HR & Recruitment

2w

Interview: What every manager needs to know

THE job interview remains one of the most popular methods for evaluating potential employees, viewed by many as a critical component in the hiring process. Despite the advent of various new hiring tools and technologies, the traditional job interview has stood the test of time.

The reliability and validity of job interviews have been a topic of considerable research.

A comprehensive review... and meta- analysis by McDaniel et al. (1994) highlighted the complexity of job interviews as a hiring tool, suggesting that while interviews can offer valid assessments, their reliability and predictive validity are often contingent upon their structure and execution.

Structured interviews, in particular, have been repeatedly shown to enhance both reliability and validity, leading to more consistent and predictive hiring outcomes.

The unfortunate part is that most job interviews practiced by many companies are unstructured, leading to bad hiring.

However, without proper training, managers conducting job interviews might inadvertently introduce biases into the hiring process, affecting the utility of the job interview as a hiring tool.

The consequences of untrained managers handling job interviews can be severe, ranging from legal implications due to inappropriate or discriminatory questions to potential financial consequences if an unqualified candidate is hired.

Inadequate interview processes can also cause companies to miss out on qualified candidates, leading to a talent drain that can affect overall organisational success.

Given the high stakes involved, it is clear that managers must be well-versed not only in the art of interviewing but also in the legal and ethical considerations that govern it. This necessitates a commitment to ongoing training and development to ensure that the job interview continues to serve its intended purpose: to reliably and validly assess candidate suitability for the role.

Managers seeking to hire top candidates must navigate the complexities of the modern job market and must recognise the patterns of candidate behaviour and preferences.

As of 2023, the job market is characterised by a substantial presence of passive job seekers -- individuals who are not actively seeking new employment but are open to considering new opportunities.

For instance, Subbarao et al. (2022) explored the distinct behaviours between active and passive job seekers, particularly in their use of social media for job searching, indicating that different strategies may be required to engage with each group.

Preparing for the interview

When it comes to interview preparation, the stakes are high, both for candidates and interviewers.

On average, for a single job opening, 118 candidates apply, but only about 20% are actually interviewed.

As for the candidates, who are offered an interview, a significant percentage fail due to a lack of knowledge about the company and not understanding the job on offer, highlighting the importance of thorough preparation.

Structuring the interview

A structured interview process is a critical element in the recruitment and selection of new employees.

The Society for Human Resource Management (SHRM) emphasizes the use of structured interviews, which involve asking every candidate the same questions in a predetermined order.

This level of standardisation helps ensure that each interview is conducted fairly and that all candidates are evaluated on the same criteria, reducing bias and discrimination in the hiring process.

Research supports the effectiveness of structured interviews in predicting job performance. For example, Van Iddekinge et al. (2007) found that structured interviews administered by experienced interviewers could mitigate the use of impression management tactics by candidates.

Structured interviews typically include different types of questions, such as situational, behavioural, background, and job knowledge, which together provide a comprehensive assessment of a candidate's suitability for the role.

These types of interviews can be particularly effective in minimising in-group favouritism and other forms of bias that can compromise the integrity of the selection process.

Behavioural interview techniques

Behavioural interview techniques are widely recognised for their effectiveness in assessing a candidate's potential for future job performance.

These techniques are rooted in the concept that past behaviour is a reliable indicator of future behaviour in similar situations. Data indicates that behavioural interviewing has a 55% predictive accuracy rate for on-the-job success, which is significantly higher than the 10% predictive accuracy of traditional interviewing methods.

According to LinkedIn's Global Talent Trends 2019 report, 75% of hiring managers use behavioural interview questions to assess soft skills and the potential performance of a candidate. The survey also reveals that nearly 63% of organisations incorporate competency-based questions to evaluate candidates' skills and abilities.

In practice, behavioural interviewing can involve questions that prompt candidates to describe specific instances from their past work experiences. For example, asking a candidate to detail how they navigated a challenging project or conflict within a team can provide insights into their abilities in areas such as leadership, teamwork, and problem-solving.

Furthermore, research supports the use of behavioural interview techniques as a means to gain a deeper understanding of a candidate's competencies. One study by Motowidlo et al. (1992) explored the structured behavioural interview and highlighted its effectiveness in evaluating a candidate's job-relevant behaviors and experiences.

The approach is supported by data suggesting that behavioural interview data can be used to classify new hires into performance groups, allowing for a more refined prediction of candidate success.

Evaluating cues

Non-verbal cues can be just as telling as verbal responses. A study by Northeastern University found that 93% of communication is non-verbal. Managers need to be adept at reading body language, eye contact, and other non-verbal signals that may indicate a candidate's confidence, enthusiasm, or truthfulness.

Wrong questions

Managers must exercise caution to avoid asking the wrong questions during an interview because doing so can lead to significant reputational risks. Inappropriate or discriminatory questions during interviews can damage an organisation's reputation and lead to mistrust among potential employees.

Employers are, therefore, encouraged to steer away from personal topics that could inadvertently lead to discussions of protected characteristics, which might then influence hiring decisions.

It is crucial for managers to be trained on which questions are appropriate and how to conduct interviews that focus on job-related competencies without crossing into illegal territory.

Impact of technology

Technology has revolutionised interviewing. Video interviews increased by 67% during the recent pandemic, and platforms like LinkedIn have made it easier to connect with candidates.

Managers must be comfortable with these technologies.

Closing the interview effectively

The closing of an interview is as important as the beginning. It is a manager's opportunity to ensure that the candidate has a clear understanding of the next steps. Statistics show that 80% of candidates say a positive interview experience can change their mind about a role or company.

Conclusion

Effective job interviewing is a multifaceted skill that encompasses preparation, structure, communication, legal understanding, technology, and continuous improvement.

With the right approach, managers can not only select the best candidates but also enhance the company's reputation and attract top talent in the future. more

HR & Recruitment

3w

White-Collar Workers Fear AI, But For Blue-Collar Workers, It Can Be A Savior

For white-collar workers, AI looks like a pink slip. But for the millions of blue-collar individuals who struggle to land a job, not because they lack ability, but because of the lack of an effective hiring infrastructure, AI is emerging as the green light they've been looking for.

The inability to connect the demand for blue-collar labor, given the substantial supply of skilled talent, is not... only an embarrassing systemic failure, but it's also a huge blow to the American economy. A study of just one part of the blue-collar workforce -- manufacturing -- by Deloitte and The Manufacturing Institute projects that about 2.1 million U.S. manufacturing jobs will be unfilled by 2030, with the gap potentially costing $1 trillion in that year alone. We should expect to see higher costs, missed deadlines and slower growth (if any at all) across industries that face similar shortages of skilled talent.

That is, unless something changes.

Blue-collar hiring infrastructure is broken

It starts and ends with hiring. The applicant-tracking and recruitment-management systems that most companies rely on are designed to uplift top candidates who meet the norms in white-collar industries, leading to a critical divide. As Harvard research demonstrates, these tools filter out capable candidates who don't match historical patterns or standardized checklists that they are trained to recognize.

This design is especially problematic given the realities of America's blue-collar workforce. Foreign-born workers are overrepresented in these roles: the construction industry, for example, employs the largest percentage of immigrants of any industry.

U.S. résumé conventions, from formatting to phrasing, are unfamiliar to many immigrants, and automated résumé systems often down-rank these applications based on immaterial factors rather than work experience or relevant skills.

Credentials, critical across numerous blue-collar jobs, are another obstacle: Licenses and certificates earned abroad often map poorly to domestic job codes, even when the underlying skills are equivalent. For example, a 20-year veteran electrician certified in Nicaragua starts at the same place as a novice in the U.S.

For those who don't speak or write English fluently, if at all, these issues are compounded. A key reason: automated systems are trained to reject applications that contain typos, incomplete phrases or grammatical errors. With all these issues combined, it's easy to imagine why so many qualified candidates don't bother to apply for jobs at all.

How AI is clearing the gutters of hiring

AI succeeds where these legacy hiring infrastructure systems have failed: nuance. Machine learning platforms can circumvent the obstacles that prevent immigrants from landing jobs at scale. Natural language processing allows the systems to interpret nontraditional résumés, conduct interviews in multiple languages, and verify credentials automatically.

A welder without a formal résumé can be matched to an employer based on verified training records earned in another country. A warehouse worker with limited English can be assessed by their abilities, not their syntax on a resume. This reality would have massive, positive implications for blue-collar employment numbers and the American economy. Better still, it's possible.

Further, when these candidates are hired, the business case doesn't stop. Employers that have brought refugees into shop-floor roles report meaningfully higher retention in manufacturing, logistics and blue-collar industries, which traditionally experience high turnover.

Put simply, hiring systems that prioritize skills, credentials and language inclusivity don't just expand candidate reach, they drive lasting productivity and growth.

The competitive edge

For businesses, the payoff of implementing AI to improve or overhaul blue-collar hiring practices goes beyond altruism. It's good business. AI-driven hiring platforms can shrink vacancy times, lower onboarding costs and expand labor pools -- advantages that matter for companies individually, and for the American economy at large.

The challenge for executives and policymakers isn't to slow AI down, but to deploy it wisely. Used correctly, these tools can rebuild the connective tissue of the labor market, helping millions of workers find the jobs that need them most.

The workers are out there. The jobs are waiting. The system is broken -- but not beyond repair.

AI won't take every job. Not even close. And for many, the technology will actually do the opposite: unlock one. more

HR & Recruitment

1mo

Skills Over Degrees: How Tech Hiring Will Evolve in 2026

Hiring in tech is becoming more precise, data-informed, and human at the same time. The focus is moving away from résumés and toward measurable capabilities, what people can actually do.

By 2026, this approach will no longer be experimental. According to Gartner, over 80% of global companies plan to base their recruitment and training strategies on skills rather than credentials. It's a shift... that's redefining how talent is evaluated and how teams are built across the industry.

From Job Descriptions to Skill Maps

Static job descriptions are giving way to flexible skill maps. Instead of hiring for a rigid title, organizations are identifying clusters of abilities that align with evolving business goals.

AI-driven tools already help HR teams detect what skills exist within their workforce and where new expertise is needed. The result: clearer talent pipelines, targeted learning paths, and more accurate recruitment decisions.

The best teams of 2026 won't be built on identical profiles, but on complementary strengths.

AI as a Talent Partner

Artificial intelligence is quietly becoming a collaborator in the hiring process.

It helps recruiters understand how candidates think, solve problems, and learn.

Through real coding challenges, conversational analysis, or portfolio scanning, AI can highlight potential that a résumé might miss. But technology alone isn't enough; the most successful hiring strategies will balance automation with human judgment, translating data into meaningful connections.

Experience Over Credentials

The tech industry's appetite for specialized talent keeps growing faster than universities can supply it. That reality is changing who gets hired and why.

Bootcamp graduates, self-taught developers, and freelancers with proven track records are now part of the same conversation as degree holders.

For many companies, project experience and adaptability carry more weight than academic pedigree. In 2026, the question won't be "Where did you study?" but "What have you built?"

IT Staffing as a Growth Strategy

Hiring on demand is evolving from a quick fix into a long-term strategy.

Organizations are turning to IT staffing partners not just to fill roles, but to strengthen their internal capabilities.

At CodersLab, this means matching teams based on performance data, cultural fit, and shared goals. The result is a partnership model where talent integration drives innovation, rather than simply extending headcount.

Learning as a Core Metric

Continuous learning has always been valuable; in 2026, it becomes measurable.

Companies will begin tracking learning engagement and skill development alongside productivity and retention.

Professionals who stay curious, update their stack, and explore new tools will have a clear advantage. Because in a landscape defined by rapid change, learning isn't preparation for the job. It is the job.

In 2026, tech hiring won't be defined by diplomas but by the ability to learn, adapt, and deliver real impact.

The future of hiring in tech isn't about titles or diplomas.

It's about capability, context, and growth.

Skills over degrees is no longer a slogan. It's how the most competitive companies will identify potential, build teams, and define success in 2026.

✍ CodersLab -- connecting global tech talent with real opportunities. more

1

HR & Recruitment

1mo

AI bias in hiring decisions is often copied by human reviewers, study reveals

An organization drafts a job listing with artificial intelligence. Droves of applicants conjure résumés and cover letters with chatbots. Another AI system sifts through those applications, passing recommendations to hiring managers. Perhaps AI avatars conduct screening interviews. This is increasingly the state of hiring, as people seek to streamline the stressful, tedious process with AI.

Yet... research is finding that hiring bias -- against people with disabilities, or certain races and genders -- permeates large language models, or LLMs, such as ChatGPT and Gemini. We know less, though, about how biased LLM recommendations influence the people making hiring decisions.

In a new University of Washington study, 528 people worked with simulated LLMs to pick candidates for 16 different jobs, from computer systems analyst to nurse practitioner to housekeeper. The researchers simulated different levels of racial biases in LLM recommendations for résumés from equally qualified white, Black, Hispanic and Asian men.

When picking candidates without AI or with neutral AI, participants picked white and non-white applicants at equal rates. But when they worked with a moderately biased AI, if the AI preferred non-white candidates, participants did too. If it preferred white candidates, participants did too. In cases of severe bias, people made only slightly less biased decisions than the recommendations.

The team presented its findings Oct. 22 at the AAAI/ACM Conference on Artificial Intelligence, Ethics, and Society in Madrid.

"In one survey, 80% of organizations using AI hiring tools said they don't reject applicants without human review," said lead author Kyra Wilson, a UW doctoral student in the Information School. "So this human-AI interaction is the dominant model right now. Our goal was to take a critical look at this model and see how human reviewers' decisions are being affected. Our findings were stark: Unless bias is obvious, people were perfectly willing to accept the AI's biases."

The team recruited 528 online participants from the U.S. through surveying platform Prolific, who were then asked to screen job applicants. They were given a job description and the names and résumés of five candidates: two white men and two men who were either Asian, Black or Hispanic. These four were equally qualified.

To obscure the purpose of the study, the final candidate was of a race not being compared and lacked qualifications for the job. Candidates' names implied their races -- for example, Gary O'Brien for a white candidate. Affinity groups, such as Asian Student Union Treasurer, also signaled race.

In four trials, the participants picked three of the five candidates to interview. In the first trial, the AI provided no recommendation. In the next trials, the AI recommendations were neutral (one candidate of each race), severely biased (candidates from only one race), or moderately biased, meaning candidates were recommended at rates similar to rates of bias in real AI models. The team derived rates of moderate bias using the same methods as in their 2024 study that looked at bias in three common AI systems.

Rather than having participants interact directly with the AI system, the team simulated the AI interactions so they could hew to rates of bias from their large-scale study. Researchers also used AI generated résumés, rather than real résumés, which they validated. This allowed greater control, and AI-written résumés are increasingly common in hiring.

"Getting access to real-world hiring data is almost impossible, given the sensitivity and privacy concerns," said senior author Aylin Caliskan, a UW associate professor in the Information School. "But this lab experiment allowed us to carefully control the study and learn new things about bias in human-AI interaction."

Without suggestions, participants' choices exhibited little bias. But when provided with recommendations, participants mirrored the AI. In the case of severe bias, choices followed the AI picks around 90% of the time, rather than nearly all the time, indicating that even if people are able to recognize AI bias, that awareness isn't strong enough to negate it.

"There is a bright side here," Wilson said. "If we can tune these models appropriately, then it's more likely that people are going to make unbiased decisions themselves. Our work highlights a few possible paths forward."

In the study, bias dropped 13% when participants began with an implicit association test, intended to detect subconscious bias. So companies including such tests in hiring trainings may mitigate biases. Educating people about AI can also improve awareness of its limitations.

"People have agency, and that has huge impact and consequences, and we shouldn't lose our critical thinking abilities when interacting with AI," Caliskan said. "But I don't want to place all the responsibility on people using AI. The scientists building these systems know the risks and need to work to reduce systems' biases. And we need policy, obviously, so that models can be aligned with societal and organizational values."

The paper is published in the Proceedings of the AAAI/ACM Conference on AI, Ethics, and Society. more

3

HR & Recruitment

1mo

Employee Evaluations

1

Margaret Chavula
1
1mo
True fair to both

HR & Recruitment

1mo

Data: the Key to Hiring Strong Leaders

When it comes to hiring executive leaders, intuition alone isn't enough. Leading executive search firms increasingly use sophisticated data strategies to inform and elevate hiring processes. Focusing on information gives deeper insights and reduces bias. It measures how well candidates align with your vision and values and structures your approach to secure the right person for your... company.

Here's why and how data transforms executive recruitment from a coin toss into a proven process.

Reveals Leadership Skills Beyond the résumés;

Traditional executive hiring leans heavily on what candidates say they've done in résumés;s and interviews. But these self-reported achievements are often exaggerated, inconsistent across industries, or irrelevant to your company.

Executive search firms use historical performance trends and real-world business outcomes to confirm and analyze a prospect's track record. They also use cognitive and psychometric tests, like the Kolbe Index, to probe a candidate's leadership abilities and strengths.

With data backing up a candidate's résumés;, you have a far better chance of finding the right skills and character to lead your company.

Aligns Candidate Strengths to Business Needs

It's easy to fall into the trap of hiring an executive with an impressive track record without fully understanding whether their strengths actually match your current business needs. But that misalignment can cost you significant time and money.

Data-driven search focuses the hiring process on your business needs. Expert C-level headhunters start by understanding your company's strategic goals, operating model, and culture. Then, recruiters work with leadership to map out the key competencies and success outcomes you need for each particular role. Now, you have a data-driven game plan.

With that plan in place, each candidate is evaluated based on how well they fit the plan. The data-driven and needs-focused approach eliminates guesswork, speeds up stakeholder consensus, and improves the odds of hiring a successful leader in the long term.

Quantifies the Culture Fit

Culture fit is one of the most talked-about but least defined components of leadership hiring. Retained C-level search firms treat culture as another data point in their recruitment process.

Think culture is too loose-goosey to quantify? Think again. Psychometric testing, like TTI Talent Insights, and team dynamic diagnostics, like the Predictive Index, turn culture into behavioral and organizational markers you can assess alongside skills and experience. At the end of the process, you have a measurable profile of how a candidate will mesh with your existing team and values.

Recognizes Key Patterns

Strong executive recruiters compare candidates across the market using datasets built from years of leadership placements. They can identify subtle and predictive patterns that most hiring managers would miss.

For example, executive recruiters for coaching networks use market mapping to identify leaders with relevant experience and success to bring to your mastermind community. Then, they use data from previous placements and your culture fit to determine essential data points for recognizing trustworthy, visionary leaders.

Reduces Bias

Even the most well-intentioned hiring teams carry unconscious biases. Data helps reduce these tendencies in the executive hiring process.

C-level headhunters use standardized assessments and blind applications to create a more equitable candidate pool. Then, focused on success criteria and culture fit, they use prewritten interview questions to compare all potential leaders to the same benchmarks.

This data can help identify candidates you might have overlooked -- people who bring much-needed perspective and innovation.

Helps Craft Better Compensation Packages

The difference between finding and hiring the right leader for your C-suite team is a competitive and personalized offer. Experts in executive hiring use compensation analysis to suggest benefits in line with industry trends and comparable placements.

Besides the general information about C-level compensation, executive recruiters get specific knowledge about your company and the candidate. They use that data to craft specific packages to help you place the leader you need.

Let's say you're working with a Chief Financial Officer (CFO) headhunter to negotiate with your top candidate. They know this leader has a spouse with poor health, so they recommend an offer with an increased healthcare benefit and work-from-home options beyond a reasonable salary. That's the information you need to secure and retain top talent at your company.

Creates a Reliable Hiring Process

Traditional executive hiring can feel mysterious. Why was this candidate chosen over another? How did we evaluate their leadership ability? How do we know this hire will stay for the long term?

A data-informed executive search process creates a transparent and repeatable approach. You have clear hiring criteria, culture benchmarks, performance expectations, and documentation to support your decisions and share with your stakeholders.

Working with a data-driven firm is especially critical if you're building an executive bench or planning future succession. They can help you create a reliable and scalable leadership selection process.

Why You Can't Afford to Ignore Data in Executive Hiring

If you're not using data to drive your executive hiring decisions, you're relying on luck. And at the executive level, luck is not a winning strategy. You need a hiring process proven to find the right leaders and stand up under scrutiny.

Data gives you that process. It empowers you to hire confidently and intentionally. It aligns your search with your business's reality and future. And it ensures that every leader you bring on board builds up your company. more

1

HR & Recruitment

1mo

From Talent Acquisition to Talent Attraction: Using Content Marketing for HR

The dynamics of recruitment have fundamentally changed. The days when HR departments could rely on job boards and recruiter databases are over. Modern professionals are not scanning listings; they're consuming stories, evaluating company values, and deciding if an organisation aligns with their personal mission long before they ever apply.

The transition from talent acquisition to talent... attraction is the result of this behavioural shift. Businesses are no longer competing for résumés -- they're competing for attention, belief, and emotional resonance.

At the heart of this transformation lies content marketing: the deliberate use of information, storytelling, and visibility to make a workplace desirable. But this isn't just a cosmetic change. It's a strategic realignment of HR around the same tools and insights that drive digital marketing. Where marketing once sold products, HR must now sell purpose.

The integration of marketing logic into HR isn't theoretical -- it's already happening. Agencies such as Search Riot, known for their focus on long-term organic visibility and data-led SEO, have demonstrated how sustained content presence can redefine brand perception. Their campaigns aren't built on noise or paid exposure but on building credibility and discoverability over time. For HR leaders, that principle is identical: authentic visibility -- where your employer story appears naturally in the spaces where professionals are already looking -- matters far more than sporadic job ads.

Similarly, agencies like Brafton and Velocity Partners have shown how narrative consistency can amplify trust across digital channels. When these approaches are applied internally, HR can cultivate the same kind of durable attention marketers earn for consumer brands. This crossover isn't about outsourcing recruitment; it's about learning from those who've already mastered audience behaviour. Just as brands use content to attract loyal customers, organisations can use it to attract and retain loyal talent.

The distinction between talent acquisition and talent attraction is timing. Acquisition happens when a position opens; attraction begins years before. Content marketing allows HR to fill that temporal gap by building a continuous narrative about who the organisation is, what it values, and how it treats people.

For example, an engineering firm publishing transparent insights into its sustainability projects does more than showcase technical skill -- it signals purpose. A healthcare organisation sharing stories of staff who advanced from entry-level roles to leadership tells future applicants that growth is real, not rhetorical. Each piece of content becomes part of an employer identity that candidates can encounter organically, forming impressions long before HR reaches out.

Modern professionals, especially Millennials and Gen Z, rely heavily on this kind of digital evidence. According to Glassdoor's research, 75% of job seekers evaluate an employer's brand and culture before applying.

Visibility in search results, presence on professional platforms, and consistent storytelling on social channels all contribute to that perception. Companies that ignore these touchpoints risk being invisible to the very people they hope to hire.

Where many organisations fail is mistaking attraction for promotion. Simply posting "We're hiring!" videos or glossy photos doesn't generate trust. In fact, over-produced content can feel artificial and repel rather than attract. Authenticity isn't a tone; it's a practice rooted in transparency and evidence.

The most effective employer brands show, rather than tell. They open the door on real processes -- how teams solve problems, how leaders handle mistakes, how the company listens to its people. This is where HR content overlaps with journalism more than advertising.

Marketing agencies like Velocity Partners thrive on this principle, producing narrative-led campaigns that prioritise honesty and relevance over hype. HR should take the same cue: stories work when they feel lived-in, not staged.

This doesn't mean perfection. Sharing the challenges of hybrid work or the lessons learned from failed initiatives can humanise an organisation. It shows potential candidates that the company's culture is resilient and self-aware -- traits that attract more discerning, values-driven talent.

Attraction isn't an abstract goal; it's measurable. Just as marketing teams analyse engagement and conversion, HR can track the health of its employer brand through data. Metrics such as application source diversity, quality-of-hire, and employee referral rate reflect how well your content resonates beyond the immediate hiring cycle.

According to LinkedIn's Global Talent Trends, companies that invest in employer branding and consistent content experience a 50% reduction in cost-per-hire and twice as fast hiring times. Those numbers aren't the result of advertising spend; they stem from trust capital -- the familiarity and credibility built over months or years of meaningful communication.

The HR teams most successful in this area treat their content as infrastructure, not decoration. They map the candidate journey from discovery to application to onboarding and identify where content can reduce friction or uncertainty. A potential applicant who's already read a detailed post about your company's mentorship program enters the process informed and emotionally aligned. In essence, content becomes pre-onboarding.

A sustainable attraction strategy demands cross-functional alignment. Marketing holds the expertise in analytics, audience segmentation, and storytelling frameworks; HR holds the emotional and operational truth of the organisation. When they collaborate, the results compound.

One effective model involves HR leading on narrative authenticity -- employee experience, internal culture, purpose -- while marketing shapes delivery: timing, SEO structure, and tone for digital platforms. This partnership mirrors what agencies like Search Riot and Brafton already execute for consumer brands. By adapting those same workflows internally, companies transform recruitment into an ongoing brand dialogue rather than a series of isolated campaigns.

Talent attraction through content marketing is not about viral moments -- it's about endurance. The brands that succeed understand that reputation compounds over time. They know that an article about workplace learning, a podcast featuring employee voices, or a transparent LinkedIn post about leadership philosophy can all serve as silent recruiters, working day and night in the background.

The key insight is this: candidates today choose employers with the same caution and curiosity that consumers apply to products. They compare stories, not job descriptions. They follow authenticity, not slogans. And they make decisions based on the evidence your organisation publishes daily -- whether you control it or not.

The movement from talent acquisition to talent attraction represents a deeper philosophical change. It's a recognition that people no longer enter organisations solely for pay or prestige -- they enter for alignment, for trust, and for meaning. Content marketing gives HR the language and structure to communicate those things continuously and credibly. more

HR & Recruitment

3mo

Is Studying Human Resources a Good Choice?

Choosing whether to study Human Resources (HR) is an important decision that requires careful consideration. This choice will not only impact your academic life but also have a lasting influence on your career development. Human Resources is a discipline that covers recruitment, training, performance management, compensation and benefits, employee relations, and many other areas. It is an... essential part of modern enterprise management. Here, we analyze the pros and cons of studying HR from multiple perspectives to help you gain a comprehensive understanding of the field and make a decision that suits you best.

1. Interest and Personality -- The Foundation of Choice

The most critical factor in studying HR is whether you are interested in the relationship between people and organizations. The core work of HR is talent management, helping companies attract, develop, and retain the right employees. If you enjoy understanding people's needs, care about employee growth, and like helping others solve work-related problems, this major can bring you satisfaction and a sense of accomplishment.

Personality-wise, HR work requires strong communication skills and empathy. In daily work, you need to interact with employees from different departments and levels, coordinate various relationships, and handle conflicts and disputes. Patience, attention to detail, and problem-solving abilities are also essential. Furthermore, HR positions require analytical skills to allocate human resources reasonably and design scientific performance evaluation and incentive programs. If you also enjoy data and logical analysis, you will find this work both challenging and rewarding.

2. Career Development Prospects

Broad Job Market

HR graduates have a wide range of employment opportunities. Almost every type of enterprise -- state-owned, private, or foreign-invested -- needs human resource management professionals. Especially in economically developed areas, as companies grow and their management needs increase, demand for HR positions continues to rise.

Salary and Benefits

HR salaries vary depending on company size, industry, and personal experience. Entry-level roles such as recruitment specialist or assistant generally offer modest pay. However, as experience and professional skills increase, especially when promoted to HR manager, compensation significantly improves. Overall, HR salaries are above average within enterprise management roles.

Rich Development Opportunities

The HR department offers diverse roles, including recruitment, training, performance, compensation and benefits, employee relations, and labor compliance. You can choose a development path that best suits your interests and strengths. Through continuous learning and experience accumulation, HR professionals can advance to department heads or even senior executives participating in company strategy formulation.

3. Academic Content and Skill Requirements

Theoretical Knowledge System

Studying HR requires mastering knowledge from management, labor law, psychology, and economics. Management helps you understand organizational structure and business processes; labor law ensures employee rights and company compliance; psychology aids in understanding employee behavior and motivation, enhancing recruitment and incentive design.

Practical Skills Development

Beyond theory, practical experience is crucial. Internships, participation in company projects, or simulated recruitment and training activities help transform classroom knowledge into practical skills. Modern HR increasingly relies on data analysis, using big data to support recruitment decisions and performance assessments, improving management efficiency.

Importance of Lifelong Learning

The HR field evolves rapidly with new technologies and ideas emerging constantly -- such as AI-assisted recruitment, online training platforms, and employee satisfaction survey tools. HR professionals must maintain a learning mindset, continuously updating their knowledge and skills to stay competitive in the job market.

4. Challenges of Industry Competition

Although HR is popular, competition is fierce. Many graduates enter the field, and companies increasingly demand professionalism and comprehensive abilities. Basic academic qualifications are often insufficient; mid- to senior-level positions usually require a master's degree or substantial work experience. Therefore, planning your academic and career path early, gaining internships and project experience, and improving both soft and hard skills are keys to standing out.

Additionally, HR work demands a strong sense of responsibility and professional ethics. HR professionals are not only implementers of company policies but also guardians of employee rights, requiring fairness, objectivity, and confidentiality to earn trust from both employees and management.

5. Advantages and Disadvantages of Studying HR

Advantages

First, HR offers broad employment opportunities, rich job types, and stable jobs. Second, the work content is diverse, combining interpersonal soft skills with data analysis hard skills, suitable for various personalities. Third, salary increases with experience, and career advancement opportunities are plentiful. Finally, as a key part of corporate strategy implementation, HR professionals' status in companies is rising, giving them opportunities to participate in top-level decision-making.

Disadvantages

HR work can be stressful, involving managing complex interpersonal relationships and emergencies, which can be mentally taxing. Some HR roles are fast-paced and task-heavy, often requiring overtime and dealing with unexpected challenges. Competition is intense, and career progression requires long-term effort, with lower starting salaries common. Moreover, HR knowledge updates quickly, requiring significant time and effort for continuous learning.

6. Conclusion

Overall, whether studying Human Resources is right for you depends on your passion for working with people and your communication, coordination, analytical, and problem-solving skills. This major offers good employment prospects, decent salaries, and rich development opportunities but also comes with competitive pressure and the need for lifelong learning. If you are willing to improve yourself continuously and embrace challenges, HR can be a fulfilling and promising choice.

By choosing HR, you take on the vital role of bridging companies and employees, promoting mutual growth of organizations and individuals. If you are passionate about helping others and improving workplace environments, enjoy diverse work content, and are eager to keep learning, this major is definitely worth considering. more

1

Christopher White
2mo
I would recommend obtaining a SHRM certification to ensure this is the field you want to be in. It carriers a lot of weight towards each of those... areas. more

HR & Recruitment

2mo

Employee retention: What works in practice

Employers must work on creating a positive work environment.

EMPLOYEE retention is a critical issue for organisations of all sizes. High employee turnover is costly in terms of time and money spent on recruitment and training, as well as the potential loss of valuable knowledge and skills.

To combat this issue, many companies have implemented various employee retention policies. In this... article, we will explore some of the most effective strategies for retaining employees.

In Zimbabwe, retaining employees is challenging for most chief executives (CEOs). The challenges arise because the resources to dedicate to retention may not be available. Another potential downside is general feelings of inequity when you focus the retention policy on a select few employees. So, the question is, what should companies do to retain critical staff?

In choosing who should be included in your retention strategy, you must be careful how you select them. The major criteria are the impact of the role on the business, and second, the individuals must be performing above average.

It makes no sense to retain an employee simply because they are in a critical role when their performance is below standard.

Offer competitive remuneration -- the best retention tool around salaries and benefits is to ensure that you are not too far below what the market pays for similar roles. If you do not have the resources to sustain competitive salaries, the best approach is to ensure you pay around the market's median and then drive performance. Anything lower than the median is unlikely to work. It is important to note that offering a competitive salary does not necessarily make the employee perform better. Instead, it makes the employee stay.

Opportunities for career development -- Employees who feel they have career development opportunities are more likely to stay with their current employer. Training programmes, mentorship opportunities, and clear paths for career advancement can help employees feel invested in their careers and committed to their organisation.

Positive work environment -- Working in a toxic environment is emotionally draining for employees. Employers must work on creating a positive work environment. It is crucial for retaining employees. This includes fostering a culture of respect, providing opportunities for social interaction among employees, and ensuring that employees feel valued and appreciated.

Recognition and rewards -- Put in place a systematic mechanism for recognising and rewarding employees for their hard work and achievements can go a long way in retaining them. This can include bonuses, promotions, or even verbal recognition for a well-done job. Research has shown that employees, who feel recognised and appreciated are more likely to stay with their current employer. I have noticed that most bonus schemes are useless because the amounts paid are insignificant.

Culture plays a key role in employee retention. A company's culture encompasses its values, beliefs, attitudes, and behaviours that shape the work environment. For purposes of retention, culture is how you treat your employees. When employees feel comfortable and happy in their work environment, they are more likely to stay with the company for an extended period.

Conduct stay interviews: Stay interviews are conversations with current employees about what they like about their job, what they would like to change, and what would make them leave the company.

Address workplace issues promptly: Attend to issues raised by employees without delay, which can prevent them from escalating into larger problems that may lead to employee turnover.

Encourage employee involvement: Involve employees in decision-making processes or company initiatives to make them feel valued and invested in the company's success.

Staff loans are a type of employee benefit that can be used by organisations to retain their employees. Staff loans are essentially personal loans offered to employees at a lower interest rate than they typically receive from a bank or other financial institution. Employees with access to affordable loans through their employer may be more likely to stay with the company longer. This is because staff loans can help to reduce financial stress and provide employees with the resources they need to achieve their personal and professional goals.

Leadership quality plays a significant role in staff retention. Good leaders inspire their team members to work towards a common goal, provide constructive feedback, and create a positive work environment. Employees tend to stay longer in organisations where they feel valued, respected, and supported by their leaders. more

5

HR & Recruitment

2mo

New edge in hiring to retain talent

WORKPLACES have undergone significant transformations in recent years. Rapid technological advancements, economic shifts and changing demographics have reshaped the way people work and what they expect from their employers.

They have also influenced talent management strategies. According to the Chartered Institute of Personnel and Development's (CIPD) Asia Employee Benefits Report 2025,... developed in partnership with AIA, increasing employee satisfaction and retaining current employees were the most important goals when designing benefits in Malaysia. This is against the backdrop of rising costs (54%), economic uncertainty (37%) and digital transformation (34%), which were identified as the top trends influencing benefits strategies.

As a result, organisations find themselves navigating a complex and ever-changing talent landscape, and if they don't listen to their employees, they risk losing out on attracting and retaining top talent.

Misalignment of talent strategies

Despite the need for employee well-being, many companies are struggling to align their talent strategies with the evolving expectations of the workforce.

According to the report, 65% of respondents said budgets are the main challenge when designing employee benefits, followed by understanding diverse employee expectations (47%). Yet, over half (52%) of Malaysian organisations said that gathering employee feedback was important as part of this process.

While this is promising, more companies need to follow suit as a misalignment between what employees want and what employers offer can have several consequences.

Firstly, many organisations continue to offer traditional, outdated benefits that may no longer resonate with younger workers.

Secondly, while employees are demanding flexibility, many companies in Asia are not fully embracing flexible work arrangements - there continues to be poor work-life balance, with long working hours and high-stress environments remaining common across the region.

Thirdly, while employees increasingly prioritise personal growth and learning, not all employers provide adequate pathways for career development.

And fourthly, while the younger generation of talent is seeking employers whose values align with their own, many companies fail to articulate a compelling mission or demonstrate social responsibility.

This disconnect between what companies are offering and what employees want has led to increased turnover rates, difficulty in attracting talent and reduced employee engagement, and in many cases negatively impacting business performances.

Attracting and retaining top talent

Organisations must adopt a multifaceted approach that addresses the diverse needs and expectations of the modern workforce. Central to this is regularly conducting employee surveys to gather feedback, such as through "pulse" surveys, as well as embracing technology.

New human resources (HR) tools, like digital health solutions and chatbots, are helping organisations tailor employee initiatives and use people data effectively to assess what works. For example, artificial intelligence (AI) can enable better analytical insights so that benefits can be tailored to increase uptake and engagement while reducing administrative costs.

Tools like employee sentiment analysis can help identify what employees value, address concerns and help to guide more targeted, effective benefits strategies. This approach ensures that benefits and policies align with actual employee preferences.

With employees increasingly looking for work-life balance, another key strategy will be to prioritise employee well-being. The good news is that in Malaysia, 52% of employers are planning to enhance their health and well-being benefits and 44% are planning to enhance outpatient insurance, followed by life and accident insurance (38%), hospital and surgical insurance (37%) and mental health support (36%).

While there is an ongoing stigma around mental health in Asian markets, proactively supporting employee mental health and well-being will build a healthier, more motivated and productive workforce.

Additionally, investing in preventive care and boosting employee health can also be cost-effective by reducing insurance claims. Organisations should create safe spaces for health discussions and offer an array of programmes, including counselling, mental health days and resilience training, to provide holistic well-being support, backed by a strong culture that prioritises employee well-being.

Following the pandemic, flexible work arrangements have also become increasingly important to the workforce. More employers are recognising this, with 17% in Malaysia considering more flexible options, compared to 9% in Hong Kong and 8% in Singapore.

Concurrently, investing in learning and development is vital, with 32% of Malaysian employers planning to enhance their training and career development opportunities in the next two years, compared with only 14% of those in Singapore and 10% in Hong Kong.

A possible driver for this could be the calls for more upskilling initiatives to help older employees stay relevant in the labour market as the government considers raising the retirement age. This focus on growth and flexibility will help attract and retain top talent.

Fostering a strong company culture, offering competitive compensation and benefits and promoting work-life integration are key to enhancing employee engagement, retention and overall organisational effectiveness.

Equally important is maintaining open lines of communication. Employers should actively engage their workforce and encourage managers and leaders to communicate regularly with their teams. Consistent dialogue builds trust, ensures alignment and helps employees feel heard and valued, all of which are crucial to sustaining long-term commitment and loyalty.

The future employer

As we look ahead, organisations that successfully adapt to changing employee expectations will be best positioned to thrive in the competitive Asian market.

By embracing flexibility, prioritising employee well-being and fostering a culture of continuous learning and growth, companies can create workplaces that not only attract top talent but also inspire loyalty and high performance.

The future of work in Asia will see a continued blurring of traditional boundaries between work and life, with an increased emphasis on purpose-driven careers and holistic experiences.

HR managers who can anticipate and respond to these evolving needs will build resilient, engaged workforces capable of driving innovation and success in an increasingly dynamic business environment.

By engaging with employees and truly understanding and meeting their changing expectations, companies can position themselves as employers of choice, securing the talent they need to thrive in the years to come. more

1

HR & Recruitment

2mo

Boost retention with better career conversations

Good people rarely leave because of money alone. They leave because they don't see a future.

In fact, lack of career development is one of the top reasons employees quit, consistently ranking above pay in exit surveys.

For founders and managers, that's both a risk and an opportunity. If you want to keep your best people engaged, regular career development conversations are one of the most... powerful (and underused) tools you have.

This article shows why these conversations matter, how to avoid the tick-box trap, and practical frameworks managers can use to make them meaningful.

Engagement isn't just about perks or flexible working. It's about whether employees feel they're growing.

The message is clear: if managers aren't having these conversations, they're missing the easiest retention lever available.

Growth conversations are retention conversations. Ignore them, and you risk losing your best people.

Too many organisations confuse performance reviews with career development.

The result is a formal, once-a-year process that ticks compliance boxes but fails to inspire.

Employees don't leave because their last review was tough. They leave because they can't see how today's work connects to tomorrow's growth.

Reviews merely measure what's done, but conversations enable you to shape what's next.

Managers don't need to reinvent the wheel. A few simple frameworks make these conversations more structured and valuable.

These frameworks shift the conversation from generic encouragement to practical, actionable steps.

Structure helps managers go deeper in career conversations and makes growth feel real.

If managers feel unsure how to begin, these simple prompts open the door without feeling forced:

These questions cut through small talk and signal genuine interest in growth.

The most powerful career conversations go beyond skills and aspirations. They show employees how their growth is tied to the company's growth.

Employee share schemes and incentives play a role here. When people have a stake in the business, they think about their career not just in terms of roles, but in terms of impact.

An employee who understands that their contributions drive business growth, and that growth enhances the value of their rewards, can clearly see how personal development connects to company success.

Align incentives with career development, and you create employees who think like owners.

Retention isn't won with slogans or perks. It's won in regular, human conversations where managers listen, support, and show how personal growth connects to company growth.

If your managers are still relying on annual reviews, you're missing the point. Career development conversations are the simplest, most effective secret weapon for keeping your best people. more

2

HR & Recruitment

2mo

I Interviewed 20+ Engineers. Here's Why Most Can't Code

The uncomfortable patterns I kept seeing over and over again

1. The Résumés Were Glorious -- The Code Was a Mess

I went into my first batch of interviews expecting battle-hardened engineers with clean code and sharp problem-solving skills. What I got was... chaos.

People with glittering résumés -- FAANG internships, big-name bootcamps, impressive GitHub graphs -- were unable to reverse a... linked list or explain how a hash map works under the hood.

They could talk about scaling microservices across distributed environments, but couldn't write a loop without an off-by-one error.

That's when I realized: résumés can be theater. They reflect how good someone is at appearing technical, not necessarily at solving problems with code.

2. They Memorized Patterns, Not Principles

Here's the most common failure pattern I saw: candidates trying to regurgitate memorized LeetCode patterns like cheat codes.

Ask them a novel variation of a problem, and they freeze. If their exact memorized solution didn't fit, they had no idea how to adapt.

This is what I call algorithm karaoke -- they can sing along to the song if you play it, but they can't compose anything new.

Real engineering is 90% thinking, 10% typing. If you don't understand fundamentals -- data structures, complexity analysis, memory layout, design trade-offs -- your brain short-circuits the moment the problem stops matching your flashcards.

3. They Never Practiced Writing Production Code

Many candidates could hack together a solution that technically worked, but the code looked like a crime scene.

No structure, no naming conventions, no tests, no separation of concerns. Just a blob of logic barely duct-taped together.

They treated the code challenge like a race, not a system that might live for years and need to be understood by other humans. more

3

Anonymous member

HR & Recruitment

3mo

what's the main components of HR OFFICER

Michail Kirkland
3mo
1Key components: recruitment and staffing, employee relations, compensation and benefits, training and development, compliance and policy management,... performance management, and HR administration.
2key competencies and skills: communication, problem-solving, organizational, knowledge of labor laws, analytical, and ethical judgments. more
2

HR & Recruitment

3mo

The best job interview questions, according to executives

Savvy executives who are well-versed in the job interview process know they're on the clock in hiring potential top talent, and that goes double for the short period of time both parties have for a face-to-face job interview.

According to data from Glassdoor, the average job interview duration is just 23 days, while 118 people, on average, apply for a single job opening. Once a candidate... reaches a human interviewer, the average job interview is about 40 minutes, which further limits an executive's opportunity to get to know a good job prospect.

Those time limits highlight the need to ask the right job interview questions; the queries that can cut through the chaos and help management land the best prospect for the job.

Good interviewers don't waste time with too many questions, as they know only a few questions can gather the necessary information to make a quality hire.

"When I craft interview questions, my focus is on uncovering depth, not just in skills, but in mindset and cultural alignment," said Victoria Ashton, senior vice president of people at Lob, a direct mail marketing company in San Diego, California.

Ashton believes the best interview questions prompt people to pause, reflect, and reveal something authentic about how they think, what they value, and how they've navigated real challenges or opportunities. "I believe the magic happens beyond the resume, so my questions aim to explore the 'how' and "why" behind their journey, not just the "what," she noted.

Like most serious job interviewers, Ashton's particularly drawn to questions that help candidates self-assess their environment fit and leadership philosophy, especially in fast-evolving cultures. "I want to understand whether someone thrives in an autonomous environment, how they collaborate, what they expect from leadership, and whether their values align with ours," she added.

Ashton's not alone. Every hiring decision-maker likely has a favorite job interview question to ask a candidate, and will rely on it as an anchor during the brief interaction with a job candidate.

What job interview questions work the best for executives? These queries lead the list of management leaders who shared their best questions with Quartz.

"One thing I have learned repeatedly is how much a team's accomplishments and overall positive dynamics are shaped by its leaders," Cabret-Lewis said. "At Aflac, we place great value on leaders who understand their influence on a team and commit to setting an example. That's why I like to ask the question, "Can you share (with examples) more about the direct impact that you had on your team's success and team's culture?"

Cabret-Lewis said she's looking for specific details in their answer, including the projects a job candidate has worked on, what challenges and setbacks they experienced, and how they recovered.

"Today, recruiters need to look beyond the question of, 'What are your strengths and weaknesses?' and dig deeper to understand a candidate's experience and learn how they navigate real-world problems, support their teams, and contribute to the business," Cabret-Lewis noted.

"For example, when I ask this question to employees from large corporations, most of the time they can't give any answer other than increasing the team size or hiring an outsourcer," Rozova-Rosenblatt.

In a candidate's answers, Rozova-Rosenblatt said she's looking for a demonstration of competencies, maximum applicability, extensive practical experience and exposure, the ability to reflect, and sincerity. "That's especially the case when it comes to admitting mistakes," she added.

So when it comes to hiring sales professionals, Scott has a particular interview strategy with job candidates.

"Interviewing sales professionals can be tricky," he said. "By their nature, they're excellent communicators who think on their feet and often give you the answers they think you want to hear. To get past that façade, I use a three-question interview style that gets to the heart of who they are as a person and a salesperson."

Scott's favorite opening question is: 'What brings you here today, beyond the job on offer, what has happened in your life to bring you to this very point?'

"In five minutes, candidates usually reveal far more than their cover letter ever could," he said. "They talk about life goals, adversity they've overcome, and their core values, which gives me a much clearer picture of their motivations."

Scott typically follows up with a second question: 'Do you agree that the measure of a great salesperson is in the quality of the questions they ask?'

"From there, I flip the interview on its head and let them lead with their own questions for the next half hour," he noted. "It sparks a natural, more relaxed conversation and often tells me more about them than 20 traditional interview questions ever could."

He also holds a closing question in his back pocket for the end of interviews: 'I absolutely hate surprises, so what should I be ready for if I were to hire you?'

"It's my version of the classic 'What are your weaknesses?', but I find it draws out more honest and insightful answers," Scott said. "This three-question approach tells me everything I need about a candidate's motivators, resilience, pitching ability, and self-awareness. It cuts through the typical interview script and, most importantly, makes the interview enjoyable for both sides."

"One of my favorite questions to ask is: 'Tell me about a time you received constructive feedback that was hard to hear," she noted. "Then I ask, "What was it, and how did you respond?"

Stelzner said she loves this question because it gets right into humility and growth. "Everybody can talk about their wins, but what really matters is how someone reacts when things don't go smoothly," she said.

She'll also "never forget" a candidate who admitted their manager once said their communication style was coming across as condescending. "That's a tough thing to hear," Stelzner said. "Instead of ignoring it, the candidate asked for specific examples, signed up for a communication workshop, and then checked in with teammates afterward to make sure they were improving."

That answer stuck with Stelzner. "It showed the candidate was willing to take accountability, be vulnerable, and actually put in the work to get better," she said.

--- "What has been the most memorable or best culture that you've been a part of so far in your career, and why?"

--- "What separates a good company from a great company, in your experience?"

"These questions open a window into how candidates perceive culture, leadership, and performance," Ashton said. "They don't just tell me what a candidate wants from a company, but also show me what they're likely to contribute, what inspires them, and how intentional they are in their professional growth."

The queries also help spark mutual reflection. "The best answers feel more like a conversation than a test; they bring out stories, insights, and sometimes even new ideas I bring back to my team," she added. more

HR & Recruitment

3mo

What Are Key Elements of an Effective Onboarding Program?

2

HR & Recruitment

3mo

7 Essential Employee Development Goals to Boost Team Performance

1

Able D. Paryon
3mo
Thanks for the efforts in creating this excellent article.

HR & Recruitment

3mo

How to Create an Effective Employee Retention Plan in 5 Simple Steps

Creating an effective employee retention plan involves a structured approach that addresses key concerns and nurtures a supportive environment. By evaluating employee needs, offering competitive benefits, and promoting career development, you can considerably reduce turnover. Moreover, cultivating a positive workplace culture and implementing recognition systems are essential for boosting morale.... Comprehending these components is critical, as they form the foundation of a successful retention strategy. So, what specific steps can you take to improve your retention efforts?

Grasping employee retention is vital for any organization aiming for long-term success, as high turnover rates can lead to considerable costs and disrupt overall productivity.

To improve employee retention, focus on creating a positive workplace culture where employees feel valued. Engaging employees through development programs can likewise notably improve retention; those who see opportunities for career advancement are 20% more likely to stay for at least a year.

Conducting exit interviews can provide valuable insights into why employees leave, helping you identify trends and implement proactive solutions.

Eventually, cultivating open communication channels can further contribute to higher retention rates, ensuring your team remains loyal and committed, which translates into lower turnover costs and improved workplace morale.

Creating a robust employee retention plan requires a multifaceted approach that addresses various factors influencing employee satisfaction.

First, guarantee competitive compensation and benefits, as 67% of employees prioritize these when deciding to stay.

Next, incorporate career development opportunities, like training and mentorship, since employees who see clear progression paths are 20% more likely to remain.

Cultivating a positive workplace culture characterized by inclusivity and collaboration improves satisfaction and retention rates.

Moreover, implement recognition systems to acknowledge employee contributions consistently, boosting morale and engagement.

Finally, establish open communication channels for feedback and dialogue. This creates a more engaged workforce, yielding improved loyalty and reduced turnover.

A well-rounded retention strategy example incorporates these fundamental components effectively.

What factors lead to employee turnover, and how can organizations effectively pinpoint them? A lack of career advancement opportunities tops the list, with 45% of employees leaving for limited growth paths.

Inadequate compensation is another major issue, as 67% seek higher-paying jobs because of dissatisfaction with their salaries.

Poor management practices also contribute, making employees feel unsupported and undervalued.

Moreover, work-life imbalance often drives resignations; employees experiencing burnout are 30% more likely to leave.

To address these issues, conducting exit interviews can provide insights into turnover causes, helping you identify patterns.

This data is vital for developing an effective employee retention strategy example, important for managing employee turnover and retention successfully.

An effective employee retention strategy requires a structured action plan to guarantee the successful implementation of initiatives designed to keep valuable talent within the organization.

Start by developing a clear action plan that outlines specific strategies, responsible parties, and timelines. Conduct regular check-ins and feedback sessions with employees to assess the effectiveness of your engagement retention initiatives.

Assign measurable goals for each strategy, like reducing turnover by a set percentage within a defined timeframe. Communicate the retention plan transparently to all employees, encouraging comprehension and buy-in.

Finally, utilize data analytics to monitor retention metrics and employee sentiment continuously. This approach allows you to identify emerging trends and make timely modifications to the retention plan, ensuring its ongoing effectiveness.

A positive workplace culture greatly contributes to employee retention and satisfaction. When employees feel valued and included, they're more engaged and less likely to leave. Implementing innovative employee retention strategies, like nurturing teamwork, helps build a sense of belonging. Recognition systems that celebrate both big and small contributions are essential in enhancing loyalty.

Regularly evaluating these recognition initiatives based on employee feedback can guarantee they remain effective. This retention plan example shows how a culture of gratitude can greatly boost satisfaction and retention rates.

In summary, implementing an effective employee retention plan involves evaluating needs, offering competitive compensation, providing career development, nurturing a positive culture, and recognizing contributions. By addressing these key components, organizations can greatly reduce turnover and improve employee loyalty. Regularly reviewing the plan based on feedback and turnover metrics guarantees it remains relevant and effective. In the end, prioritizing employee satisfaction not just benefits individuals but also contributes to overall organizational success. more

2

HR & Recruitment

3mo

Responsibilities of a Human Resources Manager

In today's world where human resources management is becoming increasingly important, the role of the HR Manager goes far beyond that of a traditional recruiter or administrator. They are now key drivers of corporate strategy and critical builders of company culture. A great HR Manager must not only have solid professional knowledge, but also forward-thinking strategic insight and outstanding... interpersonal communication skills. Here, we will explore the major responsibilities of HR Managers and their core value to a company from seven key aspects.

1. Strategic Planning and Organizational Management

As a crucial bridge between corporate strategy and execution, the HR Manager must fully understand the company's overall direction and translate it into actionable HR strategies.

HR Managers participate in high-level meetings to understand business needs and industry trends, develop mid- to long-term talent strategies, and anticipate workforce requirements. For example, when the company is preparing to expand into a new business sector, the HR Manager should predict the core positions and capabilities needed and plan talent acquisition and training in advance.

They are also responsible for optimizing the organizational structure and ensuring efficient division of labor. By coordinating resource allocation and overseeing HR policies and procedures, they ensure systematic and efficient human resources operations.

Building effective communication channels and motivational mechanisms is another essential task. These initiatives enhance employee engagement and satisfaction, helping to establish a vibrant company culture and improve overall team performance.

2. Recruitment and Staffing

Recruitment is the foundation of HR management and directly determines whether the company can acquire top talent. The HR Manager formulates annual and quarterly recruitment plans based on business growth, talent forecasts, and job requirements.

They select appropriate recruitment channels -- campus recruitment, social platforms, headhunting, or internal referrals -- and design screening and interview processes to ensure quality hiring. For key or senior positions, the HR Manager personally participates in interviews to assess candidates' overall suitability.

Once hired, onboarding and orientation are equally important. The HR Manager organizes training for new employees to quickly familiarize them with the company's culture, rules, and workflows, which shortens the adaptation period and boosts early productivity.

3. Training and Development

Training is not only vital for employee growth but also critical for maintaining the company's competitive edge. HR Managers create structured training programs based on skills gaps and career development paths.

They build internal training systems, including onboarding training, on-the-job training, leadership development, and technical skills programs. Regular training needs assessments are conducted to identify real-world performance issues and tailor courses accordingly.

Throughout the training process, HR Managers monitor participation, evaluate learning outcomes, and measure the real impact. By establishing evaluation mechanisms -- such as tests, surveys, and follow-ups -- they ensure the return on training investment.

To support long-term career development, HR Managers also provide career counseling, job rotation opportunities, and clear promotion paths, helping employees realize personal value while retaining key talent.

4. Performance Management

Performance management is a core HR function that aims to align employee performance with company goals and inspire higher productivity.

HR Managers design performance evaluation systems based on strategic objectives, using tools like KPIs, OKRs, and 360-degree reviews. These systems are adapted to different roles to ensure fairness and accuracy.

They oversee the evaluation process, coach managers on how to give feedback, and handle disputes or appeals to maintain transparency and fairness.

Performance results are linked to salary adjustments, promotions, training opportunities, and job changes, creating a performance-driven culture across the organization.

5. Compensation and Benefits Management

A competitive and fair compensation system is crucial for attracting and retaining talent. HR Managers develop compensation strategies that reflect market conditions and internal equity.

They regularly conduct salary surveys to understand industry standards and adjust pay structures accordingly. HR Managers also design comprehensive benefits packages -- such as insurance, housing funds, holiday gifts, health checkups, travel perks, and flexible work options -- to meet employees' diverse needs.

During implementation, clear salary levels, raise mechanisms, and bonus distribution rules are established. Additionally, confidentiality around pay is strictly maintained to prevent internal conflict.

6. Employee Relations Management

The quality of employee relations directly impacts the company's stability and long-term growth. HR Managers must foster a harmonious and inclusive work environment to strengthen employee engagement and team cohesion.

They listen to employee feedback through surveys, interviews, or anonymous channels, and intervene early to prevent dissatisfaction or turnover.

When conflicts, grievances, or labor disputes arise, HR Managers handle them professionally and legally, protecting employee rights while preserving the company's reputation. If needed, legal advisors or third-party mediators may be involved.

Organizing employee events, team-building activities, and celebrations is another key aspect. These efforts enhance relationships, improve morale, and promote a positive organizational culture.

7. Compliance and Risk Management

With increasing legal complexity, HR Managers must stay updated on regulations and ensure compliance across all HR practices.

They must be well-versed in labor laws, contracts, insurance regulations, workplace safety, and other relevant policies to ensure all employment practices are legal and well-documented.

Key HR processes -- like onboarding, confirmation, promotion, and termination -- must follow proper procedures to avoid legal risks. HR Managers also need to collect and preserve documentation to protect the company in case of disputes.

In legal conflicts or arbitration, they collaborate with legal counsel and prepare evidence to defend the company's interests.

Additionally, HR Managers must prioritize data security and protect employee information from breaches, thereby reducing operational risks and maintaining organizational trust.

Conclusion: The Strategic Value of an HR Manager

In conclusion, the role of an HR Manager extends far beyond administration; they are strategic partners who drive sustainable business growth. By effectively managing talent acquisition, training, performance, compensation, employee relations, and legal compliance, HR Managers empower the organization to attract, retain, and develop top talent.

As digital tools like AI, big data, and HR tech continue to evolve, the HR Manager's role will also transform. Those who continuously learn and adapt will become even more valuable in the future, playing a vital role in leading organizational change and success. more

1

HR & Recruitment

3mo

1 in 3 Job Applicants Lie on Their Resumes. But Hiring Companies Lie More

Your job candidates are lying on their resumes and in their job interviews.

According to a new survey from Flexjobs, 33 percent of job candidates admit to lying on a resume or cover letter. Furthermore, 19 percent said "they've faked enthusiasm or pretended to be passionate about a company's mission."

Personally, I'm shocked that so many people would lie to survey takers.

The recruiting... and job hunting process, in essence, creates a situation where a company and a candidate lie to each other in an attempt to persuade the other to take action.

While I'm willing to concede that perhaps only 33 percent of job candidates lie on their resumes, I'm going to say 95 percent fake enthusiasm about a company's mission.

Your business just isn't that special.

Yes, some people are passionate about some things and work in those fields. They absolutely exist, but for most people? They are doing a job. They may like it, but the passion that they express in an interview is nowhere near reality.

Which is fine, because the passion the hiring manager expresses is also nowhere near their true level of passion. And frankly, sometimes passion is a bad thing. For instance, people often discuss how railroads tend to avoid hiring individuals who are passionate about trains. Why? Safety.

As Reddit commenter SlowFlashingApproach said, "The railroad wants people that can treat the job like the job it is. Safety is a huge element, and hiring people that may be easily distracted from their work by a rare engine in the distance that they want to go look at or by the US's last semaphore signal they want to get pictures of could compromise that safety."

After putting a dose of reality into each party's genuine feelings about the job, it's worth considering the lies that companies make in their job postings. In a 2024 survey, 40 percent of businesses admitted to posting ghost jobs. Just completely made up jobs! The problem is so pervasive that Canada is taking steps to outlaw ghost job postings.

And what about job postings that say "remote" and end up being hybrid or, worse, 99 percent in office?

Or job descriptions that leave out the icky parts of the job, hoping that once they hire a candidate, the new employee will feel stuck?

A 2023 survey found that nearly 40 percent of hiring managers said they lied in job interviews.

Job hunting is much harder for everyone -- hiring companies and candidates alike -- because of all the lying.

Here's how to reduce this deep-rooted problem:

1. Stop lying. I know it's tempting and I know your competitors are doing it, but it makes people angry. And you don't want to hire someone who took the job based on false pretenses. They'll be unhappy and start to look for a new job.

2. Do in-person interviews, even for remote jobs. Consulting firm Gartner says by 2028, one-quarter of job applicants will be fake. What's more expensive? Accidentally hiring someone who faked their way through the internet using AI (or worse, a North Korean Spy) or spending a couple thousand dollars to fly in a candidate before making an offer?

3. Focus the questions on actual skills that your employees will need. Use validated tests for hard skills. Don't check to see if a candidate has scuffed shoes, ask if they make their bed, or make them participate in a "raw egg drop." Ask them questions about the actual job. You can have them do a short project or presentation, as long as it doesn't require more than 2-3 hours of work. Any more, and you should pay them a fair consulting fee.

4. Stop lying. I know this was number one, but really, stop it. Make honest job postings. Inform the candidates about the actual travel or expected overtime. Let them know if you are the type of boss who will expect an answer at 10:00 pm. If doing so makes you uncomfortable, then stop doing those behaviors.

Yes, candidates should stop lying, but until companies stop it, you don't have the moral high ground to demand total honesty from job seekers.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com. more

6

HR & Recruitment

4mo

In recruitment, an AI-on-AI war is rewriting the hiring playbook

Roei Samuel, founder of networking platform Connectd, has been hiring at speed -- 14 roles in six months. But he's begun to wonder if candidates' answers are genuine, even on video calls. "I can see their eyes shifting across the screen," he says. "Then they come back with the perfect answer to a question." The trust gap between employer and jobseeker is widening, and it's fast becoming one of the... trickiest knots in modern hiring.

From ChatGPT-polished CVs to full-blown applications submitted by bots, GenAI has hit the job market hard and gone fully mainstream. For a sizable generation of jobseekers -- 68% of European tech workers were actively looking for a new role at the end of 2024 -- it's commonplace to use AI to tweak a CV or even complete an entire application.

Tools like Sonara, LazyApply, and JobCopilot have made it easy to shoot off dozens of applications in a day. In June, data from TestGorilla found that just over a third (37%) of UK jobseekers are using AI to complete applications. Among early-career candidates, it jumps to to 60%, up from 38% the year before, according to Bright Network, which connects graduates and young professionals with recruiters.

Startups are at the forefront of this AI arms race. With smaller teams, shorter runways, and a culture of speed, they're particularly exposed to this strange new world of suspiciously shiny applicants and AI-assisted code challenges. Most aren't fighting it: 85% of employers now actively accept AI-assisted applications. But their acceptance doesn't equal apathy. Amid a deluge of blatant AI use, how are Europe's most agile companies working out who's being real -- and if they're worth bringing onboard?

Using AI to troubleshoot and tailor a CV has become par for the course. For most jobseekers, GenAI acts like a digital sidekick -- smoothing grammar, sharpening phrasing, and cranking out tailored applications faster than ever. According to Canva's January survey of 5,000 employees across countries including the UK, France, Spain, and Germany, 45% had used GenAI to build or improve a resume -- and have yielded positive results. But hiring managers aren't entirely sold. In the UK, 63% believe candidates should disclose if AI played a role in their application materials, signifying that trust is on shaky ground.

Other research suggests that attitudes depend on the context. A global survey by Experis (part of workforce giant ManpowerGroup) found that 28% of tech leaders are fine with AI if used to personalise a resume or cover letter, 26% with help on problem-solving tests, and 24% even with answering interview questions. Just 15% said AI use is unacceptable across the entire job application process.

For Duco van Lanschot, co-founder of fintech startup Duna, it's all about the role. "If an engineer used ChatGPT to polish a written application, fine. That's not the job. But for a growth or sales hire to use it very obviously is a big red flag," he says. "The job itself involves public-facing comms and emailing stakeholders -- and in a sea of generic, AI-generated copy, I want us to be as human as possible."

Tech employers and startups are adapting -- albeit in different ways and at different speeds. Some are setting ground rules for usage, some are bulking out human-only processes, and some are cutting away entire parts of the "traditional" hiring approach. "AI hasn't broken hiring," says Marija Marcenko, Head of Global Talent Acquisition at SaaS platform Semrush. "But it's changed how we engage with candidates."

In the words of Khyati Sundaram, ethical AI hiring expert and CEO of Applied, we're in the middle of "an AI-on-AI war." And in the fallout, traditional application materials are losing their sway. In the tech sector, cover letters fell into obsolescence long ago, and CVs are next on the chopping block. "A huge upside is that it's exposing résumés for what they are -- a broken artefact," says Sundaram, whose team works with the likes of Unicef UK, BLab, and the Equality and Human Rights Commission. "Putting résumés into keyword scanners or GenAI tools isn't solving the problem for those hiring, because when it comes to the interview, the candidate falls apart," she explains.

Instead of cover letters and cut-and-paste CVs, employers are turning to structured questionnaires and skill-based tasks -- tools that measure how someone thinks, not just how well they can write a prompt. "Skill-based hiring is no longer just a tech hiring thing," Sundaram adds. "We're seeing that crop up in more white-collar roles across the board." According to TestGorilla, 77% of UK employers now use skills tests to evaluate candidates, with the same proportion saying these tests outperform CVs in predicting job success. This should have a positive effect in the long term: LinkedIn's Economic Graph Institute found that a skills-based approach globally could expand talent pools by 6.1x, and help broaden gender and minority representation.

At Semrush, the shakeup is already in full swing. Hiring managers are trained to sniff out fluency without depth, spotting signs of AI in real-time coding challenges or task-based interviews. "We've replaced the usual 'Tell me about yourself' prompts with in-depth interviews that explore experience, soft skills, and thinking patterns," says Marcenko. "It's hard to fake those, with or without AI."

Applied's own system uses a mix of automation and human insight. "We don't believe in AI detectors -- they're rarely accurate, so we train reviewers to pattern match like an AI, comparing submissions to known GPT outputs," explains Sundaram. "If five responses sound suspiciously identical, humans can flag them."

Elsewhere, startups are getting more creative and more human. Alessandro Bonati, Chief People Officer at travel scaleup WeRoad, has ditched cover letters in favour of more creative, human-centric formats like curated portfolios or briefs of the "show, don't tell" type. The company, which has over 210 staff in offices across Italy, Spain, Germany, and France, actively encourages candidates to use AI. "But that's also accompanied by traditional in-person interviews to assess candidates' thinking, communication, and cultural fit in real time," says Bonati. His team also leans on real-time scenario-based exercises that reflect how candidates would collaborate, not just how well they can prepare.

Another ripple effect: references are back on the menu. Santiago Nestares, co-founder of the accounting startup DualEntry, is spending more time face-to-face on Zoom with candidates. "Experience is hard to fake," says Nestares. "You can usually tell when someone's just read about something versus having lived it." He's also going deeper on references; not just the usual ones, as those are always glowing, but backchannel conversations with people who've worked with them directly. "It's so we can find out how someone handles pressure, works with a team, and shows up day to day," says Nestares.

Through building the team for Connectd, a platform which enables angel investors and founders to effectively manage their startups, Samuel has noticed that candidates are cutting through the lack of trust by building more social proof around themselves. "For hiring managers, instead of taking a candidate's word for it, we're diving into references more than ever," he says.

The dreaded take-home task is on the way out now too. Unpaid and time-consuming, candidates have long despised them, and now that there's the option of using GenAI to fake it (until they make it), employers are souring on them too. Live interviews, technical walk-throughs, scenario-based challenges, and even roleplay simulations are becoming the new standard, particularly in product, design, and marketing roles. "AI detectors are being used," says Andreas Bundi, founder of Berlin-based HR consultancy Bundls. "But most companies are asking -- why bother with take-homes when you can just do a live assessment?"

Bundi, who works with clients like Pitch, Cradle and Telli, says hybrid companies with mandatory office days are ditching take-homes to keep the interview process aligned with on-site work. With more candidates on the market, jobseekers are going further -- relocating, or even flying in for interviews.

In the same vein, well-funded companies are increasingly comfortable bringing people on-site for tasks. "When travel isn't possible, I've arranged in-person meetings with interviewers who happen to be nearby," says Bundi. "I recently scheduled interviews around a conference both the candidate and interviewer were attending." This "networking meets hiring approach" works surprisingly well.

Bundi says he sees that it's the AI-first companies that are more relaxed about candidates using tools like ChatGPT -- but it's rarely made explicit. Recently, one of his Lead Data Scientists blew an interview by manually wrangling messy data instead of automating it. "They thought they needed to demonstrate their raw coding skills," says Bundi. "But the company wanted strategy, not a human data janitor. That's what ChatGPT is for." As AI becomes standard, candidates and companies will need to get clearer on where it fits in the process. Until then, these frictions will continue.

Despite the ubiquity of AI-powered applications, most companies still haven't formalised their approach. "It's confusing for candidates, as some companies don't want AI used in applications, even though those same roles involve AI tools every day," says Sundaram. Indeed, 40% of employers using BrightNetwork services said they still haven't set guidelines for AI usage in their processes, although 28% plan to for the next recruitment season. Of those who have set guidelines, 44% don't allow candidates to use AI.

"The vanguard employers want everyone to use it and demonstrate their AI literacy," says Sundaram. Some of Applied's clients have even added the question: 'How will you use AI in this job?' She warns, however, that many of the quick fixes employers reach for -- AI detectors, video screening with facial tracking, voice sentiment tools -- raise huge ethical concerns. "If companies are tracking facial expressions for emotional nuance, it gets creepy," she says. "Where do we draw the line?"

Instead, she argues, the fix will lie in redefining what candidates are being tested for. Applied has shifted from traditional job architecture to task architecture, evaluating not just skills, but values like resilience, adaptability, and mission alignment. "These are the human traits that will matter even more as jobs evolve," she says. "Especially in startups, where everyone's a generalist."

Without doubt, generative AI is fundamentally reshaping the hiring process. The most forward-looking startups aren't resisting the change -- they're building better processes around it. CVs may be broken, cover letters outdated, and applications increasingly synthetic -- but the real differentiator is still very human. "We need people who can adapt, not just apply," says Sundaram. "Because the job they're hired for today may not exist in six months." Startups that understand this and structure their hiring accordingly aren't just future-proofing their teams, they're rewriting the rules of work for the AI era. more

1

Last First
20
4mo
All ai is: a tool that companies use so when mistakes happen there is no accountability, "the ai did it" that's it. All other forms of ai is no more... technological than auto fill. Workers should focus on getting union jobs that regulate the use of ai against them. more
bukenya Jamil
4mo
And the war ai has just begun

HR & Recruitment

HR & Recruitment

Interview: What every manager needs to know

HR & Recruitment

White-Collar Workers Fear AI, But For Blue-Collar Workers, It Can Be A Savior

HR & Recruitment

Skills Over Degrees: How Tech Hiring Will Evolve in 2026

HR & Recruitment

AI bias in hiring decisions is often copied by human reviewers, study reveals

HR & Recruitment

Employee Evaluations

Margaret Chavula

HR & Recruitment

Data: the Key to Hiring Strong Leaders

HR & Recruitment

From Talent Acquisition to Talent Attraction: Using Content Marketing for HR

HR & Recruitment

Is Studying Human Resources a Good Choice?

Christopher White

HR & Recruitment

Employee retention: What works in practice

HR & Recruitment

New edge in hiring to retain talent

HR & Recruitment

Boost retention with better career conversations

HR & Recruitment

I Interviewed 20+ Engineers. Here's Why Most Can't Code

Anonymous member

Michail Kirkland

HR & Recruitment

The best job interview questions, according to executives

HR & Recruitment

What Are Key Elements of an Effective Onboarding Program?

HR & Recruitment

7 Essential Employee Development Goals to Boost Team Performance

Able D. Paryon

HR & Recruitment

How to Create an Effective Employee Retention Plan in 5 Simple Steps

HR & Recruitment

Responsibilities of a Human Resources Manager

HR & Recruitment

1 in 3 Job Applicants Lie on Their Resumes. But Hiring Companies Lie More

HR & Recruitment

In recruitment, an AI-on-AI war is rewriting the hiring playbook

Last First

bukenya Jamil