Improving Employee Engagement: It Starts with Managers (video)

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Staff engagement among the U.S. workforce has remained steady at 33 percent over the past few years, according to recent data from Gallup. This is quite low considering that strong employee engagement is the catalyst for company growth and success. Numbers worldwide are even starker, with 87 percent of workers reporting being disengaged at the office.

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As managers across the country scramble to increase feelings of ambition, connection and enthusiasm among employees, they should first start by looking within. While a wide range of factors can impact one’s feeling of involvement within his or her company, poor management ranks at the top. Managers are reportedly responsible for 70 percent of feelings of imbalance and discontentment. The good news is that there are a number of simple, effective ways managers can boost employee engagement.

“A great leader understands that the success of a company relies heavily on the dedication, commitment and achievements of the employees,” says Suzanne Rice, director of global franchise development for MRINetwork. “By creating an environment that encourages open communication and fosters trust, managers have the opportunity to empower their employees to not only become engaged, but to go above and beyond.”

Rice provides the following tips for raising employee engagement:

1. Cultivate trust
Cultivating an environment of trust is an important way to ensure that all staff members feel valued, heard and comfortable. Trust is not just about leaders acting in a fair or equitable manner, being accountable, or honoring the agreements that they’ve made with staff. Employees also want to feel their managers will back them up in tough or negative situations, even sharing in the blame when necessary. When an environment of trust is created in this manner, it strengthens relationships with employees, making them more likely to want to work hard and do well. On average, those with supportive supervisors are 67 percent more engaged in the company, based on data from The Energy Group.

2. Promote open communication
Regular meetings, consistent social contact and open channels for communication are key for promoting open and honest dialogue between managers and employees. When managers are empathetic and aware of others, they’re more likely to be in tune with the general consensus among employees. Responding to all questions, concerns and feedback - and taking each one seriously - in an adequate time frame confirms that each employee’s voice is heard and valued.

3. Maintain visibility
Rather than being tucked away in a corner office with the door frequently closed, managers should be accessible and visible throughout the workplace. Doing so makes employees feel more comfortable reaching out and asking questions. It also further enhances open communication. Along the same lines, recognizing the hard work and accomplishments of employees is just as important. Publicly acknowledging the work of staff members encourages a healthy commitment to advancing the organization’s mission.

4. Lead by example
When managers lead by example, not only are employees more likely to remain at the company, they’re also much more engaged. Workers don’t just want their leaders to be accountable, they want managers to provide mentorship and guidance for how to be more effective, based on their own experience. By demonstrating the behaviors and qualities that are expected of staff members, and investing time in developing direct reports, managers can boost engagement and improve work ethic.

“Improving employee engagement should be at the forefront of a manager’s responsibilities, and holding themselves accountable is the most effective way to do that,” adds Rice. “When managers are open, flexible and authentic, employee happiness and engagement will naturally skyrocket.”

The Trevi Group
www.TheTreviGroup.com

Employment Summary for February 2016

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U.S. employment gains beat expectations in February as the unemployment rate held steady.

Payrolls rise

The country added 242,000 nonfarm payroll jobs in February, far ahead of the January gains and beating economist forecasts. According to Reuters, analysts had predicted that the U.S. would add only 190,000 jobs in February.

January job gains were also revised from 151,000 to 172,000, and December gains were revised from 262,000 to 271,000. The average monthly job gains over the previous three months was 228,000.

The unemployment rate remained unchanged in February, holding at 4.9 percent, an eight-year low, according to Reuters, and 7.8 million people were without jobs during the month. Over the year, the unemployment rate has fallen by 0.6 percentage points.

The news source noted it was significant that the unemployment rate held steady despite more people joining the labor market in February. The labor force participation rate, which measures the number of people who are either employed or searching for a job, increased to 62.9 percent during the month.

Average hourly earnings for private nonfarm payrolls fell by 3 cents to $25.35 in February, however, Reuters attributed the slump to a "calendar quirk."

Healthcare leads sector growth

Healthcare and social assistance, retail trade, food services and drinking places and private educational services registered job growth in February.

Healthcare and social assistance gained 57,000 jobs during the month, with healthcare employment growing by 38,000 positions, ambulatory jobs rising by 24,000 and hospital positions increasing by 11,000. Over the year, hospitals have gained 181,000 jobs. Social assistance positions grew by 19,000, with the bulk of the jobs in individual and family services.

Employment in food services and drinking places grew by 40,000 in February, with the sector adding 359,000 jobs over the year.

Private educational services employment bounced back after losing 20,000 jobs in January to add 28,000 in February.

Construction employment continued to rise, gaining 19,000 jobs in February. Most of the jobs were in residential specialty trade contractors, which accounted for half of the 253,000 job gains the industry has seen over the last year.

Industries that remained virtually unchanged throughout the month included manufacturing, wholesale trade, transportation and warehousing, financial activities, professional and business services, and government.

Rate hikes reconsidered

Turbulent financial markets had made it unlikely that the Federal Reserve would raise interest rates. Reuters reported, however, that the positive February employment figures and growth forecasts may put rate hikes back on the table at the Fed meeting in June.

>> Click here to get a copy of the full Bureau of Labor Statistics report.

The Trevi Group
www.TheTreviGroup.com

Insightful Hiring: Looking Beyond the Obvious to Uncover Right-Fit Candidates (video)

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A hiring manager posts an opening, describes the ideal candidate, and resumes come flooding in. After doing some interviews, the manager has to decide who the best person is for the job. Research shows that more often than not, managers pick someone whose qualifications most closely match the exact criteria for the job or whose background is similar to theirs. Using this process, frequently poor hires are made, and competent and qualified people don't get the job - or sometimes even an interview - because they do not fit the preconceived notion of the right fit. This reality presents a great opportunity for companies to reconsider and potentially improve how they view, screen, interview and engage with talent.

Click to watch the video.

“People with responsibility for hiring have a tendency to see what they’re looking for, especially when they are primed and ready to look for specific things,” says Nancy Halverson, vice president of global operations for MRINetwork. “Focusing too much on set criteria for the ideal candidate or being blind to red flags can lead to serious hiring mistakes, especially when everybody on the hiring team is looking at applicants through the same lens.”

Cultivating the ability to identify and recognize the right people for the job, even individuals with non-traditional backgrounds or with skills outside the exact criteria, can be a tremendous advantage for a business. “You get multiple perspectives for problems or challenges, and fresh perspectives in your day-to-day operations,” Halverson observes. “Although there are instances when hiring candidates who don’t fit the exact profile isn’t feasible, that is less of an issue than many hiring managers may think.”

However, there’s a reason many companies don’t take risks when hiring new talent. Employees with traditional backgrounds and similar skill sets yield predictable results. The tricky part about expanding the hiring horizon is finding the right fit even if the candidate’s background falls outside the range of the safe, defined criteria.

Halverson suggests several ways to avoid mistakes while widening the candidate pool:

Focus on the candidate's potential. Pay close attention to the personality of the prospective new hire. While having the right skill set may seem essential, skills can be acquired, but personalities cannot. Social intelligence - being able to navigate social situations and work well with others - should be under scrutiny during the interview. Don't become pigeonholed into thinking the person with the exact necessary experience is the right person for the role. Give equal consideration to communication skills, thought processes and emotional intelligence.

Ask the right kinds of questions. While your interview format should retain some standard questions, you can uncover good candidates by adding non-traditional questions into the mix. Asking candidates what they see as the most effective approaches for managing them, for example, can provide insight on both cultural fit and working style - whether they’re low-maintenance and function best with minimal guidance, or perform well under detailed direction and support. Depending on the existing managerial style at your organization, the response may signal an ideal fit or a potential problem aligning with your leadership.

Provide personal insight about the company culture. To help both the organization and prospective candidates determine if they are right for your company and the particular position, it's important to discuss the company's work environment. Be open and honest about what it's like to work at the organization, and talk about the positive aspects or even perks that have personally made your job more enjoyable. Replacing canned corporate responses with insight about your individual experience allows you to connect better with candidates, and both parties can more clearly ascertain if the applicant will thrive in the company culture.

Cover all the bases. Probably the most important step in deciding to extend an offer to a candidate who has a different type of experience or education from the set criteria, is making sure the company has covered all its bases. This includes determining the business rationale behind the hire, what skills and qualifications the candidate has to offer the company, and if the decision will ultimately produce the desired result.

“In today’s competitive world of business, no organization can risk the expense and productivity drain that a bad hire brings, and yet bad hires are surprisingly common,” adds Halverson. “Being open-minded to looking outside of your defined criteria or even your industry can yield a more diverse but equally qualified short list, and may result in a better fit between the successful candidate and your organization.”

The Trevi Group
www.TheTreviGroup.com 

Video: Tips for Attracting Candidates by Appealing to What They Value Most

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Click to watch the video.

For more information, view the full "Tips for Attracting Candidates by Appealing to What They Value Most" article by clicking here. - See more at: http://www.thetrevigroup.com/new-blog/2016/2/1/tips-for-attracting-candidates-by-appealing-to-what-they-value-most-video

The Trevi Group
www.TheTreviGroup.com

Tips for Attracting Candidates by Appealing to What They Value Most (+video)

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The recruitment landscape in the executive, managerial and professional sector remains a candidate-driven market in 2016, and moving forward, companies need to ask not what candidates can do for them, but what they can do for potential hires. To attract the best candidates, companies should broaden their perspectives beyond salaries and benefits and think about what makes their organizations not only great places to work, but enviable ones.

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As trends change, highly qualified candidates have the resources necessary to be more discerning about the companies to which they apply, and the offers they ultimately accept. Now more than ever, these candidates are thinking about a company's culture and values. They're weighing whether the company fosters a positive environment and whether its values align with their own.

"Highly qualified candidates are prioritizing a positive and inspiring company culture over pay or benefits," says Suzanne Rice, director, global franchise development for MRINetwork. "They want to work somewhere that helps them grow not only professionally but personally."

Rice recommends the following tips for revealing the company traits that job seekers value most:

Define your values. Think about your company's mission and values, and how you can effectively convey these attributes during your next candidate interview. Go beyond financial or strategic goals and reflect on community impacts such as ways your company benefits society, makes people's lives easier or demonstrates goodwill in the world.

The modern, highly qualified job seeker is more altruistic-minded than his predecessors, and wants to work somewhere where he or she can contribute to a larger effort that transcends simply making money. An interviewer who can confidently share with a candidate the company's higher purpose and the concrete ways it's contributing to the common good will make a job offer that is much more attractive.

Put employees first. Top candidates are prioritizing company culture, and how it's created by the employees to get an idea of the people with whom they will be working. To effectively discuss your company's culture with applicants, analyze the positive qualities that are shared by employees across your organization and spend extra time looking at the specific traits of your top-performing employees. Spend time talking with workers to gain a better understanding of the personal qualities and attitudes that they bring to their work.

Also observe the overall atmosphere of your office. Are socialization and bonding activities in and outside of work encouraged? Or is the atmosphere stressed, negative or draining? If that's the case, improving your company's culture should be a priority.

Size up the organizational structure. Examine how work is being accomplished across the company. Today's job seekers are looking for alternatives to the top-down organizational structures of the past. Instead, they want to work at a company with a more collaborative organizational structure that not only welcomes and encourages opinions and suggestions from all employee levels, but also responds and takes action on these ideas.

Ethics in the workplace and sound business practices are also very important to candidates today. They want to work at a company where leadership is held responsible for their actions. Consider whether your company has an open organizational structure, accountability measures in place and ways you can improve them.

"Spending time reflecting on these important traits of your company, and prioritizing them in your discussions with candidates, helps ensure that your hiring practices respond to the unique needs and attitudes of today's job seekers," adds Rice. "A modern, self-aware company is one in which most qualified top performers will want to work."

The Trevi Group
www.TheTreviGroup.com 

What Your Review Process Says About Your Company Culture

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The holidays have come to an end and companies are ramping up for the new year. While executives are getting ready to roll out new operational plans, strategies and budgets, many employees are preparing for their annual performance review. Although the review process is a necessary part of business, it can be a time-consuming and tedious exercise for both managers and their direct reports. Workers can also feel they are in the hot seat with regard to their performance from the previous year. Most importantly, it can delay feedback and two-way conversations that would have been more beneficial at an earlier time. This postponed interaction is causing some employers to look at alternatives to the annual review to build a stronger, more cohesive company culture.


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Accenture is a company that recently decided to eliminate annual reviews. With a workforce where 70 percent of employees are Millennials, the organization realized that traditional evaluations were not effective for engaging and motivating this generational group which values frequent, real-time feedback. As a result, Accenture developed a digital approach that encourages managers to “coach in the moment” from any device, instead of “after the moment”. Their goal was to create a culture that promotes continual growth and learning for all employees.

“It is not surprising that workforce expectations are changing and are being influenced by the social, mobile world in which we live,” says Nancy Halverson, vice president of global operations for MRINetwork. “Companies that understand the implications of this, and are nimble enough to adopt new technologies and different approaches to work, will be most successful with attracting and retaining top performers that will become the future leaders of tomorrow. Analyzing the effectiveness of the review process and what it says about the organization’s culture can be a great place to start.”

Halverson suggests companies that are looking to re-evaluate their performance review process ask the following questions:

Is the annual review the main time that feedback is provided on performance? Look for opportunities on a regular basis to set priorities, discuss work outcomes and coach team members. Whether it is weekly status meetings, daily advice or a combination of the two, employees are frequently more engaged when they feel their managers are committed to helping them become more successful workers.

Does the company provide mentoring opportunities beyond the insight provided by supervisors? Employee groups that facilitate peer-to-peer mentoring, internal networking and presentations from leadership on career ascension can help organizations develop a culture of growth and development.

What technologies or new approaches can be leveraged to expedite feedback? Not every company will find it necessary to implement a digital process like Accenture, but business leaders should continually consider whether they are communicating with their direct reports in a meaningful and timely manner.

Eliminating the annual review is not necessarily the answer, as many companies find the procedure effective in evaluating employees and holding them accountable. “The key is to find ways to augment the process by creating opportunities to promote dialogue that will improve work flow, productivity and career advancement,” adds Halverson. “Ultimately, that is the type of environment that top performers seek.”

The Trevi Group
www.TheTreviGroup.com 

IT mergers and acquisitions on way to record year

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IT mergers and acquisitions are set to skyrocket.

The global value of publicly disclosed technology-related mergers and acquisitions was $396.4 billion in October, according to a report by Ernst & Young. M&A in the industry is on track to beat the 2000 record M&A value of $412.4 billion.

Some 45 percent of the executives surveyed said that they planned to actively pursue acquisitions in the next year, and 80 percent predicted global M&A will flourish in 2016.

October was the most profitable month of the year for tech company buyers, IT World reported. The largest deals were the $67 million purchase of EMC by Dell and the $19 billion acquisition of SanDisk by Western Digital.

The growing use of mobile, cloud and big data technologies in business is spurring the increase in M&A, IT World reported. Network systems and storage hardware are combining, and mobile devices are changing the ways software and applications are developed. With all the changes, innovative tech companies that can bring business systems up to date are in high demand.

"While digital disruption is not a new story, we have clearly entered a new chapter in its impact on M&A," said Ernst & Young global technology industry leader Jeff Liu.

A record 1,069 publicly disclosed mergers and acquisitions were made in the third quarter of 2015, marking the seventh consecutive post-dot com bubble record for technology deal volume, according to IT World.

Partially driving the boom is a growing number of IT businesses buying non-tech companies, the source reported, citing IBM's acquisition of assets from the Weather Company for its Watson platforms. More traditional industrial companies are also buying IT companies to strengthen their analytics and improve profit margins.

The Trevi Group
www.thetrevigroup.com

The Recruiter's View: The Labor Market Outlook for 2016

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The U.S. labor market continues to expand, and in 2015, 230,000 new jobs has been the monthly average through October. Many companies are in growth mode, focusing on key strategic hires to support this expansion. At the same time, a great deal of attention is being placed on engaging and retaining top performers that will ultimately join forces with new hires to build stronger, more dynamic teams. Despite this focus on harnessing quality, skilled talent, companies are finding that recruitment and retention is increasingly problematic, especially in the executive, managerial and professional sector. This is due to the candidate-driven market, an environment in which top candidates have the upper hand because of more available job opportunities and a growing shortages of highly specialized talent. As high performers have multiple job offers to consider and the ability to reject less desirable work opportunities, employers are faced with making fundamental changes to their recruitment and talent management strategies to gain greater access to the brightest talent in 2016 and beyond.


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New data from the most recent MRINetwork Recruiter Sentiment Study, a biannual employment landscape survey of MRINetwork recruiters across approximately 600 worldwide offices, indicates that the candidate-driven market, which has experienced a consistent uptick since 2011, is at an all-time high. Remaining unchanged from survey findings in the first half of 2015, 90 percent of respondents feel the executive, managerial and professional sector is candidate-driven.

Additionally, top performers continue to reject job offers. Forty-four percent of participants listed “accepted another offer” as the primary reason for offer rejections, up from 37 percent in the first half of 2015. Low compensation packages and counteroffers were also top reasons for turndowns.

The candidate-driven market and offer rejections are nothing new. However, as companies increasingly concentrate on recruitment of skilled, strategic talent, they face the dilemma of properly vetting candidates, while also creating a streamlined, engaging applicant experience that top candidates have come to expect. Then add to that the need to engage and retain top performers. With more employees looking for new opportunities and companies forced to prioritize their retention efforts, recruitment must now compete with retention, despite the desire to bring on new talent.

There are possible signs of recruitment slowing behind retention, when we look at how long it takes to get an offer. In previous years of the survey, recruiters reported that most offers were being extended between 1-4 weeks of the candidate’s first interview. In the most recent survey, recruiters say job offers are now being presented between 3-6 weeks. Additionally counteroffers are rising, up two percentage points from the first half of 2015. These trends have emerged, in spite of recruiter recommendations since 2011 to expedite the hiring process and provide more competitive compensation packages to avoid losing “A” players.

So what will employers need to do differently in 2016?

Create a more candidate-centric experience that demonstrates interest in the incumbent vs. just trying to see how interested the applicant is in the organization.

“Candidates want quicker and simplified ways to apply for openings and go through the interview process, yet employers and HR departments make the simple process of applying for one of their openings more complicated”, said a recruiter responding to the study.

Consider the entire hiring process from the candidate’s stand point, from the time they apply for the position to the start of onboarding.  What does the process look like when you consider the level of interaction and communication from your staff? What does it say about the organization, the company culture and the work environment that the future hire can expect? Above all, what lasting impression does the process leave with candidates?

Compensation is important, but advancement opportunities lead. When evaluating a potential job move, top candidates are primarily focused on their future employer’s ability to provide opportunities for them to move up within the company, both immediately and in the future. In fact, according to the survey, almost half (45 percent) of recruiters felt advancement opportunities would be the most important consideration for candidates looking to make a job move in 2016. While counteroffers may temporarily help you keep key employees on board, these individuals will eventually leave, if this is the only thing keeping them there.

Engage employees by making career-pathing part of your company culture and value proposition.

Career-pathing takes advancement opportunities to the next level by mapping out a long-term plan for each employee’s incremental progression to new roles within the company. Providing fun things like cool technology, flexible scheduling and employee appreciation events are great, but ultimately your top performers will leave if they see there are no real opportunities for upward mobility. Making career-pathing a fundamental part of your talent management strategies and promoting it in the interview process can reduce some of the time and effort spent on retaining key employees, enabling you to spend more time on growing your teams.

Prioritize succession planning now.

You know your baby boomer employees will eventually retire, however their departure appears to be accelerating. According to the survey, vacancies from retirement grew to nine percent, up four percentage points since the first half of 2015, and after remaining relatively static in previous years. It’s clear that the more senior members of your staff are beginning to feel more confident about retiring. Now is the time to begin grooming key staff members who can become the company’s future leadership.

All signs point to 2016 being a pivotal year for recruitment in the executive, managerial and professional space and potentially the overall labor market. The insight and trends that recruiters have been observing the past few years, in regards to the candidate-driven market, are coming to light across virtually all industries and sectors. If employers truly want to expand their teams, and not feel burdened by retention issues, they will need to create modern, full cycle practices that look at recruitment and talent management strategies as an inter-connected process, rather than two separate efforts.

> Click here view the complete study. 

The Trevi Group
www.TheTreviGroup.com 

Employment Summary for October 2015

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The latest Employment Situation Summary from the U.S. Bureau of Labor Statistics revealed that the nation experienced significant job growth during the month of October. The overall unemployment rate dropped from 5.1 percent to 5 percent.

Gains seen in a variety of sectors

According to the report, total non-farm payroll expanded by 271,000 jobs last month, above economists projections for 200,000 new roles. The sector that added the most positions was professional and business services, which increased its workforce by 78,000. About 46,000 of these jobs were in the administrative and support services field, while computer systems design and related services and architectural and engineering services added 10,000 and 8,000 jobs, respectively.

Healthcare expanded by 45,000 positions, many of which were in the ambulatory care services and hospitals. The retail sector created 44,000 jobs, largely due to clothing and automobile retailers. Food and beverage businesses created 42,000 jobs, while the construction industry grew by 31,000 positions.

Some industries that experienced little or no change to their workforces include wholesale trade, transportation and warehousing, manufacturing, information, financial activities and government.

Strong report increased likelihood of Federal Reserve rate increase

According to The New York Times, October's report is strong enough that the Federal Reserve could be inspired to raise interest rates in the near future. The news source explained that an unemployment rate of 5 percent is close to what many economists consider "full employment," which is typically accompanied by a Fed evaluation. However, the Fed has treated the post-recession economy with an extremely gentle hand, so rate hikes are not guaranteed despite October's positive showing.

The issue will likely be raised at the Fed's Dec. 15-16 meeting, noted the Times. The quality of November's report will be a major deciding factor.

The Trevi Group
www.TheTreviGroup.com

Attracting Talent with Public Relations

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Public relations, or PR as it's often called, is something we've all heard of but what does it really mean? Frequently companies think that PR should be leveraged to promote company news; everything from new hire announcements, office openings and website launches, to new products or services, and mergers and acquisitions. While some of these events may be deemed newsworthy, PR is most powerful as a tool to raise a company's profile, communicate the brand and culture, and continually position internal experts as industry thought leaders. Most importantly, when public relations is leveraged effectively, employers can extend their ability to reach top candidates and attract them into their organizations. All too often, this is an opportunity that is missed when it comes to recruitment and hiring, because many companies only focus on archiving as many "look how great we are" press releases on their websites as they can.


Click to watch the video.

So how does PR work and how can companies use it to entice top performers? Press releases are what most people think of when it comes to PR, but in actuality this is just one of various tactics that can be used to gain media coverage and communicate a compelling message. Additionally, PR is often mistaken for marketing, with the expectation that there will be a dotted line to a sale or new business. "Companies that are most successful with PR understand that at the core, PR is a public service, the purpose of which is to educate and connect with the community at large," says Nysha King, media relations specialist for MRINetwork. "Working in concert with marketing, the focus of PR should not be on self-promotion, but instead on the insight that the organization can provide, and how this information contributes to an ongoing dialogue, creating consistent, positive messages and stories about the company. These messages work over time to create a positive perception of the organization, ultimately making clients and prospects more receptive to engaging in business transactions, while also piquing the interest of 'A' players who could potentially work for the firm."

King offers the following tips for companies looking to attract talent with PR:

Seek out opportunities to discuss industry trends, challenges and projections for market activity. Contributing an article, submitting recent research findings and speaking at an industry conference are all ways that employers can offer up industry knowledge and different approaches to work that will raise their organization's profile. These efforts can start with a simple pitch note to the editor, or a proposal to the events committee. Top candidates want to work for companies that are innovative and forward thinking; media coverage provides the opportunity to leverage thought leadership that can be enticing to prospective hires.

Showcase your company culture. Whether it's through social media or company ambassadors, one of the best ways to communicate what it's like to work at the organization is through employees. Capture fun events and unique aspects of the office environment that demonstrate why it's a great place to work. Then post pictures and describe what is being depicted on social media, the company website and other external communication vehicles. Additionally, identify high performers who can represent the organization and share their unique stories via career spotlights or contributed articles in publications.

Partner with other organizations on initiatives that complement your business focus. Engaging in philanthropy or other projects that align with the company's mission is a good way to demonstrate goodwill. Collaborating with associations and institutions that may benefit from the organization's expertise on a volunteer basis, provides a softer, human element that provides more depth to the company culture which can be especially appealing to candidates. Today's talent are increasingly focused on working for employers who are ethical and display a commitment to meaningful causes.

Manage your reputation on employer review sites. At some point, you're bound to receive poor reviews from disgruntled former employees, on sites like Glassdoor.com. Get in front of these reviews by responding to any negative information and presenting the company in a more positive light. In your online posts, admit to any past challenges and discuss how the organization is working to improve these areas. Many times, just the simple acknowledgement of an issue diffuses the situation and demonstrates a company's integrity.

Whether a company is big or small, media coverage is something that every organization can successfully pursue to attract and recruit top talent. "Employers must first identify what they want to convey about their culture and then determine the available resources to disseminate this information through consistent messaging," adds King. "Once this is established, employers can create and roll out manageable PR strategies that communicate why the organization is a great place to work."

The Trevi Group
www.TheTreviGroup.com  

Employment Analysis Summary Report -- for September 2015

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The September Employment Situation released by the U.S. Bureau of Labor Statistics was a bit disappointing, with lower than expected job growth and an unchanged unemployment rate.

A total of 142,000 jobs were added in September, much lower than the average monthly gains seen over the last 18 months, and below economists’ expectations for 200,000 new jobs. The unemployment rate remained at 5.1 percent. The civilian labor force participation rate fell slightly, dropping from 62.6 percent to 62.4 percent. The amount of workers taking part-time jobs for economic reasons, also decreased by 447,000.

Small gains occur across major industries

The sector that experienced the most growth was healthcare, which added 34,000 jobs. Within this field, hospitals and ambulatory care services accounted for most of the gains. Information added 12,000 jobs in September, while food services payrolls expanded by 21,000 jobs. Business and professional services added 31,000 jobs, with most new positions appearing in the computer systems design and legal services subsectors. Retail hiring was also on the rise, as the field created 24,000 new jobs, mostly in general merchandise stores and automotive dealerships.

Manufacturing, construction, wholesale trade, financial activities, transportation and warehousing, and government all showed little or no change throughout September. Employment in the mining industry was once again on the decline, losing 10,000 positions over the course of the month. Average hourly earnings fell by $0.01 to $25.09. This slight decline comes after August's gain of $0.09.

Lack of major growth raises concerns

Despite many economists’ belief that the September job report shows the U.S. economy is weakening, others feel employers are temporarily holding off on hiring as a result of recent turmoil in the financial market. According to Fortune, job growth for all of 2015 is still hovering around 200,000 per month, which is quite strong. However, the source explained that the data should give pause to anyone hoping to claim that the U.S. economy has reached escape velocity.  The New York Times added that the uncertainty caused by the July-September job reports will likely inspire the Federal Reserve to hold off on increasing interest rates until next year, though earlier in 2015 they were expected to go up in the fall.

labor pix 9-15.jpg


The Trevi Group
www.TheTreviGroup.com


Leveraging Modern Communication Methods to Engage and Build Company Culture

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Your organization has accomplished the hard task of attracting and bringing A-players on board. Now how do you keep them? That's a question that companies face more and more, as confidence builds in the labor market, and top performers feel more comfortable about making job moves. A focus on internal communications has become increasingly important as a way to connect and engage staff, and ultimately build a desirable company culture that encourages high-performance and instills the brand from within. Modern communication methods and tools are helping pave the way in this effort.


Click to watch the video.

There is nothing new about the concept of internal communications. Most organizations use the same basic methods to communicate information across the company, whether it's an employee publication or intranet, memo or all hands meeting. What differs among companies is how these tools are leveraged, both to keep the lines of communication open, and to maintain an enthusiastic and positive outlook about the organization. "Companies that are most successful with internal communications use a strategic approach across multiple platforms - it's not just about communicating company announcements but making a concentrated effort to define your culture," says Scott Bass, director of marketing & communications for MRINetwork. "When modern, interactive communication methods are incorporated into the process, employers increase their ability to engage staff and create an environment where people are 'checked-in' as opposed to 'checked-out' at work."

Bass provides the following insight to companies looking to engage with modern communication tools:

Extend communication through internal social platforms. The success of social platforms like Facebook and Twitter can have a similar impact when used internally. Internal social networking tools like Yammer provide employees with a quick way to share positive company news, recognize the contributions of individual staff, and collaborate on projects, with the added ability to include pictures, documents and videos. It also breaks down physical silos, exposing employees to other parts of the company they would not normally get to see.

Augment traditional company-wide meetings with video and audience polling tools. Company-wide meetings are a quick way to communicate information from the top down, but they can also become routine and mundane. Bring to life the leaders of your company and others through brief video messages or webinars. There is only so much passion that can come from a static text memo or audio conference call. This does not have to be produced by expensive, professional video companies. Most modern mobile devices have high-quality recording capabilities and available easy-to-use editing apps that are more than appropriate for an internal communication. In addition, polling tools, such as Poll Everywhere, can help invigorate meetings by expanding the capacity for a two-way conversation, and showing staff their opinions matter by letting them vote on topics, instantly showing their feedback in real time.

Involve all levels of the organization in your communication strategy. Antiquated communication methods that just focus on a business leader addressing the organization do not lead to desirable results. Highlight successful individuals in the organization and have them lead meetings or draft communications. Allowing them to share insights and best practices about their daily routines will not only help others become successful, but bring to life the personality of your company. This will also create recognition opportunities for your top performers, as they will now be perceived as the "celebrities" within the company creating even more stickiness.

Share highlights of your communication methods with clients. Companies prefer to do business with forward-thinking, modern organizations where employees have a sense of pride. Your company culture can be a major differentiator when competing. Summarize your company culture, along with your communication methods that drive it, in sales presentations. Share examples of your communication methods to not only highlight this competitive edge, but to motivate other organizations to do the same. This "behind-the-scenes" look at your company will result in stronger relationships with clients, exposing the human-element behind your company.

Implement communication tools that fit your business. Ultimately, no matter how fun or cool modern communication methods may seem, consideration should be given to whether they are right for the company culture and size. Focus on technologies that present the most potential for improved interaction, excitement and discourse across the company that will support business objectives.

Technology is enabling companies to breathe new life into standard internal communication methods like never before. "Leveraging these platforms in a meaningful way is increasingly becoming necessary to drive employees to become active participants in the work culture," adds Bass. "While modern communication methods are not a fix all for talent retention, they are key in creating an enjoyable, engaging work environment that provides top performers with one more reason to stay."

The Trevi Group
www.TheTreviGroup.com 

Florida adds jobs in August

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Florida experienced job growth in August, adding over 15,000 positions. 

According to the Sarasota Herald Tribune, this was an improvement over July, when the state created just over 13,000 positions. August's figures were not as positive as June's numbers, however, which revealed a growth of over 21,000 positions. Still, the state's payrolls expanded in a number of sectors.

Significant growth was seen in the service-producing industry, while additions in the goods-producing field were not as notable. The source reported that trade, transportation and utilities added 3,700 positions while the professional and business services sector expanded by just under 3,000 new jobs. Construction and manufacturing added 300 and 500 workers to their payrolls, respectively. 

The Tampa Bay Times reported that although Florida failed to hit the impressive marks it set in June, it remained a leader in U.S. job growth last month. The coastal state was within the top three states in terms of actual jobs created, and within the top 10 for job growth percentage based on population. It was an integral part of why the South had the highest rate of private sector job growth over any other U.S. region in August, explained the Sarasota Herald Tribune. 

The Trevi Group
www.TheTreviGroup.com

Job growth on the rise in California

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California's labor situation improved in August.

The Los Angeles Times reported that the state created over 32,000 new jobs, causing the jobless average to tick down to 6.1 percent. This shift represents a drop of 0.1 percent from July's figure. The source noted that California added more positions to its payroll last month than any other state. Florida earned the No.2 spot in this area, creating just under 20,000 jobs. 

The government sector added the most jobs, expanding its workforce by over 31,000. Leisure and hospitality added 10,600 positions, while trade, transportation and utilities created 7,900 jobs. The information field increased its payrolls by 1,000 positions, while education and health services added nearly 4,000 jobs. The Associated Press reported that certain areas still sustained losses however, including professional and business services, mining and logging, other services and manufacturing. 

California's unemployment rate is now at its lowest average since the beginning of 2008, explained the source. Over the past 12 months, the state's jobless rate has fallen by 1.3 percent. There has also been a significant reduction in the amount of residents receiving unemployment benefits as more Californians are securing gainful employment.

The Trevi Group
www.TheTreviGroup.com

Does Your Company Have the Cool Factor?

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Every organization wants to be considered a "Best Place to Work" in order to attract and retain top talent, yet there is no cookie cutter formula for achieving this. Many factors go into making your company a great place to work such as company culture, employee benefits, and other perks. One thing that remains constant among the most desirable employers is the "cool" technology factor. As companies increasingly focus on providing more enjoyable work environments and improving employee engagement, technology is playing a key role in championing those efforts. This is becoming especially important for attracting top millennial talent, as technology and the flexibility, creativity, and efficiency it can bring is extremely valuable to them.

Click to watch the video.

Deciding when and how much to invest in the latest technology can be an arduous task for many organizations, and will depend greatly on the industry in which the company operates, as technologies can provide a different impact in manufacturing environments, for example, vs. an office setting. Typically the focus is on improving productivity and efficiency, and transitioning people away for doing things the way they always have for years. The process is often not fun and is met with resistance. However, when you consider the ability of technology to provide the "cool" factor of being a great place to work, it provides added incentive for employers to introduce new equipment and software.

So why is the technology push more important now than ever before? It really is a reflection of the highly digitized, mobile world in which we live, especially as more Millennials are entering the workforce and eventually maturing into greater leadership positions. "As the job outlook continues to improve, candidates are attracted to companies that incorporate the latest gadgets and technologies into daily work functions," says Reagan Johnson, director of technology operations for MRINetwork. "The best talent know their skills are in high demand, so an employer's ability to sell prospective hires on the flexibility, more efficient communications, and the fun these technologies will provide, is invaluable."

Johnson provides the following tips for companies looking to enhance their "cool" factor through technology:

Make it mobile. Today's professionals value the flexibility to do their job wherever and whenever, and mobile technology makes that possible like never before. Consider laptops or 2-in-1 laptop/tablets over desktops, so your talent don't feel shackled to their desks. These will provide the flexibility to take work into the conference room, the coffee shop, or home for those late night meeting preparations before an early day. Cloud technologies such as Office 365's OneDrive and Google's Drive make any document available on demand, for quick reference and use by backing it up online and making it available to smartphones and tablets. Voice communication tools are additionally available to make phone numbers mobile. A number, and the voicemail accompanying it, can be set up to ring through to more than just one employee’s desk. This further allows employees to have the flexibility to take and make calls from anywhere.

Make it slick. Technology should look modern and cool. For example, while a small light laptop looks very impressive, it can also be made easier to use in the office environment by pairing it with a docking station and a multiple-monitor setup. This enables the laptop to operate as a desktop, in a more ergonomic manner for the office. Done right, a multi-monitor laptop set up can be impressive to see, leaving a good impression on potential talent, and also provide great efficiencies while working in the office.

Make it about communicating. Today's top talent are very connected, social and are used to getting instant feedback on their performance and in their communications. Consider implementing an instant communication platform such as Skype. This technology allows instant communication in a controlled environment that speeds up results. In fact, younger professionals use email less and less and will prefer more modern options to communicate.

Embrace social media for your company's communications both internally and externally. Top performers looks for companies to be communicating via social media. Consider apps such as Yammer to build an internal social environment for your employees to share ideas and garner feedback. Millennials, in particular, value frequent feedback and evaluation and respond best to visual data. Business intelligence tools that provide visual graphic dashboards are a great way to communicate constant, instant feedback to your teams so they can strive to out-perform themselves.

Ultimately, what makes an organization cool or fun is a combination of many factors. "Technology is becoming a critical piece of the pie in terms of building an enjoyable, engaging company culture, while also sending a message to current and prospective clients that the company is a forward-thinking, modern business," adds Johnson. "Marketing efforts, as well as recruitment and talent management strategies, now require an emphasis on the "cool" technology factor to attract and retain top performers, and maintain brand equity with clients and investors."

The Trevi Group
www.TheTreviGroup.com

BLS Employment Situation Report: July 2015

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According to the most recent data from the U.S. Bureau of Labor Statistics, the unemployment rate stayed at 5.3 percent in July, as economists predicted. Although job gains were slightly lower than expected, the numbers show promise that the nation's employment situation continues to move in the right direction.

A total of 215,000 new jobs were added in July, slightly under the 12-month average of 246,000 new jobs. The largest gains were seen in the retail industry, adding 36,000 positions. Within the industry, motor vehicle and parts dealers experienced the most growth, adding 13,000 new jobs.

Professional and technical services also saw major gains, adding 27,000 new jobs throughout month. Computer system design and related services, and architectural and engineering services added the most jobs in the sector. Healthcare saw a significant spike in employment, adding 28,000 new positions in July. The area with the highest growth was in hospitals.

Financial activities additionally experienced employment gains in July, with 17,000 new positions added. Insurance carriers and related activities was the largest job contributor, making up more than half of job gains. Manufacturing employment developed 15,000 new positions, with nondurable goods seeing the most growth. Food services and drinking places added 29,000 new jobs. Employment in construction, wholesale trade, information and government did not change significantly.

According to the Wall Street Journal, the Federal Reserve has not made any decisions regarding the short-term interest rate changes but is expected to soon. The Fed held a policy meeting last week, and many are expecting them to increase the rate in September. However, global growth remains slow, causing many investors to be skeptical about the economy's health and worry rate changes in September may hurt more than help.

The Trevi Group
www.TheTreviGroup.com 

First Friday Preview - August 2015

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Weekends are supposed to be for enjoyment and relaxation, essentially a time to unwind from the busy work week. Most importantly, weekends provide us with time to focus on our personal lives, creating balance between work, friends and family, and pleasure. However, what happens when weekend fun comes to a close and starts to turn into Sunday night blues? While it's understandable that we all wish weekends could last longer, a strong case of Sunday night blues that persists week after week, likely points to unhappy employees who feel overworked and unappreciated, eventually causing them to leave the company. Consider whether the majority of your employees have deep stress and anxiety about returning to work on Mondays. What does this say about the culture of the organization and its ability to retain top performers? If employees are calling out with numerous "sick day" Mondays, this is probably a strong indication of a problem within the organization.

Click to watch the video.

When a recent Monster study asked participants "Are your 'Sunday Night Blues' bad enough to make you want a new job?", 76 percent of U.S. respondents who admitted to having Sunday night blues, said they are "really bad." According to the survey, 62 percent of global respondents who have the Sunday night blues additionally reported they are "really bad."

"This type of insight provides companies with an opportunity to take a closer look at work expectations and how they are impacting employee morale and productivity," says Suzanne Rice, director of U.S. franchise development. "Employers can play a bigger part in helping staff better manage their workflow, and make adjustments that can lead to improved work-life balance."

Rice provides the following tips for creating an environment where employees look forward to Monday mornings:

Energize the team with Monday morning meetings. Save constructive criticism for later in the week and use this time to congratulate team members on positive outcomes from the previous week. Chart the course for the current week, and identify challenges and resources that are needed to complete tasks so everyone feels they have the support they need.

Provide more workplace flexibility and opportunities to recharge throughout the week. Whether it's telecommuting, a flexible schedule or office perks, staff needs to feel a sense of work-life balance in order to be happy and healthy. Periodically survey employees to find out their workplace needs and determine what improvements the organization can make to help workers maintain a sense of balance so they don't burn out.

Ask staff to use Fridays at the end of day to create a to-do list for the next week. By prioritizing and scheduling things for the next week, employees can alleviate stress about coming into a mountain of work on Mondays and not knowing where to get started.

Encourage employees to use smartphone apps for calendars and note-taking to manage tasks and situations that arrive during the weekend. Since many employees sync their Outlook calendars with their smartphones, they can use this as a tool to prioritize when they will address issues that may occur after hours or on weekends, instead of feeling overwhelmed that they have to attack these things immediately on Monday morning.

"By starting with strategies to counteract Sunday night blues, employers can demonstrate they are committed to creating an enjoyable workplace where employees are provided with the support, flexibility and resources needed to be as productive as possible," adds Rice. "That can send a strong message to employees, especially top performers who are more likely to stay when they feel their employers are invested in helping them create more balance in their lives that can ultimately lead to a more successful tenure with the company."

The Trevi Group
www.TheTreviGroup.com