Angie Barnes's Posts - RecruitingBlogs2024-03-29T00:23:29ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarneshttps://storage.ning.com/topology/rest/1.0/file/get/1527026835?profile=RESIZE_48X48&width=48&height=48&crop=1%3A1https://recruitingblogs.com/profiles/blog/feed?user=0wexb4fkw50gd&xn_auth=noImpact of Salary History Laws on All Statestag:recruitingblogs.com,2018-02-21:502551:BlogPost:20615202018-02-21T18:13:17.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557632506?profile=original" target="_self"><img class="align-left" height="227" src="http://storage.ning.com/topology/rest/1.0/file/get/1557632506?profile=RESIZE_1024x1024" width="335"></img></a></p>
<p>What do the following cities and states all have in common?<br></br>• California <br></br>• Delaware <br></br>• Massachusetts <br></br>• Oregon<br></br>• New Orleans <br></br>• New York City <br></br>• Philadelphia <br></br>• Pittsburgh <br></br>• Puerto Rico <br></br>• San Francisco</p>
<p>They all have, or will soon have, laws on the books preventing employers from asking about job candidate’s salary…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557632506?profile=original" target="_self"><img width="750" src="http://storage.ning.com/topology/rest/1.0/file/get/1557632506?profile=RESIZE_1024x1024" width="335" class="align-left" height="227"/></a></p>
<p>What do the following cities and states all have in common?<br/>• California <br/>• Delaware <br/>• Massachusetts <br/>• Oregon<br/>• New Orleans <br/>• New York City <br/>• Philadelphia <br/>• Pittsburgh <br/>• Puerto Rico <br/>• San Francisco</p>
<p>They all have, or will soon have, laws on the books preventing employers from asking about job candidate’s salary history. The laws state that companies are prohibited from questioning candidates about their current and past salaries and benefits, as well as prohibit requesting that information from current or former employers, or obtaining it from other sources. The purpose behind these laws, according to advocates, is to ultimately eliminate the persistent gender pay gap in the United States.</p>
<p>The controversial move has created a firestorm in the recruiting industry leaving hiring managers, HR professionals and recruiters wringing their hands, unsure of how to completely undo and relearn standard recruiting and hiring procedures. There is a great deal of information available from both critics and proponents of the law. The bottom line is that even if your city or state is not directly affected by the new laws, if you work for a company that recruits nationwide or regionally surrounding any of the affected areas, you will be impacted on some level.</p>
<p>For example, recently one of our recruiters was working with a client based in a non-affected state, but was speaking with candidates who lived in one of the above listed areas and would be hired to work remotely. (A scenario could look like this: client company based in Virginia; candidate lives in Oregon.) There was some confusion as to why the law was pertinent and our recruiter had to have a candid conversation with the client to explain although their state was not directly affected; the laws were applicable due to the location of the candidates. This type of conversation will become more and more relevant as more and more of these laws pass. A trickle-down effect will spread across all states.</p>
<p>Shifting the mindset and changing recruiting behaviors to accommodate only a few states will be challenging, but necessary. As of last year, over half of the states have considered implementing this type of legislation. It is more likely than not, that soon this will be the rule rather than exception. The sooner employers can begin to modify their expectations on salary disclosure; the less painful it will be when the laws pass. <br/>Here are a few suggested steps to move towards compliance. <br/>• Do keep in mind that it is okay to discuss salary expectations.<br/>• Stop asking the current salary question or inquiring about salary history all together.<br/>• Begin thinking of salaries based on a “market-value” mentality. Compensation should be a data-driven decision based on the current value of a given position in the talent market, as well as an individual’s specific skills. <br/>• Remove any questions around compensation from applications.<br/>• Create new procedures for vetting candidates during the recruitment process. Refrain from releasing salary information for past employees.</p>
<p>And last but not least, reaching out to your external recruiting partner for guidance is a good idea. He/ she should be able to provide tips and strategies on how to work through the challenges these laws present. It is a tricky area to navigate and having a trustworthy partner to go to for answers can hopefully ease some of the pain.</p>
<p>Angie Barmes. <a href="http://qworksgroup.com/" target="_blank" rel="noopener">The Q Works Group</a></p>Impact of Salary History Laws on All Statestag:recruitingblogs.com,2018-01-29:502551:BlogPost:20571472018-01-29T17:48:03.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p><img src="http://storage.ning.com/topology/rest/1.0/file/get/1557629061?profile=RESIZE_480x480" width="450"></img></p>
<p>What do the following cities and states all have in common?</p>
<ul>
<li>California</li>
<li>Delaware</li>
<li>Massachusetts</li>
<li>Oregon</li>
<li>New Orleans</li>
<li>New York City</li>
<li>Philadelphia</li>
<li>Pittsburgh</li>
<li>Puerto Rico</li>
<li>San Francisco</li>
</ul>
<p>They all have, or will soon have, laws on the books preventing employers from asking about job candidate’s salary history. The laws state that companies are prohibited from questioning…</p>
<p><img width="450" src="http://storage.ning.com/topology/rest/1.0/file/get/1557629061?profile=RESIZE_480x480" width="450"/></p>
<p>What do the following cities and states all have in common?</p>
<ul>
<li>California</li>
<li>Delaware</li>
<li>Massachusetts</li>
<li>Oregon</li>
<li>New Orleans</li>
<li>New York City</li>
<li>Philadelphia</li>
<li>Pittsburgh</li>
<li>Puerto Rico</li>
<li>San Francisco</li>
</ul>
<p>They all have, or will soon have, laws on the books preventing employers from asking about job candidate’s salary history. The laws state that companies are prohibited from questioning candidates about their current and past salaries and benefits, as well as prohibit requesting that information from current or former employers, or obtaining it from other sources. The purpose behind these laws, according to advocates, is to ultimately eliminate the persistent gender pay gap in the United States.</p>
<p>The controversial move has created a firestorm in the recruiting industry leaving hiring managers, HR professionals and recruiters wringing their hands, unsure of how to completely undo and relearn standard recruiting and hiring procedures. There is a great deal of information available from both critics and proponents of the law. The bottom line is that even if your city or state is not directly affected by the new laws, if you work for a company that recruits nationwide or regionally surrounding any of the affected areas, you will be impacted on some level.</p>
<p>For example, recently one of our recruiters was working with a client based in a non-affected state, but was speaking with candidates who lived in one of the above listed areas and would be hired to work remotely. (A scenario could look like this: client company based in Virginia; candidate lives in Oregon.) There was some confusion as to why the law was pertinent and our recruiter had to have a candid conversation with the client to explain although their state was not directly affected; the laws were applicable due to the location of the candidates. This type of conversation will become more and more relevant as more and more of these laws pass. A trickle-down effect will spread across all states.</p>
<p>Shifting the mindset and changing recruiting behaviors to accommodate only a few states will be challenging, but necessary. As of last year, over half of the states have considered implementing this type of legislation. It is more likely than not, that soon this will be the rule rather than exception. The sooner employers can begin to modify their expectations on salary disclosure; the less painful it will be when the laws pass.</p>
<p>Here are a few suggested steps to move towards compliance.</p>
<ul>
<li>Do keep in mind that it is okay to discuss salary<span> </span><em>expectations</em>.</li>
<li>Stop asking the current salary question or inquiring about salary history all together.</li>
<li>Begin thinking of salaries based on a “market-value” mentality. Compensation should be a data-driven decision based on the current value of a given position in the talent market, as well as an individual’s specific skills.</li>
<li>Remove any questions around compensation from applications.</li>
<li>Create new procedures for vetting candidates during the recruitment process. Refrain from releasing salary information for past employees.</li>
</ul>
<p>And last but not least, reaching out to your external <a href="http://qworksgroup.com/" target="_blank" rel="noopener">recruiting partner</a> for guidance is a good idea. He/ she should be able to provide tips and strategies on how to work through the challenges these laws present. It is a tricky area to navigate and having a trustworthy partner to go to for answers can hopefully ease some of the pain.</p>2018 Employment Market Forecast is Looking Goodtag:recruitingblogs.com,2017-12-29:502551:BlogPost:20543982017-12-29T15:08:11.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557630463?profile=original" target="_self"><img class="align-right" src="http://storage.ning.com/topology/rest/1.0/file/get/1557630463?profile=RESIZE_480x480" width="400"></img></a> <span style="font-size: 12pt;">Good news for the employment market and recruiting industry moving into 2018 with employers in all US regions and industry sectors expected to increase staff. The manufacturing and construction industries in particular are experiencing a rejuvenation leading to a marked increase in job openings within those sectors. The overall unemployment…</span></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557630463?profile=original" target="_self"><img width="400" src="http://storage.ning.com/topology/rest/1.0/file/get/1557630463?profile=RESIZE_480x480" width="400" class="align-right"/></a><span style="font-size: 12pt;">Good news for the employment market and recruiting industry moving into 2018 with employers in all US regions and industry sectors expected to increase staff. The manufacturing and construction industries in particular are experiencing a rejuvenation leading to a marked increase in job openings within those sectors. The overall unemployment rate is expected to continue to drop over the next two years. With that, the war for sourcing and recruiting talent will continue to rage on, requiring even the most experienced recruiter to come up with new and creative ways to entice those elusive and/or passive candidates. </span></p>
<p><span style="font-size: 12pt;">Each year we compile an overview of trends and observations expected to impact the employment landscape in the upcoming year. The intent is to highlight areas that may be of interest to employers as well as projected areas of concern in terms of recruiting and hiring. </span></p>
<p><span style="font-size: 12pt;">To read the full report, please follow the below link:</span></p>
<p><span style="font-size: 14pt;"><strong><a href="http://qworksgroup.com/wp-content/uploads/2017/12/Employ-Market-18.pdf" target="_blank" rel="noopener">2018 Employment Market Outlook</a> </strong></span> </p>Understanding, Accepting and Embracing a Multinational Workplace (Part 1: The Pitfalls)tag:recruitingblogs.com,2017-11-30:502551:BlogPost:20506672017-11-30T18:30:00.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557632079?profile=original" target="_self"><img class="align-right" src="http://storage.ning.com/topology/rest/1.0/file/get/1557632079?profile=RESIZE_480x480" width="400"></img></a></p>
<p>The likelihood of working in a multinational environment continues to increase as globalization extends its reach across numerous industries. Whether working for a small business or large corporation, it’s not uncommon these days in America to be exposed to more than one culture. Diverse international backgrounds and experiences can create a unique, even effective…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557632079?profile=original" target="_self"><img width="400" src="http://storage.ning.com/topology/rest/1.0/file/get/1557632079?profile=RESIZE_480x480" width="400" class="align-right"/></a></p>
<p>The likelihood of working in a multinational environment continues to increase as globalization extends its reach across numerous industries. Whether working for a small business or large corporation, it’s not uncommon these days in America to be exposed to more than one culture. Diverse international backgrounds and experiences can create a unique, even effective and flourishing workplace if certain steps are taken to ensure cultural differences are understood and respected.</p>
<p>Combining a group of individuals of differing cultures and expecting them to immediately perform as a cohesive team does not always work. This is clearly an issue for multinational companies. Generally, people from a particular country tend to share deeply ingrained cultural norms which are distinct from other countries. This combined with language barriers, communication style and organizational differences all affect a company’s performance.</p>
<p>Here are some specific business behaviors and expectation differences which may impact how a multinational organization works together and where conflicts may arise:</p>
<ul>
<li><strong>Management Style and Structure.</strong> Countries approach management from very different angles. For example, U.S. companies may follow consultative or structured individualism while many European countries abide by a more autocratic, hierarchical structure. These differing methods affect how leadership, delegation, negotiation, decision making and attitudes are presented.</li>
<li><strong>Punctuality.</strong> Monochronic cultures (The U.S., Northern Europe) place high value on being on time and do not value interruptions, while polychromic cultures (Latin America, Middle East) place the focus on socializing and relationship building over the importance of keeping a tight schedule.</li>
<li><strong>Workplace Values.</strong> Geert Hofstede, a researcher and published author on <a href="https://www.hofstede-insights.com/models/national-culture/">workplace culture</a>, has identified six dimensions of national culture that affect employee values. The greater the distance between the preferred value (of a country), the more likely to clash culturally within a workspace.</li>
</ul>
<ol>
<li>Power Distance (PDI)- Germany versus Mexico</li>
<li>Individualism versus Collectivism (IDV) – United States versus Taiwan</li>
<li>Indulgence versus Restraint (IND)- United States versus Italy</li>
<li>Masculinity versus Femininity (MAS)- Japan versus Sweden</li>
<li>Uncertainty Avoidance Index (UAI)- Greece versus The United Kingdom</li>
<li>Long-term Orientation versus Short-term Normative Orientation (LTO)- China versus United States</li>
</ol>
<ul>
<li><strong>Personal time</strong>. Certain countries place high value on observing work-life balance by providing a generous amount of vacation time. For example, every country in the EU has at least four weeks of paid vacation by law. The U.S. is not required to pay even one day of vacation by law. Lunch breaks also vary greatly depending on your country of origin; from working through lunch at your desk to taking a leisurely 2 hour break away from the office.</li>
<li><strong>Communication.</strong> Verbal and nonverbal etiquette such as body language, shaking hands, addressing people etc. also varies greatly often leading to miscommunication. These differences impact the ability to form strong relationships with coworkers, management and customers/ clients.</li>
</ul>
<p>These are only a few of the challenges that can arise in a multinational organization. Since we assist the recruiting and hiring efforts of a great deal of German owned companies with US subsidiaries, we thought it would be worthwhile to use our familiarity with these two business cultures to demonstrate the case in point. This chart shows some of the contrasting values, expectations and beliefs:</p>
<p><a href="http://qworksgroup.com/wp-content/uploads/2017/11/US-VS-G.png" target="_blank"><img src="http://qworksgroup.com/wp-content/uploads/2017/11/US-VS-G.png?width=572" width="572" class="align-center"/></a></p>
<p>As you can imagine, merging two such opposing approaches and ideals is bound to present a distinctive set of problems. And again, the above examples only begin to scratch the surface on contrasting worldwide views, beliefs and behaviors. As expected, when you bring people together, there are always going to be challenges to overcome whether it’s conflicting personalities or cultural differences.</p>
<p>Despite the apparent pitfalls that arise in a nationally diverse work environment, organizations can benefit significantly from the cultural differences between people. Tapping into a wider range of perspectives and approaches can lead to unique innovation, more creative problem-solving, and unthought-of business solutions all resulting in greater organizational success.</p>
<p>Part 2 of this article will take a deeper look into the advantages of a multinational workforce as well as provide insight and tips on overcoming some of the difficulties highlighted in this article.</p>
<p></p>
<div id="attachment_12671" class="wp-caption aligncenter"><p class="wp-caption-text">Written By: <a href="https://www.linkedin.com/in/angiembarnes/">Angie Barnes</a>, <a href="http://qworksgroup.com/" target="_blank">The Q Works Group</a></p>
</div>Attract and Retain Millennials with Solid Career Pathingtag:recruitingblogs.com,2017-11-21:502551:BlogPost:20490642017-11-21T16:42:11.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557627291?profile=original" target="_self"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1557627291?profile=RESIZE_480x480" width="350"></img></a> It’s no surprise that in the current candidate-driven market, employers have to adjust, rethink and implement new strategies to not only attract, but also retain talented employees. There has been a lot of research presented over the past few years on learning to understand what motivates the Millennial generation and how to better merge workplace styles and expectations.…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557627291?profile=original" target="_self"><img width="350" src="http://storage.ning.com/topology/rest/1.0/file/get/1557627291?profile=RESIZE_480x480" width="350" class="align-left"/></a>It’s no surprise that in the current candidate-driven market, employers have to adjust, rethink and implement new strategies to not only attract, but also retain talented employees. There has been a lot of research presented over the past few years on learning to understand what motivates the Millennial generation and how to better merge workplace styles and expectations. The concept of career pathing has emerged as a valuable tool that can give your company the advantage over one that does not offer such a career track when hiring Millennials.</p>
<p>Career pathing is basically defined as a systematic approach to career development, enabling employees to map out advancement. By presenting employees a clearly defined plan showing career progression, they become more engaged in their roles and the development of their careers. This increases job satisfaction and retention among Millennials. When asked in a MRI Network study, 53% of Millennials sited career pathing as an effective tool to engage and retain them. </p>
<p>First, it may be important to understand why this would be important to Millennials. This generation has had much of their life mapped out for them, and expect no different in their professional lives. From organized playdates and highly structured youth sports, they are used to progressing onward and upward. Even their educational path was logically laid out before them - high school to college, college to grad school or grad school to their first job. They are naturally conditioned to have a clearly defined path forward.</p>
<p>How does career pathing benefit employers?</p>
<ol>
<li>Employers can differentiate themselves from competitors by investing in their employees' career development.</li>
<li>It is a way for companies to develop internally the skills needed to achieve future business goals. This can potentially reduce the investment in recruiting, hiring and onboarding new employees.</li>
<li>It provides clear, predetermined criteria for advancement, by charting out a course of action along with goals and benchmarks. Resulting in less or no surprises.</li>
<li>It produces happier, more manageable, easier-to-retain workforce by providing a win-win scenario for both employers and employees.</li>
</ol>
<p>Creating these progression maps is not an easy task. It takes serious thought and time investment to fully develop a logical, attainable path between positions A and B, C and ultimately position D. A Cornell University paper <a href="http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1042&context=student">When Developing a Career Path, What are the Key Elements to Include?</a>, details the following steps when designing a career path from scratch:</p>
<p><b>Step 1:</b> Create a Career Roadmap</p>
<p><b>Step 2:</b> Build Position Profiles</p>
<p><b>Step 3:</b> Identify Core Competencies and Expected Behaviors</p>
<p><b>Step 4:</b> Incorporate Training and Development</p>
<p><b>Step 5:</b> Establish Accountability</p>
<p> </p>
<p>A 2016 Gallup poll determined “career development” as the top factor in retaining Millennials. Conversations about development and progression are vital to their retention. Disclosing that there is a clear upward career path during the interviewing and onboarding process can motivate and comfort this generation. This can be a beneficial tool in both attracting and retaining valuable employees in the ever shrinking pool of skilled talent. </p>
<p>By: Angie Barnes, <a href="http://qworksgroup.com/" target="_blank">The Q Works Group</a></p>Decrease Turnover: Staying Ahead with Stay Interviewstag:recruitingblogs.com,2017-11-03:502551:BlogPost:20467612017-11-03T15:22:23.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557624285?profile=original" target="_self"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1557624285?profile=RESIZE_480x480" width="350"></img></a></p>
<p>Building on our article last month about <a href="http://qworksgroup.com/2017/09/19/job-hoppers-largely-unavoidable-yet-surprisingly-embraceable/">Job Hoppers</a>, companies have the opportunity to decrease turnover by implementing the valuable practice of the “Stay Interview” with current employees. This is certainly not a <em>brand-new</em> concept, but the…</p>
<p></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557624285?profile=original" target="_self"><img width="350" src="http://storage.ning.com/topology/rest/1.0/file/get/1557624285?profile=RESIZE_480x480" width="350" class="align-left"/></a></p>
<p>Building on our article last month about <a href="http://qworksgroup.com/2017/09/19/job-hoppers-largely-unavoidable-yet-surprisingly-embraceable/">Job Hoppers</a>, companies have the opportunity to decrease turnover by implementing the valuable practice of the “Stay Interview” with current employees. This is certainly not a <em>brand-new</em> concept, but the current employment climate has forced companies to consider its relevance in the war for talent.</p>
<p>Today, the average person changes jobs 12 times during their lifetime; meaning an employee is likely to jump ship every 2-5 years. That means companies are constantly hiring and rehiring and rehiring for the same positon leading to frustration and drained resources. Many times managers feel blindsided when someone quits and wish they could go back and “fix” the problem that led up to the departure. The truth usually comes out during the exit interview, but it is too late then to save that employee and so starts the new hire process all over again costing companies valuable time and resources.</p>
<p>Many companies employ a standard annual review procedure, but checking in on a more frequent basis may be what is needed to gauge employee satisfaction and improve the likelihood of retaining employees. The ultimate purpose behind this one-on-one (manager/employee) conversation is to determine what the company can do to keep this person, as well as to hear any grievances which may result in him/ her leaving the organization.</p>
<p>It is recommended that managers (versus HR) sit down for a discussion in a structured format at least once a year, typically opposite the annual review date and twice in the critical period during which companies experience attrition of new hires. This allows employers the opportunity to take immediate action to improve the individual’s satisfaction, if in fact there is a problem. Over time and after interviews with multiple employees, companies will likely see patterns and have the opportunity to make valuable company-wide changes and improvements. At the end of the day, stay interviews decrease turnover and promote a more satisfactory, productive work environment.</p>
<p>It is a good idea to be transparent with employees about the purpose of this meeting and allow them time to consider what they would like to discuss in advance. It can also be worked into the hiring and onboarding process as a benefit to the employee. Knowing that they will have an opportunity to express themselves openly in a deliberate meeting promotes a sense of trust and value. Types of questions to ask:</p>
<ul>
<li>What do you like about your job?</li>
<li>Can you tell me about a good day of work you had recently?</li>
<li><img src="http://qworksgroup.com/wp-content/uploads/2017/10/STAY-INTERVIEW-300x225.png?width=300" width="300" class="align-right"/>Do you feel you’re being used to your full potential in this job?</li>
<li>Is there something new in particular you want to learn this year?</li>
<li>Do you feel you are appropriately recognized for your contributions?</li>
<li>Do you have the right resources to perform successfully?</li>
<li>Do you feel like you’re “in the know” when it comes to company information or departmental changes?</li>
<li>Can you describe a recent frustrating experience or day on the job?</li>
<li>Do you feel as though you are treated with trust and respect in your position?</li>
<li>If you had the power, how would you change your day-to-day job to be more enjoyable?</li>
</ul>
<p>While the unemployment rate remains low and new job creation continues to increase, the demand for skilled talent has never been greater. Companies are struggling to fill positions and keep the employees they have. Implementing stay interviews into a retention strategy is just one more tool organizations can use in retaining critical employees. Does it require time and effort to develop a plan of action and apply it in an effective manner? Absolutely it does. But if it means decreasing overall turnover and hanging on to the best team members, it will no doubt be worth it in the end.</p>
<p>Written By: <a href="https://www.linkedin.com/in/angiembarnes/">Angie Barnes</a>, <a href="http://qworksgroup.com/2017/10/24/decrease-turnover-staying-ahead-with-stay-interviews/" target="_blank">The Q Works Group</a></p>What are Boomerang Employees and Why Should I Care?tag:recruitingblogs.com,2017-10-20:502551:BlogPost:20442732017-10-20T17:00:41.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p style="text-align: left;"></p>
<p style="text-align: left;"><b><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557626321?profile=original" target="_self"><img class="align-right" src="http://storage.ning.com/topology/rest/1.0/file/get/1557626321?profile=RESIZE_480x480" width="417"></img></a></b></p>
<p style="text-align: left;"><b>What are Boomerang Employees and Why Should I Care?</b></p>
<p style="text-align: left;">Earlier this year in our <a href="http://qworksgroup.com/wp-content/uploads/2017/01/2017-Employ-Market-2.pdf">Employment Market Outlook 2017</a>, we referenced the increase in…</p>
<p style="text-align: left;"></p>
<p style="text-align: left;"><b><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557626321?profile=original" target="_self"><img width="417" src="http://storage.ning.com/topology/rest/1.0/file/get/1557626321?profile=RESIZE_480x480" width="417" class="align-right"/></a></b></p>
<p style="text-align: left;"><b>What are Boomerang Employees and Why Should I Care?</b></p>
<p style="text-align: left;">Earlier this year in our <a href="http://qworksgroup.com/wp-content/uploads/2017/01/2017-Employ-Market-2.pdf">Employment Market Outlook 2017</a>, we referenced the increase in “boomerang employees” as a predicted trend moving into the New Year. Simply stated, a boomerang employee leaves a company, works elsewhere for a period of time, then returns to the same company and begins working there again. This may seem like an unusual circumstance, but chances are we will see this trend become more and more widely spread as the number of jobs increase and unemployment decreases.</p>
<p style="text-align: left;">Employers are struggling to fill highly technical positions in particular, and given the current candidate-driven market, the pool of talent will remain slim. As a result, employers’ hands may be tied, forcing them to contemplate options they may not have considered in the past. Most hiring managers will tell you that rehiring former employees is frowned upon or downright forbidden in many HR policy handbooks, but with the climate of the employment market and the realization that most employees do not stay with one company for the duration of their career, this concept is changing. Over 75% of HR survey respondents said that they are “more accepting of hiring boomerang employees than in the past.”</p>
<p style="text-align: left;">40% of employees say they would consider returning to a company where they previously worked. So who are these “boomerang employees?” They generally fall into four categories:</p>
<p style="text-align: left;">1. Those who left to further their career.</p>
<p style="text-align: left;">2. Those who feel they need to switch careers or industries all together.</p>
<p style="text-align: left;">3. A life event forced them to leave.</p>
<p style="text-align: left;">4. Those who boomerang on purpose (such as seasonal workers).</p>
<p style="text-align: left;">These are not your ex-employees who left on bad terms or quit under unsatisfactory circumstances. These are generally good employees who just happen to leave for very specific reasons which did not leave a negative impact on the relationship. </p>
<p style="text-align: left;">What are the benefits of hiring a Boomerang?</p>
<ul style="text-align: left;">
<li>They already know the company culture and have knowledge and experience with the product(s)/ service(s), saving you time and money in the recruiting and onboarding process.</li>
<li>Brand loyalty has already been established and doesn’t automatically go away when someone leaves a job. Therefore when a boomerang returns, a sense of trust and loyalty are already present.</li>
<li>It sends a message to other employees that your company must be pretty special or XX would not have returned. This can do wonders for company morale.</li>
<li>Chances are the employee returns more experienced and skilled than when they left, bringing with them increased value and productivity. </li>
</ul>
<p style="text-align: left;">It may take a while for the old school concept against rehiring former employees to progress to a widely accepted practice, but as the employment landscape and workforce itself evolves, we will certainly see this affect the recruiting and hiring process. Not necessarily a bad thing when we consider the shortage of top notch talent available. Considering all options, including former employees may be what is needed to help fill the vacuum. </p>
<p style="text-align: left;"> Angie Barnes, <a href="http://qworksgroup.com/" target="_blank">The Q Works Group</a></p>Job Hoppers: Largely Unavoidable yet Surprisingly Embraceabletag:recruitingblogs.com,2017-10-02:502551:BlogPost:20423872017-10-02T16:00:00.000ZAngie Barneshttps://recruitingblogs.com/profile/AngieBarnes
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557625841?profile=original" target="_self"><img class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1557625841?profile=original" width="528"></img></a> “Job Hopper” simply stated means a person who changes jobs frequently (typically every 2 – 3 years). Millennials in particular have been pegged as the noncommittal, wandering job-hoppers but a study by the Washington Post determined that millennials are changing jobs slightly <em>less often</em> than their boomer parents did at their age. Regardless of which generation is the…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557625841?profile=original" target="_self"><img src="http://storage.ning.com/topology/rest/1.0/file/get/1557625841?profile=original" width="528" class="align-center"/></a>“Job Hopper” simply stated means a person who changes jobs frequently (typically every 2 – 3 years). Millennials in particular have been pegged as the noncommittal, wandering job-hoppers but a study by the Washington Post determined that millennials are changing jobs slightly <em>less often</em> than their boomer parents did at their age. Regardless of which generation is the guiltiest of this behavior, the trend has taken root in our candidate-driven employment market and does not appear to be going away anytime soon.</p>
<p>The low unemployment rate and enormous number of jobs going unfilled due to lack of talent puts extra pressure on companies to consider and hire these types of candidates. Unfortunately, 40% of recruiters and hiring managers view job hopping with a negative perception as the fear of hiring a job hopper is that history is likely to repeat itself. When your job is to make good hiring choices and retain valuable employees, this fear is understandable. However, in today’s aggressive employment market, automatically rejecting frequent job changers may cause you to miss out on exceptional talent.</p>
<p>Employers are struggling to fill highly technical positions in particular, and given the current market, the pool of talent will remain slim. As a result, employers’ hands may be tied, forcing them to contemplate options they may not have considered in the past, such as job hoppers. Employers who refuse to acknowledge this phenomenon risk being left behind in the competition for recruiting and retaining talent.</p>
<p>Not all job hoppers are flight risks. If companies can overlook the stigma attached, job hoppers often make great employees and bring a lot of value to an organization for the following reasons:</p>
<ul>
<li>They are adaptable, flexible, quick learners.</li>
<li>They often bring knowledge of competitors with them.</li>
<li>They have a strong network of contacts.</li>
<li>They are high-performers (due to being highly ambitious and motivated).</li>
<li>They bring diverse experiences and skills.</li>
<li>They tend to have great people skills and emotional intelligence.</li>
<li>They continually hone their skills and learn new things.</li>
</ul>
<p>Companies also have the opportunity to change the narrative for these employees by being able to successfully retain them. Talent retention is tricky in this market and being aware that the best and brightest can be recruited away at any moment is the perfect reason to improve upon employee satisfaction.</p>
<p>By taking a look at the top reasons employees quit, companies can see areas to make changes. Reasons behind why people job hop are really no different from the reasons why anyone leaves a job:</p>
<ul>
<li>Leave for an entirely new career path or new professional challenge<a href="http://qworksgroup.com/wp-content/uploads/2017/09/jobhopper.png"><img class="alignright wp-image-12564" src="http://qworksgroup.com/wp-content/uploads/2017/09/jobhopper-300x248.png" alt="jobhopper" width="381" height="315"/></a></li>
<li>Ineffective career management: no training, mentoring or career path offered</li>
<li>Unclear job expectations</li>
<li>Poor management</li>
<li>Poor culture fit</li>
<li>Inadequate compensation, benefits</li>
</ul>
<p>Understanding a candidate’s motivation for leaving previous jobs is important and can be uncovered during the job interview.</p>
<p>It is clear that good people have options. Employees are more willing to consider making a change than ever before. Four in 10 employees in the US say they are always looking for a better job opportunity. The pay premium for switching jobs is near an eight year high so companies have to work hard to keep good people. Being able to provide new hires with what they were missing at their previous job, shows that a company is invested in them.</p>
<p>Although it may sound like the responsibility lies fully on companies to keep employees satisfied, the resulting positive outcome (retention) far outweighs the alternative (turnover). Frequent voluntary turnover has a negative impact on employee morale and productivity, not to mention company revenue. Recruiting, hiring and training new employees requires staff time and resources. If companies are willing and able to tweak certain benefits, improve management or culture problems and/ or offer more employee support, then they will save big in the long run. Investing in employee satisfaction is the first step in eventually eliminating or at least decreasing the occurrence of job hopping.</p>
<p>In the meantime, remain open-minded to potentially great candidates who appear to change jobs frequently. By proceeding with an interview, the circumstances surrounding the job hopper’s history can be explored and at that time an educated decision can be based on if the benefits exceed the disadvantages of hiring.</p>
<p>Written By: Angie Barnes, <a href="http://qworksgroup.com/" target="_blank">The Q Works Group</a></p>