Note: If you’re looking for a good app to access We’re Only Human and other podcasts, I personally use Stitcher on my Android device.
Did you know that your employees aren’t innovative or creative enough?
That’s the latest from a research study performed by University of Phoenix on workplace innovation. In an interesting mix of data, the organization asked employees to identify whether their employers were innovative or not, and hiring managers were asked to identify the level of innovation exhibited by employees. The results were intriguing, and I covered some of the key topics of the research in a recent podcast interview with Ruth Veloria, Executive Dean of the School of Business at University of Phoenix. Continue reading
What does engagement mean to you and your company?
That’s a question I’m trying to answer with a new research study. I’m partnering with my friend Jason Lauritsen to examine the ins and outs of engagement in a very hands-on manner. Instead of just looking at the theory, we’re digging into the specific practices that YOU think drive the highest engagement in your workplace.
The survey takes about 10 minutes to complete, and I’ll be randomly selecting two participants to receive Amazon Gift cards from the people who take the survey through this URL in the next 72 hours. You must enter your email address at the end of the survey in order to be eligible to win. Ready, set, go!
Click here to begin the survey.
In case you’re curious, yes, I’ll be writing on these results in the coming weeks to help you understand how and why they matter. I’m also presenting at a few conferences in the next few months and will be weaving the results into those events as well. Your responses do matter!
Last week I published some new research that frankly surprised me. When we hear about video interviews, assessments, and hiring processes, we expect candidates and employers to be on opposite ends of the spectrum.
But it’s not the case. When asked a series of questions, both groups responded similarly, and the priorities for each group matched in terms of ranking, even if not in terms of exact percentages. In short, it was a very interesting set of research. I’ve posted a chunk of it below, but to read the full piece you’ll need to head over to Lighthouse Research.
The Candidate Experience: Perspectives on Video Interviews, Assessments, and Hiring
In some ways, hiring looks very similar to what it did twenty years ago. People search for positions, indicate interest, and are filtered down until the most promising candidate is offered a job. However, the technology we use has upgraded considerably over time. Today employers have tools to increase efficiency and efficacy, including video interviews, automated assessments, and more.
In a recent Lighthouse Research study backed by mroads, we explored some of the key aspects of hiring with video technology from both candidate and employer perspectives. The November 2016 pulse survey reached more than 250 individuals and employers, uncovering some interesting findings that both validated existing beliefs as well as uncovered some new insights. Here’s what we found out.
- Stress Factor: Nearly 8 in 10 job seekers say that video interviews are as stressful or more stressful than in-person interviews.
- Attracting Top Talent: 61% of companies say that peer interviews and interactions would be the best way to attract top talent with video hiring solutions.
- Candidate Preferences: Nearly 25% more job seekers said they would prefer a live video interview to an in-person interview.
- Candidate Assessment Perspective: Just under two-thirds of candidates think the right kind of assessments—those that give them an opportunity to showcase their skills or a work sample—prove their value in the hiring process.
- Candidate Experience: Candidates believe that resumes are just as valuable as employment tests/assessments (25% each), but half of candidates say that video interviews are the most valuable tool for helping them stand out in the hiring process.
Click here to read the rest of the article (1,600 words total)
I’m doing a short, two question survey to help me prepare for a presentation I’m doing in February. If you take 2 minutes to respond I’ll send you a copy of the slides and a video discussing the topic.
Click here to complete the 2-question survey.
I like data. I like reviewing it, pulling out trends, and sharing insights. I also like when I get the opportunity to ask others what they like and get some anonymous feedback, because I believe that anonymity helps to improve the quality and quantity of responses.
Recently I was listening to a podcast, and the speaker mentioned offering a confidential survey, which he felt was more valuable than an anonymous one. I had to stop and consider the differences, and I realized there certainly may be times when offering confidential surveys can beat offering anonymous ones.
Types of surveys
- Anonymous-Anonymous surveys collect information and aggregate it without leaving a “trail” to find the specific participant
- Confidential-Confidential surveys collect information but tie the response back to a unique identifier for each participant. This allows a third party to follow up if need be on specific answers.
How they work and why they matter
Earlier today the latest workplace flexibility research from the Families and Work Institute and SHRM came out, and there were some very interesting data points in the study. A few quick hits from the 2014 National Study of Employers (link to the full study below):
- The presence of women/minorities impacts offerings: Organizations with more women and racial or ethnic minorities who are in or report to executive leadership positions are more likely to offer a high level of health care and economic security benefits than organizations with fewer women/minorities in those positions.
- How are employers preparing their people? Employers are more likely to provide training for supervisors in managing diversity and least likely to have a leadership development program for women (63% vs 11%).
- The all important culture discussion: Respondents were asked to assess the supportiveness of their workplace cultures… The majority of respondents indicated “very true” to statements assessing whether supervisors are encouraged to assess employee performance by what they accomplish rather than “face time” (64%) and whether supervisors are encouraged to be supportive of employees with family needs and by finding solutions that work for both employees and the organization (58%). Far fewer employers, however, responded “very true” to statements asking whether management rewards those within the organization who support flexible work arrangements (11%) and whether their organization makes a real and ongoing effort to inform employees of the availability of work-life assistance (24%).
- Twenty one percent of employers overall indicated they must comply with the FMLA but fail to offer at least 12 weeks of paid or unpaid leave for at least one type of leave. In other words, approximately one in five employers appear to be out of compliance with the Family and Medical Leave Act.
When I tell people I work in Huntsville, I usually get a glassy-eyed stare in return. I mean, really, I work in Alabama. How great could that really be, right? Cotton fields… Relatively low population density… Who cares? :-)
The other day I ran across this study and wanted to share. Just click on the image to view it larger. The gist of it is that the top three fastest growing technology jobs areas are all centered right in Silicon Valley. No big surprise, right? But number four on the list is my own hometown of Huntsville! Pretty cool to see.
With the concentration of NASA, Redstone Arsenal, and the various other government contracting firms in the area, we are not what people think about when they think of Alabama.
In a 2011 study, Huntsville came in as the “4th geekiest city in the US” based on the number of math/science-based jobs and the average educational level of the people in the city.
What’s the point?
I’m using a familiar place to illustrate the example, but I get a few key lessons from this kind of thing.
- Don’t assume you know everything about a place unless you’re familiar with it. I live just outside Huntsville and didn’t even know this stuff until recently.
- Know the place you’re recruiting for, because it helps when you have to relocate someone to the local area. Some people are drawn to cities with more people, others prefer a more rural existence (rural recruiting), and some don’t much care either way.
- Now I have an idea of why it’s hard to find good engineering talent when we have openings. Lots of competition!
Have you ever been surprised by a place you had to recruit for?