Kim Minnick

"The entire employment experience starts from step one." Don't miss this week's podcast episode with Wendy Hull, PHR, SVP of HR at Salad Collective. She discusses: 🙂 The importance of consistency across recruiting, hiring, and onboarding 🤖 How she's embraced #automation to make life easier for operators 🥗 The unique challenges—and opportunities—around #HR for #QSR Links in the comments!

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Staffing Industry Analysts (SIA) and global provider of staffing software Bullhorn bring you the SIA | Bullhorn Staffing Indicator for the week ended May 11. 🔹 Year-to-date, the median Y/Y growth rate is -13% for Commercial staffing, -11% for Professional staffing. By comparison, last year’s median Y/Y growth rate was -11% for Commercial staffing and -6% for Professional staffing. This suggests that market conditions for staffing businesses deteriorated slightly during the first quarter of 2024. 🔹 The year-over-year decline in the Indicator is directionally in line with the decline in temporary help employment as reported in the Bureau of Labor Statistics’ monthly Employment Situation reports. 🔹 Competitive pressures remain elevated but there are continuing and large opportunities for those staffing firms that have developed a competitive advantage via either their technology, their service offerings, or both. Read today’s full briefing and utilize our interactive tools >> https://lnkd.in/gAmNwpq4 #staffing #jobs #employment #research

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Vetting employees 🕵️‍♀️ goes beyond dodging a bad hire. It's the secret sauce 🌟 to elevating your company culture. Imagine creating a workplace where every new hire is not just skilled but also a perfect cultural fit. Sounds dreamy, right? 😇 That's what thorough vetting does. It's not merely about verifying qualifications or past experiences; it's about uncovering how a candidate's values align with your company's ethos 💡. Here's the twist: When you prioritize cultural fit in your hiring process, you're not just filling a position. You're strategically weaving a stronger, more cohesive company fabric 🧵. Employees who resonate with your culture are more engaged, more productive, and yes, happier 😊. They're the ones who will champion your brand, drive innovation, and stick around for the long haul 🚀. But there's more. This approach transforms your workforce into a tight-knit community, united 🤝 by shared values and visions. It turns your company into a magnet for top talent who seek more than just a job; they're after a purpose, a place where they feel they belong 🏰. So, next time you're vetting a candidate, remember: You're not just assessing their fit for the role. You're shaping the future of your company culture 🎯. Ready to elevate your company culture? Start by reevaluating how you vet your next candidate. Your future top performer might thank you for it 👏.

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🤓 Here's a few things we've learned about why Open Org membership might (and might not!) be valuable to you right now if you're in People & HR... 1️⃣ We're laser-focused on Transparent Culture... ✔ If you've been tasked with improving communication, documentation, trust, engagement, retention... this is where you'll access everything you need to achieve that. ❌ If you're not trying to build a more transparent org, you're probably not going to enjoy this, or get as much from it! 2️⃣ Our community's on Slack.... ✔ If you're Slack native, or happy to get to grips with it you'll thrive ❌ If you can't use Slack, and don't want to...you might not get value 3️⃣ You'll thrive if you engage... ✔ This is not another 10k member bulletin board community. We're intentionally small and highly engaged. You'll get value if you seek out help, and want to give it back. ❌ If you don't want (or need) to make the most of the help on hand from other members you might not find this super valuable. 4️⃣ We put on a lot of events; monthly roundtables & speakers ✔ If you want to jump in, learn, engage, share and get involved you will thrive in this member network and build some great relationships ❌ If you don't have the time, or energy to join in, you might feel less value from a paid member network like this. 5️⃣ We're super hands-on... ✔ John & I have 25+ years experience in building companies 0-100, and culture change in companies 10-100k... we're in your pocket and at your disposal when you need us. If you make the most of this time, we like to think you'll see the benefits. ❌ If you don't need support on in-flight challenges, sound-boarding, ideation, or space to vent or shout into the void, you might not get the same value as others who do lean on us more! Our member network is all about #LearningInPublic. It's one of our values. 🦞 (IYKYK) We're not afraid to ask for help, and we give it back generously (another value). 🤗 The more proactive you can be, the more value you can get. And John and I will always give as generously as we can 🖤 So... 👉 If you're in People & HR 👉 Have objectives aligned to trust, engagement, communication and retention 👉 And you want to accelerate towards those goals with a supportive member network around you... this is for you. 🙂 🔗 https://lnkd.in/e5yhxFNV

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How you can get anyone to talk to you, whether it's for a podcast, a new job, or a virtual event: I had to figure this out for Tesorio’s team events. Here’s my approach: 1. Find Their Email: Use an email finder like RocketReach. People are less responsive on LinkedIn. 2. First Email: Craft an appealing subject line. Use a tool like Streak to track if your email is opened. If not opened in 2 days, change the subject line to something more compelling. 3. Bump Up: If no reply in 2 days, send a follow-up saying, “Just bumping this up.” 🌟 80% of people responded after this step. 4. Final Follow-Up: After another 2 days, send, “Would be happy to hear back.” 🌟 90% of people responded after this. If still no reply, stop to avoid being annoying. It’s that simple! With these steps, I got experts like Wharton Professor Jonah Berger (215k+ LinkedIn followers) and former Nike executive Shaz Kahng to talk to me and be guests at Tesorio’s Fireside Chats. 👉 PS: Be persistent but not annoying. It takes courage to follow up, but you don't want to sound like a sales pitch. #Networking #Hacks #Teamevents

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We’re ready to take SHRM by storm ⚡️ Come find us at booth 1561 to chat about the future of HR tech, snag some special swag, and learn what the Rippling effect is all about. We also have some really exciting events on deck, so keep your eyes on this page for more info as the conference dates approach 👀 Will we see you there? Get the details here: https://lnkd.in/g3bpSRRB #SHRM24

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This week I'm myth-busting. The Recruiter Labs team has compiled the most common misconceptions that we hear when talking to recruiters about starting their own business. Myth 1: Companies won't work with you if they haven't heard of you. Wrong! People buy from people. If you have a good track record and reputation then you have just has much chance at winning work as the big players. In fact, sometimes our businesses are winning retainers or getting on PSLs BECAUSE they don't work for a big brand. If this has been holding you back, it's time to start believing in yourself and get cracking! #recruitment #startup

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Why choose Gusto for your payroll needs? Here are just a few reasons why! 📊 Interested? Contact us to get started. #GustoAdvantages #StartWithGusto

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I'm still very hands on and because of that I spend a lot of time in tables so I've enjoyed testing the latest UI update in Ashby! The new tables in Ashby have been a joy to work with. You can do things like resize, hide, pin, and multi-sort columns - feels very intuitive and very smooth. There’s a lot more you can do when adjusting table settings (table density, text wrap, etc) + it’ll save all your preferences for next time. Very impressed with this update! #ats #recruiting #talentaquisition #recops #talentstrategy #talenttechnology

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Have you ever experienced a RIF? I have... ...and it's never fun. Yet, when is a RIF the right decision for the business? Well, there are some broad sweeping answers- need to cut costs, merging two companies- but it's usually a lot more nuanced. I joined a company in the food services business in January 2020. Remember what happened in March 2020? Yeah, the world shut down. Which meant restaurants shut down. Which meant revenue dropped by something like 80%. Did it suck to get laid off? Yup. Was it necessary for the business to survive the pandemic? Almost certainly. This is obviously an extreme example. But sometimes, a RIF can be a helpful tool for a business. A more common example- a company finds that they have too many senior leaders (read: expensive) at the organization. One company I worked with had 300+ VPs and 7000 employees. That's 4% of employees at VP level- which is OUTRAGEOUS. So there obviously needed to be a shuffle. Which VPs needed to be exited? A few questions are essential to ask before answering that question: 1. What products/services are most essential to the business (e.g., an innovative product in development, a product that generated 80% of revenue)? What VPs work on those lines of business? 2. What team size and structure is most effective? Whose spans are too small or had high manager ratios? 3. How do you define high performing? What VPs fall into that bucket? You might have a high-performing VP with a small span on a non-essential line of business. Do you keep them? You might have a VP with a large span that works on an essential line of business, but is not high performing. Do you keep them? In the first case, maybe you combine two teams and retain the VP to lead them, expanding their span and oversight. Or maybe you shuffle them to an essential line of business with a new remit. In the second case, maybe you consider the engagement of their team - the ripple effect you can anticipate if you exit them, and how that may impact your essential line of business. Or maybe you leverage internal mobility and move a new VP in to lead that is already a respected and valued member of the organization. Listen, there's no one-size-fits-all to this scenario. And it's a scenario that many CHROs have faced in the last two years (and will continue to face until the economy rebounds). But, there are insights that can guide decision-making. If you can evaluate employee engagement, spans of control, manager ratios, and more, you will be better equipped to make the best decision for your organization. So what happened to the company who shrunk the VP population at their organization? Well, they are thriving, the stock price is skyrocketing, and the business is moving faster than ever without so many decision-makers in the room. Not always a bad outcome for the business. Has your organization been through a RIF recently? Did they consider these metrics and insights?

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🎥 Don't miss this clip from our latest webinar: "How to Add ITIN Workers to Your Payroll," led by the Founder and CEO of Baron Payroll. 🚀 Have any of you been told by your current payroll company that you're not allowed to add ITIN workers to your payroll? 🤔 I'm assuming that when you hear that, you're thinking that adding ITIN workers to your payroll is illegal. The truth is, many of these payroll companies say no because it's inconvenient for them to add ITIN workers to your payroll. There's a manual effort that's involved in order to accomplish this task, and they just don't want to do it. 💼 Want more answers to questions like this one? Click the link below to register for our Free Webinar: "How to Add ITIN Workers to Your Payroll" - May 16, 2024, 1:00 pm EST. 📅 https://hubs.ly/Q02wFFp20 #PayrollSolutions #ITINWorkers #BusinessCompliance #Webinar #BaronPayroll #PayrollExperts #SmallBusinessSupport #Payroll

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One thing that I've loved to see more of is having Human Resources report on metrics. I've seen a talented HR leader tell a story about the company using metrics a few times to our department and loved it. Some of the metrics to report on can include things such as: 👉 Recruitment and Hiring: Metrics like time-to-hire, acceptance rates, and costs per hire. Understanding these can help see discrepancies between recruiting channels and the effectiveness of things such as a referral program. 👉 Hiring Efficiency: Metrics like Revenue per FTE and employee cost ratio to see how fast the company is hiring compared to costs and revenue. 👉 Healthcare Costs: Healthcare typically makes up about 10% of a company's expenses. HR’s insights here are valuable for deeper analysis on spend and possible room for negotiation. 👉 Attrition: Metrics on who leaves for competitors, quit vs. termination rates, layoffs, and their impact on morale and revenue. 👉 Career Pathing: Metrics on promotions, job changes, and time since the last promotion to ensure upward mobility. SaaS companies will continue to focus on being as capital efficient as possible during this time of cost-cutting and increased focus on unit metrics due. HR's ability to manage these metrics effectively can help employees feel confident about the financial solvency of their company. #SaaSmetrics #HRmetrics #SaaSHR

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I found a HR subreddit about bereavement policy . Spirited discussion on: - what is an immediate vs extended family member? - whether or not to include pets - whether or not to include pregnancy loss - how much time off is too much for for a specific person if they suffer too much loss in a given time period - trusting employees - creating policy based on the majority vs. trying to cover those that may abuse it Most of it is a joke. HR Pros calling it generous for '10 days for loss of child or spouse.' Arguing about who should/shouldn't be included in family definitions. Some bright spots: 1. Company: 90 consecutive days of leave for loss of spouse or child 2. Person states: 𝘉𝘦 𝘨𝘦𝘯𝘦𝘳𝘰𝘶𝘴 𝘵𝘰 𝘺𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘱𝘢𝘳𝘵𝘪𝘤𝘶𝘭𝘢𝘳𝘭𝘺 𝘪𝘯 𝘵𝘩𝘦𝘪𝘳 𝘵𝘪𝘮𝘦 𝘰𝘧 𝘯𝘦𝘦𝘥. 𝘐𝘵’𝘴 𝘵𝘩𝘦 𝘴𝘪𝘯𝘨𝘭𝘦 𝘣𝘦𝘴𝘵 𝘸𝘢𝘺 𝘵𝘰 𝘪𝘯𝘤𝘳𝘦𝘢𝘴𝘦 𝘵𝘩𝘦 𝘤𝘩𝘢𝘯𝘤𝘦𝘴 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦𝘺’𝘭𝘭 𝘣𝘦 𝘨𝘦𝘯𝘦𝘳𝘰𝘶𝘴 𝘵𝘰 𝘵𝘩𝘦 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯 𝘸𝘩𝘦𝘯 𝘵𝘩𝘦𝘳𝘦’𝘴 𝘢 𝘤𝘳𝘶𝘯𝘤𝘩 𝘢𝘯𝘥 𝘺𝘰𝘶 𝘯𝘦𝘦𝘥 𝘮𝘰𝘳𝘦 𝘧𝘳𝘰𝘮 𝘵𝘩𝘦𝘮 𝘧𝘰𝘳 𝘢 𝘴𝘩𝘰𝘳𝘵 𝘸𝘩𝘪𝘭𝘦. 3. Person states: Companies shouldn't tell you how much to grieve a certain person 4. Multiple ensure pregnancy loss, stillbirth, pets are included. 5. Empathy leave policy to support extended time off needed from a loss. So...if you're thinking about your bereavement policy - instead of falling back to what you think YOUR definition is, go ask your employees. Go ask the companies you look up to. The cultures you aspire to create. Or, just look within - how would you want to be treated?

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I attempted to work with Claude Sonnet 3.5 this morning, but the platform is down. What should you do if this happens? Be nimble and work with multiple models. Last week, I attended a strategy meeting with a company looking to disrupt the HCM space with an AI-first solution. One of my key recommendations was to be flexible with multiple models when creating the solution. The same strategy should be used for your organization, the L&D function, and your AI workflows. Betting on a single model is going to get you burned. Bad. One client, whom I consider a leader in using Generative AI, gives all associates access to multiple models via a secure internal portal. Benefits: 1. API connections to track model usage and cost 2. Secure logging of prompts and responses 3. Ability for associates to test multiple models 4. Flexibility to use another foundation model if one goes offline Also, when you vet tools with AI capabilities, do vendors reveal which models they are using for their AI-ification? You need to have this information, and the odds of your IT department asking the same question when validating tool security are high. I have paid subscriptions to ChatGPT, Claude, and other AI services. This gives me the ability to continue performing deep work. I've been working with Claude exclusively since the release of Sonnet 3.5. Now, I'll be working with ChatGPT today. And maybe Gemini. Flexibility.

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Yesterday Chris Wessell had a few questions about our service and what we're building SeekLab. His questions were some of the most important ones about our business so I wanted to share them here. ❓ Question #1: Chris Wessell: "How do you qualify what recruiters can join?" ✔ My Response: "Currently, our process is fairly open, allowing anyone who can fill out a form and sign an agreement to join as a recruiter. This approach aligns with our goal of providing tools and opportunities for as many people as possible to become recruiters. We understand that this might raise concerns about quality. To address this, we are committed to closely monitoring the performance of our recruiters. Over time, we aim to reward the most successful recruiters by granting them more abilities, opportunities to work on more contracts, and access to advanced tools. This performance-based system ensures that those who consistently deliver the best results receive greater responsibilities and resources. Our primary objective is to enable and empower recruiters rather than limit opportunities. We believe in giving everyone a chance to prove themselves, and we focus on supporting and enhancing the capabilities of those who excel." ❓Question #2: Chris Wessell: On the client side... How are the positions qualified? Are these exclusive engagements with your clients or are they being worked on by other agencies? What's the point of contact in the organization? ✔My Response: "Regarding the client side, our positions are currently a mix of exclusive and non-exclusive engagements. As we continue to demonstrate the quality of our service, we anticipate securing more exclusive contracts with our clients. This week alone, we've had several candidates reach the final interview stage, which reflects the effectiveness of our process. Our goal is to prove the value we bring to both clients and recruiters. Over time, as our reputation grows, we expect to gain more exclusive engagements, ensuring that the roles we offer provide ample opportunities for successful placements."

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Reason #2: Rising overhead costs due to manual efforts. 📊 If your labor coordinator manually manages schedules and data, you'll need to hire more staff, with median salaries starting at $50k annually. Adopting software can help cut these staffing costs. 💡 📈 Anthony Zhang

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Staffing Industry Analysts (SIA) and global provider of staffing software Bullhorn bring you the SIA | Bullhorn Staffing Indicator for the week ended April 27. 🔹 Year-to-date, the median Y/Y growth rate is -14% for Commercial staffing, -11% for Professional staffing. By comparison, last year’s median Y/Y growth rate was -11% for Commercial staffing and -6% for Professional staffing. This suggests that market conditions for staffing businesses have deteriorated during the first quarter of 2024. 🔹 The year-over-year decline in the Indicator is directionally in line with the decline in temporary help employment as reported in the Bureau of Labor Statistics’ monthly Employment Situation reports. 🔹 With most economists projecting solid growth in the US economy this year (real GDP growth of 2% or higher), we are keeping our eyes open for signs of an eventual uptick in demand for temporary staffing. Read today’s full briefing and utilize our interactive tools >> https://lnkd.in/gwr3madB #staffing #jobs #employment #research

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