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Tag: New Hires

  • Leaked Data Shows Microsoft Salary Guidelines for Job Offers | Entrepreneur

    Leaked Data Shows Microsoft Salary Guidelines for Job Offers | Entrepreneur

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    Working in tech is a dream for many, especially when it comes to the industry’s well-known perks and high salaries. But exactly how high those salaries go is usually kept under lock and key — until now.

    Business Insider viewed leaked Microsoft pay guidelines that showed ranges for a variety of metrics including base pay, yearly stock awards, and hiring bonuses.

    Related: This Tech Company Has The Best Perks And Benefits — And No, It’s Not Google

    According to the data, like many other big companies, Microsoft employees who work in cities such as San Francisco and New York are paid more than workers in less expensive locations. The highest salary the company viewed was $361,500, with annual stock awards of around $1 million, plus an additional $1.2 million hiring bonus.

    The lowest salary was $42,500 salary with no extras. The leaked guidelines don’t show cash bonuses.

    According to Insider, the company uses a system of levels (the data set shown below has level 70 as the highest and 52 as the lowest) as a means to rank seniority levels. It’s noted, however, that 70 is not the highest level an executive could reach.

    Levels can vary, but in general, a “principal” might start at a level 65, while a “partner” could start at 68. A “distinguished engineer” might be a level 70, while a “technical fellow,” known as a high-ranking executive, could be an 80.

    Related: How Much Do Engineers, Software Developers, and Analysts Make at Apple? See Salary List

    Here’s a look at some of the salaries offered by Microsoft, per data seen by Insider:

    The three highest levels:

    Level 70:

    • Base pay: $231,700 to $361,500

    • On-hire stock awards: $310,000 default to $1.2 million with approval

    • Annual stock award range: $0 to $945,000

    Level 69:

    • Base pay: $202,400 to $316,000

    • On-hire stock awards: $235,000 default to $1.1 million with approval

    • Annual stock award range: $0 to $750,000

    Level 68:

    • Base pay: $186,200 to $291,000

    • On-hire stock awards: $177,000 default to $1 million with approval

    • Annual stock award range: $0 to $490,600

    The three lowest levels:

    Level 54:

    • Base pay: $51,600 to $67,000

    • On-hire stock awards: N/A

    • Annual stock award range: “By career stage”

    Level 53:

    • Base pay: $46,600 to $59,700

    • On-hire stock awards: N/A

    • Annual stock award range: “By career stage”

    Level 52:

    • Base pay: $42,500 to $54,600

    • On-hire stock awards: N/A

    • Annual stock award range: “By career stage”

    View the full list, here.

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    Entrepreneur Staff

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  • Are You Guilty of Poor Onboarding? The Consequences Are Worse Than You Think. | Entrepreneur

    Are You Guilty of Poor Onboarding? The Consequences Are Worse Than You Think. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Starting a new job is like diving into a swimming pool. A refreshing and invigorating dive can make for a memorable experience, while a belly flop can leave you in pain and feeling embarrassed. The onboarding process is the dive, and just like a dive, when done poorly, it can leave lasting consequences on new hires, especially remote and hybrid workers. A recent survey by Paychex reveals the effects of poor onboarding on new employees and their inclination to stick around.

    First impressions matter: The onboarding experience

    Picture this: You’re attending a party, and the host greets you with a warm welcome, introduces you to the guests, and offers you a drink. You’d feel comfortable and well-received, right? Onboarding should be like that — a seamless, positive and engaging experience. But the reality is different for many employees.

    Only 52% of new hires feel satisfied with their onboarding experience, with 32% finding it confusing and 22% disorganized. Remote workers fare worse, with 36% of them finding the process baffling. It’s like trying to assemble an IKEA furniture without the instructions.

    Interestingly, 54% of finance industry employees are most likely to be satisfied with their onboarding experience, compared to only 31% of employees in the business industry. Generationally, Gen Zers are the happiest (62%) while Gen Xers lag behind (43%). This generational gap is a crucial factor for HR departments to consider while designing their onboarding processes.

    Related: 3 Steps for Onboarding Remote and In-Person Employees That Make Your Hybrid Team More Collaborative

    Onboarding gone wrong: The fallout

    A poor onboarding experience is like an ill-fitting shoe; it leaves employees feeling uncomfortable and dejected. The most significant impact is that 52% of new hires feel undertrained, with small company employees (66%) and remote workers (63%) suffering the most. It’s like trying to win a marathon with flip-flops.

    The generational factor also plays a role, with 58% of Gen X feeling undertrained compared to 45% of millennials. Addressing these gaps is vital for companies to retain their workforce and maintain productivity.

    Pushing new hires out the door

    An undertrained and disoriented new hire is like a fish out of water — they’ll flop around, gasping for air, and looking for an escape. In this case, escape means quitting. A staggering 50% of newly hired employees plan to leave their job soon, skyrocketing to 80% for those feeling undertrained due to poor onboarding. On the flip side, only 7% of well-trained employees plan to leave soon.

    Size does matter, as small-company employees are more likely to quit (59%) compared to those in large companies (38%). Surprisingly, despite feeling satisfied with their onboarding, Gen Zers are the most likely to plan a swift exit (58%). It seems that onboarding is a crucial make-or-break experience for new hires, particularly for older generations.

    Re-onboarding is like giving your employees a second chance at a first impression. By taking all employees through the onboarding process again, you can re-engage and revitalize your team. The results are impressive: employees become more focused (47%), energized (42%), productive (34%), and efficient (33%). Plus, re-onboarding increases employee retention by a whopping 43%.

    Case studies of poor onboarding

    I’ve seen a number of case studies of poor onboarding harming companies. For example, a middle-market SaaS firm experienced high turnover rates among its remote and hybrid employees due to a poorly executed onboarding process. New hires were not provided with clear guidelines, expectations or adequate training. As a result, employees felt undertrained and undervalued, leading to a lack of engagement and commitment to the organization. Within six months, the company saw a 60% turnover rate among remote and hybrid employees, leading to significant recruitment and training costs.

    A large marketing agency encountered growth challenges due to its poor onboarding process for remote and hybrid workers. New employees were not equipped with the necessary skills and knowledge to succeed in their roles, leading to subpar work quality and missed deadlines. The company’s reputation suffered as clients became dissatisfied with the level of service provided. The agency struggled to attract new clients and retain existing ones, which hindered its growth and expansion plans.

    A mid-sized financial services firm faced compliance issues due to poor onboarding of its remote and hybrid employees. The onboarding process did not adequately cover essential policies, procedures, and legal requirements, leading to errors and oversights by the new hires. The firm was eventually penalized by regulatory bodies for non-compliance, causing financial strain and damage to their professional reputation.

    In each of these case studies, the organizations faced significant challenges due to poor onboarding of remote and hybrid workers. Proper onboarding is crucial to ensure employee satisfaction, productivity, and company success in today’s increasingly remote and hybrid work environments.

    The psychological pitfalls of onboarding

    In addition to the logistical challenges of onboarding new remote and hybrid hires, cognitive biases can also play a significant role in shaping the experience. These biases can cloud judgment, hinder decision-making, and create misconceptions about new employees’ performance and potential. Let’s explore two specific cognitive biases and their impact on the onboarding process: the halo effect and optimism bias.

    The halo effect occurs when an individual’s positive qualities or achievements in one area influence our perception of them in other areas. In the context of onboarding, a new hire with an impressive resume or a glowing recommendation might be seen as more competent and capable than they actually are. This can lead to unrealistic expectations and a lack of appropriate training and support during the onboarding process.

    For example, a remote employee who is an expert in their field may be assumed to excel in all aspects of their job, including time management and communication skills. However, they may struggle with the unique challenges of remote work, such as staying organized and maintaining a healthy work-life balance. Failing to recognize these potential shortcomings due to the halo effect can lead to insufficient support and training, ultimately affecting the new hire’s performance and job satisfaction.

    To combat the halo effect, it’s essential to provide equal training and support to all new hires, regardless of their past achievements or qualifications. This ensures that each employee receives the necessary resources to succeed in their role, setting them up for long-term success.

    Optimism bias is the tendency to overestimate the likelihood of positive outcomes and underestimate the probability of negative ones. In the onboarding process, this bias can manifest in several ways, such as underestimating the time and resources required for effective onboarding or assuming that new employees will easily adapt to their new work environment without much support.

    For instance, a manager might be overly optimistic about a hybrid employee’s ability to balance their time between the office and remote work. This misplaced confidence can result in inadequate training and support, causing the employee to struggle with time management, communication and collaboration.

    To counter optimism bias, it’s crucial to approach the onboarding process with a realistic mindset, recognizing the potential challenges that new hires might face, especially in remote and hybrid work settings. By proactively addressing these issues and providing appropriate training and resources, you can create a more supportive and successful onboarding experience for your new employees.

    Related: 7 Common Customer Onboarding Mistakes to Avoid at All Costs

    How to optimize your onboarding process

    Having worked with a number of large and middle-market companies to optimize their onboarding process for hybrid and remote staff, I can say that a successful onboarding process should be like a warm embrace, making new employees feel welcomed, informed and valued. By refining the onboarding process, you can boost employee retention, morale and productivity. Customizable onboarding software and tailored approaches can help create a smoother experience for all employees, especially remote and hybrid workers who require extra attention. By focusing on the unique needs of employees in different industries, generations, and company sizes, you can ensure that everyone has the support and resources they need to succeed.

    Here are some tips to enhance your onboarding process:

    1. Prepare a comprehensive onboarding plan

    A well-structured onboarding plan is like a roadmap, guiding new hires through their initial days and setting them up for success. Outline the goals, key milestones and timelines for new employees, ensuring that they have a clear understanding of their roles and responsibilities.

    2. Assign buddies or mentors

    Pairing new hires with experienced colleagues can provide invaluable support and guidance during the onboarding process. This mentorship can help them quickly navigate the company culture and address any concerns they may have, fostering a sense of belonging and camaraderie.

    3. Offer continuous training and support

    Onboarding isn’t a one-time event, but an ongoing process. Regularly provide new hires with opportunities for growth, skill development and support, ensuring they feel well-equipped to tackle their roles. This can be particularly crucial for remote and hybrid employees who may need additional resources to succeed in a virtual work environment.

    4. Encourage open communication

    Establish a culture of open communication, encouraging new hires to ask questions, share their thoughts and seek help when needed. This can help employees feel more comfortable in their roles and promote a sense of trust and transparency within the team.

    5. Gather feedback and iterate

    As with any process, there’s always room for improvement. Gather feedback from new hires on their onboarding experience and use this insight to fine-tune your process. By continually iterating and adapting, you can ensure that your onboarding experience remains fresh, relevant, and effective.

    Related: 5 Best-Practice Tips for Onboarding Remote Employees

    Conclusion

    A thoughtful and engaging onboarding experience is the foundation for employee success, particularly for remote and hybrid workers who face unique challenges. By investing in a comprehensive onboarding process and providing ongoing support, companies can foster a motivated, well-trained and loyal workforce that is ready to contribute to the organization’s growth and success. Just like a well-executed dive, the right onboarding process can make a splash and leave a lasting impression on your new hires.

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    Gleb Tsipursky

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  • New Employees Are Less Productive in a Hybrid Work Setting — But Why?

    New Employees Are Less Productive in a Hybrid Work Setting — But Why?

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    Opinions expressed by Entrepreneur contributors are their own.

    Marc Benioff, cofounder and co-CEO of Salesforce, recently sent a company-wide Slack message complaining about the low productivity of recent hires made during the pandemic and asked, “Are we not building tribal knowledge with new employees without an office culture?” Salesforce permits a high degree of flexibility for employees: teams and their leaders can choose what kind of work arrangements suit their needs best. But does such flexibility threaten the development and integration of recently-hired junior staff?

    That’s a concern raised by many companies I advise on transitioning to permanent hybrid work arrangements. They recognize that research shows staff are more productive working remotely, but worry this may not apply to junior staff who have not yet learned the systems, processes and practices of the company. They also worry about the professional growth and cultural integration of junior staff. After all, the future of any organization depends on developing its junior staff into future leaders.

    Thus, many leaders join Benioff in expressing serious reservations about a flexible hybrid model. Instead, they advocate for a return to the office as a means of addressing such concerns and reinvigorating what Benioff termed an “office culture.”

    I tell such leaders that their concerns are real and need to be addressed. Yet there’s no reason to throw out the baby with the bathwater. Flexibility helps improve productivity and retention while cutting costs; it’s important and viable to find a win-win approach that retains these benefits while also facilitating the development of junior staff.

    In fact, a full-time office return is likely to have a negative effect on junior staff, not a positive one. According to the ADP Research Institute report, “People at Work 2022: A Global Workforce View,” Gen Z are the most likely age group to say that “if my employer insisted on me returning to my workplace full-time, I would consider looking for another job,” at 71%. By contrast, 56% of those 45-54 said they would consider looking for another job.

    Related: How Has Remote Work Impacted Our Relationships With Other Employees? The Findings of This Study Will Surprise You.

    Instead, the solutions I work on with clients involve a more targeted approach customized to the needs of junior staff. It does involve newer staff coming into the office more often, but not simply randomly: They’re not going to just pick up the culture and work habits of a company by osmosis, especially given that more experienced staff won’t be coming in as often as junior staff.

    What’s needed is a deliberate, intentional and structured program to facilitate their development and integration into company culture while maintaining flexible hybrid work arrangements. This policy is distinct from a company’s onboarding program, but should build on and plug into it, so that junior staff transition seamlessly from the onboarding program in their first several weeks into the development and integration program for the first couple of years.

    A key component of a hybrid development and integration program involves on-the-job training. Such training comes primarily in the form of senior staff responding immediately to questions and concerns raised by recent hires: showing them how to do the tasks associated with the role, guiding them into best practices and unwritten rules and norms and introducing them to important internal and external stakeholders. Likewise, such training involves senior staff observing the performance of junior staff and proactively providing them with feedback and suggestions for improvements.

    Fortunately, such on-the-job training can easily be done in a small-group style, with one senior staff member helping train six to eight junior employees. It takes having senior staff members coordinate schedules with junior staff to come to the office on the same days, and then work in the same open office space.

    All of the employees will work on their individual tasks. When a recent hire has a question, they ask it, and the experienced employee will answer and explain the context; doing so ensures that the whole group gets the benefit of the explanation, without the senior staffer having to repeat it for each person in a one-on-one training setting. Additionally, the senior staff member will occasionally walk around and check in on the tasks of junior staff members, providing them with guidance and coaching as needed. Again, this helps the whole group learn how to do this task.

    This kind of activity does impede the efficiency of senior staffers and needs to be considered in their performance evaluations as a service to the company. But this impediment is relatively small, because of a one-to-many dynamic of teaching many recent hires at once. No one person should be overburdened with training: this task should be distributed among a number of senior staffers known as good on-the-job trainers. It’s helpful for junior staff to get on-the-job training from a variety of senior staff members rather than from just a single individual; recent hires get multiple perspectives and tactics for accomplishing work outcomes, while also learning about and connecting with different networks and stakeholders within a company.

    As part of the development and integration program, it’s also helpful to provide formal mentoring for newer employees. Most of the mentoring should take place in the office since it’s easier to have conversations where recent hires can be vulnerable and admit a lack of confidence face-to-face, rather than via video conference.

    Make sure to have one senior staff member from the junior colleague’s immediate team. The goal of the senior person within their own team is to help the person with on-the-job learning specific to the team’s tasks and with understanding team dynamics. Also include two from outside the team. One should be from the junior staff members’ business unit, and another one should be from a different unit. At least one should be located in a different geographical area if the company is large enough. These two mentors will be needed to overcome one of the key problems uncovered by research on company culture in hybrid work: the decrease in cross-functional connections across the staff.

    Having three mentors decreases the burden on each, allowing meetings once or twice a month with each. As a result, such formal mentoring is easily manageable for experienced employees.

    What about the days when recent hires work remotely? To facilitate on-the-job learning through virtual settings, as well as to promote effective team collaboration, employ digital coworking. It involves team members spending an hour or two per day working on their own tasks while on a video conference call with their teammates.

    To start a digital coworking session, team members should first join a video conference call. During this call, each team member should share their plans to work on their own tasks for the session and then turn off their microphone while keeping their speakers on, with video optional. Then, team members work independently on their own tasks while still being able to communicate with each other by turning on their microphones if they have a question or comment. More experienced team members would then respond to the question, including using screen sharing or a virtual whiteboard to demonstrate how to complete a task. Digital coworking helps to replicate the experience of working alongside coworkers in a shared office space, which is helpful for on-the-job training for junior staffers.

    Related: Once a Skeptic, Elon Musk Now Embraces This Divisive Workplace Policy — and You Should, Too.

    Benioff isn’t wrong to call out the challenges in developing junior staff in a hybrid setting. Yet the solution doesn’t involve returning everyone to the office to ensure an “office culture.” Instead of a broad-brush approach that sacrifices flexibility, and its benefits for retention, productivity and cost savings, my clients find it helps to have a narrow, targeted approach that addresses the problem. The solution is a structured program that transitions recent hires smoothly from onboarding in the first several weeks into integration and development for the first couple of years, with in-office on-the-job training and mentoring, along with digital coworking.

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  • 3 Ways I Attracted The Best Generation Z Applicants

    3 Ways I Attracted The Best Generation Z Applicants

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    Opinions expressed by Entrepreneur contributors are their own.

    Just when you think you’ve figured out the generational differences in your team, a new generation exits the classroom and into the workplace. For the first time in history, there are five generations in the workplace. They are traditionalists (born 1925 to 1945), baby boomers (born 1946 to 1964), Generation X (born 1965 to 1980), millennials (born 1981 to 2000) and Generation Z (born 2001 to 2020. And trust me, navigating these differences is no easy feat. I found this out the hard way.

    When I first started my own business, I lived out the old adage, “If it isn’t broken, don’t fix it.” I figured the same recruiting and retention practices that had worked for my own generation would easily translate to Gen Z. But I was wrong. Very wrong.

    In fact, I had to relearn everything before I could create a business that attracted top-level Generation Z applicants. But it was well worth the effort. So, how did I do it?

    Here are a few things that helped me in my own journey:

    1. Rethink your office space

    The “always on” mentality really started to take hold as the internet revolutionized how we communicate and interact. The first generation of employees expected to be “on” 24/7 were millennials. The workplace was no longer separate from your life — in many ways, it became your life.

    Generation Z recognized this. They saw the mental health struggles and burnout that came with being “always on” from the generation before them. This is why when they left the classroom and entered the boardroom, they valued, above all else, a work-life balance. They want flexibility. They want privacy. They want boundaries.

    That’s why, when I first started my company, I made sure to cut the cereal bar out of the budget and offer employees the ability to work from anywhere and at any time. How do I do this?

    Well, I meet with my team once a week via Zoom and we cover our weekly, quarterly and annual goals. Then, I’m able to break them down into manageable projects that can be done from anywhere. Once they’re done with the task that week, they can either take the rest of the week off or use that time to work ahead on the next week’s project.

    Now, I realize that this format doesn’t work for all types of businesses. But, if you have the capability of being entirely remote, giving your team the freedom to work from anywhere will go a long way in attracting top-level Generation Z applicants.

    Related: Gen Z Brings a Whole New Dynamic to the Workforce

    2. Let them lead the conversation

    One of the worst mistakes that I did early on was trying to lead with answers instead of questions. Well, let’s just say that didn’t go over too well. In fact, it completely flopped. And for good reason.

    You see, I was terrified of looking like a fool in front of my team. So, I didn’t give them a chance to catch me off guard. I lead with confidence, masked my fear and hoped that I could get through the day without falling flat on my face. However, my facade came at a high price. I almost lost the respect of my employees in the process.

    My team was frustrated because they felt like I was trying to control the conversation instead of letting them have a voice. They were done with the top-down management style and desperately wanted a leader who would listen to their needs.

    I knew I needed to change — and fast. This is why I started hosting weekly one-on-one conversations via Zoom.

    During these conversations, I asked my team about their work-style preferences, what motivates them, and how I could better support them. I even asked about how they like to socialize and what their favorite type of team-building activity is. And you know what? These conversations completely changed the way I ran my business –– for the better.

    My Gen Z employees are now some of my most valued team members because they feel heard and appreciated. Because once they knew that I was willing to listen, they were willing to open up and share their ideas — which has led to some pretty amazing results for my business.

    Related: 5 Ways Businesses Can Reach ‘Generation Z’

    3. Focus on their development, not placement

    The great Mark Twain once said, “The two most important days in your life are the day you are born and the day you find out why.” Now, I’m sure Twain wasn’t thinking about Generation Z when he made this statement, but it couldn’t be more relevant for today’s young workers. And I’ll tell you why.

    I learned the hard way that if you want to retain Generation Z workers, you need to focus on their development, not placement. For instance, when I brought on my first intern, I eagerly looked at my needs and then placed her in the department where I thought she would excel the most.

    But, after a few weeks, it became clear that she was miserable. She wanted to be doing something completely different — and she’s not the only one.

    According to Deloitte, “Most Gen Z professionals prefer a multidisciplinary and global focus to their work, with the expectation that this can create opportunities for mobility and a rich set of experiences.”

    For Gen Z, A plus B equals growth. This is why offering them the chance to cross-train is so important.

    My intern didn’t want to be boxed in by her past experience or education. She wanted an opportunity to grow. And, once I gave her that chance, I grew as a leader, too. I stopped focusing on placing my employees in specific roles and started focusing on giving them the freedom to grow within the company.

    Working with Generation Z can be a challenge, but I can guarantee you that it’ll be worth it in the end. In my experience, I’ve found you need to offer them these three things:

    • The ability to work from anywhere.
    • The chance to lead the conversation.
    • An opportunity to grow.

    If you start with that, you’re well on your way to attracting and retaining top Gen Z talent — and becoming a better leader in the process.

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    Dr. Colleen Batchelder

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  • 3 Strategies for Hiring Promotable Entry-Level Talent

    3 Strategies for Hiring Promotable Entry-Level Talent

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    Opinions expressed by Entrepreneur contributors are their own.

    Beating a tough labor market is easier when you can promote from within. And the easiest way to have a promotable workforce is by setting up a pipeline of eager, entry-level workers.

    Companies that hire from within do better than those that focus on promoting outsiders. Case in point: A University of Massachusetts Global deep dive shows that internal hires cost about 18% less than their external counterparts. They require limited sourcing efforts, too, which can lead to more savings. But that doesn’t mean you can just pull from the rank and file and start filling positions. Being able to hire from within starts with a consistently replenished entry-level talent pool pipeline. If you’re not being strategic about bringing in high-performing, entry-level newcomers, you can’t get the benefits of internal hiring.

    A 2021 Joblist survey showed just how much of an advantage it could be to promote current employees when possible. Out of the 1,000 workers asked, nearly two-thirds said they’d rather be led by someone from within the company. Seven out of 10 felt the practice was important for their employer’s growth potential. More than 55% said it led to heightened morale and lowered training costs.

    LinkedIn’s 2020 Global Talent Trends report reflected similar findings. The report found a 41% uptick in how long workers stuck around at companies that hired from within. Plus, it reveals that almost three-quarters of hiring professionals are in favor of inside recruiting.

    Related: 7 Ways to Make Sure Your Employee Knows How to Get Promoted

    The message is clear: Internal promotions can accelerate employee engagement, trim onboarding timeframes and attack attrition. And the simplest way to have internal job candidates is to bring rising talent into the fold. By regularly pulling in strong, entry-level employees, you can create a funnel that pushes future leaders up the corporate ladder.

    The following strategies will help you attract eager entry-level applicants to your organization. That way, you can choose the right ones to start constructing an enviable — and internally promotable — workforce.

    1. Interview for both hard and soft skills

    Most jobs require some type of basic technical know-how, even if it’s just being comfortable with general word processing or spreadsheets. However, employers are discovering more often that it’s soft skills that make certain employees stand out. And a stand-out employee is one who may be interested in moving around the company.

    According to recent data gathered by a High Point University poll in 2022, companies put a higher value on soft skills than hard ones. The poll of 500 leaders from enterprise-size organizations identified employee motivation and coachability as markers of future success. Three-quarters of poll participants said it was easier to teach technical aptitude than motivation. Seven out of 10 felt the same way about technical expertise versus the ability to accept constructive feedback.

    How can you determine someone’s soft skills based on resumes or initial conversations? One method is to ask candidates to answer situational “What would you do if…?” questions. Another is to have prospective workers talk about challenges and failures and how they faced them. Just be sure you’re asking the same questions to all applicants. You’ll reduce interviewing bias and be able to compare interviewees’ soft-skill responses objectively.

    Related: Why Soft Skills Are More Important Than Hard Cash for Your Acquisition’s Long-Term Growth

    2. Make career pathing part of your onboarding and ongoing training

    Career pathing involves helping your employees create roadmaps to move through your organization. For example, a career path will show the routes an employee can take to get from job A to job B to job C, and so on. Most entry-level workers haven’t been in the workforce long enough to understand how to construct career paths. You can assist them by introducing them to career pathing during onboarding and making it part of their employee experience.

    Having a group of employees who have constructed realistic, doable career paths can improve your internal hiring. Deloitte’s Talent 2020 report notes that 42% of employees looking for different employment are leaving because they’re not using their talents. 37% said they were unsatisfied with their career progress. Dynamic professional development support and career pathing can ease those challenges.

    Remember that you can’t just set up career paths and let them gather dust. Teach supervisors how to encourage their team members to identify training areas using their career paths as guides. Be sure to set aside resources for upskilling, too.

    Related: 4 Reasons Employees See a Bleak Career Path and Quit

    3. Treat your internship programs as feeder opportunities

    Information culled in 2020 by Chegg Internship suggests that around 70% of all internships turn into job offers. Of those interns offered a position, 80% accept. This means that for every 10 interns you bring into your organization, you could end up with around five or six new employees. Those employees would already be familiar with your culture — and buoyed by a chance to start working.

    Even if you have an internship program in place, take a harder look at it. See how you might be able to make it more of a feeder into a bigger succession plan. For instance, should you be broadening your current pipeline and accepting interns from more disciplines? Could you use interns in more departments than you normally do? These are all questions worth asking.

    Interns who feel their time with your company was well-spent may become members of your C-suite someday. At the very least, they’ll be more likely to join your company if you extend a job offer after they graduate. So look for ways to boost the real and perceived value of your internships. Don’t be afraid to survey current and past internships so you can continuously improve your internship experiences.

    The Great Resignation has shown how tough it can be for employers to find candidates. When you can hire from within, you have more choices. You also reduce downtime associated with empty seats. So start (and keep) bringing entry-level workers into the fold. They’ll become your competitive advantage.

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    Rashan Dixon

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