.nav li ul { width: 300px; }#top-menu li li a { width: 240px; }

Should you outsource essential business functions? Key Considerations

This is a guest post written by Launchways strategic partner, Larry Levy of CFO Options.

Have you thought about outsourcing some function of your business but now sure if you should? Maybe you’re uncomfortable outsourcing something that you think should be handled by an employee.

Whatever your current thoughts are, keep in mind that no company or organization is fully independent of other vendors, suppliers or service providers. To give but just one example, if you need to get something to a customer, do you have one of your employees drive it to the customer or do you put in the mail, FedEx, UPS or a messenger service? More often than not, you use a service. The point is all companies outsource some things, and they do this for a variety of reasons including:

  • The outsourced company is set up to do this more efficiently and better than you can
  • You don’t have the time to do it yourself
  • Your time is much more valuable doing other things that bring your company and your customers the highest value
  • You can’t afford and/or it doesn’t make financial sense to keep resources around to do things that don’t need to be done all the time (i.e. on a full-time basis.)

While it is customary to outsource functions like delivery, processing of payroll and preparation of income tax returns, other functions that can be outsourced are less common and you may feel less comfortable outsourcing them. Examples include marketing strategy and execution, bookkeeping, human resources and IT.

When considering outsourcing a function, the first thing you should think about is whether the area under consideration is a core strength of the business. Is it something that sets you apart from your competitors and allows you to provide exceptional service and results to your customers? To the extent the answer is yes, these are functions you should probably keep in house.

The second question I would ask is am I devoting resources to this function that can be used better in other areas? As an example, do you have a CIO fixing employee’s computers? Or, do you have a CHRO processing payroll? These are examples where the people taking care of these tasks are over qualified for the task. If doing these tasks is preventing them from getting other higher value things done, outsourcing the lower level task could make sense. Contrarily, if the time they spend on these things is small and doesn’t get in the way, outsourcing is probably unnecessary and costly.

Third, do you need expertise in some area, say marketing strategy, but you don’t need it full time? If so, I would strongly consider outsourcing. The alternative, bringing in highly compensated talent on a full-time basis when the function only requires a fraction of a full-time role, is both costly and can set up a pattern where people in your organization are not fully utilized. And potentially worse, they start taking on lower level tasks to keep themselves busy. When this happens, the company may be spending more than it needs to for their various functions and thinking that it needs.

In summation, outsourcing gives companies the opportunity to have another party (person or company) get certain work done when they don’t have anybody on staff with expertise or the time to get it done and/or it doesn’t make sense to bring that expertise in house because the needs are not close to full-time.

About the Author

If you’d like to discuss this further including how CFO Options helps its clients with a variety of strategic financial management as well as tactical bookkeeping and accounting solutions, please reach out to Larry Levy at llevy@CFOoptionsinc.com.

The Future of Work is Now—and it’s Radically Inclusive

This is a guest post written by Launchways partners Rada Yovovich and Chanté Thurmond, representing The Darkest Horse, a next generation Diversity & Inclusion consulting firm.

The Long-Awaited “Future of Work” Has Come Early, and Brought Surprises Galore

Particularly in the last few years, Thought Leaders have been heralding the approach of “The Future of Work,” imagining a model of what “work” would look like in a world of abundant emerging technologies including artificial intelligence, robotics, and automation. That future vision has typically focused on the need to manage a shift of the workforce to virtual, remote, and alternative models to full-time staff (gig-based, contract-based, and part-time labor, for example).

Enter COVID-19, and the timetable has changed, and brought with it a number of unexpected features. In a matter of weeks, we’ve seen non-essential workers being told to work from home (WFH) while sheltering-in-place. Organizations, in an effort to recalibrate their budgets in tightened consumer and supply chain markets, have done their best to be creative by adapting HR policies and employment contracts to allow for safer working conditions, flexible hours, and many have reduced their workforce resulting in employees being shifted to subcontractors, part-time status, or have simply been laid off, forcing them to seek new income opportunities from home.

Who would have guessed that these disrupting shifts to work-from-home would coincide, hand-in-hand, with equally disrupting shifts to school-from-home, making working parents into teachers as well? And who would have predicted the explosive and breathtaking speed of almost-universal adoption of Zoom and other web-conferencing services?

This is not the graceful, opportunity-driven entrance into the future we may have envisioned. In fact, initial waves of surprises produced longings for a “return to normal.” But, more recently, subsequent waves of signals from the future have pointed toward possible shapes of things to come. Many uncertainties remain, but some things have become quite clear. We most certainly aren’t going “back to normal!” The past has passed, and it is not coming back. Winners and losers will be defined by their agility in adopting new technologies, by the ability to learn and innovate quickly, and by how well they attract and retain top talent.

Competing for Talent in the Future of Work

In a world where more companies’ workforce is remote/virtual, the geographic and financial constraints of recruiting melt away. Suddenly, teams have an opportunity to pursue a truly global talent pool in a more democratized way—allowing them to expand their talent search beyond their local zip codes.

The expansion goes beyond geography. Entire populations of people for whom a traditional office role is challenging, unsafe, or even impossible are finally able to access the labor market in a more equitable and inclusive way. These include, just to name a few:

  • Individuals with significant physical disabilities
  • Individuals who are gender nonconforming or going through a gender transition
  • Individuals with phobias or other mental health challenges
  • Individuals with chronic or acute health conditions
  • Neurodiverse individuals
  • Caregivers, whether for children or aging/ill family members

These types of barriers to workplace accessibility can be easier to accommodate in a remote-work context. Individuals can curate their space and constraints to meet their own needs, particularly if their organization provides proper technology, infrastructure and policies to support them.

The Best Talent is Diverse

The greatest talent in the world includes members of populations who are suddenly gaining access in this new normal. If your organization is hiring the best talent without bias, members of your team will represent a wide array of cultures and identities.

Not only is diversity an inevitable outcome of unbiased recruitment practices, but the data shows diverse teams far outperform homogenous teams. This ROI has been proven time and time again — reports by Forbes, Mercer, the Harvard Business Review, and many more demonstrate that a diversified workforce drives innovation and business growth — bottom line: diverse organizations perform better.

Here’s How: Practice Inclusion and Equity Throughout your Employee Lifecycle

  • It starts with Attraction.
    • Inclusive employer branding, content marketing, events and continuous networking
  • Talent Acquisition and Recruitment.  
    • Engaging diverse talent, identify diverse sourcing opportunities, curb unconscious biases, reduce barriers to application process, create transparent process and develop culturally intelligent communication practices
  • Hiring and Onboarding
    • Transparency, over-communication and personalization can make all the difference
    • Combat bias by building a fair and consistent processes
    • Build interview guides and scorecards that are clear and objective
  • Employer Benefits and Compensation
    • Promotion of wellness programming is more important now than ever before
    • Re-evaluate and optimize for equity and gender parity
  • Employee Engagement and Training & Development
    • Make it a regular practice to check-in with your employees. Conduct pulse-surveys that specifically gauge inclusion, equity and belonging. Click here to learn how The Darkest Horse can help your organization with this!
    • Cultivate an inclusive culture
    • Offer inclusive and accessible learning experiences and develop clear learning/career pathways
  • Performance Management
    • Here’s your opportunity to acknowledge, celebrate and reward for each team member’s cultural contribution, unique ways of working, and fostering a culture of inclusion!
    • This is also an opportunity to re-evaluate your performance metrics. Some questions you may want to ask yourself includes:
      • Is your process fair, equitable and inclusive?
      • Are your policies unintentionally punitive or do they lean towards corrective action?
  • Foster Community
    • Create, support, and invest in Employee Resource/Affinity Groups

The Future is Yours!

Now is the time to catch the wave of change and surf it to success—don’t get pulled into the undertow of clinging to old ways of working! Here are a few steps to move your organization towards the future of work:

  1. Harness the inclusion capacity of your organization. Identify the innovative, forward-thinking, and inclusion-minded changemakers in your organization. Activate them toward a goal of fostering inclusion. Empower them to set audacious goals and affect disruptive change when needed, and support them with leadership buy-in.
  2. Get help. When you have reached the bounds of your team’s capacity for in-house inclusion efforts, partner with inclusion experts like The Darkest Horse to bring in external support for consulting, training, facilitation, and events/experiences.
  3. Use the right tools. Work with an HR and Benefits expert like Launchways to ensure your HR processes and benefits packages meet the needs of a modern workforce.
  4. Keep learning. Join our upcoming webinar on mental health in the workplace for forward-thinking business leaders.

About The Darkest Horse:
The Darkest Horse (TDH) is a women and minority-owned next-gen consultancy firm helping the workforce and organizations explore the intersections of Radical Inclusion; The Future of Work; Emerging Technology; Health, Well-Being and Human Potential.

The Darkest Horse partners with organizations to empower diverse talent to thrive by embracing emerging technologies and instituting strategies that maximize human potential.

Follow us: Twitter | Instagram | Facebook

Website: www.thedarkesthorse.com

Listen to our podcast: https://anchor.fm/tdh-podcast

Illinois Employers: Are You Ready For Legalized Recreational Cannabis Affecting Your Workplace?

If not, now is the time! Illinois just became the 11th state to permit recreational cannabis. Governor Pritzker signed this legislation, as promised, on June 25, 2019.  Beginning January 1, 2020, the Cannabis Regulation and Tax Act (“Act”), will allow adults (21+) in Illinois to possess and consume cannabis. While there is a lot “rolled” into the 600 plus page law (pun intended), there are significant employment pitfalls for employers with regard to enforcing drug free workplaces.  We are here to assist you in avoiding these pitfalls and give you some practice tips in preparation of the new law taking affect.

The good news is, the Act expressly permits employers to adopt and enforce “reasonable” and nondiscriminatory zero tolerance and drug free workplace policies, including policies on drug testing, smoking, consumption, storage, and use of cannabis in the workplace or while on-call – which is obviously good for employers.

However, on the flipside, the Act’s language indicates that employers are not allowed to take an adverse action against an applicant or employee for their marijuana usage outside the workplace. This is bad for employers since it makes it much more difficult for employers to identify and address use of marijuana by employees due to issues with marijuana testing not being like alcohol testing which calculates more accurately impairment at the time of testing.  In particular, the Act amends the Illinois Right to Privacy in the Workplace Act (“Right to Privacy Act”), which prohibits employers from restricting employees from using legal products outside of work.  Specifically, the Right to Privacy Act is amended to provide that “lawful products” means products that are legal under state law, indicating that recreational and medical marijuana are legal products that must be treated like alcohol and tobacco. Thus, employers may not discriminate against an employee or applicant who lawfully uses cannabis (recreationally or medically) off-premises during nonworking and non-on-call hours.  Again, a difficult task given a test for marijuana alone will not be enough since testing does not include current impairment.

Much like with the Illinois medical marijuana law, this Act changes the emphasis from whether an employee “used” marijuana while employed, to whether the employee was “impaired” or “under the influence” of marijuana while at work or working. As a result, drug testing without any other evidence of the employee actually being impaired at work or while working will open the door to legal challenges.  Specifically, refusing to hire, disciplining, terminating, refusing to return an employee to work or taking an adverse action against an employee or applicant who fails a pre-employment, random, or post-leave return to duty drug test for marijuana will arguably create a claim for the employee against an employer for a violation of Illinois law.

For example, an employee who undergoes a urine drug test (which shows use of marijuana within 30-45 days) following a workplace accident may argue that “recreational cannabis was lawfully used outside of work, and the accident/injury was unrelated to the employee’s legal use of cannabis outside of work.”  Without more than the drug test result, the employer would be in a vulnerable position to argue against or defend such a claim.  However, if the employer completed a post-accident report, which included a reasonable suspicion checklist, in which a trained supervisor observed and recorded symptoms/behaviors of drug use, the employer would be in a much better position to take an adverse action against the employee and dispute any such claim by an employee based on the observations and positive drug test.

With the changes to the Right to Privacy Act, it is important for employers to understand the potential exposure and damages. Under this Act, aggrieved employees can recover actual damages, costs, attorneys’ fees and fines. As such, employers should make sure their practices and procedures are practical in light of these changes, until and unless the legislature or a court provides further clarity.   

Interestingly, the Act neither diminishes nor enhances the protections afforded to registered patients under the medical cannabis and opioid pilot programs.  The catch here is that while cannabis use is not protected under federal law, the underlying medical condition for which the employee is using cannabis is likely an ADA and IHRA-covered disability!  Much like under the Illinois medical marijuana law, the Act appears to require employers to take an additional step before disciplining or terminating an employee based on a “good faith belief” that the employee was impaired or under the influence of cannabis while at work or performing their job.  After the employer has made a “good faith belief” determination and drug tested the employee – but before disciplining or terminating an employee – the employer must provide the employee with a reasonable opportunity to contest that determination.  Once the employee is provided a reasonable opportunity to explain, an employer may then make a final determination regarding its good faith belief that the employee was impaired or under the influence of cannabis while on the job or while working, and what, if any, adverse employment action it will take against the employee without violating the Act.  Requiring an employee to go through drug testing is still currently the best practice as a positive drug test will provide additional support for a supervisor’s reasonable suspicion determination.

Here Are Some Practice Tips to Protect ‎Your Workforce and Diminish Risk:

  1. Educate yourself and evaluate all Company policies and practices that touch on providing and ensuring a safe workplace, including job descriptions (especially those safety-sensitive positions).  Speak to legal counsel on an intimate basis. Assess workplace cannabis-tolerance and implement policies that can be enforced consistently amongst similarly situated employees.  Policies that should be reviewed (and that could be affected) include those addressing health and safety (including accident reporting, smoking, and distracted driving), equal employment opportunity policies, workplace search/privacy policies and drug testing policies.  You should also review with legal counsel, your drug testing vendor as well as your Medical Review Officer, the drug testing methodology being used to make sure that such is producing results that are useful, accurate and well vetted (e.g., using a test that determines cannabis use within the last 30 days is not as helpful as one that may test usage within 6-12 hours).
  2. Ensure managers and supervisors are well trained and capable of enforcing policies.  Remember – exceptions and favoritism lead to discrimination claims.  Conducting training, especially training on reasonable suspicion detection, will be necessary to avoid legal challenges to a supervisor’s reasonable suspicion determination.  Creating and/or updating forms for accident reporting (including witness statements), reasonable suspicion checklists, and established protocols for addressing suspected impairment in the workplace, is now more critical than ever.
  3. Clearly communicate management’s position and policies to employees, especially where there is a shift in current policy or practice.  Educate employees on the effect of lawful and unlawful drug use and the employer’s policies regarding marijuana.  Remember, marijuana is still illegal under federal law, and, thus, you may have a zero tolerance policy within your Company. We now just have to balance that right with Illinois’ newest law.
  4. If your Company does not have a process already, institute a reasonable accommodation process and policy for employees who are medicinal users of cannabis.  While a Company is not required to keep an employee who must use marijuana while on the job or report to work under the influence, you still have obligations of going thru the ADA process with the employee to determine if you can or cannot reasonably accommodate their disability so that they may perform the essential functions of their job while not being impaired.
  5. Engage competent legal counsel to assist you in this process and in addressing difficult situations before they lead to costly and time-consuming litigation.

Also important to note: more changes are coming to Illinois for employers on January 1, 2020!  On August 9, 2019, Governor Pritzker signed Senate Bill 75 – the Workplace Transparency Act – into law.  Effective January 1, 2020, major new changes will forever alter how Illinois employers manage harassment and discrimination issues as well as other workplace controversies.  This new law requires mandatory sexual harassment training for employees; reporting and disclosure requirements; restrictions on employment agreements and several other mandates related to sexual harassment in the workplace.  Be on the look out for an upcoming blog on these details so you are prepared for the new Illinois world of dealing with sexual harassment prevention.

About the Author

Heather A. Bailey, Esq., a partner with SmithAmundsen LLC, focuses her practice on labor and employment law issues for employers for the past 18 years.  Heather may be contacted directly at: Direct Dial: 312.894.3266, Email: hbailey@salawus.com.

Want to Get the Most Out of Your Team? Financial Wellness Could Be the Answer

Building and maintaining an effective team is one of the greatest challenges that growing businesses face. It’s a constant struggle to hire the right people, keep the team engaged and productive, and keep top performers from jumping ship. Given that 80% of full-time employees are living paycheck to paycheck, taking an interest in your employees’ financial wellbeing can be an effective way to stand out as an employer.

Most people acknowledge the importance of employee benefits to winning the war for talent. But they frequently overlook the potential that financial wellness has to attract, engage, and retain great employees. Let’s explore why investing in financial wellness can help growing businesses succeed and how to create an effective financial wellness strategy, including:

  • The importance of financial wellness
  • How to effectively leverage 401(k) plans
  • Which benefits you should consider in addition to 401(k) plans

Importance of Financial Wellness

Financial wellness benefits can have a significant impact on employee productivity. Seventy-percent of employees currently experience financial stress while at work, which should be no surprise given the fact that most American’s don’t have $500 to cover an emergency expense. What comes as more of a surprise, though is the fact that employees spend an average of 28 hours a month worrying about their finances at work. That’s almost an entire week’s worth of productivity every month! Addressing these concerns and allowing employees to focus on their work should be a top priority for any employer.

You aren’t just losing hundreds of hours of productivity each year from your employees’ financial stress either: you’re also risking losing your most valuable employees to turnover. Employees who are worried about their finances, and especially those who feel their current employer is not dedicated to their financial stability, are much more likely to start looking around for a higher paying employer. This can be an especially potent threat to growing businesses who frequently cannot compete with major companies when it comes to base salaries.

Luckily, financial wellness is an extremely cost-effective way to improve your employee’s financial stress and actual financial wellbeing. Instead of sinking tens of thousands of dollars into increased salaries, you can invest in financial planners, 401k plans with optional matching, loan assistance, financial education, and more.

Financial wellness is not just about avoiding the negative effects of employees’ financial concerns, either. Your benefits package is a powerful tool to attract, engage, and retain the talent you need to thrive as a business. Many employees would accept a lower salary in exchange for better benefits, and that includes wellness benefits. Once again, this is great news for growing companies who can’t always compete on salaries. Stellar benefits show employees that you care about them and will go above and beyond for them, and they will return the favor.

It’s also a good idea to consider not only whether or not to offer financial wellness benefits, but also what financial wellness approach will work best for your business. For financial wellness benefits to work, they have to meet employees’ financial and psychological needs. Which means that employees have to actually use the benefits. It also means that there is no one-size-fits-all approach to financial wellness: your strategy should depend on the specific needs and demographics of your employees.

401K: Taking a Deeper Look at the Cornerstone of Financial Wellness

If you had to implement just one financial wellness benefit, a 401k plan would be a clear choice. According to the 2018 Jobvite Recruiter Nation Survey, 401(K) plans ranked just after medical and dental benefits in their ability to attract top talent. That should make them a top priority for any employer looking to beef up their benefits package and assuage their employees’ financial concerns.

And the importance of 401k plans makes sense. Almost two-thirds of employees do not have any retirement savings and those who do have saved an average of just $40,000. No wonder retirement readiness is a top concern for employees. But just like any other benefit, 401k plans are only as effective as employees make them. How can you make sure that your investment in a 401k plan pays off?

The first thing you can do is implement automatic enrollment to make sure that all of your employees adopt your new or existing 401k plan: this removes a major barrier to saving. You can even automatically deduct contributions from your employees’ paychecks to spur their savings, allowing them to opt-out if they wish. And if you have the budget for it, 401k-matching is a time tested strategy that is sure to both encourage your employees to save and win you major points as an employer.

However, your 401k plan should be just the first step in your financial wellness strategy. By themselves, 401ks struggle address employees’ immediate day-to-day financial concerns which are often the cause of stress and decreased productivity. Many employees are so burdened by debt or day-to-day expenses that they cannot bring themselves to think about saving for retirement even if their company offers good 401k benefits. And they are likely to raid their retirement accounts to pay for emergency expenses without planning and assistance to give them greater financial stability.

Looking Beyond 401k Plans

So what are the other financial benefits that can make you stand out against competitors?

One of the biggest financial concerns for today’s employees, especially for younger employees who are especially prone to switching companies, is student debt. America’s graduates owe a total of over $1.5 trillion in student loans and most Millennials would trade vacation time for student loan repayment assistance. Now, there are plenty of pros and cons to repayment assistance, but you would do well to consider offering these benefits, particularly if you have young employees. Only 11% of employers provide any kind of help or guidance on student loan repayment even though about half of workers want help with the repayment process. But when employers do offer loan assistance, they hire faster and increase average employee tenure by more than a third.

So how can you help your employees with loan repayment? The easiest method is to help them set up dedicated accounts with automatic contributions to make repayment easier for employees to manage. This approach incurs few direct costs to you as an employer, so it should be a viable option for just about any growing company. If you have a bigger budget, you can also match employee contributions to these accounts. Alternatively, you can work with lenders to refinance private student loans at better rates. Finally, you can provide educational materials regarding loan repayment and access to financial advisors so help make management easier for your team members without directly assisting repayment.

A robust financial wellness strategy should also include financial planning and retirement advice. Providing employees with one-on-one financial counseling can help them build their short-term savings as well as plan for retirement, holistically supporting their financial well-being. They can stop worrying about their finances at their desks and put their trust in the experts who you connect them with. Best of all, this can be significantly more affordable than matching contributions and other direct benefits. Financial education is often the most cost-effective financial wellness benefit and growing businesses can use it to improve employees’ financial wellbeing with minimal investment.

Key Takeaways

Today’s employees are having more difficulty saving for retirement, let alone emergency expenses, than in the past. It is probably no coincidence that they are also changing jobs at an unprecedented rate. Financial wellness benefits can be extremely effective at retaining the talent you need and making your employees as engaged and productive as possible. Just remember:

  • Your financial wellness strategy should match your employees’ actual needs to minimize costs and maximize effectiveness through utilization
  • 401(k) plans are still the cornerstone of an effective financial wellness package and you can make the most of them through automatic enrollment and contributions, as well as employer matching
  • Loan repayment assistance is a rare but highly effective financial wellness benefit that can especially increase hiring, engagement, and retention of top Millennial talent
  • Financial counseling and education provides holistic financial support to remove employee stress and improve wellbeing

As with all benefits, it can be difficult for growing businesses to provide competitive financial wellness benefits without incurring excessive costs. The right partners can help you develop a strategy that minimizes those costs while maximizing the impact on employees wellbeing.

You can learn more about how to make the most of your benefits at the lowest possible cost by streaming our webinar “How to Reduce Healthcare Costs at Your Growing Business”. On the webinar, Sean Condon of Windgate Wealth, the author of this guest post, shared his knowledge of 401(k) strategies during the panel-style discussion featuring several leading experts in the healthcare space. Learn more about the webinar and stream it on-demand here.

About the Author

Sean Condon of Windgate Wealth specializes in helping entrepreneurs build a culture of financial wellness by offering their employees unprecedented access to a CERTIFIED FINANCIAL PLANNER™ as well as low-cost 401(k) plans. Part of an employee-owned team, Sean takes an owner’s approach and does his best to understand the many elements of his clients’ own entrepreneurial journeys. Sean has more than ten years of experience as a financial planner & wealth advisor.

Why You Need To Drop These Outdated Recruiting Practices

Why You Need To Drop These Outdated Recruiting Practices

The U.S. job market has drastically changed in the last decade. We’ve gone from a 10% unemployment rate in October of 2009 to a 3.6% unemployment rate in April of 2019. With more jobs than people to fill them, businesses are struggling to hire. In fact, 36% of small businesses couldn’t fill their open positions as of June of 2018.

Now that it’s a candidate’s job market, it’s time for recruiters and HR departments to change the way they approach hiring. If your business isn’t creating a positive, streamlined, and modern experience for candidates, you will miss out on quality hires.

In order to attract the best candidates, you need to reinvent your hiring strategy and ditch outdated recruiting practices. That’s why we created a list of the top 5 recruiting strategies that need to go—and what you should replace them with.

1.Cold Emailing
Cold emailing is one of the most outdated recruiting practices you can use. Emails have a low average open rate of 20% and a response rate of a mere 6%. In today’s job market, when professionals regularly receive unsolicited communications, they are even less likely to open your emails.

Instead of sending cold emails, ask your business’s employees to refer and connect you with prospective candidates. Candidates are more likely to respond after a personal introduction.

2. Focusing On GPA
When businesses evaluate younger members of the workforce, they often look at their GPAs. In 2013, 67% of companies reported that they screen candidates this way. However, GPAs don’t measure professional experience and aren’t accurate indicators of professional success.

Instead of focusing on candidate GPAs, review critical candidate skills, such as written, oral, organizational, and any other role-specific skills your open job calls for.

3. Geographically Restricted Candidate Searches
In today’s cosmopolitan business environment, geographically restricted searches are one of the most egregious outdated recruiting practices. A majority of recruiters (67%) say their biggest challenge is a lack of skilled, high-quality candidates. Searching for candidates only located within your geographic area drastically limits your search—especially if you’re looking for higher-level employees.

Unless your business is on a tight budget, you should be searching for candidates across the country. Video calls and Skype have made it easier to reach these long-distance candidates.

4. One-Way Conversations
Eighty-three percent of professionals say a negative interview experience can change their minds about a role or company they once liked. Interviews can feel like trials to employees—so be sure to avoid suffocating atmospheres, rude or pertinent questions, or intimidating two-on-one setups.

Instead of providing an unnerving experience, give your interviewees a chance to respond, engage in conversation, and ask questions. Smiles don’t hurt, either.

5. Scripted Conversations
The majority (90%) of millennials, who are the largest generation in the U.S. labor force, say brand authenticity is important. They feel the same about the companies they work for, too. Scripts can make an interviewer seem inauthentic and a company seem robotic—the opposite of what millennials want to experience at work.

Instead of using a script, try to make candidate conversations as real as possible. Go off script, be yourself, and have fun getting to know another professional.

Overview
Many outdated recruiting practices are designated as such because of today’s new workplace standards of authenticity and positivity. In general, your business should be systematically humanizing the recruiting process to catch up with modern candidate wants and needs.

Ditching outdated recruiting practices, from cold emailing to scripts, will improve your candidate experience, widen your candidate pool, and help you fill your empty roles with high-quality talent.

If you’re looking for more advice on effective recruiting practices and strategies, don’t miss this upcoming webinar – How to Win the War For Talent: Actionable Strategies to Attract and Retain Top Talent at Your Business.

About the Author
Tim Schumm is the founder/CEO of Lucas James Talent Partners. Lucas James Talent Partners provides small and medium-sized businesses with a high-quality, cost-effective, and flexible talent acquisition solution through RPO (recruitment process outsourcing). Please visit https://lucasjamestalent.com/ to learn more.