We survived!
Yes, if you are reading this article then you, along with many others survived the COVID-19 pandemic. What a journey we have been on. In the past two years, the complexity of recruitment and retention has affected every business and industry. The concepts of working from home, hybrid models, freelancing, and part-time opportunities have created staffing challenges for us all. We have seen tenured employees with over 30 years of experience resign and accept positions where they feel they will have a better work-life balance, we have seen employees change careers, and we have seen a huge culture shift with engagement in the workplace. Even now, employers continue to have challenges with recruitment and retention of employees.
A 2021 study noted that two-thirds of US employers struggle to find an experienced workforce. We begin to question many things, but employers need a comprehensive strategy adapted to today’s challenging recruitment issues. Most companies are doing the same thing, expecting different results.
A local coal mine in southern Illinois took recruitment and retention to a totally different level. Their least productive day was Friday. They were experiencing multiple call-ins from employees, which significantly affected their productivity and production of coal. They implemented a strategy in January 2023 and the strategy continues today.
All employees were incentivized for showing up for work on Friday with 20 gallons of free gasoline. The only parameter was no more than 20 gallons of gasoline every Friday. The gasoline could be diesel or regular, or a mixture of the two. The employees could fill up their vehicle each Friday or even bring gasoline cans from home to obtain their reward. Those who filled up gasoline cans used it for their lawn mower, another car, a tractor, there were no stipulations.
The results? Well, you guessed it, attendance increased by over 85% on Friday. This is a great example of how the pandemic has forced every workforce to redefine, rebrand and renew their processes.
Here are some other opportunities to consider:
Recruitment
Being in the workforce for over 25 years, I had a tendency to review applications and resumes the same way I have always reviewed applications. First, I look at an applicant’s work history. If they have a list of multiple jobs, only holding the job for one to two years, I immediately put the application in the “red-flag” pile. I begin to question and ask the “why.” Why are they job hopping? Why has the applicant had four different positions in the last five years? Why can the applicant not keep a job? I learned very quickly that I am not reviewing applicants from my generation. I am reviewing applicants who have always had access to technology, information, and data. I have to remind myself that this new generation of employees do not think like we do. The new generation is looking for remote recruitment, which expands the talent pool and employee diversity. However, there are so many challenges when identifying candidates who fit the company culture, management mindset and work processes. It has been extremely hard to transfer work to the remote landscape. Employees want to be a part of the company culture, but they want opportunities to pick and choose when and where they work to ensure a better work-life balance. It has been eye-opening to see what motivates the younger generation.
Here are a few key takeaways I have learned over the course of the pandemic:
1. Define the type of candidate you want to hire.
What skills are required?
Make sure to distinguish between must-haves and “bonus points” if the candidate has soft skills and technical skills. Make sure to strike a balance for the perfect candidate
2. Create a job that not only works but is appealing to an applicant.
Define the expectations, but also create some flexibility allowing remote work or even a hybrid remote work model. Be sure to share the company benefits, the salary range and summarize the job roles and responsibilities.
3. Embrace the reputation and branding of the employer.
Employees like to see data. Outline what differentiates you from your competitors and share the mission and values of the company. In order to support the branding efforts, make sure you have a suitable platform for recruiting, such as Indeed, Glassdoor, or LinkedIn. This may present your company to a broader audience
4. Provide timely feedback to applicants.
94% of applicants expect feedback when applying. Most organizations have progressed to many artificial intelligence platforms that review initial applicants and provide feedback.
Retention
As you consider retention of employees, there are several key strategies to keep employees engaged, where they feel a sense of belonging to the team.
1. Onboarding of new employees is extremely important.
What does your onboarding process look like?
Companies with formal onboarding programs retain 91% of first-year employees, while those that do not retain just 50%.
2. Provide a road map for success.
Employees need to know what success in their new role looks like. How do they know when they are successful? Have you provided targets and goals for employees? Employees need direction and continuous feedback to ensure they are meeting or exceeding goals. 23% of people who leave a job within the first six months said, “receiving clear guidelines” would have promoted them to stay.
3. Communicate with employees often.
Schedule 30, 60 and 90 day reviews in their introductory period. Most companies like to meet annually to discuss benefits and pay, but is annual enough? Employees need timely feedback and at a minimum, meeting quarterly to review progress, goals and discuss any challenges or company “wins” is necessary in order to keep employees engaged.
4. Create a culture and an environment that fosters good relationships.
60% of people say coworkers improve their work environment the most, even more than their interest in their work. Planning work outings, such as happy hour at a local restaurant, or attending a local event like a game, concert or community outing is a great way to build relationships. Other opportunities to consider would include designing your workplace that supports gathering areas, such a sofas or comfy chairs, where employees can relax and take time away from their workspace to think, reflect and converse with others.
Recruitment and retention will always be challenging for employers. It is a never ending battle. Companies need to keep their strategies as simple as possible and do things they may have never tried before. What works for one company may not work for another company. A local coal industry implemented “free gasoline” with significant results. So, ask yourself, what incentives have you put into place? Are you doing the same things, expecting different results? Coal keeps the lights on, what keeps your light in the workforce on?
Here are some other resources for staffing your occupational health center. NAOHP’s staffing manual and JOB DESCRIPTIONS FOR OCCUPATIONAL HEALTH
