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The Cost of Employee Turnover The Cost of Employee Turnover

June 12th, 2020

You’ve been in the business long enough to have learned a thing or two, and one thing you’ve learned is clear: turnover is an expensive problem. Few hassles and setbacks are more annoying, time-consuming, or disruptive than saying goodbye to new employees within one year of their date of hire. So of course, when you begin your staffing process, you work hard to choose the right candidate because you know the stakes are high.

But do you really know HOW high?

Have you taken out a calculator and carefully added up the cost of employee turnover for each position under your purview, at each level? Knowing the exact cost in both dollars and productivity can further strengthen your motivation to make the right decision. Here are a few things to keep in mind as you run the numbers.

Calculate the cost of the entire interview process.

Of course, you’ll need to factor in the cost of the job post, resume reviews, and transportation for your candidate—including everything from airline flights to validated parking—and you’ll need to account for any lunches you buy or add little details that you invest in the actual interview experience. But you’ll also need to account for your time, and you’ll need to pay for the time your managers and HR reps spend with the candidate as well.

Account for the time the position stands unfilled.

Less critical positions don’t hemorrhage money if they stand unfilled for two weeks, but more critical roles certainly do. And as you add up the cost of each hour and day the role stands empty, make sure you consider the bottlenecks and back-ups that the new hire will have to deal with starting on day one.

Account for the cost of training.

Training and ramp-up periods come with layers and layers of hidden expenses, starting with the actual cost of the trainer’s time, but also includes a host of other direct and indirect factors. For example, the cost of rookie mistakes. This is just one of the liabilities of running a business, but when a new hire learns by making educational errors, she takes those lessons and that education when she goes (typically to work for a competitor). The errors, and their consequences, stay with you.

Account for disruptions in teamwork and the social fabric.

Each time an employee leaves and new person steps on board, the social order reshuffles a bit, and everyone has to spend some time getting to know a new personality. Will everyone on the team get along? Probably yes, but adjustments take time.

For more on how to determine exactly how much an imperfect hiring decision might cost, break down and quantify each stage of the process. Better yet, contact the staffing experts at Merritt and you’ll increase your odds of success.

4 Ways to Find Skilled Talent in a Labor Shortage

May 29th, 2020

You need skilled talent, which isn’t easy to find even during ordinary market conditions. But right now, the specific skills you happen to need are in very short supply. You’re facing a full-blown labor shortage, and your business needs won’t wait while you scour the globe for the perfect hire. What should you do? How can you get the educated, experienced employee you’re looking for on a shortened timeline, even while your competitors are looking just a hard as you are? Try these tips.

Get to the source, and get there first.

As graduation approaches, don’t wait for newly minted experts to come to you and knock on your door. Go to them instead. Partner with local universities and find out what they need from you so you can provide it and get your foot in the door with job fairs, job placement offices, and direct candidate outreach. The same applies to experienced workers who graduated long ago. They may not come looking for you, since they’re comfortable in their current roles, so you’ll need to hire recruiters and go to them.

Offer something others can’t.

Of course, the most important thing you can offer is a high (not just competitive, but high) salary. That’s the fastest way to reach your goals. But not every company can afford such a direct route to a hiring advantage. You may have to lure great candidates with a reasonable salary plus a generous benefits package. You may also have to add perks that cost little to you, but make a big difference to the candidate, like breakroom amenities or convenient parking. Have you considered an on-site daycare center? An in-house coffee shop? Discounts on gym memberships?

Provide career-building benefits.

Many of your best candidates will light up at the prospect of something that can help them build their skills and advance their careers. Try a mentoring program, or consider subsidizing tuition at local universities. You can also find ways to add advanced training and educational exposure to the candidate’s on-the-job experiences.

Culture matters.

How pleasant is your workplace? Is your working environment, clean, safe, well-lit, and quiet? If not, these are small and easy changes you can make. You can also elevate your culture by promoting policies and practices that boost civility and professionalism, reduce toxic behaviors, and encourage work-life balance. Check your PTO policy, HR system, and general behavioral expectations. Make adjustments everywhere you can. Ask yourself: “If I could work anywhere, would I choose to work here?”

For more on how to grab the best candidates and retain them, even during a hiring shortage, contact the experts at Merrit

Promoting Mental Health Awareness at Work

April 10th, 2020

How do we define “mental health” in a workplace setting, and how can we—as managers, business owners and coworkers—protect our own mental health and that of others around us?

First, workplace mental health means finding a balance between positive stress (engagement and focus) and negative stress, which can be damaging. It also means finding a balance between energy dedicated to work, and energy dedicated to life outside of work. It means finding ways to deal with workplace pressures without resorting to unhealthy coping strategies like drugs, alcohol, or harmful behaviors. And it means developing mentally healthy ways to interact with others and allay the harm caused by bullying, isolation, and other interpersonal stressors.

Like physical health, mental health is often something we can manage, maintain, and balance on our own. But sometimes…it isn’t. When pressures get too high and our current coping strategies just aren’t working, mental health becomes an issue we can’t (and can’t be expected) to resolve on our own. When it’s time to reach out for help, the help should be available and accessible and nobody who needs it should hold back due to fear of stigma or retaliation from bosses and coworkers.

Spread the Word about Mental Health in the Workplace

Raising awareness means making sure that everyone (including ourselves!) can feel free to take advantage of the services and support that are available to us. Others should know that support and care are a visit to HR, a health care appointment, or a phone call away. And if the culture of your workplace offers no flexibility or practical support for those who need help, it means changing the culture.

Do you know where to turn if your mental health burden becomes too strong for you to handle alone? If you don’t, find out now. This information will help you if you ever need it, and in the meantime, if you know what to do and where to turn, you can pass that information to a coworker if they ever find themselves facing the same question. If your company’s health plan doesn’t offer mental health resources, how can you apply pressure for change? If your boss is inflexible and uninformed about mental health issues, how they are educated or pointed in the right direction? If your coworker in need fears reaching out due to stigma, how can you support and encourage him or her?

Mental health—just like physical health—is a community responsibility. We need to take care of each other while we learn to care of ourselves. For more information on this timely topic, contact the workplace experts at Merritt.

Seven Strategies to Bring Introverted Employee Out of Their Shell

March 13th, 2020

If you have an introverted employee on your team, you may notice a few distinctive traits that allow her strengths to come forward, but may also keep her disconnected from others in the group. For example, she may not jump enthusiastically into boisterous brainstorming sessions; introverts often need time to process data and ideas before sharing them. Your introvert may also leave meetings as soon as they end instead of staying to engage in small talk and banter. She may optout of chats in the break room and Friday happy hour gatherings, and even if she’s friendly and pleasant, she may not actively seek out non-work-related social interactions with others.  

So what can you do to make sure your introvert stays in the loop? How can you make sure others on the team get to know her as a person? And how can you encourage her to see the value in banter and small talk? Here are a few tips.  

Let her know that she’s seen and respected. 

Let your introvert know that you see and respect her nature. Instead of saying (or allowing others to say) things like “Why don’t you ever spend happy hour with us? What’s wrong with you?” try something like: “I can see that you’re introverted and you appreciate space. I want you to know that whenever you feel like it, you’re always welcome to join us for happy hour. We’d love to see you!”  

Create balance instead of forcing your introvert to change.  

Introversion is as common as extroversion, but extroversion is often given more respect and leeway in office settings. Turn the tables now and then. Instead of encouraging your group to engage in endless pre-meeting banter, cut the banter short and get the meeting underway to show respect for your introverts and their time.  

Cultivate a non-threatening environment.

When introverts feel comfortable and they’re treated fairly, they tend to relax and open up, and they may be more inclined to share their thoughts and true personalities.  

Draw him out politely. 

If you’d like to hear more from an introvert on your team, simply say so. If he hasn’t contributed his thoughts or ideas to a discussion, turn to him directly and ask him if he has anything he’d like to say. Ask politely; don’t make demands or accusations as if he’s done something wrong.  

Listen when he talks.

Ask your introvertfriendly personal questions about his weekend plans or his hobbies and listen quietly when he answers.  

Reward and criticize in private.

Even when you have something positive to say about your employee’s accomplishments, do so privately. Don’t embarrass her in front of the group.  

Praise her other strengths. 

If your introvert doesn’t respond well to too much chatter or rushed intimacy, don’t let those become her signature qualities. Instead, draw attention to her math skills, creativity, infallible memory, or problemsolving abilities. When dealing with introverts, it always helps to put effort into building their confidence. 

 Contact Us Today to Get the Most Out of Your Team

For more on how to get the most out of every member of your team, introverts and extroverts alike, turn to the management pros at Merritt.   

Can a Staffing Firm Help Fill an IT Position?

February 14th, 2020

Employers who aren’t familiar with modern staffing solutions often come to the process with a few assumptions. One of these common assumptions involves staffing for highly specialized or narrowly skilled positions. Too often, hiring managers facing an open position in IT rule out the support of a staffing firm, since they need to find a candidate with a deep background in web development, or cybersecurity, or database management, and they aren’t sure a staffing firm has the depth or breadth to handle such a tall task.

If you’re looking for an IT candidate with specific training and certifications, trust a competitive, resourceful staffing team, like Merrit Staffing, to have your back. Here’s why.

Your candidates are out there. We know where to find them.

The technology and communication platforms available to our team are more sophisticated than you might think. Our reach is wide and our connections extend across multiple counties, all of New England, and as far as you’d like your search to take you. We use filters based on your needs and we prescreen every candidate that fits your parameters to make sure they bring the qualifications you’re looking for. We can employ testing, background checks, reference checks and skill screenings based on your needs.

IT candidates use staffing services more than ever.

A growing number of highly skilled IT pros are finding their employers through recruiters and staffing firms, and employers are increasingly able to find ideal matches by handing this task off to professionals. Generations ago, staffing firms typically found temporary help for the warehouse or typing pool, but not anymore. Specialized IT staffing represents a major component of our service offerings.

Communication is key.

One core trait sets Merritt apart from the competition: listening skills. We maintain strong communication channels and use every tool available to make sure we understand exactly what you’re looking for, how your terms and priorities line up, and how either of the two may change. We keep our

ears and our minds open so we can help you find the right candidate with the right skills and a set of goals that align with your business needs.

We know that not all experts are the same.

Even if a given candidate has the right training and certifications to handle your specific back-office platform implementation, you need to know you can trust them as a person. And you want to find someone who can get along with your existing teams and adapt to your company culture. Maybe you even want a candidate who will consider a long term future with the company or one who may be willing to travel. We can help. Our sophisticated sourcing and screening process can provide you with the best possible odds of a successful relationship. Call the team at Merritt Staffing and make an appointment today.

Four Reasons to Hire an Aging Workforce

January 8th, 2020

While some employers may scramble to grab the attention of recent graduates, you may find some distinct benefits by rotating your gaze in another direction. Younger workers in their twenties bring energy to the workplace, and they may have fresher and more vivid retention of the lessons they picked up in the classroom. But if you widen your reach and work to draw older people into your entry and mid-level applicant pool, here are some of the benefits you may gain for your overall productivity, your workplace culture, and your bottom line.

Older workers (surprise) are often more flexible.

Since they’ve lived full lives and they’ve been exposed to a wider range of human experiences, older workers are less likely to become rigid, confused, paralyzed or outraged by events and expectations. For example, if you ask them to stay late to finish a rush order, they’re more likely to respond with calm clarity. They’ll say yes, or no, and move on. Younger workers may be caught off guard by your request, become resentful or flustered, offer more then they’re comfortable with in order to gain your approval, and/or get upset when the approval doesn’t arrive in the form they expect. Is your request reasonable or not? They can’t tell, because they don’t have the life experience to place the request in a context.

Older workers bring the benefits of diversity.

We all know that diversity makes workplaces stronger, more resilient, more innovative, and more productive. Diversity breeds success because any group can accomplish more when the group contains a wider range of talents and worldviews. Just as you work hard to make sure your workplace reflects differences in gender, race, and personal background, make sure the birth dates of those around you are as varied as possible.

Older workers respond to different motivators.

Younger workers often go the extra mile because they’re making long term career plans that extend decades into the future. They know that if they show off, complete training courses, or make valuable mistakes now, the lessons and gains they see will pay off as they move from job to job and promotion to promotion. Older workers don’t usually envision climbing ladders that go on for decades, so they respond to motivators their younger counterparts may ignore. A friendly (if boring) workplace, a fair (if not extravagant) paycheck, meaningful work, a stable company, and generous benefits may keep them cheerfully on board, even if you can’t offer excitement and huge potential for career growth.

Older workers can be more honest and forthright.

Again, older workers are often less fearful of minor upsets or social misunderstandings. Because of this, they can find it much easier to communicate clearly and set clear boundaries and expectations.

For more on why you may want to draw applicants from an elder population, turn to the staffing experts at Merritt.

 

How to Make Temporary Employees Feel Like Part of the Team

December 13th, 2019

Your new employee may not be staying onboard for very long, and they may be here to complete a three-week task and disappear again. But while they’re here, they should feel welcomed, appreciated, and part of the team. Keep in mind that short arrangements often become long term, even if that isn’t part of the plan at the beginning. Here’s how to lay the groundwork for success.

Develop an Official Onboarding Process

Make the most of the employee’s first day. Make sure that when they arrive, they have a computer, a phone, and a dedicated workstation ready, and make sure they understand the lay of the land and what’s expected of them. Most importantly, make sure they have a contact person they can turn to with questions. If you can’t accomplish all of this in one day, aim for one week. In any case, move quickly and efficiently. Don’t let them idle all day long.

Encourage Relationships with the Team

Introduce your employees to the members of the team and allow and encourage them to get to know each other. Even if the new person won’t stay long, take them out to lunch on the first day and give them some time to converse with the others around them. Encourage your teams to be friendly and welcoming.

Give Them the Tools they Need

If your new employee needs a security badge, a list of phone contacts, a map of the job site, an employee handbook, or a set of safety gear, the sooner you supply these things, the better. Make sure the employee feels like an asset, not a burden to the team or company. If this involves coordination with the staffing agency or recruiter who connected the two of you, stay in close communication to avoid bottlenecks and hold-ups.

Don’t Put Them Out on a Limb

Don’t set your temporary employee up for failure by neglecting to explain the most important aspects of the job in advance. This applies to tasks, important workplace rules, dress codes, and safety policies. If the employee comes in blind on day one, make sure they’re fully informed by day two.

Demonstrate the Benefits of Working Here

If there’s a chance, the job may become a permanent role, say so upfront, and explain what will need to happen for this to take place. If certain goals must be met by the time the contract ends, clarify those goals. Work together with the new employee and help them succeed so that they can help the company as much as possible.

For more on how to get the most out of your temporary and contingent staffing agreements, contact the expert team at Merritt.

How Procrastination will Hurt You in the Long Run

November 25th, 2019

Do you tend to put off tasks or ignore obligations until you run head-first into your deadline, or miss it altogether? Do you find yourself waiting until the last minute to begin a project and then doing a sloppy rush job that could have been avoided if you had started earlier?

The tendency to procrastinate is relatively common, and in some cases, it can be serious…and it can also bring serious consequences for those who aren’t sure how to get it under control. If you feel like your minor habit of procrastination is slowly becoming a significant habit, or you’ve already missed one too many deadlines or milestones, and you’d rather not miss any more, keep these thoughts in mind.

Address one problem at a time.

Your report is due in three days. You’ve had it on your plate for two months, and you haven’t yet started. So you have two problems: 1) a report that’s likely to be rushed or missed altogether, and 2) a psychological problem (procrastination) that will haunt you and hold you back long after this report is over and forgotten. Don’t let a sense of paralysis cause you to freeze, give in, and give up on both. Instead, take a deep breath and face the first problem, the report. When that’s over, don’t take a long vacation. Face your next challenge and do what you need to do to get help, counseling, or support. Don’t walk away from either of your challenges; face both, but tackle only one at a time.

The second battle will be harder than the first.

Once your report is no longer an issue, face your procrastination problem with courage and conviction. Ask yourself honestly why you behave this way and what you hope to gain each time you do it. Do you feel rebellious and passive-aggressive, and is procrastination your way of claiming control? (“The person asking me to complete this task can’t tell ME what to do!”) Do you feel scared of the task and doubt you’ll be able to do it successfully? (“As long as I haven’t started yet, I haven’t failed.”) Are you so excited about the task that you’re hiding from your strong feelings? (“I really want to plan this wedding/write this novel/ finish this job application, but I just can’t get started!”) These are all very common reasons why people succumb to procrastination…but they’re all very different. Which do you relate to the most?

Break big tasks into smaller tasks.

No matter which reason best reflects your situation, one approach can help with all three: breaking down your intimidating task, so it no longer controls, scares, or overwhelms you. Instead of “planning a wedding,” choose a date. Instead of “writing a novel,” write a rough outline. Once you’ve started, you’ll find it easier to continue.

Merrit can help you with professional challenges.

For more on how to address and overcome the professional challenges that may be holding you back, talk to the career management team at Merritt!

Do You Have a Hiring Need? Ask Your Team for Their Input

November 18th, 2019

Collaborative hiring, or the process of soliciting input from your entire team while bringing on a new member, can vastly increase your odds of hiring success. By making this one change, you’ll bring significant benefits to team productivity, ease the transition for everyone, and ensure that the new person you choose and bring aboard represents the best possible match. Here are a few of the specific benefits you’ll gain when you make an effort to bring everyone to the table.

It demonstrates trust and strengthens your existing relationships.

Hiring decisions are essential, and they come with high stakes for the company. If something goes wrong, or you choose a candidate who doesn’t fit in and leaves within a few months, the results can be costly and damaging. That makes it all the more meaningful when you tap your employees and specifically solicit their input and feedback. It shows you trust their opinions and instincts when it counts the most, and it shows that you’re listening and interested in providing them with the resources and support they need.

It helps you home in on cultural matches.

It matters if your new employee gets along with the team, and it matters if he/she doesn’t. So don’t try to size the person up on your own and make wild guesses. Instead, introduce the team and then ask them to provide their assessments. For example, if your culture is driven, cold, and impersonal, your employees may not take well to someone who is warm, collaborative, and here to make friends. The opposite can also be true: a chatty, friendly, laid-back team may not be interested in taking on a self-interested cool customer.

It spreads out a blanket of accountability.

Team decisions may take longer to make than individual decisions, and they may bring higher levels of risk and more moving parts, which increase the number of potential failure points. But they also come with an upside: When everyone takes a small portion of responsibility, no one person has to bear responsibility for the entire process. Both credit and blame and shared, and so are long term outcomes, both positive and negative.

It increases overall flexibility.

When your team has a hand in choosing the new employee, they’re more likely to be flexible and accommodating during the unpredictable early stages of the transition. If they don’t understand the person’s motives or tumble into a miscommunication, they’ll be more willing to ask the right questions and patiently work through the issue. If the new person is thrust upon them, they may be more resistant to change and adaptation.

Merritt will help with your hiring needs!

For more on how to make a candidate selection and onboarding as easy and successful as possible for everyone involved, turn to the staffing pros at Merritt.

Are Candidates Ghosting You?

October 4th, 2019

Since the recruiting world holds many parallels to the world of dating and relating, it’s usually only a matter of time before the terms and trends of the second realm work their way into the first. Interviews are often compared to first dates, and our awkward attempts to establish a connection and impress the other party can seem eerily similar in both endeavors. At the core, it’s because both actions involve the same goals: in each, we’re trying to establish a partnership that brings mutual benefit. And along the way, we need to break off or leave potential partnerships diplomatically if they aren’t giving us what we need.

Ghosting, or disappearing from a mismatch with no communication and no explanation, is considered rude, but there are several reasons why people tend to ghost employers (and dates). Most often, it’s because initial conversations have fizzled and ghosting seems like the easiest and most drama-free way to the exit. If you’re getting ghosted by your candidates, keep these considerations in mind.

They don’t want trouble.

When we ghost, it’s not because we’re trying to provoke, hurt or upset the other person. We’re not trying to teach them a lesson or compel them to respect us. The opposite is usually true. We just want out. When candidates ghost, their behavior isn’t personal, and it certainly does not warrant any attempt to pursue them, punish them, try to blacklist them, ruin their reputations or seek vengeance in any way. To do so is unprofessional and a terrible idea. Just let them go.

Review your behavior.

Did you treat your candidate as if he or she would never find a better offer? Did you ask for too much in terms of submitted paperwork or “test” projects? Did your words or behavior convey disrespect for the candidate’s time? Did you tell him or her that you would touch base in three days and then allow three weeks go by? If so, don’t do that with the next one.

Did you disrespect yourself, your company, or the position?

If you sent the message that the position is not important, or the company is a joke, the candidate may have taken your message at face value. This often happens when the position is portrayed as very low-skill, or the salary offer is low enough to present the role in a devalued light. If you send the message that you don’t care much about the job or who holds it, the candidate may consider it harmless to just disappear.

Unless unemployment rates are high, candidates always have alternative options, so it’s a good idea to put some effort into enticing them and shining a spotlight on what you have to offer. To get some help with this process, contact the staffing team at Merritt.

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