Notwithstanding Yahoo’s end to telecommuting, the global trend toward virtual workplaces is accelerating. Surveys vary widely on the percentage of companies with remote workers — from about 30 percent to SHRM’s 46 percent of all companies have at least some contractors, freelancers, or remote workers who rarely, if ever, come into the office. Another estimate predicts that in a year, 40 percent of the global workforce will be virtual.
Whatever is correct, it’s undeniable that more and more workers are working remotely. And this is creating a challenge for recruiters. But it’s not in finding and hiring workers. It’s in hiring and finding the managers with the special skills and talent it takes to successfully manage a virtual workforce. keep reading…
According to the U.S. Bureau of Labor Statistics, unemployment in the United States has continually dropped over the past year. As of November the number dropped to 7 percent, down from 7.3 percent. We must ask ourselves how the improved economy affects employer recruiting initiatives.
While organizations should maintain the same overall headhunting strategies as in any other economy, some adjustments are necessary.
Take a look at the challenges hiring managers ought to expect when bringing on employees. Only when we define these hurdles is it possible to formulate and implement strategic solutions to over-leap them.
For those keeping score on the work-from-home issue: there are those who believe making people get to the office can increase innovation and can even help turn a company around.
Others say home work can reduce costs, increase productivity, decrease burnout, and attract top talent. Stack Exchange says that telecommuting is not only allowed but is essential to its successful culture.
Dell has now voted, and it is coming down hard in the direction of telecommuting. keep reading…
How much recruiting can be done virtually rather than face-to-face? Video interviewing, online simulations, talent communities, and the use of tools such as Twitter or Snapchat are heatedly debated for their value versus a face-to-face encounter. Is one way better than another?
What’s the real story? Can a recruiter effectively recruit top-quality people from entry level to mid and senior levels without any in-person interaction? keep reading…
Companies looking for remote workers have a new site: “We Work Remotely.”
The folks behind the job board also have a book out called “Remote: Office Not Required,” which they’re advertising at the top and bottom of the site.
Looks like the going rate is $200 for a post that’s up a month. More here.
For technical recruiters, the hardest part of the job is often maintaining a full pipeline of quality candidates. We’ve all heard the advice: Use the power of referrals, be considerate when messaging passive candidates, and seek out developers among online and offline community groups. But in a market where the largest tech companies need to fill more than 2,000 developer positions a year, it takes more than active outreach to meet your annual recruitment goals.
If you’re stretching to fill dozens of openings, it may be time to adapt your strategy so that you attract candidates just as much as you reach out to them. There are lots of ways to do this when recruiting — show developers that your company provides the things they care about the most at work, make your job ads less about what you need and more about what they get, and make them feel part of your team from Day 1 of the application process. But a really effective way to get more interest quickly is to offer remote work opportunities. This doesn’t mean letting your developers work from home for a few days a week or outsourcing your entire team to Southeast Asia. It just means letting them live wherever they want and work from there every day. keep reading…
The concept of “corporate coworking” is among the boldest corporate people management concepts of the decade. If you’re not familiar with the concept, it varies from traditional coworking, which is a well-established concept where a group of startups and entrepreneurs share a facility that supports their getting launched.
There is a new model, which I call “corporate coworking,” where the employees of a major corporation share a facility that also houses startups and/or employees from another corporation.
The primary goal is not to save real estate costs, to provide space for expansion, or to provide remote work options. The objective is to generate and test new and innovative ideas.
On the Surface, it May Appear to Be a High-risk Approach keep reading…
Many companies use remote-worker programs to recruit and retain prized talent, but telecommuting’s appeal fades quickly when companies struggle to hire and keep productive virtual employees. The challenges of identifying candidates who will perform at a high level in office jobs are multiplied exponentially when hiring for home-based jobs.
Although organizations generally screen for job and culture fit, a successful telecommuting program requires evaluating candidates’ fit with the environment. Nearly a decade of research points to five qualities employees must possess to be successful in virtual offices. keep reading…
working from home — a lost luxury?
Telecommuting has been all over the news this week and many of us think it has been blown out of proportion.
First, Yahoo CEO Marissa Mayer changed the company’s policy that allowed employees to work (sometimes entirely) from home. Yahoo tried to put the story in perspective with a press release that said, “This isn’t a broad industry view on working from home. This is about what is right for Yahoo right now.”
Just a few days later, Best Buy announced that it would eliminate its renowned Results-Only Work Environment, a program that allowed corporate employees to work when and were they chose, as long as the quality of the work met the company’s standards. Like Yahoo’s change, it’s not a total ban, but corporate employees are now expected to work 40 hours a week and come into the office “as much as possible.” Best Buy spokesperson Matt Furman said, “Bottom line, it’s ‘all hands on deck’ at Best Buy and that means having employees in the office as much as possible to collaborate and connect on ways to improve our business.”
So — bored or not — do you think Yahoo and Best Buy doing the right thing? I do. keep reading…
Marissa Mayer’s decision to require Yahoo employees to “come into the office” has already been criticized by many. But most of the criticisms that I have come across have been based on emotion rather than data. If you understand the science behind increasing innovation through face-to-face interaction, her decision can only be classified as “a brilliant business decision.” keep reading…
In a surprising move, it was announced on Friday that Yahoo CEO Marissa Mayer has mandated a telecommuting ban for all employees, which will go into effect this July.
As a female professional and career coach, I am shocked by this turn of events. Mayer has been an icon for millions of working women who are constantly striving to strike the right balance between their responsibilities in the home and at the office. In fact, there have been numerous articles written about Mayer’s strategy to avoid employee burnout, such as letting employees like “soccer mom Katie” leave early on certain days to attend her kids’ soccer games, and then jump back online after the kids are in bed. By the looks of this decision, it sounds like Mayer has changed her tune.
Telecommuting is not a realistic option for all employees, but when used appropriately for the right people, it can be a win-win for both employers and employees. Catering to more than 33,000 employers, TheLadders works with an array of companies that offer flexible and remote work schedules to select employees, and judging from their results, I think it would be wise for more companies to follow suit. Here are five ways companies can benefit from offering telecommuting and other work-flexibility options to their teams. keep reading…
The ultimate hiring freeze is scheduled for 3:11 Los Angeles time today. That’s one minute before the winter solstice, the time when the Mayan calendar — and the world, some say — comes to an end.
Now if the world does end — and you bet I’m milking this one — then what’s the hurt in making the final hours of all those job seekers happy. So email all your applicants with job offers; accept all counteroffers; and, what the heck, tell everyone in the company the new retention program means everyone’s getting a raise.
Should we all still be here at 3:13 PST, then please join your department head, the company counsel, and appropriate others at the Airing of Grievances ceremony as part of your final corporate Festivus celebration.
If Tom Savage’s new company 3Desk doesn’t turn out the way his mom thinks it will, here’s a hearty ERE invite to hop the pond for an open mic shot at standup. (Check the schedules here, Tom, and call ahead.) keep reading…
A new “toolkit” from the Department of Labor in the United States collates case studies, websites, links, white papers, and more, on the topic of workplace flexibility and work/life balance.
The resources were put together by two Labor Department offices, one related to disabilities, as well as the Women’s Bureau. It’s divvied up by audience — employee, employer, policy-maker, and researcher.
If you have Twitter envy, we have a solution. Just buy your followers.
Sure, you could stay up all night tweeting and retweeting, praying you’re witty enough, observant enough, or helpful enough that the Twittersphere will reward you with thousands of followers, some of whom might even be candidate-worthy.
Or, you could do what PR firms, celebrity marketers, even Mitt Romney has done and spring for 10 or 20 thousand — or more — followers. You can buy more, lots more, but really, everything in moderation.
We, the ever-so-helpful ERE editors, did some price shopping, and found Twitterfollow on Fivver offering 21K followers for the low, low price of $5. We think that’s a steal, considering Barracuda Labs found the average price to be $18 per 1,000. keep reading…
Did you catch the news from the National Association for Business Economics this week about how the forecasters there expect job growth to be better than it has been, but nowhere near good enough to do much about unemployment?
Missed it, did you? Or maybe you would recognize it if we reframed our approach. Did you catch the news that economic forecasters think hiring will be better this year than they initially expected?
We prefer the former only because it preserves that stereotype about how journalists are always negative.
Any way you say it, the number of monthly new jobs this years is forecast to average 170,000. That’s better than what the economists thought back in November when they predicted only 127,000 new jobs on average each month. It won’t help the unemployment rate much, though. The forecasters say it will stay at 8.3 percent for the rest of the year.
Let us hasten to point out, that the U.S. Bureau of Labor Statistics put January’s new job number at 243,000. February’s numbers will be out a week from today.
Now we turn to what is becoming our feature of the week — the latest jobs startup: keep reading…
It’s always better to be prepared than surprised.
By definition, being strategic requires that you look forward — identifying trends, opportunities, and threats. With the December lull looming, now is a great time to plan for the future. I’ve listed the “top 10 talent management trends” I foresee that require your attention. keep reading…
Negotiating the conditions of employment, hedging one job with another, being wary of accepting full-time jobs that put at risk other work or that compromise skill — those are becoming the normal patterns for accomplished professionals.
Individuals are finding new freedoms and exploring their own capacity and taste for change and entrepreneurism. Some organizations are looking for ways to adapt to all of this without endangering their own success, but it may be that these two different needs are not compatible. We will find out over the next 10 years or less. Certainly manufacturing firms and companies where hands-on work is required will not be able to be flexible enough to these changes. They will face friction between the workers whose jobs allow them to be virtual or part-time or flex-time and those whose work does not.
Here are some of the issues, paradoxes, and changes that employers, candidates, recruiters, and human resources are faced with. keep reading…
Telecommuting can attract and retain employees. It can even save you money. But not all employees or companies are cut out for virtual work.
Providing the tools and technology are easy. The tough question an employer must answer is: how do we hire and manage the right teleworker?
Like employees who fill every other job, some workers are natural fits, while others seem to be the square peg forced into a round hole. Telecommuting requires different skills than working out of an office, even if the job responsibilities and requirements are exactly the same.
Recent research out of Global Integration Inc. identified the traits of successful virtual workers and telecommuters. The most successful virtual workers are self-reliant and self-motivated. That sounds like the perfect fit for an ambitious introvert, but the “lone wolf” tends not to perform very well on virtual teams. keep reading…
It’s a fundamental law in recruiting that you “are limited to hiring individuals who have applied for a position” (even direct sourced candidates will at some time will be requested to acknowledge application). Assuming you want an applicant pool that is bulging with superior talent, a logical question would be, ‘What factors restrict qualified individuals from applying?’. Prior to the most recent global economic meltdown, most recruiting professionals guessed that the top factors were pay, benefits, and employer reputation, which are important, but one factor has always trumped them: geography.
95% of the Qualified Candidates Are Not In Your Backyard
While there are pockets of industrialization that attract a greater percentage of highly educated and trained professionals, the vast majority of talent remains dispersed around the world. If your organization forces only local talent to be considered, there is no way your organization can claim to be hiring only top talent. Such an approach dictates that your organization is missing out on a huge group of qualified applicants (the 95% that exists elsewhere) simply because:
- They do not live within a commuting distance of your job
- They are not willing or they cannot relocate to the job location due to relocation costs, living preferences, underwater mortgages, or family issues
- Possible immigration/visa issues
Restricting recruiting to only local communities can have dramatic effects on results. For example, if you are the head coach at the college basketball powerhouse University of North Carolina, and the team was restricted to recruiting only players who currently lived within a commuting distance of the campus, how many months do you think it would take until the team would begin its slide into mediocrity?
If you want to have a strategic impact as a recruiter, you need to recommend any low-cost action that would dramatically increase the size of the qualified candidate pool: remote work. keep reading…
Bill Wall was faced with two choices: take a job he didn’t really find interesting, although he was well-qualified to do it, or continue to try and build up his fledgling Internet design company. In the end he was able to do both by convincing the boss-to-be that he could do the majority of his work virtually and by agreeing to a lesser salary.
Negotiating the conditions of employment, hedging one job with another, being wary of accepting full-time jobs that put at risk other work or that compromise skills — those are becoming the normal patterns for accomplished professionals. keep reading…