Diversity, equity and inclusion, or DE&I as it is widely known, is a hot topic and perhaps one of the most fundamental human resource management goals that businesses are seeking to ‘solve’ in the current age. In this blog, we’re narrowing our focus to look specifically at ways to transform how you hire, for good.
Employee retention is a fundamental component of organisational success. If you’re doing it right, what you should be aiming for is high engagement and high retention – your employees care about their work and the organisation, and you’re doing your best to keep them in the business. But it's not just about compensation and benefits.
Staff attrition is costly – at senior leader level, for each employee lost, the cost to the company could be 50%–250% of his/her annual salary. Continued border closures, talent scarcity and an active labour market are intensifying employer efforts to retain their senior leaders. So why are your people thinking about quitting and when will it happen?
We’ve all experienced it. You are in an interview for a role that really excites you, you’ve prepped in advance expecting to be asked intelligent questions and then you are asked a question that seems pointless or generic, perhaps borderline stupid. How do you respond?
Regardless of whether you are actively in the job market and looking for a new role, it’s likely you have some semblance of a CV ready to go should an opportunity arise. A major hurdle for many however is the thought of having to write a cover letter. Why does this one page of content, of which you are the subject matter expert, cause so much grief?
Rather than waiting to “unexpectedly” hear that an employee is leaving and conducting an exit interview to understand why they quit, the key to retaining good staff could be in regular one-on-one interviews to learn what keeps them motivated to stay in the business.
Energy*, either positive or negative, can have a major impact on the action and motivation of individuals and ultimately the achievement of workplace goals. Increasing role demands, particularly while we are facing the uncertainty and disruption of a global pandemic, can lead to stress, burnout and disengagement.
We’re seeing a lot more focus on diversity and inclusion initiatives within the workplace and rightly so, a group of people hired for a specific skill or competency is the perfect environment for watching the value derived from diversity and inclusiveness in action.
In a talent scarce market, finding candidates to fill roles is challenging and for highly specialised and technical roles it is not an exaggeration to say that talent pools are running dry. Furthermore, it is highly likely that the person you are looking for, the “ideal” candidate, is already happily employed and not actively in the job market.
A global pandemic did not invent working from home, but it certainly was the proof of concept that was needed to push the popularity of what was once considered a workplace perk. Working from home (WFH) is here to stay but is the reality of working remotely as great as we all imagined?
