Employee Relations: May 2009 Archives

I was at a BBQ this weekend and a friend mentioned to me about a furlough going on at their workplace - 1 unpaid day off three times per year.  The friend was very enthused about the idea however, because the three days off were the Friday before 4th of July, Friday before Memorial Day, and Christmas Eve, three of the slowest days of their business anyway.

In another vein, unpaid days off can be a great way to grant people time off who don't have earned vacation time (and a way for you to save money and satisfy your employees at the same time).  Whether your business needs require you to cut back or not, granting unpaid days off from work without penalty can lead to greater morale, cost savings, and hopefully long-term retention of key staff.

A huge gripe I hear often is that workplaces aren't flexible enough with work schedules because of strict vacation and sick time rules and inflexible business practices.  A perk of offering flexible unpaid time off is the ability for staff to still have time off from work that doesn't interfere with the running of the business.

Consider this - would you rather give an employee 1 unpaid day off a month for 12 months straight, or lose that employee altogether because you are unwilling to consider the option?

On the other hand, the argument can be made that giving one employee this option may open up a can of worms.  It is important to put a system in place like the company mentioned to me this weekend at the BBQ that allows the company as a whole to be more flexible and allow maximum involvement and benefit.

 

Previously, I mentioned 4 common comments I hear about job fairs:

1.  The people that are working the tables don't care.
2.  All the jobs at these fairs are cold-calling jobs.
3.  I already have a job, why should I go to a job fair?
4.  There are only entry level opportunities at the fairs I have been to.

This time, I'm going to talk about #2 

There is a misconception amongst job seekers sometimes that the only jobs offered at career fairs are sales positions for financial companies, entry level jobs, or companies looking to add to their list of possible candidates for future openings.

Approaches to take for a company at a job fair to rectify this misconception:

1.  Have a list of open positions and opportunities available for candidate review.
2.  When you meet possible candidates, try to match the candidate on the spot with an opportunity that may match their skill set.
3.  If you are going to have just entry level positions, or "cold-calling" positions, look at ways to frame this work realistically but also creatively to convince candidates of the worth of these roles.

Approaches from the candidate point of view:

1.  Have an action plan going in about the companies you'd like to speak with.
2.  Research what companies are going to be at the career fair prior to the fair.
3.  For these "cold-calling" companies, research what these roles actually entail before making a judgement ahead of time.

Next week, I'll touch on reasons why a job fair is worthwhile, even if you already have one.
Feedback from my students and clients of late has been that job fairs don't do anything for them.  Some of the reasons for this that I have heard include:

1.  The people that are working the tables don't care.
2.  All the jobs at these fairs are cold-calling jobs.
3.  I already have a job, why should I go to a job fair?
4.  There are only entry level opportunities at the fairs I have been to.

Today, I'll address the first point.  I've seen this myself; apathy or lack of care in the people working the job fair tables.  This could be the result of someone being assigned to the role with little interest, a belief that no candidates will be found by using this method, or the misconception on the part of the attendees that the people behind the table don't care.

Some of the best practices to employ as a representative of your company at a job fair:

1.  Rotate job fair responsibilities between HR, managers, and other representatives of the company.  

2.  If possible, break up the job fair into shifts, and have people rotate roles during the shift.

3.  Outsource your job fair representation; their are plenty of passionate people out there who if hired for a single event may be more passionate about your product than you!

Soon, I'll touch on #2 on this list - "All the jobs at these fairs are cold-calling jobs."
One of the most important aspects of creating a culture (or maintaining a culture) in your organization is having a legacy to leave behind, or respecting those who used to call your place of work home.

One of the examples from sports that can help understand the importance of respecting those who built or made it what it is is Old Timer's Day.  Some sports teams have an old timer's day where they bring back legends from the past who have made an impact on the organization.  These aren't always the stars or top performers, but often those who played a bit role but nonetheless were part of the organization in some role.

Colleges also reward and honor alumni.  I'm proud to be a Distinguished Alumni at WCSU and a member of the Alumni Association and chapter co-president for my UMass club in Albany. 

Organizations and businesses that really get it respect heritage in the workplace.  They keep retired employees on as consultants, refer back to former employees for advice, insight, or projects, and bring back employees when it comes time to fill new needs.

What does your organization due to respect your legacy employees?  Let me know at 



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