Tag: talent management

Is Your Workplace Toxic? It Could Cost You Millions of Dollars | Entrepreneur
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We have all heard the jokes online that if someone puts in their job listing that “we will treat you like family,” you should run away — that is the last thing that a company will actually do. To be completely transparent, I once consulted with a friend who worked with a company that said this, and they had an extremely high turnover rate.

Employees at this company called and sent Slack messages at every hour of the day. The manager expected the employees to be available 24/7 even though the company itself operated with normal 9 to 5 hours. The manager would host a team meeting every month where they called out every single person on the team to tell them what they did wrong throughout the month — in front of everyone else. Achievements were never acknowledged in these team meetings.

On the other hand, my friend also worked with a different company whose employees absolutely adored the work culture. If you made a mistake, the business owner acknowledged it and helped you understand ways you could improve in the future. There was never a punishment or scolding involved. She encouraged everyone to use it as a learning experience.

She also recognized people’s strengths and would actively approach them about other opportunities. For example, she noticed one employee who was originally hired to answer the phone had an affinity for numbers and enjoyed budgeting. With a lot of encouragement from the team and a little training, that receptionist moved up to inventory management.

All jokes and internet memes aside, the culture at your company can make or break your business.

Related: How to Create a Workplace Culture Where Everyone Feels Like They Belong

The cost of bad company culture

According to the Society for Human Resource Management, it can take up to 6-9 months worth of an employee’s salary to find their replacement. That means losing a $60,000 employee can cost you up to $45,000 trying to find their replacement. Just to put this into perspective, that aforementioned company with the horrible work culture had an average six-month turnover rate for a team of 15 people. Let’s say they were all salaried at $60,000. That means every six months the company was essentially burning $675,000 — which adds up to $1.35 million per year. As you might have guessed, that company went out of business.

Of course, company culture is far more than money. Morale, performance and finding top talent all take a hit with a lackluster workplace atmosphere. Without positivity and recognition of successes, employees feel as though they can never do anything correct, which leads to low morale and, in turn, low innovation and enthusiasm for the job. If someone does not care about their job, they will not do it well, leading to external issues for the company such as poor customer service and missed deadlines. And if the company is not able to innovate in our fast-paced ever-evolving world, the business will not survive.

This then leads to employment issues. Companies with a negative reputation will find it difficult to hire top talent because no one wants to work in a place where they are not valued. According to an estimate published by Gettysburg College, the average person will spend 90,000 hours of their lifetime at work — that’s about one-third of a person’s life. People do not want to spend that time in a place that causes them stress or pushes them to the brink. This includes current employees too; people do not want to work at a place where they constantly fear losing their job; so, many people (once they realize the toxicity of the workplace culture) will quit. This leads to a never-ending, vicious cycle of talent coming and going, leaving the business without a way to grow.

Related: 10 Excellent Company Culture Examples For Inspiration

Create a culture that retains talent

There has been a shift recently where people are not staying at jobs as long as they used to. You’ve most likely heard of people who worked at the same company for 50 years or more. Nowadays, it’s more common than not to hear of someone who has worked for multiple businesses over a span of just a few years. This is due to the kind of work, benefits included and — you guessed it — company culture. Having worked for almost two decades in the hiring industry, here are ways to create a company culture that will retain your top talent, save you money and help your business grow:
1. Be present. Too many people want to own companies without having to be present to run them. If you do not want to work there, why would your employees want to work there?
2. Lead by example. Everyone is human, and even artificial intelligence tools make mistakes. Use a mistake or problem as a learning example, and you might even be able to turn it into a marketing opportunity.
3. Empower employees. Give your employees the opportunities to go further in their careers with training, certifications, etc. If someone wants to improve, help them!
4. Celebrate achievements. Recognize successes and create goals that lead your team to receive rewards.
5. Communicate openly. If something is going wrong, it needs to be pointed out. Do so in a professional manner so that the team can address the problem.
6. Promote a work-life balance. Especially in a remote workforce, people are tied to their devices. Make them take breaks and vacations and set a range of working hours that encourage this balance.
7. Offer incentives as part of the job package. Benefits play a big role too for potential incoming talent. Look at what your company can offer to entice employees to join your workforce.
Related: How to Create a Work Culture That Can Survive Anything

If you are not sure what to change with your workplace culture, go to the source and ask your employees. Their invaluable feedback will help you create a culture that encourages employees to stay and fosters top talent to grow with the business.
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Lesley Pyle

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August 1, 2024
How to Structure and Build a Team For Long-Term Success | Entrepreneur
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My dad was a high school basketball coach in the middle of rural Arizona. He rarely had the exact same group of players on a team year after year, so he never had just one system that he relied on. Instead, he learned to accept that he got who he got, reviewed what talent he had been given, and built that year’s system based on the player’s strengths.

And I’ve learned from his example. As a manager, that’s how I try to structure my teams. I ask myself who I have or can hire that can fill a role based on their temperament, abilities and goals. Ultimately, that puts people in places where they can contribute, and if those individuals succeed, the team and organization will grow, too. On a larger scale, this can position a company for stronger growth and competitiveness.

Four core components necessary for success

There are many ways to structure an organization: A leader can use a matrix structure with various employees reporting across functions or teams. Or, organizations can employ a more formal pyramid structure. Some marketing departments will align their teams around the various audiences or channels they’re trying to reach.

However, who I’m hiring for the team is much more important to me than how the business charts out. I prioritize who candidates are as a person, looking for four considerable qualities:
1. Grit — Have they experienced failure in their life, and did they rise above it? Do they own up to that failure and understand the lessons learned from the mistake, or are they still just running from it?
2. Optimism — I wish I could tell you that I am naturally optimistic. Unfortunately, I’m a glass-half-empty kind of person and know keeping a sunny outlook isn’t easy. I look for consistently positive people because it fosters stronger team bonds. I have found that optimism can often get a person noticed, which tends to move them up the ladder as people gain confidence based on their positivity.
3. Written communication — I have spoken at several marketing conferences, and the one skill that I have told young marketers is to hone their writing skills. Communicating your ideas within an organization through email, creating an effective AI prompt, or drafting a persuasive marketing plan relies on the written word.
4. Seeking “good enough” — Marketing budgets are rarely as large as the team believes they need. A good marketer has to make do and figure out how to get things done despite a lack of budget. In my experience, people will often sacrifice “good enough” to reach perfection. They don’t understand that perfection is illusory. It doesn’t have to be perfect, and everybody will make mistakes. The ability to effectively solve a problem in a matter that is efficient and effective without being perfect is a skill that leaders highly value.
Related: 5 Effective Ways to Build a Winning Team

Strategic placement means everybody wins

When leaders are actively developing the structure of their company, it’s wise to hire individuals who are good at things they are not. But they also can look at what individuals have the potential to be good at. In a previous organization, I had an employee who was involved in event management but who wanted to move into marketing; I had another employee who was tired of email marketing but wanted to learn event management. Both employees had to learn new skills to move forward with these new paths. Being in this situation allowed me to help both of them achieve their career goals while putting them in positions where they could learn and be happier.

Related: 10 Simple Steps to Build an Exceptional and Efficient Team

True relationships are worth the balancing act

Leaders have to be careful not to get caught in a situation where somebody could misconstrue their kindness or attention, but being in leadership doesn’t have to mean sacrificing gaining friendships. Balance being too friendly with being able to offer necessary corrections. By nature, I tend to be a people pleaser, so I must work on being tougher — especially early in relationships. After my collegiate basketball career ended, I became a high school basketball referee. I found that the whole game went smoother if I was tough in the first quarter of a game. It is important to establish a sense of control when they first hire a new team member, and then they can infuse the second, third and fourth quarters with more friendship.

Leaders can have situations that test the relationships they’re working to build. Let’s say someone has two people on their team, and they have to decide which one gets promoted. The one who didn’t get promoted might feel like the leader let them down. Leaders must maintain enough professional distance so that an employee knows it was not due to favoritism in this situation.

Sometimes, giving certain people opportunities to learn conflicts with the experience others already have. Suppose an employee is an excellent marketer, so they’re put in charge of a small team. What happens if one of the people who will now be reporting to this new manager already has experience as a manager? If the first employee is not given this opportunity, they won’t learn how to manage a team without the promotion — but if they get the position, jealousy could set in with the second employee who has proven skills. In this particular instance, it helps maintain clear communication between those getting the promotion and those not. Utilizing various conversations, such as during mid-year or other reviews, points about your plans for the individual and the overall team can help you manage through the inevitable tough times.

As I think through my career, it is actually not just my team’s work that I am most proud of. It is seeing those team members go on to become great managers in their own right. If, at the end of the day, I can look back and see many of my former team members becoming great managers, I will feel like I was a success.

Related: Not Sure How to Grow Your Team? Focus on These 3 Things.

For a responsive foundation that lasts, build on people

Company structure matters, but I consider who employees are to be more important when building a business. By intentionally playing chess to move workers where they can have the greatest development and influence, leaders can set themselves and their teams up for success.

Along the way, leaders shouldn’t be afraid to pursue good relationships, even though doing so requires balancing potentially conflicting goals or interests. By making people the heart of the company and viewing success through a different lens, leaders can establish a reliable, flexible framework that can respond continuously to the future.
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David Partain

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November 17, 2023
Want to Attract Diverse Talent? You Need to Work on Your Employer Brand — Here’s Why. | Entrepreneur

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Now more than ever, this question of what a business’ values, perspective, and stance are on certain social issues is under the microscope of diverse applicants. According to Monster.com, 86% of applicants actively engaged in a job search care about an employer’s reputation with regard to diversity, equity and inclusion (DEI). The same survey found that 62% of applicants would turn down a job offer if their employer did not support DEI.

In this hiring climate, where hundreds of thousands of jobs have been added to the economy in 2023 alone, employees are looking for their perfect match and feel certain they can afford to wait until they find it. Without communicating DEI as a key value of your business on online platforms, you could be turning off high-value applicants who could join your team.

So, how can businesses like yours stand out in the vast sea of “now hiring” signs and attract the best of the best diverse talent? The answer is clear: Develop an employer brand.

What is an employer brand?

Employer branding is a marketing and communication strategy that builds an emotional connection between the potential employee and the employer by demonstrating a positive image and reputation in its marketing.

Employer branding involves the rhetoric that’s written on the company’s website, the posts it touts on LinkedIn, and the word-of-mouth reputation that represents its staff makeup, values, and commitments.

When a diverse applicant sees your newly posted job description and is curious about your business, they likely go to your LinkedIn profile or website to see if yours is the kind of organization they’d like to be a part of. One of the ways companies can present themselves in the most positive light to these applicants is by discussing their values and initiatives around DEI.

However, there are several missteps companies make when engaging in employer branding that could turn diverse employees off in seconds.

Related: How Employer Branding Can Help Your Company Be Perceived As A Great Place To Work

How employee branding could be turning off diverse candidates

From the brand’s policies to its website messaging, these five mistakes may cause diverse candidates to dismiss your job posting before they even apply.

1. Your business doesn’t have a DEI statement on job applications

If you don’t have a DEI statement at the end of your job applications, you’re sending the wrong message to diverse candidates. This statement can be simple and should say something to the effect of “We’re an equal opportunity employer and are committed to providing equal employment opportunities for all applicants and employees, regardless of race, religion, gender, national origin, age, disability, marital status or veteran status.”

As basic as this statement may sound, it acts to lower the perceived barriers to entry for some diverse applicants. It’s the first step in DEI-centric employee branding that serves as a handshake to diverse candidates. It communicates that “all are welcome” and that one’s identity doesn’t qualify or disqualify someone from being here. It’s a small step that can lead to more diverse applicants applying for your open role.

2. Your business doesn’t offer ERGs, BRGs, or wellness groups

An employee resource group (ERG), business resource group (BRG), or wellness group is an important component of promoting a sense of belonging in a company. Diverse applicants are looking for businesses that offer affinity groups, especially if the staff makeup has a sizable group of individuals who share a similar identity.

It doesn’t always have to be about race, gender, or other common identities. Groups can also be formed around shared values like faith, health, sports and more. The goal is to demonstrate that your business is making a good-faith effort towards promoting community and belonging, and these are important components of a desirable workplace, especially for diverse applicants. Having a page on your business’s website or social media showcasing special groups that employees can join can help your business stand out and appear more welcoming to diverse applicants.

Related: How to Utilize Employee Resource Groups for a More Diverse

3. Your business doesn’t offer a flexible work environment

It’s 2023, and more applicants are looking for flexible workspaces, whether they’re a parent or someone looking for more work-life balance (or work-life blend, as I call it), companies who brand themselves as flexible or accommodating workspaces are more attractive to potential employees than those who enforce rigid work schedules and mandatory in-office days.

Since the world was taken by storm by the Covid-19 pandemic, more diverse applicants, including people of color, those with disabilities, and gender minorities, began looking for “safer” spaces to work. Minorities have always had to face microaggressions and adapt to the dominant culture in the workplace. However, having more flexibility around their office environment and schedule has helped those individuals find a work-life blend and has eased the burden of daily microaggressions and code-switching in the workplace.

Related: How Code-Switching Hurts People of Color in the Workplace

4. Your business doesn’t offer outside-of-work activities

We all like to have fun and enjoy quality time with others. Companies that brand themselves as “fun” workspaces or ones that offer outside-of-work activities like company outings, retreats or sports activities can attract more diverse applicants and likely retain them longer. Although not every employee should have to participate in these activities, it’s nice to have the option for diverse candidates who are seeking community in the workplace.

These activities aren’t just for show; they allow employees to bond and cultivate a true sense of belonging and community. Belonging is a critical element of a diverse workplace and should be promoted. Most companies do the bare minimum in offering outside-of-work activities. The consequence is that it can lead many minorities to feel isolated or disconnected from their coworkers–and this certainly does not attract or retain diverse talent.

5. Build an employer brand that attracts — not repels — diversity

Your business could have some of the best benefits packages and offerings available, but if you’re not actively discussing them, writing about them on your website and on social media, and sharing them in company emails, your employee brand isn’t going to benefit.

Don’t neglect to speak about issues potential employees care about, like maternity and paternity benefits, flexible hours, and remote working, as well as diverse representation at all levels of the organization.

These components of an employee brand can make or break your business’s competitiveness in the hiring market. Be the brand that stands out and attracts the best of the best by honing your employer brand and letting diverse employees come to you.

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Nika White

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October 20, 2023
BetterWork Media Group Launches Membership Program

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People-focused media company enhances workforce communities with membership initiative; extends suite of new, exclusive offerings to learning and talent professionals

Press Release
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Jan 31, 2023

CHICAGO, January 31, 2023 (Newswire.com)
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BetterWork Media Group (BMG), a media company dedicated to connecting, supporting and empowering workforce communities of C-suite and senior-level practitioners, executives, scholars, consultants and solutions providers in corporate learning and talent management, announced recently the launch of its first membership program, now available via its two leading brands, Chief Learning Officer and Talent Management.

Members gain access to a slew of exclusive offerings, including the member-exclusive biannual print magazine (returning June of 2023), special pricing, discounts, and early access to event details and registrations, award applications and proprietary content.

“The launch of this membership program signals the beginning of many new and exciting initiatives BMG has planned for this year and those to come,” said Lauren Lynch-Wilbur, co-founder and co-chief executive officer for BetterWork Media Group. “My colleagues and I are so thrilled to be able to provide learning and talent executives with even more tools for enhancing their professional development experience, while simultaneously delivering on one of our biggest goals to date.”

More member-exclusive offerings are expected to be announced later this year. Learn more about BMG’s membership packages.

BMG celebrates its second business anniversary with the launch of this program.

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About BetterWork Media Group

BetterWork Media Group manages Chief Learning Officer and Talent Management, serving workforce communities of C-suite and senior-level practitioners, executives, scholars, consultants and solution providers in corporate learning and talent management. BetterWork Media Group provides a unique platform to connect, support and empower workplace communities via award-winning content, research, events, webinars and digital media. BMG’s founders have more than 70 years of collective experience in the media industry.

About Chief Learning Officer

Chief Learning Officer is dedicated to serving as a platform and vehicle for C-suite and senior-level learning and development professionals to connect and advance in the profession and their personal careers. We are by CLOs, for CLOs.

About Talent Management

Talent Management is dedicated to providing in-depth information and programming for senior-level talent and HR professionals who champion organizational culture and drive the design, development and execution of talent management programs.

Source: BetterWork Media Group

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January 31, 2023
More CFOs are ditching back-to-back video meetings to curb employee burnout

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Employee burnout is real and can be heightened by inefficient work processes. And since hiring and retaining talent remains a top concern for CFOs, some are working toward curbing the stress levels of their team members—by also curbing daily video meetings.

This week, Gina Mastantuono, CFO of the software company ServiceNow, shared a LinkedIn post with her thoughts about research on brain wave activity, which found back-to-back video meetings increase stress levels. “Those of us working in a hybrid model feel it,” Mastantuono writes. “It’s why I changed it up and set some new guidelines for our ServiceNow finance employees.”

“Our Zoom meetings are no longer 30 or 60 minutes,” she writes. “The majority of our meetings in finance now last 20-25 minutes with a five-minute buffer to stretch and take a mental break before the next meeting starts,” Mastantuono writes. “We’ve been at it for the last several months and see a stark difference.”

“We’ve also instituted Friday WIN (What’s Important Now) time,” she explains. “Every Friday from 1-5 p.m. (local time), everyone in finance blocks their calendars and is discouraged from having video meetings. The purpose is an intentional focus. It gives us space to catch up on reading, writing, and whatever is essential to get your job done healthily, without constant interruption.” Mastantuono added, “Listening to your employees’ feedback is pure gold.”

The last time I chatted with Xihao Hu, CFO at TD Bank in the U.S., he shared with me best practices in data storytelling. This time Hu shared his thoughts on making meetings less stressful. “I’ve read several articles and stories recently about companies encouraging employees to cancel all meetings or cut back on their meetings throughout the day,” he told me. “This has definitely sparked my interest and influenced my way of thinking.” As a company, TD has encouraged employees to hold 20-to-25-minute meetings vs. 30-minute time blocks, and “We practice well-being by taking screen breaks or walking meetings,” Hu says.

Regarding employee engagement, TD’s “Training Days,” which include a full day of workshops and panel discussions, “gives employees the flexibility to dive into a variety of interesting topics mapped to their career development or areas of interest,” Hu says. “We block out the calendars well in advance to avoid meeting conflicts on Training Days,” he says.

Hu also told me what he does personally to combat burnout. “As a leader, it’s important that I practice what I preach because everyone needs support from leadership when finding work-life balance,” he explains. “I block ‘me’ time in the calendar where I enjoy spending time with my parents or watching soccer. I also share how I spend my time through open, honest, and frequent communication with my entire team. It starts at the top and creates a positive ripple effect which hopefully helps avoid meeting fatigue.”

I asked Alka Tandan, CFO at tech company Gainsight, her thoughts about video meetings. “We’re very aware that our remote-first workplace can easily lead to virtual meeting fatigue,” Tandan told me. Gainsight makes use of the “speedy meetings” setting in Google Calendar, which “limits meetings to 25 or 50 minutes and helps us avoid back-to-back calls when possible,” she says. Tandan encourages department leaders to identify certain days of the week that are “focus days” where internal departmental meetings are discouraged, she says. “It gives us the time and energy to focus on getting work done and forces us to ask if a meeting is truly necessary to accomplish our goals,” she explains. “We still meet externally with other departments, vendors, or customers.”

“Gainsight has strict rules on weekend emails,” she says. “We ask employees to try and avoid work emails on Saturdays so everyone can take some well-deserved time off.” And in addition to regular unlimited PTO, weekends and public holidays, employees get an extra day off each month called “Recharge Days.”

Chalk time and meeting management up to yet another line item CFOs are having to become experts at balancing.

Try to unplug and have a good weekend.

Sheryl Estrada
sheryl.estrada@fortune.com

Big deal

The 2022 U.S. Bank CFO Insights Report, gauges the priorities of finance leaders as they navigate uncertain times. Regarding inflation risks, the top practices are identifying opportunities to cut costs (57%), evaluating the credit risk of major customers (35%), evaluating working capital practices (32%), and pricing (32%). However, CFOs surveyed view the talent shortage as the top risk, more so than high inflation, according to the report. Ways finance leaders plan to cut costs include investing in technology, discontinuing low-margin/low-growth business lines, and outsourcing certain business functions. The results are based on a survey of 750 senior finance leaders who work in U.S. businesses across multiple sectors.

Courtesy of U.S. Bank

Going deeper

Here are a few weekend reads:

A crypto security CEO did business with Sam Bankman-Fried and sent a team to the Bahamas. He was shocked by the lack of interest in security controls and FTX’s grand ideas: ‘Maybe we’ll buy Goldman Sachs’ by Shawn Tully

3 reasons why the huge tech layoffs don’t mean a recession is around the corner, Goldman says by Prarthana Prakash

Introducing the chief remote officer: Corporate America’s response to a hybrid workforce that’s here to stay by Trey Williams

Early birds for the win. Here’s why working out before noon is key to your health by L’Oreal Thompson Payton

Leaderboard

Here’s a list of some notable moves this week:

Donald R. Kimble, CFO and chief administrative officer at KeyCorp (NYSE:KEY) will retire on May 1, 2023. He will be succeeded by Clark H.I. Khayat, currently chief strategy officer. Khayat joined KeyCorp in 2012, leading corporate strategy and then serving as group head of commercial payments. He established Key’s enterprise payments and fintech partnership strategies. Khayat led the company’s strategy to build scale through a series of investments in capabilities such as digital and analytics as well as successful niche acquisitions, including Laurel Road, Cain Brothers, and Pacific Crest.

Nancy Walsh was named CFO at Katapult Holdings, Inc. (Nasdaq: KPLT), an omnichannel point-of-sale payment platform, effective Dec. 12. Former CFO Karissa Cupito is transitioning into a senior advisory role to support the transition through the first quarter of 2023. Walsh most recently was EVP and CFO of LL Flooring Holdings, Inc., a retailer of hardwood flooring and hardwood flooring accessories. Before joining LL Flooring Holdings, Walsh was EVP and CFO of Pier 1 Imports, Inc. She has also held senior finance and risk management roles at The Bon-Ton Stores, Inc., Tapestry, Inc., Viacom, and Timberland.

John Klinger was promoted to EVP and CFO at The TJX Companies, Inc. (NYSE: TJX), an off-price retailer of apparel and home fashions, effective Jan. 29, 2023. Klinger joined TJX in 2000 as a manager of business analysis at Marmaxx. He held various finance positions within HomeGoods and Marmaxx before being promoted to VP, divisional CFO for AJWright. Klinger then held the positions of VP of corporate finance and SVP, divisional CFO, TJX Europe. He later became EVP and corporate controller.

Andrew Murphy was promoted to CFO at Duos Technologies, Inc., a subsidiary of Duos Technologies Group, Inc. (Nasdaq: DUOT), effective Nov. 15. Since 2020, Murphy has served as VP of finance at Duos. Before joining Duos, Murphy held progressively senior finance roles within APR Energy. Before his time with APR, Murphy worked in corporate and public accounting with a focus on tax and business services.

Donald C. Templin was named EVP and CFO at Voya Financial, Inc. (NYSE: VOYA), a health, wealth, and investment company. Templin most recently served as EVP and CFO of Marathon Petroleum Corp. He also served as CFO of MPLX LP, a diversified, large-cap master limited partnership formed by Marathon Petroleum. Before joining Marathon Petroleum in 2011, he held several roles at PwC, including serving as a partner at the firm.

Jason Conley was promoted to CFO at Roper Technologies, Inc. (NYSE: ROP), a producer of engineered products for global niche markets, effective Feb. 1, 2023. Conley will succeed Rob Crisci as EVP and CFO. Conley, 47, is currently VP and chief accounting officer at Roper. He joined the company in 2006 as head of financial planning and analysis and investor relations. Conley also served as SVP of finance and HR at Roper’s Managed Health Care Associates business.

Overheard

“Our annual planning process extends into the new year, which means there will be more role reductions as leaders continue to make adjustments. Those decisions will be shared with impacted employees and organizations early in 2023.”

—Amazon CEO Andy Jassy wrote in a memo to workers on Thursday that the company will continue to lay off employees in the coming year, CNBC reported.

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Sheryl Estrada

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November 18, 2022
APTMetrics Shifts Workforce DEI Conversations From Why to How

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Highly regarded HR consultancy’s expertise featured on HBR.org on how to create diverse, equitable and inclusive workforces for the 21st century

Press Release
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updated: Sep 17, 2020

DARIEN, Conn., September 17, 2020 (Newswire.com)
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APTMetrics today announced that HBR.org has posted an update to a 2002 article entitled “Dear White Boss…” The update, entitled “What Has — and Hasn’t — Changed Since “Dear White Boss…,” was co-authored by Keith Caver, Vice President, Leadership Assessment and Development at APTMetrics.

“While the work suggests that little has changed regarding diversity, equity and inclusion efforts in nearly 20 years, we are now able to leverage future-focused leadership assessment strategies and solutions that optimize the value of a diverse 21st-century workforce while enabling benefits associated with greater inclusivity…disrupting valid ‘why’ conversations, moving them to active ‘how’ conversations and finally, implementing solutions that result in corporate transformation,” Caver said.

Regardless of whether we are talking about developing next-generation leaders from within the organization or attracting leaders from outside the organization, we need to expand our assessment perspectives by leveraging fair, inclusive, and future-focused criteria that tie directly to the company’s strategic goals and dynamic work environment.

APTMetrics is the only human resource consultancy that builds world-class talent solutions and is nationally recognized for its employment litigation support services. This combination ensures that the unique HR consulting services and talent management solutions we deliver are inclusive, fair, valid and legally defensible. APTMetrics’ service areas include: leadership assessment and development; talent acquisition; litigation support and risk reduction; and talent management. For more information visit www.APTMetrics.com.

Contact: Susan Carnes, Dir., Corp. Com.
(203) 655-7779 – SCarnes@APTMetrics.com

Source: APTMetrics

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September 17, 2020
YourEncore® Joins AARP® Employer Pledge Program

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National effort helps employers solve staffing challenges, directs job seekers to employers that value and hire experience

Press Release
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updated: Jun 12, 2017

Indianapolis, IN, June 12, 2017 (Newswire.com)
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YourEncore, a leading provider of world-class expertise for flexible resourcing and consulting engagements to life sciences and consumer goods companies, has joined more than 450 organizations in signing the AARP Employer Pledge, confirming their commitment to hiring across the age spectrum and leveraging the value that experienced workers bring to companies of all sizes.

“YourEncore was founded on the core principle that experience matters,” said Mike Lewis, Chief Sales & Marketing Officer at YourEncore. “Our mission is to put experience to work. We offer clients the opportunity to tap into the most accomplished and experienced community of experts in the world, and we offer our talent community, or YourEncore Experts as we call them, the opportunity to use their experience to make a lasting difference. We are excited to join with AARP in its mission to drive awareness of the wisdom, experience, and technical skill of accomplished business professionals.”

“YourEncore was founded on the core principle that experience matters. We are excited to join with AARP in its mission to drive awareness of the wisdom, experience, and technical skill of accomplished business professionals. We’re passionate about creating the workforce of the future…one that is ageless, inspires and engages talent, and accelerates business performance. We look forward to working with AARP on this all-important journey.”

Mike Lewis, YourEncore Chief Sales & Marketing Officer

Employers are facing a chasm of wisdom, experience, and absolute talent supply that places achievement of their business objectives at risk. Over 10,000 Baby Boomers retire every day. While Millennials currently provide the workforce with a large infusion of talent, their numbers alone are still not enough to stem the tide of departing Boomers¹. This talent gap cannot be closed with traditional employment models. Given the seismic shifts taking place in today’s workforce, companies need to think differently about how they utilize talent, and individuals need to think differently about how they approach work. YourEncore is uniquely positioned to provide both groups with the solutions they need to successfully navigate and take advantage of this perfect storm that is today’s economy.

YourEncore combines cutting-edge technology and high-touch personal engagement to build robust, vibrant talent communities, match talent to business requirements, and create tailored talent solutions that allow clients to transform and grow and Experts to realize their personal and professional goals.

Although some Boomers are stepping away from traditional full-time, career-focused employment, many want to continue working, for a host of reasons from social to professional to financial². YourEncore is a leader in mobilizing this “encore workforce” and has helped thousands of Experts build successful consulting careers through rewarding project work and professional development.

For clients, YourEncore deploys world class expertise from their Expert Network to solve complex problems, support critical initiatives, and fill capability and capacity gaps. Experts are hand-picked and matched for subject matter expertise and business acumen. They are alumni from some of the best companies in the world, average over 25 years of experience, and the majority hold advanced degrees. The power of that experience – which the AARP Employer Pledge Program is designed to elevate – is the impetus behind the founding and on-going growth of YourEncore.

“We’re passionate about creating the workforce of the future…one that is ageless, inspires and engages talent, and accelerates business performance,” said Lewis. “We look forward to working with AARP on this all-important journey.”

About YourEncore®: YourEncore is a leading provider of proven expertise, delivering flexible resourcing and consulting services to the biopharma, medical devices and diagnostics, and consumer goods industries. YourEncore mobilizes the wisdom and knowledge of highly experienced, immediately effective Experts to help companies outthink, outpace, and outperform. Based in Indianapolis, IN, with offices in Cincinnati, OH and Princeton, NJ, YourEncore was named a “100 Most Brilliant Company” by Entrepreneur Magazine. For more information, visit yourencore.com and follow us on Facebook @YourEncore, Twitter @YourEncoreInc, and LinkedIn.

¹https://www.conference-board.org/laborshortages/

²https://www.transamericacenter.org/docs/default-source/retirement-survey-of-workers/tcrs2016_sr_perspectives_on_retirement_baby_boomers_genx_millennials.pdf

Media Contacts:

Mike Lewis 609.216.7903 mike.lewis@yourencore.com

Nancy Reilly 513.609.4516 nancy.reilly@yourencore.com

Source: YourEncore, Inc.

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June 12, 2017