-related communications accordingly. To attract candidates, you might underscore in job postings the stipend offered for home office equipment and internet connectivity. Then to seal the deal in interviews, it might be worthwhile to discuss the office culture and amenities the employee would enjoy down the road.
#3 Communicate with candidates
No employee wants to make the leap to an exciting new position with a company whose headquarters is three hours away, only to find after six months that they are required to be there in person three days per week. They don’t want to set a family budget based on one hourly wage only to see an unanticipated reduction later.Such shifts in expectations can sour the relationship, harm the employer reputation in the market, increase turnover and its negative effects on the business, and force hiring managers to go back to the well to find replacements when disappointed employees move on.
Therefore, the honesty you fostered internally needs to be reflected in candidate conversations. Update every job posting to reflect the work environment as it is now and provide the best information possible about the future. And be ready to field questions from prospects. If you can’t provide reliable information about an issue, it’s okay to say so. We’re all getting through this as best we can and being open about where any potential conflicts lie can help both sides make the best decisions about whether there’s a good fit.
#4 Project strength
Workers are aware that economic challenges have led to layoffs and furloughs in certain sectors and could do so again. This will lead some individuals—particularly the “passive candidates” many organizations target—to adopt a conservative approach to the job market. They may be reluctant to take a chance on a new role unless they feel extremely confident about the company’s prospects.Of course, candidates today research potential employers in depth, so find opportunities to communicate strength. Your social media feeds might highlight new hires, for instance, and the company blog might discuss the emerging market opportunities so candidates can evaluate the long-range plan.
#5 Keep the digital transformation going
If the pandemic leaves one positive trace behind it will be the digital transformations organizations achieved across their hiring and onboarding processes—and not just our custom Zoom backgrounds. Companies have deployed new technologies to help communicate with prospects and move them efficiently through the screening funnel, even when they can’t come to the facility.If you eliminated paper forms from the onboarding process, for example, go ahead and celebrate that achievement! Then get ready to rationalize. As the crisis stages of the pandemic wane, it will be vital to reexamine technologies and processes, especially those implemented in a hurry, with an eye toward streamlining and refinement.
Asurint stands ready to be part of this process. We offer a variety of tools to accelerate, simplify, and automate the pre-employment screening process. So if you need more time to focus on the big picture, rather than processing background checks, give us a call. We can help, I promise.