Rest and Lunch Break Laws in Every US State (2024)Employee meal and rest break rights depend on their own laws according to their state. Meal, rest and minor breaks are detailed below for states of Alabama, Alaska, California….
Summary
Federal law does not require meal or rest breaks. – More
Some states have laws requiring meal and rest breaks – failing to comply can result in severe fines and even lawsuits.
Employers can reduce their risk exposure by automatically scheduling meal breaks and recording them on timesheets with the right software. – More
When it comes to rest and lunch breaks, it’s easy for managers to assume that a few minutes here and there won’t make a difference.
However, this is simply not the case. We’ve seen break-rule violations result in costly lawsuits over the past several years.
In April of 2022, an Oregon healthcare facility filed a lawsuit with the federal court system to overturn the state’s detailed meal and rest break rules. It’s an attempt to get out of nearly $100 million in fines due to persistent violations of employee meal and rest break rights dating all the way back to 2015.
What’s confusing is that if this healthcare facility was in a different state, say Arkansas, these violations and fines would not exist.
Federal guidance on the subject of lunch breaks is slim to none – but state laws concerning paid and unpaid breaks vary.
It’s important to understand what state-specific rules do and do not apply to your business. While these rules can be convoluted, it is actually quite easy to comply these days with the right scheduling software in place.
Federal break laws
No federal law requires companies to offer breaks during work hours for meals or any other purpose.
However, according to the U.S. Department of Labor, federal law says that if a company chooses to allow break periods, any break under 20 minutes should be paid, and any over 30 minutes can be unpaid and classified as “off-the-clock.”
So, in essence, the federal government leaves it up to the employer. Rest breaks (under 20 minutes) are paid, and meal breaks (over 30 minutes) are unpaid. If a state has no laws regarding breaks, these federal standards automatically apply.
State break laws
It is up to the states to choose their own lunch and rest break laws. Some states default to the federal policy, while others have their own set of specific regulations to follow.
All meal and rest break laws only apply to non-exempt employees. For exempt employees receiving over $23,000 annually, breaks are at the employer’s discretion.
Find your state below and click on it to see its rest and lunch break rules:
Alabama
Alaska
Arizona
Arkansas
California
Colorado
Connecticut
Delaware
Florida
Georgia
Hawaii
Idaho
Illinois
Indiana
Iowa
Kansas
Kentucky
Louisiana
Maine
Maryland
Massachusetts
Michigan
Minnesota
Mississippi
Missouri
Montana
Nebraska
Nevada
New Hampshire
New Jersey
New Mexico
New York
North Carolina
North Dakota
Ohio
Oklahoma
Oregon
Pennsylvania
Rhode Island
South Carolina
South Dakota
Tennessee
Texas
Utah
Vermont
Virginia
Washington
West Virginia
Wisconsin
Wyoming
Alabama
Meal Break: None
Rest Break: None
Minor Break:14-15-year-old employees who work more than 5 continuous hours get a 30-minute break.
Alabama defaults to federal law regarding breaks for workers aged 16+. If an employer chooses to provide a break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Alaska
Meal Break: None
Rest Break: None
Minor Break: Minors ages 14-17 who work 5+ consecutive hours get a 30-minute break.
Alaska defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Arizona
Meal Break: None
Rest Break: None
Minor Break: None
Arizona defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Arkansas
Meal Break: None
Rest Break: None
Minor Break: None
Arkansas defaults to federal law regarding breaks for workers of all ages. If an employer chooses to provide a break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than this do not need to be paid as long as the employee is completely relieved of all duties.
The state does have a special lactation break law. Employers must provide reasonable unpaid break time to employees who are lactating. These breaks must be taken in a private place close to their work area (not a bathroom stall).
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California
Meal Break:
Employees get a 30-minute paid meal break during a shift that is longer than five consecutive hours. If the employee is relieved of regular work duties and can leave the premises during their break, the break goes unpaid. But if these requirements are not met, the break must be paid at the regular rate of pay.
An employee may also waive their lunch break upon mutual consent with management if a workday will be completed in six hours or fewer.
If a work shift is longer than 10 hours, a second 30-minute rest break must be provided. If a total of 12 hours or fewer are worked in a day, this second meal break may be waived, but only if the first meal period was not waived. Employees who work longer than 15 hours get an additional third 30-minute break. If they work longer than 20 hours, they get a fourth 30-minute break.
If an employer fails to provide an employee a meal break during a shift, they owe the employee one extra hour of pay at the employee’s regular rate.
Rest Break:
Employees get a 10-minute paid rest break every 4 hours. A 10-minute break is not required for work time totaling less than three and a half hours.
Employees working in extreme weather conditions must also be provided with a five-minute “recovery period” in a protected environment in addition to their meal and rest break.
For every day an employee is forced to work through one or more of their rest breaks, their employer must pay them one additional hour of wages at the regular rate.
Minor Break: N/A
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Colorado
Meal Break:30minutes for employees who work 5+ hours. If the break is “duty-free” it goes unpaid. However, if a “duty-free” meal is not possible, the employee may take an “on-duty” meal, in which case the employee must be paid.
Rest Break:10minutes paid per 4 hours worked only for employees in the retail, food and beverage, commercial support, health, and medical industries.
Minor Break: N/A
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Connecticut
Meal Break: 30 minutes for non-exempt employees who work at least 7.5 hours. Employers are exempt from this requirement only if:
Complying endangers public safety
The duties of the position can only be done by one employee
Fewer than five employees are working a shift in a particular location
Operations require employees to be available to respond to urgent conditions
Rest Break: None
Minor Break: N/A
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Delaware
Meal Break: Unpaid 30 minutes for employees 18+ who work at least 7.5 hours. Meal breaks must be given sometime after the first two hours of work and before the last two hours of work. Employers are exempt from this requirement only if:
Complying endangers public safety
The duties of the position can only be done by one employee
Fewer than five employees are working a shift in a particular location
Operations require employees to be available to respond to urgent conditions
There exists a collective bargaining agreement that provides otherwise
The employee is employed by a local school board to work directly with children
Rest Break: None
Minor Break: 30 minutes for employees under 18 for every 5 consecutive hours of work.
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Florida
Meal Break: None
Rest Break: None
Minor Break: 30 minutes for employees under 18 who work more than 4 hours.
Florida defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Georgia
Meal Break: None
Rest Break: None
Minor Break: None
Georgia defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Hawaii
Meal Break: None
Rest Break: None
Minor Break: 30 minutes for 14 and 15-year-old employees who work five consecutive hours
Hawaii defaults to federal law regarding breaks for workers aged 16 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Idaho
Meal Break: None
Rest Break: None
Minor Break: None
Hawaii defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Illinois
Meal Break: At least 20 minutes unpaid for employees who work 7.5+ continuous hours. Must be given no later than five hours after beginning work.
Rest Break: None
Minor Break: At least 30 minutes for employees under 16 who work 5+ hours.
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Indiana
Meal Break: None
Rest Break: None
Minor Break:1-2 breaks totaling 30 minutes for employees under 18 who work at least six consecutive hours.
Indiana defaults to federal law regarding breaks for workers aged 18+. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Iowa
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for employees under the age of 16 who work 5+ consecutive hours.
Iowa defaults to federal law regarding breaks for workers aged 16 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Kansas
Meal Break: None
Rest Break: None
Minor Break: None
Kansas defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Kentucky
Meal Break: Reasonable unpaid break period (typically 20-30 minutes long) after the third and before the fifth hour of work for employees who work 5+ consecutive hours.
Rest Break: 10 minutes after every 4 hours of work.
Minor Break: N/A
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Louisiana
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes unpaid for employees under 18 who work five consecutive hours
Louisiana defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Maine
Meal Break: None
Rest Break: At least 30 minutes unpaid for all employees who work 6+ hours, but only if there are three or more people on duty.
Minor Break: N/A
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Maryland
Meal Break: None for the majority of employees. However, under the Healthy Retail Employee Act, retail organizations with 50+ staff operating for 20+ calendar weeks must give employees a 30-minute meal break if they work a shift that is longer than six hours.
Rest Break: Under the Healthy Retail Employee Act, certain retail employees are entitled to 15-minute breaks when they work shifts that last 4-6 hours. Employees who work for 8+ hours receive an additional 15-minute break for every additional four hours worked.
Minor Break: 30 minutes for employees under 18 for every five consecutive hours of work.
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Massachusetts
Meal Break: 30 minutes unpaid for employees who work 6+ hours, excluding those in factory and mechanical establishments.
Rest Break: None
Minor Break: N/A
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Michigan
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for employees under 18 if they work more than 5 consecutive hours.
Michigan defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Minnesota
Meal Break: Sufficient unpaid time to eat a meal for employees who work 8+ hours. Must be paid if less than 20 minutes.
Rest Break: Sufficient time to use the restroom every 4 hours.
Minor Break: N/A
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Mississippi
Meal Break: None
Rest Break: None
Minor Break: None
Mississippi defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Missouri
Meal Break: None
Rest Break: None
Minor Break: None
Missouri defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Montana
Meal Break: None
Rest Break: None
Minor Break: None
Montana defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Nebraska
Meal Break: None
Rest Break: At least 30 minutes per 8-hour shift for assembling plant, workshop, or mechanical establishment employees.
Minor Break: None
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Nevada
Meal Break: At least 30 minutes for employees working 8+ continuous hours.
Rest Break: At least 10 minutes paid every 4 hours. This break is not typically required if an employee’s total work time is less than three and a half hours.
Minor Break: N/A
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New Hampshire
Meal Break: 30 minutes for employees who work 5+ consecutive hours.
Rest Break: None
Minor Break: N/A
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New Jersey
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for employees under 18 who work 5+ hours.
New Jersey defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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New Mexico
Meal Break: None
Rest Break: None
Minor Break: None
New Mexico defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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New York
Meal Break:30minutes for employees who work 6+ hours between 11 am and 2 pm. 45 minutes for employees midway through a 6+ hour shift that starts between 1 pm and 6 am. An additional 20 minutes between 5 pm and 7 pm for those working a shift starting before 11 am and continuing after 7 pm.
Different rules apply to factory workers. They get a 1-hour lunch period anywhere between 11 am and 2 pm for 6+ hour shifts or a 60-minute break midway through a shift of more than 6 hours that starts between 1 pm and 6 am.
Rest Break: 24 consecutive hours per week
Minor Break: N/A
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North Carolina
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for employees under 16 who work 5+ hour shifts.
North Carolina defaults to federal law regarding breaks for workers aged 16+. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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North Dakota
Meal Break: 30 minutes unpaid for employees who work 5+ hours when two or more employees are on duty.
Rest Break: None
Minor Break: N/A
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Ohio
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes unpaid for employees under 18 working five consecutive hours or more.
Ohio defaults to federal law regarding breaks for workers aged 18+. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Oklahoma
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for every 5 hours worked and 1 hour for every 8 hours worked for employees under 16.
Oklahoma defaults to federal law regarding breaks for workers aged 16 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Oregon
Meal Break: At least 30 minutes, unpaid, uninterrupted, and relieved of all duties, must be provided per 6 hours worked. No meal break is required for shifts under 6 hours.
6-14 hours: 1 break
14-22 hours: 2 breaks
22-24 hours: 3 breaks
Rest Break: 10 minutes paid based on hours worked.
2-6 hours: 1 break
6-10 hours: 2 breaks
10-14 hours: 3 breaks
14-18 hours: 4 breaks
18-22 hours: 5 breaks
22-24 hours: 6 breaks
Minor Break: Workers under 18 receive the same meal breaks as adults; however, it is required that they get 15-minute rest breaks rather than 10-minute breaks.
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Pennsylvania
Meal Break: None
Rest Break: None
Minor Break: 30 minutes per 5 hours for workers under 18 years of age.
Pennsylvania defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Rhode Island
Meal Break: 20 minutes for employees who work 6 hours and 30 minutes for employees who work 8+ hours. The break may be unpaid if the employee is relieved of all duties.
Rest Break: None
Minor Break: N/A
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South Carolina
Meal Break: None
Rest Break: None
Minor Break: None
South Carolina defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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South Dakota
Meal Break: None
Rest Break: None
Minor Break: None
South Dakota defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Tennessee
Meal Break: At least 30 minutes for employees who work 6+ hours
Rest Break: None
Minor Break: N/A
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Texas
Meal Break: None
Rest Break: None
Minor Break: None
Texas defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Utah
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for lunch no later than 5 hours into the workday for employees under 18. They must also be given a 10-minute rest break for every 4 hours worked and cannot work 3+ consecutive hours without a 10-minute break.
Utah defaults to federal law regarding breaks for workers aged 18 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Vermont
Meal Break: Employees must have a “reasonable opportunity” to eat and use the restroom. This opportunity must be paid if it is less than 20 minutes.
Rest Break: None
Minor Break: N/A
Vermont has a special lactation break law requiring employers to provide reasonable break time throughout the day to employees who are lactating. It is left to the employer’s discretion whether these breaks are paid or unpaid unless denoted by a collective bargaining agreement.
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Virginia
Meal Break: None
Rest Break: None
Minor Break: At least 30 minutes for employees under 16 who work 5+ consecutive hours.
Virginia defaults to federal law regarding breaks for workers aged 16 and over. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Washington
Meal Break:30minutes for every 5 consecutive hours worked, given not less than 2 hours nor more than 5 hours from the beginning of a shift (excludes agricultural employees). 30 additional minutes for employees who work at least 3 hours past the time they normally end their shift. Unpaid if the employee is completely free of duties.
Rest Break: At least 10 minutes for every 4 hours worked.
Minor Break: 14 and 15-year-old employees must have a 30-minute meal break before working 4 consecutive hours. A 30-minute meal break is required for employees ages 16 and 17 no less than 2 hours but no more than 5 hours from the beginning of their shift.
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West Virginia
Meal Break: 20 minutes for employees who work 6+ hours.
Rest Break: None
Minor Break: At least 30 minutes if scheduled to work over 5 hours.
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Wisconsin
Meal Break: None
Rest Break: None
Minor Break: 30 minutes duty-free for employees under 18 working 6+ consecutive hours. 16 and 17-year-olds must have 8 hours of rest between shifts if scheduled after 8 pm.
Wisconsin defaults to federal law regarding breaks for workers aged 18+. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid as long as the employee is completely relieved of all duties.
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Wyoming
Meal Break: None
Rest Break: None
Minor Break: None
Wyoming defaults to federal law regarding breaks for all workers. If an employer chooses to provide a meal break, it must be paid only if it lasts less than 20 minutes. Breaks lasting longer than 30 minutes are classified as meal periods and do not need to be paid, as long as the employee is completely relieved of all duties.
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Meal vs. rest breaks
The main difference between a meal and a rest break is often its length. The typical meal break is 20-30 minutes and must be taken around midday, while a rest break is usually anywhere between 10-15 minutes and occurs at regular intervals throughout a shift.
As with lunch breaks, no federal labor law requires short breaks at work. Only 11 states have local laws requiring employers to offer rest periods during work hours, and these short breaks almost always come in addition to a meal break. For instance, Colorado requires a 30-minute meal break for 5+ hour shifts and a 10-minute break for every four hours of work.
Sometimes, however, it’s all just semantics.
Take Maine, for example. The Pine Tree State is the only one of these 11 states that does not have a “meal break” per see, but it does have a rest break, requiring 30 minutes for work periods of over six hours. Technically, it’s not a meal break, just a rest break, but you and I both know it’s used for lunch.
Minors and break laws
State laws typically afford minors more break leniency than adult employees. While most state meal break rules for adults automatically cover minors, some states have specific standards for those under 18. Delaware, for example, gives adults a 30-minute break for seven and a half hours worked while giving those under 18 the same break time for only five hours worked.
Some states with no adult lunch or rest break rules have unique break laws for minors. For instance, Louisiana and Michigan require employers to give 30-minute breaks to employees under 18 for shifts longer than five consecutive hours. However, In Hawaii, this same rule applies only to 14 and 15-year-olds.
Managing rest and meal breaks
If your state has specific rest break requirements, it’s essential that management understands them and takes appropriate action to uphold them. This, of course, is sometimes easier said than done.
Without the right protocols and tools in place, tracking breaks can be tough, especially in complicated states like California, Oregon, and New York. Luckily, there are many ways to automate the workload.
An online employee scheduling and time tracking platform like Workforce.com handles all break and employment law compliance for you, meaning staff will never miss breaks, and your business will never be penalized. Here are a few specific ways the cloud-based system helps you plan lunch breaks and calculate compensation accurately:
Auto-schedule compliant breaks
Workforce.com’s scheduling allows managers to automatically apply compliant meal and rest breaks to employee schedules according to local state laws. Employees can easily view these breaks from their phones, knowing exactly when to work and rest.
Capture break clock-out data
Via a time clock app, staff can temporarily clock out for breaks, and then clock back in once their break is over. This granular time clock data helps managers easily pinpoint non-compliant break times on timesheets.
Utilize time clock questions
Managers can create conditional questions that appear whenever an employee clocks out of a shift. These questions may ask things like “Did you waive your break?” or “Did you take your break?” depending on the length of the shift. Answers will automatically add all necessary premiums and allowances to timesheets, ensuring employees are always paid accurately.
Track breaks in real-time
With a live time clock feed, managers can see who’s working, who’s not, and who’s on break – all in one place and in real-time. This frontline visibility helps managers respond more quickly to lunch break non-compliance.
Manage break rules across state lines
Workforce.com has robust team and location functionality, letting you set up multiple locations on the platform. Break rules at each location can be configured according to local state laws, ensuring chains stay organized no matter where they are in the country.
Support staff and protect your business with better breaks
There are two key things managers can do right now to ensure their business stays on the right side of the law. One is to understand and adhere to whatever legislation applies in your state. The other is to be clear about what breaks are allowed, encourage staff to use them, and ensure they are accurately recorded.
Doing all of this manually is a huge task and is prone to human error. Use employee scheduling software instead to automate how breaks are administered. Pair it with a time and attendance system to log hours and wages accurately so you’ll never have to search old time cards and spreadsheets for the needed data. Sound intriguing? Get in touch with us today, let’s talk about it.
But getting break times right doesn’t just reduce your risk exposure – it also makes for happier employees.
Shift workers deserve their breaks. Routinely taking time during a shift to eat, rest, and recharge always helps productivity and, most importantly, mental health.
SOURCE Workforce
资讯
2024年01月21日
资讯
How to Learn More About Labor Relations
There’s a lot of talk about labor relations (i.e., union activity) in today’s news. While we’re reading about it more, the actual number of American workers that belong to unions is relatively small. According to the Bureau of Labor Statistics, it’s 10.1% and only 6% in the private sector. So, it’s not unusual that individuals might not have much labor relations experience. That’s what today’s reader note is all about.
"I am looking for some direction. I love your emails and share them with my peers.
Can you suggest any online blog, certificate program, or course I can take that would help me interpret union contracts more effectively? I am struggling to understand the grey area of the language sometimes. What I interpret the language as saying is different than the original intent of the language and I get stuck. Any help or direction you could give would be great. Have a great day!"
When it comes to labor relations, one of the first things that individuals need to know is what legislation governs your industry. For instance, many organizations are governed by the National Labor Relations Act (NLRA). But some industries – like transportation – are governed by the Railway Labor Act. And if you’re in the public sector, the rules are different as well. So, understanding the rules is step one.
While I have some labor relations experience, I know someone who is a specialist in this area and thankfully, when I asked if he would share his expertise, he said “yes”. Michael VanDervort is a staff member with the Labor Relations Institute (LRI) in Tulsa Oklahoma. In his role, Michael specializes in creating thriving workplaces driven by positive associate relations. Before joining LRI, Michael worked in labor relations for Publix Super Markets and was executive director of CUE Inc., a non-profit, member-run organization dedicated to assisting companies in the creation and maintenance of positive working environments. Michael and I have known each other for years. We met as volunteer leaders with the Society of Human Resources Management (SHRM) and HR Florida.
Michael, thanks for much for being here. Can you share with readers how you got started in labor relations?
[VanDervort] I grew up in Michigan at a time when the state was the center of the universe when it came to the auto industry and manufacturing, especially the UAW (United Auto Workers). My dad was a manufacturing supervisor at that time and would come home with paperwork that included lists of grievances that had been filed by employees, and he would have to write responses. I guess I was an HR nerd even then because I remember reading the complaints and saying,‘But why….??’ about all kinds of work-related complaints.
When I graduated with my bachelor’s, I originally planned to go to law school, but I decided to take a year off to earn some cash. I applied for and got hired into a job with the U.S. Postal Service as a letter carrier, and I joined the National Association of Letter Carriers Union (NALC). I became a union member, realized how bad the relationship between craft workers and postal management was, and started asking,‘But why…？’ again. I became active with the union, winding up as an elected official, but I knew I could do more.
A few years later, I applied to graduate school for my master’s in labor and industrial relations. I switched to the management side 35 years ago because that’s where you can make the most difference, and I have been doing this work ever since and still love it.
Before we start talking about the reader note, I want to ask about non-union environments. Why should HR professionals in non-union environments learn about labor relations?
[VanDervort] If you manage in a non-union environment, you have a blank slate for establishing a thriving workplace culture. If you do this well, your people will never need a union. That’s the first reason.
The second is that even though it may seem remote and esoteric to non-union practitioners, the National Labor Relations Board (NLRB) is an influential agency with jurisdiction over many crucial aspects of the workplace that apply to all employers, regardless of union status. Any employee, including non-union employees covered by the NLRA, can file an unfair labor practice (ULP) charge with the NLRB and bring the Board to your front door. Most of these charges would be related to protected concerted activity for things like complaining about unfair treatment, being disciplined, or fired for sharing company information, or handbook policy violations.
The reader expressed interest in building their labor relations knowledge. If someone wants to learn more about the area of labor relations, can you name a handful of low-cost / no-cost resources?
[VanDervort] There are many newsletters and organizations that focus on labor relations in different ways, including professional organizations like:
CUE Inc., a community for positive employee relations
HR Policy Association
Society for Human Resource Management (SHRM)
Law firms also provide great resources with their blogs and newsletters.
Jackson Lewis
Littler Mendelson P.C.
Ogletree Deakins
And free blogs, newsletters, and podcasts abound.
Labor Relations Radio
Labor Union News
Projections Inc. and the ProjectHR podcast
Lastly, my own firm, the Labor Relations Institute, offers free resources and I do a podcast called Labor Relatedly, which I co-host with attorney Jon Hyman as part of the DriveThruHR show. I put out a LinkedIn newsletter called “Positive Employee Relations” several times a week that is a great resource for staying current on developments in the labor space.
And if I have some budget dollars, are there any labor relations educational programs that might be helpful?
[VanDervort] CUE offers some low-cost training like Labor Relations 101 and a periodic certification course in labor relations. They also offer two conferences yearly, which are great learning opportunities for those seeking to learn more about labor relations.
Michigan State University’s School of Human Resources & Labor Relations offers unique monthly courses and a certificate program for someone preparing for a leadership role in a unionized organization.
Cornell University also offers an online certification in labor relations.
This reader note talks about collective bargaining agreement (CBA) language. If an HR pro is trying to interpret the CBA, what should they do? Is there someone specific they should turn to for guidance?
[VanDervort] The first piece of advice I received about learning labor relations and contract interpretation was ‘read the labor agreement’. This is completely true. Everything starts with the labor agreement. From there, you have guidelines in precedent, past grievance settlements, bargaining notes from negotiations, and your internal/external labor attorneys to draw from. However, you need to build your own knowledge first because every conversation you have around grievances, arbitration, and work rules with a union representative derives from that CBA, so you need to know it inside out.
Last question. I’ve worked with some companies where labor relations were left up to lawyers and consultants. I’m not a lawyer or consultant bashing – they are invaluable, especially when employees might be considering union representation (i.e., organizing) and contract negotiations. How can an HR pro know when to call in outside expertise?
[VanDervort] It goes back to knowing the basics of labor law, what the current trends are in labor relations are, and how they might impact your employer.
If you are non-union, follow what the NLRB is doing policy-wise. They create policies every week that impact non-union workplaces significantly. You are not doing your job if you aren’t on top of these developments. Stay abreast of what labor unions are doing and what industries they focus on for organizing. If you get a surprise petition or ULP charge, you are going to be hard-pressed to respond.
If you are a union employer facing contract negotiations, ULPs, or even a strike, you must be prepared and have plans in place. These are the times when having a labor attorney or consultant in your contacts makes sense.
A huge thanks to Michael for sharing his experience and knowledge with us. Michael frequently speaks and writes about a wide variety of human resources topics, including labor and employee relations, positive workplace leadership, and social media. So, I hope you’ll check out all the resources he has provided.
One of the big takeaways for me in this conversation with Michael is there’s a place for labor relations in both union and non-union environments. And he’s absolutely right in saying that the NLRB is an influential agency. It’s worth your time to proactively understand what’s happening, not only for your own professional development but your company culture.
Image captured by Sharlyn Lauby while exploring the streets of Tampa, FL
SOURCE HR Bartender
资讯
2024年01月19日
资讯
AI in Hiring: How to Weigh the Tech’s Benefits Against its RisksKaren Boyle, senior vice president of human resources at the Graham Company, asks: Do the pros outweigh the cons when using AI in the hiring process? (Karen Boyle, SHRM - SCP, is senior vice president, human resources at the Graham Company.)
The demand for a strong workforce along with the competitive hiring landscape has put increased pressure on human resource executives. The average corporate position receives approximately 250 applications per job opening, according to Zippia.
HR professionals are tasked with narrowing down the pool of applicants, conducting an extensive interview process, and hiring talent that fits the culture and needs of their respective companies.
Artificial intelligence has been introduced as a way to improve efficiencies throughout that process, and many say they’ve already implemented the tech. Sixty-five percent of recruiters say they’re currently using AI in the recruitment process and 96% of senior HR professionals say they expect AI to greatly enhance the talent acquisition process, Zippia also reported. Those numbers speak for themselves.
As a HR executive, I have witnessed the benefits of what AI can do but I’m also cautious about the potential risks.
AI’s benefits
HR pros stand to gain benefits from AI in a number of ways, namely in interview prep, candidate vetting and overall time savings.
In terms of preparation, AI tools can be used to help HR craft appropriate questions for interview teams to ensure every interview is thoughtful. Interviewing doesn’t come naturally to everyone, so this step is critical in making sure employees are properly prepared and positioned for success. Among other things, AI can assist with strategic questions that go beyond typical prompts like,“tell me about yourself,” which are generic and often leave interviewees unsure where to begin. For example, at my company, we look for candidates who display traits of grit, tenacity and resilience. For us, being able to ask specific questions that demonstrate those traits is key. With adequate preparation throughout the hiring process, companies are more likely to secure the right talent. It’s also a two-way street: Interviewees want to know those they are being interviewed by are just as prepared as they are.
AI is similarly capable of streamlining the vetting process. When companies are hiring for multiple positions at one time, HR departments have limited bandwidth to properly review and vet candidates. By tapping into AI, the process is expedited and becomes more efficient for HR professionals. For instance, if a job listing requires certain industry expertise or a specific certification, AI can quickly identify the appropriate resumes that meet those requirements. This can help HR executives go from 250 applications to, let’s say,100. That makes the job exponentially faster and easier, as you have already weeded out those who would not qualify.
One common theme among those benefits? Time savings. Most hiring managers and recruiters who have used AI say it saves time in the talent acquisition process. Knowing how important time is, AI can certainly serve as a resource to let HR leaders execute their jobs more efficiently. This is especially important as HR executives spend several hours a day reviewing applications, vetting candidates and preparing interviewers for conversations. With AI, HR pros may have more time to focus on other important elements of the job.
AI’s risks
Despite AI’s ability to streamline hiring processes and ease HR’s workload, companies must also account for the risks. Just like with any technology, there are some concerns that cannot be ignored.
When considered for use in the hiring process, AI inherently loses some of the nuance that comes from the human element. The tech often functions based on algorithms and because of this, there exists the potential for entire groups of candidates to be disregarded. In a situation like this, an algorithm-based outcome could stunt the growth and promotion of a company’s diversity, equity and inclusion efforts. Additionally, some companies are using AI to conduct actual interviews, which fully eliminates the human approach to hiring, inhibiting the discovery of certain attributes in applicants like work ethic, dedication and drive.
An organization also must weigh the significant security risks that AI can pose. When using this technology, hiring managers working with personal data must be aware that some tools use any data entered to train the system. This can increase the risk for breaches in privacy. We’ve already seen troubling headlines of the security flaws of various AI tools. In fact, a major multinational appliance and consumer electronics company announced earlier this year that it would be banning employees from using AI tools after sensitive company information was leaked.
Finally, HR professionals need to be mindful of how AI can be used by potential candidates to manipulate resumes and skill sets to better position themselves for listed job qualifications. For example, a candidate can use AI to determine the best key words or phrases to use when applying for a specific position. Trying to combat this issue adds a challenging layer to the already complex and time-consuming hiring process. This further underscores how crucial the human element is to the hiring process, allowing HR leaders to identify inconsistencies between what is on a resume and what it said in an interview.
So, the question remains: Do the pros outweigh the cons when using AI in the hiring process? That is for each company to determine. For me, it’s about striking a balance and using the technology to serve as a complementary element.
SOURCE HRDIVE
资讯
2024年01月18日
资讯
沃尔玛将商店经理的平均薪资提高至 128,000 美元In a strategic move to attract and retain employees amid a tight labor market, Walmart, the world's largest retailer, has announced a significant salary increase for store managers from $117,000 to $128,000. Alongside the 9% raise, Walmart is revamping its managers' bonus program to emphasize store profits more prominently in annual bonus calculations. Cedric Clark, Executive Vice President of Walmart U.S. Store Operations, highlighted that bonuses could now reach up to 200% of the base salary if targets are met. This change comes after years without salary adjustments for managers and reflects Walmart's efforts to navigate the challenges of retaining staff in an evolving retail landscape.
沃尔玛公司表示，由于这家全球最大的零售商希望在紧张的劳动力环境中吸引和留住员工，商店经理的平均工资将从 117,000 美元上涨至 128,000 美元。
除了 9% 的加薪外，该公司还表示正在“重新设计”经理的奖金计划。沃尔玛在其网站上表示，商店利润将在计算年度奖金中发挥更大的作用。沃尔玛美国门店运营执行副总裁塞德里克·克拉克 (Cedric Clark)在帖子中表示，如果所有目标均实现，奖金现在可能高达经理基本工资的 200% 。
公司发言人表示，十多年来，沃尔玛没有对商店经理的薪酬进行任何调整。此前，商店销售额是决定奖金的主要因素，经理最多可以获得基本工资150%的奖金。
随着员工越来越多地面临不守规矩的顾客以及商店盗窃事件的增加，零售商一直在努力保留员工。
尽管近年来，随着员工竞争加剧，工资大幅上涨，但有迹象表明，雇主的影响力正在回归，至少对于某些职位而言是这样。去年，作为调整工资结构的一部分，沃尔玛降低了一些新员工的起薪。较低的税率影响了在线订单拣货员、货架库存员和其他新员工。
据该公司称，约 75% 的商店经理在沃尔玛开始时都是小时工。
资讯
2024年01月18日
资讯
3 Non-Obvious Ways to Advance Your HR CareerLet us take a look at 3 non-obvious ways to advance your HR career with William Taylor. (a VP at Workforce.com with 7 years of experience helping major companies develop better workforce management and HR practices)
Summary
Work in human resources on a small team at a small company. – More
Focus on strategy by automating administrative work. – More
Understand how HR impacts your company’s bottom line. – More
When it comes to most HR career advice, the conversation is often dominated by talks of SHRM vs. HRCI accreditation, postgraduate study opportunities, or job hopping to get ahead.
While these are all legitimate pathways to career growth, you’re probably already aware of them. They also lean further towards how to get a pay raise rather than how to become better at HR. So here are three ways you may not have thought about that can boost your HR expertise and advance your career.
1. Do HR at a smaller company
Running HR at a small company gives you the ability to take more ownership, see how every part of HR operates, and take part in more strategic initiatives.
This is often discouraged because many processes aren’t built out at smaller companies, but this is precisely why it’s a great opportunity. You get to be the one that builds out HR from the ground up.
What constitutes a small company is hard to define, but an excellent place to start is somewhere smaller than where you currently are. Other good rules of thumb are fewer than five people in the HR department or less than 1,000 total employees.
2. Give yourself time to work on strategic HR
Probably the biggest complaint about career advancement is that there isn’t time to work on strategic HR initiatives because HR is bogged down in busy work. This is a fair assessment. Some of the biggest culprits are collecting onboarding documentation, updating employee details, and fielding payroll queries.
Don’t accept this reactive approach to HR.
Get rid of the paper onboarding, let staff add their own availability and PTO, and allow them to access payroll details like their direct deposit information and electronic pay stubs.
By automating these processes, HR is no longer the middleman between front-line staff and an outdated HRIS. Instead, HR actually has time to pursue valuable strategic initiatives like employee retention and talent development.
3. Understand the commercials of your company
For most people, advancing their careers often involves promotions to more senior positions. While your technical HR skills help you on this journey, a firm understanding of how your company operates financially becomes probably the most essential tool in your toolbox as you develop seniority.
The most crucial part for HR is understanding budgets. Both overall and team budgets, as well as HR budget metrics, like labor spend, cost of employee turnover, etc. This will help you justify the value of HR initiatives and show their impact on the bottom line.
Secondly, you need to understand the business you’re in. Learn who your customers are, how your service or product solves their problems, and what role each team plays in that process. Doing so will help you make better decisions in HR, but it will also help to make other teams respect you.
Both of these are essential if you ever want to become a CHRO.
Next steps
You’re probably not going to be able to do everything listed. Moving to a smaller company is a big step, but eliminating busy work to free up time for strategic HR and understanding your company’s commercials are two steps you can begin immediately.
Schedule, engage, and pay your staff in one system with Workforce.com.
SOURCE Workforce
资讯
2024年01月17日
资讯
Top 7 Recruitment Strategies for 2024Hear from the HR leaders delivering breakthrough experiences for their people and get the latest insights and advice from our team of XM Scientists. Nicole Parish and Ruth D'Alessandro working at Qualitrics for many years are introducing us the top 7 recruitment strategies for 2024.
As the disrupted world of work evolves, so do the challenges and opportunities for recruiters. We explore the top 7 recruitment strategies - from employer branding to AI and data-driven decision making - to help you attract and hire the best talent in 2024.
The challenges for recruiters and HR teams over the last four years have been immense. The Covid-19 pandemic and its aftermath, the almost overnight switch to remote working, workplace disruption, global instability, talent shortages, The Great Resignation, balancing hybrid working with business outcomes, and the explosion of AI technology have tested even the most experienced human resources specialists.
And HR departments themselves, especially those in the tech sector, have been hard hit since the spring of 2022, with lots of layoffs further stretching the teams. As a result of high recruiter unemployment, these teams may be short-handed, and unable to take on more responsibility.
This is where recruitment strategies need to help people work smarter, not harder. The key to staying competitive in talent acquisition and recruitment is understanding the important new trends and where HR technology slots in to be friend, not foe.
Free eBook: Employee lifecycle feedback
1. Get your employer branding right
Employer brand has historically been seen as a ‘nice to have’, but is now moving into the ‘must have’ space - highlighting how recruiters need to be employer brand focused, even if they don’t have an employer brand team.
Employer branding is how a company markets itself to both internal and potential employees. If you were to ask employees what it’s like to work for a company, they’re unlikely to talk about the products, goods and services – instead they’ll highlight management, conditions, culture, and values.
What if you could capture all the above in a single, comprehensive document to present to job seekers that says,‘what can we offer you as an employee?’ You can. It’s called an EVP (employer value proposition) and it’s your shop window to show that you’re a desirable employer.
An EVP outlines:
Opportunities
What the people are like
Organization’s prestige
What the work is like
The rewards
The very best EVPs focus on the ‘Give and Get’ concept: while they outline what the organization offers, they’re brutally honest about what employees are expected to do in return. This ‘warts and all’ transparency naturally sorts applicants by attracting the right, passionate, resilient candidates who embrace challenge, and putting off casual applicants who might be a fit for the job, but who might find a mismatch between their expectations and what the company provides. When a company aligns great employer branding with an enviable EVP, it’s a recipe for attracting and retaining top talent.
2. Go all out with recruitment marketing
While employer branding and your EVP defines who you are as an organization, what makes you different and the value you can give candidates in return for their commitment and hard work, recruitment marketing is how you get that message out there.
It’s a marketing process that begins before candidates even apply for a job: using specific campaigns to attract and nurture talented people so that they apply for specific jobs in specific locations as they become open.
There’s a trifecta of stages in the recruitment marketing process:
Awareness: moving from “I haven’t heard of this brand” to “this brand seems interesting”
Interest: then moving from “this brand seems interesting” to “I might apply for a job there”
Consideration: finally, moving from “I might apply for a job there” to “I have applied for a job there”
And some of the ways to get your recruitment marketing rolling include:
Attractive job ads
Bright, bold design, screaming your brand and littered with snappy, search-optimized copy will ensure your ads get found in searches, and that they catch the eye and pique interest.
Content marketing
Great content that informs, educates and entertains, offering more than advertising, will bring your brand to life. Ideally create your own content, or use materials that are already circulating in the organization to publish blogs, articles and listicles that add value for readers.
Social media campaigns
Nearly everyone’s scrolling through the likes of TikTok, Instagram, LinkedIn, Threads, X, Facebook, and Snapchat, so it follows that social media is a powerful recruitment marketing tool. But your postings have to be engaging and authentic, catching the trends and memes of the moment, not boring corporate job ads.
Build multi-purpose content and then activate it everywhere you can! Identify the channels and types of content you can produce, then ensure each piece of content you create can be used in all of those spaces in some way. Niche job boards, popular job fairs, your careers page, college recruiting. You’ll maximize your inputs and create a seamless brand look and feel.
3. Create the best candidate experience
Today’s candidate that you turn down may be tomorrow’s candidate, or maybe tomorrow’s client, so it pays to treasure every candidate, successful or not, and keep that positive connection going.
Candidate experience is the sum of all the interactions a candidate has with you as a potential employer, across the whole recruitment cycle, from job ad to interview to hire (or not) and beyond. It’s crucial that you manage every candidate well. For those who join your company, it sets the tone for their employee experience – how engaged they’ll be and how well they’ll perform. For those who are not successful, you’ll leave a good impression that may make them want to reapply and recommend you to other people.
There are three areas where you can make a real impact on your candidates’ experience:
Application process
Communication
Feedback
Application process
All too often, the application process can be long-winded and clunky. For example, you have candidates’ resumes – they don’t need to keep retyping all their information into open text boxes over and over again. Similarly, you don’t need to have the same briefing call in person with every candidate before their interview – consider sending a pre-recorded video with all the necessary information, then giving candidates space to digest it before a follow up. Focus on efficient hiring and streamlining decision-making at critical milestones along the candidate journey.
Communication
One of the most dispiriting things for prospective candidates about job applications is spending several hours of their lives filling in application forms, crafting covering letters, maybe attending interviews – and then hearing nothing. And the chances are the candidates won’t have a good word to say about the brands that couldn’t be bothered to contact them.
Communicating well and often with candidates instantly sets you apart as a good employer. And with the availability of information technology and automation, there’s really no excuse not to send even an automated email or message to keep people updated about their application.
You can go a step further and make it easy for qualified candidates to contact you. Maybe appoint a designated contact person for questions or concerns, or even set up a Slack stream for candidates to chat with current employees while their application is processed.
And although it’s not fun to do, it’s also essential that you let your unsuccessful job seekers know when the position has been filled.
Feedback
For a lot of candidates, one of the most important aspects of any recruiting process is the feedback they receive — whether they’re successful or not. And the reason for this is simple: it helps them to identify where they can improve. And for the organization, as well as helping them decide whether to hire someone, it helps them understand how their interview and recruitment process is performing.
Interview feedback should:
Be concise and actionable
Cover the whole hiring process
Be collected in a timely way
And – importantly - don’t forget to ask candidates how they felt about the recruitment process – this is essential for identifying gaps in your candidate experience so you can close them, and meet the expectations of every job seeker who engages with your organization.
4. Use your hiring manager and hiring team
You already have powerful advocates for your recruiting process – your hiring manager and their teams. Their networks may give more access to appropriate talent than recruiters, and carry more weight. The hiring manager is often a candidate’s ‘go to’ professional to be convinced that they’re a great fit for the job. Conversely, some hiring managers tend to micromanage their recruiters, wanting more and more candidates, without appreciating quite how influential they themselves are for attracting them – if only they can direct their energies in the most useful way.
Here are some ideas for making your hiring managers and their teams useful:
Screen-record a short fireside chat with the manager and their team, talking about the new role and how it fits in their organization. Upload it to LinkedIn to create engaging content and attract more qualified candidates for very little work.
Get the hiring manager to make a short LinkedIn video about the job, and what they're like as a manager. Bonus points if they talk about how they’re developing based on feedback in their engagement scores!
Ask the hiring manager and the team to share the job on their professional networks, using EVP-aligned messaging about the role, the company, and the team
If you have a Brand Ambassador program, enroll the hiring manager or hiring team members in it, so they can be proactive about sharing company news, professional developments, team photos to show how they function – and the open job
Encourage the hiring manager to publicly celebrate their team or team wins where appropriate, (and if that's their management style)
Interact with the job posts made by the recruiter, hiring manager or a member of the team to drive better engagement from the LinkedIn algorithm.
All these things can bring additional value to the attraction phase of the recruiting process, and also add value to the recruiter’s communications (for example, use that same fireside chat in an In-Mail or a nurture campaign during the recruitment process).
These actions won’t take up much of a hiring manager’s time, but they’ll create:
Greater engagement with their jobs
Resources that can be used any time they recruit for that job
Higher candidate engagement through the recruitment process, resulting in better offer acceptance rates and higher new employee engagement
Increased brand influence
Speedier hiring.
And the best part? The hiring manager and their team can do all of these things in less than 20 minutes a week and with zero budget.
5. Nurture your talent communities
What is a talent community? In short, anyone showing an interest in your organization is your talent community, and they need nurturing in robust and meaningful ways. A talent community provides two-way communication and information sharing between recruiter, potential candidates, and sometimes current employees who act as brand ambassadors.
A talent community doesn’t form on its own. It needs to be created, nurtured and maintained, usually digitally, via social media, messaging and email newsletters. It’s your opportunity to build awareness and provide transparency into critical parts of the employee experience that applicants want to know about before they join your company, thereby avoiding late-stage withdrawals. And unsuccessful candidates receive short, nurturing emails that are consistent and useful.
At Qualtrics, we treat everyone as part of our talent community. We send a monthly global newsletter aligned to our EVP, and then segmented newsletters once a quarter to align with our focused areas of talent. We think this is best practice because it provides options for candidates to opt out, gives consistency, and ensures our EVP (and its Give and Get) are at the root of our relationship with the candidate.
6. Embrace automation to make candidate experience better…
Recruiters love to hold the reins for everything, but that can sometimes become too much, so AI and automation are your friends here. HR technology such as candidate relationship management systems (CRM) can help:
Identify and engage with passive, qualified candidates
Surface ‘good fit’ candidates for job opportunities
Screen suitable candidates
Track applicants with an applicant tracking system (ATS)
Update applicant status
Schedule interviews
Perform background checks
Keep in touch with talent communities
7.…but don’t lose the human touch
CRM systems can have so much automation that it’s easy to forget that, ultimately, you are dealing with real people. so, best practice is based on emphasizing the human experience:
Bring some humanity into the process
Everyone deserves basic courtesy. While most people accept a ‘thanks for applying’ to an initial application, once people have been through some interview rounds they deserve to be ‘courteously declined’. Providing feedback, suggestions for developing skills or experience, and/or an honest assessment of the candidate’s chances of being considered for another role, all make the process much more human.
Acknowledge every candidate
65% of people say they rarely, if ever, receive communication about their application status. Candidates with poor recruitment experiences are more likely to leave negative ratings on employer sites such as Glassdoor. Communicate personally and regularly with every applicant.
Keep the door open
Only around 25% of talent managers stay in touch with unsuccessful candidates. Yet a good CRM system can make much of this contact for you when all your candidates are added to it as a talent database.
How Qualtrics can help with your recruitment strategy
We know that candidate experience doesn’t just impact the quality of your recruitment strategy and hiring – it impacts your employer brand, the employee experience for those who get hired, and even organizational performance.
We’ll help you design and improve your candidate experience, to attract the best candidates and grow your talent pipeline, and tighten up processes around sourcing, recruiting, and interviewing talent – saving money.
You’ll receive insights into every candidate experience touchpoint that matters:
any stage of the candidate journey to see what went well and the actions you need to take to improve the experience
the data you need for every stage of the candidate’s experience, while making sure you’re not causing survey fatigue
total control over how often, when, and how your candidates are contacted, based on your preferences
We know that candidate experiences differ from role to role and organization to organization. That’s why Qualtrics® Candidate Experience Management Software is built to flex and contribute to any successful recruiting strategy.
SOURCE Qualtrics
资讯
2024年01月17日
资讯
How to Build Your HR Technology Stack for 2024In the AI age, you should use HR technology to ensure seamless integration and compatibility with your overall HR strategy for 2024. These are what Beqom is aiming for.
Jan.17,2024 As organizations navigate the complexities of the evolving workforce in 2024, the strategic use of technology in Human Resources (HR) has become critical. This blog explores the crucial role of HR systems to deliver on corporate objectives, automate and streamline processes, improve the employee user experience, and reduce the administrative burden on HR.
We also take a look at essential criteria for HR when evaluating technology solutions and delve into the nuanced landscape of trying to rely on HR suites versus a best-of-breed approach.
What is an HR tech stack?
The term "HR tech stack" refers to the comprehensive suite of tools and software applications that HR professionals use to manage various aspects of human resources. Just as a chef carefully selects and organizes different ingredients and methods to create a masterpiece, HR leaders curate and integrate diverse solutions to optimize HR processes, enhance employee engagement, and contribute strategically to business success.
An HR tech stack typically includes a combination of software for recruitment, onboarding, performance management, learning and development, employee engagement, compensation management, and more. These tools work synergistically to streamline HR workflows, drive efficiency, and enable data-driven decision-making. The selection of tools depends on the unique needs and objectives of the organization, reflecting its high-level philosophy for HR technology adoption.
The evolution of HR tech stack in modern businesses
The journey of HR tech stacks has undergone a significant evolution in tandem with the changing of the modern workplace. In the early stages, HR systems primarily focused on automating administrative tasks and maintaining employee records. However, as organizations recognized the strategic importance of HR in achieving business objectives, the HR tech stack evolved into a dynamic ecosystem designed to address complex challenges and leverage opportunities.
Key phases in the evolution have included:
Automation of administrative tasks
Early 2000s: The initial phase saw the adoption of HR information systems (HRIS) to automate routine administrative tasks, such as payroll processing and time tracking. Basic Applicant Tracking Systems (ATS) emerged to simplify recruitment processes.
Introduction of integrated suites
Mid-2000s to early 2010s: Integrated HR suites gained prominence, offering a unified platform for various HR functions. These suites aimed to streamline processes and enhance data consistency by providing a centralized platform for HR activities.
Focus on employee experience and engagement
Late 2010s: With the increasing emphasis on the employee experience, HR tech stacks expanded to include tools for talent management (recruiting, onboarding, learning, etc.), compensation and benefits, performance management, and employee engagement. Mobile applications and self-service portals became integral to fostering a positive workplace culture.
Rise of specialized best-of-breed solutions
Present day: The current phase witnesses a shift towards specialized best-of-breed software. Businesses are recognizing the value of choosing tools that excel in specific HR functions, providing depth and flexibility in their HR tech stacks, while delivering an improved employee experience.
Significance of the evolution
The evolution of HR tech stacks mirrors the broader transformation in HR's role—from a predominantly administrative function to a strategic partner driving company success. Modern HR tech stacks are not just about automation; they represent a strategic investment in technologies that empower HR professionals to make informed decisions, enhance employee engagement, and contribute meaningfully to achieving business objectives.
Crafting a high-level philosophy for HR technology
As organizations embark on the journey of leveraging technology in their Human Resources (HR) functions in 2024, it's helpful first to establish a high-level philosophy to guide your choices. As with most business decisions, it’s best to start with the "why" and articulate the overarching goals HR seeks to achieve for the company.
Aim for strategic alignment
Why do it? Your high-level systems philosophy must align seamlessly with the organization's overall strategic objectives. HR digital solutions should not be implemented in isolation but as a strategic enabler, contributing to the achievement of broader business goals like diversity, profit margin, market share, and so on.
How to do it. HR leaders should collaboratively engage with organizational leadership to understand key business objectives and challenges. The technology philosophy should then be crafted to align with and support these goals.
Enhance the employee experience
Why do it? A key focus of HR technology should be on enhancing the overall employee experience. By delivering value to employees, providing user-friendly interfaces, fostering collaboration, and enabling self-service capabilities, HR can create an environment where employees thrive.
How to do it. Conducting regular employee feedback surveys, analyzing pain points in HR processes, and understanding employee needs will inform the technology approach. The goal is to implement solutions that make work more meaningful and enjoyable for employees.
Drive efficiency and agility
Why do it? HR technology should be a catalyst for operational efficiency and agility. By automating repetitive tasks, streamlining workflows, and providing real-time insights, HR contributes to the organization's ability to adapt swiftly to changing market dynamics.
How to do it. Assessing current HR processes, identifying bottlenecks, and evaluating the capability and adaptability of existing systems will guide the decision-making process. The aim is to implement an HR platform that not only addresses current needs but also scales as the organization evolves.
Enable data-driven decision-making
Why do it? A high-level philosophy should emphasize the importance of leveraging data for informed decision-making. HR technology should provide the tools and analytics necessary to transform raw data into actionable insights, empowering HR professionals to make strategic decisions.
How to do it. Assessing the company's data maturity, identifying critical HR metrics, and understanding the capabilities of offerings in the market to support strategic decision-making at all levels will guide the choice of technology that aligns with this philosophy.
Cultivate a culture of continuous improvement
Why do it? The philosophy behind HR technology should embrace a culture of continuous improvement. Solutions should not be static but evolve to meet changing organizational needs, staying abreast of industry trends and workplace regulations, and driving innovation.
How to do it. Regularly evaluating the effectiveness of existing technology, staying informed about emerging HR tech trends, and fostering a culture of innovation within the HR team contribute to a philosophy that embraces ongoing improvement.
In essence, the high-level philosophy behind the HR tech stack should be a strategic roadmap, guiding the business towards success. It is the articulation of what HR aims to achieve and why technology is a critical enabler in achieving those objectives. Crafting this philosophy involves aligning with corporate goals, prioritizing employees, driving efficiency and agility, leveraging data, and fostering a culture of continuous improvement. As companies embark on the transformative journey of HR technology adoption, a well-defined and thoughtfully considered high-level philosophy will serve as the North Star, ensuring that technology becomes a powerful ally in achieving organizational excellence.
The growing importance of technology in HR
As Josh Bersin has framed it, we are now entering a post industrial economy. The industrial revolution over the last 150 years has created massive amounts of automation and productivity-enhancing advancements. The result is that employees no longer are just replaceable commodities, needed for menial tasks. They are more skilled and specialized than ever before, and that trend is only going to continue with the blossoming of artificial intelligence. Now, says Bersin, “every company is in the people business.” HR is more important than ever, and the HR tech stack plays a key role in shaping today’s high performing organization in many ways, including:
Efficiency and productivity
In the fast-paced business environment of 2024, efficiency is key. Technology enables HR professionals to automate repetitive tasks and streamline complex processes. Whether in recruiting (resume screening, scheduling interviews, managing employee records), compensation (salary planning, merit increases, pay equity) or performance management (goal-setting, collecting feedback, performance reviews)—to name a few examples—the use of technology not only saves time but also allows HR teams to focus on strategic initiatives that contribute to the overall productivity of the organization.
Data-driven decision-making
Technology provides HR with tools to collect, analyze, and interpret data, and to make predictions. This data-driven approach enables HR professionals to make informed decisions regarding talent acquisition, employee engagement, compensation strategy, and workforce planning. Harnessing the power of workforce analytics can lead to more effective strategies and better outcomes for the business.
Remote work and collaboration
With the rise of remote work, HR technology facilitates seamless collaboration between dispersed teams. Virtual onboarding processes, digital communication tools, feedback platforms, self-service tools, and remotely administered systems are among the essential components that enable HR to adapt to the changing dynamics of the modern workplace.
Impact of technology on different areas of HR
Virtually every aspect of HR can be improved and accelerated through the use of digital solutions. It is up to HR leaders to determine what areas can have the most impact on the organization’s success and prioritize accordingly.
Recruitment and talent acquisition
Technology streamlines the recruitment process by leveraging artificial intelligence (AI) for resume screening and predictive analytics for identifying top talent. Applicant Tracking Systems (ATS) automate the hiring pipeline, reducing time-to-fill and ensuring a more efficient recruitment process.
Learning and development
HR software facilitates personalized learning experiences through e-learning platforms and Learning Management Systems (LMS). This not only enhances employee skills but also ensures that training programs align with organizational goals and industry trends.
Compensation management and pay equity
Technology can play a pivotal role in transforming compensation management, which is a critical core function. These solutions empower HR professionals to create transparent pay structures, conduct market analysis, design flexible compensation strategies, support data-driven pay decisions at all levels, and administer rewards efficiently. Advanced pay equity tools can ensure ongoing fair pay and legal compliance.
Collaboration and coaching
Integrated collaboration platforms facilitate seamless communication among dispersed teams, enhancing the employee experience and contributing to increased productivity. Support for manager coaching takes collaboration one step further and aids in employee-manager alignment.
Goal-setting and tracking
Software provides automation for setting and tracking individual and team goals, speeding up the cascading of high level goals throughout the organization, fostering real-time evaluation and progress tracking, and promoting a more dynamic performance management process.
Continuous feedback and recognition
Automated feedback and recognition tools contribute to a positive workplace culture by ensuring timely acknowledgment of employee achievements, fostering a sense of appreciation and motivation, as well as supporting continuous improvement.
360-degree feedback
Performance management tools enable the automation of 360-degree feedback processes, providing a holistic view of employee performance from various perspectives within the enterprise.
Performance appraisal and calibration
Automation in performance appraisal processes, including calibration features, ensures consistency and fairness in evaluating employee performance across the organization, and saves enormous amounts of time.
Impact on the business, employees, and HR staff
HR technology has something to benefit everyone in the organization.
Business impact
Implementing HR technology positively affects the bottom line. Improved efficiency, better talent management, and data-driven decision-making contribute to overall business success. The adaptability of HR tech to changing market demands ensures that businesses stay competitive and agile, and attract and retain needed talent.
Employee experience
From recruitment to retirement, HR technology enhances the employee experience. Self-service portals, mobile applications, and digital communication tools empower employees, providing them with the tools they need to thrive in the workplace. This, in turn, contributes to a positive workplace culture, motivation, productivity, and loyalty.
HR department and staff
HR professionals benefit from technology by automating administrative tasks, allowing them to focus on strategic HR functions. Access to real-time data also equips HR staff with the insights needed to make informed decisions. This shift from transactional to strategic roles enhances the value HR brings to the organization.
Risks of not embracing technology in HR
Conversely, failure to keep up with the advances in HR technology can put your company at a competitive disadvantage. Organizations that fail to embrace HR digital solutions risk falling behind competitors who leverage these tools for strategic advantage. The ability to attract and retain top talent often hinges on the adoption of modern HR practices and technology. Employees want to work for a company with efficient processes, and increasingly, for companies that practice transparency and workplace equity.
Manual processes are prone to errors and inefficiencies, both of which are costly. Without the aid of technology, HR departments may struggle with accuracy in record-keeping, compliance issues, and inefficient workflows, hindering the overall effectiveness of HR operations.
Building a tech stack for HR
So how to best approach technology adoption for HR?
Assess organizational needs. Before implementing an HR solution, HR executives should conduct a thorough assessment of the organization's needs. Understanding specific pain points, goals, and desired outcomes is essential for choosing the right solutions. What are the company’s objectives and what would be needed to accomplish them?
Identify critical areas. These are areas where you can gain the most strategic benefit, and where you therefore do not want to compromise on functionality. What is mission critical, what is core to realizing your strategy and achieving your goals? In other words, what is most worthy of investment?
Consider integration and scalability. A well-rounded tech stack should be easily integrable with existing systems and scalable to accommodate future growth. Seamless integration ensures data consistency and avoids silos, while scalability future-proofs the technology against evolving organizational needs.
Criteria for evaluating HR technology solutions
Here are some key areas to consider when evaluating technology solutions.
Functional coverage
First and foremost, technology solutions should be able to do what you need done. You should not have to compromise on your strategy to conform to system limitations. If a solution cannot really handle your needs, scan the market to see if there is an alternative that is a better fit for your needs.
Integration capabilities
Seamless integration with existing systems is crucial for data consistency and efficient workflows. HR professionals should prioritize technology solutions that support interoperability.
Scalability and global compatibility
Large organizations must choose solutions that are scalable to accommodate their size and adaptable to meet global complexities and diverse compliance requirements. Global compatibility supports consistency in HR practices across different regions.
User experience and accessibility
A user-friendly interface and accessibility across devices are critical considerations. HR technology should be intuitive for users globally, promoting widespread adoption and engagement. And remember that part of the user experience is delivering real value to the end users.
Data security and compliance
Given the sensitivity of HR data, security features and compliance with data protection regulations should be paramount. Robust security measures safeguard against data breaches and ensure confidentiality.
Vendor expertise and support
Every solution has people behind it who create, implement, update, and support it. Even the most intuitive systems need support to keep the technology improving and advancing, look for expertise and a commitment to innovation.
Comparing HR suites and best-of-breed solutions
It is often tempting to try to rely on your core HR suite to handle most or all of your HR software needs. However, the benefit of a single source supplier is limited compared to the possible benefits of a best-of-breed approach.
Limitations of HR suites
Some of the common problems encountered when trying to stretch an HR suite to cover every need include:
Lack of specialization. Comprehensive HR suites often provide a generalist approach, attempting to cover a broad spectrum of HR functions. While this may be suitable for some organizations, it can result in a lack of depth for specialized functions like compensation management and performance management.
Slower innovation. The sheer size and complexity of comprehensive suites can sometimes lead to slower adaptation to emerging technologies and industry trends. The bureaucratic processes involved may hinder the swift integration of innovative solutions that could benefit the organization.
Complex implementation. Implementing extensive HR suites can be intricate and resource-intensive, requiring substantial time and effort. The complexity of these systems may lead to challenges in user adoption and ongoing maintenance.
Advantages of a best-of-breed HR tech approach
What is driving companies to seek best-of-breed solutions within their HR tech stack? Some reasons include:
Specialization. Best-of-breed solutions excel in specific HR functions, providing advanced features and customization options tailored to the organization's unique needs. This specialization ensures that each component of the HR tech stack is functionally rich and optimized for maximum efficiency.
Faster innovation. Specialized providers often innovate more rapidly, adapting to industry trends and technological advancements with agility. This proactive approach allows organizations to stay at the forefront of HR technology, driving continuous improvement.
Flexibility and integration. Best-of-breed solutions offer flexibility and can be seamlessly integrated with other systems. This allows organizations to build a tailored tech stack that aligns precisely with their requirements, avoiding the constraints of a one-size-fits-all solution.
A best-of-breed HR technology success story
One large multinational bank was facing an increasingly complex and competitive landscape including new non-traditional players, increasing regulation, artificial intelligence, and automation. These challenges made it crucial for them to attract, retain, and leverage their human capital to its fullest potential.
They wanted to give employees and line managers a uniform and engaging experience, and establish a culture of continuous improvement, and so were seeking best of breed solutions for key HR processes to complement their core SAP HCM solution.
beqom enabled crowdsourced real-time continuous feedback, regular check-ins, and agile goal setting, supporting managers in providing timely and helpful coaching. With pulse surveys, structured 360 feedback and insightful analytics, the solution measures the entire employee experience at every touchpoint.
With beqom they can align personalized rewards with real-time performance data, as well as with feedback, skills, behavior, and goals, to provide meaningful and effective rewards. The bank was able to consolidate all compensation processes, including salary and promotion increases, short and long-term incentives, and cash awards, across more than 30 countries.
And, their compensation budget can be continuously monitored as performance ratings are submitted and their cost impact calculated. All in all, it’s a real success story that shows the power of HR technology to transform an organization.
Moving forward with your HR technology stack
In today’s dynamic workplace, technology solutions will play a pivotal role in empowering HR professionals to deliver value for the organization. To find out how best-of-breed solutions can transform your HR processes and help you build a high-performing organization, take a positive first step and contact us at beqom.
SOURCE Beqom
200 ChatGPT Prompts for Recruiters.Well, as ChatGPT (or similar tools) knows everything and nothing, I need to get the tool to understand a bit more about me before we get going. I’ll briefly explain the organization's industry, products/services, size, history, culture, and any other relevant background details. This gives the AI foundational knowledge, and the results are so much better. Here’s how you can do it.
(And for the love of god, remember NOT to share sensitive information)
Offer key company materials - Provide links to or copies of annual reports, press releases, case studies, marketing brochures, leadership bios, recent news articles, etc. This immerses the AI in how your company communicates and describes itself. (Yes, you might have to copy-paste here)
Highlight unique language - Point out any company or industry-specific lingo, acronyms, slogans, or branding terminology frequently used in your context. This allows the AI to converse using natural company diction.
Name competitors - List 3-5 of your top competitors in the market. Understanding adjacent players provides helpful context.
Outline leadership - Provide a brief overview of the CEO, executive team, founders, and any key employees. Details on key leaders provide perspective.
Summarize culture - Explain your values, mission, ethics, remote/in-office policies, perks, and anything that captures your organization's personality. This ensures prompts align with your culture.
(If the tool is connected to the internet) Share your website - Supply the URL for your company's website. Recommend the AI reviews the About Us, Careers, and any other pertinent pages to learn more.
(If the tool is connected to the internet) Share your social media - Supply links to company social media pages on LinkedIn, Twitter, Instagram, etc., to reveal culture, initiatives, events, and employee advocacy.
The copy-paste button will be hot after this, but I promise it will be worth it.
But that said, here’s a video where I show how to use prompts like the ones I’m sharing in this post. See all of this as inspiration; I’m not aiming to solve all your recruitment problems with ChatGPT or similar tools; no, I see this as a way to get going. To get started. It’s a vehicle to get your mind to a place where you see possibilities with this technology.
Prompt examples from the video:
Please write a detailed 550+ word job description for a Social Media Manager at an e-commerce startup seeking growth on Instagram and TikTok. Include responsibilities like developing campaigns, content creation, community management, monitoring engagement metrics, and project management. Highlight required skills like creativity, collaboration, analytical abilities, communication expertise, and extensive knowledge of algorithmic feeds.
Give me 10 targeted keyword search strings to find experienced social media managers with e-commerce expertise in Austin, Texas, on LinkedIn. Also, suggest 3 creative sources beyond job boards for sourcing relevant candidates.
Please provide 10 prescreening questions to evaluate skills and experience for a startup’s Social Media Manager opening through an online form.
Create an hour-long in-person interview template for a startup's final round Social Media Manager interview. Include 8-10 questions that assess hard and soft skills in a conversational way.
Please provide 5 suggestions for improving my startup's current interview process for hiring social media managers. How can we more efficiently and accurately assess candidates?
Please propose 5 creative, out-of-the-box ideas for sourcing qualified Social Media Manager candidates beyond traditional job board listings.
Recruitment Prompts
Here’s the list of the 200 prompts. Just like with the last list, see them as inspiration to get your mind to grasp the potential of generative AI tools. You can ask them almost anything when it comes to recruitment.
Job Analysis
Please analyze this job description and highlight the key responsibilities, required skills, and qualifications needed.
What are generally the most critical tasks and outcomes for the role of [job title]?
What certifications or licenses are legally required for a [job title] in [location]?
What soft skills are most important for [job title] at our company?
Help me understand the day-to-day responsibilities of a [job title] at our organization.
What are the most physically or mentally demanding aspects of a [job title] role?
What stakeholder relationships would a [job title] need to manage effectively in this role?
How could we best evaluate the job performance of a [job title] in their first year?
What changes in technology or industry practices are impacting the role of [job title] currently?
How could a [job title] position evolve or change responsibilities over the next 3-5 years at our company?
What aspects of company culture or values are most important for a [job title] hire?
What challenges might a new [job title] face transitioning into this role? How could we mitigate these?
Could you provide a detailed breakdown of the workflow and key outputs for a [job title] on a weekly basis?
What metrics would an ideal [job title] regularly track to assess their performance?
What qualifications or background experiences tend to prepare candidates well for [job title] roles?
What potential knowledge gaps should we anticipate providing training on for new [job title] hires?
How much supervision or guidance do high performers in [job title] roles typically require day-to-day?
What characteristics of top [job title] talent could we highlight to stand out to candidates?
What attributes make candidates risky hires for [job title] roles at our organization?
How could we get internal stakeholders involved in helping analyze requirements for [job title]?
Forecasting
Based on our current team size of [x] and growth plans to expand by [y]% this year, how many additional [job title] hires will we need in the next 6 months?
If we expect [x] employees to leave our organization annually, how many [job title] replacements should we anticipate hiring per quarter?
Our industry growth projections estimate a [x]% increase in demand this year. How many additional [job title] hires does this indicate we should budget for?
We expect [x] new projects launching this year that will require [job title] support. How many hires does this equate to based on bandwidth requirements?
What external data sources could provide helpful benchmarks for forecasting our [job title] hiring needs over the next 3 years?
How could we survey internal departments to forecast [job title] talent needs for upcoming initiatives?
What methodologies do leading firms use to accurately forecast staffing needs for roles like [job title]?
How far in advance should we aim to forecast and budget our hiring needs for [job title] to secure top talent?
What seasonal or cyclical factors should we consider when planning [job title] hiring throughout the year?
How could we build a forecast model to size hiring needs for [job title] based on business drivers like sales, production, etc?
What is the optimal ratio of [job title] to other roles like [role] or [role] at organizations like ours?
What is the expected churn or attrition rate for [job title] at comparable companies? How could this inform our hiring plans?
How should we factor in potential economic changes into our [job title] hiring forecasts for risk planning?
What organizational metrics or KPIs would be useful leading indicators to anticipate increased hiring demand for [job title]?
How can we create contingency plans for staffing [job title] in case of unexpected needs outside our projections?
What processes do leading firms use to update and validate their hiring forecasts frequently?
How could we leverage AI, machine learning, or people analytics to improve [job title] hiring forecasts?
What stakeholder input should we gather to make accurate [job title] hiring forecasts?
How far ahead do recruitment cycles typically run for specialized roles like [job title]?
What historical or benchmark data could we analyze to make data-driven [job title] hiring forecasts?
Drafting Job Descriptions
Please draft a 500 word job description for a [job title] at our company. Include key duties, required qualifications, and preferred skills.
What are 5-7 must-have hard skills and capabilities for an ideal [job title] candidate at our organization?
What soft skills and personality traits tend to result in success for [job title] at our company? Please incorporate 3-4 examples.
Please develop a prioritized list of the top 10 qualifications and competencies needed in a [job title] hire at our firm.
What technologies, tools, or instruments should we highlight as required expertise for [job title] candidates? Please list the 5 most essential.
What level of education or experience should we require for [job title] candidates?
What specialized certifications or licenses should we indicate are mandatory for [job title]?
What soft skills like communication, teamwork, problem-solving are essential for [job title] at our organization? Please include 3-4 examples.
What attributes reflect the ideal culture fit for a [job title] candidate?
How could we emphasize continual learning and development opportunities in the [job title] description?
What achievements, accolades or experiences would stand out on the resume of a top [job title] candidate? Please include 2-3 examples.
What departments, teams or stakeholders would a [job title] collaborate closely with? How can we reflect this cross-functionality?
How can we convey our organization's unique mission, values and culture in the [job title] description?
What specific accomplishments should a [job title] in this role aim to achieve in their first 6-12 months?
What challenges might a [job title] undertake at our rapidly scaling organization? How could we briefly reference growth opportunities?
What visibility or audience should the [job title] description target - active or passive candidates? Internal team members? Please advise.
What sample responsibilities could we highlight that utilize top-of-license skills for [job title]?
Should we emphasize broader scope or specialization in the [job title] description? Please provide guidance.
What requirements may deter otherwise qualified [job title] candidates? How might we reduce unnecessary barriers?
Beyond hard skills, what example behaviors or mindsets could a stellar [job title] bring to this role?
Sourcing and Advertising
What Boolean search string would you recommend on LinkedIn to source passive candidates for [job title] in [city]?
Please suggest 5 niche job boards or online communities we should post our [job title] opening to reach qualified candidates.
What information should we highlight about our employer brand and culture to attract top [job title] talent on social media?
What universities or academic programs produce strong talent pipelines for [job title] roles? Please list the top 5 recommendations.
If our ideal candidate is currently employed at [company], what employee referral incentives or campaigns could attract referrals from that organization?
What local networking or industry events would be worth sponsoring to gain visibility among [job title] talent?
Should we focus our sourcing for [job title] on active or passive candidates? What strategies would you suggest for each?
What skills or traits possessed by our current top [job title] performers could we target in sourcing new candidates?
Beyond job boards, what are 3 innovative ways we could source and engage prospective [job title] candidates?
What messaging or content strategy could we use via social media to interest passive [job title] prospects? Please provide 2-3 examples.
Which organization branding elements or achievements would attract high quality [job title] candidates? How should we feature these?
What recruiting events, hackathons or competitions could we sponsor to connect with promising [job title] prospects still in school?
How could current employees get incentivized to refer their networks for our open [job title] roles?
What sourcing channels would enable us to target more diversity among our [job title] candidates?
How could we better engage prospective [job title] candidates throughout the advertising and sourcing process? Please provide 2-3 strategies.
What unique value proposition could we highlight to make our [job title] role stand out versus competitors?
Which past or present employees could serve as influencers to endorse our employer brand to [job title] prospects online?
What creative multimedia content formats might captivate and inform potential [job title] talent about our culture and opportunities?
Where could we strategically advertise our employer brand storytelling content to attractively showcase our [job title] opportunity to top talent?
What differentiating factors or achievements make our company culture compelling to [job title] prospects? How can we highlight these?
Application Collection and Screening
Please develop a preliminary online application form with 6 screening questions to evaluate basic qualifications for [job title] candidates.
What are 5 red flags or disqualifiers in a [job title] resume or application that should warrant immediate rejection?
If we receive 250 applications for a [job title] opening, what is a realistic timeline and process for screening this down to 50 qualified candidates for interviewing?
What are 3 capabilities of software tools like [ATS name] that can automate or simplify the candidate screening process for high volume roles like [job title]?
How could we effectively screen a high volume of [job title] applications within one week? Please provide a detailed process.
What information or evidence should we request from [job title] applicants to preliminarily evaluate abilities?
How could we efficiently evaluate [job title] work samples or portfolios at the application screening stage?
What are 5 essential screening criteria we should use to identify the most promising [job title] applicants?
What objective minimum qualifications for [job title] could we establish to filter out underqualified applicants?
How might we incorporate skills testing into our [job title] application process to validate capabilities?
What initial screening questions could help identify the best cultural fits for [job title] at our organization?
What is an effective checklist or process our team could use to consistently evaluate [job title] applications at scale?
Should initial [job title] application reviews assess capabilities only, or also evaluate potential and coachability? What are the pros and cons?
How could we simplify or customize our application process for mobile and user-friendly [job title] recruiting?
What steps or tools could help us remove unconscious bias from our [job title] applicant screening process?
How should we handle applicants who lack the required qualifications for [job title] but have transferable skills from adjacent roles?
What selective criteria beyond experience and education may indicate a high potential [job title] candidate?
Which screening tasks or workflows for [job title] could we consider automating to increase efficiency?
What legal or ethical considerations should we keep in mind when screening [job title] applicants? Please explain 2-3 key areas.
How could we leverage data analytics or AI to identify the most promising [job title] applicants at the screening stage?
Assessment and Selection
What are 5 aptitude or skills tests relevant to assessing capabilities for [job title] candidates?
Please provide guidance on developing a structured 30 minute interview process and template for effectively evaluating [job title] candidates.
What are 5 important predictive indicators we should evaluate in reference checks to validate [job title] candidate qualifications?
How could we effectively assess problem-solving abilities for [job title] candidates through a case study or exercise during interviews?
What are 3 cognitive assessments or psychometric tests that would be useful predictors of success for [job title] hires?
What simulations or role play scenarios could we incorporate to evaluate [job title] hard and soft skills?
How can we assess the technical writing or documentation abilities of [job title] candidates? Please provide 2-3 strategies.
What prescreening phone interview questions would help identify the best [job title] prospects for in-person interviews? Please share 5 examples.
What presentation, teaching or explanation exercise could provide insight into a [job title] candidate's abilities beyond resumes?
How can we effectively check [job title] candidates' work ethic, motivation and grit during the interview process?
What metrics or examples from a [job title] candidate's portfolio or body of work should we evaluate?
What assessments or tools would provide useful data on a [job title] candidate's judgment, problem-solving and decision making?
What competency-based interview questions will reveal the behaviors, motivations and aptitudes that result in [job title] success? Please provide 5 examples.
What hypothetical scenarios could we present to [job title] finalists to assess their analytical or creative approach?
How can we implement a structured interview process that consistently evaluates [job title] candidates against the same criteria?
What assessments help determine a [job title] candidate's ability to cope with a high pressure role or environment?
Beyond task performance, what exercises or questions would offer insight into a [job title] candidate's teamwork, leadership and cultural fit?
How can we evaluate a [job title] candidate's ability to learn and apply new technical skills throughout assessment?
What ethical considerations are important when designing assessments and selecting [job title] candidates? Please explain 2-3 key factors.
What legal standards or compliance factors must we ensure when assessing and selecting [job title] candidates?
Interview Process
Please provide 8 initial phone screening questions to evaluate basic qualifications for a [job title] candidate in under 30 minutes.
How should we structure a 60 minute in-person panel interview process for [job title] candidates to gather feedback from 5 key stakeholders?
What is an ideal interview framework for comprehensively assessing both the hard and soft skills of a final round [job title] candidate in 90 minutes?
What questions will best evaluate the cultural fit of a [job title] candidate during a behavioral interview? Please provide 5 examples.
How can we design engaging case study or hypothetical exercises to assess problem-solving abilities of [job title] finalists? Please provide 2 examples.
How should we sequence or structure the overall [job title] interview process from screening to final round? Please outline and explain your approach.
What training, guides or other resources can help our interviewers effectively evaluate [job title] candidates? Please summarize 2-3 recommendations.
How can we gain useful insights into a [job title] candidate's strengths and development areas from their references? Please share 5 strategic questions.
What guidelines should panel interviewers follow to ensure fair and consistent evaluation of [job title] candidates?
How could we enhance our [job title] interview process to reduce bias and equitable evaluate diverse candidates? Please share 2-3 strategies.
What interview practices or questions could improve the candidate experience for [job title] applicants? Please recommend 2-3 improvements.
How might we effectively assess the decision making skills, judgment and problem-solving capabilities of [job title] candidates through interviews?
What methods or tools beyond resume review and interviews could enhance insights into [job title] candidates? Please recommend 2-3 supplemental assessments.
What strategies can help us benchmark or calibrate [job title] candidate evaluation standards across interviewers and hiring managers?
How could we implement an interview process that evaluates both current abilities and high potential for [job title] candidates?
What fair, legal and ethical hiring practices should we ensure when interviewing and assessing [job title] candidates?
What common interviewer biases or pitfalls should we caution against when evaluating [job title] candidates?
How might we survey [job title] candidates post-interview to improve their experience and our hiring insights?
What impression does our current [job title] interview process make on candidates about our employer brand? How could we enhance this?
How can we make reasonable accommodations in our [job title] interview process for candidates with disabilities?
Decision Making
What are 5 important criteria our interview panel should consider when debriefing and ranking [job title] candidates?
Please provide an example scoring rubric and methodology our team could use to evaluate and compare [job title] finalists.
How could we collect structured interview feedback in an organized, consistent way to facilitate data-driven [job title] hiring decisions?
What are 3 potential biases or decision pitfalls we should be aware of when evaluating [job title] candidates? How can we mitigate these?
Beyond interview performance, what additional data could provide valuable inputs into hiring decisions for [job title]?
What steps should we take to ensure objective, consistent hiring criteria free from bias or discrimination among [job title] candidates?
How might we incorporate skills testing, assessments or work samples into our [job title] decision process beyond just interviews?
What stakeholder perspectives or inputs should we gather to make well-rounded [job title] hiring decisions?
How can we implement an evidence-based [job title] hiring process focused on candidates' proven skills and future potential?
What training could help our team recognize unconscious biases when making [job title] hiring decisions?
How should we weight cultural fit versus skills fit when deciding on [job title] hires?
How should we weight cultural fit versus skills fit when deciding on [job title] hires? What are the risks of overemphasizing one or the other?
What is an ideal decision-making timeline for [job title] hiring from final interviews to offer stage? Please explain key factors.
How can we sustain sufficient talent pipelines and optionality among [job title] candidates to allow unhurried final hiring decisions?
What candidate data should we capture centrally throughout the [job title] hiring process to enable consistent comparisons and decisions?
How should we define, communicate and gain alignment on ideal [job title] candidate profiles across hiring managers and interviewers?
What decision tools or systems would you recommend to organize and track [job title] candidate assessments by multiple evaluators?
How can we balance speed with thoughtful deliberation when making time-sensitive [job title] hiring decisions?
What steps can we take to ensure ethical, fair and consistent decision-making among [job title] candidates?
How might we incorporate high-potential indicators into hiring decisions for candidates who meet some but not all [job title] qualifications? When is this risky?
Job Offer
What is the current median starting salary for [job title] with [x] years of experience in [location]?
Please provide guidance on structuring a competitive compensation package for a [job title] hire including base pay, annual bonuses, and benefits.
What standard components should we include in an offer letter for a [job title] position? Please provide an outline.
What non-financial incentives or perks could we highlight to make a [job title] offer more compelling? Please provide 5 examples.
If extended an offer for [job title], what questions or concerns might a candidate have? How should we prepare to address these?
How could we effectively evaluate and negotiate any counteroffers made by [job title] candidates? What are key considerations?
What sources would you recommend consulting to benchmark appropriate compensation for [job title] at our organization?
Beyond base compensation and benefits, what other terms should we consider when structuring [job title] offer packages? Please provide 3 examples.
What strategies and best practices should we follow when extending and negotiating job offers with [job title] candidates? Please summarize 5 key tips.
How might we highlight growth opportunities, career development investments, and long-term earnings potential when presenting [job title] offer packages?
What is an appropriate and compliant process for comprehensively verifying credentials, work authorization, and references for [job title] finalists before extending offers?
What considerations should determine whether we require signing bonuses, non-competes, or other binding terms when extending [job title] offers? Please explain 2-3 factors.
How generous should relocation and visa sponsorship packages be for [job title] roles in our city and industry? Please provide guidance.
Onboarding
Please outline a 90-day onboarding roadmap for integrating a new [job title] hire including milestones, resources, and check-ins.
What training programs or onboarding resources would most benefit new [job title] team members in their first 6 months?
How should a [job title] manager structure the first week on the job for a new direct report to facilitate quick ramp up? Please provide a sample schedule.
What are 5 cultural onboarding strategies that will best immerse new [job title] hires into our organizational values and environment?
How can we encourage knowledge sharing between existing employees and new [job title] team members during onboarding? Please provide 3 examples.
What onboarding resources or tools would be valuable for equipping [job title] hires ahead of their start date?
How should we structure the 30, 60 and 90 day milestones for [job title] onboarding to ensure progress and engagement?
What methods could we implement to continually solicit [job title] new hire feedback throughout their onboarding journey?
How can we foster effective mentorship and coaching relationships between new and experienced [job title] team members?
What potential knowledge gaps or risks should we proactively address through [job title] onboarding programs and training?
How might we utilize tools like chatbots or mobile messaging to make [job title] onboarding more scalable?
What metrics and data should we track during and after [job title] onboarding to quantify and improve its impact?
How could we enhance collaboration between HR and [job title] department managers to deliver outstanding onboarding?
How can we ensure onboarding provides early career development planning for [job title] roles?
What presentation strategies would help [job title] hires successfully introduce themselves to new coworkers and departments?
How might we structure mentor/buddy relationships to socialize [job title] new hires and make them quickly feel valued?
What special accommodations or adaptations should we make to onboarding programs for [job title] hires with disabilities?
How can we consistently follow up with [job title] managers to ensure high quality onboarding execution and persistence of new hire engagement?
How should we track [job title] new hire time-to-productivity metrics to quantify and improve onboarding efficacy?
What tactics help ensure equitable onboarding support across diverse [job title] hires? How can we mitigate disparities?
How might we stay updated on innovations in [job title] onboarding best practices across high performing companies and teams?
How could we increase senior leader visibility and storytelling during [job title] onboarding to inspire new hires?
What opportunities exist for peers, not just managers, to participate in welcoming and onboarding [job title] new hires?
What resources or support might help existing employees warmly receive and onboard [job title] new hires?
How can we celebrate successful [job title] onboarding milestones and progress both publicly and personally?
What mechanisms could we implement to incorporate [job title] new hire feedback into ongoing enhancement of our onboarding programs?
How should we periodically review and refresh onboarding practices to ensure they remain optimized for [job title] roles over time?
Phew!
What prompts did I miss?
资讯
2024年01月14日
资讯
美国劳工统计局发布12月就业数据US BLS Releases December Employment Situation
美国劳工统计局（BLS）今天发布的12月就业形势显示，经季节性调整后，12月非农就业总数增加了216,000余人，而临时帮助服务就业人数减少了近33,300人。12月临时代理渗透率为1.80%，低于11月修正后的1.82%。全国失业率维持在3.7%不变。
大多数行业群体的就业人数有所扩大。增幅最大的群体仍是卫生和社会援助，增加了58,900多个工作岗位；紧随其后的是政府，增加了52,000多个工作岗位；专业服务（不包括临时帮助），增加了46,300多个工作岗位。运输和仓储、自然资源和采矿业、其他服务业以及临时帮助服务业的就业人数下降。降幅最大的是临时帮助服务业，降幅为近33,300人；其次是运输和仓储业，就业人数下降了近22,600;自然资源和采矿业以及其他服务业就业人数均下降了近1,000人。
BLS修订：
10月份非农业就业人数总数的下调了45,000人，从150,000余人下调至105,000余人，11月份的变化下调了26,000人，从199,000余人下调至173,000余人。通过这些修订，10月和11月的就业人数合计比之前报告的少71,000人。
10月份临时帮助服务就业人数的下调，从增加200余人到损失近42,100人，之前估计的11月下降近13,600人被下调为22,100人。通过这些修订，和11月的就业人数合计比之前报告的低 近50,800 人。
SIA的观点：
美国经济在12月增加了216,000多个工作岗位，超过了彭博社对经济学家的调查中预测的175,000个中值。失业率稳定在3.7%，但劳动力参与率下降了30个基点，从62.8%下降到62.5%，黄金年龄（25-54岁）劳动力参与率从83.3%下降到83.2%。参与人数的下降，在一定程度上反映了住户统计调查中最新的季节性调整因素。
临时帮助服务行业继续与整体经济背道而驰，尽管非农就业人数增长速度快于预期，但就业人数仍下降了33,300人。上个月的修正仍是负面的，而且幅度很大，11月份的就业人数比一个月前的预期少50,800人。这种差异的持续明显指向了劳动力囤积现象，求职者和公司注重直接就业和长期就业，而不是临时工。临时帮工就业人数的急剧下降也与运输和仓储业（一个主要客户垂直行业）的就业岗位疲软高度一致。
竞争压力继续增加，但对于那些通过技术、服务产品或两者兼而有之而发展出竞争优势的人力资源公司来说，仍有持续和巨大的机会。
SOURCE SIA
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