Voldoe eenvoudig aan de Wet arbeidsmarkt in balans (WAB) met salaris- en HR-software

Wet arbeidsmarkt in balans

De Wet arbeidsmarkt in balans (WAB) is op 1 januari 2020 ingegaan. De WW-premie wordt aangepast, net als het ontslagrecht en de ketenregeling. Daarnaast gelden andere regels voor oproepkrachten en payrollmedewerkers. Met salaris- en HR- software van verschillende leveranciers voldoe je eenvoudig aan de complexe WAB-wetgeving. Wij zetten voor je op een rij wat er verandert en hoe je het jezelf makkelijker kunt maken aan de wet te voldoen.

Wet arbeidsmarkt in balans

De Wet arbeidsmarkt in balans (WAB) moet vast personeel aantrekkelijker maken. De WAB bevat maatregelen die volgens het kabinet de arbeidsmarkt weer in balans moet brengen. De WAB vervangt de Wet Werk en Zekerheid (WWZ).

Enerzijds krijgen flexwerkers meer zekerheid en een iets sterkere positie. Anderzijds wordt het makkelijker om iemand in vaste dienst te ontslaan. De zogenaamde ‘cumulatiegrond’ zorgt ervoor dat werkgevers meerdere redenen bij elkaar op mogen tellen om iemand te ontslaan. Ook mogen werkgevers voortaan drie tijdelijke contracten in drie jaar aangaan, in plaats van drie in twee jaar.

WAB: Waar moet je op letten?

De nieuwe regelgeving van de WAB heeft impact op de personeelsadministratie van organisaties en daarom hebben leveranciers van salaris-software en HR-software functionaliteiten aangepast en toegevoegd. Zo kun je eenvoudig voldoen aan de complexe WAB-wetgeving. Op welke onderwerpen moet je letten:

  1. WW-premiedifferentiatie: vast contract: lage WW-premie, flexibel contract: hoge WW-premie
  2. Transitievergoeding vanaf de 1e werkdag
  3. Oproepkrachten: aanbod voor vaste uren na 12 maanden
  4. Ketenbeding van 2 naar 3 jaar
  5. Gelijke rechtspositie payrollmedewerkers
  6. Ontslagrecht op basis van cumulatiegrond

WAB-functionaliteiten en ondersteuning in salaris- en HR-software

Welke functionaliteiten zijn er in salarisadministratie-software en HR-software om aan de WAB te voldoen? Hieronder volgt per onderwerp een toelichting.

1. WW-premiedifferentiatie

Als werkgever betaal je vanaf 1 januari 2020 een lage WW-premie voor werknemers in vaste dienst. Voor werknemers met een flexibel contract betaal je een hoge WW-premie. Dit heet WW-premiedifferentiatie. In de loonaangifte moet de juiste WW-premie worden afgedragen. Het gaat om de volgende software-ondersteuning voor WW-problematiek:

  • Lage of hoge WW-premie bijhouden per medewerker en per ingangsdatum (contract).
  • Met terugwerkende kracht automatisch WW-premie hoog berekenen als werknemer binnen 2 maanden weer uit dienst is.
  • Bijhouden verloonde uren per kalenderjaar en tonen (vrije) ruimte als het gaat om het bereiken van meer dan dertig procent van de uren, zoals in een arbeidsovereenkomst overeengekomen voor dat jaar. Dit dient als signalering wanneer een of meer werknemers boven de dertig procent dreigt te komen en daardoor met terugwerkende kracht alsnog hoge WW-premie berekend gaat worden voor betreffende werknemers. Je kan dan indien gewenst tijdig bijsturen.
  • Automatisch omzetten naar hoge WW-premie met terugwerkende kracht wanneer er overschrijding is van meer dan dertig procent van de uren, zoals in de arbeidsovereenkomst overeengekomen voor dat jaar.

Voorbeelden van HR- en salarissoftware met WW-differentiatie tools

Veel verschillende leveranciers van HR- en salarispakketten hebben functionaliteiten zoals hierboven beschreven meegenomen in nieuwe releases. De volgende leveranciers (op alfabetische volgorde) zijn bijvoorbeeld ingericht voor de WAB als het gaat om WW-differentiatie:

Afas Profit, BCS, Exact HR Salaris Plus, Nmbrs® Business & Nmbrs® Accountant, Logisal, Loon Salarissoftware Pakket: LoonBasis en LoonPro, Easylon, SalarFusion, Mercash Pakket, SDB Salaris en HRM, Nocore Facilitair en Nocore Flex, Flexservice, Polaris, Nextens Desktop Loon, Humanwave, RAET Youforce.

Kijk op de lijst met apps voor salarisadministratie-software of HR-software op Getapp voor meer leveranciers.

Tips keuze HR- en salarissoftware WW-differentiatie

  • De salarissoftware moet de WW-premie laag of hoog kunnen bijhouden per medewerker en per ingangsdatum (contract).
  • Houd in de gaten of de software dan ook automatisch WW-premie hoog met terugwerkende kracht kan berekenen als een werknemer binnen twee maanden weer uit dienst is. Dit geldt ook als er een overschrijding is van meer dan dertig procent van de uren, zoals in de arbeidsovereenkomst overeengekomen voor dat jaar.
  • Het is ideaal als de software als poortwachter fungeert en een tijdige signalering geeft als een of meer werknemers boven de dertig procent dreigt te komen. Dan kun je indien nodig tijdig bijsturen. Zo betaal je niet teveel WW-premie.

Over WW-differentiatie

Van elke medewerker moet je ervoor zorgen dat er een schriftelijke arbeidsovereenkomst aanwezig is waarin duidelijk staat of het om een tijdelijke of vaste arbeidsovereenkomst gaat. Dit voorkomt onduidelijkheid bij controle en voorkomt dat je tóch de hoge premie moet afdragen.

Zet het soort contract ook op de loonstrook en vermeldt duidelijk of de hoge of lage premie werd afgedragen.

Overweeg om tijdelijke contracten van goed functionerende medewerkers om te zetten in vaste contracten. Natuurlijk in samenspraak met de betrokken manager en HR. Dit kan aanzienlijk schelen in de premies.

2. Transitievergoeding vanaf de 1e werkdag

Sinds 1 januari 2020 moet je bij een ontslag of het niet verlengen van een tijdelijk contract een transitievergoeding betalen vanaf de eerste werkdag, ook tijdens de proeftijd. Het maakt dan niet meer uit hoe lang de arbeidsovereenkomst heeft geduurd. Hiermee verandert dus ook de berekening van het te betalen bedrag.

WAB software ondersteuning AFAS
Bron: AFAS Profit

De berekening van transitievergoeding bestaat in de basis uit twee onderdelen, het actuele maandsalaris en het arbeidsverleden/dienstjaren. Daarbij hebben medewerkers vanaf dag 1 recht op transitievergoeding bij ontslag, dus ook tijdens de proeftijd!

Je gaat wel een lagere transitievergoeding betalen, namelijk voor elk jaar dienstverband betaal je een 1/3 bruto maandsalaris, dus ook voor de jaren na tien jaar dienstverband. Voor 2020 was dat nog na tien jaar nog 1/2 bruto maandsalaris per contractjaar. De periode voor de transitievergoeding wordt niet meer afgerond op halve jaren, maar berekend over de werkelijke contractduur.

Salaris- en HR Software leveranciers zoals AFAS Profit en BCS hebben hun software al voorzien van de mogelijkheid om de transitievergoeding volgens de nieuwe WAB te berekenen.

Tips over transitievergoeding

  • De ontslag- en transitievergoeding wordt meestal bij de afrekening uitbetaald. In de praktijk kan dit in de maand na afloop van de arbeidsverhouding. Dit wordt als leidraad aangehouden om te bepalen of de werkgever de uitbetaling tijdig heeft gedaan. Betaal je te laat, dan heeft de medewerker recht op wettelijke rente.
  • Ben je een klein bedrijf, dan krijg je onder de WAB vanaf 1-1-2021 compensatie voor transitievergoedingen die je moet betalen als je je bedrijf beëindigt omdat je ziek bent of met pensioen gaat.
  • De maximale transitievergoeding wordt vooraf bepaald in 2019: €81.000 of maximaal 1 bruto jaarsalaris, indien hoger dan maximum.
  • Er is géén transitievergoeding:
    • na bereiken AOW-gerechtigde leeftijd
    • bij ernstig verwijtbaar handelen of nalaten van werknemer
    • voor jongeren onder 18 jaar die banen hebben van gemiddeld twaalf uur per week of minder

3. Oproepkrachten: aanbod voor vaste uren na 12 maanden

 Werk je veel met oproepkrachten? Dan zijn dit de wijzigingen waar je rekening mee moet houden:

Sinds 1 januari 2020 moet je oproepkrachten die je langer dan 12 maanden in dienst hebt, een aanbod doen voor een vast contract voor het gemiddelde aantal uren dat hij in dat jaar heeft gewerkt. Een voorbeeld: huurde je de oproepkracht voor 20 uur per week in en werkte hij een jaar lang 28 uur per week? Dan moet je hem een contract voor 28 uur bieden.

De nieuwe wet schrijft voor dat een oproepkracht met een nulurencontract of een min/maxcontract alleen verplicht is te komen werken als je hem minimaal vier dagen van tevoren oproept. Doe je dat niet, dan heeft hij het recht het werk te weigeren. En zeg je een oproep tot werken korter dan vier dagen van tevoren af, dan moet je de oproepkracht toch uitbetalen, tenzij er afwijkende afspraken in de cao zijn gemaakt.

 Tips over oproepkrachten en de WAB

  • Een oproepkracht is niet verplicht om het aanbod voor een vast contract aan te nemen. Kiest de werknemer voor de oproepovereenkomst, dan moet je wel elke 12 maanden een aanbod voor vaste uren aanbieden.
  • Heb jij op 1 januari 2020 al oproepkrachten die langer dan 12 maanden in dienst zijn, dan moet je deze werknemers vóór 1 februari 2020 een aanbod met vaste uren doen.
  • Veel oproepkrachten in dienst? Houd rekening met een stijging van kosten door de hogere WW-premie door de WW-differentiatie.

Voor dit onderdeel van de WAB, hebben softwareleveranciers meestal geen specifieke functionaliteit ingericht.

4. Ketenbeding van 2 naar 3 jaar

Vanaf 1 januari 2020 kunnen werkgever en medewerkers 3 tijdelijke contracten in maximaal 3 jaar aangaan. Het hierop volgende contract is dan automatisch een vast contract. Tot en met 31 december 2019 was het mogelijk om 3 tijdelijke contracten in maximaal 2 jaar aan te gaan.

Het is belangrijk dat de salaris-software en hr-software overzicht biedt in de contracten van medewerkers. Verschillende leveranciers werken met dashboards  waarop je kunt zien hoeveel en welke contracten er met medewerkers zijn.

Wet Arbeidsmarkt in Balans contracten overzicht
Bron: Afas

Tips voor ketenbeding in de WAB

De verplichte pauze tussen twee opvolgende contracten blijft in principe zes maanden. Wel kan in de verplichte cao voor jouw bedrijfstak worden afgesproken dat deze periode tot drie maanden wordt verkort. Dat mag alleen als sprake is van seizoenswerk dat maximaal negen maanden per jaar kan worden verricht.

Controleer of de HR-software zelf of door de leverancier kan worden aangepast zodat de ketens juist worden geregistreerd.

5. Gelijke rechtspositie payrollmedewerkers

Onder de WAB hebben payrollers vrijwel dezelfde status als eigen werknemers, voor zowel primaire als de secundaire arbeidsvoorwaarden. De wijzigingen op een rij, zodat je er rekening mee kunt houden in de keuze voor salaris- en HR-software:

  • Payrollers vielen onder de uitzend-cao, vanaf 2020 hebben payrollwerknemers recht op de primaire en secundaire arbeidsvoorwaarden volgens de cao van de organisatie. Werkgevers zijn verplicht om deze arbeidsvoorwaarden (denk aan vakantiegeld, 13e maand) aan te leveren bij het payrollbedrijf. De extra loonkosten berekenen payrollbedrijven door.
  • Vanaf 1 januari 2020 geldt de herziene ketenregeling ook voor payrollmedewerkers. Dat betekent dat na drie contracten of na drie jaar een vast contract aangeboden moet worden.
  • Ongeacht hoe lang een payrollmedewerker voor het bedrijf werkt, is het verplicht om ook na de eerste werkdag transitievergoeding te bieden. De transitievergoeding van een derde bruto maandsalaris per gewerkte maand wordt berekend vanaf de eerste werkdag en geldt ook wanneer je een tijdelijk contract niet verlengt.
  • Binnen de nieuwe WAB-wet moet er aan payrollmedewerkers een pensioenregeling worden aangeboden. Deze nieuwe pensioenregeling gaat echter pas in 2021 in.

6. Ontslagrecht op basis van cumulatiegrond

Met ingang van de Wet arbeidsmarkt in balans zijn er minder strenge voorwaarden voor het ontslag van werknemers in vaste dienst. Onder de WAB is ontslag ook mogelijk als sprake is van een optelsom van omstandigheden, de zogeheten cumulatiegrond. Bij de keuze van software moet je er dus op letten dat er voldoende mogelijkheden zijn om aan dossiervorming te doen.

Tip WAB ontslagrecht: Cumuleren kost geld! Bij toepassing van cumulatiegrond kan een organisatie bovenop de transitievergoeding een extra ontslagvergoeding moeten betalen van maximaal de helft van de transitievergoeding.

Op zoek naar een overzicht van HR- en salarissoftware?

Bekijk dan de catalogus van GetApp.nl. Bespaar tijd en krijg snel uitgebreide informatie over softwareoplossingen voor HR en salarisadministratie. Je kunt functies, beoordelingen en prijzen vergelijken.

3 HR trends in 2019 to look out for in 2020

HR trends 2019

As we prepare for the New Year ahead it is worth looking at the new HR trends that are promising to shape 2020 – and possibly the next decade.

HR trends 2019

If you are wondering if robots will interview candidates instead of humans or how much will the workplace change with Millennials coming into the workforce, read on. In this article we will explore the main three HR trends next year, and how these can impact your SME. 

Trend #1: AI in HR

Not as scary as it may initially sound, Artificial Intelligence (AI) is finding its way to ‘almost’ all areas of daily life. Digitalisation and automation are expanding to all areas of the business, and HR is no exception. Despite having the most ‘human’ element in the whole company, HR departments are also adopting new technologies – such as AI and predictive analytics. These allow departments to improve their accuracy in finding the right candidates when looking for specific qualities. This, in turn, helps them to reduce staff turnover.

AI has started to be used more broadly in HR, mainly in the areas of recruitment. Gartner has identified talent acquisition, the voice of the employee and virtual assistants as three of the most common use cases in HR.

However, how much would people trust an AI assistant? A recent survey showed that over half of British SMEs think that AI could make a positive impact on HR. Despite this positive attitude towards it, the results also showed that people would trust an HR manager to decide on promotions and salary more than an AI assistant. 

But before we can get hired or promoted by a robot, there are still some more advances needed. AI in HR  is still in its infancy, however, AI software can be used in the company for task automation and data analysis, bringing the best of both worlds together.

Trend #2: Generational change

As baby boomers retire and younger workforce enters the company, recruiters will need to take these generational differences into consideration. More and more Millennials are coming into the workforce and changing the way they work and interact with companies. 

Did you know? Baby boomers are those born between 1946 and 1964 and Millennials  (also called Generation Y) are those born between 1981 and 1996.

Millennials are keen and more open to trying new things at work. Results from our survey showed that almost half of the participants (47%) who have a junior position wouldn’t mind having AI involved in their hiring process. This should not come as a surprise, as they have been interacting with virtual voice assistants such as Siri and Amazon Alexa and are used to chatbots.

Millennial workers also value flexibility and remote working, as well as access to the latest technology.  This is particularly important since they feel comfortable around technology, they have grown up with it – therefore they will expect the workplace to be equipped with the latest technological advances. Being more flexible in terms of location and the use of collaboration tools at work is a good way to attract them to your company and keep them engaged.

Trend #3: All about the skills 

It has been estimated that 1 in 5 jobs will be likely done by a robot by 2030. Industries such as retail, warehouse and customer service have a greater chance to have job roles currently done by a human replaced by a robot. However, there is no need to panic. As technology advances and automises the more manual processes, there is a growing trend for soft skills to be highly sought after by companies.

UNESCO defines soft skills as a set of intangible personal qualities, traits, attributes, habits and attitudes that can be used in many different types of jobs.

The term has been around for a while, but due to the rapid advancements of technology and how is starting to be integrated into many processes within companies, these are becoming more important. And which ones are companies looking for? Skills such as emotional intelligence, problem-solving, creativity and teamwork will be the ones that HR professionals look for in candidates when looking to recruit new hires. Soft skills are seen as ‘time-proofed’ and stable, as opposed to technical skills, that change at the same pace as new developments appear in technology.

Applicant tracking systems allow companies to collect applicant information and then filter, grade and match candidates’ skills against job requirements.

A new decade for more significant changes in HR

This decade leaves us with great technological advancements, and we will be curious to see how these continue to evolve in the next year: the integration of AI into businesses and the development of human-AI interaction, a new generational workforce that will introduce significant changes to the way we work and the skills that will be critical for businesses. Stay tuned for more in 2020!

Come realizzare un onboarding aziendale di successo in 90 giorni

onboarding aziendale per neoassunti

Perché è importante sviluppare un efficace processo di onboarding aziendale per il nuovo arrivato? Se crei un clima sereno in cui il neoassunto riesce ad avere un’esperienza positiva e coinvolgente, avrai un collaboratore che si impegnerà seriamente per la tua azienda .

Al contrario, se l’atmosfera è noiosa e stressante, o ci sono montagne di scartoffie da compilare, avrai un dipendente che non vedrà l’ora di cambiare lavoro non appena ne avrà la possibilità. E dovrai rimetterti alla ricerca di qualcuno, con tutti i costi associati  al nuovo inserimento lavorativo.

Le piccole imprese possono ridurre notevolmente il tasso di abbandono dei dipendenti con un piano strutturato di onboarding aziendale per i primi 90 giorni del neoassunto.

L’utilizzo di appositi programmi di onboarding e software gestionali per HR può, inoltre, facilitare l’organizzazione delle varie fasi.

onboarding aziendale per neoassunti

La settimana prima: presentazioni e documenti da preparare per tempo

Se aspetti il primo giorno di lavoro per avviare il processo di onboarding aziendale, hai già commesso un errore.

Mettiti nei panni del neoassunto. Sta per entrare in un nuovo ufficio che non conosce, per fare un lavoro che non conosce, con persone che non conosce. La tensione è snervante, però tu hai il potere di alleggerirla prima che arrivi quel primo giorno così tanto atteso.

Una settimana prima del primo giorno di lavoro, dovresti inviare un’e-mail al neoassunto per:

  • Dare il benvenuto in azienda
  • Definire un piano di lavoro per la sua prima settimana
  • Dimostrarti disponibile per rispondere a qualsiasi domanda.

Fornendo alcune indicazioni pratiche prima che arrivi la nuova risorsa puoi contribuire enormemente al suo futuro successo.

Inoltre, sarebbe opportuno che, nel corso del suo inserimento lavorativo,  il nuovo arrivato venisse affiancato da un tutor aziendale – idealmente un collega con più esperienza in un ruolo simile – e che parlassero per telefono o per e-mail.

Utilizza un software di onboarding aziendale durante i primi tempi di lavoro del neoassunto, a cui devi chiedere di espletare tutte le pratiche necessarie prima del suo arrivo.

sistema self-service di onboarding aziendale in Namely

Sistema self-service di onboarding aziendale in Namely (fonte)

Il giorno prima: crea un ambiente di lavoro favorevole

Come ti sentiresti se il tuo datore di lavoro non si preoccupasse neanche di pulire la tua nuova postazione? Ti causerebbe senz’altro una brutta impressione, non ci sono dubbi.

La prima impressione conta molto. Per questa ragione, il giorno prima del suo arrivo, devi fare di tutto affinché la postazione di lavoro del neoassunto sia organizzata in modo impeccabile.

Ecco alcuni consigli in questo senso:

  • Libera la scrivania dagli oggetti lasciati dal precedente impiegato.

    Verifica che la postazione di lavoro sia pulita e che non ci siano oggetti lasciati da altri.

  • Fai in modo che ci siano tutti gli strumenti di cui ha bisogno.

    Controlla che la postazione del nuovo collaboratore sia attrezzata con computer, telefono, forniture da ufficio, badge aziendale, elenco contatti, ecc.

  • Rispolvera il merchandising.

    Vai in magazzino a prendere tutto quello su cui c’è il logo aziendale. Magliette, tazze, penne, copribottiglia termici e regalali al nuovo arrivato. Ancora meglio se riesci a trovare gadget personalizzati.

  • Fai in modo che il nuovo arrivato sia affiancato nelle varie attività durante l’onboarding aziendale.

    Così lo aiuterai a comprendere sia il modo in cui opera l’intera azienda che il suo ruolo all’interno dell’organigramma. Questo può inoltre favorire future collaborazioni tra un reparto e l’altro.

  • Definisci e comunica gli obiettivi di breve e lungo termine.

    Oltre agli incontri individuali con il proprio manager, i neoassunti ritengono che capire quali sono gli obiettivi in termini di prestazioni sia la cosa più importante per l’inserimento in azienda.

  • Fagli trovare un messaggio di benvenuto da parte dei colleghi.

    Alcuni messaggi di incoraggiamento scritti dai colleghi possono rendere l’onboarding più piacevole e il primo giorno molto più speciale.

Il 1° giorno di onboarding aziendale: fai sì che il lavoro sia gratificante, non monotono

 

Se c’è una cosa del processo di inserimento lavorativo che devi preparare nei minimi dettagli, quella è la prima giornata di lavoro. Questa è la tua occasione per produrre un impatto rilevante, quindi sfruttala al massimo. Il nuovo impiegato deve tornare a casa pensando “Mi piace il mio nuovo lavoro”.

Fai in modo che qualcuno – preferibilmente il suo supervisore o il tutor aziendale – lo aspetti all’ingresso per salutarlo al suo arrivo (non immagini quanti neoassunti restino soli ad aspettare). Invitalo a mettersi comodo, offrigli un caffè o uno spuntino e accompagnalo a fare un giro dell’ufficio.

Invia a tutti una e-mail che specifica il ruolo del nuovo dipendente, chiarisce a chi deve riferire e offre una sua breve biografia. Invitalo a pranzo insieme ad alcuni dei suoi nuovi colleghi e paga per tutti.

Credo che adesso il quadro sia più chiaro: il neoassunto deve aver un bel ricordo del suo primo giorno di lavoro. Questo significa che non deve avere moduli da compilare (dovrebbe averlo già fatto prima) né corsi di formazione da seguire. Per questi ci sarà tempo nelle settimane successive.

Dal 2° al 10° giorno: formazione, affiancamento, definizione degli obiettivi e feedback iniziale

 

Passato questo primo, importante giorno, è ora di mettersi a lavoro. Questo è il momento in cui devi pianificare le sessioni di training sui principali tool e sui processi aziendali, discutere con la nuova risorsa del suo ruolo e delle sue responsabilità, e spiegare la storia dell’azienda, la sua cultura e i suoi valori.

Gli impiegati che accolgono con entusiasmo la cultura aziendale sono spesso più motivati, più produttivi e restano più a lungo in azienda. Una cosa importante da ricordare: non supporre che il nuovo dipendente accetti i valori della cultura aziendale e li faccia subito propri, glieli devi trasmettere tu.

Tuttavia, non sottoporlo a una serie infinita di corsi di formazione. Ecco alcune altre cose che dovresti fare in questa fase:

  • Fai in modo che il nuovo arrivato sia affiancato nelle varie attività durante l’onboarding aziendale.

    Così lo aiuterai a comprendere sia il modo in cui opera l’intera azienda che il suo ruolo all’interno dell’organigramma. Questo può inoltre favorire future collaborazioni tra un reparto e l’altro.

  • Definisci e comunica gli obiettivi di breve e lungo termine.

Oltre agli incontri individuali con il proprio manager, i neoassunti ritengono che capire quali sono gli obiettivi in termini di prestazioni sia la cosa più importante per l’inserimento in azienda.

  • Fai un sondaggio per raccogliere un feedback iniziale sulla prima fase del processo di onboarding.

    Forse stai andando troppo velocemente. Forse il nuovo impiegato non ha ancora ben chiare certe norme o politiche aziendali. Non lo saprai mai finché non gli darai l’opportunità di dirtelo. Queste informazioni possono anche aiutarti a facilitare l’inserimento lavorativo di altri candidati.

In molti software di onboarding, la funzionalità per la realizzazione di sondaggi è incorporata. Altrimenti puoi scegliere un tool per condurre sondaggi sul coinvolgimento di dipendenti, in modo da ricevere e analizzare i feedback di tutto l’organico.

sondaggio per employee engagement

Creazione di un breve sondaggio in Honestly (fonte)

 

Dall’ 11° al 30° giorno: più training, controlli e ritorno alla normalità

 

Dopo un mese, la nuova risorsa dovrebbe aver già capito come funziona l’azienda e qual è il suo ruolo, e iniziare a sentirsi parte integrante delle attività quotidiane. Anche se non può dare un contributo significativo, il neoassunto dovrebbe iniziare a partecipare alle riunioni del team con regolare normalità.

Una volta poste le basi in termini di fiducia perché tu possa essere sicuro che il nuovo dipendente non spifferi i segreti aziendali alla concorrenza, puoi anche iniziare a svelare i dettagli della strategia dell’impresa e la sua posizione sul mercato.

Non passare queste informazioni in un PowerPoint o con un corso di e-learning, un manager o un dirigente in persona dovrebbe tenere un corso di formazione e permettere al neoassunto di porre tutte le domande che desidera.

Per ultimo, se ancora non l’hai fatto, dovresti pianificare delle verifiche di controllo settimanali sia con il manager del nuovo dipendente che con il suo tutor aziendale: i tuoi dipendenti potrebbero sentirsi più a loro agio rivelando alcuni problemi a un collega anziché a un loro superiore.

Gli incontri individuali con il manager dovrebbero continuare dopo la fase di inserimento, mentre le verifiche di controllo con il tutor possono terminare dopo 90 giorni.

Dal 31° al 60° giorno: collaborazione, riconoscimento dei meriti e pianificazione della carriera

 

È giunta l’ora che il neoassunto inizi a fare la sua parte, seppur in modo limitato. Tieni presente che ci vogliono sempre dai 12 ai 15 mesi prima che un nuovo dipendente diventi pienamente produttivo; pertanto ora non è ancora il momento di lasciarlo completamente libero.

Il secondo mese potrai assegnare al nuovo arrivato il suo primo grande progetto. Può collaborare con qualcuno a un progetto in corso o gestirne uno nuovo con l’aiuto di un tutor o di un altro collega; in ogni caso, ci deve essere qualcuno che supervisiona e controlla il suo lavoro regolarmente.

Se lavora bene, ricordati di riconoscere i suoi meriti.

Se vuoi premiare i lavoratori usando un metodo più partecipativo, rapido e flessibile rispetto alle e-mail o alle riunioni, dai un’occhiata ai tool per il riconoscimento dei meriti aziendali. Si tratta di sistemi strutturati come social media che consentono a tutti i dipendenti di tessere le lodi di un collega e applicano metodi di ludicizzazione per favorire la partecipazione.

software per il riconoscimento di meriti aziendali

Gli impiegati possono riscattare i punti guadagnati con gli elogi acquistando veri e propri premi in Bonusly (Fonte)

È anche il momento di pensare a lungo termine. I manager dovrebbero incontrare il nuovo dipendente per parlare dei progetti di sviluppo professionale e individuare quale sarebbe il percorso ideale da intraprendere. I programmi possono cambiare, certo, ma anche solo discuterne può trarre un grande beneficio al suo inserimento in azienda.

Dal 61° al 90° giorno: lavoro in autonomia, analisi delle prestazioni e feedback finale

 

Se il primo progetto a cui il neoassunto ha collaborato il secondo mese è andato bene, allora puoi finalmente lasciarlo libero nel corso del terzo mese e assegnargli il primo lavoro da realizzare in modo autonomo. Ricorda soltanto di illustrare chiaramente gli obiettivi e i fattori chiave per il successo del progetto, sgombrando il campo da ogni ambiguità.

Passati i 90 giorni, esegui la prima valutazione della prestazione della nuova risorsa. Questo è il momento di parlare di cos’è andato bene durante la fase di onboarding, di cos’è andato male e di cosa deve essere migliorato. È importante ascoltare anche il neoassunto, che dovrebbe dirti quello che ha funzionato e quello che non ha funzionato durante onboarding aziendale.

E se alla fine ti rendi conto che proprio non è la persona giusta? La soluzione ideale è rescindere il contratto. Il costo per rimpiazzarlo può essere alto ma non è nulla in confronto al prezzo da pagare per aver assunto il dipendente sbagliato.

AI in HR could have a positive impact – 56% of British SMEs say

ai in hr

Artificial intelligence (AI) is starting to be present in many aspects of our lives and HR is not an exception. But what does it mean to have AI in HR? 

ai in hr

Technology companies are starting to develop AI and machine learning technologies to make it easier for employers to deal with administrative tasks related to HR. Big corporations and banks are starting to look at AI as a possible partner when looking to hire the right candidates. In Wall Street, some of the major banks are starting to use AI to help detect personality traits that wouldn’t normally come up on face-to-face interviews in the selection process for candidates to avoid high staff turnover.

Gartner has identified talent acquisition as one of the key areas where AI has the potential to grow. 

 “Recruiters, who most commonly use AI prior to hiring, start with labor market analysis, competency identification, skills matching, and bias detection in job descriptions and candidate ranking. HR recruiters use chatbots for scheduling appointments or answering common questions.”

 

We wanted to know what SMEs think of AI, and in particular, what is their opinion of AI in HR: how could it change the way candidates are recruited and also how AI could be incorporated into HR processes such as promotions and salary revisions.

Highlights of the study:

  • 56% of respondents think that AI could make a positive impact on HR
  • Almost half of respondents (42%) feel neutral about having an AI assistant involved in the hiring process
  • Over half (59%) would prefer a human manager to make a decision about a promotion

Hiring process 

Over half of respondents (56%) feel that AI could make a difference in the hiring process. When we asked companies how would they feel about having an AI assistant involved in their hiring process, almost half (42%) stated not being affected by it.

However, a third of them (29%) stated being concerned about having an AI assistant involved somehow in the hiring process. When asked for the reason why they would be concerned, respondents mentioned the lack of ability to perceive the more personal skills of a candidate, potential bias from the bot, lack of objectivity or simply not trusting the capacity of an AI assistant to make the correct decision.

It’s interesting to note that almost half of the participants (47%) who have a junior position answered don’t mind having AI involved in their hiring process. And 40% of the respondents in junior positions are aged between 25-34 years old.

Only 11% of respondents would prefer an AI assistant to be involved in the hiring process. When we asked them the reason why respondents stated accuracy, efficiency and objectivity as well as cheaper cost. Out of the respondents who answered this, 12% have an executive position, and of these, 45% are also aged 25-34 years old.

Younger people seem to be more comfortable with the idea of having an AI assistant involved in the hiring process. This should not come as a surprise, as a third of millennials understand AI and have most probably had any experience with it, for example with chatbots and voice-activated devices such as Siri and Amazon Alexa.

Did you know? Millennials (also called Generation Y) are those born between 1981 and 1996 and Generation Z includes those born after 1996 to the present day.

Respondents with manager (30%) and senior (38%) positions expressed having concerns about the involvement of AI in hiring. 33% of respondents who answered having a manager position and 36% that hold a senior position are aged 35 – 44years old.

Generational preferences and relationship with technology could have a lot to do in these answers. What is clear from these is that younger generations seem to be more open to adopting AI in recruitment whilst people in manager or senior roles have more concerns about how it could help and the wider implications for the company on this.

Liaising with AI for promotions and salary, a matter of trust

Respondents state trusting a human manager more than an AI assistant when assessing promotions (59%). Despite this, over a third would still trust an AI assistant in combination with a human manager (38%). 

When looking at a decision regarding salary review, over half (57%) would be comfortable with an AI assistant making a decision over salary only if it’s in combination with a human manager. Only 9% would be comfortable with it and 32% would prefer not having an AI assistant involved at all.

We wanted to know what is the perception around the impartiality of an AI assistant when looking at giving promotions and salary increases. We asked respondents if they consider that an AI assistant would be fairer than a human manager when looking at this. 

We found that 40% would not want an AI assistant involved in any decision regarding promotion or salary revision. In this case, it was the respondents who have a manager (47%) and senior (43%) positions who answered not wanting an AI involved at all in the revision process.

However, a third (30%) stated that AI would make the process fairer. Looking in more detail, out of the respondents who answered having a junior (32%) and executive (47%) positions were the two groups that had a bigger percentage in this question and would find it fairer to have an AI involved in this process.

When looking at how could AI help in creating a personalised training programme, we wanted to know if respondents prefer to have just an AI, a combination of human manager or just a human manager. Over half of respondents (54%) stated they would not mind having an AI helping create a training program but with the help of a human manager. A quarter (25%) would prefer just an AI assistant to create the programme and 20% would prefer not having AI involved in the creation of a training programme.

When looking more in detail by job title, a third of respondents (31%) in junior positions would be comfortable with an AI assistant creating a training programme for them. Respondents with a manager (57%) and executive (59%) positions would prefer a human manager to be involved in the process of creating the training programme. Finally, almost a quarter of respondents with senior job titles (25%) would prefer not having an AI assistant involved in the process at all.

Despite this, SMEs are confident that AI could have a positive impact on HR

Over half of SMEs (56%) believe that AI could have a positive impact on HR.  It is worth noting that over a third (32%)  state not being sure about this, which could mean that they simply don’t have the information to make a decision. Most of the time, it is a lack of information that keeps companies away from trying and implementing new software as they don’t know what benefits could bring to their companies. 

ai in hr

Artificial intelligence software can bring many advantages to a business, starting with the automation of the more administrative and manual tasks, as well as the ability to create reports based on analytics that can provide insights to your business. It can also be used for sales and customer service in the form of chatbots. If you want to know more about what type of AI software could be suitable for your small business visit our listing to learn more.

Methodology of the study

To collect the data for this report, we conducted an online survey. The answers come from a sample of the target market UK.  Over 300 participants qualified to participate in the survey through screening questions out in November 2019. Qualified participants are employed (full-time, part-time or self-employed) and work in a small to medium sized enterprise (1-250 employees).

5 retos de los Recursos Humanos que no dejan dormir a los directivos

Retos de los Recursos Humanos que quitan el sueño a los directivos

¿Cuáles son los retos de los Recursos Humanos que no dejan dormir a los directivos? ¿Estos problemas son como fantasmas que los visitan en la noches? ¿Tienen pesadillas con gestionar correctamente la doble paga?

Los problemas del departamento de Recursos Humanos pueden ser desde la preocupación que supone la gestión de nóminas y el control de horas, hasta los espíritus de la conformidad y la gestión del talento.

En este artículo, analizamos los cinco retos de los Recursos Humanos a los que se enfrentan los directores en la actualidad. Pero para asegurarnos de que no pases noches en vela, también te vamos a mostrar cómo combatir estos horrores eligiendo la opción de software de Recursos Humanos con acierto. 

Gestión de nóminas

Llevar al día las nóminas puede hacer temblar hasta al director de Recursos Humanos más valiente. Si se siguen procesos manuales, la gestión siempre cambiante del rango de salarios, sueldos, bonificaciones y deducciones que abarca todo negocio se convierte en un reto espeluznante. A veces se necesita demasiado tiempo y energía.

Sin embargo, gracias al software de automatización, ya no hay motivos para temer que las nóminas sean un problema en los Recursos Humanos. El software actual te permite relajarte y dejar que el sistema se encargue de la gestión de sueldos y salarios. El software de nóminas puede rastrear el tiempo de ausencias, el devengo de vacaciones, los beneficios y las cuentas de jubilación con lo que ofrecer un paquete completo que las empresas pueden administrar por su cuenta. 

Los responsables de Recursos Humanos son cada vez más conscientes de las ventajas que ofrecen los programas de nóminas: una función común que buscan en un nuevo software de Recursos Humanos. 

Gestión del talento

Otro de los retos de los Recursos Humanos es cómo evaluar con precisión el trabajo realizado por los empleados y asegurarse de que se les recompensa adecuadamente y se les asignan tareas adecuadas a sus habilidades. Con la carencia de habilidades que surgen en muchas funciones empresariales, esta exigencia es más apremiante que nunca: si no eres capaz de gestionar tu talento de forma eficaz, verás cómo el talento se marcha a trabajar con un competidor, lo que te dejará sin personal en esas funciones empresariales tan decisivas. La mejor manera de evitarlo es ser muy claro con las habilidades y la experiencia que necesitas en tu negocio en el momento de la selección de personal.

El software puede hacer que la gestión del talento sea mucho más precisa, fiable y eficaz. El software de gestión del talento da suma importancia a los datos en la gestión del talento y proporciona a los empleadores las herramientas digitales que necesitan para gestionar, evaluar y compensar en función del rendimiento. Esto mejora la eficacia de la plantilla y proporciona información útil sobre las necesidades de los empleados. 

Motivación para los empleados

Si hay un aspecto que esté estrechamente relacionado con la gestión del talento, es la necesidad de que los directores de Recursos Humanos mantengan a los empleados motivados. Cuando los empleados no están motivados con su trabajo, serán menos productivos y más propensos a buscar lo que les falta en otra parte. Los equipos sumamente motivados son más productivos que los que tienen un bajo nivel de implicación.

Esto puede ser aterrador. Si no funciona correctamente la implicación de los empleados, le cuesta dinero a tu negocio, afecta negativamente a las experiencias de los empleados y dificulta la gestión del talento. Pero no temas: el software está a tu alcance. Las soluciones de motivación para empleados te ayudarán a crear conciencia entre los empleados sobre la cultura corporativa y los valores. Además, a través de encuestas de empleados, herramientas de gamificación, análisis de sentimientos de equipo y muchas otras aplicaciones, el software de motivación para los empleados te ayudará a aumentar el nivel de inversión de los empleados en la empresa.

Una de las claves para la motivación de los empleados es utilizar todas las herramientas y plataformas posibles para lograr una comunicación y formación efectivas, consiguiendo que el proceso sea transparente y pertinente para todos los miembros del equipo.

Gestión del tiempo

Si tus empleados gestionan su tiempo correctamente y finalizan las tareas de forma eficiente, la empresa mejorará sus márgenes. Una buena gestión del tiempo también puede ayudar a tus empleados a establecer el equilibrio adecuado entre trabajo y vida privada, lo que mejora la satisfacción y aumenta la probabilidad de que se queden en tu empresa. Los empleados trabajan con más ahínco si sienten que tienen un buen equilibrio en su vida laboral que los que no. 

Sin embargo, sin la capacidad de automatizar el seguimiento, el almacenamiento y el análisis de datos sobre cómo dedican el tiempo tus empleados, el sueño de la gestión del tiempo se convierte pronto en una pesadilla. Los directores de Recursos Humanos que confían en las plantillas de control de horas analógicas se enfrentan al continuo horror de la recopilación manual de datos y la comprobación de las cifras donde es fácil que se cometan errores.

Por lo tanto, no es de extrañar que uno de los retos de recursos humanos es que los directivos busquen funciones de seguimiento del tiempo en un paquete de software. Conocido como software de “medición del tiempo” o también “plantillas de control de horas” existe un abanico de opciones en el mercado que pueden ayudarte a automatizar el seguimiento de la asistencia de los empleados, la planificación y los días de vacaciones. 

Cumplimiento 

El espectro del cumplimiento normativo es realmente aterrador. Si das un paso en falso, tu empresa puede enfrentarse a sanciones e incluso a acciones legales. Un verdadero problema de los Recursos Humanos.

Quizás la carga de cumplimiento normativo más aterradora es el Reglamento General de Protección de Datos (RGPD), que se aplica a los datos personales tanto de empleados como de clientes y que ha tenido un impacto significativo en todo tipo de negocios. Ahora todos los negocios deben tener mucho cuidado con los datos que tienen y cómo los manejan.

Pero el RGPD es solo uno de los muchos reglamentos que los directores de Recursos Humanos tienen que cumplir para que su negocio esté conforme a ellos. A veces estos directores se sienten como si estuvieran girando discos de cumplimiento y que solo será cuestión de tiempo hasta que uno o varios discos se estrellen contra el suelo. Y más si a estos discos le agregas el resto de los retos de Recursos Humanos que hemos mencionado.

Por suerte, las complejidades que supone el cumplimiento normativo pueden superarse gracias al software. El software de cumplimiento trabaja automatizando los procesos con los que se supervisan los controles internos y las normas, asegurando que se cumplan la normativa requerida por los numerosos reglamentos de Recursos Humanos que debes seguir. 

Si eres director de Recursos Humanos y quieres deshacerte de los fantasmas que te persiguen antes de Halloween, visita nuestra página software de análisis para Recursos Humanos en Capterra para descubrir cómo el software puede ser tu mejor aliado para combatirlos.

How your small business can overcome the skills shortage in the UK

skills shortage uk

There is a skills shortage in the UK, and it’s costing businesses money. In this article, we look at the scale of the problem and what’s being done to tackle it. We also examine the effect on small businesses and how software can help.

skills shortage uk

Skills shortage harms UK’s global competitiveness

The lack of skilled workers across UK industry is a potential time bomb. Businesses warn that the skills shortage is harming the UK’s global competitiveness, and the Industrial Strategy Council (ISC) recently released a report claiming that 20 percent of UK workers will be significantly under skilled for their job by 2030.

The reasons behind the shortage a numerous and complex. Educational failings are partly to blame – less than half the adult population has primary-school-level numeracy skills, says the ISC – and a similar proportion lack the digital skills to succeed at work today. As technology becomes increasingly important in the workplace, this skills mismatch will only get worse.

A nation in desperate need of digital skills 

There is a lack of skilled workers in science, technology, engineering and mathematics (STEM). 

Professions in demand include all jobs in biological sciences and biochemistry, civil, mechanical, electrical and electronic engineering, IT, programming and software development, web design, cybersecurity and medicine.

Business foots the bill

The issue has become a problem for CIOs. In Gartner’s Emerging Risk Report from late 2018, 63% of senior executives said that talent shortage was a key concern for their organisation. This outranked issues like GDPR, cybersecurity disclosure, and accelerating privacy regulation.

In the UK alone, addressing this digital deficit costs businesses £63 billion a year, according to the Confederation of British Industry. Its report from June 2019 says that more than two-thirds of UK companies have unfilled digital vacancies, less than one-third are confident that they will be able to access the digital skills they need in the next 3–5 years, and 69% of smaller businesses’ digital needs will peak within the next two years.

Collaboration required to bridge skills gap

There are broadly three solutions to the skills shortage, with responsibility falling across government, the education sector, employers, and individuals.

  1. Improve education and training for young people
  2. Make on-the-job training more accessible and attractive for employers
  3. Make it easier for employers to hire skilled workers

Schemes are currently in place, for example, to improve the level of vocational training. 

Since 2010, University Technical Colleges (UTCs) have helped 14–19-year-old gain the skills and knowledge they need to help the UK bridge its skills gap. Their focus is on STEM subjects like engineering, manufacturing, computer science, health sciences, digital technologies and cybersecurity. 

In 2018, 2,000 young people left UTCs to either go to university or enter the workforce.

Unlike traditional schools, UTCs have strong links to local universities and employers, meaning that their curricula are designed to meet the region’s needs.

In addition, students from UTCs, as well as those from schools, colleges and universities, can take advantage of apprenticeships, where they gain valuable work experience alongside study related to their role, as well as a wage.

Employers, especially small businesses, can get financial support for training apprentices – up to 100% of training costs in some cases. This makes it an attractive option for firms looking to fill vacancies. They don’t have to be teenagers, either – apprenticeships are available to people of all ages and backgrounds.

Girls key to growing STEM workforce

The UK needs killed STEM employees, but women only represent a small proportion of the current STEM workforce – 13% according to STEM Graduates. Furthermore, Girls Into STEM reports that 39% of girls enjoy engineering at school, but research by the Institute of Engineering & Technology  found that 93% of parents would not support their daughter in pursuing a career in the sector.

There are numerous initiatives designed to encourage girls into STEM careers, and this begins in primary school. Organisations like Stemettes and the WISE Campaign hold events where girls can develop skills or explore STEM careers. Small businesses can get involved by providing space, hosting events, offering mentoring or donating to campaigns.

Software can help you recruit the talent you need

The Open University Business Barometer reports that of the £6.3 billion the skills shortage costs business each year, £2.72 billion of that comes from temporary staffing and recruitment costs. An obvious solution to this problem is to streamline the recruitment processes, and there is a range of recruitment software to help.

Recruitment software lets you collect information about job applicants, then filter, grade and match applicants to your vacancies. At its most basic level, the software lets you automate the tedious tasks to save your small business time and money. Depending on what software you choose, there are features that help you improve communication with applicants, boosting your reputation as a considerate and engaged employer.

Our website contains a large number of recruitment software products – all rated and reviewed by small business owners and managers like you. You’ll also find links to download the software for trial periods – or for free in many cases.

The Ultimate Recruitment Strategy For Small Businesses

Recruitment strategy planning

Recruitment strategy planning

Recruitment is one of the most important issues in today’s labour force. The less we manage to present ourselves as an attractive employer, and find the right employees, the greater the competitive disadvantage. This raises the important question of: ‘What is the ultimate recruitment strategy?’ Or to put it another way: ‘How do I manage to make the right candidates aware of my open positions, at the right time and for a reasonable cost?’ 

There is no secret solution to fast, successful recruitment. But here are three fundamental considerations that will help form the basis for creating a triumphant recruitment strategy.

1. Recruitment is a craft

A good recruitment strategy is based on proven and successful measures. However, it must first be learned. You have to discover which methods to use and in which situations they should be applied.

2. Each company has a different starting position

There is no one-size-fits-all solution to recruitment. Every employer, every recruiting team, every recruitment budget, every recruitment process, every hiring manager – they’re all different. That’s why you need to find a solution that’s right for you and your situation. This can be inapplicable for other companies.

3. Every target group is different and has individual needs

Not only do companies differ, but each group of candidates is also unique and has different needs. They’ll read different media, be interested in different topics and have their own preferences for job boards.

There are some methods that can be used to develop an individual recruiting strategy that can be used relatively universally, such as fashion, telecommunications, real estate, management consulting and manufacturing SMEs. The methodical approach is very comparable, even if the individual elaborations and derivations were as different as the employers.

So how should you proceed when developing a recruiting strategy?

1. Needs analysis

At the beginning of every strategy, calculate the number of profiles you’ll need to review. Ideally, the profiles should go beyond what can be found in a standardised advertisement. However, it should clearly identify what the person should do, what impact the position will have and what type of candidate would fit ideally into the position.

2. Target group analysis

Next, you should carry out a detailed analysis of your target talent. The aim of this is to identify more precisely what ‘moves’ the target group. How can you attract the best candidates and talent? What are the main decision-drivers when they choose an employer? How important is work right now to them? In what life situation are they? Which media do they read? How do they look for a job and what do they do in their spare time? 

3.) Competition analysis

With all the focus on one’s own needs and the needs of the target group, you must not forget that the competition will also be active and use media or advertising material. Here, you should check first and foremost that you are not too arbitrarily positioned and that you’ve made a strategic decision of where to advertise based on where your target market is. Also consider the channels that are most appropriate, and which ones your competition uses. Ideally, you will advertise where your competition is, but you should also target your audience through niche channels and advertising platforms where there is less competition.

3. Advertising the position

Armed with the market research you carried out from the previous steps, you can now form a messaging strategy and decide which channels to advertise the job opportunity within. Careful not to restrict your budget too tightly here, or you’ll fail to see a return on investment. There are always saving opportunities in the process, but make sure they don’t come at the expense of effectiveness. If, for example, you save 20% when creating advertising material or selecting channels, then it may well be that you only see a fraction of the potential effectiveness.

4. Measuring success

Most recruitment software on the market includes some kind of analytics, so you can measure the success of your recruitment campaign and make adaptions if necessary. A/B tests work well because you can see which methods work better than others.

There are two further elements to keep in mind during recruitment. First, never underestimate the relevance of candidate experience. According to PageUp, candidates who are satisfied with their candidate experiences are 38% more likely to accept a job offer. Here you quickly realise that you can significantly improve your recruiting results by perfecting the process and educating your clients on what makes an exceptional interviewing process.

The second element to keep in mind is that there is no way around the use of pay-for-performance providers. The advantage to these are that you only pay for performance and can therefore easily include A/B tests for effectiveness in order to adjust your measures ideally to the target candidate pool.

The standard of the recruitment experience – from hiring managers, clients, candidates and recruiters themselves – is increasing. Technology is a key driver behind a new breed of recruiters who are both strategic and savvy in their ability to source the right talent for their clients. The next step is to work with employers to create successful onboarding strategies to set new-starters up for a winning, long-term collaboration with their business. In turn, this will improve talent acquisition and staff retention.

Are you still looking for recruiting software? Take a look at Capterra’s list of the best Recruitment Software

Bias In Recruitment: How To Avoid It In Your Hiring Process

Employer checking for unconscious bias in recruitment

We’d all like to believe that we’re immune to bias in recruitment—but science will disagree with you. It’s not that we’re actively prejudiced or inclined to discriminate against others. However, implicit bias is a natural part of human instincts.

Employer checking for unconscious bias in recruitment

Scientists believe stereotyping, for example, serves a purpose. It helps us navigate the world without feeling overwhelmed. The downside is that this potential to be biased is hard-wired into our way of thinking, and if it enters the workplace, it’s problematic. 

Part of Human Resources (HR) role is to mitigate this risk by proactively designing unbiased hiring strategies. In this article, we explain what bias in recruitment looks like, and how it can be eliminated from your process using recruitment tools, knowledge, and training.

What is unconscious bias?

Unconscious biases are previously learned stereotypes that are deeply ingrained in our minds. This is because ‘difference’ is harder for our brains to accommodate. 

One big problem with unconscious bias in the workplace is that it hinders inclusivity and diversity. Consider the trendy setting of a startup, for example. Think bean bag chairs, ping pong tables, and out-of-work hours activities, like happy hour. A hyper-focused CEO might not stop to consider what it’s like for employees with young children who can’t go out and network with their colleagues. These people could be seen as not being team players.

Additionally, some people don’t like to see the office with perks like ping pong tables. They might prefer a more traditional office space with fewer distractions that ultimately keep them from finishing earlier.

Now imagine a company that forces staff to use annual leave days during the Christmas period. What about those employees who celebrate different religious festivals? The ‘one rule to suit them all’ attitude has meant a sizable chunk of this person’s annual leave has been wiped out before they’ve had a chance to celebrate their own events.

As Australian businesses work to improve diversity, they have to consider how its culture could exclude some demographics.

Why is diversity important?

On top of several pieces of research that shows company diversity leads to greater profits, here are a few additional ways a diverse workforce can be good for business:

  • Greater inclusivity
  • Different perspectives
  • Increased creativity and higher innovation
  • Better decision-making
  • Employees feel more personally invested in company culture and corporate objectives.

It’s the norm to have people from a range of cultures, speaking a range of languages in one team. More than 30% of people don’t speak English at home in Sydney and Melbourne.  But if the candidate pool is consistently filled with the same type of person, creating a multifarious culture within the business is far less achievable. 

 

Recruiter starting blind recruitment process

How can employers guard against bias in recruitment?

We’ve listed five activities that businesses can action straight away.

1. Write inclusive job advertisements

Dominic Bareham from Morgan McKinley Australia says:

‘It starts with the advertising process. Make sure your adverts and content appeal to a diverse group of people. Certain words are more feminine or masculine than others, which means bias can begin even before CV’s lands on your desk.’

 

Your job description has the potential to deter diverse job candidates. Luckily, there is a simple solution to that—rewrite it! Here’s what you should consider when doing so:

Job title

The job title is the first thing a job seeker sees in your advertisement. Knowing you’ve got a matter of seconds to grab the attention of potential candidates, it’s tempting to create an elaborate job title. However, cliché terms such as ‘guru’, ‘hacker’, or ‘rock star’ put women off, says Forbes. Pick gender-neutral job titles, such as ‘executive’ or ‘programmer’.

Job description

Avoid a default pronoun. Instead, use ‘he/she’ or phrases such as ‘the successful candidate’. To be safe, copy and paste the text into a free gender decoder to catch words associated with female or male traits. 

Requirements and preferences

Research shows that women are far less likely to apply for jobs if they don’t match every requirement. Men, on the other hand, are more likely to apply, even if they only meet 60% of the list. Consider the list of requirements that you’ve set. Are they genuinely an absolute necessity? If the answer is no, put them under your list of ‘nice to have’ qualities.

Finally, proofread it and proofread it again. Ask a group of colleagues—ideally from different cultures and backgrounds—to cast their eyes over it too. The more people that review it, the more likely you’ll catch unintentional bias before the job advert is published.

2. Go blind

Blind recruitment is the process of removing any implications of a person’s identity, such as their name, age, gender, ethnicity, education, interests or beliefs. 

You can implement a blind recruitment process by following these steps:

  1. Recruit the help of a colleague who isn’t involved in the hiring process.
  2. Ask them to anonymise the information mentioned above for every candidate.
  3. Replace each candidate’s name with a number.
  4. Transfer the hard skills (such as experience, skills, qualifications plus any set requirements) into a template.

The recruitment manager then bases their decision on who to progress through to the interview stage based on skill and experience alone. 

3. Put candidates to the test

The process can only go so far without seeing and meeting the candidate. So how can you continue driving diversity and inclusivity through recruitment methods?

Two words: Skills tests. 

A skills test is an assessment used to gather an unbiased evaluation of the candidate’s ability to perform well. They usually come in the form of small work samples, such as copywriting, coding, selling or presenting.

There’s a strong case for using skills tests in interview processes. This famous scene from The Imitation Games shows Joan Clarke (Keira Knightley), competing for a spot within an elite team of code-breakers during World War II. The position was advertised by the team’s leader, Alan Turning (Benedict Cumberbatch) through a newspaper crossword. The fastest to complete the test would win a spot on the team. 

Spoiler alert: Keira beats Benedict.

4. Drive awareness internally

One of the best ways to tackle unconscious bias is to drive awareness of it. You could enrol hiring managers onto a course. However, focusing only on demographics within a business has its challenges. For example, it can generate a blame culture. 

Companies need to develop best practices, processes and policies that educate all staff on how to recognise and manage biases. Training Industry recommends seven tips to create an effective training program:

  1. Select a facilitator to lead the training that aligns with your company’s culture and values.
  2. Don’t squeeze training into a single session.
  3. Explain the psychology behind unconscious bias and what factors contribute to it.
  4. Provide actions to manage unintentional bias.
  5. Give options to repeat training regularly.
  6. Prioritise interaction over hour-long speeches.
  7. Outline some goals for learners to work toward.

Businesses could also add relevant virtual training and e-learning courses into their new employee onboarding process. 

5. Monitor artificial intelligence for bias

Artificial intelligence (AI) has transitioned from a concept we saw in science fiction films to a facilitator in our everyday lives. 

AI constantly improves and develops through a technology called machine learning (ML). This type of technology teaches computers to analyse data and do what comes naturally to humans: learn from experience. But, it’s important to consider the bias of the person who wrote or created the AI.

In recent years, the world has seen cases of AIs maintain the same evidence of biases we find in human cognition. Even Amazon came under scrutiny after its algorithm was found to favour the CVs of male applicants over female applicants.  

It’s for this reason that the federal government has released a discussion paper to find an ethical framework for AI in Australia. Just like humans, AI can also be biased. So what can businesses in Australia do to mitigate this risk?

Sharon Melamed, Founder of Matchboard, says:

‘There is a growing awareness amongst HR-techs, who build AI applications for recruiting, that it’s important to have female coders working on their product to minimise unconscious bias within AI algorithms. There is a shortage of coding skills in Australia so this is often easier said than done.’

 

If your business leverages AI technology, take concrete steps to monitor how it is coded as well as the content it absorbs its information from.

How can we curb bias in recruitment once and for all?

Unconscious bias isn’t going to disappear, and there’s no silver bullet to creating a diverse and inclusive business. However, there are several steps businesses can take to mitigate behaviour that works against it. Below, we’ve summarised everything we’ve suggested in this article into a single infographic.

Bookmark it, share it, and refer to it throughout your hiring process.

6 ways to remove unconscious bias from recruitment infographic

 

If you’re ready to try HR software, such as assessment tools and talent management platforms, check out Capterra’s directory today.

The Ultimate Onboarding Checklist for SMEs in Australia

Calendar to show onboarding checklist for new starters

Calendar to show onboarding checklist for new starters

Have you ever had a nightmarish first day at work? Perhaps you accidentally broke the coffee machine or mistakenly ate someone else’s lunch. Maybe you missed your train and consequently arrived late (and completely drenched because it rained that day.) The first few days on the job are tough! Put your new hires at ease from the moment they walk through the door. In this article, we provide the ultimate onboarding checklist, made especially with SMEs in mind. 

The cost of a poor onboarding is expensive for SMEs. In addition to the time spent pouring over CVs and interviewing candidates, the cost to replace an employee is around 50-60% of their salary, according to the Society of Human Resource Management. As well as a staff turnover reduction, successful onboarding increases productivity and makes for a happier workplace.

This checklist sets your new-starters up for a winning, long-term collaboration with your business. We suggest you download it, share it, and use it alongside your onboarding software

 

Download: The Ultimate Onboarding Checklist for SME’s

The pre-boarding checklist

The Workplace Loneliness research into Australian workers revealed that a timely onboarding process further connects new hires with their team. It’s essential to prioritise social connectedness from the start—the process should begin from the moment you present the successful candidate with a job offer. 

Here are some ideas for pre-boarding communication:

  • Explain what to expect from the onboarding process
  • Introduce the new-starter to their team and the wider organisation
  • Say congratulations from the manager and/or most relevant member of senior management.

It’s also a good idea to gather paperwork for the employee. This might seem premature, but there is a lot of sensitive information to collect, which can confuse new hires and employers.

Below is a list of what you, the employer, should provide before the recruit starts:

  • An offer letter
  • A job description
  • An employment contract
  • An employee induction pack (or preview).

By law, Australian employers must also provide:

Using surveys as onboarding software

The 90-Day onboarding checklist

Make sure the schedule has been entered into the employee’s calendar, and use the checklist to tick off each task upon completion.  

Day One

Arguably, the staff member’s first day is the most important of the 90-day onboarding process. The goal is to make it memorable. You want them to feel excited and motivated. 

Here’s some suggested ground you could cover on day one of the onboarding-checklist:

The welcome

  • Send an all-staff message to introduce the employee to their colleagues 
  • Assign them with a workplace buddy (so they have someone to talk to during a nerve-wracking period!)
  • Have a welcome message displayed in a communal area, such as written on a blackboard or posted on a staff pinboard.

The tour

  • Show the staff seating plan (introduce people by names and teams)
  • Give an office and building tour
  • Point out fire exits.

The equipment

  • Provide a nameplate or staff ID
  • Necessary office equipment (including a computer and phone if appropriate)
  • Staff handbook
  • An employee induction pack.

Presentations

  • Welcome presentation
  • Employee perks & benefits
  • Culture overview.

You may be tempted to skip the culture overview if you’re short on time, but we’d strongly recommend that you don’t. A meta-analysis of 172 studies found that employees who are a good cultural fit are likely to be happier, more productive, and stay longer with the employer. What can we learn from this? Describe and define your unique culture to new employees—never just assume they’ll fit in without explanation.

Other first-day activities for new-starters:

  • Tie a balloon to the employee’s computer. People can introduce themselves when they walk past and make a new hire feel welcome.
  • Allow them to get to know your business better with some time to read through relevant websites, blogs and industry news.
  • Organise a lunch with their reporting line and team.

It’s also critical that the employee is on-boarded onto your team communication platforms, on their first day. It also gives managers an easy way to do quick, regular check-ins.

Month One

Weeks 1 – 2

Day two is essentially the first day of the rest of their career with you. The aim is to ease them into the job role they were hired to do.

The schedule for week one and two should include:

  • Meet and greets with leaders or members of other departments to understand their role within the business.
  • Training sessions.
  • Introductions to important tools.

The employee should review and agree to company policies during this period too. 

For these fiddly administrative steps, you could try implementing HR software where the process can be managed within one system. HR software is useful when coordinating several departments within a company. 

Weeks 3 – 4

By now, the employee should have built up some momentum within the job role and so you’ll want to harness that. Step back and encourage them to take more ownership of their responsibilities. 

If they’re required to represent and conduct themselves on behalf of the company, consider a communication workshop. Do you have guidelines for your company’s tone of voice? Now is the time to introduce it if so. You could display the information in a document, PDF or use data visualisation tools to create a visual representation.

It’s crucial in this stage that you build upon the trust you’ve already established. A great way to do this is to demonstrate your investment in their personal career goals. Discuss objectives (long and short-term) and set up sessions to focus on their learning and development. Ideally, training should be face to face but when this isn’t possible, there are plenty of virtual educational platforms and learning management software to help staff develop skills.

Month two

“Employees want to be stimulated by their job and have a clear career path,” says employer brand research company, Randstad. With that in mind, month two is a good point to give employees their first ‘big’ project. Not only does it create a focus, but it also moves them further towards self-reliance. 

Consider how you’ll check in with the employee to get this balance. One way is to break the project down into chunk-size pieces. Not only does this allow you to check in regularly without micromanaging, but each step completed is a chance for you to give encouragement and praise. 

And it doesn’t have to be limited to employer-employee. Make space for peer-to-peer appreciation too: Be it acknowledgement in meetings, whiteboard messages, kudos in employee engagement platforms or shout-outs in a dedicated Slack channel. 

Using Slack to show culture in the onboarding process
Screenshot of a Slack shout-out during the onboarding process.

Month three

In month three of the onboarding checklist, you should extend perks and benefits to the staff member if you haven’t done so already. If you offer flexible working, its best to allow the employee to test the process while they’re still on probation. Not only does it instil trust, but you’ll also be viewed as a modern employer. 

All going well, at the end of the onboarding process, the new hire should have passed their probation. Survey software can help gather relevant information ahead of the end-of-probation review meeting. The employee should also offer his or her feedback on their onboarding experience. Not only does it help improve the onboarding-process for their future colleagues, but it also lets the new hire know that their feedback matters. 

Ensure you send an email announcement to acknowledge the event and show recognition for their contributions so far. Why? The O.C. Tanner Institute’s 2018 Global Culture Report highlights the power of recognition in the workplace. The report found that employees within companies that demonstrated regular recognition had a 16% higher sense of personal well-being and a 20% increase in their connection to purpose. 

How to use the onboarding-checklist

Refer to our onboarding checklist for each person you employ. We’ve included all the crucial aspects within this article, but you can create a customised version for each hire case. If you decide to automate the process, have a look at Capterra’s selection of onboarding software.

 

Améliorer le bien-être au travail : les 3 piliers

Les 3 piliers pour améliorer le bien être au travail

Quand on pense “travail”, on pense productivité, efforts, heures supplémentaires, mais pas forcément “bien-être”. Cependant, à en croire plusieurs études, s’il y a bien un mot-clé qui est de plus en plus d’actualité, c’est bien celui-ci. S’épuiser pour livrer un projet en temps et en heure, se laisser envahir par le stress et passer ses soirées à plancher sur des dossiers pour le lendemain : tout cela a un coût pour l’individu, l’entreprise et la société tout entière. D’après une étude du Baromètre des salariés publiée en février 2019, 38 % des salariés français souffrent de stress au bureau, 52 % d’entre eux ont ressenti de la fatigue liée à une surcharge de travail et 17 % ont déjà été victimes du burn-out, un état d’épuisement physique et mental qui peut avoir des conséquences sérieuses sur la santé de l’employé. Autant de raisons qui poussent à améliorer le bien-être au travail.

Mais alors, que faire pour remédier au mal-être au travail ? Devez-vous prévoir une soirée pétanque tous les vendredis ? Obliger vos équipes à déjeuner ensemble ? Organiser des séjours corporatifs à La Baule? Rien de tout ça.

Il s’agit tout d’abord d’évaluer ces trois critères du bien-être :

  • le bien-être physique
  • le bien-être auditif
  • le bien-être organisationnel

Les 3 piliers pour améliorer le bien être au travail

Le bien-être physique

Visualisez la scène : il fait beau, vous vous installez à la jolie terrasse d’un café, prêt à profiter d’un moment privilégié… Et vous réalisez que votre chaise est branlante. C’est agaçant, n’est-ce pas ? Mais pas autant que de travailler 8 heures et plus, assis sur une chaise inconfortable, trop basse et bruyante, en face d’un bureau des années 70 contre lequel vous vous cognez les genoux à chaque fois que vous vous tournez. L’ergonomie est un concept que de plus en plus d’entreprises prennent en considération au moment d’aménager leurs locaux.

L’action : dans le domaine du tertiaire, cela passe par le choix d’un bureau résistant et assez large pour y poser ses dossiers ; d’une chaise à roulettes réglables et à accoudoirs ; d’un support pour écran ajustable pour éviter la fatigue oculaire. Pensez à l’éclairage, aux meubles de rangement et aux aménagements requis pour les employés à mobilité réduite. Selon votre budget, vous pouvez également ajouter des repose-pieds, opter pour des bureaux électriques réglables en hauteur, ou proposer des fitballs (gros ballons gonflables extrêmement résistants) en guise de sièges. Vous pouvez contacter des consultants spécialisés dans la santé ou l’ergonomie pour organiser des ateliers adaptés aux besoins de vos employés.

L’objectif : limiter le risque de TMS ou troubles musculosquelettiques dus aux positions de travail forcées. Un employé mal installé à son poste de travail est un employé moins productif, plus vulnérable au stress et qui risque de s’absenter régulièrement pour raisons médicales.

La source d’inspiration : l’entreprise française Clarins a organisé une campagne de prévention des TMS sur leur site de Pontoise, ainsi qu’une journée annuelle consacrée à la santé du dos. 

Le bien-être auditif

Pour reprendre l’exemple de la pause en terrasse, imaginons maintenant qu’une équipe d’ouvriers s’installe en face dudit café et se mette à creuser la chaussée. Vous essaierez bien de continuer à lire votre journal entre deux coups de marteau-piqueur, mais vous ne voudriez pas y passer la journée non plus.

Les nuisances sonores, si elles peuvent être tolérables à (très) court terme, peuvent avoir un impact tangible sur les performances au travail. D’après une étude réalisée par Audika et OpinionWay en 2017, 20 % des salariés interrogés notent une perte de productivité de 30 min par jour en raison du bruit excessif sur leur lieu de travail. Bien sûr, même si les plus affectés sont les ouvriers du bâtiment et autres secteurs industriels, d’autres professions sont touchées : employés de la restauration, professionnels de la santé, travailleurs en open space… Pour ces derniers, il est en difficile de se concentrer quand un collègue parle à voix haute à longueur de journée, quand un responsable s’époumone au téléphone ou que la musique du voisin s’échappe de ses écouteurs. Le bruit constitue une pollution dont les conséquences sont aussi bien physiques que mentales.

L’action : il convient de penser à l’acoustique au moment d’aménager ses bureaux. Prévoyez un espace dédié situé à l’écart de l’open space pour les réunions, les conférences téléphoniques et les entretiens individuels. Séparez les divers espaces à l’aide de plantes. Regroupez les équipes les plus souvent au téléphone (commerciaux, assistance technique) loin des équipes nécessitant plus de tranquillité (service juridique, traducteurs). Quant aux employés les plus sensibles aux nuisances sonores, pensez aux casques antibruit ou même au télétravail.

L’objectif : limiter le risque de déconcentration et de troubles du sommeil pour l’individu, et préserver une atmosphère professionnelle au bureau. En effet, un environnement bruyant est un environnement propice aux conflits.

La source d’inspiration : L’Oréal, SDF, Sodexo… De plus en plus d’entreprises françaises marchent dans les traces de leurs consœurs américaines et proposent des ateliers de méditation guidée ou de yoga sur le lieu de travail, deux activités où le calme et la tranquillité sont de mise. La pause-silence, une alternative à la pause-café ?

Le bien-être organisationnel

Revenons une dernière fois à notre petite terrasse ensoleillée. Vous avez réussi à caler votre chaise branlante, les ouvriers sont partis sur un autre chantier, vous pouvez enfin finir votre café en toute tranquillité. Au moment de régler l’addition, c’est la débandade : une dizaine de clients patientent au comptoir, les serveurs ont disparu, vous n’avez pas de monnaie sur vous et vous ne savez pas s’ils acceptent la carte bleue. Vous perdez du temps à analyser une situation peu claire pour réaliser une action simple : payer votre consommation.S’il s’agit bien sûr d’un contretemps négligeable dans cet exemple-ci, imaginez un peu le chaos qu’un manque d’organisation peut générer à l’échelle d’une PME.

À l’heure actuelle, la tendance dans le monde du travail est aux employés polyvalents, capables de réaliser les tâches qu’on leur assigne mais aussi de faire preuve d’initiative (d’où cette élusive “force de proposition” que l’on retrouve dans bien des annonces). Il n’est pas rare que des managers embauchent des candidats proactifs et volontaires qui se heurtent rapidement aux processus lents et obsolètes d’une organisation embourbée dans un système de gestion rigide. Politiques RH mystérieuses, structure hiérarchique floue, outils de communication en surnombre… C’est là que l’ergonomie organisationnelle entre en scène. 

L’action : faites un sondage auprès de votre équipe pour identifier les aspects problématiques de votre structure interne. Convenez d’une révision annuelle de vos processus avec les services concernés. Vérifiez que vos manuels d’utilisation sont à jour, mis à disposition de tous et faciles à comprendre pour un novice, ou confiez-en la rédaction à des spécialistes. Établissez des canaux de communication dédiés à chaque type d’échange et définissez clairement le rôle de chacun au sein de l’équipe.

L’objectif : réduire le stress lié au manque d’organisation et encourager l’implication des collaborateurs. Un employé qui se sent perdu dans son travail ou qui doit prendre des centaines de microdécisions pour réaliser les tâches les plus simples est un employé qui risque de se désengager.

La source d’inspiration : la biscuiterie Poult s’est débarrassée de plusieurs niveaux de hiérarchie, a mis en place un incubateur d’idées et laisse désormais le soin à chaque employé de s’organiser comme il le souhaite.

Quelle que soit la taille de votre équipe, il est crucial d’étudier chacun de ces trois aspects pour évaluer le bien-être au travail. Une fois que vous avez déterminé votre champ d’action, organisez des sessions de brainstorming, appuyez-vous sur des logiciels dédiés et implémentez des changements durables pour replacer l’humain au cœur de l’entreprise.