Angela Crangle – Page 37 – Pinnacle HR Solutions

Why Your Vacation Policy Sucks

All you want is an organization full talented people who work hard and are in it for the long haul. Is that too much to ask? Not if you’re taking care of them.

Your employees can’t be “on” all the time. And there’s this little thing called life that demands their attention on a regular basis. Giving your employees what they need to be successful includes giving them enough time off to manage the demands of work and life. But in far too many cases, this isn’t happening.

Sure, you have a vacation policy on the books. But is it equitable, reasonable, or sensible? Just because a policy exists doesn’t mean it’s good.

Too little

How much vacation do you give your employees? Do you start them off with a set amount or make them work an entire year before banking their first 5 paid days? Expecting someone to happily and effectively work for a year without vacation may seem reasonable to some employers, but ask any employee how they feel about that and you’re bound to get an earful.

Do you increase available vacation time the longer people stay or do you give everyone their two weeks when they start and continue that until the end of time? It’s nice to have a minimum standard, but as people move up in their careers, they expect to take on more responsibility. And they expect that additional responsibility to come with more trust, more flexibility, more money, and more time off.

Is your sick time super generous but your vacation time fairly slim? Yes, there are employees who need more sick days, and they should be able to take them. But healthy, reliable employees shouldn’t feel like they are being penalized for always showing up. Knowing you have chunks of paid time off sitting around that you can’t actually use feels a bit punitive.

Too much

No such thing, you say? We beg to differ.

Do you have an unlimited vacation policy? Is it so vague and misunderstood that no one ends up taking any? This isn’t going to win you any points.

Is your vacation time based on seniority? Do your long-time employees have exponentially more vacation days? And are they snapping up all the coveted dates before anyone else even gets a shot?

Yes. Vacation in October is still vacation. And they say New England is lovely that time of year. But once your up-and-coming employees figure out they won’t be able to take time off over spring break or the 4^th of July until their kids are out of college, this is going to be a problem.

Too late

You may think paid vacation is a small thing, an extra that your employees should be grateful to have at all. And if you’re comparing your vacation policy to what it was like for your great grandfather, you might be right.

But life is very different now. And so is work.

Many families are dual income, which means there isn’t anyone at home to just “take care of things” as they come up.
Working adults are often responsible for aging parents as well as young children.
With the cost of living continually rising, many people can’t afford to take unpaid time off.
Workplace stress is on the rise, and more and more individuals are struggling with mental health issues.

If your paid time off policy doesn’t give your staff the time they need to take care of business and themselves, they will become less satisfied, less productive, and less inclined to stay.

Fix it!

The nice thing about your company policies is that you have the power to change them.

Ask your employees what they like and don’t like about your current policy, and listen to their feedback. Little changes can go a long way toward making your team feel valued, appreciated and supported.

Not sure where to start? Here are some quick ideas:

Ditch the old sick day vs. vacation day mentality and move to a paid time off (PTO) system. Your employees need time away from the office. Period. Don’t make them get sick (or tell you they’re sick) in order to take it.

Give all new employees at least some usable PTO when they start. If they already have a trip planned when you hire them, honor their plans and their time. Don’t make anyone work for you for an entire year to prove they are “worthy” of a little rest and relaxation.

Create a vacation policy that rewards longevity with increases over time, but still gives less senior employees time off when they want and need it. Consider closing your office down for a week around Christmas, the 4^th of July, or any other time of year that is particularly slow for your industry. Chances are good that many of your customers and clients are also out of the office. You could also consider incentives for people who work peak vacation times, a rotating holiday schedule, or even a lottery system. A little creativity can go a long way here.

If you decide to go with an unlimited vacation policy, make sure to spell out the process clearly for everyone. How much notice is required? Are there any blackout dates? Is there a maximum number of days? Better yet, is there a minimum? A common problem with an unlimited vacation policy is that many people are afraid to use it, either because it’s too undefined, or because they feel guilty about taking the time. They may also not know how to manage their workloads if they do use it. Put systems in place to support people who are out of the office and encourage them to take time off regularly. If you see employees going a year or more without taking vacation, meet with them to find out why.

Happy, productive employees don’t just magically happen. Employers who take the time to discover and deliver what they need will be the ones who come out on top.

Photo by Juergen Faelchle

In a Tight Labor Market, Candidate Ghosting Goes Both Ways

If you aren’t familiar with the term ghosting, rest assured. It has nothing to do with Halloween. But it is a problem that has haunted job seekers for a long time. And now it’s sneaking up on HR teams, recruiters, and hiring managers as well.

Ghosting refers to those instances when you’ve been communicating back and forth with someone about something, and then… poof! They disappear into thin air. Your calls, emails, or texts go unanswered, and with absolutely no explanation as to why.

It’s been happening to job seekers for a while

In an employer-friendly labor market, this happens to candidates all the time. They apply for a job, and then hear nothing. Or they apply for a job, get partially through the process, and then hear nothing. Or even worse, they apply for a job, go through a series of phone screening, interviews, skills testing, and reference checks. And then hear nothing.

This phenomenon has been frustrating job seekers for a long time now. Notably, since about 2007, when the great recession kicked in and the job market got really tight.

On some level, it’s easy to understand why. With copious amounts of positions being eliminated and very few opening up, hiring managers found themselves with hundreds of applicants for even the most entry level jobs— and fewer in-house resources to handle them. Responding to each candidate in this scenario ranged from difficult to downright impossible.

This was probably frustrating for everyone initially. But somewhere along the line, the ghosting of job candidates became a normalized practice. Many organizations started to believe that responding to candidates they weren’t going to hire was a waste of time. After all, the line of quality applicants wasn’t just out the door, it was all the way down the street.

But the tables have turned

Years of desperately eager candidates lulled employers into believing they were in the driver’s seat, and that hiring candidates was the easy part of the talent search.

But with unemployment at an all-time low, employers have seen that pipeline of talent dry up. When they find that ideal applicant, it’s like winning the talent lottery. Unfortunately, the practice of not responding to job seekers has now shifted to the other side. After years of being ghosted by potential employers, candidates are now responding in kind.

HR forums are full of stories about candidates who simply stop responding during the job search, don’t show up for interviews, or fail to report on their first day of work. All with no explanation whatsoever. Never to be heard from again. Classic ghosting.

For employers who are used to being in the power position, this can be quite a shock. Recruiters and hiring managers are now left feeling frustrated and confused. Much like job seekers used to be when it happened to them.

What can you do?

As with any emerging business problem, you’ll want to explore strategies to mitigate the damage, and the chances of it happening again. Here are a few ways you can position yourself as an organization worth responding to.

1. Follow the golden rule

If you want candidate communication to be a two-way street, you’ve got to do your part. Don’t leave applicants in the dark. Keep them informed, educated, and engaged every step of the way during the process. Even if they aren’t a good fit, let them know in a kind and timely manner.

2. Take advantage of technology

You no longer need to sift through stacks of paper, make endless phone calls, or print out rejection letters. There are plenty of online platforms that allow you to collect applicant information and respond quickly and easily. Email automation is an amazing tool. Use it to let candidates know you’ve received their information and tell them what comes next. As you get further along in the process, take the time to make your communications more personal. But always keep them timely.

3. Don’t drag your feet

One of the reasons employers are being ghosted is because employees have options. Savvy, talented candidates are likely to have several job leads, and multiple companies courting them. If you hesitate, they will get snapped up. Maybe even by your competition.

4. Be attractive

The most common context for the term ghosting relates to dating scenarios. You go out once or twice, you think it went well, then you never hear another word. Chances are, it’s because your date just wasn’t that into you. The same goes for job seekers.

Now is the time to take a look at your company culture, your compensation, PTO, and benefits packages, your hiring processes, your website and marketing, your image in the community, your Glassdoor reviews, and anything else you can think of. Have you built an organization that people want to be part of? Do you have a clear purpose? Does it align with your actions? Are you paying market wages? Is it obvious you care about your employees and your community? Are you focusing on things like diversity, career development, and employee success?

If you want your candidate relationships to go to the next level, you have to show them that you’re worth their time. And that they are worth your time.

5. Put ghosting to bed

The quickest way to show someone they aren’t worth your time is keep them waiting. Or to ignore them all together.

Unfortunately, so many companies have done this to their job applicants for so long that the message came through a little too loud and a little too clear. And now we must undo the damage.

If you’ve been skimping on your candidate communications, it’s time to overhaul your processes and your assumptions. Today’s employees have more leverage than ever, and they aren’t afraid to use it. Not responding to job applicants isn’t going to get you the talent that you need to run your business.

It all starts with you

Make sure your company culture and your hiring practices reflect your core values and purpose. If you don’t know your core values and purpose, put the time in and figure it out.

Your future employees are looking for signs that let them know you’re the one. It’s time to step up and show them.

Photo by narin chauhan

Why You Need to Invest in Professional Development

You know you it’s important. You know you should do it. But it can be expensive. And time consuming. Plus, you’re just so busy! And you’ve got a business to run. All of these things may be true, but so is this simple fact:

If you don’t take the time to improve and grow, your business won’t either.

And while you may be able to survive a serious development drought on a personal level, your organization can’t. If it doesn’t wither and die, it will quickly become overshadowed and hidden by the growth happening all around it.

It doesn’t matter what business you’re in. No industry, market, or sector stands still. Laws, regulations, technology, consumer needs and expectations are constantly changing, with or without you. You can choose to keep up, stay stagnant, or fall behind. You can also choose to get ahead and be looked to as someone who is leading the change instead of fearing or ignoring it.

Sounds good, right?

You’re darn right it does. Because the difficulties that come with change are nothing compared to the stress of being left behind.

When you’re leading the charge, you get to determine what it looks like and how it gets executed. You also get to collaborate with other like-minded leaders who are trying to accomplish the same things, which increases your confidence, your influence, and your effectiveness exponentially.

But you have to be strategic

There are literally hundreds, if not thousands, of professional development opportunities out there. A quick scroll through your in-box will easily prove this to be true. Everyone’s got an angle. Everyone wants you to sign up for their service, adopt their platform, or attend their seminar. Unfortunately, many of these so-called opportunities are, in fact, a waste of time and money.

There are four ways to approach these opportunities:

1.) Be a whale

It can be tempting to want to take in everything that comes your way. If a little personal development is good, then a lot must be even better, right? Not so much. Whales have a very efficient filtering system that allows them to keep what is useful and discard the rest— before they spend a bunch of time trying to digest it. Unless you’ve got a fleet of people with lots of time on their hands, you don’t have that luxury. Biting off more than you can chew will only give you indigestion.

2.) Be an ostrich

You know these folks. The ones who are always putting their heads in the sand. To be fair to our real, live ostrich friends, they actually have good reason for doing this. They’re nesting. But you’re a business person, not a giant bird. Putting your head in the sand will only keep you in the dark. And focusing too much on your cozy little nest will only ensure that you stay squarely in your comfort zone. Which isn’t going to move you forward.

3.) Be a deer

You want to improve yourself, your business, and your chances of success, but you’re overwhelmed by the fear, the circumstances, and the sheer number of options. Instead of propelling yourself forward, you stay frozen and immobile, unable to make a decision. “Deer are crepuscular,” says David C. Yancy, a deer biologist with the Kentucky Department of Fish and Wildlife Resources. When a headlight beam strikes eyes that are fully dilated to capture as much light as possible, deer cannot see at all, and they freeze until the eyes can adjust. “They don’t know what to do, so they do nothing.” We all know how this story ends.

4.) Be a falcon

“The Peregrine falcon is not your average avian predator. When hunting, this remarkable bird will fly to great heights, then dive bomb its prey abruptly at speeds of up to 242 mph,” says the Smithsonian Channel. Um. Yeah. This bird is your new idol. First, he finds a solid perch where he can take a good look at the bigger picture. What’s happening in the landscape before him? What opportunities does he see? What obstacles are in his way? What exactly does he want to go after? Then, once he sets his sights on his goal, he’s 100% focus. We’re talking all in. At 242 miles per hour, he can’t afford to be distracted, or go after things he doesn’t need.

Which one do you want to be?

The falcon, right? (Please say it’s the falcon).

If you’re a whale, at least there’s hope. But if you’re an ostrich or a deer, you need to change your ways. Like, yesterday.

Take a look at where you currently are, and where you want to be. What kinds of skills and tools do you need to get from point A to point B? Evaluate your business, your clients, and your market. What strategies are working for you? What strategies are falling flat? Where do your strengths lie? Where do you struggle?

Once you’ve uncovered areas for improvement, don’t jump onboard with the first thing (or everything!) that comes your way.

Do your research. Look into different groups, events, and options. Seek out industry people and companies you admire and look at the kinds of things they’re doing. See what organizations and associations they belong to, what events they’re attending, who they’re connected with, and what books they’re reading. Ask around, get advice, and choose carefully. Your time and resources are a precious commodity, and you need to make them count.

It’s like your mom used to say, “You are who you hang out with.” Make sure you’re seeking professional development from organizations and colleagues you admire, respect, and trust.

Once you’ve figured out what you need and how you want to go about getting it, you can begin to shift your mindset and start thinking about professional development as a critical investment you can’t afford NOT to make.

After all, if you don’t invest in yourself, why should anyone else?

Photo by Radachynskyi Serhii

Structuring your Flexible Workplace Plan

It’s no secret that today’s employees value flexibility. And with healthcare costs continuing to skyrocket, workplaces that allow employees to balance the demands of work, family, and health are becoming increasingly important for employers as well.

If your company hasn’t looked into ways to attract and retain talent by offering a variety of work and scheduling options, you’re falling behind the curve.

But you can’t just throw any old program together. Your flexibility plan needs to have a solid structure behind it.

What makes sense?

Depending on what kind of organization you’re running, the level of flexibility you are able to offer will vary. Things like telecommuting, variable hours, and job sharing can work really well in some situations but be nearly impossible in others.

Even if you are really excited about the idea of being more flexible as a company, you’re going to need to examine just exactly what you can and can’t do.

Questions to ask:

Do flexible work arrangements make sense based on the type of work your staff performs?
Are their departments/positions where it could potentially work well?
Are there certain areas or locations where it just isn’t feasible?
How will you manage that difference?

Remember that flexibility comes in all shapes and sizes. If you can’t offer remote working options, perhaps you can be more flexible with hours and shift schedules. Or your paid time off policy. Or your dress code.

Evaluate each department separately to see where you can flex and where you can’t. If you’re not sure what your employees want, ask them. A simple employee survey can be very enlightening. Maybe all they really want is a new coffee machine in the break room and an extra ten minutes to enjoy it.

Once you’ve decided where you can be flexible, you’ll need to put a plan together that makes the can-dos work and the can’t-dos clear.

How will it work?

Offering to be more flexible without setting clear guidelines will only cause confusion for employees and frustration for you. You’ll need to create a well-defined structure and details for how your new policies will work.

Consult with department managers and supervisors to flesh out your ideas. Tell them what you’re thinking and brainstorm any issues that might arise, both with the implementation of the policy and the subsequent management of it. Work together to design a policy that mitigates any potential negative consequences while focusing on the benefits.

As you put your plan together, think about how offering alternative working arrangements can benefit your organization as well as your employees.

Could offering remote working options help your company reduce operating costs?
Would providing shift flexibility improve your recruitment and retention efforts?
Might altering your appearance and/or experience requirements open up a whole new applicant pool?

Being flexible in your processes isn’t just a way to do something nice for your employees. Being open to different ways of doing things can facilitate new opportunities for everyone involved. Including your business.

What happens when it doesn’t?

Even with the best laid plans, there will no doubt be instances where things don’t go the way you envisioned.

Whether it’s an employee who is taking advantage of his newfound flexibility, a remote worker who isn’t pulling her weight, or someone who discovers a loophole in the new policy, you’ll be much more prepared to deal with these situations if you’ve got clear procedures in place.

Develop strategies for how to address issues like absenteeism and poor performance, then put them in writing. Best case scenario, you’ll never need to use them. Worst case scenario, you’ll be glad you took the time to document them.

Keys to success

Employees want flexibility. And employers want happy, healthy, productive employees. Offering strategic alternatives to old-school, rigid workplaces can help you build a better team— and a better business.

Here are some ways to maximize your chances of success:

Do the research – Look at what other organizations are doing and talk with them about ideas and implementation. Take advantage of their hard-earned wisdom, and learn from their mistakes and successes. Keep in mind that every industry, business, and workforce will have different needs and solutions.

Get buy in – If your leadership and managers aren’t on board, it will be much more difficult to effectively create, implement, and manage these changes.

Empower employees – Involving staff in the process will ensure you’re giving them the benefits they truly value, instead of offering random perks you think they might want.

Set parameters – Make sure you have systems in place for when things go awry. Your policy should include clear and specific procedures to address employees and/or situations that clearly aren’t working.

Strong but nimble

Today’s employees want to be able to balance the many demands of work, life, and family. Finding ways to provide that kind of environment will give you a serious edge when it comes to attracting and retaining talent.

Being flexible doesn’t mean you have to bend over backwards. Take a careful look at your organization to see where and how you can offer employees the options they crave. Then, put some structure behind your willingness to flex.

Building a solid framework for your new policies will help support your efforts, your staff, and your business.

Photo by Prostock-studio

Making it RAIN for Your Employees. And Your Business.

Sunshine is always nice, but in order to fully blossom, sometimes your employees need a little RAIN.

RAIN is a mindset that allows you to get the most out of your employees, and your employees to get the most out of working for you. This shift in thinking can bring you happier, more engaged employees, and a more motivated and productive team.

The RAIN mentality involves four key principles:

Recognition
Awareness
Interest
Non-attachment

How do these things make for a better work environment and more engaged employees? Let’s break it down.

Recognition

Recognition is about more than compensation for a job well done. It’s true that competitive pay and benefits are absolutely critical to attracting and retaining employees. But as most job seekers will tell you, there’s more to it than that.

Your employees want to be recognized, not just for their talent, but for who they are as people. If your organization looks at staff people and only sees a warm body, a checklist of skills, or an individual unit of production, your employees aren’t going to feel like truly valued members of the team. And you can bet cash money that their attitude, performance, productivity, and longevity will reflect those feelings.

Great leaders recognize accomplishments and individuals. They take the time to get to know their people, and invest in their personal and professional development. They also recognize that talent comes in all colors, genders, ages, and sizes, and they work hard to cultivate a diverse and welcoming environment.

This is the kind of environment that attracts people to an organization and makes them want to stay.

Awareness

Corporations may or may not be people, but they are certainly made up of people. And more and more employees are expecting them to act like good citizens.

Organizations who have not only defined their values, but consistently live by them, can set themselves apart from the competition, and not just when it comes to employees. This works with consumers as well.

Does your organization support causes that align with your values?
Do you pay living wages and treat your employees well?
Do you provide health benefits, vacation, and a safe, friendly working environment?
Do you invest in the communities where your employees live and work?
Does your company have a purpose beyond turning a profit?

Today’s employees are drawn to organizations that reflect their values back to them. More importantly, they have choices. And time and time again, they will choose to work for companies who are socially aware, and who demonstrate it on a regular basis.

Build an organization that cares and you will give your employees something to care about as well.

Interest

Job seekers are tired of impersonal processes. Spending hours to fill out online applications with nary a reply in sight. Being dragged through cookie cutter processes that leave no room for individuality. Suffering through employee rankings and robotic annual reviews. More and more employees are saying, “No, thank you!” to these things.

Of course you expect your employees and potential new hires to be interested in your industry and your organization. But it’s important to remember that interest is a two way street. Just like in any relationship, it can’t be all one-sided. You need to cultivate interest and curiosity on your end as well.

Inject some personality (and personalization!) into your interview processes. And once you’ve hired that new person, keep the momentum going with a comprehensive onboarding process that not only teaches them about your company, but allows fellow colleagues and managers to learn about them. Assign a work buddy or mentor to answer questions and help them get up to speed.

Once upon a time, many supervisors were fans of the sink or swim approach to management. In today’s job market, if you don’t show any interest in your job candidates and employees, they will definitely swim. Right to a new employer.

Non-attachment

This may seem like a strange concept based on everything we’ve just covered. Isn’t attachment a good thing? Doesn’t it promote positive relationships, employee engagement, and increased retention?

Yes and no.

Caring about your employees and investing in their success is beneficial to your business, and being intensely connected to your company culture, values, and vision is imperative. But getting too attached to any one person, process, or model can be dangerous.

The truth of the matter is that things change.

Markets change
Products change
Positions change
Technologies change
Consumer preferences change

In other words, organizational needs change.

If you’ve created a culture where fear of change is the rule, and letting old ways go is nearly impossible, you will eventually find yourself unable to adjust, adapt, or even keep up when that inevitable change occurs.

You’ve got be okay with letting go and moving forward.

Putting the right processes in place will help greatly. Take the time to develop your strategies and document your processes. Do some workforce and/or succession planning. Evaluate your contracts. Look into your insurance policies and risk management strategies.

Think of this as seismic work for your organization. Build a solid structure that also allows for maximum flexibility as things start shifting around.

Don’t let that inevitable shake up bring you down. Resist hanging on to any one person or thing too tightly. Be open to new ways of doing things, and new ideas to help you get where you need to go.

Recognize what’s happening in your organization. Be aware of it. Take an interest in it. And don’t get too attached to any one outcome.

In other words, bring on the RAIN.

Photo by Jean-Marie Guyon