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The coronavirus pandemic has forced companies across the globe to adopt the remote work environment as the new norm. A recent Gallup poll found that the percentage of U.S. employees who work from home doubled in just three short weeks, from 31% in mid-March to 62% in early April.
An open door policy is one that many HR leaders embrace—except if no one is in the office, no one can come through your door. The coronavirus crisis has prompted HR leaders to rethink the culture-building work they do for their organizations on a day to day basis. How can we make employees feel seen and heard—when we can’t see or hear them in person? What can we do to ensure teams have the tools they need so they truly feel they’re still working collaboratively? When should we allow employees to work remotely on a permanent basis—and when should we allow them to return to the workplace?
Landing top talent is and will always be a top priority for recruiters and HR managers. In order to be competitive, companies need to look for ways to stand out as preferred employers—that’s where employer branding comes in.
The coronavirus’ impact on American businesses has been sudden and dramatic. Restaurants with full reservations just weeks ago have been ordered to close their doors. Crowded offices have turned into empty rooms. Companies that were busy hiring are now busy trying to avoid layoffs.
Today’s competitive business environment is always changing and evolving, so company culture also must also change and evolve to keep pace and stay competitive. In our recent #TalkHR webinar, “2020 Work Culture: How HR Leaders Can Direct and Design the Futures of Our Work,” NOBL’s chief research officer Paula Cizek shared useful strategies to help companies define their work culture today so that they can identify what could or should change in the years ahead.
Software engineer Artin Boghosian loved his work, his team, and his company. But after six years at CareerArc, he started craving a new challenge.
As one of the panelists of the Blurred lines: When HR and marketing come together session at the inaugural EMBARC HR Innovators Summit, HubSpot Senior Manager of Employer Brand Hannah Fleishman has gathered many lessons from the field as an HR-marketer. With a marketing communications background, Fleishman moved into employer branding almost four years ago from what she describes as “one of the best marketing teams in the world” at HubSpot. Now, Fleishman leads a global team in charge of growing HubSpot’s global employer brand, and finds herself more often than not pulling from traditional marketing tactics.
It may be a bit of a trope, but it is also a truth: as an HR professional, your work is never really done. An HR department is tasked with many duties that are cyclical in nature—recruit, hire, replace—as well as tasks that demand constant attention or reinvention. To say that HR challenges exist is to say that the sky is up, and the ground is down.
At some point within the application process when someone is looking to apply to a new company, they’ll likely land on the business’ career page. What’s displayed on that page will typically speak to the benefits of working at that particular company. Snacks at the office, corporate activities, pets sitting at desks, open work environments. All of these things could be considered job perks—and some people might even consider these “extras” to be part of a company’s culture. But do standardized office privileges really make up the ethos of a corporation?