HR & Recruitment

19h

Why There Are So Many Bad Managers And What We Can Do About It

We've all heard the saying, "People don't leave bad companies; they leave bad managers." Unfortunately, it seems there's no shortage of poor management. The impact of bad managers extends far beyond disgruntled employees -- it's bad for business. The cost of bad management is staggering, with estimates putting the financial toll at over $960 billion annually in the U.S. and $8.1 trillion globally,... according to Quartz Business News.

Bad managers are a major drag on employee engagement. Gallup's research reveals that 70% of a team's engagement is directly tied to their manager. When engagement drops, the ripple effects can be costly -- lower productivity, higher turnover, and a toxic work environment that's hard to recover from.

Given these statistics, you'd think organizations would be doing everything in their power to eliminate poor management. Yet, incompetent managers remain prevalent. In fact, Gallup finds that companies fail to choose the right candidate 82% of the time.

In many organizations, the path to career advancement is narrow. Ambitious employees who excel in their roles but have no desire to manage others often find themselves with limited options for growth. The only way up is to transition from individual contributor to manager, even if they lack the inclination or skills for leadership. This scenario leads to employees taking on management roles not out of a passion for leading, but for the salary bump, title, and status that comes with it.

Leadership Expert and President of IMS, Charles Good said, "Instead of pushing talented individual contributors into leadership roles, organizations should find ways to leverage their strengths by offering different paths for career development beyond the usual ones. In their internationally best-selling book, Help Them Grow or Watch Them Go, Beverly Kaye and Julie Winkle Guilioni highlight an important point: Some of the best conversations you can have with your employees revolve around what career success means to them. Getting to know their definition of career success is the first step. From there, pursuing that vision can take many forms and go in all sorts of directions!"

Promotion decisions are often based on past performance rather than future potential. Organizations tend to reward high performers with management roles, assuming that success in one area automatically translates to leadership ability. This backward-looking approach overlooks critical factors like emotional intelligence, leadership attributes, and the desire to lead. As a result, promotions become rewards rather than acknowledgments of true leadership potential.

In some companies, internal politics play a bigger role in promotions than merit. Those who excel at networking or have strong political connections within the organization may find themselves in management roles, regardless of their ability to inspire and engage a team. This approach undermines the principle of meritocracy and often places unqualified individuals in positions of power.

Another common mistake is promoting someone to a management position as a means of keeping them, even when leadership isn't what they want or are suited for. This short-sighted approach often backfires, leading to unhappy managers and disengaged teams. To retain top talent, organizations need to understand what truly motivates their employees and find ways to offer growth opportunities that don't necessarily involve managing others.

Once a bad manager is in place, it's hard to remove them. Those who made the promotion decision may be reluctant to admit they were wrong, and sometimes, the extent of a manager's incompetence is only known to their immediate team. In cases where managers are bullies and the corporate culture doesn't reward honest communication, employees may be too intimidated to speak up, allowing the toxic behavior to fester.

Many managers are thrown into leadership roles without the proper training and support. They receive leadership development after the promotion, which sets them up to fail. Despite the billions of dollars spent on leadership development each year, the training often doesn't align with the real-world challenges managers face. This disconnect leaves new managers underprepared to lead effectively. Good added, "Companies should prioritize leadership development as an ongoing journey, recognizing that it starts long before an individual is promoted and continues throughout their career. By investing in this continuous growth, companies can build a strong pipeline of capable leaders ready to drive organizational success."

Leadership development should be customized to maximize impact. Melissa Janis, a leading expert in new manager development cautions, "Even when managers receive training, they often struggle to maximize its value because the program isn't tailored to their specific needs. Covering a wide range of topics like communication, delegation, and business acumen, one-size-fits-all programs overwhelm managers with information they can't immediately use, and they're left to figure out how to apply these concepts on their own. Without development that meets them where they are and the support they need to apply new concepts, training becomes just another box to check, failing to drive real results and leaving both managers and companies frustrated."

Organizations that are willing to change the way they hire, promote, evaluate, and develop their leaders will have a significant advantage over their competitors.

Leadership potential should be assessed and prioritized over past performance. Companies can use 360-degree feedback from colleagues and direct reports to evaluate candidates' leadership qualities before promoting them. This approach ensures that promotions are based on the potential to lead, not just technical expertise.

Rather than waiting until someone is promoted to provide leadership training, organizations should offer management training as soon as they recognize potential. This proactive approach helps employees develop the skills they need to succeed in leadership roles, reducing the likelihood of failure once they're promoted.

Organizations need to create alternative career paths that don't involve managing others. By understanding employees' motivations, companies can offer growth opportunities that align with their interests and strengths, whether that means taking on an international assignment, leading a specialized project, or deepening their expertise in a specific area.

Managers who aren't performing need support to change their behaviors and master new skills. But, if they don't improve, they should be demoted or let go. Taking this tough stance sends a clear message that poor management won't be tolerated and reinforces the importance of leadership integrity and effectiveness.

Not everyone is suited for management, and not everyone aspires to a leadership role. By rethinking how promotions and employee growth are handled, organizations can significantly reduce the prevalence of bad managers. The result? A more engaged workforce, better business outcomes, and a workplace culture where true leadership is recognized and rewarded. more

HR & Recruitment

1d

There's a talent crunch in the job market. 'I have an offer' starts retention contest

And for some, it's a chance to step up and get a higher pay rise within the same organisation. When an employee comes with the line "I have an offer," with sort of a winner's swag, it is meant to immediately start a matching contest -- for compensation, job profile and flexibility to help work-life balance! In a job market, so devoid of talent, this contest plays out frequently across... organisations to retain an employee, even when they may not be the best fit for the role, as recent conversations with people from varied backgrounds reveal. There's a reason for this.

The reason any organisation tries to retain an employee is that the exercise of hiring from another company has become more tedious and time-consuming than it ever was. It's quite likely that the knowledge of the talent crunch in the job market reached jobseekers long before experts began flagging it at marquee conferences and summits. That knowledge gives jobseekers courage, confidence and power that those from earlier vintage lacked.

How times have changed, any old-timer would say. Earlier, one would go discreetly for that rare job interview or a meeting that might translate into a job prospect. The meeting place would be handpicked to ward off all risks (read, keeping the boss or that nosey colleague out of the picture). In contrast, now job interviews, like offers, are to be flaunted. There's no fear anymore of being spotted in another organisation. It's even better if the information is passed on to the current boss, who, in a desperate attempt to retain talent, will possibly offer a hike and a promotion. The jobseeker will then go to the new employer and bargain. And so on.... Whether an aspirant will settle for the new employer's offer or the current one's counteroffer is a question with no straight answer. It's, however, clear that in most cases it's the candidate who closes the deal, not the other way round. What starts with "I'm open to a conversation'', could end with "I'm not looking for a change'' many weeks later.

Why has the white-collar hiring pool shrunk so much in some professions? It's tough to pinpoint the exact reasons, but a recent report by Michael Page, a recruitment firm, gave out some telling numbers based on a talent trend survey of over 3,000 respondents from across seniority levels and industries. It found that 34 per cent of organisations in India are struggling to spot the right talent and almost a third of them are trying hard to retain their employees. According to the report, even among those happy with their current salary, 94 per cent are open to new roles. So the assumption is that an employee needs more than just competitive salaries, and factors such as work-life balance, manager relationships, clear promotion paths, and recognition are crucial for making retention easier.

A Gartner HR survey last year focused on the reasons why an employee stays back in an organisation and why a candidate rejects an offer. In a survey of some 3,500 candidates globally, Gartner found greater flexibility (59 per cent), better work-life balance (45 per cent) and higher compensation (40 per cent) were the top drivers. The 2023 survey also showed that 50 per cent of the respondents backed out after accepting a job offer. In 2022, 44 per cent of the respondents had backed out after accepting offers, the earlier Gartner numbers revealed. In pre-pandemic times, the back-out numbers were lower. In 2019, for instance, 36 per cent of the respondents had backed out after accepting an offer.

As Korn Ferry, a prominent organisational consultancy firm, says, there are too few candidates for too many jobs, a trend that took off during the great resignation wave in 2021. Against this backdrop, organisations have to finetune their workplace dynamics, so that hiring and retention of talent become more meaningful. more

HR & Recruitment

2d

How Employers Can Support Gen Z's Transition To The Workplace

Gen Z enters the workforce with undeniable strengths -- digital fluency, adaptability, and a desire to make meaningful contributions. But the pandemic has left lasting marks on their formative years, disrupting their education and early career development in ways we can't ignore. Growing up during the COVID era meant their school years were often spent in virtual classrooms, isolated from the... traditional in-person interactions that help build soft skills like communication and collaboration. This is where employers have a real opportunity to step in, offering support that bridges these gaps while tapping into Gen Z's strengths.

Research from The Associated Press-NORC Center for Public Affairs shows that 46% of Gen Z feel the pandemic has made it harder to achieve their educational or career goals -- far more than Millennials (36%) or Gen X (31%). With the right support, Gen Z can not only excel individually but also elevate workplace culture, bringing fresh perspectives and value.

Below are key strategies to help employers empower Gen Z employees to reach their full potential while fostering a more productive and engaged workplace.

Make onboarding about their strengths (while filling in the gaps)

To help new Gen Z hires succeed, leaders need to take the time to identify each individual's strengths and areas for growth right from the start. This can be done through a combination of assessments, open conversations, and regular feedback loops. Ask specific questions during onboarding -- What projects have they enjoyed? Where do they feel most confident? What skills do they want to develop? This helps ensure that the guidance you provide is meaningful and tailored to their unique needs.

Take, for example, a new Gen Z hire who's brilliant with data but feels out of their depth when it comes to presenting in meetings. Instead of a one-size-fits-all approach, an onboarding program that allows them to dive into data projects right away while offering extra support with presentation skills can make all the difference. This strategy plays to their strengths while giving them the tools to grow, ensuring they feel empowered from day one. By identifying these needs early on, you create an onboarding experience where learning and development are prioritized.

Create mentorship programs to accelerate growth and build confidence

Mentorship goes beyond onboarding -- it provides a more long-term, relationship-driven way to support Gen Z's professional growth. While onboarding focuses on integrating new hires into their roles, mentorship offers deeper, ongoing guidance in navigating workplace dynamics. Pair Gen Z employees with experienced colleagues who can help them develop crucial skills like managing stakeholder relationships, understanding office politics, or tackling cross-functional projects.

Imagine a mentorship where an experienced team member helps a Gen Z hire manage a complex project across departments, offering practical advice on navigating collaboration. This one-on-one interaction builds confidence and helps them adapt to areas they may not have fully experienced during their education. And it's not just a one-way street -- mentors often gain new insights from their younger counterparts, learning fresh digital approaches or different perspectives on problem-solving. The mutual benefit strengthens both the individual and the team, creating a culture of continuous improvement.

Build a feedback-rich culture that fuels continuous improvement

Gen Z thrives in environments where transparency is the norm, and they value clear, constructive feedback that helps them improve in real time. Managers play a key role in developing this culture, and according to Harold Fields, Ed.D., Vice President for Student Affairs & Dean of Students at Canisius University, embracing a transparent communication style is critical. "Strategies like those advocated by Kim Scott in her book Radical Candor provide a solid foundation for creating a culture of feedback-rich communication that Gen Z employees value. In Radical Candor, Scott encourages managers to 'care personally and challenge directly.' Just as with mentoring, empowering managers to build authentic, individualized relationships that demonstrate a commitment to the employee's professional growth and overall well-being can be transformative for organizations," Fields explains.

Imagine a Gen Z employee who's managing their first big project. Instead of waiting for a formal review months down the line, a manager who provides regular, bite-sized, direct feedback along the way can make a world of difference. Maybe the feedback is as simple as pointing out how to improve their time management or offering suggestions for collaborating with a team more effectively. This ongoing feedback helps them make real-time adjustments, building their confidence and keeping them aligned with the company's goals. Plus, creating a culture where feedback is a regular part of the conversation encourages open communication and continuous growth -- not just for Gen Z, but for the entire team. more

HR & Recruitment

5d

Leveraging HR Tech to Improve Employee Engagement and Retention

Ever come across the term "the great resignation"? It's been in the news in the recent past, thanks to people quitting their jobs in huge numbers to pursue opportunities they think and feel fit them better. This is emblematic of what happens in the job market.

When employees feel less engaged, most leave to seek employment elsewhere. This is something that has the potential to cripple your... business or at least interrupt the usual workflow, especially when the best of the best walk away.

If the ultimate goal is to increase the odds of keeping your employees in place, you've got to focus on improving their engagement. Leveraging HR tech tools is one great place to start. Here are a few ways they can foster employee retention.

Automated Onboarding and Continuous Learning

With an automated onboarding process, new hires have access to all the essential resources in one place. HR tech walks them through each step, be it filling out forms, accessing training materials, and even getting a virtual tour of the company. But it's not just about winning recruitment and week one. There's also continuous learning, which is a serious catalyst for career development.

HR tech can keep that momentum going by offering personalized career development paths. A team member can select training modules or certifications that align with their career goals. If they're interested in leadership, they might have access to courses on management. Or if they're eyeing a promotion, they could look into advanced skills for their current role.

But it's not enough to have these digital tools on board. You've got to keep them in the right condition to extract the most from them. Invoking the services of computer support firms like InfoTECH or any others experienced in IT support can go a long way.

These pros can ensure your tech tools run as smoothly as possible. This way, you get to spend your time on keeping your employees engaged and productive, while the pros keep the HR systems in slick condition.

Flexible Work and Time Management Solutions

The HR processes are always changing, thanks to new tech that constantly pops up. To ensure your organization doesn't get left behind and stays current in the way it manages its employees, partnering with the right HR support team would be ideal, according to JER HR Group and others who've been in this industry for eons.

Take the flexible work arrangement wave, for example. Today, employees want a balance that allows them to be productive without sacrificing their personal lives. This shift isn't just for their benefit. Forty-one percent of HR executives said that fully flexible schedules led to notable improvements in work quality, as per Gallup's 2023 Global State of the Workplace Report. [1]

With the right HR software, employees can enjoy flexibility without affecting the workflow. Time management and scheduling tools let them adjust their work hours, apply for remote work days, or plan around personal commitments without the hassle.

Pair these tools with skilled HR consultants of your choice where you need added expertise, and you'll increase the odds of your employees finding success at the workplace and improving their performance even further. That's good for them and good for the organization.

Real-Time Employee Feedback and Recognition Tools

Studies show that employees who feel unacknowledged at work are twice as likely to leave in the coming year. That's why employee recognition isn't something you should take lightly. Having feedback and recognition tools on board allows managers and team members to share their thoughts instantly. [2]

But it's not only about positive feedback. Real-time feedback also makes it easier to catch potential issues early on. Instead of waiting for an annual review, managers can address things in the moment. This approach can strengthen skills and build trust.

Career Pathing and Skill Development Platforms

There's this question: "Where do I go from here?" Without a clear answer, many employees start looking elsewhere for growth. And that seems very likely, given that, as per a Gartner survey in 2022, fewer than one in three employees had a clue how to progress in their career over the coming five years. [3]

But when companies invest in career pathing and skill development, they show employees that there's room to grow right where they are. These platforms allow employees to map out potential career paths and even suggest skills to develop that align with their goals.

With access to a skill development platform, employees can identify areas they're interested in and take on targeted courses or training modules. Employees can visualize their future and see exactly what steps will help them get there.

Closing Thoughts

HR technology can turn your HR functions around if you give them a shot. If it's something you'd love to try out, go online, look around, and settle for the right tool that'll benefit your HR department.

Where you find the going a little too tough for your liking or just need a little help, get the right experts on board. Their hand in your business can guarantee that your tools are always up while you work on core functions like talent acquisition, employee satisfaction, and so on. more

2

HR & Recruitment

6d

Illegal Interview Questions to Avoid Asking in Job Interviews

Politics and religion are the two topics most families know not to discuss over dinner. In job interviews, they are exceptionally bad form.

You want to get to know candidates and ensure they'll be a good fit for the role and existing company culture. What you don't want to do is cross the line between being professional and prying by asking illegal interview questions, lest your company be in... the mood for a lawsuit.

Before you start the interview, review these faux pas so that all your questions result in positive impressions and you don't have to experience the embarrassment of overstepping or offending.

In the United States, various federal and state laws forbid employers from discriminating against job applicants based on specific protected characteristics like race, color, religion, sex, age, national origin, and disability.

If you have interviews lined up for an open position, review this guide first to ensure you're asking the right questions. Additionally, consider using interview scheduling software to simplify the scheduling process and enhance the candidate experience.

Certain personal questions are illegal to ask in a job interview, according to both federal and state laws. These questions are unrelated to the job opening and can have you facing discrimination claims, lawsuits, or even investigations by the U.S. Equal Employment Opportunity Commission (EEOC).

You must avoid asking the questions mentioned below. A limited number can be asked if an employer can prove that those qualities are relevant and necessary to fulfill a job's specific requirements. These exceptions are referred to as bona fide occupational qualifications (BFOQs).

Do not ask how old a candidate is. Instead, if required, you can frame the questions like "Do you meet the minimum age requirement for the job's hours or conditions?" "Are you 18 years or older?"

Do not ask:

Do not ask about someone's ancestry, nationality, or family history. Questions aimed at identifying an applicant's race are always inappropriate and unacceptable.

Do not ask:

You may only ask about an applicant's gender if it is a bona fide occupational qualification. Otherwise, questions regarding gender and family situation should not be asked during an interview.

Do not ask:

It's okay to ask questions like, "Can you relocate?" or "Can you work overtime?"

Do not pry into an individual's religious or moral belief system. It's inappropriate to ask about someone's religion or the specific days they may need off for religious observances.

Do not ask:

Do not question where an individual was born or whether they have citizenship in your country. HR managers are not entitled to this information as long as the applicant's documentation is valid. When needed, you can ask, "Are you authorized to work in the U.S.?"

Do not ask:

Never ask an individual if they have a disability or any other mental or physical limitations. Although these questions are prompted in many initial application processes, individuals have a right not to reply.

Do not ask:

While federal law does not explicitly ban employers from inquiring about arrest and conviction records, various state laws restrict how prospective employers can use this information. It's important to consult state-specific regulations for further guidance.

Do not ask:

These questions aren't always offensive, but they are unnecessary. While you may think it's funny to sit candidates through an in-person Buzzfeed quiz, they'll leave feeling as though you've wasted their time and were never truly interested in their candidacy.

To encourage candidates to take your company and the interview seriously, avoid questions such as the following, which are inappropriate in a professional conversation.

Some interviewers like to play games with interviewees by asking them philosophical or trick questions to see if they can get an interesting or insightful response. However, these questions can often be irrelevant. I would avoid any kind of interview question that can be classified as a "trick."

You didn't bring in candidates to prank them and make them look like fools. They aren't an audience volunteer at a comedy show. You're trying to show them the engaging elements of your company that will make them want to work for you. These questions are slightly relevant in jobs where employees have to think on their feet or use a certain type of logic to arrive at the best conclusion.

For example, nurses and other healthcare professionals must make life-or-death decisions immediately and with minimal sleep or downtime. Some psychological or moral questions might be necessary for a job like this, but they would not be appropriate for an account executive role.

As an interviewee, you could encounter illegal questions. While not always meant inappropriately, it's important to recognize and handle them correctly. Here's how.

Feel free to communicate to a potential employer that you feel uncomfortable answering that question or explain why you feel it is not something they should have asked. Interviewees have the right not to respond or to move past any of the aforementioned questions.

In cases of discomfort, consider leaving the interview, as interviews are as much for the candidate as they are for the company. In all situations, ask yourself if the question at hand has anything to do with your ability to perform the job.

If the questions are irrelevant and seem to come from a place of discrimination, move past them. Interviewers can ask questions about what hours you are available per week. If you have regular conflicts regarding your religion, those conflicts are something for the interviewer to be aware of. Your specific beliefs, however, remain your private information.

In an uncomfortable situation, you can turn around and ask the interviewer a question like "Could you please explain the relevance of this question to my performance in the role? " It's a great way to reverse the question without seeming argumentative in an interview. If they don't have a good answer for why they're asking this question, you are justified in thinking it is inappropriate, and the employer has just given you a reason not to answer them.

When asked trick questions, it's natural to want a moment to think of a reply. Feel free to take a minute to dig inside your brain and develop your answer. The pause may feel awkward, but your answer will benefit. Try to think of the question as a metaphor, and answer in a way that exposes your values.

The employer does not want the actual question answered. They want to know your priorities and understand your critical thinking skills to determine how you arrived at a decision. As with the other types of questions, if any "what-ifs" read as inappropriate or unnecessary, use your voice to speak up and say so.

Interviews reflect the company standing on the other side of the glass. The questions you ask provide candidates with an inside look into the heart of your organization and give them an idea of what it's like to work for you. How you treat candidates in an interview is almost more important than the interview responses themselves.

Want to elevate the candidate experience even further? Try candidate relationship management software for personalized interactions and high engagement. more

1

HR & Recruitment

1w

Hire for values as you solve the talent shortage

You don't make bad hires on purpose. Humans act on first impressions. Decades ago, Lou Adler said that "making decisions based on emotions, biases, chemistry, personality and stereotyping cause more hiring mistakes than any other single factor." Sadly, it is still valid.

Your existing hiring process, based on "the way we've always done it," is probably wasting time. It fails to spot high... performers and does not screen out applicants who may be at high risk for "victim" behaviors. If we look for time wasters, there are many.

Applications provide little information about possible behaviors beyond demographics. Résumés enable the writer to withhold or manipulate information freely.

Real examples from my HR experience include an applicant who described time in a drug rehabilitation clinic as "studying for the ministry" and convicted felons who described prison time as "state employment." Sigh.

Looking ahead, AI may make this information jumble even worse. Follow my logic on this: I help organizations as they implement AI to take existing job descriptions and create open-position postings with defined tasks for applicants to use.

At the same time, applicants use the same technology to create résumés and cover letters in response. Therefore, applicants will submit computer-developed documents for computer-developed open-position listings, leaving human wisdom out of the process. Computers are talking to computers, which I see as a potential problem.

Keep this in mind as we continue solving the talent shortage. The existing human parts of your hiring process can benefit from some examination and improvement. Initially, humans may conduct a brief phone screening to verify basic facts but may elicit little new information before scheduling an interview. Opportunity missed.

Only by the second interview do most hiring managers honestly assess candidates. Still, these assessments focus on visible skills and abilities, and spend little time learning whether the candidate's values align with the organization's purpose.

A reference and background check may uncover some data, but the candidate's true colors are usually not revealed until after they are hired. This is similar to making a marriage decision after a computer introduction and two speed dates.

Our challenge -- solving the talent shortage -- requires using methods that can get more helpful applicant information sooner.

The first step in the hiring process should be values questions -- a more narrative application that instantly screens out people who don't want to invest their time in your process. More importantly, it helps identify people likely to fit into the organization.

Values questions on the application should be simple and tailored to the position. Applicants may still provide incomplete or misleading information, but the narrative style tends to capture better information overall. Some questions that can reveal values:

These offer valuable clues to the applicant's values and attitudes before actually talking to the applicant.

Use the clues. The written information from the narrative application is the background for a 10-minute virtual call to follow up with the applicant, drilling down for more detail about values and attitudes. Ask promising applicants to complete an online assessment.

Use a validated assessment tool that measures qualities relevant to your company's needs and probes for issues that might cause conflict and chaos. Online assessments should include external distortion scores that quantify the likelihood of the applicant telling the truth.

By the time an applicant comes in for an interview, you will have invested less time, yet gathered more useful information assessing the candidate's values and attitudes than is traditionally the case. You then have a wealth of data to prepare structured questions. Better data provides a better decision.

The rigor of the process combined with your putting values in the front window leads low performers and non-aligned applicants to opt out early. This results in a pool of candidates that skews toward high performers and will produce a workforce with higher ethical standards. Win/win.

Evaluate the success of the new hiring process and make improvements as needed. The information gathered can be tracked systematically to determine the process' effectiveness.

After six months, compare the performance of new hires against the information collected during the hiring process to learn what pieces of information correlate with good and poor performance, as well as high ethics versus the possibility of poor morals.

From this feedback, adjust the process to further tighten the standards. Revise the application, phone interview and online assessment to improve the screening process further.

Our back-to-basics approach changes the steps of your hiring process. As always, I close with a challenge: Are you willing to change how you hire, manage and spend more quality time with your high performers? more

2

HR & Recruitment

1w

70% of companies will use AI for hiring in 2025, says new study

When recruiters are tasked with wading through hundreds or thousands of applications for an open position, they often rely on AI-powered tools to screen résumés and make the hiring process more manageable. These tools have only grown more popular in recent years, with over half of companies currently using AI technology in their hiring process.

According to a new survey from Resume Builder,... that figure could increase to nearly 70% by the end of 2025, particularly among larger employers. A vast majority of companies -- 82% -- currently use it to screen résumés, while about 40% employ AI to communicate with applicants. About 64% use AI for evaluating assignments or tests that candidates are asked to do as they advance through the interview process. Another popular use case for companies employing AI was onboarding new employees and scanning candidates' social media profiles and websites during the hiring process.

But the survey also found that some companies -- 23% -- were already relying on artificial intelligence to conduct interviews, and that another 19% were planning to start doing so within the next year. That can include using AI to ask interview questions, analyze body language, or transcribe interviews. In fact, according to the survey, 24% of companies said they currently use AI for the "entire interview process," and that number is projected to increase to 29% by the end of 2025.

Screening résumés remains one of the most common ways to use AI, especially after many companies adopted hybrid or remote work arrangements that have led to an increase in applications for open positions. But as these tools have become widespread, it has become clear that relying too heavily on them can introduce bias into the hiring process; recruiters might dismiss candidates who have a gap in their résumé or don't use the correct keywords. more

HR & Recruitment

1w

[Free Template] What Is an Interview Scorecard? Your 101 Guide to Rating Candidates

HR & Recruitment

3w

7 Ways To Drive Operational Efficiency In HR

We all know Human Resources (HR) is under increasing pressure to deliver greater operational efficiency, while maintaining high levels of employee satisfaction and engagement.

HR departments must do more with less, juggling the demands of recruitment, employee management, and compliance, all while contributing to the broader strategic goals of the organization.

Luckily, cutting costs in HR... doesn't have to negatively impact performance. The integration of technology, particularly Artificial Intelligence (AI) and data-driven tools, plus new ways of working, can enable HR teams to streamline processes, make better decisions, faster, and optimize talent management.

Below are 7 key strategies to drive operational efficiency in HR, with a focus on the growing role of AI and consolidated skills data.

One of the most effective ways to increase efficiency in any walk of life is by automating the straightforward tasks you do all the time.

Within HR, these might include repetitive, administrative functions such as payroll processing, benefits administration, compliance reporting, and onboarding. Within Talent Acquisition specifically, teams can use technology to streamline processes such as candidate screening and interview scheduling, taking more time to focus on the tasks that require creativity, imagination and the human touch.

For example, consider the TA team who is swamped with applications (as well as proactively sourced candidates). There are tools that can automatically assign candidates to vacancies, to talent pools, and to the appropriate TA team member - so nobody has to manually check and allocate profiles.

By eliminating unnecessary steps and reducing paperwork, automation allows HR professionals to focus on more strategic activities, such as talent engagement and development, and organizational growth.

"Being able to free that [time] up so that all of our recruiters actually spend more time with candidates, with stakeholders, creating insights, becoming thought leaders, becoming the experts in their space, I think is a really amazing thing." - Katharine Rooney, VP Talent Attraction & Acquisition, Mimecast

Another way to drive operational efficiency is to literally remove some tasks from your desk... and let employees do it themselves.

With platforms that allow employees to manage their own tasks and needs, such as updating personal information, submitting time-off requests, and enrolling in benefits programs, you can actually enhance the employee experience while saving HR teams' time.

For example, if employees can access online learning courses, career development resources, and compliance checklists at their convenience, you will foster greater engagement and encourage more ownership over their own growth and well-being.

"We have heard from our business partners that even just them... generating the answer and going back with the link or the knowledge article or whatever - it is has saved them a bunch of time. So when you start to open the aperture [where employees] can access it directly, then business partners get to do the work they love, which I think is exciting." - Caroline Heller, Senior Managing Director, Global Head of HR, BlackRock

For this to work, you need user-friendly, intuitive platforms that make self-service easy and accessible for all employees. Clear communication, training, and support are essential to ensure employees feel comfortable navigating the system, and robust security measures must be in place to protect sensitive data.

One of the most overlooked ways to drive efficiency is by taking a skills-based view of talent.

As the LinkedIn Talent Blog notes: "Sourcing and assessing candidates by skill (rather than by experience or education alone) results in a broader and more diverse talent pool, even as your search becomes more finely tuned to your specific needs."

A skills-based organization can find efficiencies through hiring faster, finding talent more easily, and minimizing churn.

OneTen found that those using skills-first hiring practices found sourcing qualified candidates 2x easier.

Forrester reports that skills-based hiring criteria are five times more predictive of an individual's future job performance than educational background and 2.5 times more predictive than work experience.

A skills-based approach not only reduces hiring costs but also allows organizations to better match employees with roles that align with their abilities and interests, leading to higher engagement and retention.

Instead of spending time and money hiring new talent, HR teams may be able to upskill or reskill current employees to fill talent gaps - and make efficiency gains for the business by holding on to people who are already onboarded, trained and productive.

Through leveraging skills data, HR teams can identify employees with adjacent skills who can be trained and redeployed where they are needed most, ensuring a more agile and efficient workforce.

Talking of data: this is a really powerful tool for driving operational efficiency in HR.

With the right HR analytics tools, organizations can gather and analyze data on employee performance, retention, engagement, and more. This enables HR teams to not only move more quickly, but also to identify inefficiencies and areas for improvement with greater precision.

For example, data can be used to track turnover rates, identify patterns of absenteeism, and monitor employee engagement levels. With these insights, HR leaders can make informed decisions (quickly) about where to allocate resources, how to improve retention strategies, and which areas of the organization need additional support.

Within TA, analytics can start to paint a picture of where you are wasting your time and effort in terms of recruitment channels for different types of role. Understanding engagement with your Campaigns can help you optimize your sourcing strategies by focusing on the most effective channels and eliminating those that deliver poor results.

Predictive analytics tools can forecast future workforce needs, identify skill gaps, and suggest strategies to address potential challenges before they arise. Having a handle on the skills you need, have, and might need in the future is a surefire way to make HR operations more efficient.

Centralizing HR systems is critical for managing data in an efficient way, and seeing the benefits enumerated here. Most organizations use a variety of disconnected tools and platforms to manage payroll, benefits, performance, and employee data. This fragmentation leads to inefficiencies, inconsistencies, and errors.

Employees spend 2.4 hours a week on finding information from multiple systems (because it isn't all accessible through a single interface). (Wrike)

By implementing a centralized HR system, organizations create a single source of truth for all talent-related data. This reduces the need for manual data entry across multiple systems, ensures data accuracy, and improves compliance.

Centralized systems also make it easier to generate reports, analyze trends, and make informed decisions - quickly.

63% of HR executives say they are using "skills-related technology embedded in core HR information systems" - but just 33% say they have a single source of skills data across the entire workforce. (Deloitte)

It is clearly faster and easier to hire people who are already engaged with your employer brand.

See significant efficiency gains in recruitment by building a pipeline of qualified candidates before positions even open. Instead of reacting to vacancies and rushing to fill them, you can maintain a pool of vetted talent (hot leads) ready for immediate engagement.

How do you do this efficiently and effectively?

Proactive sourcing (and regular engagement with talent pools) reduces time-to-hire, minimizes the costs associated with lengthy recruitment processes, and lessens the burden on hiring managers when urgent needs arise.

By continuously identifying and engaging potential candidates, HR teams can also target passive talent, ensuring access to high-quality candidates who may not be actively job-seeking.

"It's AI to assist our recruiters and our team to create efficiencies in day-to-day work, to ultimately enhance productivity, to enhance the candidate experience." - Mike Rizzi, Senior Recruitment Marketing Manager, DraftKings

According to Gartner, 76% of HR leaders believe that if their organization does not adopt and implement AI solutions, such as generative AI, in the next 12 to 24 months, they will be lagging in organizational success compared to those that do. Most HR leaders plan to increase their use of AI within the coming year or so.

While some people harbor concerns about the way AI is "replacing" people in work contexts, it's clear that AI can be a huge assistance to humans - augmenting jobs rather than stealing them. Business leaders are looking to empower people with AI rather than replace them: a LinkedIn study found that they're 2x more interested in using AI to "increase productivity" than to cut headcount.

Among CEOs whose companies have broadly adopted generative AI, 84% believe it will increase efficiency in their employees' time at work in 2024. (PWC)

Indeed, 62% of talent professionals surveyed by LinkedIn are "optimistic" about AI in recruitment, and the number of recruiters who added AI skills to their profiles jumped 14% last year.

Today, AI-powered HR tools are revolutionizing the way organizations reach, engage and recruit talent.

While 49% of people say they're worried AI will replace their jobs, a massive 70% would delegate as much work as possible to AI to lessen their workloads. (LinkedIn)

Beyond matching external candidates to roles, AI-powered tools can suggest whether an internal candidate should fill the role, or could be upskilled/reskilled to fill the demand.

On a wider scale, it can help you make important decisions about which markets to hire in, based on a range of factors, and spot risks and opportunities well in advance.

AI is also being used by some organizations to track employee performance and identify areas for improvement.

"We can actually open up capacity within the HR function to do what we've talked about for years, where we are strategic advisors, coaches, counselors across the business... and this is where I think AI is going to change it drastically for HR." - Sam Hammock, EVP, Chief Human Resources Officer, Verizon

Of course, generative AI can also support in all kinds of content creation - from job descriptions and candidate communications to lesson plans.

More specifically, when it comes to L&D content development, tools are enabling dynamic content creation from documents, including synthetic voice and video.

Every route to greater HR efficiency noted above - from automating routine tasks and allowing employee self-service, to managing data and moving to a skills-first view - becomes easier to achieve when you deploy the right AI solutions.

Driving operational efficiency in HR requires a combination of technology, data-driven decision-making, and a focus on talent optimization. By automating routine tasks, investing in AI-powered tools, and taking a skills-based approach to workforce management, HR teams can not only improve their own efficiency but also contribute to the overall success of the organization. more

HR & Recruitment

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7 Ways To Drive Operational Efficiency In HR

We all know Human Resources (HR) is under increasing pressure to deliver greater operational efficiency, while maintaining high levels of employee satisfaction and engagement.

HR departments must do more with less, juggling the demands of recruitment, employee management, and compliance, all while contributing to the broader strategic goals of the organization.

Luckily, cutting costs in HR... doesn't have to negatively impact performance. The integration of technology, particularly Artificial Intelligence (AI) and data-driven tools, plus new ways of working, can enable HR teams to streamline processes, make better decisions, faster, and optimize talent management.

Below are 7 key strategies to drive operational efficiency in HR, with a focus on the growing role of AI and consolidated skills data.

One of the most effective ways to increase efficiency in any walk of life is by automating the straightforward tasks you do all the time.

Within HR, these might include repetitive, administrative functions such as payroll processing, benefits administration, compliance reporting, and onboarding. Within Talent Acquisition specifically, teams can use technology to streamline processes such as candidate screening and interview scheduling, taking more time to focus on the tasks that require creativity, imagination and the human touch.

For example, consider the TA team who is swamped with applications (as well as proactively sourced candidates). There are tools that can automatically assign candidates to vacancies, to talent pools, and to the appropriate TA team member - so nobody has to manually check and allocate profiles.

By eliminating unnecessary steps and reducing paperwork, automation allows HR professionals to focus on more strategic activities, such as talent engagement and development, and organizational growth.

"Being able to free that [time] up so that all of our recruiters actually spend more time with candidates, with stakeholders, creating insights, becoming thought leaders, becoming the experts in their space, I think is a really amazing thing." - Katharine Rooney, VP Talent Attraction & Acquisition, Mimecast

Another way to drive operational efficiency is to literally remove some tasks from your desk... and let employees do it themselves.

With platforms that allow employees to manage their own tasks and needs, such as updating personal information, submitting time-off requests, and enrolling in benefits programs, you can actually enhance the employee experience while saving HR teams' time.

For example, if employees can access online learning courses, career development resources, and compliance checklists at their convenience, you will foster greater engagement and encourage more ownership over their own growth and well-being.

"We have heard from our business partners that even just them... generating the answer and going back with the link or the knowledge article or whatever - it is has saved them a bunch of time. So when you start to open the aperture [where employees] can access it directly, then business partners get to do the work they love, which I think is exciting." - Caroline Heller, Senior Managing Director, Global Head of HR, BlackRock

For this to work, you need user-friendly, intuitive platforms that make self-service easy and accessible for all employees. Clear communication, training, and support are essential to ensure employees feel comfortable navigating the system, and robust security measures must be in place to protect sensitive data.

One of the most overlooked ways to drive efficiency is by taking a skills-based view of talent.

As the LinkedIn Talent Blog notes: "Sourcing and assessing candidates by skill (rather than by experience or education alone) results in a broader and more diverse talent pool, even as your search becomes more finely tuned to your specific needs."

A skills-based organization can find efficiencies through hiring faster, finding talent more easily, and minimizing churn.

OneTen found that those using skills-first hiring practices found sourcing qualified candidates 2x easier.

Forrester reports that skills-based hiring criteria are five times more predictive of an individual's future job performance than educational background and 2.5 times more predictive than work experience.

A skills-based approach not only reduces hiring costs but also allows organizations to better match employees with roles that align with their abilities and interests, leading to higher engagement and retention.

Instead of spending time and money hiring new talent, HR teams may be able to upskill or reskill current employees to fill talent gaps - and make efficiency gains for the business by holding on to people who are already onboarded, trained and productive.

Through leveraging skills data, HR teams can identify employees with adjacent skills who can be trained and redeployed where they are needed most, ensuring a more agile and efficient workforce.

Talking of data: this is a really powerful tool for driving operational efficiency in HR.

With the right HR analytics tools, organizations can gather and analyze data on employee performance, retention, engagement, and more. This enables HR teams to not only move more quickly, but also to identify inefficiencies and areas for improvement with greater precision.

For example, data can be used to track turnover rates, identify patterns of absenteeism, and monitor employee engagement levels. With these insights, HR leaders can make informed decisions (quickly) about where to allocate resources, how to improve retention strategies, and which areas of the organization need additional support.

Within TA, analytics can start to paint a picture of where you are wasting your time and effort in terms of recruitment channels for different types of role. Understanding engagement with your Campaigns can help you optimize your sourcing strategies by focusing on the most effective channels and eliminating those that deliver poor results.

Predictive analytics tools can forecast future workforce needs, identify skill gaps, and suggest strategies to address potential challenges before they arise. Having a handle on the skills you need, have, and might need in the future is a surefire way to make HR operations more efficient.

Centralizing HR systems is critical for managing data in an efficient way, and seeing the benefits enumerated here. Most organizations use a variety of disconnected tools and platforms to manage payroll, benefits, performance, and employee data. This fragmentation leads to inefficiencies, inconsistencies, and errors.

Employees spend 2.4 hours a week on finding information from multiple systems (because it isn't all accessible through a single interface). (Wrike)

By implementing a centralized HR system, organizations create a single source of truth for all talent-related data. This reduces the need for manual data entry across multiple systems, ensures data accuracy, and improves compliance.

Centralized systems also make it easier to generate reports, analyze trends, and make informed decisions - quickly.

63% of HR executives say they are using "skills-related technology embedded in core HR information systems" - but just 33% say they have a single source of skills data across the entire workforce. (Deloitte)

It is clearly faster and easier to hire people who are already engaged with your employer brand.

See significant efficiency gains in recruitment by building a pipeline of qualified candidates before positions even open. Instead of reacting to vacancies and rushing to fill them, you can maintain a pool of vetted talent (hot leads) ready for immediate engagement.

How do you do this efficiently and effectively?

Proactive sourcing (and regular engagement with talent pools) reduces time-to-hire, minimizes the costs associated with lengthy recruitment processes, and lessens the burden on hiring managers when urgent needs arise.

By continuously identifying and engaging potential candidates, HR teams can also target passive talent, ensuring access to high-quality candidates who may not be actively job-seeking.

"It's AI to assist our recruiters and our team to create efficiencies in day-to-day work, to ultimately enhance productivity, to enhance the candidate experience." - Mike Rizzi, Senior Recruitment Marketing Manager, DraftKings

According to Gartner, 76% of HR leaders believe that if their organization does not adopt and implement AI solutions, such as generative AI, in the next 12 to 24 months, they will be lagging in organizational success compared to those that do. Most HR leaders plan to increase their use of AI within the coming year or so.

While some people harbor concerns about the way AI is "replacing" people in work contexts, it's clear that AI can be a huge assistance to humans - augmenting jobs rather than stealing them. Business leaders are looking to empower people with AI rather than replace them: a LinkedIn study found that they're 2x more interested in using AI to "increase productivity" than to cut headcount.

Among CEOs whose companies have broadly adopted generative AI, 84% believe it will increase efficiency in their employees' time at work in 2024. (PWC)

Indeed, 62% of talent professionals surveyed by LinkedIn are "optimistic" about AI in recruitment, and the number of recruiters who added AI skills to their profiles jumped 14% last year.

Today, AI-powered HR tools are revolutionizing the way organizations reach, engage and recruit talent.

While 49% of people say they're worried AI will replace their jobs, a massive 70% would delegate as much work as possible to AI to lessen their workloads. (LinkedIn)

Beyond matching external candidates to roles, AI-powered tools can suggest whether an internal candidate should fill the role, or could be upskilled/reskilled to fill the demand.

On a wider scale, it can help you make important decisions about which markets to hire in, based on a range of factors, and spot risks and opportunities well in advance.

AI is also being used by some organizations to track employee performance and identify areas for improvement.

"We can actually open up capacity within the HR function to do what we've talked about for years, where we are strategic advisors, coaches, counselors across the business... and this is where I think AI is going to change it drastically for HR." - Sam Hammock, EVP, Chief Human Resources Officer, Verizon

Of course, generative AI can also support in all kinds of content creation - from job descriptions and candidate communications to lesson plans.

More specifically, when it comes to L&D content development, tools are enabling dynamic content creation from documents, including synthetic voice and video.

Every route to greater HR efficiency noted above - from automating routine tasks and allowing employee self-service, to managing data and moving to a skills-first view - becomes easier to achieve when you deploy the right AI solutions.

Driving operational efficiency in HR requires a combination of technology, data-driven decision-making, and a focus on talent optimization. By automating routine tasks, investing in AI-powered tools, and taking a skills-based approach to workforce management, HR teams can not only improve their own efficiency but also contribute to the overall success of the organization. more