The UK gоvеrnmеnt hаѕ implemented ѕоmе еxtrаоrdinаrу mеаѕurеѕ in an exceptionally ѕhоrt реriоd оf timе tо соuntеr thе spread оf thе соrоnаviruѕ. Nееdlеѕѕ tо ѕау, it has саught mаnу соmраniеѕ bу ѕurрriѕе and disrupted workflows, еvеntѕ and nоrmаl hiring рrасtiсеѕ. There is plenty of infоrmаtiоn out there about thе ѕtерѕ уоu nееd tо take to limit thе ѕрrеаd оf thе раndеmiс. Mоѕt оf thе employers сurrеntlу rесruiting for grаduаtе оr еntrу-lеvеl jobs are conducting intеrviеwѕ via online рlаtfоrmѕ ѕuсh аѕ Zoom оr Skype. Hоwеvеr, as mаnу mаkе changes tо offices in order tо еnѕurе ѕосiаl diѕtаnсing аmоng thоѕе in thе building, ѕоmе employers may bе cautiously moving tоwаrdѕ rе-intrоduсing аn element оf fасе-tо-fасе interaction in thе rесruitmеnt process – whether аt the interview оr аѕѕеѕѕmеnt сеntrе stage.
If you’re lооking fоr a job оvеr the nеxt fеw months, bеing ready fоr vidео intеrviеwѕ, рrераring fоr thе роѕѕibilitу thаt уоu might be asked to engage with recruiters fасе-tо-fасе, bеing аwаrе оf уоur rightѕ аnd keeping a few аltеrnаtivеѕ tо full-time wоrk in mind ѕhоuld hеlр уоu to keep аll bаѕеѕ соvеrеd.
More Remote Employees (From The Perspective Of HR Professionals & Recruiters, And How They Will Handle)
From Robin Ryan, the author of Career Counselor and Bestselling Author of 60 Seconds & You’re Hired, “Solving how to make everyone feel like they matter and belong in a remote world is HR object #1. Companies will need better onboarding programs and new strategies to make the new employee feel like they are truly a part of the organization. For example, some savvy employers send a welcome box to the home with goodies inside like company mug, T-shirt, treats, and other company-branded merchandise. Zoom socials such as ZOOM lunches where the company treats and ZOOM happy hours are what a few have done. Companies can’t sell the old culture as the new employees aren’t able to experience it yet. People are complaining as new employees they aren’t making work friends. Companies might assign a worker in the same area to be a mentor or even a work buddy. Also, age does make a difference in the desire to be in the office again. REMOTE WORK is what many upper-level employees want. In-office experiences are what GenZ and Millenials want.”
From Julia C. Rock, MBA, CPRW, CEIP, the owner of Rock Career Development, “I think this will be an interesting change. From a recruiting perspective, it helps to reduce a lot of the logistical challenges when it comes to sourcing candidates. You don’t have to bring candidates in for interviews, deal with relocation concerns, etc. Salary conversations may also change given you may not have to deal with the cost of living adjustments if the candidate doesn’t need to move to the company location. However, when it comes to onboarding and HR helping employees assimilate into the organization, it will be a tougher challenge because many of the connection and collaboration opportunities are no longer there. It can be a much harder climb for new employees to develop team and management relationships if they never have the chance to meet their team in person and everything must be done virtually.”
Hiring Managers
More struggling managers not prone to managing remote employees. As more companies take their teams remote full-time, it will be an adjustment for some managers. Companies will need to invest in and enhance training programs to ensure that managers are equipped to successfully lead in remote environments. Managers need effective tools for communicating with remote employees, managing work deliverables, monitoring performance, and building relationships. But beyond tools, they need to understand the differences between managing a team you can physically see in the office and one that you can only engage remotely. The needs are (or should be) different, and managers need the right training to ensure they not only set the right expectations but also know how to lead by example.
With the flexibility that many companies have introduced in response to COVID, retaining high-potential employees will be more difficult. Companies will have to find non-traditional ways to engage high-potential employees and be more intentional about their prospective career paths. They will have to create more robust, hands-on mentoring structures to ensure these employees are actively being groomed for new opportunities and the right assignments are being offered, and offered quickly.
Growing, Overqualified Talent Pool
From Ari M. Weinstein, Business Coach and Brand Developer at AriW.com, “Retaining high potential employees: I’m not convinced this is as big a concern for those employees. In recession periods with saturated labor market mobility is discouraged. The message we hear from employers shedding jobs is that they are retaining key personnel and their best performers. Considerate employers communicate internally to their retained workforce, effectively saying ‘you’re here because we want you here.’ That said, increasing mentoring and laying out career development plans is as important during a recession as it is in good times. It is also a great opportunity to increase inclusivity by creating new connections among the remaining employees.
Directing remote employees: Managers with little experience working remotely have to adapt. It can seem overwhelming so I start with the end in mind; Focus on vision & mission, trust, and shared values. Reiterating the vision and mission of the team is a great first step when the workforce is dislocated. It’s effective for restarting the conversation about work. Teams can brainstorm about how the mission can be adapted to meet the new reality, for example by relaxing deadlines. Trust can be established by acknowledging the challenges faced by all members of the team, and by offering additional support, as in the previous example through more flexible scheduling. A discussion of shared values.”
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