The talent acquisition function continues to feel the impact of
COVID-19, from the volume of job applicants they’re seeing to where work for
the positions they’re filling will be done and much more. Meanwhile, the effect
that the death of George Floyd and the civil unrest that has followed continues
to impact the workplace and every other facet of society. Talent acquisition leaders
from organizations such as ServiceNow, Domino’s, Bank of the West and many more
gathered to discuss these topics on i4cp’s June 10, 2020 Talent Acquisition
COVID-19 Response series call. Some highlights:
Post COVID-19, talent acquisition leaders figure
to take a bigger role in their organizations’ “Future of Work” projects. Nearly
half (42%) of participants on today’s call indicated as much when asked to
choose from a list of things they are doing to align their hiring with future
business needs. Another 39% said they our building their organizations’ talent
maps to identify the deepest talent pools for critical needs, followed by
“partnering with your organization’s leadership development and/or learning
organization to identify skills gaps,” at 36%, and “building longer term
business need questions into the approval process before a role is open,” cited
by 30% of participants.
In addition to reconsidering the scope of work
that can be done anywhere going forward in a post-pandemic environment,
organizations are rethinking the physical workspaces that employees will return
to when the time comes. For example, many call participants noted that their
companies are scheduling work space for teams, bringing back employees in a
phased approach, and mapping out social distancing in their offices.
The workplace continues to be impacted by the
death of George Floyd and the subsequent civil unrest. Recent i4cp data
confirms as much, with 56% of organizations with 1,000-plus employees saying
recent events have added stress and productivity drains on their employees.
Another 47% said their company has been impacted, and has an obligation to
address the issue and take a stand. Companies appear to be addressing this
topic internally and externally, with several TA leaders on today’s call
sharing steps their companies have taken, such as issuing external statements
from the CEO and discussing race issues in all-hands meetings.
Recent events have underscored the importance of
evaluating candidates’ cultural competency as part of the hiring process,
assessing for factors such as social intelligence and other skills such as
managing remote employees, for example.
The way employees are onboarded has changed drastically since the
coronavirus pandemic hit the U.S., with companies making the process
exclusively virtual for new employees working remotely.
Indeed, the topic of onboarding was the primary focus of this week’s Talent
Acquisition COVID-19 Response series call, where talent acquisition leaders
from companies such as Zillow, Smartsheet, Pizza Hut, Land O’ Lakes, and many
more, discussed how COVID-19 has led their organizations to revamp onboarding
practices to accommodate an overwhelmingly remote workforce. Some highlights:
- In terms of onboarding duration, most companies’ current onboarding
design is for one month or longer. For example, one of today’s polls found 39%
of organizations saying their current onboarding process is designed to last
for 30-plus days, with 29% of organizations saying one to two weeks, 17% saying
one day or less, and 15% reporting their onboarding process is designed to
encompass a new hire’s first 30 days.
- Culture plays an equally critical part to compliance in the onboarding
process as well. A second poll asked the group which of the following their
organization emphasizes most in the onboarding process: Organizational culture,
getting to know the people, compliance (policies, procedures, benefits, etc.),
roles and responsibilities, or other. An equal number (43%) of respondents said
organizational culture and compliance. This was the most common response,
followed by getting to know the people, at 13%. No one indicated that their
organizations focus on roles and responsibilities as part of onboarding.
- Count onboarding logistics among the many challenges the coronavirus
pandemic presents to organizations and HR functions. Zillow’s Corina Kolbe,
senior director of learning and development, and Sarah McLamb, onboarding
project manager, discussed changes the organization has had to make to onboard
remote employees during the pandemic. The onboarding process involves much more
coordination between functions than it did in the past, they said. For example,
a first step in revamping its onboarding process to acclimate large numbers of
remote employees was to identify key stakeholders in the process – facilities,
IT, HR, etc. – and assemble a team of roughly 25 to talk through the necessary
considerations. Logistically, major changes including how the company shipped
out laptops to new hires and issued credentials in a safe and secure way.
- Companies are measuring the effectiveness of their onboarding practices
primarily through surveys. A poll of the group found that 73% said they survey
employees and managers, with 16% reporting no measurement in place with regard
to onboarding, and another 8% saying they use surveys plus performance measures
such as time to full productivity, for example. In terms of survey frequency,
the consensus among the group was that surveys should be issued anywhere
between 30 and 90 days after hire.
Guest: David Nason, Co-founder of Hirebrain
interview vendors in use by call participants:
- HireVue (high end, relatively expensive)
- CoderPad (Technical Interviewing - Virtual White Board)
- Microsoft Teams
- RIVS - Interview Stream
concerns: We need people to be engaged and productive even if they aren’t
- Three current tracks of thinking:
- Short-term response
- Help Hiring Managers to adjust
- Some companies are still in full recruitment
- Some companies are redeploying into crisis management
- Share the forecast for hiring with the team
- Question to ask:
- Is the project something that can be done at home?
- Can/should the project be delayed
- What are we doing every day to be productive?
- Long-term strategy
- What can we do today to make a long-term impact?
- Design Approach
- What’s the full map look like?
3. Virtual Onboarding
- Orgs are asking if now is the right time to bring on interns
- It’s unlikely that the interns can go somewhere else
- Take things case by case
- Aiming to not cancel; may switch to virtual
- Maybe start virtual and transition
- Maybe keep everyone virtual
- Questions: What are the student’s needs? Can the student
afford to wait? Can the student get credit for virtual?
- Hiring managers developing virtual onboarding plans
- 10-week internship to shorter plans (6 to 8 weeks)Front end of program virtual; second part of the program is
where you get the cultural component
Topics covered during the first talent acquisition-focused call included:
•Is anyone making offers
without site interviews?
for hires without video technology (video loops, WebEx, limit on-site
do we transition to virtual interviews?
video call best practices with candidates ahead of calls (Zoom, WebEx works)
do we ask about health risk of interviewees?
•Create boilerplate questions to ask all candidates to avoid stereotyping
•Ask candidates about their comfort level with coming onsite
Events Onsite? Orgs are experiencing lower
directly about precautions and offering alternatives to in-person interviews
Contractors & Vendors
the impact when working with RPOs? Other
to do proactive, real-time coaching
sensing from vendors
•Are you providing recruiter
education on coronavirus?
questions (i.e. Google Doc) from vendors/ candidates to respond with accuracy
do we handle contractors for TA?
dive sessions and ensure they know how to comfortably address these questions
to college recruiting?
for hires without video technology (video loops)
out of on-site job fairs and interviews at college campuses
to recruit college students?
to seasonal hiring impacted (i.e., delay to a summer timeframe)?
around caring for the health, safety, well-being of the workforce (asking what
people feel comfortable with to show understanding with candidates)
background checks and workarounds?
delays in background checks that could delay hiring
How are supporting the initial networking touchpoints for new hire onboarding?
workforce planning needs to drive recruiting strategy
impacts of remote work?
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