Author Archive

Is Your Office Space Repelling Good People?

Thursday, April 20th, 2017

Millennials are considered by many to be the first generation since the 60’s to come with their own set of preferences as to what they desire in regards to various aspects of their daily life – including their work environment. An interesting position to take, considering the ups and downs of the economy, but this group of individuals also bring the technology, innovative thinking, and energy to the table, creating a very competitive recruiting atmosphere in which their desires must be taken into account.

For this reason, companies are working to understand what does and does not appeal to this latest generation to join the workforce.  Office space is being specifically designed and re-designed to attract these highly sought-after workers.  Large, closed-in office space with more doors than windows is quickly losing popularity in favor of open work areas with space for collaboration over traditional conference rooms.

Desks which can be raised to accommodate employees who prefer standing part of their workday are being introduced, along with desks that stand over working treadmills to encourage a healthier environment.  Smart boards are being used to record brainstorming notes, and then send them to a computer or printer with the press of a button.

In addition, on-site fitness centers complete with showers are now common in many businesses. Millennials are researching potential employer locations to determine what amenities they currently provide “on campus”.  Are there bike racks?  Are there walking trails?  Are restaurants and retail shopping options within walking distance?  Are mass-transit drop points within walking or biking distance from the office?  The millennial generation is known for living a healthier lifestyle with an affinity for convenience.  Speaking of convenience, another popular feature with millennials at the workplace is a resident concierge to handle things like travel arrangements, massage appointments, pick up/delivery of dry-cleaning and order in lunches.

You may ask yourself, “Do they really need all that?”  A better question would be “Does my company really need all that?”  There are several things to consider here:

  • Is it more cost efficient to retrofit your current space or to simply give up your current office and move to a more modern facility?
  • Would the increased and improved collaboration from a more modern work environment lead to more innovative thinking and creativity among teams?
  • Does your business model dictate a more traditional or forward-thinking atmosphere?
  • Which type of environment will appeal more to your clients / customers / business partners?
  • How do you want your company to be viewed – both internally and externally – by your competitors, your peers, your current and future employees?

That’s right, take a look at your competitors and peer companies.  What are they doing?  Ask your employees for their opinion on the current work environment and any suggested improvements.  Write down a list of amenities your office has to offer new recruits.  Is it enough?  If you were interviewing with your company today for a job, would it be enough for you?  Answers to these questions might provide you with some ideas for change, even small changes, which could be very important to fueling your business growth in regards to your workforce.

CAI delivers HR, compliance, and people development solutions to 1,100+ NC companies to help them build engaged, well-managed and low-risk workplaces. Contact us to find out how we can help your company.

 

CAI’s Advice & Resolution Advisor Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

The Benefits of Peer Recognition in the Workplace

Tuesday, April 4th, 2017

Everyone loves to receive praise for a job well-done, but did you know that giving praise can sometimes be more rewarding for the overall business than receiving it?

O.C. Tanner, an organization that specializes in the development of employee recognition and reward programs, recently released findings from a new study on the importance of peer recognition.  The study revealed employees who are given the authority and encouragement to provide recognition and reward where appropriate, are more confident and engaged in the organization as a whole.  Among the groups participating in the study, millennials have the strongest desire to be empowered to provide recognition for their peers.

The study also found:

  • 90% of employees who always recognize their peers up their own game as a result
  • 83% of employees who often recognize their peers up their own game as a result
  • 68% of employees who sometimes recognize their peers up their own game as a result
  • 61% of employees who rarely recognize their peers up their own game as a result

Overall, 80% of employees indicated recognizing a peer’s work makes them contribute more themselves.  Also, 94% of employees who recognize and reward their peers take an increased amount of pride in working for their company.

Despite these positive results from peer-to-peer recognition and reward, most employees do not provide peer recognition and reward to their team members.

  • 17% of employees do not feel it is their responsibility to give peer recognition
  • 20% of employees do not feel empowered to give peer recognition by their employer
  • 21% of employees noted their company does not have a peer recognition program in place

Everyone is grateful for recognition from their management for a job well done.  However, recognition from a fellow team member carries with it an increased level of pride and validation that your efforts and contributions are noticed by others.

Even though some employees do not feel empowered to give peer recognition, providing an avenue for them to do so can be very good for morale, productivity, and increased success.

Organizations with peer recognition programs already in place should make certain their employees are aware of the programs and how they work.  If you do not already have a program in place for peer recognition, work to develop one that makes the most sense for your current business model and budget.  According to CAI’s most recent Policies and Benefits survey, 22.9% of local employers offer some form of peer recognition.

Recognition and reward does not have to be expensive.  Simple things such as movie tickets, a certificate of recognition or a gift card to Starbucks are very much appreciated.  In this case, it’s not the size or value of the recognition, but the recognition itself that matters most.

How valuable is receiving recognition?  Well, a recent Korn Ferry survey found that most professional employees feel getting promoted trumps having more money in their pocket. The October 2016 study of 1,200 professionals from around the world found that nearly two-thirds of respondents (63 percent) said they would prefer to get a promotion with no salary increase than a salary increase with no promotion.  “Study after study shows the incredible importance of recognition for one’s contribution is a key driver in job satisfaction, while salary is rarely near the top,” said Dennis Baltzley, Korn Ferry senior partner and the firm’s global head of leadership development. “To retain the best and the brightest, organizational leaders need to put development and clear career pathing plans in place, not just for top leaders but for those across the organization.”

1,100+ North Carolina employers choose CAI to help them build an engaged, well-managed and low-risk workplace. Find out why at CAI.

CAI’s Advice & Resolution Advisor Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

Telecommuting Should Be Carefully Planned

Tuesday, February 7th, 2017

Telecommuting, often referred to as “working from home,” is not for everyone or for every company.  There are pros and cons for both the company and for the employee that must be considered in order to be successful.

Employees interested in telecommuting imagine a definite benefit to having the ability to literally “come to work” each day in their pajamas.  However, many telecommuters fail to notice they can often work an average of 10-12 hours each day should they also work during their normal commute time.  Management sees an opportunity for increased productivity when telecommuting is offered to the workforce, yet may sacrifice some creative thinking as a result of less collaboration among team members.

Before instituting a policy on telecommuting, careful thought is required.  Although research has shown telecommuting provides for lower job-related stress, improved performance and greater job satisfaction, these positives do not happen for everyone.

Some workers who telecommute actually miss the face-to-face interaction with their co-workers and their management. Other trade-offs which can occur with telecommuting include increased productivity vs longer work days, greater independence vs less collaboration, and more flexibility with family and work vs blurred boundaries of the two.

As a company, some other factors to consider include:

  • Are employees allowed to decide if they telecommute?
  • How much are employees allowed to control their schedules?
  • Is an employee’s work interdependent on the work of others?
  • What are the current relationships with co-workers and supervisors?

Still, after some careful consideration and planning, a successful telecommuting implementation can be a powerful recruiting and retention tool.  Telecommuting opportunities can also open the door for a diverse and truly global workforce by taking advantage of available collaboration technology.

If your company decides to incorporate telecommuting, as an HR manager you’ll want to stay in the know. Ask managers who have telecommuters these types of questions –  How do your telecommuters separate their home life from work life? Do they have established “office” hours? Do they have a work environment conducive for a dedicated workspace? How do you keep the lines of communication open? Understanding the answers to these types of questions will help HR with the broader view of how telecommuting impacts your particular organization. Learn more about how CAI helps 1,100+ North Carolina member companies with HR, Compliance & People Development Solutions.  

 
CAI’s Advice & Resolution Advisor Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

FMLA – Needed to Care For a Family Member

Tuesday, January 10th, 2017

The FMLA allows leave for an eligible employee when the employee is needed to care for certain qualifying family members (child, spouse or parent) with a serious health condition. (The definition of son or daughter includes individuals for whom the employee stood for or is standing “in loco parentis.” The definition of parent includes individuals who stood for “in loco parentis” to the employee. The term “in loco parentis”, Latin for “in the place of a parent”, refers to the legal responsibility of a person or organization to take on some of the functions and responsibilities of a parent.  Under FMLA, it specifically references a relationship whereby an individual takes on the role of “parent” to a child who is under the age of 18, or an adult (18 years of age or older) who is incapable of taking care of themselves due to a mental or physical disability.  No legal or biological relationship is necessary, provided the individual can satisfy the “in loco parentis” requirements under FMLA. 

An employee must be needed to provide care for his or her spouse, son, daughter, or parent because of the family member’s serious health condition in order for the employee to take FMLA leave. “Needed to care for” encompasses both physical and psychological care. It includes, for example:

    • Providing care for a qualifying family member who, because of a serious health condition, is unable to care for his or her own basic medical, hygienic, nutritional or safety needs, or is unable to transport himself or herself to the doctor, etc.;
    • Providing psychological comfort and reassurance that would be beneficial to a child, spouse or parent with a serious health condition who is receiving inpatient or home care; or
    • Filling in for others who normally care for the family member or to make arrangements for changes in care (transfer to a nursing home, for example).

The employee need not be the only individual or family member available to care for the qualifying family member. The need to care for could result in an employee’s need for intermittent leave or a reduced leave schedule to care for a family member where either the condition of the family member itself is intermittent or the employee is only needed intermittently (ie., other care is normally available or the care responsibilities are shared with others, family or third party).

For questions or issues regarding FMLA and how it pertains to employees within your company, CAI’s Advice & Resolution team, can help. Learn more about becoming a CAI member here.

 

CAI’s Advice & Resolution Advisor Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

‘Twas the Night Before Performance Reviews

Thursday, December 1st, 2016

nightime-holidayTwas the night before performance reviews were due to HR.
Not a positive thought was stirring, as I drove home in my car.
The forms they lay scattered on my desk and floor,
In hopes that some miracle would walk through my door.

I squirmed in my chair as I tried to recall,
but  the visions of greatness did not come to me at all.
Goals and objectives and day to day grind,
We all had worked hard but, oh, never mind.

When all of a sudden I rose from my seat,
Thoughts sprang from my head, as I stood on my feet.
I started to write and I wrote and I wrote,
“The forms were all eaten by my brand new pet goat!”

The look on the face of HR was surprising,
And gave new meaning to all of ‘there’s a storm sure arisin’.
When what to my wondering eyes should appear,
But a look from my boss which gave new meaning to fear.

A little old man but sharp as a tack.
I knew in a moment he’s not giving me slack.
More rapid than words flying came out of his mouth,
And shouted and shouted as the meeting went South!

“Now dangit McGoo, all these people work hard!
Connor, and Connie, yes Donald and even Bernhard!
To the top of their game! to the long days they spend!
Now go away! go away! Don’t do this again !

As I sat at my desk and I got my head straight.
I will do the job well though these forms may be late.
So up through the night and into the next day,
I focused on all of the words I must say.

And then, with a twinkle and smile on my face
I headed to work to present my true case.
As I walked by my office and straight past my door,
I read all the words and then read them no more.

I was standing amongst the best team in the place,
And their eyes were a mist as I asked them for grace.
Applause began slowly and then cheers of joy,
As they sounded like children, each girl and each boy.

Their eyes – how they twinkled! Their smiles were a glow!
These reviews were as fresh as a new fallen snow!
Their mouths were dropped open as they read one by one,
I captured each plus, each best job they had done.

But their faces turned tight and they snarled showing teeth.
Confusion like smoke encircled their heads like a wreath.
They had a long face and with a sigh and a jerk,
Said, “hey, this review only covers the last month’s worth of work!”

I was stumped and perplexed, as I fell off of their shelf,
And I laughed when I heard them, in spite of myself!
A wink of my eye and a twist of my head,
Soon let them know I had nothing else to be said.

I spoke not a word, but went straight to my work,
I’ll fill out those forms, those misfits, those jerks.
But the clock alarm sounded and it filled me with fear,
It’s my fault, it’s my job to  keep notes through the year!

I sprang from the bed knowing this was a dream,
And away I drove swiftly to my office and team.
I heard in my head a voice whisper good cheer.

Our reviews don’t come once, they come all through the year!

If you need help with your performance review planning, learn more about CAI.

reneeCAI’s Advice & Resolution Advisor Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

 

Are You a Micromanager or Macromanager?

Tuesday, November 15th, 2016

Are you a Micromanager?  Do others consider you to be?  Hopefully, the answer to both of these questions is “No.”  The term Micromanager is widely thought to be one of the most unflattering labels you can have if you manage people.  Micromanagers typically involve themselves so deeply into the smallest details of every project they manage it actually inhibits productivity and creates a very unpleasant workplace for the team as a whole.

Granted, not being a Micromanager is better than being a Micromanager. But is there something even better? Yes! A Macromanager.

Macromanagers deal with employees more efficiently, taking advantage of their individuality and contributing strengths to the overall team.  Macromanagers provide a work environment which allows a team to work together and empowers them to not only make decisions, but to also make mistakes and to learn from both.  This creates a bi-directional feeling of trust, while maintaining a sense of employee engagement and generating results.

Julie Giulioni, author of “Help Them Grow or Watch Them Go: Career Conversations Employees Want”, explains some of the differences between Micromanagers and Macromanagers:

micromgr.jpg

How can you become a Macromanager?  How can you make the transition all the way from Micromanager to Macromanager?  Try implementing these four traits of a Macromanager:

Focus on The Big Picture – Micromanagers get too deep in the weeds of a project rather than looking at things from a 10,000-foot viewpoint.  To be a good Macromanager, focus more of your energy and attention on the organization’s direction and strategy for the future.  In doing so, you can develop creative ideas on how to get there and trust your team to use their collective strengths to work out the details for success.

Understand Your Audience – Micromanagers tend to micromanage everyone, even those who do not need it. Macromanagers may occasionally need to provide more detailed guidance to a team member who is less experienced. When you see that team member begin to “get it,” step back before entering “Micromanager Mode.”  Have a stronger member of your team work with and mentor the less experienced employees.

Observe – Watch the progress of your team, keeping your distance.  As an experienced manager, you will recognize the cues that tell you when to engage and when to hold back.  Your responsibility is the successful completion of the project overall, so you should always be involved as a manager, mentor, advisor and member of the team.  Successful people surround themselves with successful people.  Give your team room to succeed and let them know you are there if they need you.

Welcome Feedback – Find a way to ask questions regarding progress without coming across as “interfering.”  As the manager responsible for overall success, you have the right and the responsibility to know what is going on.  Make sure your team understands you are not there to judge or to criticize, but to offer help and observations if and when needed. Open communication should be encouraged.

As a manager, you have larger responsibilities to the organization.  If you ever find yourself getting too deep into the weeds of any one project, you should ask yourself, “What should I be doing in my job that I am not doing?”  Chances are there is something else you should be focusing more time on. Your employees will thrive and progress more quickly with your guidance rather than your direct involvement.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

Immigration Compliance and Form I-9

Tuesday, September 27th, 2016

Pursuant to the Immigration Reform and Control Act of 1986 (IRCA) employers are prohibited from hiring or continuing to employ foreign nationals who lack authorization to work in the United States. That law requires employers to verify the identity and work authorization of all new hires, and it establishes civil and criminal penalties for noncompliance. IRCA establishes a system of employment eligibility verification procedures that all employers must follow when filling a job. Employers are obliged to be an integral part of the government’s efforts to reduce illegal immigration.formi-9

IRCA makes it unlawful for any employer in the United States to knowingly “hire or to recruit or refer for a fee” or to knowingly “continue to employ” an individual who lacks authorization to be employed in the United States. The law applies to any employee hired after November 6, 1986. Employees hired prior to November 7, 1986, are “grandfathered,” and their status need not be verified.

To comply with the law, employers must verify the identity and employment authorization of each person they hire, complete and retain a Form I-9, Employment Eligibility Verification, for each employee, and refrain from discriminating against individuals on the basis of national origin or citizenship.

Employers must require all newly-hired employees to confirm their identity and eligibility to work in the United States.  Employers must complete Form I-9 for each person hired to perform labor or services in the United States in return for wages or other remuneration. Remuneration is anything of value given in exchange for labor or services. I-9 forms must be retained for specified periods of time including even after the employment relationship has ended, and it must be made available in the event of an audit or inspection. These compliance requirements apply to every new employee regardless of citizenship or alienage, even if there is no doubt as to the individual’s identity and employment authorization.

To confirm identity and employment eligibility, every new hire must produce an original document or a combination of documents that are designated by the federal government to satisfy that requirement.  A list of the acceptable documents is found on the last page of the Form I-9. The employer must accept whatever document or combination of documents from the List that the employee offers, so long as the document is original, unexpired, relates to the employee and shows no signs of tampering or counterfeiting.

The employer must ensure that the employee completes Section 1 of Form I-9 at the time of hire. “Hire” means when employment begins in exchange for wages or other remuneration begins. The time of hire is noted on the form as the first day of employment. Employees may complete Section 1 of Form I-9 before the time of hire, but no earlier than acceptance of the job offer. Review the employee’s document(s) and fully complete Section 2 of Form I-9 within three business days of the hire.

As you perhaps know the current I-9 form technically expired this past March 31.  However, until further notice employers should continue using this version until the Office of Management and Budget (OMB) approves and issues an updated I-9 form. The public was able to provide comments on the proposed I-9 changes until April 27, 2016.  For a detailed summary of the proposed changes, see USCIS Seeks Comments on Proposed Changes to From I-9 webpage.

If you need help thinking through an Immigration issue or want to dive deeper into this topic please reach out to our Advice & Resolution team.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

“Go Ahead, Make My Day”

Tuesday, September 13th, 2016

You may have thought of the look in Clint Eastwood’s eyes when he delivered his famous line as Harry Callahan in “Sudden Impact.” Interesting he was getting ready to have a morning cup of coffee when he discovers a robbery in the diner. When harm is threatened to one of the employees, instead of backing off, Harry steps up and confronts the situation. Through clenched teeth with a rough grumble he delivers the now infamous line “Go ahead, make my day.” Harry is trying to clean things up, make the bad better and help those who need him.goahead

Though Harry was able to make a huge impact alone, we know it takes contributing efforts from everyone to result in success. So what does this stroll down cinematic lane have to do with your organization?  Employees often feel out of control of situations at work and want to have someone step up and make their day, with lasting positive impact.  The leaders of the organization can make their day or break their day.  Managers and supervisors have an immeasurable impact on employee motivation and morale. Words, body language and facial expressions as the manager or leader, telegraph their opinion of the employees’ value to the organization.

If employees feel valued – they like their work – their morale goes up – productivity increases – the business becomes more successful – the employer can offer competitive pay and opportunities for growth – employees engage and motivation becomes catching – thus they feel valued and the cycle gains momentum and flourishes.

Building employee motivation and morale is challenging and yet can be simple.  Focusing on the needs of employees and understanding a leader’s impact on life at work can not only make their day, but it can make yours!  Here are a few suggestions:

  • Start the Day Right .  Smile. Walk with confidence.  Greet employees in their work areas.  Share information over a cup of coffee.  Listen to ideas and concerns.  Let employees know it is going to be a good day.  You set the tone.
  • Show Appreciation with Powerful but Simple Words.  Please. Thank You. You are doing a great job. I appreciate your working over the weekend.  Thanks for always being on time. Success begins with how you approach people. Motivational words leave people feeling valued.  Spend positive interaction time with employees.
  • Set Expectations and Provide Feedback.  Communicate your expectations.  Let employees know how they are performing.  Timely feedback is critical.  Acknowledge positive outcomes.  Work with employees to understand what expectations were not met and how they can produce a positive outcome the next time.  Use encouragement and reassurance when appropriate.  Follow up.
  • Reward the Behavior.  Reward and recognize positive contributions, both publicly and privately.  Treat employees fairly.  When performance goals are not met, administer progressive discipline. Address problems.  Highly motivated and top-contributing employee morale counts on management’s consistency.
  • End the Day Right.  Be visible. Tell them to have a good evening.  If you ask how the day progressed, be prepared to listen and take action if needed.  Check with the supervisor.  What actions could help make his/her shift better.  Go home with reflection.  Return positive.

When organizations ask their employees about what they need and want from work they are often surprised to find out how inexpensive it can be to fulfill those needs and wants, and to create an environment of committed employees working toward a common goal. If you have any questions about motivating employees, contact CAI’s Advice and Resolution team to help you solve real-life workplace problems.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

 

The Important Messages of Body Language and Leadership Style

Thursday, August 25th, 2016

When leading a team, body language as simple as eye contact or the crossing of the arms can convey a significant positive — or negative — message to employees.  There are two sets of signals a business leader can communicate using just their body language.  The first type of signal translates the leader’s status and authority.  The second type of signal can convey warmth and empathy to the team members. body_language_gesture

Status and authority can be seen in how a leader carries themselves.  For example, a person’s posture when entering a room or sitting at a meeting can give off a signal of power and authority. Open hand signals, nodding one’s head, and making eye contact can promote feelings of warmth within a leader to the rest of the team.  Stand or sitting up straight, making expansive gestures, and hold your shoulders back exudes a confidence in your leadership skills and what you are saying. When feeling less confident or uncertain people tend to shrink, minimize the space they take up.  Legs and arms crossed, pulled in tight or slouching is a way to send a message of lack of confidence or even discomfort in the situation or discussion.

For the most part these gestures are unconscious.  Recognizing and being aware, paying attention to what your body is saying is important if you want to be seen as a leader. Awareness of your body language, projecting a positive and even powerful body language can actually transform how you see yourself.

There is no good or bad body signal per se, but these signals can be used to either unknowingly or deliberately support or sabotage a message when relating to the team as a leader.  As an experiment, a very gifted speaker delivered an incredible speech and concluded by asking if there were any questions and then crossing his arms. Not a single question was asked. The audience, without realizing it, saw this gesture as a complete contradiction to his request for questions.

Similarly, if a leader or speaker is less than 100% confident and certain of the message they are delivering to their audience, it will show in their speech, their body language, and even in their choice of words.  In order to appear confident, leaders have to believe in what they are saying and assure their non-verbal is congruent.

Signals of warmth and empathy are equally important qualities of a good leader. Communication during one-on-one time with an employee, or when delivering a difficult message to a group of employees is crucial to gaining support and trust.  Showing emotion through eye contact and facial expressions will tend to level the field of authority with your employees, and give them the confidence and feeling of trust they need to be honest and open with their leaders. You want to be a trusted leader with your employees and by projecting true empathy and approachability, your team responds accordingly.

If you have any questions regarding communications as a leader, please contact CAI’s Advice and Resolution team. We know that providing excellent direction in effective leadership is the very core of effective management.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI member with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

The Role Social Media Plays in the Job Application Process

Tuesday, July 26th, 2016

ICIMS, a software company specializing in applicant tracking systems, has released their “2015 Job Seekers Get Social” report, detailing how social networks are playing a role in the recruiting and hiring process.  Information contained in social networks such as LinkedIn, Google+, and Facebook is being used to populate data within online job applications.

socialmedia
Job seekers use their social networks to find job opportunities, research companies, share job openings with friends and get feedback from current and former employees regarding the inside intel on organizations they are considering working for.

According to the survey, 3.3 million applications were submitted online in 2015.  Sixty-one percent (61%) of these applications came via LinkedIn, 22% came through Google+ and 17% were populated using Facebook. Fifty-seven percent (57%) of all job seekers surveyed indicated they rely on social media at least once a month to research possible employers.

Of the industry verticals included in the survey, job openings in Information Technology, Construction, and Leisure & Hospitality received the highest number of online applications via social networks.  Public Administration, Financial Services, and Education & Health Services received the smallest number of online job applications fed by social networks.

Employers who do not fully embrace the potential effect of social networks on the recruiting and hiring process in today’s job market run the risk of losing out to their competitors when it comes to attracting top talent.  By allowing job seekers to apply with their LinkedIn, Google+, or Facebook accounts, companies can offer candidates a quick and easy way to express interest in open jobs, protecting recruiting investments, and boosting the candidate experience and talent pipeline.

Need help figuring out how to best use social media for your recruiting purposes? Reach out to our Advice & Resolution team.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.