Strategic workforce planning has emerged as a critical tool for organizations to navigate these challenges successfully. However, to truly achieve agility and competitiveness, it’s worth exploring how to integrate contingent labor into this planning process.

The Contingent Labor Market in 2024

Contingent labor, including freelancers, contractors, and temporary workers, has become increasingly prevalent in the modern workforce. According to McKinsey, 36 percent of the workforce self-identifies as independent workers.

According to Eightfold AI, contingent workforce participation in the US is expected to increase by 16% in 2024. Use of contingents is already widespread at global firms, with 80% of those surveyed by Staffing Industry Analyst saying their organization already uses contingents.

There are challenges and opportunities when it comes to integrating contingent labor: 

• 70% of executives said they are somewhat or strongly challenged when integrating contingents into their workforce
• 44% said finding contingent workers with specific skills is a difficulty.
• In November 2021, the U.S. reached an all-time peak in voluntary turnover, and although it’s been declining recently, it still hasn’t reached pre-pandemic levels.

To harness the full potential of contingent labor and ensure organizational agility and competitiveness, it’s essential to incorporate them into strategic workforce planning from the outset. 

The Benefits of Incorporating Contingent Labor into your Workforce Planning

There are a few reasons why it’s so important to consider modifying your workforce to incorporate contingent workers: 

• Understanding Future Skill Needs: Strategic workforce planning involves forecasting the skills and talent required to achieve business objectives. By integrating contingent labor into this process, organizations gain a comprehensive understanding of both permanent and temporary skill needs. This enables them to identify gaps, anticipate future demands, and proactively address talent shortages or surpluses.
• Flexibility in Talent Acquisition: In today’s dynamic business environment, the ability to quickly adapt to changing market conditions is paramount. Integrating contingent labor into workforce planning allows organizations to create a flexible talent acquisition strategy. They can leverage contingent workers to fill immediate skill gaps, respond to fluctuating demands, and access specialized expertise without committing to long-term employment contracts.
• Cost-Effective Solutions: Contingent labor offers a cost-effective alternative to traditional hiring models. By incorporating contingent workers into strategic workforce planning, organizations can optimize their workforce mix to achieve the right balance between permanent and temporary employees. This not only helps in reducing overhead costs but also enables better allocation of resources based on project needs and timelines.
• Enhanced Innovation and Creativity: Diversity of thought and experience is essential for driving innovation and creativity within organizations. Contingent workers bring fresh perspectives, diverse skill sets, and industry knowledge from their varied experiences. By integrating them into strategic workforce planning, organizations can tap into this pool of talent to fuel innovation, solve complex problems, and stay ahead of competitors.
• Mitigating Risks: In today’s uncertain business landscape, mitigating risks is a top priority for organizations. By incorporating contingent labor into strategic workforce planning, businesses can diversify their talent pool and reduce dependency on a single source of labor. This helps in mitigating risks associated with talent shortages, sudden market shifts, or unforeseen disruptions, ensuring continuity of operations and business resilience.

Video – Learn how Broadleaf Results works with your business to help you manage contingent labor contracts, payments, and more

How to Develop an Integrated Contingent Labor Strategy

If you are curious about what it would look like for your organization to explore contingent labor workforce planning, here are some easy steps to get started:

1. Identify Your Needs: Assess your organizational needs to determine where contingent labor can be most beneficial. Identify roles, projects, or tasks that could be efficiently handled by temporary workers.
2. Develop a Recruiting and Onboarding Process: Create a comprehensive strategy outlining how you will integrate contingent workers into your existing workforce. This should include guidelines on hiring, onboarding, and managing these workers.
3. Streamline Processes: Simplify and expedite your systems and processes to accommodate the faster pace required for bringing on and integrating contingent workers. Consider implementing technology solutions to facilitate this, such as: 
   • An Applicant Tracking Systems (ATS)
   • Freelance and Gig Platforms, such as Fiverr, Upwork, and Freelancer
   • Recruitment Management Software like Workable, Lever, and Greenhouse
   • Time Tracking and Project Management Tools like Asana, Trello, and Airtable
   • Collaboration and Communication Tools like Slack, Teams, or Zoom
4. Establish Clear Contracts: Develop clear and concise contracts for contingent workers, detailing their roles, responsibilities, duration of engagement, and compensation terms. Ensure compliance with labor laws and regulations.
5. Foster Inclusion and Engagement: Integrate contingent workers into your company culture to foster engagement and productivity. Provide necessary resources, training, and support to help them succeed.
6. Partner with an Experienced Firm: Collaborating with a recruiting firm can streamline the process of sourcing, screening, and onboarding contingent workers. Reputable firms have access to a vast network of qualified candidates and can help you find the right talent quickly and efficiently.

Integrating contingent labor into strategic workforce planning is essential for organizations aiming to achieve agility and competitiveness in today’s dynamic business environment. 

By understanding future skill needs, creating flexible talent acquisition strategies, and leveraging the diverse expertise of contingent workers, businesses can position themselves for success in an ever-changing marketplace. Embracing contingent labor as an integral part of workforce planning is not just a trend but a strategic imperative for organizations looking to thrive in the digital age.

Related blog – 5 Tips to Keep Your Contingent Workforce Engaged

This blog was authored by Joseph O’Shea. 

The post Unlocking Agility and Competitiveness: Integrating Contingent Labor into Strategic Workforce Planning appeared first on Broadleaf Results.

Disclosing Pay in Job Postings 

To increase pay transparency and pay equity, some states have adopted and are considering new policies that require employers to disclose pay ranges in job postings. In a recent Broadleaf LinkedIn poll, 67 percent of respondents said they were monitoring employment law updates around disclosing pay in job postings  

As of September 17, 2023, New York State employers with four or more employees must include a salary or salary range in their job postings for all jobs to be performed, at least in part, in the state of New York. However, this law does not apply to jobs posted by temporary help firms on behalf of other employers. 

In Washington, D.C., a new law requiring employers to disclose salary ranges for advertised positions will go into effect on June 30, 2024. 

Employers in Colorado, California, and Washington are already required to disclose pay ranges to prospective employees. 

Cannabis Testing 

As of January 1, 2024, California and Washington have new laws that restrict pre-employment cannabis testing. Recreational and medical use of marijuana is legal in both states. 

The Washington law prevents most employers from denying someone a job based on a drug screening that turns up traces of cannabis. The law excludes law enforcement agencies, fire departments, 911 dispatch centers, airlines, and any other “safety-sensitive position for which impairment while working presents a substantial risk of death.” Federal employees who work in Washington State are also excluded and can still be disqualified from jobs based on pre-employment screenings since cannabis remains illegal under federal law.  

Individuals can still be tested for cannabis use while they are employed in the event of a workplace accident or if an employer suspects on-the-job impairment. 

Similarly, the California law prohibits employers from discriminating against applicants or employees for (1) the use of marijuana “off the job and away from the workplace” and (2) for an employer-required drug screening test that finds the person to have non-psychoactive cannabis metabolites in their system. 

Applicants and employees can still be disqualified, disciplined, or terminated based on test results that show present impairment and/or the presence of the psychoactive chemical compounds of marijuana, according to the California Labor & Employment Law Blog. 

Employees in the construction and building industries are excluded from the law, as well as those hired for positions that require federal background and clearance checks. 

Notifying Employees of New Job Opportunities 

Colorado’s pay transparency law has been amended, effective January 1, 2024, to require employers to share more information with current employers about new job opportunities as they become available. It also extends the period for which employees can obtain back pay for wage disparity violations. 

Employers in Colorado were already required to notify workers of promotion opportunities but now must “announce, post, or otherwise make known” any “job opportunity” that arises. Under the updated law, employers are also required to notify employees about new hires they’ll be working with regularly within 30 days of filling the position. 

On the Horizon: Bans on Non-Competes 

The Federal Trade Commission (FTC) is expected to finalize its ban on non-complete clauses this April. The proposal, which was released last year, would ban non-compete agreements that restrict mobility among employers. According to the FTC, non-competes suppress wages, stifle innovation, and make it harder for entrepreneurs to start new business—and eliminating them would increase U.S. workers’ earnings by $250 billion to $296 billion annually. 

Experts say that unless the rule is significantly scaled back, it will likely face litigation. 

The Broadleaf team will continue to monitor the laws and regulations that impact employers. To stay up to date on news, trends, and updates impacting employers, subscribe to our monthly newsletter. 

The post Employment Law Updates to Know in 2024 appeared first on Broadleaf Results.

What is total talent acquisition/management?

Total talent management (TTM) integrates direct hire employee (RPO) and contingent/temporary worker (MSP) talent solutions to create an all-encompassing approach to workforce management. By loosening the constraints of existing talent silos and thinking about it holistically, organizations gain the ability to make resourcing decisions based on the task at hand and align the right talent to meet their needs—regardless of the resource type. When asked to elaborate further, Jason said, “it’s a comprehensive approach to where job candidates are in the process of their employment journey and understanding what their needs are.” With the current economic conditions of inflation and recessionary headwinds, there’s been a shift around Managed Service Programs (MSP) and Recruitment Process Outsourcing (RPO) programs and designing contract labor and supplier strategies to meet clients’ needs through a flexible, holistic total talent management approach.

Embracing total talent management workforce strategies

Within an organization, workforce management is often siloed with contract labor managed by the procurement department and the HR or talent acquisition department responsible for full-time labor. Companies often use an Applicant Tracking System (ATS) for full-time hires and a Vendor Management System (VMS) for larger contingent labor programs, and these platforms are often not integrated.

When a Broadleaf client creates a job requisition—regardless of whether it was created in an ATS or VMS—our client delivery team asks the client questions to challenge their standard thought process and procedures. Would you consider a full-time hire in place of a contingent worker? Or a temp-to-perm worker in place of a direct hire? We have found that 25 to 27 percent of workers that start as temporary contractors are converted to full-time employees in 90 to 120 days. Jason stated, “regardless of whether a worker is a full-time employee, contract worker, or 1099, it’s important to bring the right skill set to the business to meet their needs.” He went on to say that creating a holistic approach to a client’s talent management is a building process and it takes time, credibility, and momentum to drive the change they are seeking.

Total talent management adoption and obstacles

To support a client in adopting a total talent management strategy, workforce management providers:

• Offer a suite of technologies with live data to assist the client in making intelligent decisions and create a positive candidate experience
• Help clients formulate a competitive compensation strategy. There’s been an increase in labor market intelligence tools leveraged to generate a greater understanding of regional hiring trends and market strategies.
• Create a strong value proposition of what TTM is and align it to the client’s business strategy and culture
• Leverage the support of executive sponsors to keep the client on track and ensure full utilization of a value-driven program
• Demonstrate the value of TTM through case studies

When asked for examples of client obstacles—that workforce management providers encounter—when adopting total talent management strategies, the panelists noted the following challenges:

• Siloed business functions—human resources, procurement, IT, and business leaders—that do not have the same understanding or knowledge
• Lack of investment in technology and tools
• Competing priorities within the organization
• Change of stakeholders that requires reeducation
• Fear of change that deters adoption inertia

Direct sourcing

Direct sourcing solutions provide an alternative way to ensure greater success in talent curation and pipelining. Direct sourcing is the process by which an organization leverages its own candidate pool—former employees, retirees, and silver medalist applicants from its own ATS—to place as contingent or direct hire employees within a company. When asked about out-of-the-box ways TTM providers assist their clients to overcome talent challenges, Jason spoke about direct sourcing as “a really unique way to address talent challenges with total workforce solutions to drive change.” He then shared a Broadleaf success story in which a manufacturing client experienced a large spike in retiring employees at the start of 2020. This created a skills knowledge gap between the high level of turnover and the number of new employees that were not yet fully trained. Broadleaf assisted the client to bridge their experience and productivity gap by direct sourcing from alumni pools and recent/new retiring tenured employees for temporary placement as contract workers.

Related: Enabling Total Talent Acquisition with Direct Sourcing

Navigating the current labor market

The talent shortage is at its highest level in 15 years and 68 percent of employers are challenged in finding the right workers to fill open positions. The candidate-driven labor market in which job seekers define when and how they want to work is not going away any time soon. Organizations must be creative in their talent acquisition approach and push the boundaries of their current strategies. A total talent workforce solution with direct sourcing can add flexibility to the hiring process with the procurement and talent acquisition departments working together to identify the best worker for each role regardless of the resource type. Organizations that are not flexible will lose the war for talent.

Partnering with a TTM solutions provider expands your talent community–by engaging the largest pool of potential candidates possible–and increases the probability of procuring higher-quality talent on a consistent hiring basis.

Related: Leveraging the Power of Total Talent Management with Broadleaf

To discover more about the RPOA and its membership opportunities, check out the organization’s website here.

View the full webinar here.

To learn more about Jason, connect with him on LinkedIn.

The post Total Talent Management: The Blending of Temporary Labor and Direct Hire Workforce Solutions appeared first on Broadleaf Results.

Throughout the country, HR professionals and talent acquisition specialists are scrambling to connect their organizations with qualified candidates—knowing that the viability of their business depends on it. From thousand-dollar sign-on bonuses to full tuition reimbursement, companies are doing whatever they can to catch workers’ attention. Yet despite these efforts, a collective recruiting struggle remains prevalent.

This begs the question: is this problem ever going to end? Here’s my take on why the labor market is in such a state of disarray—and what employers can do to enhance their talent acquisition strategies of the future.

More than just the pandemic

No one can argue that the past year and a half has been a chaotic time for both businesses and workers alike. While the outbreak of COVID-19 undoubtedly accentuated worsening labor market trends, problems existed long before the coronavirus came into the picture. According to data published by the U.S. Census Bureau, the American population grew only about seven percent between 2010 and 2020—comparable to previous historic lows between 1930 and 1940 during the Great Depression. Studies show that the country’s national birth rate reached a 35-year low in 2019. And—to make matters worse—the U.S. population is expected to begin shrinking by 2062. As these trends have all been headed in the wrong direction, it was only a matter of time before a labor shortage ensued.

Detrimental impacts on the U.S. economy

For centuries, the American economy has been buoyed by a strong and stable workforce—one that has been consistently robust in size. Yet during the pandemic—when countless businesses were shuttered and millions of workers were displaced from their jobs—some of the many luxuries that we’ve come to take for granted dissipated. Without an ample supply of workers, important processes were significantly disrupted. From a supply chain perspective, the pandemic has completely altered the state of business operations. Without an abundance of workers to draw from, processes that were once optimized quickly became impaired—throwing a wrench in business success and grinding the growth and expansion of the U.S. economy to a halt.

Departing baby boomers leaving a void

The success and viability of the American economy have—in large part—been due to the large population of baby boomers that remain active members of the U.S. labor force. Studies show that a whopping 76 million Americans were born between 1946 and 1964 in the period immediately following World War II. This now-older generation was critical in shaping hiring norms and supporting the growth of the U.S. labor market to unprecedented levels—making talent readily available and highly affordable. But due in large part to the impacts of the pandemic, a staggering 6 million baby boomers retired from the workforce from October 2020 to March 2021. Because of a lack of skills, experience, and training, younger generations of millennials and Gen Zers have seldom replaced these retiring workers—creating a significant gap in both people and productivity that businesses must address.

Learn more about COVID-19’s impact on ageism in the workforce.

Changing priorities among younger workers

Additive to the diminishing size of the U.S. labor force since the start of the pandemic, younger generations of workers have experienced a change in workplace priorities—and they’re making these new desires well-known. As Americans shifted to at-home work environments during the pandemic, many have developed an adoration for more flexible work schedules that can provide a greater work-life balance. Labor market surveys and studies conducted by the U.S. Bureau of Labor Statistics show that a rising number of male millennials and Gen Zers are seeking more part-time roles versus full-time positions. By prioritizing 20-to-30-hour per week jobs, younger men have further attributed to the talent shortage currently ravaging our nation. While these generations have often been stereotyped as lazy and entitled, such generalizations were ultimately caused by baby boomers’ reluctance to encourage their children to actively join the labor force. To ease the modern talent deficit and fill the void left by baby boomers, America needs to bolster its efforts to educate and train younger workers.

Video: Total Talent Management

The solution lies with innovation

Solving the collective talent woes that are ravaging American businesses—both large and small—isn’t a simple fix. For a country that has long been overly reliant on its robust workforce, problems like the ones we’re experiencing today have been long overdue. As growth in the U.S. population continues to dip toward historic lows, the answer to fixing this talent shortage lies in innovation. With less able-bodied workers available to work, companies must continue to evolve and keep pace with an increasingly digital world. The acceleration of automated technology is one such area where businesses can make up for a lack of suitable talent. Replacing manual processes with ones handled by software or robots is where the future of the workforce is heading. Unleashing the power of twenty-first-century innovation will ultimately help American businesses overcome these talent shortages and spark greater efficiencies in areas such as delivery and operations.

Improving talent acquisition through outsourcing  

If you’re an HR or TA professional like me, the past 18 months have been nothing but a rollercoaster ride. We’ve gone from recruiting needs coming to a standstill overnight to a non-stop hypergrowth hiring mode. If your business is currently feeling the effects of the current labor shortage, it’s time to consider outsourcing some of your talent acquisition functions. Working with a third-party provider can present a viable solution to help expand your talent pool, enhance candidate quality, improve time-to-fill, and generate substantial cost savings. Whether you’re looking for a Managed Service Program (MSP) to hire contingent workers or a Recruitment Process Outsourcing (RPO) solution for full-time employees, finding the right talent management provider can be the cure to your hiring woes.

Summary

Like it or not, the coronavirus pandemic has exposed a major problem within the American workforce—one that doesn’t look to be going away anytime soon. The current talent shortage hindering businesses across the country has put serious pressure on organizations to modernize and keep pace with the changing world around them. In such a strong candidate market, employees will pursue opportunities where they feel valued and appreciated. And with record numbers of baby boomers choosing to retire, the knowledge gap between older workers and younger ones continues to widen.

To prepare your business for the talent challenges that lie ahead, it’s imperative to develop a strategic long-term talent acquisition plan that addresses these challenges and lays out steps for the future. The success of your organization is largely dependent on its people. By being diligent and proactive in your recruiting approach, you’ll reap the benefits of a workforce that is highly skilled, properly trained, and well-qualified to get the job done.

The topic of workplace attrition vs. attraction has been a prominent one throughout the COVID-19 pandemic. Learn more about what your business can do to build a stronger workforce while fighting the impacts of employee turnover here.

This blog was written by Broadleaf’s Senior Vice President, Client Delivery, Suzie Mitchell.

The post Causes of the Current Talent Shortage—and What Companies Can Do to Overcome It appeared first on Broadleaf Results.

To research these current talent trends, Broadleaf partnered with HRO Today to publish the following flash report—You Can’t Go Home Again: The Workforce Trends HR Needs to Address in the Coming Year. After polling over 100 HR executives and managers from across the United States, our collective findings uncover key takeaways as America’s economy continues to recover from the pandemic. Here are some of the most compelling takeaways from the flash report.

Continued reliance on remote work

The prevalence of work-from-home arrangements will not only exist during the pandemic. According to 71 percent of HR experts that took part in the survey, a greater number of workers will be working remotely in the post-pandemic environment. As employees have adjusted to at-home work, both their production and performance have improved—giving organizations little reason to bring workers back to the office.

Addressing childcare issues

Millions of Americans experienced difficulties when acclimating to their professional responsibilities at the start of the pandemic. Yet arguably no one had a more tumultuous at-home experience than working parents. As schools and daycare were closed for several months, parents were forced to take on child care duties during the day. Nearly one-half of survey respondents (46 percent) felt that childcare issues were a significant factor in decreasing the immediate need to work.

In it for the long haul

In the minds of HR experts, the current recruiting environment has shown little end in sight. According to survey respondents, 57 percent believe that the world of talent acquisition will remain unchanged for at least one more year. Historically fast job growth—coupled with severe labor shortages and a high unemployment rate—has flipped the employment market on its head, forcing recruiters to mitigate these difficult labor conditions.

Areas of long-term focus

Survey respondents were asked to name the HR tasks that they would be prioritizing most in the foreseeable future. The four greatest areas of long-term focus are:

• Employee engagement
• Talent development
• Compensation review and changes
• Permanent employee recruiting

Because the workplace has shifted to a hybrid—or entirely virtual—setting, HR professionals have their work cut out for them to enhance company culture and improve hiring results.

The post The Workforce Trends HR Needs to Address in the Coming Year: Flash Report with HRO Today appeared first on Broadleaf Results.

What should leaders in the retail and e-commerce space expect in the months ahead? How will this hiring season be different than those in years past? Here are three current trends that will shape seasonal retail and e-commerce hiring this year.

1. Seasonal hiring: What’s to come?

According to Mastercard SpendingPulse, “Consumers and brands alike are gearing up for what’s anticipated to be the most wonderful holiday retail season on record.” In the eyes of Deloitte, holiday sales will increase by three point five to four point six percent to reach between $1.28 trillion and $1.3 trillion from November to January. E-commerce sales are also expected to see a rise of between 11 and 15 percent to reach more than $210 billion.

If pundits are anticipating a consumer spending extravaganza during the 2021 holiday season, why are businesses so concerned? The answer lies in finding workers. Due to the tight labor market, retailers and e-commerce businesses are experiencing widespread difficulties in finding candidates that want to work. These companies are having to get creative to successfully recruit candidates that can serve the needs of their customers.

Within the retail and e-commerce industry, organizations have been forced to up the ante when it comes to attracting job seekers. From sign-on bonuses and increased hourly wages to comprehensive benefits packages and more, companies are doing whatever they can to more effectively entice workers. Expect more of the same to continue throughout the retail hiring season.

2. Retail giants see a rise in hiring needs

Which big-name retail and e-commerce companies are ramping up their hiring needs before the holiday season push? Let’s take a look:

• Amazon is expected to hire over 125,000 workers in full- and part-time fulfillment and transportation roles;
• Kohl’s is planning to add more than 90,000 employees to its retail stores and warehouses;
• Michael’s craft store is looking to hire around 20,000 workers for its stores and distribution centers, marking a 25 percent increase from 2020;
• DICK’s Sporting Goods is planning to recruit about 10,000 seasonal employees for retail positions—the highest in company history.

As online ordering has become an increasingly popular shopping option for millions of consumers nationwide, retailers are preparing their warehouses and distribution centers accordingly. While it remains to be seen how potential supply chain bottlenecks and rising freight costs caused by the pandemic will impact these businesses, retail companies are doing their best to prepare for tasks like shelf replenishment and transportation of inventory to brick-and-mortar locations.

For retailers that are planning to hire tens of thousands of retail workers to support their operations, HR experts believe that a rise in recruitment automation will help to expedite the hiring process. By utilizing sophisticated tools like resume parsers, recruiters can accelerate recruiting and onboarding initiatives to more easily find qualified candidates and bring them up to speed in less time.

3. Increase in curbside pickup and doorstep delivery

As concerns about the Delta variant continue to impact everyday life throughout the United States, consumers are growing wary of in-store shopping. This will almost certainly cause a significant rise in the number of online retail orders that are placed—putting a greater strain on transportation and shipping companies like FedEx, UPS, and USPS to fulfill doorstep deliveries.

Online retailers have also begun offering “curbside pickup” options for their customers. This is a purchasing choice that has colossal implications on retail businesses. Not only will it help to control the spread of the coronavirus, but it will also force retailers to hire greater numbers of in-store associates to support these curbside orders.

As retail businesses prepare for the influx of shopping activity this holiday season, they must also make suitable investments in their digital technology. From the development of comprehensive retail apps to the utilization of complex software to track in-store inventory, companies need to ensure that their tech platforms are fully functional to avoid problems during the hiring season.

Summary

As retailers and e-commerce businesses prepare for the upcoming holiday season, the next several weeks will be critical as these companies ramp up the size of their workforces. Winning the war for retail talent will be a challenge, so organizations will have to formulate new and inventive ideas to attract and retain candidates. If companies are serious about capitalizing on significant financial opportunity throughout the holidays, they must properly scale their workforces with qualified retail workers to effectively service the needs of their customers. Without enough employees, retailers run the risk of dissatisfying their customers and losing out on precious revenue.

The post 3 Seasonal Hiring Trends in Retail and E-Commerce appeared first on Broadleaf Results.

The growing prevalence of virtual interviews has changed the talent acquisition world as we know it. The days of in-person interviews are temporarily gone—and may never return to their pre-pandemic state. And while the act of conducting a digital interview may prove to be more convenient for both the interviewer and the job candidate, organizations must be cognizant of any unintentional biases that come with this new process.

Learn how to promote employee engagement in a virtual world.

Here are some dos and don’ts to help your organization remain unbiased and impartial throughout the video interview process.

Don’t: Pay attention to camera quality

Regardless of whether a candidate accesses a virtual interview from their ultra-modern laptop or takes the conversation from their low-quality cell phone, don’t assume that the former is better suited for the role than the latter. Many of us take technology for granted these days, and we forget that some people experience difficulty when attempting to gain access to high-speed internet connections. Don’t let yourself formulate a negative perception of a candidate if he/she experiences technical issues—they happen to the best of us!

Don’t: Pay attention to background noises

We all know how much people’s lives have been impacted over the past year, so don’t be surprised if some individuals may not be able to find a quiet place to conduct the interview. Whether you’re talking to a young mother with screaming children or a college student with noisy roommates, refrain from allowing these disruptions from influencing your perception of a candidate. These background noises prove nothing about the individual’s qualifications and their ability to effectively perform in a workplace environment.

Do: Pay attention to backdrops

While interviewers should look past potential background noise disruptions during a virtual interview, they should be mindful of the backdrop that a candidate chooses to display on camera. Organizations should pay attention to explicit posters, unethical symbols, or other inappropriate backgrounds. These signs—although subtle—can serve as a warning to your organization. If any backdrops are deemed unprofessional or unscrupulous, it may be time to remove your candidate from your shortlist.

Do: Establish strict protocols for recording interviews

Prominent virtual interview platforms like Zoom and Microsoft Teams enable the interviewer to record each conference call. This option may be enticing when some primary stakeholders within your organization are unable to attend a live interview with a candidate. However, before you choose to record your virtual interviews, it’s important to first confirm that such recordings are legal in your state. If so, setting up formal recording guidelines is imperative. For instance, the interviewer must confirm that all candidate interviews are recorded—not just a select few—and that each decision-maker will have equal access to the recordings. In addition, be sure that you have received permission from the candidate that they may be recorded. By establishing these formal protocols, you’ll ensure that each interview is conducted in a fair and equitable manner.

Summary

In the new age of virtual interviews, companies need to ensure that their interviewers are well informed on the importance of remaining impartial throughout the process. Not only do these decision-makers represent their organization’s brand to outside candidates, but they play a critical role in bringing in talent resources to further develop a positive workplace culture. By ridding the interview process of all biases—both conscious and unconscious—you’ll ensure greater success in your talent acquisition outreach.

For more thought leadership content from our team of workforce experts, check out our blog.

Interested in keeping up with all things Broadleaf? Follow us on LinkedIn, Twitter, and Facebook.

By Dave Savarise, Executive Vice President.

The post Eliminating Virtual Interview Bias appeared first on Broadleaf Results.

In my role at Broadleaf, one of my responsibilities is to oversee and manage MSP programs for clients of all shapes, sizes, and industries. Our teams routinely observe and lead the interactions between hiring managers and staffing suppliers. While many of these are seamless, we sometimes encounter challenges along the way, often marked by confusion, frustration, and delays in the recruitment timeline.

Whether you are a supplier under an MSP that permits direct client contact or working in a direct client relationship, here are some tips for staffing suppliers that will help improve the quality of your interactions with your clients and hiring managers:

Recruiting may be your main focus…

…but hiring managers often have dozens of other responsibilities and priorities on their plate. When looking to connect with a hiring manager on an active job requisition, be diligent in your outreach. Find a strategy that best works for connecting with that specific manager—whether it be via email, phone call, or text. Your job as a staffing supplier is to guide the hiring managers through the recruitment process. Be sure to set expectations on both sides early on in the engagement. When challenges or impactful information becomes available, share it with the hiring manager in a collaborative manner. Keeping them apprised and informed during the recruiting process will strengthen your overall relationship, thereby resulting in more placements.

Make your process work around theirs

Ultimately, it is your job as the supplier to provide quality candidates to the hiring manager and tailor your recruitment processes to fit their needs. I often tell the story of one particular hiring manager who struggled to provide candidate feedback on resume submittals. After much persistence over email, I decided to print out a stack of recent candidate resumes and drop them on his desk along with a sticky note that said, “Please call me with feedback.” An hour later, I received a call from that same manager, who liked this new approach. Other recruiters quickly got into the habit of leaving candidate resumes on the hiring manager’s desk, and he would always reply with feedback on the same day. While some client requests or styles don’t fit your own, they should be taken into consideration when trying to get the job filled quickly.

Find your niche—and stay within it

In my 15+ years in the talent acquisition and workforce solutions industry, I have never found a recruiter or staffing supplier that can fill every position that has been given to them. And that’s okay! Rather than telling hiring managers that you can fill all of their open requisitions, stay within your “sweet spot.” Suppliers that focus on their core competencies and knock them out of the park will go farther than those who try to be a jack-of-all-trades but master of none.

Commit to honesty and transparency

It is not uncommon for hiring managers to wrongly interpret information about pricing related to the recruiting process. As a staffing supplier, you should strive to teach your client partners about how your pricing is structured and describe the many cost aspects that are covered in markup and bill rates. Many hiring managers often wrongly equate markup rates to supplier profit. By providing honest and transparent information on statutory costs of a temporary employee, your client partner will feel more comfortable with the recruitment process as a whole

Summary

While there are many obstacles and challenges that staffing suppliers face on a day-to-day basis, many of them can be alleviated by setting appropriate expectations, establishing a suitable recruiting timeline, and communicating regularly with hiring managers.

Ultimately, the goal of every staffing supplier should be to ensure that open jobs are efficiently filled with quality candidates. But the process of building a quality relationship with hiring managers is critical for cultivating a value-driven business partnership. By utilizing these pieces of advice, you will boost your odds of staffing success and cultivate a long-term relationship with clients and hiring managers alike.

Have a specific question for Ryan? You can connect with him on LinkedIn or send him an email at schaalr@broadleafresults.com.

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How can your organization be both strategic and proactive in identifying and courting these talented resources? In what ways can you develop more robust candidate pools across multiple skill sets and geographies? Allow me to introduce the concept of direct brand sourcing—an idea that is sure to become a hot topic, especially in the months ahead. While this solution has been prevalent in Europe for several years, direct brand sourcing is beginning to gain traction in the United States.

Working in tandem with a total talent management partner, a proper direct brand sourcing approach can aid organizations in casting a wider and deeper net when uncovering both active and passive job seekers. While the development of robust talent pools is always a top priority for talent acquisition and HR professionals, many companies lack the necessary time and resources to get these programs off the ground. Right now, there exists a tremendous need for organizations to target candidates with specific abilities and niche skillsets that will enable the construction of more complete talent pipelines.

In the eyes of total talent management providers—traditionally found mostly under MSP and RPO models—the ultimate goal of any workforce solution is to streamline recruiting processes and generate a substantial return on investment. Through the deployment of a proven direct brand sourcing program, companies can accomplish just that. By leaning on current brand-power, alumni channels, and a strong total talent management partner, organizations will more efficiently and cost-effectively enhance their talent acquisition capabilities while providing opportunities for enhanced strategic long-term planning.

Total talent management providers like Broadleaf can leverage expansive supplier networks and utilize sophisticated recruitment platforms to help their clients keep tabs on resources in the market. That way, when specific talent needs arise today, tomorrow, or even years down the road, organizations will be well-acquainted with the available resources on the market. But most importantly, these available resources will be equally acquainted with the organization, allowing for a much more streamlined recruiting and hiring process.

When implemented correctly, direct brand sourcing strategies present a cost-effective way to develop more robust talent pools while optimizing an organization’s exposure to highly skilled talent. What’s more, companies can observe a tremendous decrease in cost per hire, thereby leading to a leaner bottom-line. If your business is seeking a means of strategically connecting with unique, highly specialized pockets of the talent market, look no further than a direct brand sourcing program.

For more information on our suite of total talent management and workforce solutions offerings, check out our Broadleaf blog.

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At Broadleaf, we serve as more than just total talent providers to our customers. With a proven track record for success in the industry, our team strives to establish deeper partnerships with our clients to help them increase business productivity and maximize their return on investment. We understand the intrinsic value that high-quality employees can bring to any organization. It’s why we identify talent as the most valuable asset in the workplace.

So how does Broadleaf build the right solution for the right customer? Allow me to explain.

A deeper understanding

From the start of the sales cycle, our Broadleaf team is focused on asking high-level questions and enriching our knowledge of the client’s business. We want to understand their organizational strengths and weaknesses, recruitment strategies and approaches, and long-term goals. The more we can learn about our clients and their objectives in all areas of their business, the more successful we will be in crafting a workforce program that aligns with their organization.

Planning equals success

During the planning process, our team gets creative. We look to expand our in-depth understanding of the client to determine the results they wish to achieve once the program is successfully implemented. How do they prioritize and measure cost, quality, and compliance? Do they have any initiatives that need consideration, such as new diversity requirements that need to be met? Is the client maximizing the value of their suppliers? Are there gaps in fulfillment? Would new strategies involving the use of multiple staffing agencies, an alumni program, freelance workers, a recruitment process outsourcing service, or a combination of these drive efficiency in delivering talent? Finally, is the client environment one that is open to change – providing the platform for adoption of new approaches and solutions?  The answers to these questions will ultimately lay the foundation for the scope of the program’s implementation.

Engaging with end-users

While the need to converse with key company stakeholders is apparent, Broadleaf sees added value in engaging with end-users like hiring managers. These individuals are more connected on a day-to-day basis than corporate-level executives and often have opinions that are useful in improving the program as a whole. By conversing with these end-users, Broadleaf strives to obtain a 360-degree view of the recruitment effort to determining the things that work and the things that don’t. We believe that everyone’s opinions are uniquely important. By doing our due diligence and letting everyone’s voice be heard, a successful initiative will follow.

Implementation: not a cookie-cutter approach

While Broadleaf has established program baselines to fall back on, our team does not shy away from strategically and creatively customizing solutions that are specific to our clients’ needs. It is important to not be a “yes-man” during the implementation process. Rather, we engage in consultative conversations with our clients to get a feel for their expectations and look to design a program that is innovative and engaging yet effective and practical. At the end of the day, our clients are confident that through our decades of experience and industry best practices, Broadleaf can provide the answers to their workforce management needs.

Understanding company culture

To maintain the success of any total talent management program, Broadleaf must also have a handle on the company’s mission, vision, and values. In order to help our suppliers better understand the company that they are recruiting for, these defining organizational traits need to be crystal clear. Much of our conversation with our clients centers around change management. We inquire to learn more about the type of work environment that the company fosters, preferred type of communication methods (i.e. face-to-face vs. webinar-focused), and why the company is a great place to work.

Results-driven mindset

Our commitment doesn’t end once our solution goes live. Rather, Broadleaf’s work has only just begun. By embedding our Delivery Team into the project, we are constantly seeking new ways to maximize both performance and savings. Striking this balance is what has allowed us to maximize program performance for our customers. We review the results against the initial goals and strategic plan, making the necessary adjustments to optimize outputs. Broadleaf leverages leading workforce management platforms and data analysis tools to further validate the success of the program for our customers. The culmination of this implementation and delivery process is what helps us deliver our A+ Client Experience and provide exceptional service tailored to our customers’ individual business needs.

To learn more about the Broadleaf difference and how we can boost your total talent strategy, visit the following page on our website.

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