In the past decade, there has been much talk and accompanying evidence on how technology has allowed the world to grow more connected. Thomas Friedman’s 2005 book, “The World is Flat,” discussed in great detail how globalization and easier international communication has encouraged new opportunities for business and commerce. That trend has manifested itself on a broad scale, but also within individual industries: Each sector has embraced technology as a means of improving connectedness and reach.
HR and recruitment are no exceptions. Now that technology is a core part of so many organizations, no longer is a company’s size and budget crucial to its ability to attract talented candidates. Here are several reasons why the small businesses have the ability to compete with larger counterparts for the same talented individuals:
July 26, 2015, marked 25 years since the Americans with Disabilities Act (ADA) was written into law. It was a major and necessary step in bringing Individuals with Disabilities (IWD) into the workplace, but it still wasn’t a guarantee employers would offer the same caliber of employment to IWD as they did to other applicants. As University of California, Irving law professor Kaaryn Gustafson wrote in The New York Times, “the ADA was a start, but it was just a start.”
Despite improvement in recent years, the unemployment rate for IWD remains high—12.5 percent from 2013 to 2014, according to the U.S. Bureau of Labor Statistics. However, one way to bring that number down is to inform employers of the benefits of working with IWD. What benefits can these individuals bring to a workplace?
On February 25, the Department of Labor’s (DOL) Women’s Bureau (WB) published a notice requesting comments on a possible survey of working women. The last time WB conducted a survey like this was in 1994. According to the WB, “the labor force, employment opportunities, work environments, and the American family have changed substantially since then.” WB states this survey would, “identify women’s current employment issues and challenges and how these issues and challenges relate to job and career decisions, particularly reasons for exiting the workforce.”
As discussed in my recent article, “Employee Retention: Keeping Your Employees in 2015,” after conducting a survey of 3,056 employers from various industries, CareerBuilder found that 30% of all employees regularly search for jobs and 23% of employees ages 18-34 expect to have a new job by the end of the year. Employers must take action to reduce turnover and encourage a stronger commitment to their organizations. Here are some vital employee retention strategies every organization should practice:
From November 4, 2014 to December 2, 2014, CareerBuilder conducted a survey of 3,056 employers from various industries to find out what will affect employee retention in 2015. According to CareerBuilder, 30% of employees regularly search for jobs and 23% of employees ages 18-34 expect to have a new job by the end of the year. Retaining employees is vital to having a productive, successful organization. Some benefits of retaining employees are:
Earlier this month, Gap featured a young girl in a wheel chair in an advertisement (featured to the right) for their fall children’s collection. The use of this child in the clothing advertisement not only attracted children with disabilities and parents of children with disabilities, but also anyone with an understanding of the importance of diversity and inclusion. According to author, T. Hudson Jordan of the Diversity Journal, diversity is “all the ways we differ” and inclusion “puts the concept and practice of diversity into action.”
As part of its on-going effort to provide guidance to the contractor community, OFCCP has posted two new Frequently Asked Questions (FAQs) regarding Section 503 of the Rehabilitation Act of 1973 (Section 503) and the Vietnam Era Veterans’ Readjustment Assistance Act (VEVRAA). These laws prohibits federal contractors and subcontractors from discriminating in employment against individuals with disabilities (IWDs) and protected Veterans, and requires these employers to take affirmative action to recruit, hire, promote, and retain these individuals.
Throughout corporate history diversity and inclusion have been two sensitive and highly controversial topics, which have shaped and molded organizational cultures. After a generation of diversity work, organizations increasingly worry that despite their success in bringing workplace diversity in the door, even the most diligently executed initiatives will not be enough to shatter the glass, concrete, bamboo, tortilla, and rainbow ceilings. Despite years of incremental progress, truly meaningful breakthroughs remain elusive—with managerial and leadership ranks falling far short of reflecting what should be the most diverse workforce in the history of civilization. Increasingly, executives realize if they don’t get this right, and fail to utilize the diverse talent around them, organizations face weakened financials at best, and extinction at worst.
Most employees, including managers, dread performance reviews. Although organizations vary in procedures, there are some fundamental best practices that will ensure a smooth process for everyone.
Prepare—Employees should be aware of the way in which they will be evaluated. Managers should specifically describe what they expect of employees and how performance will be evaluated. This will limit confusion during the evaluation. Also, to avoid last minute misunderstandings and chaos, when performance review time is approaching, everyone should be given notice.