SHIFT REPORT (September) - Trending Topics in the World of Work_

This month's issue of SHIFT explores boomerang employees, the digital workplace and hybrid model, The Great Resignation, and the current exodus of women from the workforce.

The Great Resignation: Why Employees Don't Want To Go Back To The Office_ (07 / 28 / 21)

It's being called The Great Resignation and it's garnering a lot of media attention – employees quitting their jobs as their employers call them back to work in the wake of the pandemic. Forbes reports that "a record four million workers called it quits in April alone, according to the Labor Department." As many as one in three employees are saying they'll quit if they can no longer work from home, according to one survey.
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She-Cession_ (03 / 01 / 21)

Compounding the Great Resignation is what many observers are now calling the She-Cession – a mass exodus of women from the workforce. According to a report from the National Institutes of Health Office of Intramural Training and Education, U.S. employers cut 140,000 jobs in December 2020. Women accounted for all the losses, losing 156,000 jobs while men gained 16,000. An analysis by the National Women's Law Center says this is the first time since 1948 that the female unemployment rate in the United States has reached double digits.
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Digital Workplace and the Hybrid Work Model_ (07 / 19 / 21)

Deloitte, a worldwide provider of professional services, reports that they have seen a massive upswing in clients seeking guidance on how to evolve their digital workplace "to architect, enable, and operationalize work from anywhere." According to their April 2021 Return to Workplaces survey, 68 percent of the nearly 300 executives interviewed reported that they intend for their corporate workforce to operate in a hybrid model.
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What Employers Need to Know about Boomerang Employees vs. New Hires_ (10 / 08 / 20)

Although numerous studies have examined the performance outcomes for both internal and external hires, few have considered "boomerang employees" who are rehired by a company where they previously worked. Michael A. Campion, Purdue's Herman C. Krannert Distinguished Professor of Management, and collaborators address that research gap in the paper "Welcome Back? Job Performance and Turnover of Boomerang Employees Compared to Internal and External Hires," in Journal of Management.
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The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS Employment Summary for August 2021_

Employment Summary for August 2021_

Robust growth in the leisure and hospitality industry faltered in August as the Delta variant put pressure on non-farm hiring. Despite that factor, the U.S. Bureau of Labor Statistics (BLS) reported an increase in total nonfarm payroll employment of 235,000 jobs. Results were below analyst expectations but in line with some forecasts that had recognized the potential slowdown in leisure and hospitality hiring. The unemployment rate declined by 0.2 percentage point to 5.2 percent.

The percent of nonfarm workers reporting that they teleworked at some point in the past four weeks because of the of the pandemic was little changed from the prior month. In August, 13.4 percent of employed persons reported teleworking, perhaps indicating a new base of the level of work-from-home behavior.

“Demand for talent, particularly transformative talent, continues to drive revenue and placement growth in our global Network of 300 executive search offices. Our consultants recruit top executive, technical, managerial, and professional talent for clients in virtually every industry sector. In our most recently reported month, July 2021, our offices successfully completed almost 50 percent more search assignments versus the same period last year,” said Bert Miller, President and CEO of MRI. “We saw strength in every industry practice area with particular strength in the professional services and financial industry sectors. However, client demand for talent is not only focused on 'permanent' positions. Flexible work arrangements, or contract placements, represent a significant factor in our talent solution services. More companies now realize they can get critical work done through both interim and full-time work arrangements.”

As reported by Fox Business, “The variant may have discouraged some Americans from flying, shopping and eating out. Americans have been buying fewer plane tickets and reducing hotel stays. Restaurant dining, after having fully recovered in late June, has declined to about 10% below pre-pandemic levels.”

Additional context to today’s BLS numbers were provided by David Berson, chief economist at Nationwide Mutual Insurance Co. “Despite the Delta variant, there is still an opening up of the service sector of the U.S. economy. While that started some months ago, it’s not nearly complete.”

Employment in professional and business services increased by 74,000 in August. Employment rose in architectural and engineering services (+19,000), computer systems design and related services (+10,000), scientific research and development services (+7,000), and office administrative services (+6,000).

Transportation and warehousing added 53,000 jobs in August, bringing employment in the industry slightly above (+22,000) its pre-pandemic level in February 2020. Employment gains have been led by strong growth in couriers and messengers and in warehousing and storage, which added 20,000 jobs each in August.

Manufacturing added 37,000 jobs in August, with gains in motor vehicles and parts (+24,000) and fabricated metal products (+7,000).

In other sectors, “other services” industry added 37,000 jobs in August, employment in information increased by 17,000 and employment in financial activities rose by 16,000 over the month, with most of the gain occurring in real estate (+11,000).

Employment in retail trade declined by 29,000 in August, with losses in food and beverage stores (-23,000).

As noted above, in August, employment in leisure and hospitality was unchanged, after increasing by an average of 350,000 per month over the prior six months. In August, employment showed little change in other major industries, including construction, wholesale trade, and healthcare.

“Our Network of talent professionals are meeting client demand for top performers every day. A key message we convey to our clients is to focus on truly brilliant talent at every level of their organization. These performers can be characterized as 'multipliers,' the people on a team who can multiply their impact. They don’t wait to be given direction, rather they relish entering the fray immediately. They are high performers who can accomplish an above average work rate and bring others up alongside them. Identifying the attributes takes skill, but there are signs that top interviewers can spot during the hiring process. We help clients surround themselves with these players at every organizational level. In today’s rapidly evolving world of work, multipliers provide a competitive edge,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

STAR Update: 7 Negotiation Tips from MRI Sr. Director of Vendor Management_

Negotiation is a daily practice within business organizations. We negotiate all the time — with clients and partners, vendors and suppliers, supervisors and colleagues, employees and recruits. As MRI’s Senior Director of Vendor Management, Beth Turner understands that the best negotiators are ones who are able to create win-win situations.

Being a good negotiator is central to Beth’s role at MRI. “Every day, I’m in discussions with third-party vendors with the goal of achieving positive outcomes that yield mutually beneficial results,” she says. “It’s not about beating the opposition out of the other party. In the end it’s about everyone feeling that the deal is a good one.”

Beth observes that the number of women working in roles requiring keen negotiating skills is much greater than in the past, when many believed that these roles required the toughness that men could bring to the table. “In my experience,” she says, “women tend to excel at reading people and building relationships, two incredibly important parts of negotiation. While the ability to aggressively get what you want might seem like a victory in the moment, the reality is that the lack of goodwill generated by this can cause problems down the road.”

Here are some of Beth’s most valuable tips to help all negotiators develop this make-or-break professional skill.

Do Your Research

“Always do your research, show up prepared, and demonstrate early on that you understand exactly who you’re negotiating with. In my role at MRI, I have to work across numerous industries from software companies, to telecommunications, to hotel contracts. You must be well-versed enough to understand the industry in which you’re negotiating — if your negotiation partner needs to educate you, you’ve lost credibility and leverage.”

Get Straight to the Point

“Especially when negotiating with men, directness is the best approach. I recommend keeping your focus on closing the deal, and your desired outcome, rather than spending your time on the minutiae in a very detailed discussion. Start out by sharing your goal to set expectations, and ask your negotiation partner a few succinct, pointed questions so you can understand what they want out of the negotiation.”

Show Consideration

“Often, early on in my negotiations for MRI, I’ll ask the rep or vendor what closing this deal would mean for them. For example, what would a win for them look like? Is there a time frame in which they’d like to get the contract executed?

“Almost every time, the vendor is caught off guard — they so rarely feel considered during negotiation. In my experience, this shows that you value partnership and a mutually beneficial outcome, right out of the gate.”

Stop Anytime

“Confidence is key to effective negotiation — and that includes the confidence to walk away. If for any reason, a negotiation is not going well, I will stop or pause the process altogether, no matter how badly I want the deal to close. You can always reopen the discussion later, but there is little to be gained by prolonging an interaction that is no longer serving you.”

Always Self-Review

“After every negotiation, good or bad, I spend fifteen minutes doing a quick self check-in. What went well? What do I wish happened? What could I have done differently? This moment of self-reflection allows me to assess my own role in the negotiation, and ensure that my skills are always improving.”

Keep it Honest

“If you cultivate honesty and strong relationship and communication skills, other people will trust and want to work alongside you. In my role, vendors know what to expect from dealing with me, and colleagues and Managing Partners trust that I am acting in good faith to get the best deal for them.

“Having strong negotiation skills will also help when you have to deliver bad news about the outcome of a negotiation to a partner or co-worker. Because you’ve established an honest, trusting relationship, they can be confident you did everything I could to get the best results possible — even if the outcome wasn’t exactly what they hoped for.”

How Beth Opens a Negotiation

There is no one right way to negotiate, and you’ll likely settle on an approach that feels comfortable and authentic for you.

However, if you’re looking for some guidance on how to get started, Beth often uses these three points to open her negotiations. Next time you aren’t sure how to start your negotiation, give them a try:

1. Ask your partner why closing this deal is important to them and their company.

2. Assure your partner that your goal is not to squeeze every last penny from them, but to find an outcome that is mutually favorable for you both.

3. Set a boundary about your expectations. Communicate that you are not interested in wasting time trading multiple offers back and forth, and that you expect them to come forward with their best possible proposal once initial discussion is out of the way.

An Essential Life and Business Skill

Many professionals find negotiation difficult, stressful, or challenging, but successful negotiation boils down to a few simple principles: relationship building, strong communication skills, honesty, and transparency.

“We must have the confidence to put those skills to use in a persuasive style and build relationships on a foundation of honesty and professionalism,” Beth concludes.

Focusing on these areas while developing yourself as a negotiator will benefit you outside the office, too. Negotiation is a part of life, whether you’re debating with your significant other on where to go for dinner or attempting to get the best deal on a new vehicle. No matter your age, gender, or professional title, negotiating is something by which you should not be intimidated.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

MRINetwork Recognized by Forbes as One of Nation's Top Talent Access Firms -- 5 Years in a Row

Once again, MRINetwork has been recognized by Forbes.com as one of America’s top recruiting firms. Each year for five consecutive years a Forbes research team has surveyed tens of thousands of HR professionals, hiring executives and candidates as well as thousands of recruiters to identify the best talent access organizations.

Our Network was recognized as an elite top tier firm among 200 ranked firms throughout the U.S. in “Executive Recruiting Firms” and among 250 ranked firms in “Professional Recruiting Firms” categories.

We are proud to receive this designation for the 5th consecutive year recognizing our Network members’ outstanding performance. Forbes and Forbes.com is a powerful voice in the American business community. We want to leverage that image and have agreed once again to obtain licensing rights in the Executive Search category. Every Network office can include this prestigious emblem on office websites, in email signatures, in organic social media and in digital and print promotional communications.

Forbes.com enlisted the services of research firm Statista to identify America's most well-respected recruiting firms. Statista compiled two lists of search firms: "Executive Recruiting," those firms focused on roles with at least $100,000 in annual pay; and "Professional Recruiting," firms specializing almost exclusively in positions of under $100,000 in annual salary. Firms with the most recommendations from the thousands of respondents were ranked in order of votes received. Their methodology “splits the votes” of MRINetwork admirers as our rankings are divided among two categories making it difficult to rank in the top 1% in either category. Despite that disadvantage we still score in the top tier reflecting the power of our Network.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Best Practices for Networking in the New, Hybrid World of Work

By Nancy Halverson

Like hiring, commuting, group brainstorming, and other aspects of the World of Work, networking has completely changed due to COVID-19. In some ways, the pandemic has made connecting with colleagues and professional acquaintances more difficult. For one, digital channels have become oversaturated, making it harder to keep up with others’ careers. Communicating online also comes with its own set of challenges, such as the ”Zoom fatigue” phenomenon I've discussed before.

However, the pandemic has also spurred new networking trends and opportunities. Increased flexibility is a major benefit; today, we can network from anywhere and at any time. Not to mention, with a slew of networking tools and platforms at our fingertips, we can gain more direct insight about a person through their online activity — in addition to posting job news, individuals are sharing their views on important topics like culture, diversity, and leadership.

While nothing can replace the power of traditional networking, going digital certainly has its perks. This is good news considering how likely it is that businesses will maintain a hybrid working model even after the pandemic subsides. So what can you do to build lasting professional relationships in 2021 and beyond?

Figure Out Who’s in Your Network

Somebody once told me that everyone should have a good accountant, lawyer, and talent access professional in their life. Perhaps the recruiter comment was made in jest given my occupation — but there is some truth to the statement. When it comes to professional development, there’s nothing more important than connecting with people who have diverse backgrounds and experiences.

Ideally your network will include a mix of individuals who you consider to be:

• Kindred spirits: Those whose beliefs and attitudes are similar to your own — and who will support and cheer you on through every endeavor.

• Truth-tellers: Those who aren’t afraid to speak up and share their honest opinion about your decisions and actions.

• Career guides: Those who will provide direction through each career move and challenge, and help you to achieve stretch goals.

• Industry mentors: Those who are well connected with people from all industries and walks of life (or who know how to find them), and can offer you an introduction.

• Life coaches: Those who can give advice on both personal and professional matters.

How do you identify these people? Start by reflecting on your past work experience and noting down who has made a positive impact at every stage of your career.

Actively Engage and Grow Your Network

Once you’ve determined who’s in your network, it’s time to reach out. Whether this occurs online or in person, here are a few dos (and don’ts) to keep top of mind:

Do be inclusive. As mentioned above, a good professional network is made up of a variety of individuals — so don’t just pursue relationships with C-level executives or superiors. Make an effort to meet people in all positions and of all skill levels.

Do initiate conversations. Like trust, networking is a two-way street — so don’t just wait for others to approach you. However, that doesn’t mean you need to agonize over what to say. More often than not, informal questions (e.g. “Do you mind if I introduce myself?” or “How did you hear about this event?”) can open the door to longer, more meaningful discussions.

Do share opinions. In order to hold a conversation, it’s likely that you’ll need to offer a perspective on timely topics or industry happenings — so don’t be afraid to take a stance. That said, you should avoid being combative and insulting others’ beliefs. Keep your opinions focused on professional topics, such as remote work productivity, and invite others to give their input.

Regularly Check in with Your Network

The phrase “out of sight, out of mind” can apply to a lot of things, but it’s especially true in the fast-paced World of Work. Since it can be easy to lose track of people, make it a priority to touch base regularly; I recommend reaching out to valued contacts at least once per quarter. After all, networking is about more than making an introduction — once you’ve established a professional relationship, you need to nurture it.

From commenting on your coworkers’ LinkedIn posts and hosting virtual happy hours to attending your mentors’ online webinars, there are plenty of ways to stay in touch both in person and online. While this may feel like a significant amount of effort and energy, I firmly believe it’s time well spent.

The World of Work may be evolving, but the importance of networking remains constant. And more than anything, the COVID-19 pandemic has made everyone realize the value of connecting with others. Whether you’re networking online or in person, following these best practices can help you build successful relationships with colleagues, mentors, and industry peers.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Hiring Great People Means Better “Employer Branding”

By Jessica Hollander-Torres

When consultant Simon Barrow introduced the term “employer brand” in 1990, many HR and communications professionals dismissed it as another marketing buzzword. In fact, it wasn’t until a few years later — when job boards went virtual — that the term received widespread attention.

Almost overnight, employees gained access to millions of opportunities across the country, making the labor market even more competitive — and not just for job seekers. Organizations were under increased pressure to attract and retain top talent and their employer brand, defined by Barrow as “the package of functional, economic, and psychological benefits provided by employment,” became the focus.

Today, many companies understand the value of employer branding, and recognize that how they market themselves to prospective employees is as important as how they market themselves to customers.

An effective employer brand:

• Attracts talent: Candidates can be quick to judge a company by its employer brand and the position it holds in the market — and this is especially true in highly competitive sectors. Regardless of the role that needs filling, you want prospective hires to have a clear and complete picture of your organization’s priorities and goals since these can convince them to choose you over a competitor.

• Builds credibility: Similarly, an employer brand can help you retain team members and build loyalty. This can go a long way considering that existing employees are ambassadors for your company. How they perceive your brand and share your perspectives (even in a single LinkedIn post) can foster trust both internally and externally.

That said, establishing an employer brand is easier said than done, and many organizations are still struggling to get it right. So what can you do to develop an employer brand that resonates? Here are a few things to keep in mind as you build out your strategy.

Refine Your Messages

Since the World of Work is constantly evolving, revisiting how you communicate your company’s mission and values is a good first step. Not only should your messaging align with your culture and business vision, but it should also convey who prospective employees will become when they work for you. Your employer brand should inspire everyone — leaders, employees, and candidates — to do better, more meaningful work and contribute to your larger objectives.

Below are just a few examples of how some of the world’s top brands express what they do and who they want to work with:

• Goldman Sachs: “We think who you are makes you better at what you do.”

• Bumble: “Our mission is to create a world where all relationships are healthy and equitable.”

• Everlane: “Dear rule-breakers, questioners, straight-A students who skipped class: We want you.”

• Salesforce: “We harness technologies that revolutionize careers, companies, and the world.”

You should also make sure that the messages you use to attract talent complement those you use to attract consumers — and vice versa. Although intended for different audiences, both are used to communicate your purpose, mission, and culture to people outside the organization. Since it’s likely that these messages will be shared on the same channels (e.g. your website, LinkedIn), they should be consistent.

Impress Your Prospects

Once you’ve got a prospective employee’s attention, it’s critical that they have a positive experience from start to finish. Job seekers aren’t shy about posting online reviews or sharing their opinions about a company’s hiring process. If they have a negative experience, you risk losing that prospect as well as future ones.

First and foremost, your hiring methods should reflect your employer brand. If your company values speed and agility, for example, you shouldn’t needlessly drag out the application process. Likewise, a company that claims to value innovation but uses an outdated HR platform to interact with prospects will send a conflicting message. Also, think through how to release prospects from the interview process if they are not a fit. After all, they may not just be prospective employees, but potential customers, too.

Appreciate Your Employees

As mentioned, a compelling employer brand will attract and retain employees. Achieving a low turnover rate begins at the hiring stage; you need to ensure individuals are the right fit for the role, the team, and the organization as a whole. But the work doesn’t stop there.

Once a position is filled, you need to show that you value individuals’ commitment and dedication. While appreciation can take many forms, from enabling employees to work on projects they enjoy to rewarding their achievements, each action goes a long way towards fostering loyalty and proving that you’ve created an exceptional place to work. Find meaningful ways to celebrate your individual, team and company-wide wins and allow these success stories to permeate your external brand when appropriate.

Measure Your Success

Speaking of employee retention, it’s essential that you figure out the ROI of your employer branding strategy. Metrics such as application rate, source of hire, career site traffic, time to fill, employee satisfaction, and retention rate can all help determine if your employer brand is effective.

Whatever KPIs you choose to track, make sure you’re analyzing them regularly to see what’s working and what’s not — and measure them against key milestones and events. If application rate improves after a new employer brand campaign launches, it’s a good sign your messaging is resonating with the workforce.

At the end of the day, creating a strong employer brand requires three things: developing an authentic corporate culture, consistently communicating your values, and regularly evaluating the employee experience. It’s worth the time and effort: companies that nurture and promote their employer brand are often the ones who attract and retain the world’s top talent.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

…. 4 years in the row.

Employment Summary for March 2021_

Employment Summary for March 2021_

The U.S. Bureau of Labor Statistics (BLS) today reported total nonfarm payroll employment increased by 916,000 in March, significantly above consensus estimates. Unemployment rate fell to 6.0 percent, down considerably from its April 2020 high of 14.7 percent.

Job growth was widespread, led by gains in leisure and hospitality, education and construction.

“The robust recovery of the U.S. labor market continues as reflected in today’s BLS Employment Situation Report. Our Network of over 300 executive recruitment firms is seeing robust growth driven by our clients’ need for transformative talent in this rapidly improving environment,” said Bert Miller, President and CEO of MRI. “Our recruiting professionals reported double digit year-over-year growth in February, with particular strength in the financial, technology and professional services sectors.”

The BLS reported 21.0 percent of all non-farm employed persons teleworked because of the coronavirus pandemic, down from 22.7 percent in February. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically because of the pandemic.

Analysts are anticipating continued job growth acceleration in coming months as the confluence of vaccinations, stimulus spending and pent-up consumer demand power the economy.

“There’s a seismic shift going on in the U.S. economy,” said Beth Ann Bovino, a Ph.D. economist at S&P Global. “The confluence of additional federal stimulus, growing consumer confidence and the feeling that the pandemic is close to abating—despite rising infections in recent weeks—is propelling economic growth and hiring.”

“We were expecting a big number, and today’s jobs report delivered in a major way. It is the flip side of what we saw for March of last year and another clear sign that the U.S. economy is on a strong path to recovery,” said Eric Merlis, head of global markets trading at Citizens Bank.

In March, employment in leisure and hospitality increased by 280,000, as pandemic-related restrictions steadily eased in many parts of the country. Nearly two-thirds of the increase was in food services and drinking places (+176,000). Job gains also occurred in arts, entertainment, and recreation (+64,000) and in accommodation (+40,000).

In March, employment increased in both public and private education, reflecting the continued resumption of in-person learning and other school-related activities. Total jobs increased by 190,000.

Construction added 110,000 jobs in March, following job weather-related losses in the previous month. Employment growth in the industry was widespread in March, with gains of 65,000 in specialty trade contractors, 27,000 in heavy and civil engineering construction, and 18,000 in construction of buildings.

Employment in professional and business services rose by 66,000 over the month. In March, employment in administrative and support services continued to trend up (+37,000). Employment also continued an upward trend in management and technical consulting services (+8,000) and in computer systems design and related services (+6,000).

Manufacturing industry and the transportation and warehousing sectors saw employment growth of 101,000 in March. Of note, since the pre-pandemic month of February 2020, employment in couriers and messengers is up by 206,000 (or 23.3 percent) as consumers opted for at-home delivery of an expanding list of items.

Employment in wholesale trade increased by 24,000 in March, while retail trade added 23,000 jobs.

Financial activities added 16,000 jobs in March. Job gains in insurance carriers and related activities (+11,000) and real estate (+10,000) more than offset losses in credit intermediation and related activities.

Employment in healthcare and information changed little in March.

“The competition for talent is placing demands on clients to ensure their firm is a ‘destination’ for executive, technical, professional and managerial performers who are true multipliers.

“A strong employer brand is critical as job growth momentum accelerates in 2021. We counsel our clients to focus on the substantive elements of core brand strength. It is essential to communicate the firm’s values, goals, and culture, while not getting caught up in a flavor-of-the-month competition on issues like work from home policies.

“In time, the value of face-to-face collaboration will be recognized as a key component of team success. We urge clients to develop comprehensive flexible workforce solutions incorporating best practices from the virtual environment, learned during the pandemic, into a hybrid setup. Clients now have total talent access solutions available to them as they look to regrow their workforce, including both remote-work models and contract staffing solutions that fit into the new world of work,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How to Have Conversations With Your Team About Burnout_

By Annette Wehrli

2020 was a tough year. In addition to impacting how we conduct our personal lives, the pandemic has drastically transformed the World of Work and, unfortunately, many employees are feeling burnt out as a result.

To start with, many people have reached a point of general pandemic fatigue. This has gone on far much longer than anyone anticipated; life patterns have been disrupted, relationships have been strained and/or lost, and general stress levels have skyrocketed.

For some people, burnout is intensified by the pressure of physically going to work during a global pandemic; this is especially true for healthcare professionals and other essential workers, but applies to many other employees who must work in a public setting.

For others, it’s the shift to remote work. In our always-on digital world, creating work-life balance has been a challenge of its own, and now many people are also taking on the role of teacher and daily caregiver. Add the general fatigue they’re feeling and you have the perfect storm for physical and emotional decline.

It’s not surprising that working from home can contribute to a handful of significant mental health challenges. People who live and work alone, for example, can feel isolated, which may contribute to depression and anxiety. On the other end of the spectrum, employees who live in a house full of children, other adults, and pets can battle impatience and anger.

Recent research shows that employees across the globe have been working 2.5 more hours per day on average since the start of the pandemic — and in a survey of 133 U.K. companies, 44% of employees said their workloads have increased since going remote. Another 31% said this change in environment has also had a direct impact on their mental wellbeing.

If not addressed, burnout can have intense consequences on both individual and organizational health. As we continue to pivot, here are some things you can do to better support your employees.

Consider Your Corporate Culture

First and foremost, make sure your approach to talking about burnout aligns with your organizational culture. Companies that reward long hours and unrealistic workloads will have a tougher time communicating about this than those that prioritize balance and safety during these unusual times. Your organization’s culture sets the tone for having successful conversations about stress and fatigue with employees.

Acknowledge That Burnout Exists

Accept that employees in your organization are suffering from burnout. Many people have learned how to camouflage it — whether they’re in the office or working from home — so it’s important that you acknowledge it exists and invite discussion about how to address it.

This is critical to minimizing the negative stigma around burnout. Employees often believe that reporting burnout makes them seem weak; some managers believe that one day of rest can make everything better. These and many other stigmas get in the way of effective conversations around this critical topic. The World Health Organization’s recent decision to redefine burnout as a “syndrome” further proves that it needs to be acknowledged.

Check In On Your Own Mental Wellness

It’s not likely that you will help others if you aren’t healthy. To ensure you’re in a solid place to have conversations about burnout with your team, check in on your own wellbeing first. Doing a quick self-assessment by asking questions like, “Do I find it hard to concentrate?” and “Is stress interfering with my sleep?” or “Do I isolate, or act out in unhealthy ways when I think about work?” From there, you can take steps to minimize stress or get help, if needed.

Learn to Recognize the Signs of Burnout

It can be difficult to recognize burnout in others — especially since it can begin with increased enthusiasm and the compulsion to prove oneself. When employees first take on a new task, such as working remotely, they may feel a surge of creativity and commitment. But if stress isn’t well-managed, people can begin to suffer both mentally and physically.

While not everyone experiences burnout in the same way, there are some common behaviors to watch for:

• Lack of energy: Exhaustion that isn’t cured by rest is perhaps the most obvious sign.

• Frequent illness: Chronic stress can also lead to a number of physical symptoms, including headaches, dizziness, stomach pain, frequent colds, and shortness of breath.

• Irritability: Employees that act unusually impatient or angry towards colleagues may be having trouble coping.

Plan in Advance

Position your conversations about mental wellness and/or burnout to go well by preparing ahead of time — these aren’t conversations to “wing”. Check in with your organization’s legal and HR teams to ensure that the support you’re offering follows protocol. It’s also helpful to get clarity on the available internal and external resources (e.g. Employee Assistance Programs). Taking these steps in advance can prepare you to offer a helpful solution or action plan.

We can’t always control burnout — but we can control how we discuss it with employees. Acknowledging how you and your team feels, making time to check in, and encouraging everyone in the organization to do the same are a few ways to help each other through difficult times. We’re all in this together.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

When Is the Best Time to Hire?_

By Joe Mullings

One of the most common stressors for companies is knowing when to hire. Many build out hiring plans for the next year in late Q3 or Q4 while they’re deep in budgeting mode, and start hiring in Q1 when bonuses have been paid out vacation time has been used, and top talent is willing to make a move.

But attaching seasonality to the decision can be a major roadblock to finding the best talent for your team — especially if it means waiting until you desperately need to fill a position before starting the process.

Apply a Hum/Sing/Shout Approach

I’ve talked at length about how to implement a hum/sing/shout approach for your branding efforts — but the same framework works for hiring. Here’s how it works:

• Hum: Keep the underlying rhythm of your employer branding at work at all times to ensure that your opportunities remain front of mind for top talent in your industry niche.

• Sing: About 60-90 days out from when you actually need to have your new employee on board, get a little bit louder — not just about the open position, but about what it’s like to work for your company.

• Shout: Within a 45-60 day window it’s time to shout about the position itself and the underlying opportunities associated with joining your company.

How to Build Your Hum

Most likely you already know how to focus your strategy to sing, or even shout, when a specific role is open and a hire needs to happen. But the best people — those you really want to attract to your company — are rarely seeking a new position actively, so no matter how loud you’re singing and shouting, they won’t hear you. Developing a strong hiring brand narrative in the public domain, with a heavy humming chorus, ensures that you’re always “on” from a talent attraction standpoint, and allows you to build recognition among top talent long before there’s a specific role in question.

People follow the brands that they feel they can connect with emotionally and learn from — and there’s a ton you can do in your “hum” phase to position yourself as a value-add in their feeds. For instance, professionals are always curious about topics and trends relevant to their industry or careers. By sharing meaningful insights, they’re likely to stumble upon you and begin following you for your analysis and perspective, without even thinking about a career transition. Then, as you continue sharing helpful and interesting information with them, their trust in your company grows long before you ever connect with them directly.

As you start to build your hum, focus on the four pillars of an effective corporate content strategy:

• Market: Gretzky famously reminded us to “skate where the puck is going.” As people consider the next step in their careers, they want to ensure they’re placing their bets on a market that’s ripe with opportunity — where the trends are heading, not where they’ve already been. Talk about why your space will see success long into the future in order to build their confidence.

• Product: Once you’ve established your market’s value, explain how your specific products or services align with that opportunity. The goal here is to highlight why your organization in particular is an exciting one to join.

• Leadership: You are most influenced by the people you hang around with every day. Candidates know this and are becoming increasingly focused on opportunities where they know they’ll learn from a strong leadership team. Take the time to highlight the expertise at the helm of your brand so that they understand their development opportunities.

• Mission: Your team doesn’t show up every day because of the product or service you provide, but rather because of the underlying problem they care about solving and the opportunities they’re excited to create. Communicate this North Star externally to illustrate to prospective candidates what could be motivating them every day.

By the time you move to the sing and shout portions of your strategy when you have a role to advertise, potential candidates are primed to pay attention. They already have a clear idea of who they can become when they work for your organization. And that’s what people really want: the chance to evolve and be part of something meaningful.

Take Timing Out of It

You should always be looking for talent, not just when you need it. Otherwise, you will only be getting the people who happen to be available during that very specific window — and they may not be the best people for your team.

Applying the hum/sing/shout approach gets you out of the seasonality trend that decades of hiring managers have established. Instead, you develop a bench strength mindset that encourages you to constantly be networking, connecting, and sharing the vision of your organization. By learning how to hum, you can add depth to your existing team and find the best people to grow your organization, regardless of when you hire them.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS Report: Employment Summary for January 2021_

Total nonfarm payroll employment improved slightly in January as robust gains in professional and business services were offset somewhat by declines in leisure and hospitality and in retail trade sectors. The January job gain of 49,000 was in-line with most analysts’ expectations and represented an improvement over the weak December Bureau of Labor Statistics (BLS) report. Unemployment rate fell by 0.4 percentage point to 6.3% in January or 10.1 million unemployed persons.

The BLS noted the labor market continued to reflect the impact of the coronavirus pandemic and efforts to contain it. However, the data suggests that the impact of the virus might be lessening; the sharp rate of decline in the large leisure and hospitality sector moderated as government mandated restrictions eased during January.

As noted in the Wall Street Journal today many economists expect the economy could benefit from further government stimulus. Congress is considering as much as $1.9 trillion in additional financial aid to help households and businesses. The proposal would bolster unemployment aid, provide funds for vaccine distribution, and send $1,400 checks to many Americans.

“The resiliency of the U.S. labor market and overall economy is reflected in today’s BLS Employment Situation Report. Our clients’ hiring activity in many sectors of the economy demonstrates that same resiliency as talent consultants from our Network of over 300 executive recruitment offices continue to see solid demand for executive and managerial talent across technical and professional roles,” said Bert Miller, President and CEO of MRI. “But, as demonstrated in today’s BLS data, the job recovery remains uneven in the white-collar roles where much of our Network focuses. I urge political leaders to avoid a ‘government knows best’ solution as they design stimulus programs. It is vital to include input from the people driving private sector hiring that will propel the economy to new heights.”

The BLS reported that in January, 23.2 percent of employed persons teleworked because of the coronavirus pandemic, slightly below December rates. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically due to the pandemic.

In assessing today’s BLS report Dan North, senior economist at Euler Hermes North America saw signs of momentum, ‘it may be a few months before warmer weather, less COVID-19, and more consumer confidence before consumers go on a shopping spree which will provide the real stimulus and job creation.”

As reported by the BLS, in January employment in professional and business services rose by 97,000, with temporary help services accounting for most of the gain (+81,000). Job growth also occurred in management and technical consulting services (+16,000), computer systems design and related services (+11,000), and scientific research and development services (+10,000). These gains were partially offset by job losses in services to buildings and dwellings and in advertising and related services.

Employment increased in local government education (+49,000), state government education (+36,000), and private education (+34,000). The BLS noted that in both public and private education, pandemic-related employment declines in 2020 distorted the normal seasonal buildup and layoff patterns. This likely contributed to the job gains in January.

Wholesale trade continued to add jobs in January (+14,000) as did mining with a gain of 9,000 jobs.

As previously noted, employment in leisure and hospitality declined by 61,000, following a steep decline in December (-536,000). In January, employment edged down in amusements, gambling, and recreation (-27,000) and in accommodation (-18,000). Employment in food services and drinking places was down (-19,000).

Retail trade lost 38,000 jobs in January, after adding 135,000 jobs in December.

Employment in healthcare, transportation and warehousing, manufacturing, and construction changed little versus the prior month as did jobs in other major industries, including information, financial activities, and other services.

“A critical need is to prioritize upskilling talent as today’s businesses deal with fundamental changes to the world of work spurred by digital transition. Our most successful clients are investing in their current workforce to make them better performers today. More importantly, they are anticipating the new skills their existing teams will need to thrive in future.

“That same model should apply to governmental stimulus programs. They should encourage every company to invest capital into upskilling their current workforce while providing added help to the most impacted industries like hospitality, travel, and traditional retail as they adjust to a new world of contactless purchasing, off-premises consumption, and automation that adds new value to the consumer experience. Provide the stimulus to the businesses who are at the front line of transformation and let the recovery accelerate,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com