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Wednesday Workfact: 9 Top Reasons Why Employees Love Their Jobs

By Sonia Son, TinyPulse News

Oftentimes, we believe that money is the only reason employees love their jobs. Turns out that’s not the case.

We asked employees to list out the various things they love about their job, and the results told their own story. No longer are we in an era where bosses make or break our work experience — nowadays it’s all about the peers. One out of every two people pointed to their peers and colleagues as motivators that drive employee engagement.

top-love-forjob-graph

When you think about it, you sit next to your colleagues for almost eight hours a day. Because of that, having an intolerable coworker will indefinitely deplete your motivation and morale at work. So it really is no wonder that colleagues and peers came out on top.

Here’s what the employees say for themselves:

I absolutely love working with my coworkers. I feel like I’m constantly growing and learning in this job, and my coworkers are a big part of the knowledge share.

I love being a part of a group with a crazy amount of passion for this company; it’s all encompassing and contagious, and I’m very glad to be a part of it.

How can organizations make sure their employees aren’t going to constantly be clashing heads?

Here’s a tip: if you’re just hiring people to fill empty seats, it’s time to stop.Tweet: If you're just hiring people to fill empty seats, it's time to stop http://bit.ly/1H5csY7 via @TINYpulse

Hiring dull, uninterested people is going to bring your employees down. Finding colleagues that push each other and keep them going is one of the best things you can do to drive motivation and engagement.

TIP TUESDAY: Developing a Strong Hiring Plan

What can you do to make sure your hiring plan is solid? How do you fill in the missing gaps? Today we’ll look at workforce analysis.

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Employers can’t develop effective hiring strategies without knowing the kind of talent they already have on board, what they’ll need in the future, and how to fill any gaps. A workforce analysis can identify those gaps so that employers can develop an actionable plan. And HR professionals who take the lead in this workforce analysis and planning will be positioned as strategic leaders rather than crisis managers.

B. Lynn Ware, CEO of Integral Talent Systems, Inc., spoke at BLR’s 2015 Advanced Employment Issues Symposium and described the talent-planning process in four steps. She says to (1) take a current state assessment; (2) conduct future state visioning; (3) formulate a strategy; and (4) execute on and adjust the strategy.

Ware says the strategy starts with an understanding of the gap between the organization’s future demands for talent and the forecasted internal and external supplies of talent. Armed with this information, employers can determine what can be done to plan for and meet those future needs, including adjusting talent development, retention, and recruitment strategies.

Assessing Current and Future Talent Demands

Determining short-term needs and long-term goals and then bringing the two into alignment are the first steps. Ware says to begin by answering a few questions:

  • What are the growth goals for the coming year? In three years? In five years? In 10 years?
  • Where has attrition been, and what factors may affect future attrition?
  • What is important to the organization in terms of recruiting, and how can that be measured?
  • Has the organization’s current infrastructure been able to support its efforts?
  • How is the organization tracking recruiting success? Hiring manager responsiveness?
  • What types of people will the organization need to hire?

Using Predictive Modeling

Most HR professionals who are charged with managing the hiring function often find themselves in a reactive mode instead of a proactive mode. This is because resources are limited, and it is impossible to predict when and how employee turnover will happen.

Often, future hiring plans are hard to predict, making long-term planning difficult. However, most of the uncertainty can be managed using predictive modeling, that is, looking at a date range of personnel records (five years is a good indicator) to determine trends in hiring, turnover rate, and average retirement age.

Analysis of these indicators can show whether an organization is headed toward a workforce shortage – and when – so that appropriate workforce planning can be done.

Developing a Workforce Plan

The majority of work involved in predictive modeling and workforce planning is gathering and analyzing data. In order to ensure that all relevant information is collected, notify all involved individuals that the workforce plan is being formulated.

Consider creating a checklist or standard format for requesting data from those individuals. The data to be collected will most likely include the information learned from predictive modeling but may also include known openings, prior demand, and other competitive factors.

When formulating a workforce plan, remember to focus on business objectives, operations plans, and budgets for a period of years to come. Consider how the competitive market has affected or will continue to affect your organization’s ability to hire and succeed. Also consider:

  • Work to be done to meet the organization’s goals for growth and future success.
  • Which jobs will be integral to the organization meeting those goals?
  • What skills and personalities are required to meet those goals?
  • What steps are necessary to put the right people in the right positions to meet those goals?

TIP TUESDAY: Successful Onboarding to Help Ensure Employee Retention

{from SHRM online}

New employee onboarding is the process of integrating a new employee with a company and its culture, as well as getting a new hire the tools and information needed to become a productive member of the team.

Onboarding new hires at an organization should be a strategic process that lasts at least one year, staffing and HR experts say, because how employers handle the first few days and months of a new employee’s experience is crucial to ensuring high retention.

Getting Started with the Onboarding Process

Finding the best candidates for positions in your organization is only part of building an effective team. The process of onboarding new employees can be one of the most critical factors in ensuring recently hired talent will be productive, contented workers.

However, in some organizations, onboarding is often confused with orientation. While orientation might be necessary—paperwork and other routine tasks must be completed—onboarding is a comprehensive process involving management and other employees that can last up to 12 months.

Before implementing a formal onboarding program, employers should answer some key questions to attain team and upper management buy-in, including:

  • When will onboarding start?
  • How long will it last?
  • What impression do you want new hires to walk away with at the end of the first day?
  • What do new employees need to know about the culture and work environment?
  • What role will HR play in the process? What about direct managers? Co-workers?
  • What kind of goals do you want to set for new employees?
  • How will you gather feedback on the program and measure its success?

Once these questions have been answered, HR professionals and upper management can devise a plan of action to help new employees quickly assimilate company policies and workflow while getting fully acquainted with the organization’s culture.

“If we don’t worry about onboarding before the employee starts, then we’re way behind,” says Ben Peterson, CEO of BambooHR, an HR technology company. “Rather than having a stack of papers waiting for their signature, send them out to the employee beforehand, for electronic signature. Give them their benefits selection. Find the technology to help you automate the paper-pushing process.”

In addition to having new employees fill out new-hire paperwork online, consider providing the answers to questions they may have, such as where to go on day one, whom to ask for upon arrival and what to wear. Set up new hires’ desk, phone, computer and password logins before they arrive. Let current employees know about the new hire, and when he or she is arriving.

“The worst thing for a new employee is being wooed through the recruiting process,” says Peterson, “then arriving on the job and the receptionist isn’t even expecting you.”

Click here to read the full article with more informatioon about successful onboarding at SHRM online.

TIP TUESDAY: 5 Lies to Watch For When Hiring

A survey from Right Management reports that the cost of a bad hire can range from one to five times the salary of the individual. According to background screening leader HireRight, job seekers very often exaggerate, falsify credentials and outright lie on their job applications, especially in today’s competitive job market.

Thus, the chances of hiring the wrong person escalate. The prevalence of candidates lying on job applications and resumes, if not outright fraud, at the very least provides reason for small businesses to conduct comprehensive background checks.

Here are five of the most popular lies told by job candidates that employers should watch out for:

1. Exaggerating dates of past employment

As many as 34 percent of all resumes include discrepancies related to previous employment. Candidates often stretch the truth to cover gaps in their work history they may not want to explain — like the job seeker who extended his employment dates to cover a six month jail sentence! Sometimes discrepancies are honest mistakes, but employers should always verify employment dates.

2. Falsifying the degree or credential earned

There is roughly a 20 percent discrepancy rate in education qualifications provided by candidates. Often a resume will tout a degree when a candidate only took some classes, or exaggerate a major so the candidate appears more qualified for the job. Other candidates forge diplomas, claim degrees earned by family members or purchase degrees from diploma mills. The latter can be very difficult to identify, but knowledgeable background checking firms compile detailed databases of known diploma mills so frauds can be identified.

3. Inflating salary or title

It’s hardly surprising that a candidate might exaggerate these important facts to get a better job or a higher salary. That’s why companies typically contact previous employers to verify positions held by the candidate. Salary verification can be more difficult since many companies will not reveal this information. In such cases, asking the candidate for previous W-2 forms as proof is a wise step.

4. Concealing a criminal record

The most serious reason companies must perform background checks is to maintain a safe workplace. Roughly 11 percent of all background checks return a criminal record. Disturbingly, criminals are most attracted to companies where they know they will not be checked, therefore smaller businesses may be a target. Criminal applicants often try to avoid detection through nondisclosure or by changing details such as the spelling of their names or dates of birth.

5. Hiding a drug habit

Since 42 percent of Americans admit to using an illegal drug in their lifetime, screening candidates for drug use is a wise idea for small businesses. Drug users go to great lengths to beat these tests — such as adulterating urine samples — but today’s drug tests are increasingly sophisticated and can identify true positives and negatives despite the attempts of those trying to cover up drug use.

{by John Reese, HireRight, as featured in business know-how online}

TIP TUESDAY: Contract, In-Office, Remote – Which is the Best Hiring Solution for Your Company?

Bringing on talent as your business grows is a big step, and depending on your needs, there are several options to consider. According to CareerBuilder’s 2017 midyear hiring forecast, 40 percent of employers said they planned to hire regular full-time employees this year, while half of all employers anticipate adding temporary or contract workers. So how do you determine the best hiring solution for your company?

Contract workers are ideal for boosting talent for short-term projects that require a very specific set of skills. The pros are simplicity and flexibility. Hiring contract workers is a less complicated and less expensive process than hiring an employee. With freelancers, it’s just a matter of drawing up a contract, and they can begin immediately—no need for lengthy onboarding, and because they are not on staff, you don’t have to provide a benefits package. Other than filling out a 1099-MISC form at the end of the year that specifies how much you paid that person, you also don’t have to worry about withholding or paying FICA taxes. Because contractors don’t require the same investment of time and money as hired employees, there is a lot less pressure should you decide to cut ties or work with someone else.

The cons are less control and potential IRS issues. Unlike your own employees, contract workers are self-employed, therefore you don’t have the authority to dictate work hours. You also cannot expect to have 9-5 access to them since they likely have other clients. Other than project specifications and a deadline, you don’t have much authority.

If you hire freelancers and become the subject of an audit from the IRS or the Department of Labor, you’ll have to be prepared to prove they were not, in fact, your employees. Do yourself a favor and review the IRS guidelines on how to determine whether the individuals providing services are employees or independent contractors.

In-office hires work well for companies that need someone to provide long-term value and wear several hats. The pros include engagement, longevity and onsite management. Employees who are part of your team become invested in the success of the company. Unlike contractors who have their own business, your employee’s success is directly related to the success of the business overall. Plus, by providing a competitive salary and growth opportunities, you can retain your best talent.

People who work for your company are essentially subject to your workplace rules. You set the work hours, the training programs, the productivity expectations, and can require that the person only work for you.

The con is risk. Recruiting and onboarding a new employee is a big time and money investment, and if it doesn’t work out, you have to start from scratch. Plus, a hire gone badly can negatively affect the morale of other staffers.

Remote employees add talent without using up office real estate. The pros are saving money, boosting productivity and hiring from a larger talent pool. According to a recent survey, nearly six out of 10 employers say allowing some staffers to telecommute provides cost savings. Telecommuters at Compaq, Best Buy, British Telecom and Dow Chemical have all shown to be as much as 45 percent more productive. Without the distractions that sometimes happen in an office, focused remote workers can get more done. When you’re not limited by geography, you can stretch your talent search to find employees who more closely match the roles you need to fill.

The cons include employees being tougher to supervise and feeling disconnected. Culture is such an important part of business success, and that can be difficult to cultivate for the portion of your workforce who works remotely. To help staffers feel a sense of camaraderie, you’ll have to be more proactive about planning in-person functions and meetings. Despite the productivity potential, if your remote workers aren’t self-motivated, it can be hard to manage them from afar. Plus, certain types of jobs might benefit from face-to-face brainstorming and collaboration.

Deciding which type of hiring solution is right for you comes down to your needs—if it’s a short- or long-term project, your physical office space and your budget. The good news is that you can decide on a case-by-case basis, and build a hybrid workforce that is optimized for efficiency.

Call us at The Hire Solution, 630-953-7370 to talk about your needs and how to choose the right talent for the job.