Millennials rejoice! There’s a new kid on the block that’s just starting to enter the workforce, and its name is Generation Z. Gen Z, as it’s more commonly called, is the generation succeeding Millennials, and it represents people born between the mid-1990s and the early-2010s. Though the group is still quite young, there’s a lot of research and speculation about what’s in store when they hit the workforce. So, what have we already seen from Gen Z-- and what can we expect for their future?
Employers spend a lot of time and energy trying to reduce employee turnover. This often means making large investments in their workers and their company culture in the effort to retain top talent. But what happens when you’re the one asking your employees to leave? When an employee is terminated, rather than leaving of their own volition, it’s called involuntary turnover. This process can not only be emotionally taxing but also financially costly, since it takes a lot of time and money to screen, interview, hire, and train a new employee to take that person’s place. In fact, the U.S. Department of labor estimates the cost of a bad hire at 30% of an employee’s first year salary. However, although bad hires may seem like an inevitability, there are measures you can take to reduce your rate of involuntary turnover.
When it comes to managing a sales team, it’s no secret that a poor performer can impact your bottom line. So when you’re ready to hire, it’s important that you look for candidates with both the ability to do the job and the personality to be comfortable in a sales role. There are obviously a lot of factors that go into making someone a good salesperson, and pre-employment testing is one great tool that can help highlight candidates with the qualities associated with success in the role.
The new year is just around the corner, and that means now is the perfect time to get a jumpstart on your organization’s New Year’s resolutions. The last quarter of the year can usher in a bit of a lull for a lot of industries, and usually as business slows, so does hiring. So, as Q4 winds down and you begin ramping up for Q1, now is a great time to plan your hiring strategy for the coming year.
‘Tis the season for seasonal hiring, and retailers across the country are swelling their employee ranks in anticipation of the holiday rush. No matter how many people you’re looking to add to your team, it’s never a bad idea to reassess your hiring process to try to avoid some of the pitfalls of holiday hiring.
Though it may seem like an emerging trend, working from home isn’t a brand new idea. As early as the 1970s, remote work has been the promise of the future. With a Gallup poll finding that 43% of American workers did some or all of their work from home in 2016, it seems the future is now.
Everyone knows the cost of a bad hire can be high in terms of time spent hiring and training. But what about a toxic employee? These truly bad hires can have much wider effects on the company, beyond the immediate impact on your hiring process. Here are a few ways toxic hires can negatively impact your company.
Employers often see the ability to multitask as a necessary skill for a wide variety of jobs. It makes sense that in today’s fast-paced world, employers are interested in candidates that can successfully manage multiple responsibilities at the same time. However, specifically seeking out employees who can multitask, or focus their attention on more than one task at once, might not give you the results you’re looking for.
This week, California Governor Jerry Brown passed a statewide law colloquially named “Ban the Box,” which prohibits private employers in California from asking about or considering a job applicant’s conviction history before a conditional offer of employment. The law will take effect on January 1, 2018.
Employee turnover is one of the more difficult problems for an organization to overcome. It’s especially troubling when employees make the decision to leave a company, also known as voluntary turnover. There are a lot of factors that can affect the tenure of a hire. Since an employee’s reason for moving on isn’t always clear, it may seem like you couldn’t have done anything to prevent it. However, that may not be the case. In fact, 50% of employees who leave a job voluntarily cite issues with their direct supervisor as their reason for leaving. In other words, people often quit their bosses, not their jobs. That sounds somewhat dire, but there’s a silver lining to this grim statistic: it means employers have more control over voluntary turnover than they think.