The Only Thing Leaders Should Have Top Of Mind For 2018 is Integrity

Integrity

This is the time of year that predictions are made and data is shared about what the strategic and operational goals are for the upcoming year. Although management firms spend an inordinate amount of time and money collecting this data all year long for these much-coveted reports, there is rarely anything earth-shattering about what CEO’s, business leaders or professionals have to say about where their focus will be in the new year. The usual banter will be about increasing engagement, improving candidate experience, technology, finding the best talent etc. As you can see, nothing really shocking.

However, 2017 has been illuminating. I wanted to say “different”, but that would mean that what I am about to share is new as of this year and it isn’t. In fact, what I will share is the result of something somewhere in the archives of time that started off as a snowball and is now an avalanche of end-of-the-world proportions crushing souls and careers to boot. This thing I speak of is the erosion of integrity and values in business.

2017 is the first year in my existence where just about every month there has been some company, company head or public figure who has come under scrutiny for either illegal or unethical practices. There have been so many “sorry’s” and “apologies flung around this year that it is becoming nauseating and unbelievable. The travesty in it all is that people who knew that all of this unethical and illegal behavior was the very thing that contributed to the fame, fortune and prestige always knew the things we see playing out. They were just waiting and hoping that the rest of the world would see it someday. So what has changed this year? For the first time ever and for reasons unknown to me, people were willing to believe the stories otherwise known over the years as individual gripes, “crazy talk”, imaginary happenings, urban legends and conspiracy theory this year. Suddenly, what was always in the shadows and dark got its much-deserved light via social media, blogs, livestreams, and a lot of bravery on the part of people who chose to break their silence.

In a lot of ways, this year has been one huge coming-out party and not in a good way. Whether it is our government and the corruption of the day or the growing list of sexual harassment and assault charges following the Harvey Weinstein debacle, it has not been a good year for US companies and more specifically humans as a whole. The latest debacle is set at Huffington Post. According to an article published yesterday by Gizmodo, Arianna Huffington ignored sexual harassment claims made by workers in her New York office while she was still running the company. The article goes on to state that one such former managing editor whose sexual misconduct was known to her also garnered a transfer to HuffPost India as a result of an HR investigation.  How an investigation that leads to the proof that an employee of yours is engaging in sexual misconduct doesn’t result in a termination is beyond me.

Without diving too deep into this particular story, I prefer to examine the over-arching narrative of CEO’s and leaders, in general, both men and women who consistently overlook, engage in, and embrace unethical and illegal practices as a means to secure opportunities, line their pockets and the pockets of their shareholders and investors. I would be lying if I said I had never encountered leaders or employees behaving unethically who somehow managed to keep their jobs, lives, and lifestyles intact. It has disgusted me. I often spoke up about it only to be met with “Well you know it is John Bae. Yes, he is a jerk and misogynist, but he brings in a shit ton of money for the company, so we have to tread lightly”.

Frankly, I am glad 2017 raised a proverbial mirror to all of the things that make us suck at being human. Now, that we all know and finally see what we all knew was commonplace in business how do we move forward in trust? Can “building trust within my organization” really be on your scorecard when your foundation has been flooded with the truth and is now crumbling as a result?  Can you genuinely accept that accolade for best company for women when you have investigations sitting on your desk overlooked and predators collecting checks on your dime? Can you really call your company culture “diverse and inclusive” if you secretly donate operating budget to the KKK or 45’s ongoing campaign? Note: “Diverse” and “inclusive” is maybe not appropriate if the latter applies.

Suddenly, no company, CEO or person is safe from the truth. Your money, prestige, and power are on a timer and the time is nearly up. The only thing leaders should be thinking about going into 2018 is integrity. I’m not sure where along the journey, so many decided that money trumped having values, meant destroying lives and doing it with a smile. Now is a time to ask your employees to blow the whistle internally before the public has its way with you and your brand. It is time, to be honest, and say sorry because you mean it. It is a good time to make amends and provide whatever you must to make it right with the people who show up daily to impact your bottom line.

Everybody needs to take one long hot shower to wash the filth of 2017 and before off and start anew in 2018 with a focus on treating employees, customers, and citizens of this world with the dignity they deserve as a matter of being a fellow human. It may cost you revenue. You may piss off your board of directors and investors, but isn’t it time for “good” to make a comeback?

For some starter tips on cleaning house, revisit an Aristocracy of HR throwback: The Untouchables: Why you should stop salvaging bad employees at every level.

Screening Applicants Using Social Media: What You Need to Know

Built For Teams Stock Photo

Photo by William Iven on Unsplash

Almost everyone uses social media, but should you use it in your recruitment process? Many recruiters are turning to social media to help solicit applications so it makes sense that those same individuals would then use social media to screen those applicants.

In a survey conducted by Harris Poll on behalf of CareerBuilder, 2,380 hiring and human resource managers were polled regarding their usage of social media in screening applicants. Of those polled, 70% used social media to screen candidates before hiring them, a percentage significantly higher than in years past.

However, since the laws and regulations surrounding social media and the workplace are still evolving and being established on a case by case basis, it can be risky when using those outlets for employment screening.

When using social media to screen applicants, make sure to adhere to a process. You will want to continue to adhere to employment legislation and avoid bias. To help you as you go through this process, read the following tips to help you avoid any legal risks.

Know the Legislation

Using social media to screen candidates can be tricky since using certain information (race, gender, approximate age, ethnicity, religion, etc.) gathered from those sites could lead to discrimination in the hiring process, which is against the law.

To avoid discrimination through social media, make sure you know the laws for equal opportunity employment. Having a solid grasp of these laws can help you avoid any missteps. If you have still have questions, consult an attorney that is well versed in employment law.

For a list of state legislation regarding social media usage, check out this list compiled by the Society for Human Resource Management.

Establish a Consistent Process

To avoid bias and discrimination, establish a protocol for social media screening. For example, screen all potential candidates at the same time and in the same way in the recruiting process (i.e. after their first in-person interview, checking Facebook and LinkedIn). Evaluating candidates at the same time in the process and via the same social media outlets helps keep the evaluation fair.

You can also take it a step further and assign someone unrelated to the position to screen candidates. Having someone who is not associated with the role or hiring decisions can keep bias at a minimum.

Document Efforts

Keeping a record of your searches can help if any questions arise concerning your use of social media employment screening. This is particularly helpful if you find something that makes you eliminate a candidate due to their social media presence like unprofessionalism, bigotry, etc. Print or save a screenshot of the questionable content to have on file should legalities ensue.

The Takeaway

Ideally, a candidate’s social media presence will simply reinforce their resume. However, as evidenced by recent events, employees’ social media presence can be very different than what they present in an interview or at the workplace. Screening applicants via social media can be helpful in finding a candidate that is the right fit for your company and the position for which they applied as long as you continue to follow employment regulations.

Head Shot (538x800) Rachel Stones

Author Bio

Rachel writes on a variety of HR related topics for Built for Teams an HR Software Solutions Provider for Mid-Size businesses. Built for Teams is brought to you by the developers at Objective Inc.

I Used To Love D&I: Why I’ve Fallen Out of Love With Diversity & Inclusion

 

I USED TO LOVE D&I

Diversity and Inclusion was not my intended path. It was something that I knew very well at the ground-level being most often the only black woman in the companies, departments, and teams I worked for. Nonetheless, it wasn’t my focus to be a diversity and inclusion professional in the way that some may choose it as a field now. My work in HR brought us together. Whether it was the first D&I training I had in my first job where I spent three hours picking stereotypes out of a hat and affixing them under posterboards labeled “Black” “Hispanic” “Asian” or my long-stretch working for federal contractors who saw diversity as a burden rather than an opportunity; it is safe to say that I should have seen that the course was being set for me to have an impact in this arena.

The Impact

I had an impact ( and the journey continues). I saw the wayward relationship Talent Acquisition and HR as a whole had with Diversity. The annoyance of bosses of mine when asked about their hiring practices. They never had logical justifications for why they didn’t have a more diverse slate of candidates for jobs and I learned in the long run that they simply didn’t care. Watching the awkwardness of these relations and the contention at meetings, I often offered myself as the lone soldier that would either solely champion diversity efforts inside and out of the company or I became the one ally that Diversity had from Talent Acquisition. I went on to do some good work (never enough in my opinion). I became a regular face with local organizations that served the differently-abled population. I helped to train their people and even created some unique opportunities for internships and regularly paid positions for a few. I spent hours and hours for years combing through curriculum and tailoring it to what the market demanded to help my community organizations best empower their students. I fought for At-Risk Youth and got some of the most diligent and bright young men to work in fields they could never have dreamed of. It was good. I was doing good. That was until I realized that very few cared as much as I did about these people. I saw people. My employers saw these people as “good faith efforts”. Do you see the disconnect?

The Struggle is Real

You know you are in bad shape when you are working for a differently-abled person who doesn’t see the necessity in making a way for other differently-abled people. Add the red-tape of getting budget to move some of my programs ahead, even when I identified state funds that wouldn’t need to put a dent in anyone’s operational budget; the times that white people with no qualifications for the jobs they were being recommended for were dropped on my desk to execute an interview process and sometimes a hire. Perhaps you can start to get a glimpse of where my relationship with diversity went wrong. For whatever reason, there are companies that believe that putting a person of color or a differently-abled person in a diversity role means instantaneous success. Judging by the comments of Apple’s VP of Diversity (who has since apologized for said commentary), that is simply not true. In fact, it has been my experience that often times being a woman of color in diversity is a struggle. I remember being extremely excited to work with the African-American women who held diversity roles at two of my last jobs. In every instance, they all disappointed me and on some level, it wasn’t their fault.

You see, you can’t be a Black person or Latino person and start closing the gap for your own people in a substantial way. This is the trickery and illusion of diversity. Let me be clear, you cannot intentionally and substantially close the gap of employment, upward mobility and all of the other socio-economic factors where Blacks, Latinos, and even Asians are adversely-impacted. Even if all of the numbers around hiring, workforce census, metrics around people of color ascending to leadership or the lack thereof all align and express that there is a problem; in many companies, this will be regarded as you are hiring more Blacks, Latinos or Asians because they are your people. Instead, you have to speak about “diversity for all” white, blue-eyed men included with specific “initiatives” earmarked to attract more diverse groups.

Keep in mind we had a biracial, (but regarded as a black mostly) in President Barack Obama. If he articulated the disparities faced by diverse groups of people — supported by data and then went forward with closing those gaps ( and he did this to the best of his ability), he would be seen as being a president for serving individual interests. In other words, he would be somehow pegged as being discriminatory for eliminating barriers for people who really need it. This was the real and actual reality of his presidency. The same rings true for people of color in diversity and inclusion. Unless we are addressing the whole we can’t have programs for the select few who truly need our efforts and our help.

The Answer

You may be wondering: Why is it like this? I have an answer for you. Diversity & Inclusion is the American Red Cross of Racism and all other “isms”. Companies have decided that it looks good to be taking an action or actions towards diversity and inclusion except many of us know that there is no real change to the plight of people of color or any other marginalized group being made. It looks nice. It makes the company look attractive to say “they value diversity and inclusion”, but in practice, many do not practice what they preach. It is the reason why Unilever who is the parent company of Dove can be a part of a myriad of diversity-related coalitions and alliances and still have Dove be tone deaf enough to release their recent ad that simulates a white woman removing dirt from her body as a result of using their product that really ends up being a black woman.

 

 

Diversity & Inclusion is like getting a band-aid after you get bruised or wounded and suddenly someone says you have healed no need for that band-aid anymore and they rip it off without concern for your pain. So, I have asked myself what does it all matter in the end? If we are going to continue the diversity & inclusion dialogue, conferences and summits all highlighting the star-students of the bunch while being thoroughly-oblivious to how that doesn’t nearly speak to the other 80-90% of companies who couldn’t care less or care, but play helpless, or do just enough to ensure that they don’t jeopardize contracts or possible litigation — ask yourself what good is it all doing?

This my friends is the truth about diversity and inclusion. It stinks. It needs an overhaul and/or dismantling and it is virtually useless if the practitioners who touch it on a day-to-day basis don’t care about the only thing that matters in all of this and that is humans.

I will keep up the good fight, but I prefer to fight for people over lofty concepts like diversity and inclusion.

I have been doing deeper dives on this topic on my weekly livestream show “Ask Czarina Live” if you are interested, feel free to watch the replays here.

Is Your Recruitment Process Still in the Stone Age?

Recruitment Process- Jobsoid

Have you ever called a promising candidate for a follow-up interview only to find out they just took up a job at a competing firm? How often does this happen? If it’s more than once, it’s already one too many! If you are missing out on top talent only because the follow-up rounds took longer to plan, it’s high time you updated your process. But you probably know that already. What usually happens is HR managers like yourself often find themselves in a tough spot because they simply don’t know where to start! Considering the multi faceted nature of the process, you can’t always rightly identify the cause of such delays but you can tweak your process wherever possible and avoid any unforeseen delays! Find out how:

Automation, Automation, Automation

It’s time to stop making dedicated drives for all your HR data and upgrade to the latest technology. Sure spreadsheets and emails work when there aren’t any urgent/immediate hiring needs but that won’t always be the case, since this function is more of an ongoing activity. The HR department receives resumes all round the year and keeping track of them can become quite a daunting task. So, instead ditch those spreadsheets and move to an automated software that can intuitively track and manage all applicant data.

The Source Code

Just kidding, no code here, but there is just one simple rule, dig deep enough to find out which source drives the best candidate volume. It is very important for the modern recruiter to understand where and how his company receives the best traction. Another aspect to this is that you not only track which medium you get the most visibility on but also the best quality. Identifying the right platform for your recruitment needs automatically streamlines your process by cutting out the noise.

First Impressions are a Two-way Street

Like you would expect your applicant to be on top of their game while you interview them, they have similar expectations while applying for jobs. And with the digital age that has set in. Your company’s website is the mark of credibility in your applicant’s eyes. A well-updated, detailed website will always draw more traction as it adds to the company’s overall image.

Embrace the Change

While all things vintage and classic have their own charm, sometimes it is necessary to make the shift with changing times. There are a plethora of applicant tracking systems, recruitment tools and hiring software available in the market which significantly add time to your hiring process. A good applicant tracking system will help in taking care of minute details like automatically souring and screening candidate data, maintaining and updating talent pools, as well as sending out follow-up emails.

Research and Development

Just like recruitment, research and development is an ongoing process. Taking time out to constantly analyze your recruitment processes is crucial to hiring success. Apart from identifying bottlenecks in your process, you also need to keep tabs on current strategies and technologies to be able to get the desired results. Do your reading, experiment with those free trials and then settle on the best method for your organization.

So, there you have it, recruitment doesn’t have to be as cumbersome as it used to be years ago. All you have to do is find out what works best for your company, find software and tools to automate functions that don’t need your immediate attention, giving you time to focus on other time pressing activities.

Author Bio:

Kelly Barcelos

Kelly Barcelos is a progressive digital marketing manager specializing in HR and is responsible for leading Jobsoid’s content and social media team. When Kelly is not building campaigns, she is busy creating content and preparing PR topics. She started with Jobsoid as a social media strategist and eventually took over the entire digital marketing team with her innovative approach and technical expertise.

Trust: Why It Matters and How Tech Can Help

Campaign/FTC disclosure: This is a sponsored guest blog post. I will receive compensation for this post. I only work with companies I feel have great products, services and offerings. In accordance with my blog disclosure statement, I will only work with and showcase products, events and/or companies I believe my readers will benefit from.  I am not formally employed by Ultimate Software. All thoughts and viewpoints are created and written by Adam Rogers of Ultimate Software. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.

Image courtesy of Flickr.

Image courtesy of Flickr.

Many Americans spend more time with their colleagues than they do with their families, so it’s not surprising that the strength of these relationships is important to job satisfaction. Trust, respect, and communication are vital aspects of a positive employee experience, but far too often, these critical factors are ignored or largely overlooked by organizations—perhaps partly due to the innate difficulty of tracking these metrics.

 

And how important is that trust, really?

 

Can I Trust You?

According to recent research, extremely. 9 out of 10 employees think trusting their direct managers is important to remaining satisfied at work, but less than half of employees actually do. An April SHRM study learned that respondents were not content with workplace trust levels, even when reporting high job satisfaction. And Rapt Media found more than a third of US employees feel like their companies don’t care about them at all—likely contributing to the 69% of respondents who said they’re either open to other opportunities or already seeking another job.

 

These statistics are concerning, raising red flags about productivity, retention, and everything in-between. Two-way trust is a crucial aspect of a stable, satisfying and successful work environment, but establishing and nurturing this within an organization can be difficult. Trust is certainly multi-faceted, at work as in life, but experts agree that communication is required, including transparency and responding to feedback. When implemented correctly, these communications tenets are valuable strategies.

 

In fact, 75% of workers said they would stay in an organization longer if their employer listened to—and addressed—their concerns. Can you imagine the financial impact of a 75% reduction in attrition?

 

Leveraging Technology to Cultivate Trust

To build a high-performing culture based on trust and communication, employers must effectively uncover their employees’ true feelings and respond appropriately. Many organizations currently rely on annual performance reviews, which can be quite valuable for assessing employee performance against pre-determined goals and objectives. But when it comes to obtaining quality feedback and insight into the employee experience, these infrequent evaluations almost always fall short.

 

Fortunately, technology has caught up with this significant need. Basic online templates evolved to sophisticated pulse surveys that can measure employee experience in real-time. In addition to yes/no queries and other quantitative tools, these innovative solutions can also decode open-ended surveys with exceptional accuracy. UltiPro Perception™, for example, uses advanced natural language processing and machine-learning algorithms to analyze text-based responses and identify key workplace themes, like trust, as well as the respondent’s underlying emotions.

 

This highly strategic tool can be effortlessly deployed at regular intervals to assess employee sentiment, either for the entire organization or filtered by location, position, manager, etc. Patterns emerge and business leaders receive real-time, actionable analysis and instant insights to improve trust, satisfaction, and retention within the organization.

 

These surveys allow leaders to measure how their employees feel about the hot-button topics frequently blamed for job dissatisfaction, such as family-friendly policies, growth opportunities, or job flexibility. Armed with data-based feedback about what matters most to their employees, executives have real power to evaluate and address pain points—building trust simultaneously.

 

For 46% of organizations surveyed in SHRM/Globoforce’s 2016 survey, employee retention was the #1 workforce management challenge. But it doesn’t have to be that way. By actively listening and responding to employees, it’s possible for organizations to solidify a culture of trust and communication—improving engagement, productivity, and retention in return.

 

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