Sabbatical Saga - Best People Management

Sabbatical Saga - Best People Management

Taking time off or unpaid leave is now looked upon as a relief variation to the ongoing layoffs

Key Learnings:

Layoffs have become more of a norm today, and both the employers and employees are finding the entire process agonising

Sabbaticals and programmes like unpaid leave offer benefits to both the employer and the employees

The current economic slow turn has seen an increase in the number of employers opting to offer sabbaticals as opposed to layoffs

According to the website yoursabbatical. com, a sabbatical can be defined as "a planned job pause - paid or unpaid - whereby an individual takes time to rest, travel, volunteer, learn a new skill, or fulfill a lifelong dream before returning to work. Eligibility and benefits will also vary from company to company."

With so many layoffs happening, experts urge more and more organsiations to use sabbaticals as an easier alternative to 'distressing layoffs.'

Carol Sladek, a principal in Hewitt Associates' work/life consulting practice, says, "It's a longer-term solution than just saying, 'OK, today we're in trouble. We need to eliminate jobs.' Sabbatical is a good alternative- especially in an economic downturn."

Why sabbaticals?

Apart from doing away with layoffs, the benefits of offering sabbaticals are many. Employers look at it as one way of retaining their valued employees, re-engaging them, reduced turnover and no re-hiring costs. Despite the downturn, employers are optimistic of better days ahead. And keeping in mind this optimism, employers are in support of sabbaticals.

Sadly, many organisations are still unaware of all the benefits a sabbatical programme has in store. According to Hewitt Associates, 'only 4% of employers offer unpaid sabbaticals'. The primary reason for these dismal figures is the refusal to let go, whether it is leave or the employees. Also, many fear the loss of star performers. Will they ever return back or look for greener pastures?

To state, sabbaticals are an essential part of work/life balance and understandably helpful in the grim economy too. Hiring new set employees is financially precarious as the cost of replacing an employee is almost twice the salary. Given these restraints, employers are opting for unpaid time offs also known as sabbaticals. Sabbaticals initiate and promote 'cross training' amongst the rest of the employees. For instance, replacing the employee who has taken off implies that another employee assumes more responsibility and new learning of the job.

Sharon Klun, director of work/life initiative, Accenture, sabbaticals like the ones at her firm "could be a tool to help get companies through a bumpy economy."

Companies that offer sabbaticals

It is not surprising that most companies that offer sabbaticals have been featured on 'companies we want to work for', 'fortune 500 companies' and the 'best places to work for'.

Accenture has been one of the forerunners in espousing 'sabbaticals' as a great way to rejuvenate, reconnect and retain employees. With already a large number of work/life programmes in its kitty, Accenture came up with sabbaticals or unpaid leave after an employee survey revealed a massive appeal for the same. 'Future Leave' as the sabbatical programme is known at Accenture offers 'time off' that can extend up to three months and can be availed once in every three years.

The upshot of this programme is employees use this time off to learn new things, dedicate time to family, volunteer to help the needy or some even take a trip to the Himalayas. Rejuvenating is the key here. Since, the entire programme is unpaid for, the employees set aside some amount from their salaries every month. Once they have sufficient amount to fund their 'sabbatical' they take time off. The employees are enthusiastic about funding their sabbaticals. In addition to this, Accenture conducts 'personal engagement surveys' to comprehend how well these initiatives work in ensuring a fair and commendable existence.

At Deloitte, sabbaticals can be extended up to five years and during the unpaid leave period the employees have access to mentoring, small work projects and training at low costs. This is to ensure that the employees are not completely detached from the organisation. They believe that with these initiatives the "highly valued individuals, can re-enter the workforce and we would be at the top of their list to get them back, rather than leave the firm, get disconnected and not come back."

Sabbaticals, what it offers the employer and the employees'?

Let us list in short the benefits of a sabbatical to the organsiations:

1. Talent pool: Since the high performing employees stay on the payroll, the organisation retains talent, knowledge, expertise and also cuts re-hiring costs.
2. Attracts future talent: Organsiations with work/life balance initiatives are almost on every talented individual's wish list. Thus it helps in attracting potential talent.
3. Fulfilled workforce: The entire workforce is happy with such initiatives and the cross training involved is a learning process for employees.

4. Since it is seen as an alternate to layoffs employees, future employees and clients are happy. The repute of such organsiations are higher especially during tough times.
5. An encouraging workplace attracts and retains talents, commands greater credibility amongst clients and stakeholders and is seen as a whiff of fresh air in the market.

Sabbaticals for the employees:

1. Helps them rediscover themselves , relearn and paves way for deeper introspection

2. With this kind of awareness and refreshment, employees are better equipped mentally and physically to take on challenges at work once they resume work.

3. With sabbaticals, the commitment and loyalty of the employees towards the organsiations are deepened

The benefits of a sabbatical are manifold, from new passion for work, better creativity, and most importantly higher commitment of the workforce. Taking a sabbatical needn't be treated with trepidation; it is just another way to learn.

Kathie Lingle, Director of a global human resources association sums up the response to pressurising work environments as "Smart organisations are looking at how to keep people whole and sane with them."

Sabbaticals maybe the answer!

Reference: TheManageMentor.

Staffing Firms Implementing New Services

Survey Reveals Majority of Staffing Firms Implementing New Services and Investing in Marketing

The “How is Your Firm Adjusting to the Economy” January 2009 survey investigated the tactics Staffing Firms are employing to transition to the new economic situation. The most profound statistic was over 58% of those surveyed reported implementing new services and re-positioning their company to attract new clientele. 52% of the firms are investing in more marketing and a sales force increase as the major strategic effort.

The survey went on to explore staffing firm predictions for the hiring return and major concerns for 2009. Surprisingly, 57% predict the staffing downturn will lighten by the end of Quarter 3 2009, returning to near normal hiring conditions by fall. 65% of firms surveyed feel the overabundance of resumes flooding the market and resume quality issues to be the two major concerns for 2009. As the talent pool continues to expand, firms are struggling with the quantity versus quality conundrum.

Over 7,500 Staffing Firms and Independent Recruiters were surveyed. This survey was conducted between January 16th, 2009 and February 6th, 2009.

In summary, the survey found these key points:
• 52% are investing in increased marketing efforts and a sales force increase as the number one strategic effort for business development
• 58% are implementing new services and re-positioning their company to attract new clientele
• 57% predict the staffing downturn will lighten by Q3 2009
• 65% of staffing firms find the overabundance and quality issues of resumes the number one concern for 2009

“With the weakened economy and raising unemployment rate across the US, the exponential increase in the talent pool is causing real issues for staffing firms and the recruiting industry as a whole. It is important that staffing firms work towards improved efficiency and possibly technology solutions to help make sense of the mess,” Sean Bisceglia, CEO TalentDrive.

Ref: WWW.HR.com

IT firms hike referral bonuses

IT firms hike referral bonuses

Though recession goes on worsening, some U.S. firms in India are on a hiring mode for outsourcing jobs and they are increasingly hiking referral bonuses for existing employees. Referral bonuses are supposed to be given to employees who refer talented people to the company. U.S. Firms like Deloitte, ADP, Pegasystems and Broadridge in India have hiked the referral bonuses already, reported The Economic Times.

Deloitte, which employs over 6,000 people in India, has doubled its referral bonus to employees last week. The employees will now get Rs. 10,000-50,000 for every person who they refer, depending on the level at which they will be joining the firm. The company has also increased its campus hiring by 20-30 percent this year.

An industry analyst said, "This is the right time to hire as salary expectations of people have become realistic and referral system helps identify suitable people. Besides, expansion of India operations will help the firm cut cost significantly and mitigate the risk of the U.S. slowdown."

"Most firms in the West are trimming down workforce there to cut cost. This is expected to bring more offshore work to India. This could lead to an increased demand for people especially the high-end talent pool," said, Prashant Srivastava, HR expert & managing partner (India), The Gallup Organization.

He also mentioned that firms are under pressure to scale up faster and the referral system provides a cost-effective way to get people with right-skill and attitude. Compared to the recruitment process through executive search firms referral will be at least 10-15 percent cheaper.

Pegasystems, a U.S. based business process management (BPM) software provider is looking to hire 60-80 high-end talent-pool for its R&D center in Hyderabad in six months. "Our referral bonus ranges from Rs 25,000-75,000 per person. As we want to scale up our operations at a faster pace, we have increased this bonus by Rs 50,000 for referring a person at certain positions like tech lead. Hence, if a candidate is selected, an existing employee can earn up to Rs 1.25 lakh, which will be beyond his salary. We will give this extra benefit for the next six months," said Suman Reddy Eadunuri, MD, Pegasystems Worldwide India.

Similarly, ADP, the $9 billion business outsourcing solutions firm, is looking at recruiting 400 people in the next six months at its Hyderabad and Pune centers. This year (June-December), the company added 400 people. Of this, about 52 percent were selected through referral process as against 45 percent last fiscal.

Ref: http://www.siliconindia.com/shownews/49984

Key Steps to an effective recruitment process

.
Is there a need to recruit?

. The need for any recruitment activities should be evaluations in the context to the business overall resource requirements;

. This should include both short, mid and long term plans and requirements for your business and consider both likely resource level requirements (numbers of staff) and business skill requirements (capability of staff) in order to best decide first if recruitment is required at all, and if so what skills and experience you need to bring into the business.

Carefully defining the vacancy pays dividends
. Start with a description of the job - its responsibilities and deliverables;
. the necessary skills, experience and competencies required by the job holder to fulfill the required responsibilities;
. Plus the ideal qualities to be a successful contribution to the business.

Creating a talent pool by attracting the right candidates

. Think carefully about your internal sources of candidates: seek candidates from inside the business via internal job boards, succession plans etc; identify staff for whom it would be a sensible career development move;

. Think about the different sources of external sources of candidates: Advertise the vacancy (online or print); your internet career page; search generalist and specialist job boards; speak to the local job centre; encourage existing employees to make contacts for you; make contact with universities and colleges; use a recruitment agency or head hunter;

Focus on collecting all relevant information on candidates

Collect the information necessary to make a selection decision

. Applications form;
. CVs;
. Interview data (including behavioral interviews);
. psychometrics;
. references.

Create a short list and then arrange interviews and other selection processes

. Review applications and short list;
. your shortlist down to a small number for interview;
. Consider telephone interviews as an effective way to screen applicants;

Making the decision to appoint

. Consider relative importance of the different requirements before trying to evaluate the candidates so that you do not get caught up in the moment;
. When judging the importance of a shortfall in the candidate think about what can be learned as opposed to what comes more naturally or key competencies;
. Consider both the risks and the benefits of appointing a particular candidate;
. Make simple notes of your decisions in terms of why you selected and why you did not select � these will not only help you remember but can be useful for giving feedback;
. Agree terms and conditions of employment;
. Make the offer.

Giving feedback

This needs to be considered for three groups:

. successful candidates;
. unsuccessful internal candidates;
. unsuccessful external candidates.

Producing an induction plan

This is a critical step and should include both induction and early development needs. It can make the difference between a successful hire and an unsuccessful one.

. the new recruit quickly getting up to speed and making a valued contribution;
. reducing the disruption to the work of the other members of the team;
. ensuring a safe working environment;
. demonstration to the new recruit that they are valued;
. increasing your ability to keep the employee.

And finally, you need to review the recruitment process

. A review of the process itself should be undertaken - this will lead to process improvement and greater efficiency;
. A review of the hiring decision should also be undertaken - this will lead to greater recruitment effectiveness;
. The recruiters corner on HireScores.com gives some great feedback to employers on what to do and what not to do when recruiting..