Hiring March Newsletter: Risks, motivations, and evaluations
Welcome to March, the month notorious for coming in like a lion. Whether that refers to the weather, the news cycle, or your current leadership experience, perhaps you relate.
In this month’s newsletter, evaluating your managers, what current research says about the motivations of those in the workforce, and the top emerging risk in talent strategy right now. Read on.
How Are Your Managers?
Your leadership may be impeccable — or at least, pretty good! — but how are your managers?
A recent report cited by Human Resources Director says 82% would be inclined to quit their job because of a bad manager right now. This is true across sectors, too, from healthcare to insurance to finance.
If your management team displays any of the following traits, think about whether they could use some reskilling or even replacement:
- Expectations that teams will work overtime
- Lack of respect for employees’ personal time in general
The good news? The same survey found that 70% of Americans actually enjoy their manager. So it might not be time to panic, but it’s always a good idea to periodically reassess whether your management teams are performing at their best.
Ambition Ain’t What It Used to Be
People don’t care about their careers the way they used to, or so the research says. According to Pew Research, 7% fewer American adults cite their job, occupation, or career as a source of meaning in their lives than when last polled in 2017. Another study by Ipsos found that more than half of people are reevaluating what’s important to them in life, thanks to the pandemic.
Is this all bad news for hiring managers and company leaders? Not necessarily. But it means that leaders need to rethink how they connect with and inspire their employees.
For instance, as Wall Street Journal puts it, “If you’re a leader, you’ll likely know who your ambitious staffers are, because they have spent the pandemic doubling down.” These folks respond well to career advancement and development opportunities. But then you have your “work-to-live advocates,” who are increasingly focused in finding balance in their lives. They respond better to demonstrated respect for their time and priorities.
The short story: Leaders have to be more flexible in their approach to management these days.
Talent Strategy: The Top Emerging Risk
How are you feeling about your talent strategy these days?
Gartner recently released the numbers on “emerging risks” for companies, and post-pandemic talent was the biggest one — even above supply chain disruption and inflationary pressures.
It’s not just about hiring and the Great Resignation — although the pressure is real, and, as Gartner words it, “Constant turnover can lead to a degradation of workplace culture and loss of institutional knowledge.”
Leaders are also worried about the return-to-office question and how to implement a new hybrid working model, in many cases.
This Month’s Must-Reads
If you’re in need of some support, as a Executive Recruiter at Johnson Recruiting Group, I can help you with at least a few of these worries. But in the meantime, let me leave you with a few of my favorite things I read this past month:
Make Your Employer Brand Stand Out in the Talent Marketplace, on Harvard Business Review
A rising tide lifts all boats: Creating a better work environment for all by embracing neurodiversity from Deloitte
On Fast Company: I’ve never met most of my new hires. Here’s how I got to know them better than my officemates
Until next month, be well.
Johnson Recruiting Group