Chris Russell (6)
Recruiting Trends
Summer Hiring Tips
As the summer season begins, businesses across the country are looking to staff up to support a predicted increase in consumer demand amid one of the most dynamic labor markets in recorded history. A new report from Snagajob highlights some fresh data and insights from thousands of hourly workers and employers as well as practical hiring advice for businesses staffing up for summer. “Despite the fact that 80% of workers plan to look for a new job this year, companies across every industry are reporting they’re struggling to find candidates,” said Mathieu Stevenson, CEO of Snagajob. “One of the great revelations of the pandemic was just how fungible hourly workers’ skill sets were. It’s not that the hourly workers have left the workforce, it’s that they are reshuffling: looking for more equitable work, greater flexibility and better opportunity for advancement.” Summer Hiring Stats Key findings from the survey of over 3,000 hourly workers and employers highlight who is searching for jobs this summer and how employers are faring: 87% of teens are now looking for work 51% of hourly workers reported that they’re willing to change industries 60% of Gen-Z job seekers consider “sharing social values” among their top 3 factors for choosing a company 45% of hourly workers expect improved working conditions/health standards at a new job Over 93% of businesses report that they’re now understaffed 70% of businesses successfully filling roles are open to flexible work schedules Summer Hiring Tips In addition to the key findings, Snagajob’s Summer Hiring Report features tips for businesses on how to hire today’s hourly workers: Build up programs to attract and retain talent – Many employers find that higher wages alone aren’t enough to bring workers back. Emphasizing company culture through opportunities for workers to grow within the company, socialize with their coworkers, or support causes they stand behind are all approaches to attracting and retaining talent. Take advantage of soft-skilled candidates – Expanding who you consider for open positions is paramount to success in the post-COVID world of work. In addition to considering non-traditional workers such as teens and other first-time hires, look for workers who may not have the exact skill set you’re looking for but can still grow into the position. Broaden your offering criteria – Offering better pay is just the beginning. Workers today are going to be enticed by a full range of offerings, from flexibility and health insurance to growth opportunities, tuition reimbursement, child care assistance, paid time off, company discounts, and more. Acknowledge employee contribution – Employees are part of a team with a shared purpose. People want to belong to a workplace community, be part of something bigger than themselves, and enjoy the day-to-day. Keep work interesting with energy, humor, and fresh incentives — purpose, camaraderie, and levity. Hold job fairs – provide incentives for potential seekers to attend such as free food, gift cards, etc.. You may even need to have “open office” hiring hours on a weekly basis. Summer hiring is challenging but these tips should give you some takeaway tactics to us to your advantage. To access the full report, click here.
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Recruiting
Jobs with Work Life Balance
Can there ever be enough jobs in the world that offer a good combination of work life balance? I ask that because it’s becoming increasingly more important to the next generation of job seekers. Many of them are reassessing what balance means in their lives. Talent organizations will need to adjust to this new way of work that future hires want. According to Deloitte’s 2022 Gen Z and Millennial Survey, the next generation workforce is deeply concerned about the state of the world. They are worried about the cost of living, climate change, wealth inequality, geopolitical conflicts, and the ongoing COVID-19 pandemic and they are determined to drive positive societal change. However, they are also struggling with daily life challenges such as financial anxiety, lack of work/life balance, and consistently high stress levels. “This year’s report shows that many Gen Zs and millennials are reassessing what matters most to them as they grapple with the continual disruption and uncertainty of the last few years. This has led to a workplace reckoning which has empowered many to demand sustained changes, including higher compensation, more meaningful and flexible work, more action to address climate change, and an increased focus on well-being. There is an urgent need, and an opportunity, for business leaders to re-define the talent experience to better meet people’s needs,” says Michele Parmelee, Deloitte Global Deputy CEO and Chief People and Purpose Officer. Cost of Living Concerns This year, Gen Zs and millennials cited the cost of living as their top personal concern, just above climate change. Concerns about the cost of living may be a symptom of the times, given the rise of inflation, but they also speak to issues that these generations have been expressing for the past 11 years that Deloitte has conducted the survey: they don’t feel financially secure personally, and at a broader societal level, they are deeply concerned about wealth inequality. About a quarter of Gen Zs (25%) and millennials (21%) say they cannot comfortably pay their living expenses each month, and nearly half live paycheck to paycheck. This likely impacts their ability to save and explains why about three in 10 respondents are not confident they will be able to retire with financial comfort. Meanwhile, about three-quarters of respondents believe that wealth inequality is rising, and only 28% believe the economic situation in their countries will improve in the coming year. Some Gen Zs and millennials are taking on second jobs and redefining their working patterns to alleviate financial concerns. As many as 43% of Gen Zs and 33% of millennials have taken on a paying part- or full-time job in addition to their primary job. They are also capitalizing on the financial benefits of a remote work environment, with a small but growing percentage moving to less expensive cities. Workers in the Driver’s Seat Employee loyalty is up from last year’s survey, potentially because many people changed jobs over the last year. But this still leaves four in 10 Gen Zs and nearly a quarter of millennials who would like to leave their jobs within the next two years, and roughly a third who would do so without another job lined up. Pay, workplace mental health concerns, and burnout are the top reasons why respondents left their jobs over the last two years. But, when choosing a new job, work/life balance and learning and development are the top priorities. Respondents see flexible work as a way to find balance in their lives: saving money while making time for the people and activities they care about. Three-quarters of respondents say they’d prefer a hybrid or remote work arrangement, and many would like more flexible working hours. Purpose continues to be pivotal to talent recruitment and retention. Nearly two in five respondents said they have turned down an assignment or role because it did not align with their values. Meanwhile, those who are satisfied with their employers’ societal and environmental impact—along with their efforts to create a more diverse and inclusive culture—are more likely to stay with their employer long-term. Employers Increase Focus on Mental Health Stress levels continue to be high among respondents, particularly Gen Zs. Nearly half of Gen Zs (46%) and about four in 10 millennials (38%) are stressed all or most of the time. And nearly half of respondents feel burned out due to the pressure of their workloads—about the same percentage of respondents say many of their colleagues have recently left their organizations due to burnout. This signals a retention issue for employers, but about one in five Gen Zs and millennials don’t think their employers are taking it seriously or taking steps to prevent it. The survey did find that Gen Zs and millennials believe their employers are more focused on well-being and mental health since the start of the pandemic. However, just over half of respondents believe this has not had any meaningful impact on employees. “Stress and anxiety levels are unlikely to ease as global threats and ongoing disruption from the pandemic continue to affect Gen Zs’ and millennials’ daily lives and their long-term view of the world,” adds Parmelee. “Business leaders must play a role in supporting better mental health at work, and in mitigating the causes of stress and burnout. Better mental health resources, setting boundaries to protect work/life balance, creating stigma-free environments, and empowering their people to drive change are just a few of the ways leaders can support better workplace mental health.”
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Human Resources
Is the Reference Check still viable?
I was thinking about the old ways of recruiting and hiring the other day and began wondering about the long time practice of reference checks. I went to one of my favorite HR groups on Facebook and posed the following question to the human resource pros who frequent there. I asked, how important are reference checks to you as an HR person? Do they still matter in today’s landscape? In my previous recruiting jobs I found them rather useless but our CEO was insistent on doing them. In terms of anything useful coming form the conversations, my answer was almost always no. Reference Checks Still Worthy But there was a smattering of HR pros who came across the occasional gem; Christina told me “There was ONE time I am SO glad we reference checked. It was super awkward, but the candidate had stolen from their past company. Some things don’t hit the background check due to timing or agreements made outside of the legal system.” Amy agreed, “I still use them, I sometimes learn they were dishonest on the application. Oddly enough, family and friends they were employed by are sometimes VERY honest.” Rhonda added, “By doing references, I uncovered twice that the resume was completely false – no such number, no such name or record of said person as an employee. Other than that you generally get what you would expect people to say.” Larissa says it’s all about the way you approach the reference check. “If you know how to ask the right questions, they are a great resource” she said. Reference Checks Not Worthy The negative comments seemed to outweigh the positive ones in the thread. One commenter was very honest about it saying “It’s my least favorite part of working in HR.” Others chimed in with the following; Lacie said: “I am required to ask for them, but personally I feel they are a huge waste of time. My time, the candidates time, the person I am calling. The majority of the time companies tell you they are unable to disclose anything. Every now and then someone will give feedback but rarely is it ever anything unexpected.” Kay Jay: “Working at a financial institution, reference checks are part of our risk management policies. I do take them with a grain of salt we typically do 2, and if I get a negative reference I’ll try to do a third as well. They typically don’t carry enough weight to decide not to hire someone (unless we uncover something very serious) but can give us some information that makes it easier for our managers to quickly develop a good coaching relationship.” Janet didn’t hold back: “Useless. There is a “fear of being sued” so I don’t think HR people or managers are going to give truly honest feedback. If you do get the run down on how terrible someone is that makes me feel their review is more personal. The references listed are always going to be the people who will speak highly of the person. Mike adds: “Professional references are a crapshoot. Just because the candidate and the person listed say they worked together or that the latter was the candidate’s supervisor, doesn’t make it so. It can be hard to verify the alleged working relationships. Sometimes a follow up call to HR/Payroll can verify them but that is often a dead end. Sometimes a peek at the reference-provider’s LinkedIn will give you some idea of their credibility but not enough to prove or disprove their working relationship claims.” “I still use them”, one executive said in the thread. “I sometimes learn they were dishonest on the application. Oddly enough, family and friends they were employed by are sometimes VERY honest.” So there you have it. Are reference checks still a valid use of time? It seems to be a mixed bag according to this one little survey.
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Human Resources
Managing Remote Employees 101
A new report by Insightful, a workforce analytics and productivity vendor, shares insights into the status of remote work, and how employers are dealing with managing their new crop of remote employees. Most companies are not dealing well with this new way of working. The Ongoing Challenges of Remote Employees The data also revealed an increased acceptance and adoption of remote work. But, it also found that many leaders still don’t feel fully equipped to operate optimally in this new environment. Just look at these eye-opening numbers; 63.91% of company leaders believe they don’t have the right tools to manage remote employee productivity. 71.45% of company leaders will allow remote work at least some of the time. 64.68% of company leaders will allow their employees to permanently work remotely or hybrid. 21.38% of company leaders reported that collaboration and communication are the biggest challenge when working remotely. 38.06% of company leaders believe that employees are less productive in a remote or hybrid environment. A 383% increase in the adoption of remote and hybrid work was seen among enterprise companies. Among a wide-ranging series of findings, almost two-thirds of respondents stated they don’t have the tools they need to effectively manage their team’s productivity when working remotely. In a further indication that monitoring remote employees’ workloads continues to present challenges, 38.06% of company leaders said that they believe employees are less productive when working remotely. And 21.38% of respondents cited communication and collaboration as the biggest challenges in a distributed work environment. Remote Work is Here to Stay Despite the challenges expressed, the report revealed that a resounding 71.45% of company leaders said they will offer remote work to employees in future at least some of the time. Further reinforcing that workplaces of the future will be distributed, the report also found that 64.68% of company leaders stated that remote and hybrid work will become a permanent fixture in their organization. They will learn to do it better over time. Insightful CEO Ivan Petrovic said: “This research strongly suggests that remote and hybrid work are here to stay, and that they will become the prevailing work models of the future.” “As remote work is still at a nascent stage, we anticipate that over time the challenges expressed by company leaders today will ease through the continued evolution of remote infrastructure and operating mindsets. That said, the research also shows there are ongoing challenges for company leaders when managing remotely.” Download the report here.
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Employee Communications
Employee Communication Texting Tips
We text with everyone today including friends, family, or coworkers. Many organizations are now relying on SMS texting in order to communicate with their employees. Fortunately texting is being baked into make recruiting platforms making life easier for both HR professional and employees. Staying “in the loop” has never been easier with tools like Emissary. We’ve written extensively about the use of texting in recruiting. But texting has a place in the human resources function as well. After all everyone receives texts. Over 90% of them are opened in the first 5 minutes. Americans spend nearly 6 hours per week texting. And its cost effective, costing just pennies per text sent. Employee Communications Text Use Cases Here’s how today’s employers are using text messages to communicate with employees. Weather Alerts: Keep your staff members in the know through texts that alert them about about closings and cancellations. Meeting Reminders: By sending meeting reminders via text you’ll enhance productivity, and eliminate scheduling conflicts. HR Policy Updates: Employees don’t read everything they should. Use texts to gently remind them of important policy news and changes. Texting ensures that your employees are held accountable and are constantly getting updates via texts with trackable links. Employee Feedback: Send surveys and questionnaires to help you gather feedback and learn about your workforce. Texting makes it easy! Employee Training: If you do any kind of training or onboarding, texting can aid in the learning process. Help prepare workers so they don’t feel overwhelmed, which could lead to an unhealthy work environment. Send resources and training material via text message. Open Enrollment: Every year HR emails out the new health plan information. Back up those emails with text reminders. Give employees plenty of lead time to evaluate their current plans and ask questions before the open enrollment deadline. Send texts with links to your open enrollment plan signup forms. Welcome New Hires: Onboarding new employees is a critical step in their future success in their role. Leverage text messages to excite them about their start date, new manager and team. For example as soon as they accept the job offer have their new boss reach out with a welcoming text message. Departmental Group Chats: In some cases it may even make sense to have group text chats for certain departments that need to stay in constant touch with team members. Texting Employees Just Makes Sense The bottom line: employee communication via text is the right thing for any deskless workers, especially those who don’t have easy access to email. In addition, tasks that take a lot of time, such as scheduling interviews, providing paperwork links, and sending notifications of deadlines can all be streamlined through text.
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Human Resources
Hybrid Work Environment Equals Happy Employees
Hybrid work is set to become the norm in corporate America. A recent survey by employee listening company Perceptyx shows that a hybrid workplace is superior to remote work on a host of well-being measures. Hybrid employees, defined as those who work at both in-person and remote workplaces – report greater improvements in work-life balance and mental health, more time for exercising, and a greater intention to stay at their current company because of this kind of work flexibility. Hybrid Employees Are More Efficient There is a disconnect happening however. While many managers believe having workers at the same physical location strengthens their relationships, hybrid employees are reporting the opposite in this survey of 1,400 working Americans. Only 1/3 of fully remote workers and fully in-person workers say they have stronger relationships in the office compared to last year. More than half of hybrid workers (53%, compared to remote workers’ 34%) report the same thing, indicating that it’s not how much time they are spending with in-person coworkers, but how purposeful those in-office interactions are. Measures of burnout – closely linked to churn rates – are also much better for hybrid employees. These workers are 50% more likely to look forward to starting their workdays and feeling like they make a meaningful contribution to their workplace. They are nearly twice as likely to feel energized by their work than either their fully remote or fully in-person counterparts. “The key to making hybrid work successful is autonomy. Dictating certain days on-site is just as ineffective as requiring 100 percent in-person. When employees get that autonomy, they thrive,” said Emily Killham, Director of Research and Insights at Perceptyx. “Organizations who want to compete for talent will have to find creative ways to offer that autonomy, even for on-site jobs. Flexibility in work scheduling gives employees the room they need to manage their lives and be more engaged during the work day.” Hybrid Work Does Have Gaps Perceptyx also found that the gap between how managers and employees view productivity and their physical location has only grown wider. 45% of leaders think their team members’ relationships will grow stronger when the whole team is at the same location, while only 17% of employees think the same. I can see why, being in person helps to build trust which is harder when fully remote. As they found out last year in this study on officism, managers and leaders show a bias toward believing those in the physical workplace are more productive. Compared to individual contributors, managers are three times as likely, and leaders are five times as likely, to say that remote workers are less productive than in-office employees. This contradicts what the employees themselves are reporting – hybrid workers were the most likely of all employees to say their own productivity is up, while in-person workers were most likely to say their productivity is lower than the year before. Faced with evidence that in-office workers are not necessarily their happiest employees, many companies are reconsidering their return-to-office plans. Some Human Resources departments are no longer asking when or how the return-to-office plans will work, but whether they should be implemented at all. Just ask Apple employees. They are threatening to quit over a new hybrid schedule the computer giant wants to implement. “These findings don’t mean that every employee must have a remote option, but it does point the way on how to keep employees engaged,” said Killham. “Officism clearly still exists, especially among managers and leaders. So organizations must start tracking development opportunities, performance ratings, and promotions based on the physical location of their employees. That way they can be prepared to correct any bias that the data shows and strive toward an equitable workplace.”
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Recruiting Tactics
How to Attract More Job Applicants
To win in talent acquisition today employers must begin to make job offers in a matter of days not weeks according to a new report from Boston Consulting Group (BCG). They also need to streamline the mobile application process. It’s no secret that employers face a daunting hiring challenge. The numbers are staggering: 4.5 million people left their jobs last November, and there are 10.6 million active job listings in the US along with a net labor shortage of 4.3 million workers. In 2020 and 2021, the vast majority of turnover occurred in the hourly service sectors like hospitality, retail and food service. In response, many companies have gotten creative to compete in the hiring war for hourly workers, incentivizing potential employees with sign-on bonuses, increased wages and additional PTO. But this latest BCG report finds that employers need to adopt an analytical, data-backed approach to their pipeline to truly attract more job applicants and improve their hiring rates. “Our analysis shows that many successful companies employ a ‘test-and-learn’ approach to hiring. The right data that is accessible to the right people is critical to success, ” said David Welch, managing director and senior partner at BCG. Here are four things employers must do today to effectively compete for job applicants; Expedite the Hiring Process BCG’s analysis of proprietary data from ATS provider Fountain found that employers who present job offers in less than seven days yield 80% more hires on average than organizations with longer timelines. What’s more – each day removed from the hiring process improves that rate. The best candidates looking for work are applying to multiple positions, and the employer presenting jobseekers with their first offer are more likely to win that talent. Texting job s cam also add speed to the process. Broaden Your Screening Qualifications BCG’s analysis found that the quality of candidates can vary greatly across various job boards, and with myriad options to choose from, employers that explicitly balance hiring quantity and yield will improve business outcomes. Eighty-four percent of applicants reported applying for a position using their smartphone, so companies need to make sure they are targeting candidates more strategically. Location is a common screening tool that employers use when searching for candidates. While 70% of applicants seek jobs less than 15 miles from their homes, BCG found that applicants willing to travel farther were hired at an equivalent or higher rate. Job Postings That Articulate Company Benefits According to BCG’s report, 46% of job postings analyzed did not mention benefits provided. Yet analysis showed that offering certain benefits improved applicant yields and resulted in higher quality applications. Benefits that increased hiring rates most significantly included bi-weekly pay (34%), 401k (34%), medical leave (27%), tuition reimbursement (25%) and PTO (25%). Revise Job Requirements to be More Inclusive BCG found that employers need to continuously analyze certain criteria throughout the process of crafting job listings to increase the likelihood of improved hiring results. For example, positions without explicit age requirements generated more applicants but resulted in a lower hiring rate than positions with age requirements. BCG also discovered that companies attracted more applicants when they relaxed requirements tied to work experience, but saw double the hiring rate when they specified that experience. Finally, education requirements like a GED or high school diploma decreased applicant pools by 40% without improving the hiring rate. Hiring is both science and art. Organizations than can leverage data to improve the hiring experience will stand out to job applicants.
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Human Resources
How to Onboard a New Employee
You’ve made the offer and they’ve accepted. Great! You consider this a job well done. But wait? The job isn’t done. How do you plan to onboard them? Successfully onboarding your new employee ensures they’re able to quickly imbed themselves into the culture of the company while productively fulfilling the duties of their role. Whether you have a stellar onboarding process or you’re still wondering what onboarding is, there’s always room for improvement. I’d like to separate onboarding into two halves – before the employee starts and after their first day. HR should be equally involved in both halves, although you will become less involved after the new employee starts. How do you know when you’ve onboarded a new employee successfully? Successful onboarding doesn’t just mean there weren’t any glitches in the process. Successful onboarding ensures a new employee feels confident in their new role and company. It also shows that the team was able to see a lift from the new employee taking on the work slated for them. What should happen before the new employee’s first day? All necessary paperwork should be completed or, at least, sent to the employee to complete on day one. This includes paperwork for payroll, background checks, I-9, and anything else you consider necessary for the new employee to start working at your company. The new employee’s equipment should all arrive before they’re slated to start as well. Since the world is facing production and shipping delays, it may be best to have equipment on standby. And, if you can, swag is a wonderful way to show appreciation for your new employee. However, if that isn’t in the budget, making sure the team enthusiastically welcomes the new hire will suffice. This can be done via internal communications, announcements in team meetings, or letting the team know so they can reach out on the first day to greet the new employee. If you already do this, then I suggest looking at each process to see where you can simplify or streamline it. Does your paperwork have to be printed out for the new hire to complete it? How can you get rid of that and make the entire process electronic? Do you only offer limited choices in equipment? How can you expand that to better accommodate the needs of all hires? Is benefit or 401K enrollment manual? How can you integrate that into the HRIS to automatically generate the necessary forms needed to enroll the employee? Also, how do you assign system access? HRIS will do this for you. Have you turned on all your integrations to make this happen? What happens on day one and going forward? So, the employee has started. Now what? Connect with the employee on the first day to set expectations for the first 30, 60, and 90 days of their employment. Whenever possible, supply documentation to support the onboarding plan. Make sure to provide time to address any concerns you or your new employee will have. The onboarding plan should also have checkpoints and meetings that coincide with each checkpoint to ensure the new employee is meeting expectations and/or can receive added support to perform their job duties. In addition to a concrete onboarding plan, the new hire needs two support partners. One support partner will be a peer and someone on the new employee’s team. The second support partner should be someone on a different team, a team that normally doesn’t interact with the employee’s team. This support partner should not be anyone in HR. The peer support partner is to provide the new employee a coaching buddy, someone who knows the responsibilities of the role and what success looks like in that role. This will be someone the new employee can lean on daily to aid with any setbacks they face in learning the hard and soft skills of their new role. The second partner will be someone who can help mentor them by explaining the culture of the organization and addressing any unfamiliar nuances the hire may face. This person acts as an impartial representative of the company. While HR isn’t as involved in onboarding once the hire starts, HR should make it a point to connect with all new employees during the process. These could be check-ins to give clarity and support on anything the other partners have missed. New employees should also be surveyed by HR to measure the new employee’s experience to glean insight into improving the onboarding process for future hires. When onboarding is done successfully it sets the right expectation for the entire employee’s experience with the company. It also enhances the culture and strengthens the entire workforce. This guest blog contribution is from Timara Nichols
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Human Resources
4 Day Work Week Gaining Steam
The 4 day work has long been a dream of many workers. It provides more rest and more attention to the personal lives of employees, so they’re more invigorated to be more successful and driven to make the company succeed. Some studies even say that it’s been proven to be effective in not only maintaining productivity, but improving it. According to new research from Qualtrics, nearly all U.S. employees (92%) say they want a four-day work week, citing improved mental health and increased productivity as the perceived benefits. 74% of workers said they would be able to complete the same amount of work in four days, but work longer hours on those days. See the full study results here. The idea is even seeping into the restaurant industry. NYC restaurant company DIG has introduced it to its workforce. According this story on fast Company: “In an industry where it’s common to work unpredictable shifts—and where workers also often have to take a second job to make enough money to survive—Dig was already unusual in that it offered 40-hour weeks. To keep the same number of hours, workers who chose to switch to the four-day week had to change to 10-hour days. Unlike a fast-food restaurant, Dig’s food requires a lot of prep work, so long shifts make sense.” 4 Day Work Week is About Flexibility In today’s competitive labor market, flexibility over when they work is among workers’ most common requests. Ultimately, increased flexibility beats out a set four-day work week for more employees. When asked to choose between the two, 47% say they’d prefer a four-day work week, compared to 50% who would rather have increased flexibility to work when they want. Here’s what else it brings to the table; 79% of U.S. employees say a four-day work week would improve their mental health; 82% say it would make them more productive Only 38% say a four-day work week would encourage employees to slack off, compared to 60% who say it wouldn’t. Despite the popularity of the idea, many employees fear a shorter work week could have a negative impact on the company’s bottom line and relationships with customers. Forty-six percent believe a four-day work week would have a negative effect on sales and revenue, and 55% say a shorter work week would frustrate customers. “What employees really want and expect is the flexibility to adjust their work schedules to fit the demands of their lives. In today’s new world of work, successful companies will set aside antiquated assumptions about what productivity looks like and listen to employees, so they can offer the flexibility that meets their individual needs,” said Benjamin Granger, Ph.D., head of employee experience advisory services at Qualtrics. “While there is increasing momentum around the idea of working four days a week, employees are willing to acknowledge the associated tradeoffs — like working longer hours or potentially frustrating customers.” Recruiting with a 4 Day Work Week When it comes to recruiting and retaining talent, however, employees are confident that a four-day work week would be beneficial. Employees say a four-day work week is the number one thing that would influence them to stay at a company longer — even more than unlimited vacation or paid mental health days. Eighty-one percent say a four-day work week would make them feel more loyal to their employer, and 82% say it would help their company with recruitment. More than a third (37%) would even be willing to take a 5% pay cut or more in exchange for recurring three-day weekends. As a former corporate recruiter I can easily say this would be a huge carrot to dangle in front of candidates. Don’t be surprised to hear about more 4 day works weeks in the news over the next few years.
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