Human Resources & Recruitment Blog | Talent Tap | Lancaseter, PA

The Future of Work

Fri, 16 Jan 2026 15:50:26 GMT

The Future of Work is Owned – Literally.

The way people think about work is changing fast. Today’s workforce—especially Gen Z—want more than a paycheck. They’re looking for purpose, stability, and a real stake in what they help build.

That shift is pushing more small and midsize businesses (SMBs) to rethink how ownership works. Employee ownership is emerging as a practical way to improve retention, engagement, and long-term performance—without adding unnecessary complexity.

Tim Garbinsky , Communications Director at the National Center for Employee Ownership, has seen how powerful this can be. When employees understand how their work directly impacts the value of the business, ownership stops being a “culture initiative” and becomes part of everyday decision-making.

So, what does employee ownership look like for SMBs?

Employee Stock Ownership Plans (ESOPs) offer tax advantages and are often used by owners planning an eventual exit.
Employee Ownership Trusts (EOTs) provide long-term stability with simpler administration.
Direct employee ownership is flexible, cost-effective, and easier to roll out than many owners expect.
Worker cooperatives emphasize shared ownership and democratic governance.
Profit-sharing and equity compensation align incentives without shifting control.

Tandem Business Center for Shared Success helps companies explore direct ownership models. According to Executive Director Drew Mousetis , about 40% of the businesses Tandem initially meet with, ultimately move forward—often starting with gradual employee education around stock ownership, financials, and valuation.

Employee ownership tends to work best for businesses that are thinking about succession, want to compete for talent without raising payroll, and care deeply about culture and continuity. As Garbinsky notes, employees value transparency and stability far more than many leaders realize—especially during uncertain times.

The takeaway:

Employee ownership is not just a perk. It’s a strategic way to strengthen your business, reward your people, and plan for the future.

Grow Faster. Hire Better. Stress Less.

Thu, 29 May 2025 20:05:46 GMT

Let’s face it—hiring top talent these days is like finding a parking spot at a concert.
It’s stressful, time-consuming, and just when you think you’ve found "The One", someone else swoops in and takes them.

That’s why more companies—scrappy startups to corporate giants—are handing off recruiting to the pros. Here's why outsourcing your recruiting might be your next power move:

1. They Know What They’re Doing (Like, Really Know)

Recruiters are the matchmakers of the working world. They eat, sleep, and breathe screening calls, resume red flags, and the fine art of the follow-up. So let them do what they do best, while you focus on growing your business.

2. Save Time. Save Money. Save Your Sanity.

Between chasing references and ghosted interviews, hiring feels like a second full-time job. Outsourcing clears your plate—speeding up time-to-hire, slashing hiring costs, and preserving your team’s focus (and patience).

3. Flex Like a Hiring Ninja

Need to fill one role this week and 20 next month? No problem. Outsourcing lets you scale your recruiting efforts up or down faster than you can say “urgent headcount request.”

4. Access to a Bigger (and Better) Candidate Pool

Recruitment agencies have a secret weapon: massive networks. They know people. Good people. People who aren’t even looking... until the right opportunity comes along. You probably won’t find those folks by just tossing a job on LinkedIn and hoping for the best.

5. A+ Candidate Experience

First impressions matter. A great recruiter knows how to keep candidates informed, engaged, and not completely ghosted halfway through the process. Even if someone doesn’t land the role, they’ll walk away thinking your company is classy—and that goodwill can go a long way.

Final Thoughts:

Outsourcing your recruiting isn’t admitting defeat—it’s playing smart. It's about hiring better, faster, and with fewer headaches. In today’s ever-changing job market, that kind of edge can be a game-changer. Plus, it means fewer awkward interviews with people who still list “Microsoft Word” under special skills.

Retaining Talent When It Matters Most

Thu, 22 May 2025 14:01:26 GMT

There’s never a dull day in recruiting, especially when you’ve been doing it a while. I’m constantly chatting with people who are gainfully employed but thinking about switching things up — for all sorts of reasons. 2025 is already feeling like a wild ride for a lot of workers. Gen Z hasn’t really experienced a recession in their careers yet, while Millennials and Gen X are kind of exhausted, thinking, “Not this again,” after living through a few tough economic stretches already. According to the American Psychological Association’s 2025 Work in America survey, more than half of U.S. workers are seriously stressed about job security. Out of 2,017 employed adults who responded online, 54% said worrying about their workplace stability is really taking a toll on their professional and personal lives.

As a business owner, it’s more important than ever to hold onto your top talent during these uncertain economic times. Losing a star employee isn’t just expensive when it comes to hiring and training someone new — it can also seriously shake up your team’s morale, their quality of work and the overall vibe of your company.

Here are three defensive moves to prevent that dreaded resignation letter:

1. Don’t sugarcoat business challenges during company meetings.

Being upfront builds trust. Share the big picture — where the company stands financially, including monthly, quarterly, and yearly projections, plus year-to-date results. Let your team know what steps are being taken to turn things around and bring your key people into the conversation to help brainstorm new strategies. If you’ve only been meeting quarterly, now’s the time to bump that up to monthly — keep everyone in the loop, track progress, and celebrate the wins, big or small.

2. Leadership means making sacrifices first.

Executives and owners should hold off on bonuses and raises before making tough calls like cutting benefits, freezing pay, or laying people off. It goes without saying that this is not the time to roll up to the office in a new Mercedes S-Class.

3. Double-down on professional development.

Staff — especially Millennials — really value opportunities like lunch-and-learns, industry events, and workshops to keep growing. Most leaders see training as an easy place to cut when budgets get tight, but that would be a bad move. Employees want to feel valued and involved. Investing in professional development, however modest, pays big dividends.

Getting through tough times as a team is like strengthening iron in a fire — it’s tough, but it makes you stronger. These challenges can actually help build a more resilient, united company in the long run. While you're dealing with today’s obstacles, don’t lose sight of the bigger picture.

Supporting Your Team During Tough Times

Fri, 21 Mar 2025 14:12:19 GMT

Hard times happen. Whether it’s a global or national crisis, workplace challenges, or personal struggles, your employees are feeling it. And when stress levels rise, how leadership responds makes all the difference.

The good news? You don’t need all the answers—you just need to show up for your team in the right way. Clear communication, genuine support, and a little flexibility can go a long way in keeping morale up and productivity steady.

Here’s how you can steer the ship through choppy waters to eventual smoother sailing.

Keep It Real with Communication

Be upfront—let your team know what’s going on, whether it’s a big crisis or a smaller challenge. A lack of transparency fuels anxiety, rumors and increases employee turnover.

Keep everyone in the loop with regular updates so they know leadership has a plan.

Listen! Make sure employees feel heard and that their concerns matter. Consider Q&A sessions during company meetings, encourage participation in employee surveys and support management to have one-on-one lunches with their direct reports.

Take Care of Their Well-being

Implement or beef up your company’s mental health resources, like counseling or wellness programs, to help manage stress.

Encourage a healthy work-life balance—remind people to take breaks!

Show empathy—let employees know you genuinely care about them as people, not just workers.

Be Flexible & Adaptable

If possible, allow flexible work hours or remote work to help employees juggle personal challenges.

Recognize that everyone’s situation is different—some may need adjusted workloads or extra time off.

Show Appreciation

Celebrate small wins! Even in tough times, recognizing achievements keeps morale up.

Give public shout-outs—sometimes, a simple “thank you” goes a long way.

Consider small rewards (bonuses, gift cards, or extra time off) to show you value their hard work.

The bottom line? Open communication, empathy, flexibility, and appreciation go a long way in keeping your team motivated and supported.

3 Deadly Resume Mistakes

Mon, 17 Mar 2025 15:28:39 GMT

A well written resume can help get you in the door at a prospective employer, while a poorly written one with easily fixable mistakes can eliminate you from the position right away. You might have the perfect qualifications for the job, but if you have mistakes on your resume you might not get the chance to show those skills off.

Here are 3 common mistakes that we see on resumes:

1. Spelling and grammar mistakes are the most common, and the easiest to fix. Run spell check on your resume to catch whatever you’ve missed. Read your resume out loud several times to hear how it sounds. And have others review your resume. The more eyes that view it, the better.

2. Not putting the months of employment on your resume. When you just put the years, for example 2019-2020, your potential employer does not know if you’ve been there for two months or a full year. This can be very frustrating and sometimes leads the employer to pass over your resume.

3. Not customizing your resume for the position you are applying for. We often see objectives that don’t match the job that’s being applied for. For example, if you’re applying for a job in compliance, don’t list your objective as “looking to utilize my skills in human resources”. If an employer reads that, you will be rejected right away. Also be sure to match your skills on your resume to those that the employer is looking for. But don’t fudge your skills! You never want to lie on a resume, you will be caught eventually.

A little extra time to thoughtfully format and edit your resume will increase your chances of landing that desired interview!

Bad Hires - When It's You, Not Them

Wed, 12 Feb 2025 16:23:27 GMT

You’ve read the first two blog posts about bad hires, think you have things locked down, made the hire of your dreams and then everything begins to go wrong. Employees aren’t motivated, the work is beginning to suffer and what was once a well-oiled machine becomes something akin to the Titanic.

Time to follow up on my second post about what to do with a bad hire? Maybe. It could be the new person that you introduced into your tightly controlled world or, and I say this with all due respect: It could be you.

It shouldn’t come as a surprise to anyone that a toxic environment can be created from the top down in an organization. Here are just a few things that you should be aware of; consider them warning signs:

You’re sending out emails in all caps
Staff turnover is at an all-time high
Everyone shuts up when you walk into the room
Enjoying the job has become just surviving the job

A few of those get your heart racing a bit? It’s ok, I promise. Just take a step back and realize that everything is correctable if you catch it in time.

As HR professionals we recognize that even the greatest of hires can be tainted by a work environment that is, for lack of a better word, hostile. If you find yourself inadvertently breeding one of those types of places, here are a few things that will help pull your hind parts out of the fire.

Perform A Cultural Audit

Translation: Now is the time to step back and evaluate the culture that you are creating. Are you aiming for professional? Competent but relaxed? Open? Closed door, hush hush and all that? You need to know what you want and be objective in reviewing what you see before you.

Ask Your Employees

This one is a bit tricky because you’re putting yourself on the line and your employees on the spot. Ensure that this can be done anonymously if they so choose. Find out why they work there, what makes them tick, what they like and what they detest…leave nothing in the shadows.

Hire An Outside HR Rep For A Consultation (Hi!)

An objective third party is likely going to have an easier time looking at your organization and recognizing challenges that need to be addressed than you are. Don’t be offended, it’s just the way of things.

More often than not, employees will actually relish the chance contribute to change and respect you even more for recognizing the need for it. Be genuine in your actions and reasons and you’ll be that much closer to creating a workplace where people want to perform to the best of their ability.

Dealing With A Bad Hire

Mon, 20 Jan 2025 15:59:51 GMT

Let’s imagine a world where you missed out on Talent Tap’s last blog post, “Avoiding a Bad Hire”. Such a place would be truly scary, but let’s just say that it happened and well, you’ve ended up with a less than desirable employee.

Fear not! We’re here to help.

The light at the end of the tunnel isn’t really an on-coming train. There is good news to be had: a bad hire is just one dimension of a business. Look at it this way, there are a myriad of business decisions that can take a nose-dive and people still stuck it out. Look at “New Coke”. That stuff was terrible and while Coke took a little heat for it, they soldiered on. You’ll do the same.

Like many disaster recovery plans, the first step is to admit that you have a problem. Fall on the grenade and get it over with. Why? Numerous studies have shown that sweeping the issue under the rug is only going to result in more pain later down the line. Once you are ok with saying “I hired incorrectly” out loud, you can figure out what kind of bad hire you’re dealing with:

The “No Momentum” Hire:

1) The new person starts of strong and makes an immediate positive impact…for about six months. After that, you’ll start to have an “ok” employee who falls short of initial expectations.

The “Immediate Disaster” Hire:

2) The newbie proves to be a disaster from the get go for any number of reasons – personal baggage, rude, no respect for deadlines or time, or is just flat out dangerously incompetent.

The “Wrong Seat On The Bus” Hire:

3) The new hire is pretty much in the wrong position in terms of competencies, experience or cultural fit. This one can be realized by both the hire and the company.

Now what? Well, that’s up to you. Let’s skip over #1 for now and move right to #2. Typical wisdom is going to tell you to sever the relationship ASAP. And typical wisdom is right. Don’t let a bad hire ruin what you’ve worked to build. Harsh, but true.

As for #3, this one is a bit interesting. It may very well not be the employee’s fault here. Sometimes things are just mismatched from day one. Take the time to sit down with him or her and work out if there is a better position, in terms of fit, within the company. These folks can turn into valuable employees if you take the time to align competencies with your needs. Also review your recruiting, onboarding and training processes. Do you need a more defined job description, screening/interviewing process and/or position scorecard?

Onto #1 we go. This can have one of two outcomes, really. First, a conversation about expectations and goals could correct the slipping and everyone will be happy. Second, it can turn out they really just don’t want to work there anymore and in that case, it’s time for you to end it and recover what you can.

How have you all handled bad hires in the past? Any techniques that have worked out for you better than others? Please, share with us in the comments below.

Up next: What if it’s you and not them?

Avoiding A Bad Hire

Wed, 08 Jan 2025 17:45:04 GMT

It’s happened to every company at some point: You hire a person you think is going to be a rock star and help drive your business forward, but what you get instead is a poison pill who is threatening to self-destruct and wipe out your forward progress.

Now, depending on when you realized that this was an experiment in futility, this can be a huge financial blunder. How much? Well, CareerBuilder says that two-thirds of companies have hired the wrong person and 41% of those companies claim that it ended up costing them more than $25,000. Worse yet, one in four of those said it cost more than $50,000. These are make or break numbers, folks.

The kicker? It almost always could have been avoided. Sure, it’ll take a little more effort up front, but who doesn’t want to do that as opposed to losing $50k on a bad bet? With a little bit of planning you can make sure that you avoid a cultural and financial disaster.

Here’s how:

Profile your most successful employees. Find out what makes them tick. Then, after you’ve collected that info, ask them for input. These are the people that will be working with new hires daily; you’ll be amazed at what they offer.

Write a job description. This is not optional. If you’re just going to “wing it” then how in the world would an employee even know what to do? If you can’t write one yourself, hire someone to do it.

Interview, and do it right. Be prepared, have questions prepped based on their resume and cover letter. Take notes based on what your employees told you. Oh, and be ready to spend 75% of the time listening, not talking. It’s all about listening.

Don’t fall in love. I don’t care if this is “the one”, you’ve got to meet several candidates for the gig. This is a weird form of corporate speed dating and it’s tough to master, but if you settle for the first resume across your desk, well, just remember what a $50k mistake feels like.

References are your friend. If the candidate isn’t willing to cough them up, be wary. These are the people you need to talk to in order to see how your potential employee handles pressure, workload and other people.

Bring in your current rock stars. Encourage key team members to participate andif they need to be trained on fundamental interview best practices, then offer it. Think of it as an investment.

The first place to look for new employees is from candidate referrals from your existing staff and established advisors and peers. It helps take the guesswork out of the process.

Now, without using names, I’d like to hear about some of your bad hire experiences and how you handled it. And, if you’re wondering, “Dealing with a Bad Hire” will be featured soon!

Navigating Salary Expectations in a Shifting Economy: A Balancing Act for Candidates and Employers

Thu, 30 Nov 2023 16:07:00 GMT

In the dynamic landscape of today's economy, salary expectations play a crucial role in shaping the employer-candidate relationship. As economic factors continue to shift, the balance between what job seekers anticipate and what employers are willing to offer becomes increasingly intricate. Recent reports shed light on the evolving salary dynamics, exploring the rising expectations of American workers and the challenges faced by employers in meeting these demands.

The Surge in Salary Expectations:

According to a recent USA Today article, American salary expectations are on the rise. In an economy marked by inflation and other economic uncertainties, employees are seeking compensation that aligns with the increasing cost of living. As job seekers become more informed about market trends and living expenses, their expectations are naturally adjusting to reflect these changes.

Challenges Faced by Employers:

While candidates are optimistic about higher compensation, employers are grappling with the challenge of managing these soaring salary expectations. It has been reported that salary increases are misaligned with current inflation rates, and although it puts more onus on the employer, the reality is that we are living in an era where money simply does not go as far as it once did. In order for candidates to put their best efforts toward an organization, they need to feel they are being compensated well enough to survive these expensive times. As a result, businesses are being urged to reassess their compensation strategies and adapt their salary structures in response to the evolving job market. It is one of few ways to ensure a business can remain competitive among job seekers. Fortunately, data from The Conference Board indicates a growth in salary increase budgets for the year 2023, which reflects the idea that a majority of employers understand and are effectively navigating these expectations in order to attract and retain top talent.

Strategies for Balancing Expectations:

In this dynamic environment, finding a balance between candidate and employer expectations is essential. Employers can explore creative compensation packages, including fine-tuning benefits, offering flexible work arrangements, and professional development opportunities. This approach enables organizations to remain competitive without solely relying on traditional salary increases.

As the economy continues to evolve, salary expectations will remain a top priority in the labor market. Job seekers, armed with market knowledge, are increasingly aware of their worth, while employers navigate the challenge of meeting these expectations within the constraints of economic conditions. The key lies in open communication, flexibility, and a strategic approach to compensation that goes beyond traditional salary figures. In this shifting economy, the ability to adapt and find a middle ground will be crucial for both candidates and employers to thrive in the ever-changing job market.

Worth the Price Tag - Benefits of Health Insurance for Small Businesses

Sun, 24 Sep 2023 17:58:56 GMT

Owning a small business can be a wondrous and rewarding experience. But it does not come without its challenges. Many of them come down to budgets and finances. One way small companies tend to cut back on finances is by skipping out on providing their employees with health insurance options. This can be a critical mistake, however, as health insurance is a major motivating factor for talent at all experience levels today. And in today's competitive job market, attracting and retaining top talent is already challenging enough. Offering health insurance to your employees, even if it does come with a significant price tag, is a key strategy in ensuring that you stand out amongst the many employers your talent may be courting. But providing health insurance has numerous advantages for your small business beyond simply standing out. Let’s explore them below.

Improved Employee Morale and Productivity

When employees have access to healthcare, they are more likely to be physically and mentally healthy. This translates to reduced absenteeism, increased productivity, and a healthier and more positive work environment.

Legal Compliance

While small businesses are generally not required to offer health insurance, the rules and regulations regarding healthcare benefits can be complex. By providing health insurance, you can ensure your business is compliant with applicable laws and avoid potential legal issues down the road.

Tax Benefits

Small businesses may be eligible for tax benefits when offering health insurance to employees. Depending on your location and the size of your business, you may qualify for tax credits that can offset the cost of providing healthcare benefits. Check out this resource to find out if your business can qualify for the associated tax benefits.

Enhanced Employee Loyalty

Offering health benefits can foster a sense of loyalty among your employees. When workers feel that their employer cares about their well-being, they are more likely to remain loyal to the company and contribute to its success in the long run. And keep in mind, the cost of regularly losing employees (due to them seeking health insurance elsewhere, let’s say) is certainly more expensive than providing health insurance options from the start. Additionally, providing health insurance is a tangible way to demonstrate your appreciation for your employees, showing them that they are valued members of the team.

Competitive Advantage

Not only do you gain competitive advantage in the recruiting process, but offering health insurance can also give small businesses a competitive edge when bidding for contracts or partnerships. Some clients or collaborators may prefer to work with businesses that provide healthcare benefits to their employees, viewing it as a mark of stability and reliability.

In conclusion, providing health benefits to employees is not just a kind gesture; it's a strategic move that benefits both your small business and your workforce. It helps attract and retain top talent, enhances employee morale and productivity by creating a healthier workforce, ensures legal compliance, offers tax benefits, fosters loyalty and appreciation, and gives you a competitive advantage. While it entails costs, the long-term benefits far outweigh the initial investment. So, if you want your small business to thrive in today's competitive landscape, consider offering health benefits to your employees – it's a decision that pays off in more ways than one.

Hello, How Can I Hire You? How To Champion a Positive Candidate Experience

Tue, 30 May 2023 21:02:18 GMT

What’s something that is so well-known within the recruitment industry that it's often overlooked? Candidate Experience! With the volatility of the market, the advancements of technology, the state of inflation, and more, it can be easy to forget about this critical piece of the recruiting process.

How do you define ‘Candidate Experience’?

Candidate Experience describes the experience a candidate has when undergoing a company’s recruiting and hiring process. This experience encompasses everything from the moment the candidate discovers the company - branding, website, job posting - to the job application, interviewing, and onboarding process. Let’s discuss how you should approach each with a candidate-centric process in mind.

Branding & Website

Your brand should follow a clear theme that allows for your candidates to obtain a clear understanding of who you are. Your website should work hand-in-hand with your brand to reveal what you do, and what your prospective employees could get out of working with you. Keep your website clean, easy to navigate, and up-to-date. This includes being mobile-friendly, as many folks apply to jobs via their mobile device in this day and age. There are many job seekers out there that overlook organizations due to the simple fact that their website was not up to snuff. Your website is your representation and a huge part of your brand. Invest into it.

Job Posting & Application Process

Your job posting should be concise yet descriptive, should have gender-inclusive language, include the compensation range for the roles, and designate if the role is remote, hybrid, or in-person. The shorter and more accurate the description, the better. Don’t get too caught up in discussing all the great things about your company in the job post - that’s what your website is for!

Additionally, the application process should be simple. Remember that a good amount of job seekers are using their phone to do their searches. If your application process takes longer than four minutes, you’re going to lose them. The application should only request only critical information like their resume, contact information, sponsorship requirements, and compensation requirements. Make sure your Application Tracking System (ATS) is up-to-date and can capture the appropriate information accurately.

The Interview Process

The interview process is arguably the largest portion of the candidate experience. The candidate is investing their valuable time into learning about your organization, so it is of paramount importance that you make it a positive experience for them.

For starters, interview processes should not be lengthy. A good rule of thumb is three total interviews or less, not including the Recruiter screen (and of course there are exceptions to every rule according to the company needs). An interview process that drags on will most certainly result in lost candidates.
Additionally, ensure that each interview is actually valuable - evaluate if that added interviewer actually needs to speak with the candidate, or you’re just feeling like you need another set of eyes. Ensure each interviewer knows what to cover with the candidate so the candidate isn’t continually repeating themselves.
Diversify your interview team. Consider race, gender, position, and more. Candidates want to see that they can be themselves at a company and know that their unique and individual persona is valued with you.
Lastly, provide timely communication. We all know how it feels to wait for any semblance of acknowledgement from a company we’re interviewing with. Make sure that your candidates know where they stand in the process by checking in with them on a regular basis throughout the process.

Offer & Onboarding

Last but not least is the offer & onboarding process. The real hiring portion. The offer process should be respectful, allow for reasonable negotiation, and meet the requests of your candidate. Don’t bring them all the way through the process just to offer them thousands less than what they asked for in the beginning. If there are changes to what the company can offer in compensation or benefits during the interview process, that should be communicated to the candidate. The candidate should come away from the offer conversation feeling excited about their next steps with you.

Onboarding begins once the candidate has accepted the offer. This is the process of bringing on or hiring a candidate as an employee of your organization. Your people (HR) team will work with your IT team and the candidate to ensure the candidate has everything they need to successfully join your team. Ensure there is clear communication from all parties involved, and that there is a plan to bring your new team member up to speed once they join. This includes a thorough introduction to the company, to their team, and to their role.

Why is the Candidate Experience important?

The benefits of having a positive candidate experience abound. Not only are you setting your candidates up for success in their potential future role with you, you’re also giving your company a good name in the marketplace. Candidates will experience increased excitement in joining your organization when given a positive experience. They may even let you get away with a couple more interviews than expected (but don’t lean on that! Keep processes short and sweet). Candidates are highly likely to share their experiences with colleagues, friends, and family; especially if they are memorable - in both good ways and bad. Ensuring that your candidate has a positive experience every step of the way will make for a memorable one that they are sure to share with others, even if not selected for the role. If the candidate has a terrible experience, they’ll most likely share that with others as well, leaving a bad impression with those who you haven’t even had the chance to reach.

At the end of the day, you need the candidate, they don’t truly need you. Treat these candidates how you would like to be treated, and for the value that you know they’ll provide to your organization. You’ll find that you’ll receive both more quality applicants and more sticky employees.

When Layoffs Create Opportunities

Tue, 21 Mar 2023 17:58:13 GMT

Big Tech is in a weird place.

Although Big Tech experienced tremendous growth over the last few years, it was only a matter of time before that growth bubble burst. Now, lately, it seems that every other week there is a mass layoff. It’s hard not to think of the thousands of professionals who invested their time and efforts into a company that released them in order to save their bottom line. One can only imagine the fear and hurt these former employees must feel when they’re left with a few month’s severance and well wishes.

The interesting part of this unfortunate and unexpected situation though, is that it seems that those who have been laid off from Big Tech are finding new employment rather quickly. This is due in part to opportunities in sectors apart from tech; many of which include Small and Medium Businesses (SMBs). These industries include, but are not limited to, healthcare, finance, nonprofit, government, education, and hospitality. While Big Tech is downsizing, it appears every other industry is hiring aggressively; akin to how Big Tech was hiring through 2021 and 2022. Big Tech taking a step back opens the door for companies in other industries to have their chance at top talent.

There are some things to consider, however, before going after this new talent.

Be ready to innovate

The professionals that have lost their roles in Big Tech still have the sharp and innovative minds that create change and lay the foundation for businesses to grow. At one point, these Big Tech companies were SMBs, employing the same minds that may have been laid off in these last several weeks. These folks likely aren’t looking to remain stagnant, so if your company is not ready to work with forward-thinking, driven, and passionate individuals ready to make a difference, don’t go looking for them

Improve your offerings

Ensure that you have paths for growth and a way for your team members to make a real impact on something meaningful. The talent coming from Big Tech is used to top tier benefits, compensation, and offerings in general. Although there may be slightly less competition, you will likely have to improve your offerings in order to land these professionals. Evaluate what you can bring to the table, and request assistance if you think there is an opportunity to really innovate with the technology at your organization.

Don’t overdo it

Yes, hiring may become slightly easier with an influx of available quality talent, but do ensure that every position you hire for is absolutely needed. It is likely that you’re in an industry that’s experienced more stability than the tech sector, and that may be what’s attracting these newly available candidates to you. But overhiring will undoubtedly backfire, put those same candidates right back where they started, and set you in a weird place just like Big Tech.

The job market has been a roller coaster over the past three years since the pandemic. The Big Tech layoffs are just another wild twist. Perhaps it is the nature of the job market to be unpredictable. With that in mind, it pays to find ways to thrive amidst the chaos. Companies outside the tech sector, and SMBs used to living in the shadow of Big Tech, are having their moment in the sun while they reap the benefit of available talent. It may not always be your turn to thrive, as Big Tech has now shown, but, just like the path of a roller coaster, it will all come back around.

Bigger Salaries, Smaller Candidate Pool. How Did We Get Here?

Tue, 06 Sep 2022 21:02:28 GMT

Let’s say it plainly: Salaries are through the roof. If you’re an employer recruiting for open roles, you have probably felt the sting of a qualified candidate providing a salary range that makes your eyes pop out of your head. You may wonder why it seems that over the last couple of years, you cannot seem to remain competitive when it comes to compensation. The truth is, there has been a perfect storm of factors that have led us to the current state of job market compensation.

COVID and the Great Resignation

The entire world recently experienced something that happens maybe once every century or so. It affected things in ways we can’t even imagine. The Great Resignation was one MAJOR effect. Workers across the country had a reckoning with how work affected their lives; and as a result, they resigned in droves. Job seekers now have the upper hand. They can demand higher salaries while companies compete for their employment. There are some big name companies who can surely compete, but it leaves smaller companies, with less to offer in terms of pay, way behind.

But smaller companies can compete if they can provide other valuable benefits outside of money. During COVID, people learned the value of flexibility when it comes to work. They also realized that the lack of growth potential, diversity, and other factors from their employers meant more than previously realized. Allowing an actual work-life balance is now the baseline to retain talent. Additionally, providing professional development opportunities, promoting from within, elevating diverse voices, and investing in company culture are all potentially lower-cost actions your organization can take to attract the right candidates.

Money isn’t everything to everyone. Focusing on Employee Experience may be a different cost, but one that could earn companies not only more qualified candidates, but more long-term or “sticky” employees.

The elephant in the room: INFLATION

Inflation has been felt by everyone. There isn’t really anything anyone can do to stop this train. Until our government gets a handle on things, both companies and candidates will feel the squeeze of high prices.

Focusing on how you can support your employees through Inflation can be a way to attract and retain talent. For instance, put together a workshop on “Managing Finances through Inflation”.

Take the long view

At the end of the day, things will eventually balance out. The important thing for companies to remember is that they need to keep up with the times. Always be aware of how the state of the world or the country impacts the job market. Be creative with solutions, but ensure your focus is always on your people.

Nobody Wins With A Counter Offer

bhill@talenttapstaff.com (Bernadette Hill) — Wed, 01 Jun 2022 17:26:39 GMT

Point of View: You receive an out of the blue meeting request with no particular topic from one of your top performing direct reports. Your heart falls to your stomach and your mind starts racing; because as a people manager, you know all too well - they’re likely calling the meeting to resign. Most people managers know this feeling; as well as the scramble they may feel in the aftermath. Offboarding can be a difficult process and hiring top talent is no easy feat; plus you may actually really like your departing team member. This may lead to a desire to put up a fight to retain your cherished team member with a counteroffer. But is a counteroffer the best solution?

Let’s start with defining a counteroffer. A counteroffer is an offer that an existing employer makes to an employee who has received an offer from another company, and is intending to resign. A counteroffer is often compensation-based, but can also include promotions in title and responsibility, as well as other job perks. In the current state of the job market, amidst the Great Resignation, it can be tempting to pull out all the stops to retain top talent. But the counteroffer is a short-sighted solution that can lead to detrimental downstream effects. Here are a few things to consider:

Proactive, not reactive, compensation is important

Companies may think that presenting a counteroffer to an employee proves that they believe the employee to be valuable to their organization. But in reality, it's showing them the opposite and eroding trust all around. If the company could provide these benefits all along, why did it take a resignation to provide them?

Think long-term

Counteroffers rarely address all of the reasons behind why an employee would depart an organization. Even if an employee accepts a counteroffer, research shows that the employee still leaves within six to 18 months. An employee who has undergone the interview process with another company has likely already mentally and emotionally checked out of their current employer. Compensation or perks may energize them temporarily, but the reality of their situation inevitably creeps back in and pulls them away once again.

Perceptions matter

An accepted counteroffer does not impact just the manager and the one employee, it impacts the entire team. Other team members may feel slighted that they were not given additional or improved benefits while remaining loyal to the company, or perhaps they may too recognize that they may be valued more elsewhere.

There are occasions when counteroffers go well, of course. Especially among those who are happy with everything in their role except for compensation. In those specific instances, counteroffers can be a helpful tool to retain your employees. However, it can be difficult to get to the root cause of why someone wants to leave your organization, and you will never know what they experienced in interviewing for other organizations. Therefore, as a general practice, prevention is the best solution. Try focusing on the following:

Pay fairly

Don’t withhold compensation until someone resigns, but rather invest in your team while they’re still with you. Run regular reports to ensure there is pay equity within your organization, and that your team meets their market value.

Build trust

Build strong relationships with your team members; where there is mutual trust and psychological safety to share feedback. Ensure there is an inclusive culture where everyone can feel that they belong.

Don't skip exit interviews

When someone does leave your team (it will happen), use their resignation as an opportunity to learn from potential mistakes. Conduct an exit interview to determine the departing employee’s pain points and how you can adjust for your other team members.

Though a counteroffer may seem like the answer to your problems in retaining talent, it is merely a band-aid on a much deeper wound. Try not to get caught up in the potential short-term win, and instead focus on adjusting how you treat your employees to ensure there is a long-term path to success.

In-person, Remote or Hybrid Work? The Battle of the Moment!

Mon, 04 Apr 2022 17:09:17 GMT

How many times have you had a conversation about the current state of work recently? If you’re a professional in corporate America, it’s probably more times than you can count. With the risk of sounding like a broken record, we are living through unprecedented times. And with these times, comes the need for an adjustment to and/or assessment on how we operate.
Though global health crises are not exactly new, a pandemic in the 21st century brought an entirely different perspective. High speed internet, the staple of the modern century, provided not only a means to share information and keep people connected, but also a way for people to continue or begin working in a relatively novel way - entirely remotely. Though not everyone was fortunate enough to have this option, it seemed that most of those that did found it to be a blessing (Robinson). With pandemic restrictions easing after nearly two years of uncertainty, companies are now grappling with which work environment will serve them best; resulting in the battle of the moment: In-person vs. remote vs. hybrid work. Let’s dive into the benefits and drawbacks for each environment.

In Person

The “traditional” work environment in corporate America is in-person, where employees are assigned a workspace in a location their company has obtained to house their workforce. These company spaces are often best for synchronous communication and collaborative work; where you can pop into a coworker’s office for a quick update or grab lunch with your manager at a nearby sandwich place. There are several drawbacks not to be ignored, however; including, but not limited to: long commute times, expensive office leases, and harassment and/or micro-aggressions. As a result of both the drawbacks and the pandemic, this type of work environment seems to be slowly phasing out.

Remote

Remote work completely changed the narrative when it came to how people work. It allows for people to work from anywhere with a reliable internet connection; thereby working in (ideally) their most comfortable environment and avoiding both workplace interruptions and their dreaded commute. In many cases, companies saw an increase in productivity when their
employees didn’t have to worry about the pitfalls of in-person work (Rosentals). Remote work still allows for collaboration, with the help of tools like Slack, Teams, Google Suite, and more; but is definitely helpful when it comes to asynchronous, individual work. Remote work is not without its own pitfalls, however. “On average, remote workers worked almost a full hour more than their in-office and hybrid counterparts.” (Rosentals) Having constant access to your computer means a “quick” email check at 11pm, or working a bit longer because you don’t have the long commute home; thereby disrupting the coveted work-life balance. Still, the vast majority of corporate professionals seem to prefer working remotely, or at least having the option. Which leads us to the hybrid environment

Hybrid

The hybrid work model is ideally the best of both worlds - where employees can work either in-person and/or remotely. The trick, however, is establishing a remote presence as a baseline. That way, employees can elect to come into an office at a cadence of their choosing or for needed team/client meetings. When they are not in the office, they still have the connection and capability to work as if they were with modern technologies such as Zoom and Slack.

Takeaway

As a result of the Great Resignation, the job market is in a state of flux. Companies are now in fierce competition with each other to find and retain top talent. In turn, many have adopted remote or hybrid models as a state of being, and not as a benefit. At this point in our collective experience - two years into a global pandemic that proved we can work remotely and effectively, companies don’t have much of a leg to stand on when it comes to requiring in-person work. Candidates have a variety of companies to choose from these days, and the vast majority are likely offering a remote or hybrid schedule. With this in mind, talent acquisition professionals the world over would likely recommend switching to a fully remote, or at least a hybrid environment, in order to ensure your organization can keep up with the ever-evolving nature of work.

At the end of the day, it is your duty as an organization to keep your finger on the pulse of the workforce. If the pandemic has shown us anything, it's that it is crucial to be able to adapt. Remote and hybrid work is an excellent example of how the workforce can change and still continue to thrive.

Works Cited

Robinson, Bryan. “3 New Studies End Debate Over Effectiveness Of Hybrid And Remote Work.” Forbes, 2022,

https://www.forbes.com/sites/bryanrobinson/2022/02/04/3-new-studies-end-debate-over-effectiveness-of-hybrid-and-remote-work/?sh=7c72e0db59b2.

Rosentals, Artiz. “In-Office Vs. Remote Vs. Hybrid Work Two Years Later: The Impact On Employee Efficiency.” Forbes, 2022,

https://www.forbes.com/sites/forbesbusinesscouncil/2022/03/18/in-office-vs-remote-vs-hybrid-work-two-years-later-the-impact-on-employee-efficiency/?sh=2ac2d0d32a25.