We keep hearing about the challenges of finding qualified talent. According to a report from the Society for Human Resource Management (SHRM) titled “The New Talent Landscape: Recruiting Difficulty and Skills Shortages”, sixty-eight percent (68%) of human resources professionals report recruiting challenges in today's talent market. This means that, once organizations find talent, they need to make sure they retain them. It's estimated that the average cost per hire is $4,129 and the average time to fill an open position is 42 days. Companies spend too many resources to bring talent into the organization just to let their investment walk out the door.
As a result, organizations use a variety of strategies to retain employees, including unlimited vacation time, flexible scheduling and wellness programs to reduce burnout. But one area that might be overlooked is scheduling. Let me share a story to illustrate:
Years ago, I was brought in to an organization to evaluate their onboarding program. Their challenge was that customers were very unhappy with their service. The company was losing huge amounts of money in the form of customer refunds. Employees were frustrated. I understand that handling upset customers is part of our jobs but dealing with angry customers all the time is hard.
The company was convinced that the answer to their problems was to hire more people to keep up with customer demand. My assignment was to make sure new employees were onboarded effectively and efficiently. After spending a little time in their operation, I suggested to senior management that the company had plenty of people. And they had a good onboarding program. The problem? They weren't scheduling people correctly.
Organizations must 1) hire the right people, 2) hire the right numbers of people, and 3) schedule people to be there at the right times. When these three pieces are working together, the work is distributed properly, employees feel engaged and not overwhelmed, customers are taken care of, and the business succeeds.
The good news is that organizations don't need a tight rein over scheduling for it to be effective. Companies can give employees the ability to have a say into their work schedule. And it doing so, they're not creating complete anarchy. Here's how it works:
If you're looking for a real-life case study to illustrate, check out this article in STORES magazine featuring McLendon Hardware. Nathaniel Polky, director of information technology, shares their results. “Employees love seeing their schedules. It's a small thing, but very important for them to know when and where they are working at any point in time. It gives them choice and flexibility, and it's been very well received.
Staffing and scheduling are two different things. Many organizations have already aligned staffing with other human resources functions like compensation, benefits, training, etc. Scheduling shouldn't be considered a stand-alone activity. It works very well with staffing and has a huge impact on the business. It's time to align the staffing and scheduling functions for maximum productivity and employee engagement.
Why the quilt picture? I'm a quilter. While I didn't make this quilt, it's by one of my favorite textile artists, Kaffee Fasset. He makes beautiful quilts, knits, pottery and other wildly colored beautiful objects. Like the quilt shown here, they may look somewhat ad hoc. They are all, however, carefully designed in order to achieve the right balance of color and movement in the finished product.
In a previous post related to candidate assessment, I wrote about the manager's role in helping ensure that recruiters understand the competencies and qualities that will ensure success on the job. In this recent article from Talent Management Magazine, Steve Hunt expands on strategies that hiring managers can employ to retain qualified hourly workers by investing more time in the first stages of the hiring process to clearly articulate the skills and qualities that correlate to success (and satisfaction) on the job. In this article, Steve provides step-by-step guidance on how to identify these desired candidate attributes. Specifically, he helps managers and recruiters dig below generic platitudes (good attitude) and surface job specific descriptions (dependable attendance).
Another interesting aspect of this article is Steve's discussion of thinking about candidate fit not only from the perspective of what the individual has done in the past (experience), but also what candidate can do (potential) and is willing to do (motivation). Hiring managers often focus their attention on candidates whose prior experience directly maps to the job at hand. When they do so, they not only limit their talent pools unecessarily, but may also be setting themselves up for retention challenges with employees who will become more quickly bored with a job, vs. those who'll remain engaged longer as they learn new skills. As is the case with the vibrant quilt pictured above, the effort managers expend in the design phase of the hiring process will pay off in a more successful final outcome - employees who are more successful and engaged in their work.
© 2021 Workforce Institute All Rights Reserved • Designed and Developed by Morether Creative Agency, Temple, TX