Training and Development as a Recruitment and Retention Tool
According to Slutsky, the availability of training and development has never been more important than it is today. In addition to promoting safety and compliance, training is a key part of helping teams gel in remote and hybrid environments.
Just as importantly, companies that offer a robust pathway forward will find it easier to recruit and retain employees.
“Candidates want to know what the benefits of joining an organization are, what’s in it for them,” she says.
Presenting a solid progression plan is an attractive differentiator to candidates of all ages.
“Many organizations have their hands tied when it comes to compensation, so they offer training, mentorship, and industry experience in order to stand out to candidates,” says Slutsky. “Strategic recruitment platforms will really spell that out.”
More Than Words: Artificial Intelligence in HR
With up to 800 or more candidates applying for a single position, Slutsky reports that HR departments are increasingly turning to artificial intelligence to thin out the field.
In the last update, Slutsky explained how AI was being used to write job descriptions and resumes. She now explains that it’s fundamental to candidate screening.
“The algorithms that help us screen those applicants rely on more than just keywords,” she says. “AI is iterative and can be trained to assess resumes in very specific, nuanced ways. It really looks at the total experience.”
Slutsky says that the onus falls on candidates to reflect upon their experience and present it based on the most common terms and norms.
The ascendant technology is also being used to assist in training.
“AI also customizes training programs based on individual employees, learning styles, and progress performance,” says Slutsky. “It can be used to identify skills gaps within the workforce, make recommendations to close those gaps, and modify training programs.”
Slutsky believes that the technology still has limitations and doesn’t expect it to replace humans just yet.
“I believe that it excels in data-driven analysis, but is still lacking in emotional intelligence,” she says.
Salaries in the Era of Pay Transparency
BC’s ever expanding pay transparency legislation means that companies must be clear and concise with respect to setting salaries, less they create trouble internally.
“It’s important to balance external and internal compensation because candidates have access to all of that information, and they’re very savvy,” says Slutsky.
When appropriate help cannot be found at a certain pay level, Slutsky says that companies can take several routes. They can elect to bump salaries internally to be more in line with the expectations of external candidates. Alternately they can redefine the position being recruited for to justify offering a higher salary.
“At certain bandwidths, some people simply don’t exist,” she says. “Somebody exists at $100,000. Somebody else exists at $125,000.”
Performance Management and Bias
“There seems to be a grey line these days between performance feedback and discriminatory actions,” says Slutsky.
She challenges those providing the feedback to ensure that they’re fair and subjective.
“Unconscious bias can influence a manager based on triggers they have,” she says. “This can lead to unfair assessments based on gender, race, age, or even somebody’s name.”
Slutsky offers pointers for those who are dedicated to getting it right.
- Performance feedback should be given privately. It’s important to keep the process confidential. Don’t dish out criticism in front of an employee’s peers.
- Feedback should be relevant, fair, and based on the role as defined in the job description.
- It should consider the level of training given to the employee. It should also include a development plan for improving performance.
- It’s important to have the right people in the room with you. For union positions, have a shop steward. For non-union positions, have another lead person present.
- Get feedback from the employee. Ensure that they understand your views and have an opportunity to ask questions.
“I tell my clients that providing feedback is not the same as discriminatory action,” says Slutsky. “It’s important to truly understand the person’s performance and reflect it appropriately.”
Slutsky’s clients hire her to perform consultative work in various HR specializations, but her advice to those starting out in the field is to take on a wide range of tasks in order to develop a more complete range of skills.
“There are a lot of podcasts, articles, and skills training opportunities out there,” she says. “Mentorship holds tremendous value as well.”
Cited Sources
1 Direct communication with Judy Slutsky
