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WHAT A GOOD ENOUGH HIRING PROCESS LOOKS LIKE

Admin • Mar 02, 2023
Hiring Process — Roseville, MI — Accurate Pay Systems

WHAT A GOOD ENOUGH HIRING PROCESS LOOKS LIKE

The last few years have proved challenging for employers trying to fill positions. Low unemployment, among other factors, made the job market much more friendly to jobseekers than to employers keen to hire them. In this highly competitive environment, some organizations upgraded their compensation packages or experimented with other attractive perks, hoping to stand out as the best. Others re-examined their recruitment and hiring processes or sought help from consultants or vendors. Struggling employers may have been tempted to look for a “magic bullet,” that one thing sure to get them more candidates.


Both the desire to offer a great recruiting experience and the eagerness to find a magic bullet are understandable given the state of the labor market. But both have their disadvantages when it comes to recruitment.


Recruitment is not just one thing—it involves a lot of moving parts and relies on multiple people within the organization. A single-minded focus on being the best can lead to unrealistic goals and misaligned expectations. It can also zero in on one part of the process at the expense of others. Using the best technology won’t by itself solve discriminatory hiring practices. First-rate recruiters can’t by themselves elevate subpar hiring managers. Software that lets people apply for jobs via a text message may sound super cool, but it’s not going to be suitable for every kind of industry or brand.


The good news is that an effective recruitment process doesn’t need to be the best or magical or otherwise super flashy. It just needs to be good enough to fill your open positions.


As a standard, good enough can get a bad rap both in the business world and in American culture generally. Many of us want to be the best. Striving to be “the best” is ingrained in our everyday lives, after all. Theme songs from The Karate Kid to Pokémon evoke that feeling. You probably saw more than a few “Best of 2022” lists last month. When we talk about behaviors and procedures we recommend, we call them “best practices.”


But being the best is rarely necessary. Thinking in terms of good enough helps you set realistic goals that are grounded in the real needs of your organization. With a good enough approach to recruiting, you can focus on what you actually need to accomplish.


Let’s examine what good enough looks like in the four basic parts of any recruitment process: the Need, the Search, the Selection, and the Onboarding. What’s good enough for your organization will depend somewhat on the particulars of your situation, but the principles and practices below should help get you started.


The Need

You have an open position—maybe it’s new, maybe it’s a replacement. Regardless, you need to bring someone into your organization. Being good enough at this stage means that those involved in the hiring process (e.g., the recruiters and the hiring manager) can effectively discuss the need prior to beginning the search for candidates. For that, they’ll need a job description, information about what kind of person they’re looking for, and a salary range. Determine who should be bringing what information to the table. After discussing the need, create a job posting. This job posting serves as the source of truth so you can find the right candidates.


The Search

Now begins the actual search. Finding your candidates can feel like one of the hardest parts of recruitment. Good enough at this stage involves sharing the job posting and training interviewers how to compare the incoming candidates to the need, of course, but it also means finding and implementing ways to make the search easier and smoother for everyone. Software can help a lot here, but more important are good practices. Consider what extra work you may be giving to yourself and your prospective applicants. Are applicants required to submit a resume and then manually enter the information on their resume into the system? Are they required to draft and submit cover letters when those letters aren’t necessary or even part of the decision-making process?


The Selection

Chances are you’re not going to be able to pick the best of all possible employees. You might not even have a candidate who checks every box. But you don’t need the perfect candidate; you need someone who can do the job well enough and can grow in the position.


A good selection process starts with training hiring managers on how to review applications, conduct interviews, and evaluate the candidates in a fair, equitable, and compliant manner. It involves providing regular and reasonable updates to your candidates and following up with them when you say you will. It includes extending an offer and providing the selected candidate with a reasonable amount of time to consider it. The process concludes when a candidate accepts your offer.


The Onboarding

The onboarding experience finalizes a new hire’s first impression of the company. A bad experience can cause the new employee to regret accepting the offer and may prompt them to quit at the first opportunity. A great experience, however, can set the stage for a long-lasting relationship.


Fortunately, onboarding doesn’t need to be perfect to be great. The first few weeks on the job are going to feel overwhelming. The new hire isn’t going to remember everything they learned.


Good enough onboarding keeps the process simple, straightforward, and consistent. Set up time for the new hire to complete the necessary paperwork, meet coworkers, read the employee handbook, and complete any training. Time between onboarding meetings and tasks—allowing them to process the information and experiences—should also be built in.


Conclusion

Good enough isn’t about doing the minimum or having the latest shiny new tech; it’s about doing what’s necessary to get the results you want. It means understanding the various pieces of the recruitment and hiring process, setting realistic expectations for yourself and your applicants, and keeping things in perspective as you move from step to step.


For job applicants, candidates, and employees, a consistently good recruitment and hiring process from start to finish is a much better experience than one that is the “best” in one or two areas, but mediocre or subpar in others.


This does not constitute legal advice and does not address state or local law.

From HR Support Center

Tags: AccuPayInc, Employees, HR, Laws, Legal, Michigan, Payroll, Small Business, Staff

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From HR Support Center - Legal Disclaimer: This message does not and is not intended to contain legal advice, does not address state or local law, and its contents do not constitute the practice of law or provision of legal counsel. The sender cannot be held legally accountable for actions related to its receipt.
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These typically require employers to offer a certain number of hours based on how much an employee works or what they’re taking leave for. Second, identifying different types of paid time off tells employees that those are legitimate and good reasons to take time off. People should feel empowered to take time to grieve after a loss, volunteer after a local disaster, or take a planned day off simply to extend the weekend. Third, it can help encourage employees to stay home when they’re sick. By having some paid time off designated as paid sick time, employees under the weather won’t feel like they’re digging into their allotted vacation time when they call in sick. If you’re unsure what types of paid time off to offer, but you’re planning to offer it in some form, consider surveying your employees on what types of leave they’d like. How Do You Provide Employees with Paid Time Off? There are two basic ways to provide time off for your employees. The first is a lump sum at the beginning of the year (calendar or fiscal). The second is through an accrual system. The lump sum method is easier to manage and useful for employees who like to take their vacations toward the beginning of the year. The main downside is that employees may use up all their time early in the year and then quit, taking a full year’s worth of paid time off without having “worked for it.” But of all the costs that come with turnover, their use of paid time off is probably going to be very low on the list. The accrual method, in which employees earn time off throughout the year, avoids that problem, but it can complicate tracking and may restrict the freedom of employees to take time off when it suits them best. How Much Paid Time Off Should Employees Get? Now we come to the more difficult question, if for no other reason than you have so many options. According to Forbes, the average U.S. employee gets 11 paid vacation days, 8 paid sick days, and roughly 7 paid holidays. Typical amounts vary based on tenure, industry, geographical area, and the pressure of competition. It would pay to conduct a little research before setting any amounts for your employees. You could instead decide not to worry about specifics and just give your employees flexible or “unlimited” PTO. (We recommend against calling these plans “unlimited” as that’s rarely accurate in practice and can be confusing to employees.) With flexible PTO, employees have no set number of days off they can take, provided their time away doesn’t jeopardize their work or disrupt business operations, but this can be a blessing and a curse. Flexible plans like this are nice for the freedom they bring. Employees can request time off when they need it without worrying about going over a limit or having to fit activities in whatever time they have remaining. On the flip side, without hard limits, it can be difficult for employers and managers to set expectations around how much time is appropriate. Employees, fearful they’re taking too much or not viewing it as an employment benefit that needs to be “used up,” may well ask for less time off than they otherwise would. How Far Ahead of Time Should Employees Request Paid Time Off? While some reasons for leave may not allow requesting time off in advance—sick leave or bereavement leave, for example—it’s perfectly fine to require employees to request vacation time in advance. Two weeks beforehand is common, but you can shorten or extend that period of notice depending on how much flexibility you would like employees to have and how much time they and their teams need to prepare for their absence. You can also ask for more notice for longer absences, while still allowing employees to ask for a day off “last minute” if it turns out their schedule is clear. When and How Should Requests Be Denied? There will be occasions when you’re not able to approve a request for time off. You may not have sufficient coverage or the employee requesting time off may have unfinished projects that can’t be put off. There may be other reasons too. To avoid hurt feelings, unexpected denials, and the appearance (or reality) of discrimination, it’s best to have clear, objective practices around approving and denying requests so employees understand the criteria used. That criteria may be the order in which requests were made, the seniority of the employees requesting PTO, or manager discretion based on team needs and performance. Of course, make sure employees aren’t denied leave to which they’re legally entitled. Even if no leave laws apply, take care that no protected groups are disproportionately denied their requests for paid time off. If Black women or individuals over 40, for example, are denied leave more frequently than members of other groups, you could be looking at a discrimination claim. How Should Employers Respond to Employees Not Taking All Their Paid Time Off? It’s likely that you will have employees who don’t use all their allotted or accrued paid time off during the year. This is actually very common—so is working while on PTO, unfortunately—and while some employers might see this as a good thing, unused or underused paid time off may be a symptom of too much work and too little time to do it, which will only compound the likelihood of burnout. One option to help employees take their PTO is to allow them to roll over a certain amount of unused time to the next year. This at least gives them the option to use their time later if they aren’t able to use it during the current year. Another option is to require employees to take a certain amount of PTO during the year. This practice is not very common and comes with logistical challenges, especially if many employees haven’t taken their mandated time by the end of the year. Regardless of what you decide, if you’re concerned that employees are not able to take sufficient time away from work, we recommend looking into why that is. Simply setting up a generous PTO program doesn’t by itself establish a healthy work‐life balance. Employees need the freedom to take the time that’s right for them and actually get away from work. That means addressing factors that may be deterring employees from requesting PTO they’re eligible to take. From HR Support Center ‐ Legal Disclaimer: This message does not and is not intended to contain legal advice, does not address state or local law, and its contents do not constitute the practice of law or provision of legal counsel. The sender cannot be held legally accountable for actions related to its receipt.
Exempt Employee Taking Long Lunches
By Carla Marsh 01 Feb, 2024
Question: We have an exempt employee who has been taking a lot of long lunches and my boss wants to deduct time from her paid time off (PTO) bank. Can we dock her PTO for taking a long lunch? Answer from Kelley, PHR: You can deduct hours from this exempt employee’s PTO bank for time she was scheduled to work but didn’t work, but if it wasn’t made clear that you expected her to follow a set schedule, you’d only want to do this going forward. However, we’d suggest considering a different approach. First, speak to her about the long lunches. It’s possible she simply misunderstands how long her lunch breaks are supposed to be and is taking what she believes to be the correct amount of time. Ensure she understands what the consequences will be if she continues to take long lunch breaks. This discussion alone might solve the problem. Second, if the long lunch breaks persist, follow your standard disciplinary process. While PTO deductions are an option, they may not actually discourage the behavior you want to stop. If the employee is willing to use PTO to take long lunches, she may just continue taking them. Additionally, as this employee’s position is classified as exempt, if her PTO bank is exhausted, a deduction from her salary for missed time would not be permissible. Kelley has experience in human resources focused in Payroll and Benefits Administration and Employee Relations for small businesses. She graduated from Columbia Southern University with a Bachelor of Science in Business and Human Resources. In her free time, Kelley enjoys physical fitness, traveling to new places and spending time outdoors in the beautiful Great Smoky Mountains with family. From HR Support Center - Legal Disclaimer: This message does not and is not intended to contain legal advice, does not address state or local law, and its contents do not constitute the practice of law or provision of legal counsel. The sender cannot be held legally accountable for actions related to its receipt.
Can We Ask Employees About Food Allergies?
By Carla Marsh 25 Jan, 2024
Question: We’d like to cater lunch for employees. Do we need to ask them about food allergies? Answer from Margaret, PHR, SHRM-CP: No. However, employees who do have food allergies or restrictions would likely appreciate it if you made sure that they also get to partake of the free food. You can manage this by asking employees about food preferences or prohibitions ahead of time, ordering a variety of items so that everyone has at least one option, and listing the ingredients of the items that are brought in. Most restaurants should be able to accommodate a request for ingredient lists. We would caution against asking specifically about food allergies since this could potentially rise to the level of a disability inquiry under the Americans with Disabilities Act, which could be unlawful in this instance. By asking generally about food preferences and prohibitions, you can accommodate not only employees who may have food allergies and sensitivities, but also employees who are vegetarian, vegan, or have religious restrictions on what they can eat. Margaret holds a Bachelor of Arts degree in Psychology from Portland State University and a Professional Certificate in Human Resources Management. She has worked in a variety of HR roles in a multi-state capacity. Margaret regularly attends seminars and other continuing education courses to stay current with new developments and changes that affect the workplace and is active in local and national Human Resources organizations. From HR Support Center - Legal Disclaimer: This message does not and is not intended to contain legal advice, does not address state or local law, and its contents do not constitute the practice of law or provision of legal counsel. The sender cannot be held legally accountable for actions related to its receipt.
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