Description: In this episode, we’ll explore the April edition of MRA's monthly Talent Report!
We’ll hear from Jim Morgan, Vice President of Workforce Strategies, on best practices regarding internships and cross-departmental training, uncover C-Suite priorities and top creative HR strategies, learn how to improve employee productivity, and more!
Resources:
Talent Report+ Webinar Series
MRA Membership
About MRA
Let's Connect:
Guest Bio - Jim Morgan
Guest LinkedIn Profile - Jim Morgan
Host Bio - Sophie Boler
Host LinkedIn Profile - Sophie Boler
Transcript:
Transcripts are computer generated -- not 100% accurate word-for-word.
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Hello everybody and welcome to 30 minute Thrive,
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your go to podcast for anything and everything HR.
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Powered by MRA, the Management Association.
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Looking to stay on top of the ever changing world of HR?MRA has got you
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covered.
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We'll be the first to tell you what's hot and what's not.
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I'm your host, Sophie Boler and we are so glad you're here.
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Now it's time to thrive.
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Hello, everybody, and welcome to this episode of 30 Minute Thrive.
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We're happy you're here, and I'm excited to introduce to our guests for today.
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And that's Jim Morgan.
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And we're going to be talking about the latest information on all things
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talent related for April's edition of MRA’s Talent Report.
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So if you aren't familiar with the monthly report,
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Jim Morgan, our vice president of Workforce Strategies,
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really gives an up to the minute review of what's going on in the world of business
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with an emphasis on talent, which is based on input from CEOs, CFOs
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and HR leaders from MRA's 3000 plus member companies.
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Thousand roundtable participants and subject matter experts.
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So thank you for joining us on the podcast today, Jim.
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Great to be back again.
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Well, let's really start off
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by talking about what's happening in the recruiting and retention world.
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So I know that you really emphasize retention
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and retention strategies in this month's report.
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So what are you really seeing here?
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I'd say one of the most interesting things that we're starting to see is,
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you know, historically companies have been pretty protective of their employees.
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And then even within a company, managers are pretty protective of their employees.
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So, you know, if I report to you and I say, Hey, Sophie,
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I'd like to go work in this other department,
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you're probably thinking, I don't want you to go work in the other department.
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It took me five years to train you,
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and all this time, you know, I don't want to have to go replace you.
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And companies are starting to take a little bit
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bigger picture
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view of that with their hiring managers and their supervisors.
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That if the goal is to keep me and I want to go try something else,
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let me go try something else, because at least I'm still working in the company
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and I'm still available to you as a talent, provided
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you think I'm worthwhile employee and you want to keep me.
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And so we're seeing more companies emphasize with their employees
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and do a little bit more of a sales job to say, here are the openings we have
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at the organization.
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And so you're starting to see people that maybe were on the facility
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floor saying, hey, I'd like to work in customer service or a machinist
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that now wants to go out on the road and fix things somewhere else.
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And as companies are telling these stories and as I hear them,
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you're sort of like, well, you know, does it always work?
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And for the most part, they're like, you know, if it works, it's fantastic.
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They're happy.
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And if it doesn't work, they go back to where they were before.
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They have a greater appreciation for wherever it is that they went,
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and they're still talking about it with the other people.
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So, for example, one company had the person on the facility floor.
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They wanted to do customer service and after about two weeks he was like,
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This is not for me. I want to be back there.
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I want to be fixing stuff, making stuff, doing things and not talking to people.
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So he went back and did they invest some time in his training?
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Yes, But he got to see a little bit more of the organization.
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He's happy.
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He likes what he's doing even more, having had to see something else.
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So I think one of the new things we're seeing is the goal
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is to keep them in the organization and we can keep them in the organization.
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We should be willing to let them have a variety
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of different types of experiences so that that's sort of a new one
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as companies really try to hang on to the best people that they've got.
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Yeah, absolutely.
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And just kind of going back to talking about internships.
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I interned at
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Emory a couple of years ago, and I would just emphasize a point
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on really just being introduced to each department.
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That was kind of a big aspect that made my internship so meaningful
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and successful was being introduced to each department and just getting
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a better idea of the company as a whole instead of just being kind of submerged
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in marketing team for the whole summer, I was able to see
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what other leaders were doing and what other kinds of businesses,
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how they work, and that just gave me a better picture
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of the company as a whole, which helped in my internship a lot.
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And then I would just add another aspect
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that I loved about the internship was just
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being involved with the senior team as well
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and being able to show them the work that I did throughout the summer
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and just kind of having the opportunity to have open camera session with them
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just made my work more meaningful, knowing that, Hey,
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the senior team is involved and cares about what I'm doing to.
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There's plenty of other things
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I can mention, but I would say those were very impactful
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for me on my end and making it enjoyable and successful at the same time.
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Yeah, and I would say, you know, if someone were to say, well,
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how do I build
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a successful internship program, I think you just, you know, good for us.
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But I think you just hit on some of the ones
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that it really it's access to people, you know, whether that's
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the vice president or the C-suite or whatever it is, It's variety,
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you know, like you just got done describing
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about having the opportunity to go to different departments.
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I saw the list of ideas for projects that we gave you before you started.
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I think not being bored is another big one where it's like,
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I can see where I'm digging into something.
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I actually get, you know,
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to work on projects to lead a team to do those different things.
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Those are really what makes those internship
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experiences even even better.
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And so, you know, we're really seeing now what you just described
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both in internships and in onboarding, where, you know, companies
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from a best practice point of view will rotate people through that.
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That's just like you might have come
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to our insurance company because you wanted to be in an actuary
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or we're going to spend the first six months or year with you spending a month
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in benefits, a month as an actuary, a month in customer service,
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a month in sales, and let you see the whole organization because
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maybe actuary isn't what you want to do for the rest of your life.
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And now we've exposed you to some different things.
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So making that experience, one that I think you just described, especially
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with a internship, apprenticeship co-op, whatever it might be,
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that is an incredible retention tool,
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whether it's trying to sell an intern like you to continue to work with us
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or even a new employee who's, you know,
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maybe trying to spread their wings a little bit and look around
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any other types of trends you're seeing here.
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And I know on your short report you had
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the idea that mentors play
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a big role in internships and emerging leaders and stuff like that.
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So I think that's also a good point to touch on.
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Just having that personal weigh in on When you first start at a company
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or maybe having a mentor in various different departments,
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like you said, is there anything else you want to touch on?
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Yeah, And I think we you know, we're seeing mentors that traditional
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this is the person I can get advice from and things like that.
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We're seeing companies also maybe add a buddy
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who may not have the experience and you know the long in the tooth person
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who's been there forever and knows everything,
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but they're the friend who can just say, be careful
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when you're going to this meeting,
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because here's what usually happens or here's the history on that.
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Just to give you a heads up, that becomes another
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really important person in that person's career.
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And you're seeing companies now look at you walked into the marketing
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department at Mirror
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that were saying, all right, six or seven other people in the marketing department.
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Part of your job is to make sure Sophie has a really good experience
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here for the next three months.
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So your job also is check in on her, ask her how she's doing,
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make sure she's got projects, make sure she's happy.
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And so all of those things really just, you know, surrounding Sophie, the intern
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with a buddy, a mentor and a team,
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that makes a huge difference in terms of what your experience is like.
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And, you know, in those three or four months that you spent here.
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Absolutely.
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Another topic I'd like to dive into is your talent thinking section.
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So this month you talked about being cared for at work
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and how that affects employee productivity, loyalty and retention.
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So can you expand on your findings there?
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Yeah, this one has been pretty interesting too, as you're talking to people.
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Part of it is pandemic.
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Part of it is the influx of younger workers.
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But companies are starting to really understand
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what they're missing out on that wanting the stealth
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of belonging in walking into a remote workplace,
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a hybrid workplace, and not, you know, not going to make an argument
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to say which one's right and which one's wrong.
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But if it's a first job for someone and they're walking in
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and the mentor isn't there all the time or the team isn't there all the time,
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there's a little bit of isolation, I think, that that's going on.
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And, you know, people who are onboarded without ever meeting people in person
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and have worked there for six months and still haven't met their boss in person.
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Those are really conscious efforts now by companies to say
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this is how we're going to operate because we have to be remote
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in order to attract talent.
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But we're also attracting talent for the first time.
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And do they feel like they've got a support network?
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Do they feel like they've got people to go to
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Because a buddy in person who can take you out
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for lunch is different than a buddy that you're setting up A Zoom call
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with and hoping you can talk to them for 15 or 20 minutes.
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You're not you're not
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having the opportunity to experience the same things at the same time,
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see the same things at the same time, and you know that.
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Do I have a friend at work?
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Do I have a buddy and a mentor and work to have the person that's my my real go to?
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That's really becoming the issue
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with remote workplaces,
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maybe people that are on some days off, others that how do we make that connection
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and we have to do it purposefully because it's not just going to happen
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because everybody's in the office and we bump into each other now.
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So again, that that becomes another human
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resources hiring manager team thing that says, all right,
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if is going
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to be here and she may not see everybody all the time.
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How do we make the connections?
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How do we consciously
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get everybody together or have an outing or build project teams
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that are cutting across so that people do have a chance to feel like?
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I know people now, they know me, they like me.
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We can do things. We share common interests.
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That all adds to the experience
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at work as well, for sure, and kind of going off of that.
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Talking about getting everybody together and talking.
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You also mentioned conversations, starting spaces in the town or so.
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Can you give some examples
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of what this means and what companies are doing with this?
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Yeah, you know, and I think this is a good follow up to the last one that
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if everybody's not here and you don't have as many bump into each others
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and you don't have as many in person,
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you know,
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when you think of all the in-person meetings,
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if you're one of the first people there and somebody else is there
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early, we'll strike up a conversation about something, you know,
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and you'll learn something or somebody will hang around afterwards.
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So we don't have those. So how do we
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create these places where people are going to sit there
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for a couple of minutes and have to have a conversation?
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And so is that over a ping pong table or a foosball table where.
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All right, let's both take 5 minutes. We'll have a little game.
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And while we're playing, we'll learn something about each other.
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A company's got a garden out back and they've got a gardening group
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now that gets together on their lunch hour before work.
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And so while they're gardening, they're learning from each other.
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A company that just sets up puzzles in some of their break rooms,
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they're just that way.
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You sit in an area, you're
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walking by to put a couple of pieces in and you're there for five or 6 minutes.
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You're going to strike up a
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you know, you're going to find out who the other puzzle lovers are.
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And so you're going to have that to talk about.
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So they're just they're trying to create places where
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there's a little bit of lingering to maybe replace some of the
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bumping into each other water cooler meeting type things that they want
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to encourage folks to know each other and get to know each other.
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And so that means you might have to
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consciously say, how do we get people to stop somewhere for a couple of minutes
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and actually talk to each other?
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And that it sounds kind of crazy, but you can also see how some of these things
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work where it's like, if I see a puzzle, I'm stopping to make a couple of pieces.
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And if you're there doing it too, I mean, hey, how was your weekend?
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What are you doing? What's up?
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Nice day to day. Where are you going to go?
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Do? And I hopefully that just creates a little more camaraderie in the office.
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Yeah.
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No, I was going to say, I love that idea and I love that concept of doing that.
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I know I have a
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friend at work that where they do kind of a game day Monday,
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where one of their rooms is kind of filled with the puzzles and card games,
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and each Monday they have like a 15 minute card game kind of competition.
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And so everybody in the room
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kind of starts off their week in a fun way.
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And I'm sure there's conversations going on, too.
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So, yeah, we we had another couple that just had a huge whiteboard in their
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in their staff cafeteria lounge lunch room
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and people just put a question up there each day that.
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Who's your favorite Disney character?
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And people start drawing pictures of people and they put theirs up there.
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What was your first car?
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And oh, my first car was a Ford Pinto and it's always a deal.
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Those cars used to explode. Yeah.
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And they just, you know, even if it's a conversation on a whiteboard
00:13:51:07 - 00:13:54:17
where you start, who is a car person, who's a Disney person, who's a
00:13:54:18 - 00:13:55:14
whatever person?
00:13:55:14 - 00:13:56:10
And again,
00:13:56:10 - 00:13:59:08
you've just created more opportunities for people to share common interests.
00:14:00:00 - 00:14:03:05
I've seen that, too, and I think the whiteboards are fun idea.
00:14:05:00 - 00:14:07:16
The kind of switching gears here and talking more about now
00:14:07:19 - 00:14:10:20
C-suite level, what are leaders up to now?
00:14:12:02 - 00:14:16:10
We've talked about this I know before, but the visibility of the C-suite people
00:14:16:10 - 00:14:20:10
of being out on the floor, making the rounds through the office,
00:14:20:18 - 00:14:23:14
knowing whose birthday it is, whose anniversary it is,
00:14:24:00 - 00:14:27:05
it's really become a priority and part of a day that even if I,
00:14:27:05 - 00:14:31:05
as the CEO, CFO, Arrow, whatever things I got
00:14:32:18 - 00:14:35:15
to and then walk through the facility,
00:14:36:05 - 00:14:39:00
they're really starting to see that I'm going to pick up
00:14:39:00 - 00:14:42:01
at least two or three tidbits of information while I'm out there.
00:14:42:09 - 00:14:44:20
I'm going to be seen as more approachable.
00:14:44:20 - 00:14:46:14
I'm not behind, not down this hallway.
00:14:46:14 - 00:14:50:09
And in my day, in my office with the door closed, I'm part of this.
00:14:50:15 - 00:14:52:08
I can ask questions of people.
00:14:52:08 - 00:14:53:22
I can stop it
00:14:53:22 - 00:14:56:16
at one of the cells on the factory floor and say,
00:14:57:00 - 00:14:59:08
What do you see and what's happening? What's going on?
00:14:59:14 - 00:15:02:18
And I probably feel unvarnished truth from people.
00:15:03:02 - 00:15:05:20
So the visibility of people knowing that they can talk to me
00:15:06:02 - 00:15:08:21
and maybe learning some things along the way,
00:15:10:03 - 00:15:12:07
that one has really gotten people's attention and,
00:15:12:15 - 00:15:15:07
you know, to the point where they'll put it on their calendar at 10:00
00:15:15:07 - 00:15:17:14
am, going for a ten minute walk through the place,
00:15:17:14 - 00:15:19:22
and they're going to know they're going to see me.
00:15:19:22 - 00:15:20:22
And we had this conversation
00:15:20:22 - 00:15:23:17
with the fire department, too, which was interesting because
00:15:24:17 - 00:15:28:04
so many people thought, oh, my gosh, if I was walking around, what's going on?
00:15:28:04 - 00:15:32:00
And, you know, they're standing outside my desk, does that mean I'm being fired?
00:15:32:00 - 00:15:34:03
What are they doing on the facility floor?
00:15:34:13 - 00:15:35:03
And the H.R.
00:15:35:03 - 00:15:38:02
departments are starting to realize that we have to be out there more often.
00:15:38:02 - 00:15:41:12
So when we are out there, people aren't freaking out thinking,
00:15:41:16 - 00:15:45:03
oh, my gosh, 50 people must be like, You let go because I was out here.
00:15:45:11 - 00:15:48:08
No, they're out there because are just trying to see what's happening
00:15:48:08 - 00:15:52:09
and so being conscious about let's make sure they know we're here.
00:15:52:09 - 00:15:52:15
You know,
00:15:52:15 - 00:15:56:13
we're not just back there doing forms or making decisions were part of the group.
00:15:56:13 - 00:16:00:21
So a lot more visibility both from the C-suite and from the H.R.
00:16:00:22 - 00:16:01:10
folks.
00:16:02:19 - 00:16:05:05
Lots of discussions around chat
00:16:05:23 - 00:16:09:03
and artificial intelligence and what do you do with that?
00:16:09:10 - 00:16:12:18
And the range is everywhere from shut it down
00:16:13:04 - 00:16:15:18
to, well, let's embrace it and see what's going to happen.
00:16:16:04 - 00:16:19:18
And it's really interesting as companies are starting to experience it
00:16:21:04 - 00:16:23:08
because it can do so much,
00:16:23:17 - 00:16:26:16
but on its own it probably can also be dangerous.
00:16:26:16 - 00:16:28:08
Like everything else.
00:16:28:08 - 00:16:30:09
And so companies are trying to figure out
00:16:30:09 - 00:16:35:03
how do we use that artificial intelligence to make what we write
00:16:35:03 - 00:16:39:01
make our content better, but not just say, well,
00:16:39:01 - 00:16:46:02
if I just push the button that says create a content piece on FMLA in Illinois,
00:16:46:10 - 00:16:47:13
and I just expected to
00:16:47:13 - 00:16:51:00
give me everything and say, All right, send that out to our 3000 members,
00:16:51:18 - 00:16:53:22
That's, you know, you're getting a little risky there.
00:16:53:22 - 00:16:57:02
And in some cases, there are people who get a little lazy there who just say,
00:16:57:08 - 00:16:59:15
Oh, well, there it is. All I've got to do is turn around and send it out.
00:17:00:15 - 00:17:04:00
But if you use it for, hey, I'm trying to write this marketing piece
00:17:04:00 - 00:17:09:03
for whatever it is, and I can talk about these are that these are what it does.
00:17:09:03 - 00:17:10:14
This is why it's good for us.
00:17:10:14 - 00:17:12:07
And I can put in some questions.
00:17:12:07 - 00:17:15:02
I might be able to get back some things that like, Hey, part of
00:17:15:02 - 00:17:18:07
that is really good or how does that line up with what I wrote
00:17:18:07 - 00:17:22:01
and are we on the same page and are people expecting the same things?
00:17:22:19 - 00:17:24:19
So right now I think it's okay.
00:17:24:19 - 00:17:28:00
And let's fill this out where, you know, where do we weigh in?
00:17:28:00 - 00:17:30:04
What's the good, what's the bad?
00:17:30:04 - 00:17:32:16
But I think like everything else with technology, it's
00:17:32:16 - 00:17:37:09
not perfect on its own, but it's got some real pluses.
00:17:37:14 - 00:17:40:16
And how do we as an organization try to figure some of that out so
00:17:41:04 - 00:17:43:16
that one is on people's minds and they're trying to figure out where
00:17:43:16 - 00:17:46:07
does that fit into everything that we do at our organization.
00:17:46:19 - 00:17:49:19
Now, we just launched a LinkedIn poll on that.
00:17:49:19 - 00:17:51:06
Actually, you
00:17:52:10 - 00:17:53:13
it's so hard
00:17:54:19 - 00:17:57:00
and it's just interesting to see,
00:17:57:00 - 00:18:00:12
you know, like what companies are are using it as a tool.
00:18:00:12 - 00:18:03:04
Some companies haven't even heard of it yet. And
00:18:04:04 - 00:18:06:16
so, yeah, we're kind of digging around with that.
00:18:06:19 - 00:18:08:15
Yeah, that's good.
00:18:08:16 - 00:18:10:14
But how about anything else?
00:18:10:14 - 00:18:11:21
Technology wise?
00:18:11:21 - 00:18:14:21
I know you touched on cyber security plans.
00:18:15:03 - 00:18:18:01
Yeah, we had a couple of roundtables and brought in some people
00:18:18:01 - 00:18:20:10
to talk about cybersecurity.
00:18:21:08 - 00:18:24:07
That's top of mind for everyone, you know, And everyone's going to,
00:18:24:08 - 00:18:24:16
you know,
00:18:24:16 - 00:18:26:01
multiple authorization
00:18:26:01 - 00:18:29:22
to make sure that, you know, we we've got some checks and balances in place.
00:18:29:22 - 00:18:33:09
But so much of it, as you you know, there's a lot that can be done,
00:18:33:15 - 00:18:37:06
but so much of it is just the blocking and tackling and your
00:18:37:19 - 00:18:42:20
your people being vigilant around, you know, update your computer.
00:18:42:21 - 00:18:46:22
So everything is you know, we've got all the patches that are supposed to be there.
00:18:47:11 - 00:18:51:15
We don't just use your last name or your birthday as your password.
00:18:51:15 - 00:18:54:02
That's probably one of the first, you know, your dog's name.
00:18:54:07 - 00:18:57:22
All those things that you commonly get asked those your security questions,
00:18:58:08 - 00:19:01:12
you know, just be a little bit smarter than that, but smarter than that.
00:19:01:22 - 00:19:04:07
Don't use the public life wi fi.
00:19:04:07 - 00:19:05:12
Use your VPN.
00:19:05:12 - 00:19:09:00
So you've got that secure connection at your workplace.
00:19:09:09 - 00:19:13:11
Don't just open stuff, you know, look at it, see what that email address
00:19:13:11 - 00:19:15:13
looks like. Are there Misspellings.
00:19:16:01 - 00:19:18:17
So much of it is just an education of our folks
00:19:18:17 - 00:19:22:12
to just say she's done, don't do dumb things, you know,
00:19:23:13 - 00:19:24:13
And then some of it is, you
00:19:24:13 - 00:19:28:04
know, as company wide where, okay, we've got to do some training.
00:19:28:09 - 00:19:31:08
We've got to make sure our i.t Department is on top of things.
00:19:31:15 - 00:19:36:01
We've got to make sure we've got a good cyber security insurance plan.
00:19:36:21 - 00:19:38:21
We've got to test our incident report.
00:19:38:21 - 00:19:40:18
Let's pretend something happens.
00:19:40:18 - 00:19:43:02
What gets shut down? Where do we go?
00:19:43:02 - 00:19:44:11
You know, how do we get our backup?
00:19:44:11 - 00:19:47:20
Is our backup protected so that whoever the bad actors are, don't
00:19:48:05 - 00:19:50:18
destroy our backup and our current data.
00:19:51:04 - 00:19:54:05
So again, it's one of those where life is,
00:19:54:12 - 00:19:57:15
you know, falling back on the CTO to say, what's the plan?
00:19:57:15 - 00:19:59:03
What are we doing? What's happening?
00:19:59:03 - 00:20:03:12
But so much of it is it's going to get in because somebody got lazy
00:20:03:12 - 00:20:06:18
or somebody did something silly and said, Well, this looks okay.
00:20:06:18 - 00:20:08:09
I think I'll click on it.
00:20:08:09 - 00:20:09:07
And the next thing you know,
00:20:09:07 - 00:20:11:11
there's something in your system and we're off and running.
00:20:11:11 - 00:20:14:17
So training of employees to make sure that they're
00:20:15:12 - 00:20:19:09
following the rules and yep, I hate having to log in every time I go
00:20:19:09 - 00:20:23:12
someplace and I hate having to do this, you know, multi-factor authorization
00:20:23:12 - 00:20:24:08
and all the rest of it.
00:20:24:08 - 00:20:26:17
But there's a reason for it.
00:20:26:17 - 00:20:29:19
And I think people are starting to realize that pretty good reasons.
00:20:30:07 - 00:20:32:18
Well, and you can make some of it kind of fun.
00:20:32:18 - 00:20:36:13
Like I know here at Emory, we do the phishing alerts
00:20:36:13 - 00:20:38:09
where you have to kind of report
00:20:38:09 - 00:20:42:17
if you think an email is a phishing, a spam email, and if you get it right,
00:20:42:17 - 00:20:47:13
you have all this confetti that possible that exactly you can make it fun.
00:20:47:20 - 00:20:50:03
And if you get it wrong, then you've got to go through a class.
00:20:50:07 - 00:20:52:17
Exactly why you should have known better.
00:20:52:23 - 00:20:57:11
Yeah, but how about some of the top creative h.r.
00:20:57:12 - 00:20:59:06
Strategies that you've been seeing?
00:21:00:07 - 00:21:03:10
Get a handful of these this month.
00:21:03:10 - 00:21:07:00
You know, on the candidate experience, you know, people are getting
00:21:07:00 - 00:21:09:23
they're feeling a little bit better about finding candidates.
00:21:09:23 - 00:21:11:03
It's still not.
00:21:11:03 - 00:21:14:07
Oh, we had 100 employees of 100 people are applying.
00:21:14:07 - 00:21:15:09
We'll pick the best five.
00:21:15:09 - 00:21:17:21
We're not anywhere near that,
00:21:17:21 - 00:21:21:12
but we're getting some better candidates and companies and hiring managers, I think
00:21:21:12 - 00:21:26:10
are starting to realize that we may not get the 72 credentials that we asked for.
00:21:26:16 - 00:21:30:05
But if we've got somebody with a good attitude, that's got to work
00:21:30:05 - 00:21:32:09
ethic, that's got a little bit of experience,
00:21:32:09 - 00:21:35:04
that gets what it is that we're trying to do,
00:21:35:21 - 00:21:37:01
we're going to go with them,
00:21:37:01 - 00:21:39:15
you know, and we can train them up on some other things.
00:21:39:15 - 00:21:41:23
And so i think h.r.
00:21:41:23 - 00:21:43:02
Departments are really
00:21:43:02 - 00:21:46:17
helping to educate their supervisors and their hiring managers.
00:21:46:23 - 00:21:49:06
Look, you may not get everything, but if you get a good person
00:21:49:06 - 00:21:51:10
who's going to work hard, we're going to get there.
00:21:51:15 - 00:21:52:19
So i'm not going to worry so much
00:21:52:19 - 00:21:55:07
that they may not have these six other things you asked for.
00:21:55:07 - 00:21:57:05
We can, we can teach those.
00:21:57:05 - 00:22:03:02
So people are really looking for for fit and then sort of teaching the rest of it.
00:22:04:01 - 00:22:06:10
Onboarding we've been talking about forever.
00:22:07:09 - 00:22:10:08
But really talks about getting team support,
00:22:10:12 - 00:22:13:20
getting the body, getting the mentor and approaching
00:22:13:20 - 00:22:19:08
onboarding from a fun point of view versus the let's cram all this stuff in there
00:22:19:08 - 00:22:23:18
as fast as we possibly can and make them do all this stuff in a day or two.
00:22:24:04 - 00:22:26:16
Let's, you know, they don't need it all in three days.
00:22:26:16 - 00:22:29:06
Let's spread it out, make this a little bit more enjoyable
00:22:29:18 - 00:22:33:23
and let's show them what the whole first 90 days maybe looks like.
00:22:34:11 - 00:22:37:17
So you come in the first day and we say, Here's our finances
00:22:37:17 - 00:22:39:18
and this is what we do and this is how we budget and whatever.
00:22:39:18 - 00:22:44:02
And you leave there thinking, Holy Moses, I'm not sure I held on to any of that.
00:22:44:11 - 00:22:47:23
But then you look at your 90 day onboarding, you use the are thank goodness
00:22:47:23 - 00:22:51:00
in two weeks I sort of get a primer on our finances
00:22:51:05 - 00:22:54:02
and I get another thing three weeks later on, whatever.
00:22:54:10 - 00:22:57:12
Now I'm not in a grandma panic about, oh my gosh,
00:22:57:12 - 00:22:59:07
I hope I can remember all these people name
00:22:59:07 - 00:23:02:23
I can look at and be like, Oh good, I get to be with them again later on.
00:23:02:23 - 00:23:04:22
So people are taking a very strategic approach
00:23:04:22 - 00:23:08:02
to their onboarding and saying, What does the whole process look like?
00:23:08:02 - 00:23:09:10
So the candidate
00:23:09:10 - 00:23:12:18
doesn't show up each day wondering, okay, what am I going to have to do today?
00:23:13:03 - 00:23:17:07
They see what's going to happen and that makes them a little bit more at ease.
00:23:17:21 - 00:23:21:12
And then the emerging leaders again,
00:23:22:13 - 00:23:23:11
making sure that
00:23:23:11 - 00:23:26:22
those people are being identified and good criteria
00:23:27:05 - 00:23:30:21
with a game plan in place, that when I tell you, Sophie, congratulations,
00:23:30:21 - 00:23:33:15
you're one of our emerging leaders, one of our high potentials,
00:23:33:22 - 00:23:37:17
I can then follow that up and say, you've shown these characteristics.
00:23:37:21 - 00:23:39:10
This is what we're going to do with you.
00:23:39:10 - 00:23:41:01
Here's the training we're going to provide.
00:23:41:01 - 00:23:44:05
Here's the career path that we're trying to put in place for you.
00:23:44:10 - 00:23:46:23
Here are some opportunities that you're going to get now.
00:23:47:06 - 00:23:49:17
And it's not just, hey, when you go, you're an emerging leader.
00:23:49:22 - 00:23:51:13
Okay, great. What does that mean?
00:23:51:13 - 00:23:54:18
But it's something that you're like, okay, I've been identified.
00:23:55:01 - 00:23:57:04
People have recognized what I've done.
00:23:57:04 - 00:23:59:22
It's been announced people now.
00:23:59:22 - 00:24:01:00
So it's a big deal.
00:24:01:00 - 00:24:03:13
And letting people know that it's a big deal and it means
00:24:03:13 - 00:24:07:00
it's got some things behind it, whether that's advancement
00:24:07:08 - 00:24:10:22
or increase in compensation or benefits
00:24:11:05 - 00:24:15:08
or responsibility, it really it really means something.
00:24:17:18 - 00:24:18:10
We hear all the
00:24:18:10 - 00:24:22:06
time about how people don't quit their job or quit the company.
00:24:22:06 - 00:24:23:19
They quit their manager.
00:24:23:19 - 00:24:26:13
And one company said, you know, we're very aware of that.
00:24:26:13 - 00:24:29:21
We think we've got really good managers, but not all managers are created equal.
00:24:30:08 - 00:24:34:04
And what they've been trying to do is you come into our organization
00:24:34:04 - 00:24:38:03
and rather than you just have one manager that you report to,
00:24:38:08 - 00:24:42:11
we make sure you get a chance to meet three or four or five different managers.
00:24:42:18 - 00:24:47:11
So if by opportunity or by faith or by whatever
00:24:47:21 - 00:24:51:09
you might be a really good match with your boss, you might not be
00:24:51:09 - 00:24:54:01
might be a personality thing, might be all kinds of different things.
00:24:54:20 - 00:24:57:20
We want you to see a variety of different leadership styles.
00:24:58:02 - 00:25:00:01
So if you're thinking about going,
00:25:01:07 - 00:25:02:11
you looked around a little
00:25:02:11 - 00:25:06:00
bit, you like, you know, I do like my job and I do like this place.
00:25:06:08 - 00:25:09:07
I've got a little bit of an issue with my manager.
00:25:09:12 - 00:25:11:02
We can begin to experience that.
00:25:11:02 - 00:25:13:21
We can talk about that and either fix that relationship
00:25:14:06 - 00:25:15:14
or at least you know
00:25:15:14 - 00:25:17:21
well, there's other people around you who approach things different,
00:25:18:05 - 00:25:21:17
and maybe you're a step by step person, and this person is kind of a big thinker
00:25:21:17 - 00:25:23:01
or the opposite.
00:25:23:01 - 00:25:24:05
It might just be,
00:25:24:05 - 00:25:28:05
you know, there's a better place for you in the organization and you've seen it.
00:25:28:05 - 00:25:30:08
So I'm not going to just quit this manager now.
00:25:30:16 - 00:25:33:00
I'm going to see if there's something else I can do.
00:25:33:15 - 00:25:35:11
So those are a few things in the h.r.
00:25:35:11 - 00:25:38:05
Area that seen in the last month or so.
00:25:38:15 - 00:25:39:05
Yeah.
00:25:39:09 - 00:25:43:07
So as we begin to wrap up here, there were there was some research
00:25:43:07 - 00:25:47:21
summarized from executive networks which found that a lot of workers so h.r.
00:25:47:21 - 00:25:51:16
Leaders, business leaders, frontline leaders and workers
00:25:52:07 - 00:25:56:06
are saying that coming to the office is not commute worthy.
00:25:56:06 - 00:26:00:03
So any comments on this are no comment.
00:26:00:17 - 00:26:03:02
Commute worthy. I like that.
00:26:03:02 - 00:26:06:02
You know, i think what they were getting at was
00:26:07:06 - 00:26:09:16
i'm not going to come in, especially if my
00:26:10:10 - 00:26:12:19
if you can imagine your commute is a little bit of a pain,
00:26:13:00 - 00:26:17:21
whether it's traffic or distance or or just screws up your whole day
00:26:17:21 - 00:26:20:15
for getting kids to school or whatever it might be.
00:26:22:06 - 00:26:25:16
You have had an opportunity now to not have to have that hassle.
00:26:26:03 - 00:26:28:17
And there are, you know, legitimate reasons for going remote
00:26:28:17 - 00:26:30:20
and there's legitimate reasons for being in the office.
00:26:31:07 - 00:26:35:08
But from an employer's point of view, to make that commute worthy
00:26:35:13 - 00:26:39:02
of your time, it's got to have a purpose to it.
00:26:39:03 - 00:26:42:21
If I can do exactly what I need to do today at home
00:26:43:06 - 00:26:45:10
or at work and work means
00:26:46:00 - 00:26:49:17
45 minutes, an hour or 2 hours driving back and forth.
00:26:50:03 - 00:26:52:20
Why would I do that if I if there isn't a reason?
00:26:53:03 - 00:26:54:22
Now, is there an important meeting?
00:26:54:22 - 00:26:56:10
Do I have to be a part of something?
00:26:56:10 - 00:26:58:11
Other people coming to the company?
00:26:58:11 - 00:26:59:13
That's a big part of it.
00:26:59:13 - 00:27:02:04
And that might be part of the culture and that's tough.
00:27:02:04 - 00:27:05:08
That's the organization and you have to be there, you know, for that.
00:27:05:21 - 00:27:08:18
But organizations are looking at like, how do we become a magnet?
00:27:08:18 - 00:27:13:05
How do we make this a place that you're willing to drive 30 minutes to come here?
00:27:13:09 - 00:27:15:01
Because it's fun.
00:27:15:01 - 00:27:17:18
It's interesting. I like the people I'm working with.
00:27:18:00 - 00:27:20:06
I've got some team meetings set up.
00:27:20:06 - 00:27:24:05
We do have some conversation spaces and I want to do a puzzle for 5 minutes today.
00:27:24:10 - 00:27:27:13
I don't know what it is, but what makes what makes the office
00:27:27:13 - 00:27:30:22
look is as attractive as going to the Starbucks down at the corner.
00:27:31:08 - 00:27:33:14
And so I think the commute worthy is
00:27:34:01 - 00:27:36:21
as an employer, I can say, look, this is the way we want to function.
00:27:36:21 - 00:27:38:04
And you decided to work here.
00:27:38:04 - 00:27:41:21
And as long as I was upfront with you, that commute is part of what you do,
00:27:42:10 - 00:27:44:01
but it's your change, your attitude.
00:27:44:01 - 00:27:45:12
If you're coming in knowing
00:27:45:12 - 00:27:48:15
it's pizza day or it's jean day or it's something else day
00:27:48:15 - 00:27:51:16
and it's going to be kind of fun and relaxed or the board's coming in
00:27:51:16 - 00:27:55:01
and it's going to be really exciting because we're going to talk about new ideas.
00:27:56:03 - 00:27:57:10
We just have to be the magnet
00:27:57:10 - 00:28:01:07
for attract and we've just become a place that we want people to come to.
00:28:01:07 - 00:28:04:11
And then it's it's a non-issue for sure.
00:28:05:01 - 00:28:07:18
So you've got a chart on the talent report, too,
00:28:07:18 - 00:28:12:07
that shows keys to organizational success in 2023.
00:28:12:07 - 00:28:14:14
So can you share what's on that chart?
00:28:15:05 - 00:28:18:00
Yeah, and this was the executive networks, too, and they were just looking
00:28:18:00 - 00:28:21:20
at, you know, what's everybody focusing on for the next year?
00:28:22:00 - 00:28:24:23
And it's sort of interesting because there's probably four
00:28:24:23 - 00:28:28:11
or five things here that are all pretty close together now.
00:28:28:11 - 00:28:32:11
I don’t think anything is going to shock anybody but upskilling the workforce,
00:28:32:16 - 00:28:35:11
what are people doing and how can we make them even better
00:28:35:11 - 00:28:36:20
at what they're doing,
00:28:36:20 - 00:28:41:11
enabling that new ways of working, whether that's remote or hybrid or in-person?
00:28:41:18 - 00:28:45:11
How do we create environments where whatever we're trying to set up
00:28:45:11 - 00:28:47:07
is what people are looking for?
00:28:47:07 - 00:28:52:09
And so that becomes a plus, not a not a minus in terms of how people
00:28:53:00 - 00:28:56:15
go to work addressing employee wellbeing and mental health,
00:28:56:15 - 00:28:59:07
how do we make this a place that's supportive,
00:29:00:01 - 00:29:02:20
making sure that they're utilizing our EAP program, um,
00:29:03:12 - 00:29:05:20
knowing that the department is there for them,
00:29:06:03 - 00:29:09:19
you know, how do we make this a good place for them to go and work?
00:29:10:09 - 00:29:12:18
Diversity, equity, inclusion and belonging?
00:29:13:03 - 00:29:16:10
Are we doing what we need to do to make sure we are welcoming
00:29:16:16 - 00:29:20:22
everyone who wants to come work for us, whether that's our policies, our approach,
00:29:21:02 - 00:29:25:22
whatever it might be, looking at that, and then talent, attraction, retention.
00:29:26:01 - 00:29:28:13
You know, like I said earlier, I think it's gotten better.
00:29:28:13 - 00:29:31:16
I don't think it's quite as big of a headache for people as it has been,
00:29:32:06 - 00:29:34:23
but people have been through it now and they're like, okay, there's
00:29:34:23 - 00:29:38:05
certainly not an abundance of people and I don't want to go through what
00:29:38:05 - 00:29:40:10
we've had to go through the last couple of years.
00:29:40:10 - 00:29:42:15
So let's keep the pipeline moving.
00:29:42:20 - 00:29:44:08
Let's have people available
00:29:44:08 - 00:29:47:13
and let's make sure we're doing everything we can to hang on to the folks that
00:29:48:06 - 00:29:51:13
that we've got that we know are good and we don't want to lose.
00:29:52:06 - 00:29:53:03
Absolutely.
00:29:53:03 - 00:29:55:10
Last question here.
00:29:55:10 - 00:30:00:07
Can you give us a sneak peek what May's Senate report will be on?
00:30:00:22 - 00:30:03:12
I can tell you, but don't tell anybody else because it's topic.
00:30:04:14 - 00:30:07:09
We're going to dive deep into emerging leaders
00:30:07:09 - 00:30:11:10
and those high potentials, those people that you've identified.
00:30:11:10 - 00:30:15:13
And we're going to kind of go through what is a really good emerging leader
00:30:15:13 - 00:30:21:02
program look like, because what we're seeing is a lot of companies are saying,
00:30:21:02 - 00:30:24:10
yep, we've got emerging leaders, we've got high potentials.
00:30:24:18 - 00:30:26:08
What are you doing about it?
00:30:26:08 - 00:30:29:01
Oh, we've identified them. Okay.
00:30:29:06 - 00:30:30:13
Do they know that?
00:30:30:13 - 00:30:32:07
What was the criteria?
00:30:32:07 - 00:30:33:23
What are you doing with them?
00:30:33:23 - 00:30:36:00
And we're just seeing a lot of people are at the.
00:30:36:04 - 00:30:37:13
Yeah, that's a good idea.
00:30:37:13 - 00:30:40:08
We should be doing something about that.
00:30:40:08 - 00:30:43:04
We're going to go through sort of how do you start all that up?
00:30:43:04 - 00:30:44:17
How do you make that happen?
00:30:44:17 - 00:30:46:14
What are the steps to do that?
00:30:46:14 - 00:30:49:04
And quite frankly, where are the ways that an organization like
00:30:49:09 - 00:30:52:07
MRA can help support companies in that type of growth?
00:30:52:07 - 00:30:54:16
Because they're going to be critical in the next
00:30:55:16 - 00:30:58:15
5 to 50 years?
00:30:58:15 - 00:31:00:18
Great. Looking forward to it.
00:31:00:18 - 00:31:05:15
So I know you kind of you gave a great overview today on the April report,
00:31:05:15 - 00:31:10:05
but do you have any last thoughts or pieces of advice you want to end with?
00:31:11:05 - 00:31:15:07
I think people are starting to, like I said, feel a little bit more relaxed.
00:31:15:11 - 00:31:18:14
My advice for this month would be don't get too relax.
00:31:19:09 - 00:31:22:11
We might have a good month or two or and like we've got everybody we need
00:31:22:11 - 00:31:23:10
and whatever.
00:31:23:10 - 00:31:24:10
I would still make sure
00:31:24:10 - 00:31:27:09
there are people in the wings and you're still focusing every day on
00:31:27:15 - 00:31:30:00
how do you keep the ones you've already got?
00:31:30:00 - 00:31:32:07
Because we still have
00:31:32:17 - 00:31:35:07
a numbers problem, especially in the upper Midwest.
00:31:35:07 - 00:31:40:04
So don't get too complacent with your talent attraction and retention.
00:31:40:16 - 00:31:43:07
All right. We want good advice.
00:31:44:08 - 00:31:45:23
Well, thank you for being on
00:31:45:23 - 00:31:49:05
the podcast today, Jim, and sharing this monster report.
00:31:50:05 - 00:31:52:19
I encourage you all to share this episode.
00:31:52:20 - 00:31:56:08
Leave a comment in review and consider joining MRA
00:31:56:08 - 00:31:58:07
if you aren't a member already.
00:31:58:07 - 00:32:02:06
We do have all the resources in the show notes, so make sure check those out.
00:32:03:05 - 00:32:06:19
We also include a Jim's LinkedIn profile and his bio
00:32:06:19 - 00:32:09:18
so you can get in touch with him easily there.
00:32:10:06 - 00:32:12:08
Otherwise, thank you for tuning in today
00:32:12:08 - 00:32:15:00
and thanks Jim, for all the great information.
00:32:15:14 - 00:32:16:07
My pleasure.
00:32:16:07 - 00:32:20:13
And I hope everybody joins us at our HR conference in Wisconsin.
00:32:21:01 - 00:32:23:21
Virtually ah, and in person, which is on May 10th
00:32:23:22 - 00:32:26:06
and then a month later in June were up in Minnesota.
00:32:26:06 - 00:32:28:09
So I'll being join us for that as well.
00:32:28:19 - 00:32:30:20
Absolutely Good part.
00:32:30:20 - 00:32:31:19
Thank you.
00:32:32:06 - 00:32:34:07
And we will see you next week.
00:32:34:07 - 00:32:37:02
And that wraps up our content for this episode.
00:32:37:03 - 00:32:40:07
Be sure to reference the show notes where you can sign up to connect.
00:32:40:07 - 00:32:41:23
For more podcast updates,
00:32:41:23 - 00:32:45:18
check out other MRA episodes on your favorite podcast platform.
00:32:45:18 - 00:32:50:16
And as always, make sure to follow MRA’s 30 minutes Thrive so you don't miss out.
00:32:50:17 - 00:32:53:16
Thanks for tuning in and we'll see you next Wednesday to carry
00:32:53:16 - 00:32:55:07
on the HR conversation.
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