Human Resources (6)
Human Resources
Employee Experience Ideas
Delivering an awesome employee experience can be a game changer for employers right now. With a lack of applicants pervasive in early every industry, having an enjoyable and easy experience is key to hiring and keeping your workers. This is especially true if you hire younger workers who’ve grown up on apps and the internet. This is an “on demand” generation that expects a simple digital experience when it comes to work. The problem however is that the use of outdated tools and technology still exists. This statement is backed up by a new survey from WorkForce Software. In it they say many companies are still relying on antiquated systems to manage their workforce, demonstrating a need for immediate investment in modern solutions. Only 50% of employees indicate using online portals to track time and attendance. 56% of employees report severely dated methods for time tracking, including mounted wall clocks, paper forms, and punch cards. For employees that are afforded online portals when compared to those not, more feel they are offered scheduling flexibility and are assisted with personal circumstances, noting the adoption of more immediate contactless screening. This isn’t good news for employees. So how can your company improve the employee experience? Give Them Digital Recognition When asked to describe how employers recognize their contributions, most employees said that recognition was mainly through verbal acknowledgement only. Better to call them out with some form of digital recognition. For example if you have an employee of the month, recognize them on your social media channels. Or give out rewards and bonuses electronically. Make It Easier to Schedule Your Employees According to the survey, 82% of employers believe they offer scheduling flexibility, while only 59% of employees agree. Simultaneously, 87% of employers indicated they help hourly workers deal with personal circumstances that affect work schedules, while only 60% of employees agree. As a result, more than half of employees stated they would prefer to work for an employer that offers more flexibility in scheduling, showcasing just how integral understanding and finding flexible solutions are in a post-pandemic world. “Our current business environment demands employee empowerment defined by better training, easier time-tracking, and control over scheduling and leave management,” said Mike Morini, CEO of WorkForce Software. “For employers and employees alike, the disconnect leads to considerable business impact in the form of increased employee turnover and reduced productivity and engagement and will continue to be an impediment to resilience and organizational success now and in the future. Companies must actively engage their employees through improved workplace experiences to more quickly and easily meet evolving workforce challenges.” Make It Easier to Fill In Paperwork Another area of concern is onboarding and filling out paperwork in order to be hired or get benefits. In these cases, more companies should be digitizing this process allowing employees to sign docs electronically, thus avoiding a stack of papers to sign and keep track of. Empower Their Pay with Direct Deposit Many small businesses still don’t have direct deposits for their workers. Direct deposit allows employees to get paid faster and saves them a trip to the bank. There’s even a slew of new vendors like DailyPay which let you pay works the same day they work. That instant gratification is something the HR world needs more of. The Trend is Not Abating Employee experience expectations are on the rise as newer generations enter the workforce. This research mentioned above has primarily explored the gap in employer/employee experiences in the workplace related to scheduling, training, the pay options, and support for changes in w workers’ personal circumstances. However, it’s important to recognize that this is just the tip of the iceberg. By the year 2025, Gen Y &Z will comprise 64% of the workforce. They will want a consumer-like experience at work, just like the apps they use in their personal lives. The employee experience for today’s organizations needs to be driven by a blend of culture, place, and technology. Significant opportunity exists for employers to leverage modern, consumer-like technology for more streamlined workflows that delight your teams.
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Human Resources
The 5 Core Human Resources Functions
Every business with more than just a few dozen employees has a human resources department. It may be only one person who handles all the human resources functions. Or, as in the largest organizations, there may be hundreds of professionals who specialize in just one functional area. So broad is the reach of these human resources functions they touch every single employee across every department on a daily basis. Depending on the organization, its industry and size, there may be five, six, seven or more separate human resources functions. For our purposes, we’ll look at the five core areas: recruiting and staffing, compensation and benefits, training and development, talent management, safety and compliance. In large organizations, these functions may be split. So where “safety” may not be a core human resources function for say, an accounting firm, blue collar organizations and those in healthcare and similar fields are more likely to have safety and compliance as separate human resources functions. However they’re described, all HR departments share the same basic HR functions. Here’s a brief look at each of the core human resources functions. Compensation and Benefits Often described as “total rewards,” this HR function involves analyzing and setting pay ranges for each job in an organization and determining the benefits the business offers. Larger employers will conduct compensation surveys to keep pace with the market and set pay ranges consistent with each job description to ensure the company can attract and retain talented workers. At smaller companies, HR may be tasked with assisting in managing payroll. A benefits coordinator – or more than one – will manage and negotiate benefits for the company. Employers with large workforces have specialists who will negotiate group health insurance rates and coordinate with outside administrators managing the 401(k) and other financial programs. Smaller companies may outsource benefits management, though an HR practitioner will always be involved in this HR function in order to assist employees and stay abreast of market developments. Recruiting and Staffing In today’s highly competitive business environment, where every organization is eager to hire the most talented people, recruiting has become a strategic imperative. It’s not enough simply to fill job openings. This human resources function is involved in sourcing talent, marketing the company to candidates and smoothing their entry into the company and its culture, a process called onboarding. To do that, recruiters work directly with hiring managers to craft and post job descriptions. They review resumes, screen candidates and make interview recommendations to the manager. They may also interview the candidate and coordinate the hiring with the manager who makes the final selection. In the largest organizations, this HR function is divided among different specialists, including sourcers who focus exclusively on identifying the best candidates, often for the most challenging to fill positions. A growing number of companies have recruitment marketers whose job is to promote the employer brand and gather and analyze candidate views and sentiment. Safety and Compliance As we noted earlier, in many companies, these are separate HR functions. Organizations in highly regulated businesses – mining or trucking for example – and certainly those with a global presence are the ones most likely to have HR professionals specializing in each area. Companies not in hazardous or regulated industries typically see this as a single function. Safety professionals may not be a part of HR, but there will be a practitioner in the department – or more than one – working with them to provide required safety training and to monitor the licenses employees must have to do their job. Compliance with industry and government safety standards and rules, preparing reports and maintaining records of incidents and inspections are also key parts of this human resources function. Outside the specific area of safety, all organizations have to comply with a myriad of government laws and requirements. Even the smallest businesses are required to collect and keep a variety of records for the IRS, Homeland Security, OSHA, the EEOC and other agencies both federal and state; in some cases, for their local municipality. Neglecting this human resources function can be costly. There are civil and even criminal penalties for failing to comply with the government rules. Training and Development This HR function may be as basic as training a new worker on the company’s practices and procedures. At larger companies, this function entails developing and managing an on-going training and career development program tailored to each employee. With change rapid and ongoing, companies know their success depends on training employees on new tools and for new jobs so they are ready to step in when needed. That makes succession planning a critical part of this HR function, which is also part of overall talent management. Training today, however, goes beyond the technical skills. Managers, team leaders and those in managerial career paths are being trained on the so-called soft skills of communication, team work, time management and others. Companies have discovered that it’s far more important for a manager to be a good listener and coach than to have the best technical skills. Talent Management What is still sometimes called employee relations, talent management is a human resources function that has broadened well beyond the traditional boundaries of enforcing adherence to company policies and procedures, the “HR police” role. While HR is still the arbiter of employee behavior, the modern version of the function is far more involved with developing and enhancing the relationship between employer and employee. Practitioners focus on employee performance, job satisfaction, engagement, company culture, workforce planning and extending into productivity and employee motivation. With that kind of assignment, talent management necessarily cuts across all other HR functions. The goal is to increase performance, giving the company a competitive advantage by creating an integrated process that leverages the full range of HR functions. Many practitioners consider talent management to be the overarching human resources function, setting the strategy that guides each of the other HR functions. HR Function Crossover We’ve described some of these five broad HR functions as though they were separate and distinct areas. In reality, even in the largest organizations, what happens in one functional area affects the others. A pay scale that is not competitive makes it difficult to recruit the best people, which in turn means hiring less skilled workers who require more training and may simply not meet talent management’s performance goals. That’s why coordination among the multiple human resources functions is so critical. And why so many business leaders have come to recognize the importance of human resources to the success of their organization. ### Contributions by John Zappe ###
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Human Resources
The Importance of an Employee Onboarding Checklist
Next to making a great hire, onboarding them is the most important part of recruiting. Unfortunately, it’s also the part with so many pieces that without an employee onboarding checklist, it’s easy to miss a step, forget a detail, or, in the worst case, ignore it altogether until the new hire walks in the door. Onboarding is where a company makes a lasting impression on the new employee. Yet too many employers leave the process to chance, then wonder why the hire they had such high hopes for quit after just a few weeks or even days. The Internet is alive with onboarding horror stories: New hires no one was expecting or who had no desk, chair, computer or phone when they arrived. Workers scheduled for training on the day the trainer was off. New employees who were never told when to start and others who were sent to the wrong location. An employee onboarding checklist can prevent mistakes like these from happening. A comprehensive onboarding checklist that details every one of the steps will go far to ensuring the company puts its best foot forward in making the new employee feel welcome. Before digging into the specifics of what an onboarding checklist should include, it’s important to know the difference between onboarding and orientation. The latter is part of onboarding, but it’s the part than can mostly be handled before the new hire’s first day. Orientation is the paperwork part of onboarding, including completing I-9s, W-4 s and benefits, arranging employee identification and contact information, and delivering the company handbook spelling out policies and procedures. Increasingly, companies are handling this digitally, though some mail out hardcopies to be signed and returned. Beyond the paperwork, onboarding should be thought of as a strategic process that introduces them to the company culture and helps them become comfortable with their new colleagues so they’ll become an engaged, productive member of the team. Companies that think this way will assign a company email and login so the new hire can begin to become part of their new team even before their official start. More and more, these companies also see the value of extending onboarding beyond the traditional few days or weeks to several months and up to a year. Whatever your program, an employee onboarding checklist is crucial to success. Besides ensuring all the bases are covered and no detail is overlooked, it spells out who in the organization is responsible for each item and when the task is due. The nature of your business will dictate how many versions of the onboarding checklist you need. A company with a variety of jobs and a mix of hourly and salaried employees may have several different checklists, each differing only when it comes to the specifics of the job. Regardless of industry, all employee onboarding checklists should cover every detail from the forms required by law and by the company to the specifics of the job and the arrangements for the worker’s first day and week. A good onboarding checklist doesn’t just say “forms.” It lists each one required of the employee. It’s not enough to simply say “first day.” A checklist should list every specific element of what will occur that day, from the front door greeting to the office tour to introductions, lunch, and, of course, all the necessary set-up for where the employee will actually be assigned. Creating an employee onboarding checklist may seem like a lot of work, and it is. Listing each and every detail may even seem obsessive. It should and probably is. However, you only need to do it once. And if it keeps that great new hire from being one of the 25% to 30% of workers who quit in the first few months, then the effort will be well worth it.
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Recruiting
Hiring Process Steps Explained
The hiring process is comprised of many steps for bringing a new employee into your company. Employers identify a need, recruits from a pool of talent and eventually hires the candidate to fill the role based perviously determined qualifications. Most companies follow the same process but all have certain variables added to thehirinqg mix that vary widely based on culture and types of jobs. Below are the most common steps in today’s hiring process. Hiring Process, Step by Step Identify Your Need Hiring starts with identifying a role that needs to be added. Usually a hiring manager will tell his HR team that he needs to add staff to fill a need in their department. It could be a newly created job or one that has to be backfilled after a person leaves. Job Description A job description should be generated that is unbiased and speaks to the candidate. It should contain job requirements, how you qualify, salary/benefits and even reason(s) for why a prospective candidate should apply. Start Recruiting Recruitment starts with announcing the new opportunity both internally and externally. But before you begin that figure out where you are going to publicize the role, how you will screen potential candidates, what the interview process will be like and who will conduct the interviews. Advertise the Job Begin by posting the job to your applicant tracking system.Promoting the new job opening should start by informing your existing employees. They may be able to refer a friend or colleague to the position thus helping you generate candidates quickly. At most companies referrals are a major way (40% or more) people get recruited. Next, advertise the job on national and/or niche job boards to attract active job seekers. Post the job link to your companies social media channels as well to help spread the word. Job promotion will be important especially in tight job markets where good candidates are at a premium. Source Candidates If you have an internal recruiting team, sourcing candidates proactively should also begin. This type of practice recruitment ensures you are targeting good quality candidates who are already employed but might be the perfect fit for your role. Leverage sites like LinkedIn social media and external resume databases to find this talent. Review Applicants Companies receive applications mainly two ways, by email or through an applicant tracking system. At this point its up to your recruiters to review each resume and reject or move to the next stage. Some ATS platforms also will rank or score resumes according to criteria you set which is helpful when having to review a high number of applications. Screening Process Most interviews usually will begin with a phone screen (with recruiter or HR) although nowadays a video cover letter might be included in the process. These phone screens last around 20-30 mins and are used to determine if the candidate meets the minimum qualifications and is actually interested in the role. These quick interviews are used to narrow down the list of candidates for the next stage. Formal Interviews Each company has a different interview cadence but generally interviews are comprised of the following; One on ones with the hiring manager that usually focus on the candidates experience, skills, work history and fit for the role Follow ups for group interviews (or within a team) that take place in person or in a virtual interview setting. Technical interviews for candidates who may need to take coding tests or whiteboard complex problems. Final round with leadership so they can sign off on the new hire or go more in-depth on a particular topic to validate their expertise. Assessment tests may also be given after interviews to help gauge a candidates proficiency with certain software or other complex skill. The key to interviewing in today’s environment is to keep the total number of interviews to a minimum to ensure a smooth candidate experience. The Background Check For many roles expecicially ones that work with money or sensitive data, a background will need to be done to check if a candidate has any kind of major red flag in his/her background. Some employers may go a step farther and review any public accounts found on sites like Facebook and twitter. They are looking to ensure this person would represent the company in a professional manner. Dry screens may also be required at this step. Decision Time After whilltling down your final list of candidates to 3 to 5 people and vetting them, it’s time to make your decision on who to hire. Your team should also have a backup candidate identified in case your first choice turns down the job. Acceptance rates are usually high at this stage but it pays to be prepared for the unexpected. Check References Reference checks help verify any pertinent information shared by the candidate about previous employment. Questions like ‘would you rehire this person’ or ‘what do they need to work on’ are great for generating valuable feedback on your candidate. Make the Offer Once you’ve decided on a candidate it’s time to give them the good news and prep your offer letter. The letter must include the following information; Job title Start date Starting salary Location (or remote) Benefits and vacation time. Any other terms and conditions of the role. Your candidate may wish to negotiate the salary so be prepared to adjust the offer letter based upon those conversations. Onboarding After your candidate accepts its a matter of process of filling out paperwork related to their employment. You’ll need documents like: Form W4 I-9 form and E-Verify Tax Withholding and Registrations Copy of drivers license Employee handbook NDA Once the paperwork is finalized your onboarding can begin in earnest. Some employers do a better job at onboarding than others. You’ll need to make your new hire feel welcome by properly introducing them to your team, setting them with a computer, training if applicable, passwords and whatever else they need to be successful. You may even want to assign them a buddy or mentor to help guide them in their first 33/60/90 days of employment.
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Human Resources
Remote Work Expectations for 2021
The global pandemic is changing what employees want in a prospective job offering. According to a new study from Citrix Systems, workers believe flexible models, digital technology, diversity and inclusion and learning and development will drive the future of work. And they will seek opportunities with companies that share their vision and give them the space and tools they need to succeed and advance their careers. “As the economy gears up again and the job market begins to make a recovery, we’re likely to see a surge in people seeking new roles,” said Tim Minahan, Executive Vice President of Strategy, Citrix. “But the pandemic has forever changed the way employees view and approach work, and if businesses want to attract and retain the talent they need to move forward tomorrow, they must understand their mindset and desires and develop plans to accommodate them today.” In the Talent Accelerator, Citix surveyed 2,000 knowledge workers and 500 HR Directors in large, established corporations and mid-market businesses based in the US. Among the key findings? Workers Want to Be Digital Nomads Now, more than ever, employees want flexibility in where, when and how they work. In fact, 88 percent of those workers surveyed as part of the Talent Accelerator said that when searching for a new position, they would look for one that offers complete flexibility in their hours and location. And 76 percent believe that employees will be more likely to prioritize lifestyle over proximity to work, even if it means taking a pay cut. Other findings: 83 percent of employees and 69 percent of HR directors think that workers will be more likely to move out of cities and other urban locations if they can work remotely for a majority of the time. 78 percent of workers and 67 percent of HR directors predict that the geographical decentralization of organizations will result in the creation of new work hubs in suburban/rural areas in the next 12 months. In addition, the majority of employees surveyed are of the opinion that flexible work models will ultimately become the norm in the year ahead. 83 percent predict that, in response to global skilled talent shortage, companies will leverage flexible work models to reach out to suitable candidates no matter where they live. Yet only 66 percent of HR directors feel the same. “As the global battle for talent heats up, companies will need to embrace more flexible models for work that allow them to meet employees where they are in order to position themselves to win,” Minahan said. “Companies that leverage technology to enable remote work can not only attract hard-to-find talent, but increase employee engagement and boost their productivity. And this research proves it.” Virtual Reality Will Bring Workers Closer While the pandemic and the remote work mandates associated with it have physically separated workers, technology is proving its worth and keeping them connected, engaged and productive. As the Talent Accelerator discovered: 89 percent of employees believe that technology makes workers within their organization more productive. 86 percent of employees and 69 percent of HR directors report that business leaders in their organization are using technology to collaborate effectively and innovate. On average, around two thirds of employees and HR directors say they feel more connected to their direct manager, CEO, senior management team, and peers when working remotely than when working in the office. 73 percent of employees and 72 percent of HR directors think the increased use of technology in the future will break down hierarchies and lead to more open communication with business leaders and senior management teams that may advance their careers. “Organizations that provide employees with digital tools that remove the friction from work and enable them to be and do their best are the ones that will ultimately thrive,” Minahan said. “Because when employees feel empowered by the solutions they use rather than hamstrung by them, they can focus, innovate and deliver value.” Outcomes over Output In the future, companies will need to rethink how they measure productivity because traditional metrics – and views that real work can’t get done outside the office – will no longer cut it. Modern employees want to be measured on the value they deliver, not the volume. And they expect to be given the space and trust they need to do their very best work, wherever they happen to be. 86 percent of employees said they would prefer to work for a company that prioritizes outcome over output, but just 69 percent of HR directors say that their company currently operates in this way. 69 percent of workers say they are more productive – by an average of 72 percent – when they feel their employer trusts them to get the job done without monitoring their progress; while 51 percent of HR directors think that their organization would be more productive as a whole if their employer/senior management took this stance. “Work is no longer about getting the most out of people, but the best,” Minahan said. “Forward-thinking companies recognize this and will focus on designing people-centric experiences that unlock the full potential of their employees and empower them to deliver transformative results.” Diversity Matters to Employees Diversity isn’t just a boardroom agenda item. As the Talent Accelerator reveals, employees and HR directors alike believe it will be a defining feature of the future workforce. 86 percent of employees and two-thirds of HR directors believe that a diverse workforce will become even more important as roles, skills and company requirements change over time. 78 percent of employees and 69 percent of HR directors believe that neurodiversity is increasingly recognized in their organization and will drive competitive advantage in the future. “People want to work for companies where they can pursue their passions and explore, create and innovate alongside individuals with different perspectives to deliver meaningful outcomes,” Minahan said. “And as we progress and create a world where there is more equity and opportunity for all, companies must focus on creating diverse and inclusive environments in which employees can be their authentic and whole selves, take risks and are empowered to contribute to the business.” We live in the most uncertain of times. But as Minahan notes, “One thing is clear: talent will be critical to not only recovering from the pandemic, but emerging stronger and better.”
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Human Resources
How Will Remote Working Affect Company Culture Going Forward
How will a more prevalent remote work environment affect your company culture going forward? It’s a question that many companies are pondering these days as the pandemic persists and remote working is still in full effect. Organizations that once prided themselves on their in person culture have no doubt seen their employee base turn to other ways to engage such as Slack, text messaging or zoom happy hours, only to realize it’s not exactly the same thing. Now that we are months into a new remote working phase, I wondered how this will begin to affect company cultures going forward…will they morph into something new? Will culture be enhanced or muted because of the forced distancing? Gordon Collier, an entrepreneur I know told me that work from home is forcing people to adapt. “Based on my conversations with leaders I think this period of forced remote work has pushed leaders to accept remote work and as a result are seeing higher work output. It’s also encouraged people to reflect on how they work well and it’s fostered empathy. People have less office distractions.” More Focus on Results There’s been a lot of chatter about how remote work will affect innovation or those impromptu conversations workers have in the lunch room or hallway. Certainly those encounters are going away, but they will be replaced by virtual chats, SMS exchanges and meetings. Any loss should be minimal. What is more likely to change however is a new focus on results. There should be an emphasis on how managers evaluate and assess performance and projects. When you are working from home it’s less about face time and if someone is at their desk all day. Now it’s more about did they turn in this assignment and did they do it well? More Meaningful Conversations One of my connections, Irene Indarte, an HR Consultant told me over Linkedin she sees people having more thoughtful conversations. “Our culture has a focus on working as a team, collaboration and having fun/social. What I’ve seen during our WFH is people taking time to have more meaningful chats rather than a quick “hey there” in the hallway. I can see our company becoming more thoughtful of staying connected. The downside is I worry about people burning out. Too many forget to take time to relax and unplug.” Becoming More Empathetic Employers and managers are also being forced to be more empathetic and flexible when it comes to their workers lives. Many folks have had their kids bust into a zoom meeting or perhaps have had to cut short a call due to something happening in the house at that moment that required their attention. I can see these conversations becoming more acceptable in the future workplace. More Demands on Managers Kris Dunn, one of the hosts of the HR Famous podcast said on the show recently that managers will need to change as well. “I think that as we are less tied to place, your manager really becomes a new kind of cultural gravity. Their ability to flex and to show empathy in different ways to us and to be flexible, to get those results is really going to be the key thing. I think the managers who can show empathy in different ways, in different circumstances and show agility are the ones that are really, when I think probably the companies that train their managers to do that are the ones that are going to benefit.” There are now a whole host of companies who have pledged to stay remote only companies going forward because of Coronavirus. These organizations understand the new reality and will adapt and adjust to this new way of work. Cultures will ebb and flow. If your company does eventually go back to the office be sure to remember the lessons from this time. Mainly that means becoming more empathic to workers and giving them the flexibility they need to stay productive.
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Human Resources
How HR Is Using Text Messaging
Text messaging software for HR is the missing link in effective employee engagement. It gives HR the power to text large groups of employees instantly with the assurance that 95% of text messages get read in the first 3 minutes. With most employees still on lockdown and working from home I asked my HR network to chime in on how they are using texting to communicate with their teams. Nikki Blanche, an HR Consultant had an interesting take. She commented, “I will occasionally text confirmations but only after I have already spoken to the candidate on the phone and if we had a nice rapport. For coworkers (inside and outside of HR), I will text quick notes but only during work hours or if it’s very urgent outside of work hours. I feel it’s less intrusive than a phone call on a Sunday night if I need them to address something first thing Monday morning. I always confirm with the employee far ahead of time to ensure they are okay with this type of communication.” For the most part, HR executives seem to leverage texting for certain situations and/or as a compliment to existing communication tools. Some use it more than others. Here’s what else they’re saying; “I use texting all the time – I work in shipping HR and deal with crew training / certification. I find a lot more people are more receptive to a quick text reminder than an email especially if the changes are last minute. Occasionally we can’t reach our crew by email / call service and have to text to make sure they receive the information and WhatsApp is also something we’ve utilized for this – free and most people have it already installed on their phones also allows for crew to send pictures of medical certificates and doctors notes if necessary.” (Jenna Woodward) “We’ve used a texting service before. It is more infrequent for when we know last minute information would need to go through. For example inclement weather and COVID updates on our office being open vs closed.” (Natalie Peabody) “We text a lot because we feel it’s most convenient for our small business workforce which is made up of many younger workers.” (Crystal Elaine) “I’ve used it informally, meaning there were no expectations, but was a convenience when we were looking for someone in the building. However, as a non-exempt member of HR, I’ve had to ask managers not to text me work stuff on the weekends or after hours.” (Emily Stasiak) “Only if the employee texts me first. I follow their lead as to how they prefer to communicate.” (Dawn Pelej) “We use a mass notification system that includes text, email, and an alert set to everyone’s desk phones. But up until now, it is only used in emergencies or when we’ve wanted to push COVID19 info out. My cell phone number is easily discoverable in our Outlook directory and in my signature line, but really no one texts me except my coworkers.” (Rebecca Vaughan) “I have used text to follow up with employees who are away from work AWOL (often likely FMLA related) where they are not responding to a email or call first or one or two prior outreaches. If it is FMLA, we just need to get supporting docs in place. People need to understand that. I use it sparingly. I always identify myself in the text – not everyone knows my number. I don’t want be perceived to be bordering on harassment, so definitely limit the number and space between texts.” (Danielle Nicoledemou) “The new generation appreciated it. It’s great for transactional or truly urgent communication. Never use it for marketing.” (Eric Freguson) Clearly there are lines drawn when it comes to the use of texting in HR. But the advantages for better workforce communications are there. A SHRM survey of companies with 100,000+ employees indicated that each one lost an average of $62 million due to inadequate communication with their workforce. That’s a huge problem! If you still rely on inefficient, over-saturated communication channels like email, your important messages are not going to get the attention they deserve. For situations like onboarding, sick notifications, announcements, open enrollment and surveys, text messaging is primed to be HR’s favorite new tool.
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Human Resources
HR Communication Tools for Crisis Management
As companies begin to scramble to prepare their offices and employees for more remote work (aka work from home and WFH) due to the Coronavirus outbreak it makes sense to review some tools and tactics to ensure your HR department can communicate clearly and effectively about what to do and expect going forward. Sure, you could rely on email but times like this call for a more omni channel messaging effort. Alissa Penny, an HR consultant with A Better HR in Texas tells me that HR needs to concentrate on two things during a crisis, communicate loudly and often. She went on to say; “Loudly can mean a lot of different things for different industries, but it is essential that you are communicating your company’s stance on travel, internal policies (especially your sick/leave/PTO policies), and C-Suite messages using methods that will reach employees where they can hear you best. Maybe emails or flyers are best, maybe it’s team meetings, or maybe you have a remote workforce that would benefit from text communications. It’s most likely that a combination of the above will be the most effective. Communicating often should be a given. Employees want to know what’s going on – have things changed? What happens if a family member is affected? What critical things should I know? – communicating often helps reassure employees and reaffirms your company’s stance.” Communicate with Video, Email and Text While your employees are working remotely, it’s more important than ever to make sure everyone stays in the loop with business operations. One company I read about has started broadcasting video messages to staff with the latest information. Hopefully they are doing so through an HR texting platform to ensure those videos are seen and watched ASAP. It’s a little harder to embed video in an email anyway. Recorded videos will give workers an opportunity to catch up when they can’t make it to a live briefing, and follow on bullet points sent by HR via text message can help highlight or reinforce the key takeaways. With that in mind here are some specific channels that HR can leverage in a crisis to communicate. Group Texting: the one to many broadcast ability of an HR texting platform is perfect for organizations or teams that value speed of messaging. It’s also probably the easiest to implement. Emissary’s HR texting tool actually lets users upload a list of employee phone numbers and instantly broadcast to them. Facebook Live via Private Group: companies can leverage a private Facebook group and conduct Facebook Live video events if they want to bring their messages to life. Slack: this group messaging tool can be used via web based desktop or the slack mobile app. Create your own private channels, share documents and more. Zoom: this is the most popular way to conduct video meetings where you could have hundreds of people watching and listening. All video events are automatically recorded to the cloud. Skype: the original remote video/chat tool has come a long way and now supports groups as well as browser based calling. Facebook Messenger: if all your employees are on Facebook you can create a private group chat within the facebook Messenger app. It’s an effective communication tool. Whatsapp: another mobile based messaging tool that is popular with many countries outside of the U.S. Citrix: provides a complete range of digital workspace solutions that unify everything an employee needs to be productive into a seamless, intuitive experience. With Citrix, companies can empower people to work in a flexible, secure and intelligent way that unlocks their creativity and innovation and enables them to deliver better business results. Microsoft Teams: Microsoft’s answer to Slack. Any of the above tool are excellent for broadcasting your messages in a crisis to employees working from home. Pick the ones most relevant to your organization and keep your employees up-to-date.
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Emissary is a candidate engagement platform built to empower recruiters with efficient, modern communication tools that work in harmony with other recruiting solutions.
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