Recruitment budgeting comes with challenges, from balancing spending against performance to navigating the ups and downs of the job market. 

“On the one hand, you’re contending with the unpredictable nature of hiring — the perfect candidate may come along tomorrow, or it might take months to fill a role,” says Peter Wood, founder and chief technical officer of Spectrum Search, a recruiting company for crypto and blockchain talent. “On the other, there’s the pressure to minimize costs without compromising the quality of hires, which is no small feat.” 

Plus, recruitment budgeting can be tough in this economic climate, where inflation is a factor and the labor market is tricky. Strikes have affected employers in manufacturing and information, and labor shortages are ongoing in healthcare. 

Tracking Your ROI is Crucial

The more you know about how your recruiting dollars are performing, the more efficiently you can hire great people. 

Data points can help inform your decisions. How long is it taking to fill your roles, from start to finish? How far into the process are you finding the candidates you end up hiring? How many people are applying to your postings?

“It’s not a great sign to have hundreds of people in the search,” says Kyle Samuels, CEO of Creative Talent Endeavors, a boutique executive search firm. “That usually means that you don’t know what you’re looking for and you’re reaching out to everyone.” 

The more you can work with data to gauge the results you’re achieving with your recruiting dollars, the more informed you’ll be when you make future decisions. 

Optimize Your Company Website for Recruitment

One cost-effective strategy to attract talent is to use your website as an always-on recruiting tool. When your site clearly reflects your company culture and brand, candidates who are attracted to your message will stick around. 

“Make sure you have a clear and defined employer value proposition,” Samuels says. “You need to send that signal to attract the tribe that you want.” 

Showcase your company strengths. If you’ve got diverse talent, highlight it. If you’ve got a great benefits program, make sure candidates can find information on it. The more you can sell the experience of working for your firm, the more you’ll attract passive candidates. (Not sure how to brand yourself? Use Monster’s guide.) 

Understand the Value of Talent Pipelining

Talent pipelining is the practice of keeping qualified potential job candidates in the wings, so to speak, so when an opportunity arises, you can move fast. This shrinks your time-to-fill and saves money overall, since you’re not starting from scratch for every search.

Tom Humble, founder and CXO of E.C.D. Automotive Design, a company that builds custom vehicles, says he’s used talent pipelining to identify candidates that met their skills and culture requirements — and then stayed in touch with them. “This ensured we had a pre-vetted talent pool to contact whenever a new requirement arose, reducing hiring time and costs substantially,” he says. 

You can also use talent pipelining to help you develop a more diverse workforce. By building relationships ahead of time with people and organizations from a variety of backgrounds, you’ll be in a position to proactively hire diverse talent from your pools of existing contacts.

For best results, tune in to candidate needs — if you aren’t offering what candidates are looking for, it won’t matter who’s in your pipeline. Use hiring tools that flag you when candidates in the system are active (and potentially looking for work). And engage workers via text and email tools that meet them where they are. Check out Monster’s Always Be Recruiting guide for tips.

Consider Pay-for-Performance Postings

Pay-for-performance job ads only cost you money when candidates engage with the ad — so your money goes to the most effective ad placements. These are high-yield ways to increase your ROI, since dollars go directly to the ads that are bringing in the most candidates. 

In one case study, a large staffing agency doubled its hire rate from 7% to 14% by using Monster’s Pay-Per-Click solution. It also found that Monster’s PPC strategy yielded more qualified candidates for open positions. 

“Pay-for-performance job postings, where you only pay when the desired outcome is achieved, can be a game-changer,” Wood says. “It aligns the cost directly with results, ensuring that every dollar spent is accounted for.” 

Curious about how it works? Learn more about pay-for-performance with Monster.

The post ROI-Driven Recruitment: Making Every Dollar Count in 2024 appeared first on Monster.com.

• About 10% of veterans are women.
• About 12% of veterans are Black or African American.
• About 8% of veterans are Hispanic or Latino.
• About 7% of veterans identify as more than one race.
• An estimated 1 million veterans identify as LGBTQ.
• About 30% of veterans are living with a disability.

“The military has long been described as one of the most diverse organizations in the country,” says Ken Mayes, a retired U.S. army veteran and employer relationship navigator at Syracuse University’s Institute for Veterans and Military Families (IVMF). “As more women, marginalized populations, and members of the LGBTQ+ community identify with military service, veterans reflect a broader spectrum of backgrounds and experiences.”

When it comes to hiring our nation’s heroes, employers need to take into account the principles of diversity, equity, inclusion, and accessibility (DEI&A) within their recruitment strategies. Here’s how employers can leverage DEI&A in their veteran hiring practices.

Expand Hiring Outreach

In order to engage with veterans and candidates from diverse backgrounds, employers need to look beyond their go-to sources for talent. Participating in programs like Hiring Our Heroes, which assists transitioning service members in finding fellowship opportunities with the hopes of leading to gainful employment, and Skills Bridge, which gives employers early access to those who are transitioning out of Active Duty and into the civilian world, can be great places to start. Employers can also enlist the help of Monster and Military.com, where they can gain access to more than 10 million diverse and highly skilled service members seeking opportunities across industries.

Shawn Abbatessa, chief of staff at Brown & Brown Insurance, says, “Other opportunities for veteran outreach exist in the ways businesses give back to their communities as well. At Brown & Brown, we champion volunteering with veteran-focused organizations, visiting career fairs, and partnering with colleges that provide veteran education programs.”

Additionally, employee referrals can be a cost-effective way for employers to expand upon their existing veteran workforces. “Employers can also leverage the veteran talent within their veteran employee resource groups as a lead generator to attract veteran talent,” Mayes says. “These communities often have extensive networks within both the military and civilian sectors. Employers can leverage these connections to build relationships, provide mentoring, and remove any ambiguity relating to the transfer of military skills to the private sector.”

Update Job Postings to be More Inclusive

Veterans offer unique and diversified skill sets that make them ideal candidates for businesses looking to hire. However, job postings that require specific technical skills, educational requirements, or a set number of years of experience, may dissuade qualified veteran candidates who may not have a degree or industry experience from applying.

“It is essential to use language that will resonate with candidates and other experiences beyond just traditional secondary education,” Abbatessa says. “Rather than having a rigid set of rules for job postings, we encourage recruiters to think about where potential candidates may have some crossover in their experience and what unique skill sets they can bring to the organization. When we leave room for life experience, we open the conversation to learn more about each candidate.”

Recruiters and hiring managers should include transferable skills, like problem-solving, leadership, teamwork, and communication, within job descriptions to help draw a larger, more diverse pool of candidates. Employers who are serious about hiring veterans may also consider adding language like “Veterans are encouraged to apply” to job descriptions.

Showcase Commitment to Veteran Hiring in Employer Branding

From social media and review platforms to employer value propositions and career websites, candidates have access to a wealth of information about potential employers. For employers looking to hire veterans, communicating their commitment to veteran hiring can help move the needle when it comes to attracting the military community.

“Employers should ensure that an employer’s branding is welcoming to the veteran community,” Mayes says. “An example of a welcoming website would be pictures of veteran employees within the organization or testimonials from military-affiliated employees that exemplify the employer’s commitment to the military community. As a best practice, some of the most military-friendly and military-ready employers have separate military-themed web pages to highlight their support to the community.”

As a transition master coach at Military.com, Jacey Eckhart echoes the significance that employer branding can have when it comes to veteran hiring. She says, “When we’re doing research for our top military employers, one of the things we look for is an outward sign on their website that indicates they are pro-military. In fact, one of the best things that they can have on their website is our Military Skills Translator. This tells veterans that the employer is serious about hiring veterans.”

Be More Accessible

About 30%, or five million veterans are living with a disability, many of whom, the Council of State Governments says, self-eliminate from viable career opportunities, thinking their injuries would either disqualify themselves for a job or that performing the job wouldn’t be possible given their injuries. While disabled veterans are protected under the Uniformed Services Employment and Reemployment Rights Act and the Americans with Disabilities Act, there are steps employers can take to help quell any fears that veterans and other candidates may have around their hireability.

On career websites and job listings, employers can highlight benefits like flexible work arrangements and schedules, access to mental health and wellness services, and the ability to take time off from work to attend medical appointments. Dr. Deborah Bradbard, an IVMF senior research associate, says employers should bear in mind that “no two veterans will be alike. Therefore, it is important to avoid assumptions and to customize accommodations to meet the needs of each employee.”

Create a Welcoming Work Environment

Transitioning from military to civilian life can be difficult for veterans. During their time of service, many felt a strong sense of purpose, belonging, and camaraderie among their peers. When looking for their first civilian job post-military, veterans often seek employers that provide a similar sense of fulfillment. Yet, according to Monster data, less than half (46%) of veterans feel accepted when starting at a new company.

“Employers can play a crucial role in easing the military-to-civilian transition by offering thoughtful initiatives that recognize the unique stressors that some veterans face during their transition,” Bradbard says. These include:

• Employee Resource Groups: ERGs or affinity groups for veterans can provide support, mentorship, and guidance for veterans, allowing them to share their experiences and learn from one another.
• Mentorship programs: Pair veterans with experienced employees who can provide guidance and support during the transition process and across the employee lifecycle. These mentors can help veterans adapt to the workplace culture and provide insights for ongoing career development.
• Regular feedback and check-ins: Conduct regular check-ins to provide an opportunity for veterans to express concerns and ask questions and for supervisors to provide concrete feedback.

Seek to Eliminate Bias

When it comes to hiring veterans, employers need to be aware of conscious and unconscious biases that exist, especially as it relates to mental health and disabilities. Employers should be careful not to assume that just because someone is a veteran, they will have a disability. For the five million veterans who are living with a disability, employers need to avoid ableist language and actions.

“Ableism, the belief that persons without disabilities are superior to those with them, can negatively influence initial employment decisions based on the actual or perceived disability status,” Bradbard says. “Across the employee lifecycle, employers should be careful to avoid ableism, which can take many different forms. For instance, ableism might include the use of slurs or derogatory comments towards those with a disability, failing to believe a person is disabled, talking down to someone, making assumptions that they will not understand a task or particular point because of disability, or purposely excluding or segregating those with accessibility issues.”

Cultural competence training can help create awareness around biases and provide solutions on how to combat them. Brown & Brown Insurance, for example, offers Belonging Sessions to associates, which Abbatessa says provides “a safe space for them to have candid conversations about their experience and share ideas and recommendations related to diversity, inclusion, and belonging efforts.” Additionally, he says, “We also champion allyship. As part of a summer learning challenge, we offer an Allyship in Action challenge to create a space for curious teammates to learn more about different perspectives, reflect on their own experiences, and gain practical insight.” By focusing on cultural competence and skills related to allyship—active listening, empathy, amplifying voices, etc.—employers and employees can seek to eliminate bias in the workplace.

Hold Teams Accountable

As with any corporate initiative, it’s important for employers to set goals and evaluate progress along the way. When it comes to veteran hiring, Eckhart says this is often where companies fall short. “One thing I’ve learned from recruiters is that even though their company has a veteran hiring policy, no one’s watching it,” she says. “No one’s asking the question, how many veterans have we hired? And how many veterans have we retained? So go ahead and link that to the recruiter’s performance review, and more importantly, the hiring manager’s review.”

When starting or reviewing a veteran hiring program, employers should first outline why they want to hire veterans and the outcomes they hope to achieve, like the number of veterans that apply and interview for jobs, the number of veterans hired, how the percentage of veterans in the workforce has grown over time, etc. From there, they can determine the amount they are willing to invest and who will be responsible for championing these efforts and tie those goals to their quarterly, mid-year, or annual performance reviews.

Make Veteran Hiring Part of Your DE&I Strategy

When it comes to building a diverse and inclusive workforce, veterans are often overlooked, despite their skills, backgrounds, and cultural experiences. From conveying your company’s commitment to veteran hiring, to attracting military talent to your workforce, learn how Monster and Military.com can help further your DE&I efforts with our veteran hiring solutions today.

The post The Role of DEI&A in Veteran Hiring appeared first on Monster.com.

Looking ahead, however, Monster data indicates that this slowdown may only be temporary with the number of active job listings on site up nearly 13% over the past month. Here’s our breakdown of the latest job numbers along with key takeaways to help employers plan for the months ahead.

Strikes Continue to Affect Job Numbers

Once again, workers’ strikes affected employment totals in the BLS monthly jobs report. In October, strikes hit the manufacturing and information sectors the hardest, resulting in a combined 44,000 net loss in jobs.

Comparatively, 2023 has seen an influx of workers on strike, from the recently settled SAG-AFTRA and WGA strike to the ongoing Kaiser Permanente and United Auto Workers strikes. This increase in strike activity, Monster Economist Giacomo Santangelo says, “can be attributed to a combination of factors, including the demand for higher pay in the face of rising inflation, staffing shortages leading to employee burnout in critical sectors like healthcare, and the apparent realization that the discontent that workers may feel is shared across the labor market, inspiring organized action to address concerns and improve their compensation and working conditions.”

Healthcare Hiring Remains Resilient

Despite the ongoing Kaiser Permanente strike, healthcare hiring remained resilient during the month of October. On par with its average monthly gain, the sector added a solid 58,000 payrolls in ambulatory health care services, hospitals, and nursing and residential care facilities, per the BLS monthly jobs report.

Likewise, on Monster, active healthcare job postings are up nearly 16% over the past month with listings for registered nurses #1 overall on site. Other top healthcare jobs hiring on Monster include:

• Licensed practical and licensed vocational nurses (#9 overall)
• Nursing assistants

How has healthcare hiring managed to stay strong amid workers’ strikes, compared to other industries? Santangelo says, “The essential nature of healthcare ensures a constant demand for services, regardless of economic conditions.” The aging Baby Boomer population and ongoing labor shortages worsened by the COVID-19 pandemic, he says, also drives demand for healthcare workers.

Meanwhile, from a candidate perspective, Santangelo says job security and long-term prospects continue to attract more workers to this sector. Over the past month, some of the top healthcare jobs searched by candidates on Monster were for:

• Registered nurses
• Medical assistants
• Certified nursing assistants (CNAs)

Transportation and Warehousing Sheds More Jobs

Ahead of the holiday season and major hiring announcements from companies like Amazon and UPS, the transportation and warehousing industry cut 12,000 payrolls in October. Over the past year, the sector has shown little change in employment.

“Despite the flourishing holiday hiring and the continuous growth of ecommerce, transportation and warehousing sector employment may not surge in conjunction for a variety of reasons,” Santangelo says. “The adoption of automation to enhance productivity, coupled with labor shortages, can limit the sector’s ability to scale-up employment. Ongoing supply chain disruptions, economic uncertainty, and a focus on operational efficiency may also contribute. Another trend we have been seeing in recent months is firms attempting to streamline operations and maximize the potential of their existing labor force.”

Not included in October’s job numbers were the recent layoffs announced by ocean carrier Maersk, which will leave 10,000 people out of work across the globe. Santangelo warns this will likely have repercussions on the global supply chain and labor demand. “There exists a close link between transportation demand and global economic health,” he says. “Strong transportation demand typically aligns with a thriving global economy, while a slowdown may signal economic challenges in the near future.”

However, at least for the time being, Monster data suggests that hiring actually may pick up, with the number of transportation and warehousing active job listings up nearly 40% over the past month. Top jobs hiring on Monster include:

• Heavy and tractor-trailer truck drivers (#3 overall)
• Light truck or delivery services drivers (#10 overall)
• Taxi drivers and chauffeurs

Meanwhile, on the candidate side, these job losses may be catapulting job searches within the category. Top jobs searched within the transportation and warehousing industry over the past month include:

• Delivery driver
• Forklift operator
• Driver

Last Year’s Wage Gains are Slowing Down

Wages continued to climb in October, albeit at a slower pace. According to the BLS monthly jobs report, average hourly earnings rose by 7 cents (0.2%) last month. Since its peak in April 2022, wage growth has been declining, down from 5.9% to 4.1% in October year-over-year.

“Last year’s robust wage growth was partly due to the unique circumstances of the early pandemic recovery when many workers returned to their jobs after layoffs, creating a surge in wages compared to the previous year’s depressed levels,” Santangelo says. “As the labor market stabilizes and nears ‘full employment,’ the incentive for employers to raise wages decreases, resulting in a more modest year-over-year wage growth.”

End-of-Year Hiring May Get a Boost

While the BLS job numbers were down in October, Monster data indicates that hiring may pick up as we near year’s end. Over the past month, the number of active job listings on Monster increased by nearly 13%. Top jobs hiring right now include:

• Registered nurses
• Sales representatives, wholesale and manufacturing
• Heavy and tractor-trailer truck drivers
• Managers
• General and operations managers
• Stock clerks
• Customer service representatives
• Maintenance and repair workers
• Licensed practical and licensed vocational nurses
• Light truck or delivery service drivers

Stay Tuned for the Next Monthly Jobs Report

Monster aims to provide employers with the insight needed to move forward. As you plan your hiring strategy over the next month, check out Monster’s guide for managing amid uncertainty.

We’ll see you again in December when we’ll release our next take on the monthly jobs report.

The post Monthly Jobs Report: Monster’s Hiring Snapshot appeared first on Monster.com.

“There is a strong business case for many companies to hire veterans because they bring skills, such as leadership abilities, crisis management, the ability to work on a team, as well as adaptability and tangible technical skills,” says Dr. Deborah Bradbard, a senior research associate at the D’Aniello Institute for Veterans and Military Families (IVMF) at Syracuse University. “Relying on relevant metrics, such as recruitment costs, turnover rates, productivity improvements, and customer satisfaction over time, are among the ways that companies can measure the ROI of veteran hiring. Increased brand loyalty, positive customer relations and engagement, improved team culture, and community impact are other less tangible ways veteran hiring can positively impact ROI.”

Below, we explored what kind of impact employers can expect by prioritizing veteran hiring within their recruitment and retention strategies.

Unmatched Skill Sets

Veterans of the U.S. military offer unique and diversified skill sets that make them ideal candidates for businesses looking to hire. However, one of the biggest challenges when it comes to hiring veterans is translating their military skills for a civilian job. “Rarely is a company’s hiring team trained to translate a veteran’s skills and experiences to the role they’re hiring,” says April Shprintz, veteran and founder of Driven Outcomes. “Military vernacular is highly specialized and it’s challenging to know if the person applying has the needed experience based on a resume full of terms that aren’t common in the business world.”

Skills translators like Military.com’s, can help employers better understand military skills and translate them for civilian jobs. Jacey Eckhart, a transition master coach at Military.com, says, “It’s so easy for employers to put their job listings through the Military Skills Translator to identify what kind of people have the skills they’re looking for.” Additionally, O*NET’s Military-Civilian Crosswalk can help employers find military occupational classification codes for the jobs they’re looking to fill. Tools like these can help ensure that a veteran’s skills and qualifications are being used in a way that best contributes to a company’s success.

Lower Training Costs

While every industry and role is different, the average training cost per employee sits at $1,252 with companies spending an average of 33 hours of training time for every new hire, according to the Association for Talent Development. Dedicating this amount of time and resources can impact productivity when new hires are unable to hit the ground running and take more experienced employees away from their day-to-day work.

When it comes to training new hires, veterans are often fast learners, which can help employers save both time and money. “They have the unique ability to learn skill sets and roles in weeks compared to the months and years it takes many others to be trained,” Shprintz says. “For veterans, both the mission and often their lives depended on that speed of learning and adaptability. To give an example, my military training as a broadcaster took 12 weeks and I was told by more than five television news producers that they considered that 12 weeks of training superior to a four-year degree in broadcasting.”

Improved Turnover Rates

Members of the U.S. military pride themselves on their commitment to mission and country. When transitioning to civilian life, hiring workers with that kind of commitment can be impactful when considering the cost of losing an employee. According to Employee Benefit News, employers spend an average of 33% of a worker’s annual salary to replace one employee, and in today’s world where the average employee stays at a job for about four years, that can really add up.

“Veterans who have served in the military often experience a profound sense of purpose and belonging during their time in service,” says Annette Harris, veteran and owner of Harris Financial Coaching. “Upon transitioning back to civilian life, they often seek employers that provide a similar sense of fulfillment and camaraderie. Once they have found an employer that aligns with their values and provides a supportive work environment, they are committed to staying with that employer for the long term. This dedication level often extends until retirement, as they value the stability and security that comes with long-term employment.”

In order to retain top veteran talent, it’s imperative that companies provide a supportive work environment. Ken Mayes, retired U.S. army veteran and IVMF employer relationship navigator, says, “Companies investing in mentorship programs and professional development opportunities for veterans will likely witness improved employee retention as veterans find a sense of belonging and growth within the organization.”

Additionally, Eckhart adds that military spouses can also embody a similar level of dedication to their employers. “Because they have traditionally been constrained by how many times they have to move, that has always been a limiter for spouse employment. However, one of the things that we’re seeing is once the spouse is working for a company, they will move heaven and earth to stay in the company. So if you’re looking for loyalty and longevity from an employee, a military spouse who can have a remote or hybrid role is a great, great hire.”

More Business Opportunities

Most people want to give back to veterans, who have sacrificed so much for us. As a result, companies that hire and support veterans may experience increased favorability with customers, investors, and business partners whose values align with their own.

For instance, BlackRock Systematic Research found that government contractors with a higher proportion of veteran hires tend to be awarded more government contracts. Additionally, Mayes says, “The Center for a New American Security’s report on ‘The Business Case for Hiring Veterans,’ highlights the potential for enhanced brand reputation and customer loyalty when a company actively supports veteran hiring initiatives. Many consumers and investors favor businesses that demonstrate a commitment to veterans, positively impacting market share and revenue.”

Reduced Tax Liability

There are several tax credits available to employers that hire men and women of the Armed Forces, which can further impact a company’s bottom line. These tax credits include:

• Returning Heroes Tax Credit: This tax credit provides financial incentives for firms to hire unemployed veterans. For short-term unemployed veterans, or veterans who have been unemployed at least four weeks, employers may receive a credit of 40% of the first $6,000 in wages (up to $2,400). For long-term unemployed veterans, or those who have been unemployed longer than six months, employers may receive a credit of 40% of the first $14,000 of wages (up to $5,600).
• Work Opportunity Tax Credit: This tax credit provides financial incentives for companies hiring marginalized target groups, which includes military veterans. A qualified military veteran is someone who is receiving food stamps or has left the military within the last 180 days. Employers can receive a tax credit equal to a percentage of the veteran’s first year of employment wages. “By participating in the Work Opportunity Tax Credit,” Mayes says, “employers can positively impact workforce diversity and inclusion while reducing their tax liability.”
• Wounded Warrior Tax Credit: This tax credit maintains the existing Work Opportunity tax credit for veterans with service-connected disabilities hired within one year of being discharged from the military. Employers that hire long-term unemployed veterans with services-connected disabilities may receive a new credit of 40% of the first $24,000 wages (up to $9,600).

More Inclusive Company Culture

A diverse and inclusive company culture can be decisive to the long-term success of a business and can have a direct impact on its bottom line. When hiring veterans, consider that racial and ethnic minority service members account for about 40% of active duty military. Some may have also lived in foreign countries, giving them exposure to different viewpoints and ways of life. These diverse backgrounds and experiences can positively impact team dynamics and lead to greater employee satisfaction, engagement, and camaraderie.

“Veterans can be fantastic for a company’s work culture,” Shprintz says. “They are taught to put the mission first while always keeping their troops in mind. With a mentality of ‘mission first, people always,’ veterans are uniquely able to help colleagues and teams rally around a company’s goals and accomplish them while maintaining an inclusive and supportive culture.”

Ready to Hire Veteran Talent?

Whether you’ve just begun veteran hiring, or your company has made it a priority for years, Monster and Military.com offer a comprehensive suite of tools you can use to find and hire veterans, including a Military Skills Translator, Reverse Military Skills Translator, and Veteran Talent Portals. Learn how we can help you build a veteran-friendly employer brand, recruit top-notch, skilled talent, and reach over 10 million veterans seeking opportunities today.

The post The ROI of Veteran Hiring: How Investing in Veterans Pays Off appeared first on Monster.com.

The Importance of Disability Inclusion 

Despite being adaptable and resourceful – qualities every employer looks for – people with disabilities are often overlooked when it comes to the hiring process. In fact, according to CNBS’s Small Business Playbook, as much as 80% of people with disabilities are shut out of work. People with disabilities possess a wide range of experiences, and perspectives, making them extremely valuable to your organization. Diverse teams are more innovative, and employees with disabilities bring unique problem-solving skills, creativity, and a different viewpoint to the table. 

Hiring and promoting people with disabilities can boost your company’s reputation with your employees, as well as with candidates, customers, and companies you do business with. Beyond being a moral imperative – and good business – hiring individuals with disabilities is often a legal requirement in many countries. Laws like the Americans with Disabilities Act (ADA) in the United States mandate equal employment opportunities for qualified individuals with disabilities, so it’s important to be aware of any changes.  

Follow these tips to help ensure that you’re cultivating an inclusive, welcoming, workplace. 

Recruiting Employees with Disabilities 

Are your job postings accessible to everyone? Be sure to use unbiased language, provide alternative formats, and make sure your company website is compliant with web accessibility standards. Partner with organizations and job boards specializing in disability employment services; they can help you reach a broader pool of candidates.  

Review your interview processes to confirm that they’re accessible and that reasonable accommodation is provided when needed. Offering training to your HR staff and hiring managers on inclusive hiring practices is essential. You can help eliminate hiring decision biases by teaching your hiring managers how to better evaluate candidates based on job qualifications. Most importantly, focus on skills-based hiring rather than making assumptions based on disabilities. 

Creating an Inclusive Workplace 

Verify that both your physical and digital workspace is accessible to individuals with disabilities. Don’t guess or rely on anecdotal information when creating your inclusive workspace. Consult with appropriate legal counsel and government agencies like the Department of Labor’s Office of Disability Employment Policy (ODEP), to ensure that you’re not only meeting your legal responsibilities but also creating a welcoming workplace for all. And remember to get feedback from your employees with disabilities, to confirm that nothing is missed. 

Offering flexible work arrangements, like remote work or flexible hours, can accommodate various needs, including mobility challenges and medical appointments. Establishing mentorship programs and training initiatives that promote disability awareness and inclusion can encourage open dialogue about disabilities and create a supportive work environment.  

Being proactive in providing reasonable accommodation helps amplify the message of inclusion. Don’t wait for complaints to get ahead of potential issues; when they arise, always address them with openness and transparency. Collaborating with employees to identify and implement solutions will help promote equity and show that you’re cultivating an environment where all are valued. 

Employee Resource Groups (ERGs) 

Creating ERGs or affinity groups supports employees with disabilities by providing a sense of community and a platform for advocacy. For example, Monster’s ERG, Abilities in Motion (AIM), focuses on providing support to employees who have a disability (visible or invisible) and those who are caring for someone with a disability.   

Amber Gopel, AIM’s co-lead, says, “We also bring awareness and provide education for those who wish to be allies. Abilities in Motion is a safe space to feel heard and seen and is a great platform to discuss ways that Monster can better support people with disabilities and their caretakers. As a caretaker to my spouse, this group has been an amazing source of strength. At the end of the day, it is all about being there for each other!” 

More Ways to Support Employee Development and Retention 

• Career Pathing: Are you doing everything you can to make sure that all employees with disabilities are aware of, and considered for, career advancement? Employer branding materials, like an employer value proposition or a career site, can often be a good place to start. 
• Mental Health Support: Recognize that disabilities can also include invisible conditions such as those related to mental health. Provide resources and support for mental health and stress management. 
• Feedback and Communication: Encourage regular feedback from employees with disabilities to better understand their needs. Keep those communication channels open and transparent!
• Partnerships: Is your organization looking for a business partner? You might consider working with a company owned by people with disabilities. Although many are small businesses, they cover a range of products and services that businesses of all sizes need. Additionally, working with these companies would increase your firm’s visibility and boost its reputation.

By recognizing the importance of inclusivity, expanding recruitment efforts, and supporting employees with disabilities, your organization can foster a workplace that values diversity and benefits from the unique talents and perspectives of all its members.   

To learn more actionable strategies that can boost your DE&I talent acquisition pipeline, be sure to read our eBook: Diversity Equity and Inclusion: 5 Ways to Expand Your Talent Pool.  

The post Be a Disability Inclusion Champion During National Disability Employment Awareness Month appeared first on Monster.com.

Monster economist Giacomo Santangelo says, “Current reports reflect a proposed cutback in 2023 holiday hiring. A decline in holiday hiring suggests uncertainty on the part of firms and reflects reduced seasonal employment opportunities for workers. If some of these reports are to be believed, we could be looking at holiday hiring at a level we have not seen since the 2008 Great Recession”.

Holiday Hiring Strategies

If your business typically hires for the season, these strategies can help you manage that hiring in an uncertain economy.

Look Internally First

Do you need to fill additional shifts? Consider offering them to your current employees.

“They may want to pick up extra shifts to earn more for the holidays,” says Marina Vaamonde, owner and founder of online house marketplace HouseCashin. “If you’ve got enough people to cover the expected increase in workload, you might not have to look outside, or you would need to hire fewer temporary workers than normal.”

This may require training your staff on the art of the “holiday hustle,” says Eric Elggren, co-founder of leather accessories company Andar. “Upselling, moving quickly, and managing multiple customers at once are skills that all holiday retail workers need to have. If you have a staff that’s honed these skills, you may not need to hire, train, and pay many more workers for the holidays.”

Lean Toward More Flexible Positions

When you’re not sure what your needs will be — but you anticipate them being lighter than usual — you need the ability to be fast on your feet. Hiring part-time or temporary workers can give you the freedom to move workers around as needed.

“This will give you the flexibility to adjust your staffing levels based on changes in customer traffic,” says Arno Markus, founder of iCareerSolutions. If demand is higher than expected, you can increase hours for the part-time workers that want them.

This also gives you the opportunity to offer flexible work in an economy where “flexible” is what workers want. Ninety-four percent of workers want flexible hours, according to a survey from Future Forum, a consortium on the future of work.

Hire Strategically

When hiring for an uncertain spending season, you may need to have some tricks up your sleeve. For instance, consider hiring seasonal workers who can contribute in multiple ways.

“It may make sense to hire someone who has more experience in other areas of the company so that they can take on those extra responsibilities when needed,” says Kimberley Tyler-Smith of Resume Worded.

If you’re hiring fewer workers, it’s also imperative that you screen candidates carefully and make sure you hire well. “In a slower economy, there will be more people vying for seasonal jobs, so it’s important to be selective in order to find the best possible employees,” says Phi Dange, director of home service company Sidepost.

Don’t Skimp Too Much

Dropping your hiring too low can backfire when you don’t have the help you need. Target’s seasonal hiring goal of 100,000 is exactly the same as last year’s, and Macy’s will be hiring fewer people than it did in 2022.

“The holiday season is more about the experience and emotions attached to it, and seasonal team members are an important part of this and are also important to ensure businesses deliver customer needs,” says Adrienne Couch, human resources analyst with business site LLC.services.

Has Seasonal Hiring Been Adequate?

Consider, too, whether your seasonal hiring has been adequate in the past. “I’ve yet to find a retail store that needs to hire seasonal help [manage to] hire an adequate amount of them, leaving even the seasonal helpers overworked and regular employees downright drowning,” says Dragos Badea, CEO of hybrid workforce management company Yarooms. “Regular hiring patterns against slower demand might be a good thing in the long run, as you’ll experience a good deal fewer holiday attrition-style quitting at the peak of the season.”

An Economist’s Viewpoint on This Year’s Seasonal Hiring

During the holiday season, the retail sector is a driving force in seasonal hiring trends. Consumer behavior and changes in retail strategies affect retail during the holidays. Anything that affects them will affect firms’ hiring behavior.

Santangelo says, “One example of a “consumer behavior” that is influencing retail is “online shopping.” The rise of online shopping has transformed holiday hiring by creating new job opportunities in e-commerce, shifting the types of roles available, and influencing hiring decisions by both traditional retailers and online businesses.

Consumer Confidence

Since anything that affects consumer behavior influences retail behavior, consumer confidence is also a huge contributing factor. Recent earnings reports from retailers (you know the ones) indicate consumers are a bit more hesitant as the holidays approach. This may stem from further concerns about inflation, financial sustainability, and the recent resumption of student loan payments, which will reduce disposable income during the holiday season and, unless consumers are willing to take on more credit card debt, will limit the amount of spending, meaning retailers will need fewer workers.

The post How to Hire for This Holiday Season appeared first on Monster.com.

Even as the country has returned to pre-COVID protocols, working parents and employees with family responsibilities are still dealing with COVID complications, such as long absences from work and school when someone in the family gets COVID. This is in addition to everything else that parents and caregivers are juggling.

If you’re looking for ways to retain and support your talented parent and caregiver employees, here are some benefits you might consider:

Flexibility

It can’t be stated enough: flexibility is crucial for anyone managing responsibilities outside of work, whether that’s children, aging parents, or even a pet. Unless you’re a business that requires dealing with customers or on-site work, giving employees the freedom to complete their work on a schedule that works for them is a key benefit.

“Offering things like flexible hours, telecommuting, and condensed work weeks can make a big difference,” says Linda Shaffer, chief people and operations officer at Checkr, an HR technology platform. “At Checkr, we offer flexible start and end times, allowing people to work around their children’s schedules. We also have a remote work policy, which allows parents to work from home when needed.”

A Remote Work Stipend

A stipend that allows your workers to purchase supplies that make it easier for them to work remotely can increase their efficiency at home and make things easier. For instance, a parent working from home could benefit from things like a divider, noise-canceling headphones, a good microphone, or even a seat cushion that makes their chair more comfortable.

“I love when I see companies saying, ‘Find a quiet place in your home to work,’” says Jill Santopietro Panall, a human resources consultant at 21Oak HR Consulting. “If you have three or four children, that’s not a thing. What does that person need?”

Flexible Sick Time or COVID Days

COVID-19 hasn’t gone away completely and may have a resurgence. With COVID absences requiring at least five days at home, workers can go through their sick days in record time. For instance, an employee may have to leave work just to pick up a child from school who’s tested positive for COVID.

“In some cases, companies are adding a little time that’s only for COVID,” Panall says. “It’s not extra time — it’s so they’re not getting killed on using their sick time when COVID keeps popping back up.”

A Working Parents ERG

Employee resource groups help different sets of people at a company feel connected and can strengthen employee engagement. An ERG for working parents can go a long way toward creating a supportive culture at your company. Monster, for instance, recently introduced a Parents and Caregivers ERG.

“Providing a safe space where employees can be their authentic selves and discuss how to better support and educate their workplace is highly effective,” says Adam Selita, CEO and cofounder of The Debt Relief Company. “ERGs have also been proven to help improve workplace satisfaction, as well as improve workplace conditions for employees who might feel marginalized.”

Child Care Support

Child care is a challenge for many working parents. Still, as recently as January 2020, only 6% of firms offered any child care benefits, according to a survey by B2B ratings platform Clutch. There are various ways to do this, including offering child care subsidies, backup child care assistance, or flexible child care spending accounts.

“Daycare is a big issue,” says Matthew Burr, a human resources consultant in Elmira, N.Y. “Is there an option to put a daycare center in your organization? As a perk or incentive? All those things are opportunities.”

Money Toward Education

If you have the means, offering benefits that can be used to pay for education can go a long way. According to data from Willis Towers Watson, an increasing number of companies are considering offering benefits like tuition reimbursement, student loan refinancing or 529 contributions this year or next.

“I just reviewed an offer letter from a friend who’s going to a company that had monthly deposits you can use toward your own student loans or your college student’s tuition,” Panall says. “That really says, ‘We’re digging deep.’ That’s for companies with bigger, deeper pockets, but that’s such a hot topic right now.”

Showing You Value Your Parent and Caregiver Employees

The more you can show that you value your parent and caregiver employees, the better your chances of hiring and retaining great talent. “I think there’s been an evolution, and people’s expectations and demands are going to change,” Burr says. “If you’re not offering me what I need, I’m going to get on the Internet and find something different.”

The post 6 ways to support your working parent employees appeared first on Monster.com.

Here’s what women are valuing at work, based on our poll data:

Equitable pay

A clear majority (82%) of women choose “fair and equal wages” as the benefit they value most in the workplace, according to Monster’s poll, and only 24% of women believe that men and women are paid the same where they work.

In some states, new pay transparency laws are bringing this issue to the forefront as employers are required to post pay ranges in job advertisements or provide pay ranges to internal employees who request it. Some employers are proactively making the information available to help level the playing field, and conducting pay audits to keep themselves on track.

“One of my clients just worked with a consulting firm to go through all their pay and look at pay equity, and they had to make massive changes,” says MaryBeth Hyland, a workplace-culture consultant and founder of SparkVision. “The majority of people getting the highest pay had to do with how long they were there and not the impact of their work. They had to shift a lot of the old ways of thinking, because there was a huge discrepancy with men versus women and with tenure versus impact.”

Growth opportunities

Two-thirds (63%) of women value “a clear vision for the future of their career,” and 69% of women would consider turning down a job offer if the company lacked career growth opportunities for women. Only 23% of women think all employees at their current company receive the same quality and quantity of opportunities.

This is a good note for companies interviewing new talent – be clear about where women can go at your firm. “You can say, ‘This is how we plan to outline your career growth,’” says Monster career expert Vicki Salemi. “‘Here’s your one-year, two-year, five-year plan.’ So they see there are intentions behind it. That’s what they’re looking for, ultimately.”

Female representation

Nearly a third (31%) of women say they value female mentors in the workplace, and 45% said they’d consider turning down a job offer if the company lacked either female leaders or female employees.

This might feel like a chicken and egg problem — if you need women to attract women, what do you do if you have fewer women? It’s important to have a strategy. If you don’t have many women in leadership positions, for instance, let applicants know what steps you’re taking to address it.

“It’s a matter of being proactive with candidates and saying, ‘Right now we have 10 people in our C-suite and two who are women,” Salemi says. “‘This is how we plan to groom the current management team so women have a seat at the table.”

It’s also important to be able to show that you’re putting time and money into women-oriented talent outcomes. “Where are we showing up?” says Darcy Eikenberg, an executive and leadership coach at Red Cape Revolution. “Are we investing in attending events that specialize in women in STEM? Can we tell a story about spending X amount of dollars on a women’s development program, and what the outcome of that is? If there’s not the investment to begin with, you can’t expect a return.”

Family benefits/flexibility 

A quarter of women said they value maternity leave and/or childcare benefits, and another 11% said they value fertility and/or family planning services. Thirty-seven percent said they’d consider turning down a job offer if the company lacked adequate flexibility for working parents, and another 30% said they might walk for lack of adequate parental leave or childcare benefits.

“There’s so much research showing how many women dropped out of the workplace during the pandemic because of the childcare situation,” Hyland says. “It created an opportunity for many companies to start to understand what it looks like to be flexible.”

In many cases, flexibility and family benefits go hand-in-hand, since offering flexible scheduling, remote work or a four-day work week could enable female employees to better manage the work-life juggle. “Companies will see that if working parents don’t have the flexibility they need, there are other employers that will offer it,” Salemi says.

The post Equal Pay Day and More: What Women Want From Work appeared first on Monster.com.

Workplace discrimination, of course, can take many forms and can stem from a number of conscious and unconscious biases related to age, race, gender, sexual orientation, even a person’s physical appearance, name, or accent. When it comes to the job application process, for instance, Monster’s poll found that 50% of workers have experienced discrimination based on age and 40% based on race.

“Discrimination in the workplace and job application process can manifest in various forms,” says Stewart Parnacott, a certified registered nurse anesthetist and instructor at Baylor College of Medicine. “Examples include bias during candidate screening based on age, race, gender, or other protected characteristics. Discrimination can also be evident in the allocation of job responsibilities, promotions, or opportunities for growth, leading to disparities and inequities among employees.”

Below, we’ve provided some expert guidance on how employers can check their biases to create a more inclusive workplace.

It Starts With the Job Description and Application Process

The job description is typically a candidate’s first view into what a company values and the type of people they want to hire. When job applications require a set number of years of experience or a laundry list of requirements for candidates to meet, that position becomes limited to a very select group of people.

“Recruiters swiftly scan resumes, seeking specific keywords to capture their interest, such as prestigious universities, notable employers, or affiliations with organizations or clubs,” says Janet Stovall, global head of DEI at NeuroLeadership Institute. “Regrettably, many exclusive educational institutions and groups have historically limited access, excluding many from the opportunity to add these to their resumes.”

To be more inclusive and attract a more diverse candidate pool, employers should look at transferable skills and how someone’s experience (or lack thereof) can provide an opportunity to diversify their workforce and promote a culture of learning and growth. Additionally, Joseph B. Hill, a partner at Bridge Partners, says a blind hiring process, where names, addresses, and academic institutions are removed from job applications, can help eliminate bias right from the start. Employers can also make sure every job listing includes an equal employment opportunity (EEO) statement that encourages applicants from underrepresented groups to apply.

Build Inclusive Hiring Teams

As candidates move through the hiring process, they may get a less than welcoming vibe from interviewers or hiring managers. This can sometimes be caused by a lack of diversity among the interviewers—if candidates don’t see themselves reflected in the interviewing panel, it might be difficult for them to imagine themselves belonging in that company. Microaggressions, such as telling a candidate “you’re so articulate” or asking a candidate with an uncommon name “where were you born?”, also sends a denigrating message.

“Prioritize diversity within hiring teams to ensure a comprehensive view of candidates, and hold team members accountable for their interpretations,” Stovall says. “Open discussions of these differences lead to more well-rounded hiring choices. Without diverse input, biases can thrive, leading to biased decisions like hiring for ‘cultural fit’ or misunderstanding resume gaps as a lack of commitment.”

Interview questions that focus more on personal attributes rather than on job-related qualifications, skills, and experiences can also create a breeding ground for unconscious bias to manifest. Stovall says structured interviews, where all candidates face the same role-focused questions, can help mitigate bias by allowing each candidate the same opportunity to effectively tell their story and explain why they are right for the role.

Offer Robust Benefits, Policies, and Training

Outside of the hiring process, discrimination can also rear its ugly head when it comes to an employer’s benefit options and workplace policies. This can include healthcare access, such as fertility or mental health support, paid time off for religious holidays, parental and family leave policies, adoption benefits, eldercare leave, childcare subsidies, and more.

To prevent workplace discrimination and foster inclusivity, Parnacott says employers can implement comprehensive policies and benefits. “Emphasizing diversity, equity, and inclusion in hiring practices can promote a diverse workforce,” he says. “Providing inclusive parental leave policies that cater to all parents, regardless of gender, is essential. Offering mental health resources and accessibility accommodations can further support employees with disabilities. Emphasizing training on anti-discrimination and unconscious bias can also enhance awareness among all staff.”

Further, it’s important to communicate DE&I policies throughout the organization to ensure understanding and compliance. This is where many employers fall short. According to Monster’s poll, 45% of workers said they are unaware of their company’s policies against workplace discrimination. To improve communication, employers can spell out these types of benefits and policies in their employer value proposition and branding as well as making them easy to find on career and employee resource websites.

Implement Equitable Processes for Promotion and Development

Creating merit-based processes for promotion and development can help ensure that it is unbiased and equitable across the organization. This often starts at the top with the leadership team. When promotions are biased, or based on an individual’s background or identity, it can lead to a lack of diversity in leadership, which can have a negative impact on a company’s culture, productivity, and bottom line.

Likewise, Monica McCoy, CEO and founder of Monica Motivates, says, “Research by McKinsey & Company and Boston Consulting Group, among others, has connected more diverse and inclusive management teams, as well as more diverse and inclusive workforces, with greater employee engagement and satisfaction, more innovation, and greater productivity and profitability, all of which overlap to some extent.”

Here are a few ways employers can diversify leadership and ensure that opportunities for promotion and development are equitable:

• Establish clear promotion criteria and expectations.
• Provide development opportunities and resources, such as mentoring, training, and coaching, to all employees.
• Create employee resource groups (ERGs) that support underrepresented groups in the organization.
• Use objective and consistent evaluation methods across the organization that are based on job performance, skills, and experience.
• Require that at least one person from an underrepresented background is considered for each leadership position.
• Consider internal candidates for roles so employees see that there is a path for career advancement.

Provide a Safe Space for Workers

When it comes to reporting an incident, Monster’s poll found that less than half (44%) of workers feel comfortable reporting discriminatory behavior to a company-provided anonymous reporting resource. Even fewer are comfortable bringing it up to HR or their manager, while 28% said they don’t feel comfortable reporting discriminatory behavior at all.

“This data suggests issues of culture—most specifically, lack of a culture of inclusion and belonging,” Hill says. “If you’re not being included, you’re being excluded. At some point, you’ll feel as if you don’t belong. When someone feels isolated and unsupported, it’s not a surprise they’d be uncomfortable reporting discrimination where the likely result is no change. Fixing this takes hard work as culture change does not happen overnight. It’s important to create an environment where employees feel psychologically safe. Employers must ensure a belief that no one will be punished or humiliated for speaking up. Leaders must create an environment where everyone has the courage to speak up and the confidence to know they’ll be heard.”

To encourage more employees to speak up, Stovall suggests that employers can:

• Set clear guidelines and clearly communicate anti-discrimination policies and reporting steps.
• Assure privacy to ensure confidentiality and minimize fear.
• Establish no retaliation policies that ensure reporting won’t lead to punishment.
• Train employees to recognize and address discrimination.
• Swiftly address reported discrimination to build trust.
• Share action taken in response to reports for transparency.
• Establish forums for employees to discuss concerns and find support.

Learn More About DE&I

From revamping talent pipelines to auditing hiring processes, Monster’s DE&I Hiring Guide provides additional guidance for employers looking to expand their talent pools to attract and retain a diverse workforce. Download today to learn more.

The post Monster Poll: Workplace Discrimination appeared first on Monster.com.

“If employees are sitting there and they’re on social media half the day while everybody else is trying to get their job done, I can understand thinking it’s unprofessional,” says Cornelia Gamlem, a speaker and consultant and co-author of The Big Book of HR.

From appropriate social media use to employee panic at the thought of their employer finding them online, here’s the lay of the social media land:

Social Media Use at Work

Despite many workers feeling like personal social media use at work is off limits, 42% of workers spend up to four hours on social media for personal use during work hours (excluding work-related social media like LinkedIn). And 22% of workers use social media to take mental health breaks during work.

Regarding the first statistic, Mikaela Kiner, founder and CEO at HR consulting firm Reverb, questions any employee spending that much time on social media. “You can’t possibly have a challenging enough job if you have four hours to spare,” she says.

As for mental health breaks, Kiner points out that everyone takes a little time throughout the day. “Whether I’m going to get up and walk around the block or grab a glass of water and chat with my colleagues, we need breaks,” she says. “Whatever people are doing during that time — as long as it’s not illegal or inappropriate, do whatever it is you need to do.”

Workers Have Privacy Concerns

Half of workers prefer their employers not follow them on social media so that they can avoid mixing their personal and professional lives, Monster’s poll found. And 30% think that their CEO finding and following their personal social media account is scarier than holding a spider or snake, skydiving, going to the dentist, and blind dates.

Further, 56% of employees think it’s unethical for employers to scan or scroll through their employees’ social media accounts, excluding work-related social media like LinkedIn.

But if a social media account is publicly viewable, there’s always a chance that an employer will run into it. “These things are all in the public domain, and many employers actually make a habit of looking at the social media of candidates,” Kiner says. “It’s a place where employers can learn about you.”

A public account can definitely get an employee into trouble. One woman in Denver was reportedly fired from a new job after she posted several videos on TikTok about her salary. A public relations executive was fired after posting an offensive remark on Twitter.

(And a private account isn’t necessarily foolproof if the wrong person takes a screenshot and shares.)

Managing Social Media in the Workplace

A comprehensive social media policy can help prevent issues at work. “People are going to be on social media,” says Kathi Kruse, a social media strategist with Kruse Control Inc. “I find it better to have a policy that tells them what they should and shouldn’t do.”

An employer’s social media policy will depend on the industry, but in general, it should address intellectual property, use of company logos, not holding oneself out as speaking for the company without authorization and not publishing content that may be offensive or illegal in circumstances in which the employee may be perceived as speaking for the company, says David Miller, a labor and employment attorney at Bryant Miller Olive P.A.

Policies “may also deal with topics such as disloyalty to the company (i.e., encouraging an illegal boycott or other illegal acts), discrimination, ‘hate speech’ and the like,” Miller says.

But he also points out that the National Labor Relations Board (NLRB) is looking more closely at private sector social media policies with an eye toward whether or not restricting employee activity is legal.

“Thus, employers should frequently check their policies to make sure they are compliant,” Miller says. “What was legal yesterday may not be legal tomorrow.”

Learn More About Hiring Trends

From discrimination in the workplace to summer benefits and our State of the Grad report, Monster Intelligence contains polls and information on the latest trends and what candidates think of them. Visit today to learn more.

The post Monster Poll: Is Social Media Use at Work Unprofessional? appeared first on Monster.com.