Another great article on getting HR greener is the data presented by Gerry Crispin in the January 14th, 2009 ERE post on Staffing Carbon Footprint: 1.25 Tons of CO2 Per Hire.  Gerry used carbonfootprint.com to make some calculations based on a mythical firm of 1,000 employees that hired a mix of 240 applicants.  The numbers came out to 320 tons of carbon dioxide emissions or about 1.25 tons per hire.  This does not include career fairs, onsite college recruiting or facility overhead.  Gerry explains how he reached these numbers and provides excellent examples to back them up.

The “interview from anywhere” solutions are saving candidate travel dollars and reducing carbon footprint.  It sounds like this will be the direction talent acquisition is heading.  At the Global Onrec Expo this year, two of the award winners used live virtual interviews in their talent acquisition process which supported their submissions.  ARINC won in the “Innovation in Recruiting” category and Baptist Health in San Antonio, TX won in the “Best Candidate Experience” category.  I was very interested in the “Best Candidate Experience” win, seeing that from a cultural perspective we know how important “fit” is and how we want to ensure the candidate gets to know as much about the organization as the organization wants to know about the candidate.  I was also surprised that the “Best Candidate Experience” winner was a health care organization since many people feel they are not usually the early adopters of new (HR) technology.

Even more shocking about Baptist Health’s win for “Best Candidate Experience” is that their submission was specifically for physician recruiting.  If you know health care, then you know how expensive it is to recruit and secure a doctor…but we also know how much revenue a physician can generate.  In Kurt Mosley’s Recruiting Trends article, he quoted a Merritt Hawkins survey that found in 2009, 25% of CEOs said the recession caused them to increase physician recruiting while only 8% decreased.  He states that the numbers can be explained by the fact that one physician on average generates $1.5 million per year on behalf of their affiliated hospital.  With revenue numbers like this, I guess it is worth the $125,000 spent in the physician recruitment process.  If using these live virtual interview solutions can mitigate part of that cost and improve the candidate experience, it looks like a sound process to embrace and the bonus is that you get to save the planet too!
Related to Get Ready To Get Greener in 2011:

• Interview Techniques
• Setting the Stage for Successful Recruitment Interviews
• Hiring Employees – Seven Winning Strategies

The post Get Ready to Get Greener in 2011 appeared first on BC Jobs Blog.

• Setting high expectations for themselves and their employees
• Having the self-confidence to help employees achieve those expectations
• Linking employees’ performance with recognition they receive
• Being creative relative to the modes of recognition
• Modeling a positive and hopeful outcome

Effective leaders tend not to give up on their people because they recognize doing so leads to them giving up on themselves. Through their belief system in people they set up the self-fulfilling prophecy that all employees no matter what role they play they can achieve extraordinary results. They see how constant feedback and recognition help employees celebrate the small wins. In doing so employees feel proud of their accomplishments and desire to be the best they can be! They can then see the value in what they do. There is no better way to build commitment to action then to take the time to honor and recognize accomplishments and successes.

According to the Hudson Employment Index, workers still consider a competitive pay and benefits package to be indispensable, but employers need to offer more than that to keep employees satisfied and on the job. Nearly all of the employees surveyed (96 percent) rated a fair salary as very or somewhat important and 93 percent said the same for benefits. However, when relationships with their boss are less than optimal and when they do not feel valued or recognized for what they do, they are more than likely to look for a new job than when their salary and benefits are poor. Intangible factors are becoming more important to employees. They require having a purpose and to this end a new phrase is being introduced to the workplace. Employees are now being called ‘purpose partners’ a phrase coined by Jack Lannom author of People First. In his book Jack talks about the importance of honoring the human spirit. (https://buckstovepoolandspa.com/)

Employees are looking to be part of something. They are looking for a deep connection since many identify who they are by what they do. Often times their jobs define whom they are and if they do not feel a sense of pride as it relates to what they do; and, if they are not recognized for their contributions, they will begin to question their worth and their purpose. As organizations have a purpose/mission, so do individuals and when those two things are in alignment, balance is achieved and everyone benefits. Employees know when they come into work everyday they are making a difference. They are totally connected, focused and engaged. When this happens energy levels are high, communication is clear and frequent, and employees want to stay.

Employees become energized and engaged when they know they are part of something exciting and meaningful. They want to know they have made a difference and have added value. When this occurs their creative energies will flourish and you will be able to achieve extraordinary results.

New research on organization climate shows a powerful link between feelings and performance. Assessing customer service, productivity, and retention, finds 57.7% of the difference between low and high performance is predicted by five climate factors. One of those key factors is recognition. In high performing cultures recognition means more than money, and employees are appreciated in many different ways. According to the latest research, nearly nine out of ten companies offer some sort of recognition program for employees from informal programs (a simple thank you) to formal programs (such as service recognition or above and beyond performance programs). Companies are using everything from plaques to vacation packages, merchandise to spa certificates as a way to say ‘nice job’. No matter what you have chosen as your way of recognizing employees ensure the intent behind it is pure. In other words, don’t just go through the motions. Let employees know you really care and really do appreciate what they do.

As you consider your organization, take the time to review your recognition practices (if it has been a while since you’ve done that). Ask yourself these questions. What is the intent of our recognition programs? Are they being practiced across the entire organization? Is everyone being recognized or just a chosen few? Do our programs include both informal and formal practices

Other steps to consider are:

* Identify if there are healthy practices (informal and formal) going on in areas of your organization. Are there leaders who are recognizing their employees; and, if so, what are they doing? Share these approaches with other leaders in the organization via focus groups, staff meetings and/or management newsletters.
* Determine if you have formal guidelines that govern how employees are recognized.  If so, have they been reviewed recently?  If not, take the time to review your current practices, define the intent of your programs and determine if what you have in place still applies.  Are they still effective?  Are they well communicated?  Are all leaders (directors, managers, supervisors) aware of the programs?  Decide as a leadership team if this is something you value.  If it is, then all leaders at all levels must be held accountable for taking the time to recognize employees for the work they do.  It must be part of the performance expectation.

For more information on how to accelerate Organizational Change and transformation please visit us online at www.emergeinternational.com

Related to Fundamental Human Requirement – Recognition

• Employee retention programs
• How to Identify What Motivates Your Employees
• Employee retention ideas

The post Fundamental Human Requirement – Recognition appeared first on BC Jobs Blog.

• Setting high expectations for themselves and their employees
• Having the self-confidence to help employees achieve those expectations
• Linking employees’ performance with recognition they receive
• Being creative relative to the modes of recognition
• Modeling a positive and hopeful outcome

Effective leaders tend not to give up on their people because they recognize doing so leads to them giving up on themselves. Through their belief system in people they set up the self-fulfilling prophecy that all employees no matter what role they play they can achieve extraordinary results. (pawnandjewelry.com) They see how constant feedback and recognition help employees celebrate the small wins. In doing so employees feel proud of their accomplishments and desire to be the best they can be! They can then see the value in what they do. There is no better way to build commitment to action then to take the time to honor and recognize accomplishments and successes.

According to the Hudson Employment Index, workers still consider a competitive pay and benefits package to be indispensable, but employers need to offer more than that to keep employees satisfied and on the job. Nearly all of the employees surveyed (96 percent) rated a fair salary as very or somewhat important and 93 percent said the same for benefits. However, when relationships with their boss are less than optimal and when they do not feel valued or recognized for what they do, they are more than likely to look for a new job than when their salary and benefits are poor. Intangible factors are becoming more important to employees. They require having a purpose and to this end a new phrase is being introduced to the workplace. Employees are now being called ‘purpose partners’ a phrase coined by Jack Lannom author of People First. In his book Jack talks about the importance of honoring the human spirit.

Employees are looking to be part of something. They are looking for a deep connection since many identify who they are by what they do. Often times their jobs define whom they are and if they do not feel a sense of pride as it relates to what they do; and, if they are not recognized for their contributions, they will begin to question their worth and their purpose. As organizations have a purpose/mission, so do individuals and when those two things are in alignment, balance is achieved and everyone benefits. Employees know when they come into work everyday they are making a difference. They are totally connected, focused and engaged. When this happens energy levels are high, communication is clear and frequent, and employees want to stay.

Employees become energized and engaged when they know they are part of something exciting and meaningful. They want to know they have made a difference and have added value. When this occurs their creative energies will flourish and you will be able to achieve extraordinary results.

New research on organization climate shows a powerful link between feelings and performance. Assessing customer service, productivity, and retention, finds 57.7% of the difference between low and high performance is predicted by five climate factors. One of those key factors is recognition. In high performing cultures recognition means more than money, and employees are appreciated in many different ways. According to the latest research, nearly nine out of ten companies offer some sort of recognition program for employees from informal programs (a simple thank you) to formal programs (such as service recognition or above and beyond performance programs). Companies are using everything from plaques to vacation packages, merchandise to spa certificates as a way to say ‘nice job’. No matter what you have chosen as your way of recognizing employees ensure the intent behind it is pure. In other words, don’t just go through the motions. Let employees know you really care and really do appreciate what they do.

As you consider your organization, take the time to review your recognition practices (if it has been a while since you’ve done that). Ask yourself these questions. What is the intent of our recognition programs? Are they being practiced across the entire organization? Is everyone being recognized or just a chosen few? Do our programs include both informal and formal practices

Other steps to consider are:

* Identify if there are healthy practices (informal and formal) going on in areas of your organization. Are there leaders who are recognizing their employees; and, if so, what are they doing? Share these approaches with other leaders in the organization via focus groups, staff meetings and/or management newsletters.
* Determine if you have formal guidelines that govern how employees are recognized.  If so, have they been reviewed recently?  If not, take the time to review your current practices, define the intent of your programs and determine if what you have in place still applies.  Are they still effective?  Are they well communicated?  Are all leaders (directors, managers, supervisors) aware of the programs?  Decide as a leadership team if this is something you value.  If it is, then all leaders at all levels must be held accountable for taking the time to recognize employees for the work they do.  It must be part of the performance expectation.

For more information on how to accelerate Organizational Change and transformation please visit us online at www.emergeinternational.com

Related to Fundamental Human Requirement – Recognition

• Employee retention programs
• How to Identify What Motivates Your Employees
• Employee retention ideas

The post Give Staff the Training They Really Need appeared first on BC Jobs Blog.

We know the statistics on the boomer exodus and we have read umpteen articles on the quirky yet powerful Gen Y population. Now we are tasked with creating an employment brand that will appeal to all. While Kermit the Frog may have coined the phase “it aint easy being green”, companies across the globe are leveraging and positioning “green” to make green – as in money. Corporate giants like Honda, Starbucks, Goldman Sachs and GE are using green as the next poster child to attract media attention and boost recruitment and retention efforts.

If you don’t think “going green” is making headlines, think again. Al Gore won an Oscar for “An Inconvenient Truth”. Live Earth concerts have swept the globe. So we’re hearing a lot about it, but what does “going green” even mean? Most are in agreement that going green means lessening a company’s environmental footprint.

We all expect companies like Whole Foods, Patagonia, Ben & Jerry’s, and Timberland to be leading the green brigade. They have a market presence that appeals to “tree huggers” and environmentalists. We also assume that their consumer brand is congruent with their employment brand. What they are saying in their external marketing should match their internal marketing.  So, let’s take a look:

Timberland:
Our mission is to equip people to make a difference in their world. We do this by creating outstanding products and by trying to make a difference in the communities where we live and work.

Places like this are usually for talking about the year some company was founded, how many people it employs, and why the particular kind of thing it makes is without a doubt the best in the universe.

If you’re looking for history, check out our timeline. If you want to know what Timberland is about, keep reading.

We’re a big company made up of a lot of small parts and incredibly talented people. We make boots, shoes, clothes and gear that are comfortable enough to wear all day and rugged enough for all year. We don’t rest on our accomplishments. If we did, we’d only have ever made one waterproof leather boot.

Our place in this world is bigger than the things we put in it. So we volunteer in our communities. Making new products goes hand in hand with making things better. That means reducing our carbon footprint and being as environmentally responsible as we can.
We love every minute we spend outdoors, and we work hard to create things that make that experience better in every way.

So far, so good…

Whole Foods:
Founded in 1980 as one small store in Austin, Texas, Whole Foods Market® is now the world’s leading retailer of natural and organic foods, with 196 stores in North America and the United Kingdom. To date Whole Foods Market remains uniquely mission driven: We’re highly selective about what we sell, dedicated to stringent Quality Standards, and committed to sustainable agriculture.

We believe in a virtuous circle entwining the food chain, human beings and Mother Earth: each is reliant upon the others through a beautiful and delicate symbiosis.

Whole People
We recruit the best people we can to become part of our team. We empower them to make their own decisions, creating a respectful workplace where people are treated fairly and are highly motivated to succeed. We look for people who are passionate about food. Our team members are also well-rounded human beings. They play a critical role in helping build the store into a profitable and beneficial part of its community.

Whole Planet
We believe companies, like individuals, must assume their share of responsibility as tenants of Planet Earth. On a global basis we actively support organic farming — the best method for promoting sustainable agriculture and protecting the environment and the farm workers. On a local basis, we are actively involved in our communities by supporting food banks, sponsoring neighborhood events, compensating our team members for community service work, and contributing at least five percent of total net profits to not-for-profit organizations.

In the context of employment branding, green information such as this, positioned appropriately on the company website, or in a recruitment video, can be a significant differentiator for a company that’s interested in attracting the “younger generation”.
Yet many companies who have done an outstanding job of going green have yet to leverage it on their company career site. Vancouver City Savings Credit Union was the first North American-based financial institution to be carbon neutral. Being carbon neutral is a significant energy and “green saving” — as in money. It is published that their goal, which the Vancity Group, including Citizens Bank of Canada, voluntarily set in 2006 for 2010, was achieved early through a rigorous emissions reduction program focusing on energy use, staff travel, paper consumption and waste. Over the last 10 years, Vancity cut its energy use by 50 per cent, incidents of staff commuting to work by driving alone by 13 per cent, and its paper consumption by 30 per cent saving well over $2 million in energy costs alone. This is GREAT! I would be very attracted to be a part of this organization. So why are they not leveraging this?

Studies have shown that many Gen Y and college grads are concerned, or at least conscious, about how their behavior impacts the environment. What they consume, how it’s packaged, what they drive and where they live are conscious choices that are made every day. As you can imagine, whom they work for also plays into these decisions.
If you really want to attract this population or portion of the workforce, it may be time to play an old Muppets rerun and think about our friend Kermit the Frog. Positioning your company as “going green” can and will enhance your recruitment efforts. But remember the flip side; it can also repel.

Companies that do not give consideration to being green, or just provide “green washing” lip service may be passed over by potential candidates that do not wish to be associated with that organization. We see it every day; employees are searching for an authentic work experience where their personal values are in alignment with the organizational values. This also applies to retention. Organizations that are not implementing environmental policies or changing the way they are doing business may lose current employees to some other company that might be offering incentives like subsidies for employees buying hybrid cars, on-site farmers’ markets, use of green fuels and solar power – just some of the latest trends in going green.

It all comes down to sustainability. Companies must integrate into the environment, not vise versa to be successful in the ability to attract, retain and repel candidates in order to increase the ROI of recruitment and retention efforts.

Related to employment branding
•    Being an employer of choice
•    Employee retention programs
•    Focus groups: 7 steps to defining your unique employment brand

The post Going green to enhance your employment branding efforts appeared first on BC Jobs Blog.