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Archive for Leadership – Page 2

Things to Consider When Hiring Outside of California

As “work from anywhere” becomes a more common practice in our new world of work, many organizations are hiring employees who live in other parts of the U.S., or even outside of the U.S.

Since we have the technology for a remote workforce, it shouldn’t matter where they are, right? Wrong!

Here are some of the items you need to consider:

Do you need to establish a local business entity? Most states in the U.S. and foreign countries require this.
What is the job market paying in the location where your employee works? Is it similar or different from your corporate location? Will you pay a differential if the person works remotely?
What about wage and hour laws or meal and rest breaks in the city, state, or country where the employee works?
How do you ensure equity in benefits, for example, vacation and holidays? European employees typically receive more vacation than U.S. employees. How do you handle that?
What other benefits are required by the employee’s location?
What about leave laws? How are parental, medical, and other types of leaves handled? Canada and many European countries offer up to a year of paid time off for certain leaves.
What are the local requirements for laying off or firing an employee? Many European countries require lengthy advance notice for a layoff, for example.

If the majority of your employees are in California, where required benefits may be more generous than in other parts of the U.S., do you offer your employees in other states California benefits? Can you afford to? If not, follow the laws where the work is performed and consider taking small steps to reach equity with your California employees.

It’s important to note that if a manager is working elsewhere but manages people in California, the California law requiring that managers receive anti-harassment training every two years applies.

Employment laws vary from state to state and certainly from country to country. To be in compliance, you need to follow the laws related to the state or country where your employees are located. It’s important to work with an employment attorney who is familiar with the legal requirements for recruiting, hiring, terminating, paying, and managing employees in that specific area.

Onboarding New Hires in a Hybrid Work Environment

A positive onboarding experience is and always has been key to the success (and retention!) of new hires. Yet a 2019 Gallup poll found that “after experiencing onboarding at their organization, only 29% of new hires say that they feel fully prepared and supported to excel in their new role.” And that was before a global pandemic, a mostly remote workforce, and The Great Resignation.

Effective onboarding is now more important than ever. Many of the employees hired over the past two years have not met their teammates in person, or walked down the corporate hallways, or chatted with a fellow employee at the coffee station.

So, how do you convey the company culture and create team connections in a hybrid work environment?

Here are some tips.

Provide all new hires with a company Orientation that includes information about the company history, mission, vision, goals, and objectives. Talk about the culture and give examples of how it’s demonstrated internally and externally. Consider having (positive) long-time employees share their experiences relative to the culture. Be sure to allow time for introductions, interactions and questions.

Promote connections. Create opportunities for new hires to connect one-on-one with other team members – via Zoom, or, if practical, via scheduled in person meetings.

Add a personal touch. Millennials and Gen Z new hires in particular expect a high touch onboarding experience. One way to do this is to assign a “buddy” or mentor to help the new hire get oriented to the new company. This is especially important for summer interns/college students who are being onboarded remotely. They need an assigned 1:1 person who is not their manager to help them learn the ropes and to be available to answer questions.

Communicate. Before the new hire’s first day be sure that they have the equipment they need and that their email is set up and working. Send out an announcement to the rest of the team with the new hire’s name, role and a brief bio. Designate a team member(s) to send the new hire a “welcome” message on or before their first day. Be sure the new hire is looped in to all company-wide communications.

Consistently demonstrate the culture. Culture is more than just perks. It’s how leadership and employees demonstrate company values, how they treat one another, how they treat customers, vendors, etc.

Involve the new hire’s leader. The new hire’s leader plays a key role in acclimating them to the organization. According to Microsoft research, when managers played an active role in their new hire’s onboarding, employees were 3.5 times more likely to say they were satisfied with their onboarding experience. They were also 1.2 times more likely to feel that they were contributing to their team’s success.

Remember, employee retention starts on Day 1.

Courtesy Never Goes Out of Style!

One of the frustrations I’ve heard from hiring managers is the increased number of incidents of candidate “ghosting,” that is, not showing up for interviews, not returning calls, and not responding in a timely manner to a verbal or even a written offer. In some cases, accepting offers and then never showing up for their first day on the job.

Job seekers: common courtesy never goes out of style, even in a market when job seekers have the upper hand.

I’ve learned over my many years in HR that this is a very small valley. Recruiters talk. Hiring managers talk. Colleagues talk. Don’t burn employment bridges.

One recruiter shared with me that she had called to remind the candidate about the interview the day before the appointed time. He said he would be there. She called again two hours before the interview. Again, he confirmed. The interview time came and went. The candidate didn’t show. Not only that, he did not call or even send an email to explain or to apologize.

Skipping an interview, not responding to phone calls and emails, and not following up are just plain rude.

As I said in my last article, BE HONEST. If you are close to the offer stage with another company, let the hiring manager know. If you decide you don’t want to interview with a company – let them know before your scheduled interview (ideally 24 hours before the interview).

Another recruiter shared a positive story with me about a candidate who, a couple of days before the interview, called to say she’d thought about the position and realized that it didn’t align with what she really wanted to do. She politely thanked the recruiter for the opportunity. This advance notice saved everyone time and effort and left the recruiter with a positive impression of the candidate.

After an interview, always, always send a thank you note to the hiring manager, HR and anyone else you spoke to. Written thank you notes are ideal, but email is also acceptable. Just send one.

And while we’re on this topic, I’ve also heard from job seekers I’ve worked with that they’ve gotten far into the hiring process – several interviews, indication that they were one of the top two candidates for the role…and then nothing.

Courtesy works both ways. When you, as a hiring manager or recruiter, make a selection from the final few, you need to inform those who were not selected. Yes, it’s hard to let someone down, but it is much better than leaving them hanging. You don’t have to go into details. Thank them for their interest and their time and wish them the best in their search. Again, this is a small valley and bad hiring process experiences very often end up on Glassdoor.

Be courteous!

First Impressions Count!

If you’ve been following my last few articles, then you know I’ve been sharing success tips for both hiring organizations and job seekers in the candidate/job search process.

Here’s a recap of what I’ve covered so far:

For hiring managers:

Be sure that you review and update job descriptions before posting to ensure that they align with your needs today and into the future.
Don’t rely solely on applicant tracking systems – they often overlook good candidates through their keyword filters; leverage your networks.
Train all interviewers, and prepare good questions that evaluate skills, experience, and behaviors that are a fit for the job and the organization.

For job seekers:

Before updating/posting your resume, take time to gain clarity about what you want next – the skills you want to use, the type of organization, the work environment, etc.
Do the research (or work with a coach) to ensure that your marketing tools (resume, LinkedIn profile) reflect your career vision and that you have a job search plan; leverage your networks.
Spend time before each interview researching the company, preparing answers to anticipated questions, and preparing questions to ask. Practice, practice, practice.

Now I’d like to talk about the importance of making a good first impression.

These tips apply to both the hiring organization (HR, hiring manager, all interviewers, even the receptionist) and job seeker.

Be on time. Whether it’s an in-person interview or, as so many are today, a Zoom interview, be ready at least 5 minutes in advance so you can start on time.

Test your technology. For remote interviews, be sure you are familiar with the technology being used and that you are set up in a quiet place where you won’t be disturbed. Don’t forget to turn your camera and speakers on.

Dress for success. Whether in person or remote, dress professionally.

Pay attention to your body language. Nonverbals speak volumes. Sit up straight, make eye contact, smile, and convey that you are engaged in the conversation. Consciously suppress any little habits you may have, e.g., tapping your pen, as these can be a distraction.

Are you planning to look for a new opportunity in 2022? My Landing Your Dream Job career coaching package includes all the job seeker tips I’ve talked about so far and much, much more.

Contact me today and schedule a meeting to learn how my services can help you. https://calendly.com/michellemendoza-connecttohr. You can also reach me directly at michelle@connecttohr.com.

Preparation is Critical to Job Interview Success

For my last couple of articles, I’ve been writing about the things that hiring managers and job seekers have in common. I’ve also provided some tips on how to overcome barriers to finding the right candidate or finding the right job. If you missed previous articles in this series, you can find them here and here.

This time I’d like to focus on the importance of preparation – for both the hiring manager and the job seeker.

Preparing for the interview – hiring manager

The candidate interview is an opportunity to learn more about the job seeker both in terms of their skills and qualifications and whether they are a good fit for the role and organization. All too often hiring managers and others involved in interviewing go into it unprepared.

Good hires result from a well-defined interview process. Each person interviewing the candidate has been trained on how to conduct an interview (what can and cannot be asked) and each interviewer has a specific set of well-thought-out questions to ask. Without a strategy around the questions to be asked, a candidate may be asked the same question over and over and key information that could have resulted from good questions is lost. All candidates for a particular role should be asked the same questions.

Interviewers should be prepped on desired skills and behaviors and should know enough about the organization to answer the candidate’s questions. It’s important to remember that the candidate is evaluating the organization and the people representing it as much as they are being evaluated. Be sure that those who conduct interviews represent the organization well.

Following the interview, the hiring manager and all interviewers should meet to compare notes and share their impressions.

Preparing for the interview – job seeker

Many people find job interviews scary, especially if they haven’t been through one in a while. The key to reducing the amount of angst is preparation.

As the job seeker, be sure you are thoroughly familiar with the job requirements and have researched the company/organization. At the very least you should know the information available on their website.

Be prepared to share how your skills/experience map to the qualifications for the role. Spend some time thinking about specific examples of past achievements, how you’ve handled various situations, unique value you’ve provided to your current/previous organizations, etc., so you will be prepared for behavioral interview questions. Use the easy-to-remember SAR model – what was the Situation, what Action did you take, what were the Results. Also, be sure to prepare some good questions to ask your interviewers.

Finally, practice! Prepare some questions you think you might be asked and have a friend or family member do a mock interview with you. The more you practice the less nervous you will be.

Next time I’ll talk about the importance of a good first impression and how to make one!

Looking for some help in preparing for interviews? Check out my Career Coaching Services – Landing Your Dream Job package.

Contact me today and schedule a meeting to learn how my services can help you. https://calendly.com/michellemendoza-connecttohr. You can also reach me directly at michelle@connecttohr.com.

When Applicant Tracking Systems Aren’t Your Friend

In my last article I pointed out that hiring managers and job seekers have several things in common. One is the rush to post the job or post the resume without giving it a thorough review and update.

Another thing they have in common is what I call the opportunity-limiting impact of Applicant Tracking Systems (ATS).

Many companies and job search sites rely on applicant tracking systems to do an initial scan of submitted resumes to filter out those that do not contain keywords associated with the job. With HR departments receiving dozens of resumes for a single position, this initial step in the process can save a huge amount of staff time. Theoretically, the remaining resumes to be reviewed by HR and/or the hiring manager are only those that meet the keyword criteria.

But here’s the thing.

Although the ATS can help reduce the number of resumes HR and the hiring manager ultimately have to review, it may be filtering out some perfectly good candidates simply because they didn’t have specific keywords on their resume. Maybe they had the requisite experience or skill but called it something different. Maybe their resume (when scanned by the human eye) conveyed talent, behaviors or potential that could be a fit for the role but was rejected because it didn’t match the machine criteria.

This can be frustrating for both the hiring manager and the job seeker. The hiring manager is losing out on potential candidates. The job seeker who may have been an excellent candidate is eliminated because they didn’t have the exact credentials programmed into the system. This is especially true for people who are recent graduates or who are switching careers and may have a great deal to offer. Also, an ATS may reject a highly qualified candidate for reasons such as a differently formatted resume or other technical reasons.

So, what are hiring manager and jobs seekers to do?

I always recommend that whether you are looking for talent or looking for a job you leverage your network. Who do you know that might know someone who could be a fit for your open position? Or, as a job seeker, who do you know that might know of an opportunity for you? Reach out to you family, friends, colleagues, past workmates, and online connections. You never know what might turn up.

Also, all of the packages in my Career Coaching Services include work around crafting a resume and LinkedIn profile that addresses some of the issues with applicant tracking systems.

Contact me today and schedule a meeting to learn how my services can help you. https://calendly.com/michellemendoza-connecttohr. You can also reach me directly at michelle@connecttohr.com.

Whether Filling a Job or Finding a Job – Make Time to Assess Needs

One of the things that helps me in my coaching work is that I have experience working on both sides of the talent equation. I’ve worked in recruiting for large organizations and have consulted with business leaders about effective hiring strategies and processes during my entire career. I’ve also worked with individuals at all career levels to help them create a results-oriented job search plan and powerful personal marketing tools.

What I’ve noticed along the way is that there are several things that hiring managers and job seekers have in common. And when these things are not addressed early on, they can have a negative impact on bringing together the right person and the right job at the right time. I’ll be talking about these commonalities over the next couple of months and making suggestions on how you – as a hiring manager or as a job seeker – can avoid them.

The rush to fill a job

When someone leaves, especially when they’ve been in their role for a while, it creates a gap that the manager is understandably anxious to fill. The work needs to get done and remaining employees are already stretched and/or don’t have the appropriate skills to fill in. So, typically the first order of business is to dig out the old job description and get the opening posted as soon as possible.

But wait a minute. Jobs shift over time based on the needs of the team and organization, and often based on the person filling the role. Is what you needed when the job description was created what you need now and into the future to support company goals?

Before you rush to post, take the time to review the job description and conduct a needs assessment before you start the recruitment process. It will help ensure that you find the right talent for your needs.

The rush to find a job

It’s a similar situation for job seekers. Although it’s a best practice to keep your resume up to date, for many people it’s a last-minute scramble when the pressure is on to find a new job. So, they tack their latest job experience onto their resume and launch it into job seeker space hoping to attract something, anything. In today’s job market this is short-sighted and often has disappointing results.

Before you start your job search it’s important to gain clarity around what you want to do next, where you want to do it, and what that looks like, i.e., your work environment. I call this creating your Career Vision and it’s a critical first step for a successful job search.

If you need help creating your Career Vision or any other aspect of your job search, please consider my Career Coaching Services .

Whether you want to move up where you are, change employers or transition to a new career, I can help you navigate the process and achieve your goal.

Contact me today and schedule a meeting to learn how my services can help you. https://calendly.com/michellemendoza-connecttohr. You can also reach me directly at michelle@connecttohr.com.

Connect to HR Provides Career Coaching Services

American workers are on the move. Many are leaving or not returning to the jobs they had pre-COVID, hoping for a better opportunity in what is clearly an employees’ labor market.

Are you or someone you know considering making a career move?

Although it’s tempting to just dive into job search mode in hopes of a new beginning in 2022, I encourage you to take a more thoughtful approach. With so many opportunities available, this is a good time to really put some thought into what you want to do next, where you want to do it, and what that looks like. There are a few key steps to make sure you land your dream job.

Maybe you want to move up in your current company, maybe you want to do the same thing somewhere else, or maybe you want to change your career path entirely. Understanding what you really want and envisioning it is an important first step before you begin your job search. I call this getting clear on a Career Vision.

Once you’ve done this you can move on to other aspects of the job search with a focus on what you want to do next. This is the time to move if you are going to move, but it’s essential to be very clear about what you want so you make the move a good one and you don’t end up regretting it!

So, how do you get started on creating your Career Vision? Working with a coach to guide you through this discovery process will make your job search easier and more targeted.

I’ve been involved in the talent acquisition process both as a hiring manager and as a recruiter. I know firsthand what it takes to get noticed as an applicant and to land that dream job. That’s why at Connect to HR we include career coaching as part of our executive coaching offering. Through my coaching services, I’ve helped numerous clients transition from a job they dislike to a job they love.

If you or someone you know is considering exploring a different career opportunity and will be launching a job search soon but don’t know where to start, consider me as a resource! They don’t have to start their job search journey alone.

Best wishes as you consider your options for what’s next!

Michelle

P.S. Want to chat about your career and explore new options? Let’s do this! Contact me today and schedule a meeting https://calendly.com/michellemendoza-connecttohr/45min. You can also reach me directly at michelle@connecttohr.com.

Planning Today for Your Workforce Needs Tomorrow

As we approach 4^th quarter and start to wind down 2021, now is good time to begin thinking about year-end activities that need to be completed as well as what you need to do to prepare for 2022. Your planning should begin with forecasting what your workforce will look like now and into 2022 and creating a talent management strategy around your needs.

Given the labor shortage, the uncertainty around the coronavirus, and the increased tendency toward a hybrid work model, attracting and retaining employees in this market can be challenging. In my next blog I’ll share some specific ideas on how to address those challenges. For now, though, here’s a refresher on what you need to consider in your workforce plan.

The operational side of workforce planning includes considerations such as your labor budget, work schedules and hours, distributing talent among divisions and departments, identifying functions no longer needed, and reassigning workers. The more strategic side of workforce planning looks at identifying skill sets needed as the company grows and changes, re-assessing the needs of the department and company as employees leave, and defining, and in some cases retooling, the recruitment strategy for future workforce needs.

Start by defining job roles. This includes defining the work that needs to be done, and asking the important question of what is it that the organization really needs? Then move to identifying the skills and competencies required for that work. If you’re starting from scratch, you may want to identify required skills, experience, and behaviors, keeping in mind that a job should be designed around the role requirements and future business needs, not a particular person. Remember that as remote work increases you may need to redesign and automate certain tasks.

Once you’ve defined and designed the critical job roles to meet your needs today, spend some time thinking about the skills/job roles you may need in the future. This will be helpful in identifying skill gaps and determining whether it makes more sense to hire for those skills gaps or to develop current employees to fill the gaps. More and more, companies are hiring for job potential because in many cases skill sets can become obsolete quickly.

Next, create formal job descriptions. Job descriptions should be as detailed as possible. Be sure your job descriptions include at least the following:

Job title
Job location
A summary of the job objective/purpose
Scope of responsibility
Reporting relationships
Qualifications required (experience, skills, competencies)
Key functions and duties (including standards)
Physical requirements of the job

A well-developed job description will help you recruit the right person for the job. It will also give you a legally-defensible document, or ‘benchmark’ for performance management.

If you have questions about developing your workforce plan for next year, please consider Connect to HR’s 3-hour Just in Time Advisory Service. Many of my clients are finding this service helpful as they navigate the challenges of our new world of work.

You do not have to do it alone!

https://calendly.com/michellemendoza-connecttohr/45min

You can reach me directly at michelle@connecttohr.com, and find out more about our services at www.connecttohr.com.

Leading in an Age of Uncertainty

As leaders and business owners continue to navigate the process of bringing people back to the office and fully reopening, many are finding that they are “leading in an age of uncertainty.”

The recent surge in coronavirus cases due to the Delta variant prompted another revision in back-to-the-office guidelines, and yet more compliance issues for leaders to monitor.

Many employees have gotten used to the flexibility of working from home and are not ready to return to 5 days a week in the office. An Accenture report showed that 83% of employees prefer a hybrid work model, working remotely between 25% and 75% of the time.

Some workers have reassessed their careers over the past 18 months and do not plan to return to their current jobs at all, leaving employers struggling to replace them in the midst of The Great Resignation.

The opening, then closing again of schools and the lack of available/affordable childcare has left many parents (especially mothers) burned out as they strive to “do it all.” According to the National Women’s Law Center, female workforce participation has dropped to 57%, the lowest level since 1988.

Dealing with these challenges in the midst of so much uncertainty can be overwhelming. Yet sometimes all it takes is a sounding board, or some help putting together a plan, or a helpful nudge toward clarity.

You don’t have to do it alone!

Many of my clients have found Connect to HR’s 3-hour Just in Time Advisory Service the “right size” service that they need to work through these and other HR challenges.

Our Just in Time: Your Guide to HR service provides you access with up to 3 hours of senior-level Human Resources consulting support and guidance by phone, email or in person. It’s designed for small to medium-sized companies, specifically owners, CEOs and nonprofit leaders; those running the HR function; and people new to HR operations.

Just in Time hours may be used for guidance on a variety of topics that need answers NOW. Some of our most popular topics are: