Other parts of this series:
- The UK’s gig economy doubles, and the dividends of diversity
- Coaching millennials, and the value of micro-internships
- Hiring isn’t rocket science, and the power of corporate culture
- Banks’ bold move for talent, and curiosity in the workplace
- Managing millennials, and the digital workplace revolution
Here are the top news stories in talent & organization from this week.
Hiring isn’t rocket science
This week marks the 50th anniversary of NASA’s first successful mission to the moon, and for Peter K. Murdock, it’s an apt reminder that hiring is not rocket science. “The average time it takes to fill a position in IT, hospitality, media, education and manufacturing is over 42 days,” he writes in this Forbes blog post. “Let that sink in for a moment: It takes five times longer to fill an open position in 2019 than it took to travel to the moon and back in 1969.” Murdock cites five key factors that delay the hiring process: 1. Procrastination. 2. Search for perfection. 3. Too many steps involved. 4. Hiring is not a priority. 5. Fear of making a decision. He kindly reminds readers that Neil Armstrong, Buzz Aldrin and Michael Collins left the Kennedy Space Center in Florida on July 16, 1969, made their landing on July 20, and returned safely by July 24. “Hiring is not rocket science,” he writes. “Putting a man on the moon is, and that only took eight days.”
How to rewire recruiting for gender inclusion
There are easy ways to make recruiting more inclusive for women, and they may be obvious once pointed out, argues Kate Rockwood. In this Inc. article, she shares three tips to ensure more women apply: 1. Neutralize job ads. “You know better than to post for a “bright young gal” to answer the phones, but it might be less obvious that other terms—rock star, ninja, dominate—can be just as off-putting for women,” Rockwood writes. She advises replacing gendered language with more neutral wording to encourage women candidates. 2. Cast a more strategic net. Posting job openings in more women-centric platforms will open the floodgates of female talent. 3. Balance the odds. Rockwood cites research, which found that when the ratio of candidates was 1 to 1, the odds of a woman being hired were 50 percent. “When only one of the four candidates is a woman, her odds plummet to 0 percent, likely because she’s seen as a “token” rather than a serious option. Block that bias by aiming for an equal representation of women in the final interview rounds,” she concludes.
Workers prefer a strong company culture over pay
Most workers believe that a strong company culture will make them happier than a high salary, according to a new study. Glassdoor’s survey of more than 5,000 adults in the U.S., the U.K., France and Germany found that 56 percent of the workers ranked a strong workplace culture as more important than pay, while three in four workers say that they would consider a company’s culture before applying for a position there. When considering a new job, the vast majority of workers would also take an organization’s values into account—73 percent of Glassdoor’s respondents would not apply to a company unless its values aligned with their own. “A common misperception among many employers today is that pay and work-life balance are among the top factors driving employee satisfaction,” said Andrew Chamberlain, Glassdoor’s chief economist. “Instead, employers looking to boost recruiting and retention efforts should prioritize building strong company culture and value systems, amplifying the quality and visibility of their senior leadership teams and offering clear, exciting career opportunities to employees.”
Embracing service in HR
One aspect of the HR leader’s reputation that is often overlooked is the level of service provided to colleagues, clients and partners, argues Alex Moral. “One could argue that the modern HR leader is all about service, because the role is more consultative than it has been in the past,” he writes in a TalentCulture blog post. “HR leaders consult on HR technology, offer advice on benefit plans and provide guidance on financial well-being programs.” Moral believes in the power of persistence when it comes to the level of service HR leaders deliver. “Just because your colleagues/internal clients are busy isn’t an excuse to let your service slip,” he writes. “Make a point to check in with her once a week for a five-minute chat.” Establishing a reputation as a service leader also depends on being consistently responsive, listening with intent and forming connections. “We don’t often talk about service in our industry, but it’s definitely an area that can make a massive impact on your reputation as an HR leader. I’ve seen many HR leaders embody the qualities, skills and ideas above—and I’ve seen a few who have not. Those who have embraced service in our industry have been successful,” Moral concludes.
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