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According to SHRM’s 2017 Human Capital Benchmarking report, the average overall staff turnover rate in 2016 was 18 percent. If you are an HR manager, you might look at that number and compare it to your organisation’s rate and make a simple calculation: if your number is lower, you’re doing great, but if it’s higher, you need to do some work.

Unfortunately, measuring employee turnover and retention just isn’t that simple.

Definition of Turnover and Retention Rate

Turnover Rate Meaning: The number of employees who have left your company during a certain time period

Retention Rate Meaning: The number of employees who have stayed at your company for a certain amount of time.

The ideal turnover rate and retention rate for your organisation aren't necessarily the average rates listed on national surveys — they’re going to depend on factors such as your industry, your historical turnover rate and internal promotion rate. And if you don’t take the time to consider each of these factors, you might not end up with an accurate view of how your company is handling its turnover and retention.

Here are three things to consider as you establish staff turnover and retention rate guidelines for your organisation:

1. Measure the Right Metrics

First, start tracking the data you need in order to measure turnover and retention year after year. We’re not just talking about positions lost and positions filled — you also want to collect data around specific kinds of turnover.

For example, in the 2017 Human Capital Benchmarking report, the overall turnover rate is 18 percent, but that number drops to 13 percent when considering only voluntary turnover, six percent when considering involuntary turnover and just three percent when looking at only high-performers.

Furthermore, you’ll also want to account for turnover related to employees who left a position but did not leave the company, such as in the case of a promotion or inter-departmental transfer. Or you might have a situation where you’ve listed two openings, filled them both, and then had to fill them again. In this case, you’ll want to make sure you’re tracking turnover and retention separately and not simply assuming these numbers are inversely related to each other.

To make sure you have as accurate a view of what’s happening within your company, start tracking the following metrics now:

● Average employee tenure

● Positions opened and positions filled

● Overall turnover rate (Broken down into three categories: Voluntary, Involuntary, and employees noted as High-Performers)

● Average turnover due to promotions or transfers

How to Calculate Staff Turnover Rate

To calculate your Employee Turnover Rate, take the number of employees that left the organisation (over the calculation period) and divide by the total number of employees in your organisation during the calculation period. Multiply by 100 for your staff turnover calculation.

How to Calculate Employee Retention Rate

To calculate Employee Retention Rate, first define the calculation period you’d like to track for. Then take the number of employees remaining in the organisation at the end of the period and divide it by the number of employees you had at the beginning of the calculation period. Multiply by 100 for your retention rate.

You can also use established formulas from SHRM and SAMHSA to monitor your turnover & and retention rates over time, as well as to learn how to calculate more complex metrics like Voluntary Employee Turnover Rate.

[Related: How to Recruit Top Talent in the UK]

2. Consider the Context of Your Industry

Next, make sure you’re considering your staff turnover and retention rates within the context of your industry. After all, different industries maintain different standards for turnover because they face unique challenges associated with attracting and recruiting talent with the skills needed to perform the job.

For example, one of the industries with the highest employee turnover rates are the retail and restaurant sectors, running as high as 65 percent for retail and 73 percent in restaurants in the past few years. Comparing your IT startup’s turnover rates to those numbers might make you less worried about your turnover rate, but it won’t give you an accurate idea of whether or not your company is performing with its industry standards. Use resources from the US Bureau of Labor Statistics and consulting leaders like Deloitte and PwC to monitor your industry’s average retention and turnover rates.

[Related: ]

3. Take Action

You can capture all the data in the world, but it won’t help you improve retention and turnover within your organisation unless you take action. So while the first step of managing employee retention and turnover is tracking it, the real work begins when you assess your rates in the context of your industry and identify whether or not your company needs to improve its retention strategies.

If you find your retention rates are on the low side and your turnover rates are on the high side, there’s a lot you can do to improve them. Not only will your efforts drive short-term benefits like lower recruiting and onboarding costs, but you’ll also allow your company to reap the rewards of a healthier company culture, including higher productivity and profitability. Focusing on company initiatives like increased transparency, flexibility and recognition can all help you improve your retention rates.

[Related: ]

Don’t be daunted by how many different ways you can calculate, track and analyse staff turnover and retention. Decide how you’ll track these rates within your organisation, then use them to stay informed about how employees join and leave your company so that you can make powerful, strategic changes to how your company manages its human resources.

Learn More

For Better Financial Returns, Invest in Employee Satisfaction

The post Here's What Your Turnover and Retention Rates Should Look Like appeared first on UK | Glassdoor for Employers.

Cost-per-hire is arguably the most important metric for talent analytics. Knowing your cost-per-hire is important because when you know your cost-per-hire, you can better determine where to invest your recruiting budget. These strategic recruiting decisions can potentially save your company money and attract better candidates.

Because so many factors go into recruiting, it can be difficult to calculate an accurate cost-per-hire across your organisation. In our Glassdoor eBook, Talent Analytics For Dummies, Glassdoor Special Edition, we share this formula for calculating recruitment costs.

Here's how to calculate your cost-per-hire (CPH) for new employees:

What is Cost-Per-Hire?

By definition, Cost Per Hire is a sum of the resources spent in recruiting a single employee to your organisation. This can include external recruiting costs like job sourcing, background checks, job boards, and marketing costs. This also includes internal hiring costs for your in-house recruiting staff, any referral rewards, and ATS systems.

Average Cost of Hiring an Employee in the UK

The average cost of recruitment for a new employe in the UK is £3,000. Knowing this metric in your organisation can help you make more strategic decisions lower recruitment costs £3,000. Knowing this metric in your organisation can help you make more strategic decisions lower recruitment costs.

Why is Cost-Per-Hire Important?

Calculating your cost-per-hire is important because it can help you make smarter hiring cost decisions, save your company money, and even optimise a specific program (such as a referral bonus plan). Without this metric, you can't accurately measure and report on your efforts in pursuit of talent.

Three Things You Can Do With Your Hiring Cost Data:

1. Benchmark your company against the overall average and your industry peers. Download the Bersin by Deloitte Talent Acquisition Factbookfor industry recruitment cost benchmarks.

2. Analyse recruitment cost data by department and position type. Use this information to determine what factors could lower the hiring cost for specific groups.

3. Compare your CPH against source of hire. This information gives you a better picture of which job advertising outlets work best. For accuracy in tracking source of hire, we recommend using technology-based tracking features, such as those embedded in an ATS.

For more tips and ideas on how to optimise hiring costs and get the most out of talent analytics, download our eBook Talent Analytics For Dummies today!

The post How To Calculate Your Cost-Per-Hire appeared first on UK | Glassdoor for Employers.

While workplace transparency is becoming the new normal across the UK, it’s still a challenge for people to know if they are being paid fairly. Very few companies openly share pay data, and talking about pay remains largely taboo in our society.

Today, we are announcing our latest effort to boost transparency for UK job seekers, employees and employers alike. Glassdoor has launched Know Your Worth: a free tool that calculates an individual’s personal “market value” by using sophisticated data science and machine learning algorithms that leverage millions of salary reports shared on Glassdoor, while analysing real-time supply and demand trends in local job markets, and typical career transitions of people doing similar work.

Following on from its success in the U.S., our popular salary calculator is now available in the UK and Canada.

What does this mean for HR professionals and employers?

Your employees now have access to an empowering tool that gives them insight into their median estimated market value, or estimated base pay. We recognise that many factors are often considered as part of a company’s overall compensation and rewards program that can significantly influence base pay at a specific company, and we have done our best to make it clear to our users that Know Your Worth estimates are designed to be a starting point, not a pinpoint.

With this said, we know that many employees will want to speak to you as recruiters, talent acquisition experts, and HR professionals about their estimates and salaries. We have prepared a useful Know Your Worth Employer Guide to help you understand the tool and be better placed to answer any questions you may receive.

How accurate are Know Your Worth market values?

In the U.S., the Know Your Worth model currently predicts the market value at an 11.8 percent median margin of error, based on each person’s personal attributes. The median margin of error for the UK is not yet available. As we continue to receive more and more salary reports from Glassdoor users, accuracy will continue to increase.

Can I, as an employer, verify the salary estimates or employees’ market values on Glassdoor?

Employers can update Salary Estimates for their roles in the Employer Centre. In addition, the best way to help improve the accuracy of the salary data on Glassdoor is to encourage your employees to contribute a salary report or to try using Know Your Worth. The power of this tool lies in predicting earning potential, rather than pinpointing a specific employee’s pay at your company.

Related: 6 Tips for a More Transparent Workplace

As an employer, transparency is fundamental to creating a business where everyone feels engaged and meets their potential. By embracing it, you’re investing in your future
success, and creating a culture that’s rewarding, fulfilling, and fair.

The launch of Know Your Worth follows the introduction in April of Salary Estimates to job adverts on Glassdoor in the UK, which shows a range for annual base or hourly pay and is specific to job title, company, and location. Both tools from Glassdoor are designed to increase pay transparency and help job seekers get paid fairly.

The post Introducing Know Your Worth appeared first on UK | Glassdoor for Employers.

By 2018, all UK employers – even if they employ just one person – must provide ‘automatic enrolment’ into a workplace pension scheme for qualifying employees.

What is automatic enrolment?

In a bid to encourage more people in the UK to save towards retirement, ‘auto enrolment’ went live in 2012 and legally requires all employers to automatically enrol eligible workers into a workplace pension. The employer must also pay money into that scheme.

Automatic enrolment is being phased in, starting with the largest UK employers, such as supermarkets and other chains. Recently, the focus has shifted to millions of small and ‘micro’ employers, who may just employ one person, such as a nanny or personal care assistant.

However, one in seven businesses is failing to provide auto enrolment by the government deadline, due to factors such as a lack of HR resources and confusion about the scheme, according to a new study by Aviva.

This often results in costly penalties. A high street footwear firm was recently fined more than £40,000 after claiming it was too busy to meet its pension responsibilities.

How does auto enrolment work?

1) Your company will first receive a letter from the government’s, The Pensions Regulator (TPR), 12 months before your deadline - called your ‘staging date’ - to set up auto enrolment. This allows time for you to fulfill various obligations. For example, companies must write to their employees within six weeks after their staging date to explain how automatic enrolment applies to them; and must declare compliance within five months after that date.

2) In time with your deadline, you must automatically enrol any employee who qualifies for the scheme. He/she must be at least 22 years old but below state pension age, earn more than a minimum amount (currently £10,000 a year, which calculates to a gross earnings of £833 a month), and not be enrolled in another workplace pension scheme.

3) Under auto enrolment, there is a total minimum amount of an employee’s ‘qualifying earnings’ paid in to his/her pension each month. You are required to work out your employee’s ‘qualifying earnings’.

Qualifying earnings are calculated from either:

- The amount an employee earns before tax between £5,876 and £45,000 a year

- An employee’s entire salary or wages before tax

4) The total minimum amount paid in is currently 2% of qualifying earnings (typically consisting of 0.8% from the employee, 1% from the employer and 0.2% in tax relief from the government). In April 2018, contributions will rise to 5% (typically consisting of 2.4% from the employee, 2% from the employer and 0.6% in tax relief); and then rising to 8% in April 2019 (typically consisting of 4% from the employee, 3% from the employer and 1% in tax relief).

5) Some employees may chose not to be put into a pension scheme and opt out of automatic enrolment. However, they can’t opt out until after they have been automatically enrolled, and they will have to contact the pension provider themselves to do so.

Where to find more information

Visit The Pension Regulator (www.thepensionsregulator.gov.uk/en/employers) for more information on auto enrolment.

For more on what resources you can provide employees at every step of the recruitment process, download the eBook on Nurturing Candidates From Attraction to Hire:A Guide to the Ultimate Candidate Experience.

The post Guide to Automatic Enrolment Workplace Pensions appeared first on UK | Glassdoor for Employers.

Glassdoor is launching a new salary tool and an enhancement to job listings in the UK and Canada.

Why? To better match the right people with the right companies, helping employers hire quality candidates. Many employers are already seeing more interest in their jobs from quality candidates on Glassdoor, which is great for business. Plus, these features have been available in the U.S. since 2016 and have helped to close the gender pay gap by empowering women through greater understanding of what they should be earning.

To make this a benefit for both employees and employers, it’s important that companies have all the information they need around salary estimates in job listings, including how you can address any concerns with pay ranges displayed.

Here are 5 FAQs to help you with salary estimates in your jobs. And, find more information in our Help Centre article.

1. Why are you showing salary estimates in job listings?

For employers, salary estimates in job listings help you recruit and hire. It helps employers significantly by driving greater interest to your jobs and reducing time in the recruitment and interview process by ensuring only informed, career-conscious candidates with the right expectations apply.

Providing pay information at the beginning of the recruiting and interview process helps candidates self-select out, reducing the number of resumes needed to get to a hire. Research shows that the top piece of information Glassdoor users want when evaluating a job or employer is detail on salary/compensation packages. By clarifying a salary range upfront, candidates will opt in or out early, minimising the possibility of coming to a salary stalemate later on.

For job seekers, including salary information in job listings helps too, providing them the added pay information they’ve been asking for, and helping them find jobs where pay realities meet their pay expectations. In fact, data shows that job seekers want more insight into salary and comp during the job search process.

A recent survey of 2,021 UK employees conducted by Censuswide, on behalf of Glassdoor, revealed that job seekers face a salary black hole when applying for jobs and two-thirds of employees did not negotiate their salary last time they were offered a new job. Two big takeaways from the survey:

More than 1 in 5 employees did not have an accurate idea of what salary was on offer last time they looked for a job

• This gap in knowledge was more pronounced for younger workers: 28 percent of those aged between 16 - 34 years old, compared to 20 percent of those aged 45 and above
  
• Over a quarter of employees in the following industries did not have an accurate idea of what salary was on offer: Retail, Catering & Leisure (27 percent), Finance (27 percent), Legal (29 percent), Arts & Culture (30 percent)
  

Eight in ten job seekers would prefer job ads to indicate an approximate salary

• 81 percent of all employees surveyed want to see approximate salaries displayed in job ads. The preference is higher among men:
  
  • 76 percent of men
    
  • 85 percent of women
    
• Those in Healthcare feel the strongest, with almost 9 in 10 (89 percent) employees saying they would like to see approximate salaries when looking for a new job
  

2. I am the employer for a job listing and the salary estimate is off. Can I update the estimate?

Yes. If employers feel a Glassdoor estimated pay range is off on your job listing(s), employers are welcome to update pay ranges themselves by logging into their Employer Centre with a Free Employer Account.Once in, just click on the “Jobs & Recruiting” tab, and then “All Jobs.” Pay ranges on jobs that employers update will be reflected within one business day. If pay ranges are not updated or there is a problem, employers can contact our salaries team at salaryestimates@glassdoor.com.

3. I am the employer and we did not give you permission to include pay information in our job listings on Glassdoor. Please remove it.

At Glassdoor, our goal is to help match the right people with the right employers by leveraging workplace transparency, including offering more information around pay to help ensure pay expectations meet pay realities. In turn, this helps employers recruit more informed candidates which employers say lead to better retention rates, and more productive and more engaged employees. We are also committed to treating all employers equally, regardless of paid or unpaid relationships with Glassdoor. As such, we do not remove salary estimates from a company’s job listings on Glassdoor.

However, pay ranges can be updated to reflect more reliable pay ranges that you, the employer, would like displayed. All you have to do is log into your Employer Centre with a Free Employer Account. Once in, just click on the “Jobs & Recruiting” tab, and then “All Jobs.” Pay ranges on jobs that employers update will be reflected within one business day. If pay ranges are not updated or there is a problem, employers can contact our salaries team at salaryestimates@glassdoor.com.

4. How are salary estimates calculated?

Salary estimates are generated by Glassdoor using salary data from millions of employees and third-party sources using patent-pending machine learning algorithms. Salary estimates factor in recent user-generated salary reports for similar job titles at the company, its competitors and other employers for a specific location.

5. Why are there salary estimates in some job listings, but not all?

Salary estimates currently appear in more than half (approximately 52 percent) of online job listings found on Glassdoor in the U.S. In the near future, we hope to increase our coverage of salary estimates in job listings, including increasing coverage to markets outside the U.S.

If a salary estimate is not provided on a job listing found on Glassdoor in the U.S., Canada or UK, it means there is not enough data available for our proprietary algorithm to calculate a reliable salary estimate. But, as more data becomes available, a salary estimate may appear in that job listing at a later date.

Employers may update jobs without a salary estimate. To update a salary estimate:

• Sign in to the Employer Centre.
• Click on Jobs.
• Click + Add Salary.
• All changes will be reflected within one business day.
  Note: Only jobs with + Add Salary will allow a salary to be added.

For more information on salary estimates in job listings on Glassdoor, see our Help Centre article.

Also, here are some helpful resources for employers from Glassdoor:

• 5 Facts UK Recruiters Need to Know
• How to Build a Thriving Workplace

LEARN MORE & DOWNLOAD:

Glassdoor's Guide to Salary Conversations
Never dread the compensation conversation again.

The post Salary Estimates in Jobs: What Employers Need to Know appeared first on UK | Glassdoor for Employers.

We've heard from recruiters over and over again that determining the right recruitment budget can be difficult. There are so many factors at play, such as company size, job openings and budget allocations. This raises the question: Is there an easy way to create a recruiting budget in Excel? The answer: Yes! We'll show you how.

How to Build a Recruiting Budget

Here are five simple steps that will help you build a recruiting budget:

1. Determine Your Personnel Budget

Employers often ask Glassdoor if they should factor in personnel cost into their cost-per-hire. This is entirely up to each company's discretion, but I want to warn you that it can significantly impact cost-per-hire calculations. Whether you factor this into your cost-per-hire ratio or not, you must list out each job title needed on the team, include hiring dates and track salary impact per headcount by quarter to determine an appropriate personnel budget. To accurately forecast total cost, be sure to add 30 percent to total to fully account for benefits, taxes, T&E, etc. Also, include any contractor or part-time employees that you plan to bring on during the year.

[Related: Post Jobs]

2. Factor in Programme and Systems Fees

With so many factors, your recruiting budget can easily balloon. Elements include implementing a CRM system, managing social accounts, posting jobs online, running employee referral programmes, revamping your career site, adding photos and videos that reflect your culture, installing recruiting analytics tools and investing in your employer brand. You will need to account for the fees involved with each system and ensure you keep track of campaign lengths. According to a recent Harris survey of employers, an employer brand alone can typically amount to a $129,000 (£100,000) annual investment. Ensuring that you have enough budget to cover recruiting tools and fees is important to win the war for talent!

3. Estimate an Annual Expected Number of Hires

Coming up with your recruiting budget breakdown by programme requires estimating the number of job openings per year. Break this down by quarter to see what budget needs to be spent on each channel when. At Glassdoor, we look at every channel we use for our job ads and determine what we will spend on each by quarter based on our open number of positions.

4. Track the Cost of Events

On the Glassdoor marketing team, we know that staging events is time-consuming and definitely not cheap. Whether you are a small business looking to build awareness via career fairs or an enterprise looking to host meet-ups that help candidates become familiar with your brand, it can be an expensive initiative. Be sure to consider all the events that you will be hosting or attending during the year to come up with an accurate budget.

[Related:

5. Include an Employee Referral Bonus Programme

Last, be sure you consider your spend on employee referral bonus programmes. At some companies, 50 percent or more of hires can come through employee referrals. Having a strong programme in place ensures success and rewards your employees for introducing you to new candidates. Be sure to factor in fees that you will pay for hard-to-fill positions then multiply that by half the openings that you will have throughout the year, depending on the ratio of employees that you receive through word of mouth.

Learn More & Download:

Recruiting Budget Template

The post How to Create a Recruiting Budget (Template Included!) appeared first on UK | Glassdoor for Employers.

Interviewing a potential manager is different from questioning a front-line office worker. The manager will be supervising, mentoring, guiding, shaping and evaluating their employee at various times in the relationship. They also have a finger on the pulse of culture, if they’re doing their job well, and a vision towards the future.

Moreover, bottom line accountability often rolls up to them.

The following 15 questions can help identify characteristics, traits, information, knowledge and behaviour patterns that will help you learn if the next management candidate is a fit for your company’s goals.

Question 1. How would you describe the culture in your department/division/business unit? Why?

Why It Works: The manager’s reflectiveness (or lack thereof) in responding to this question will indicate whether they are indeed in touch with the idea of building a great culture or have been so busy in the weeds of the day to day that culture hasn’t been a priority.

As a follow-up, ask …

Question 2. How would your employees describe the culture in your department/division/business unit? Why?

Why It Works: Similarly, if the manager is stumped or slow to respond, it might be they haven’t given this topic much thought. However, if they are quick to reveal, with enthusiasm, that the individuals on their team would espouse a positive, empowerment culture where they are safe to express opinions and take calculated risks, for example, then you probably are interviewing a manager who gets the importance of shaping a meaningful and employee-centred culture.

Question 3. What was one of the most difficult-to-achieve, but gratifying milestones in your career?

Why It Works: The answer to this question will help determine what motivates this management candidate in their career, what it is that gives them a sense of growth and satisfaction. This is helpful in assessing whether the candidate will sustain satisfaction in the particular environment for which you are assessing them.

[Related: Guide to Diversity and Inclusion in the Workplace]

Question 4. What would your highest performing employee say about you?

This question can be asked in conjunction with …

Question 5. What would your most struggling employee say about you?

Why These 2 Questions Work: In both the above instances, there is fertile opportunity to unearth how in touch the manager is with their employees’ development, successes, opportunities to improve, etc. It would provide insight into their mentoring and coaching skills, as well as empathy.

Question 6. Tell me about a time when you had a major objective to achieve under a tight time constraint, lean budget and with fewer people than typically would support the goal? How did you overcome the challenges to achieve the necessary outcome? What was the measurable result(s)?

Why It Works: This question hones in on the core value of a manager – their ability to manage, allocate and leverage resources (people, time, money). It also speaks to their flexibility in handling imperfect scenarios, successfully.

Question 7. In your most recent role, what was your overarching impact? i.e., how did you help the company grow, gain market share, increase client base, improve profitability?

This question ferrets out the manager’s bottom-line impact, and can be followed with …

Question 8. What are 2-3 key achievements that led to the overarching impact?

Why These 2 Questions Work: Ask the candidate to answer questions 7 and 8 for their past 2-3 positions, to help uncover a theme.

[Related: Candidate Screening Checklist]

Question 9. Whom have you promoted, and why? Do you have a process for mentoring and developing your employees?

Why It Works: Again, this speaks to their people management, coaching and mentoring skills and ability to respond to their team members’ needs and goals.

Question 10. What was the biggest failure you had in your most recent role? Prior 2-3 roles? How did you respond to the situation? What did you learn?

Why It Works: This question will help identify the manager’s capacity to admit mistakes, and mostly how they respond to and learn from them, imperative to their long-term success.

Question 11. What was your biggest takeaway from your last 3 roles? How do those takeaways (skills; abilities; techniques; information; learnings about ‘what not to do’; learnings about best practices; learnings about people and how to manage better or differently), impact your value proposition going forward? In short, why will it matter to me (the hiring company)?

Why It Works: Not only will this question provide insight as to specific skills, etc. the manager has gained along their career journey, but it also will reveal how they are able to connect the dots with their go-forward goals, and specifically, how that will add value to your organisation.

[Related: Time to Get Personal: How to Get the Most Out of a Candidate's First Interview]

Question 12. How would you describe your management style?

Why It Works: This question gets to the heart of the candidate. Where do their words focus: on the employees/teams; on the company; on themselves; equally divided among the three? Are they hands-on; hands-off; a mix of the two; concerned about building a happy place to work; etc.?

Question 13. How would your employees describe your management style?

Why It Works: It is interesting and beneficial to see how in-sync the answers to questions 12 and 13 are.

Question 14. Tell me about a time when you achieved a breakthrough result that is not directly quantifiable but which has had a monumental impact on the company’s goals?

Why It Works: While this is a bit of a brain teaser, the ultimate goal is to unleash the candidate’s creative juices beyond proving their bottom-line value. For example, perhaps the interviewing company has ambitions to breakout into a more visible force in the community, beyond being a service or widget provider. If the candidate is able to share stories where they expanded the visibility and presence in a community service sort of way, (beyond the bottom line), then they would be showing how they could fulfill a particular need the hiring company wants to satisfy.

Question 15. What is your favourite technology and/or digital tool, and why? How has it supported your goals as a manager?

Why It Works: With today’s ever-evolving technology landscape, including AI, social media, etc., it is important to assess a manager’s touchpoints in these areas.

Learn More & Download

How to Conduct Better Interviews

Interview templates and great interview questions to give you a competitive advantage

The post 15 Interview Questions to Ask When Hiring a Manager appeared first on UK | Glassdoor for Employers.

People have been worried about technology replacing human jobs for hundreds of years. One example often discussed is the impact of the power loom on textile workers in the early 1800s. Its existence automated the most basic and time consuming steps of operating a loom, but also spread fear amongst professional weavers that their hard learned skills would go to waste as the machines took over.

Artificial Intelligence (AI) and Machine Learning

With the advent of Artificial Intelligence (AI) and machine learning, or any other new technology that changes the game, the same fears have been awakened – not only among professionals in our industry, but within our clients as well. Adopting these technologies and training workers to adapt to the possibilities they create, we’d argue, is the right call. But, when it comes to the impact on the individual, a broader understanding of the symbiotic relationship between people and technology will remain necessary and critical in abating these fears.

Recruiting in the Midst of Technology

At PwC, we recruit more than 12,000 professionals annually and every year we continue to field a growing number of questions from interns, associates, senior associates – and even clients. Like textile workers of the early 19th century, they ask us: Will I still have a job? What do the advances in AI, robotic process automation (RPA) and other technologies mean for me and those on my team?

These are great questions. They’re fair questions. Answering these questions should remain as important for your employees as adopting the technologies themselves. Without the answers, your professionals won’t fully understand the impact they can have on your business, and their clients.

How AI Will Change Jobs for the Better

One of our recent reports on artificial intelligence and machine learning found that AI tools will become digital “assistants” that could potentially replace the basic capabilities of first-and second-year professionals. The key word here is “capabilities.” So depending on their area of interest, the answer may vary, but it is consistent: AI will not make these positions obsolete. They will change for the better because of them.

AI and other digital tools allow information and insights that were once lost in physical paper files or spreadsheets to be collected in seconds, freeing up today’s professionals to better use the higher level strategic skills they’ve developed through their education – including analysing data and anticipating needs instead of simply running calculations – to benefit their clients.

We know about the massive amounts of critical, yet repetitive tasks less-tenured professionals face on a daily basis. As global business continues to grow across diverse tax jurisdictions, tax consultants will use AI to automate more routine tasks and pinpoint tax-planning opportunities and trends. Through the use of technology, tax professionals can now analyse entire data sets, as opposed to smaller samples, and make better decisions because of it.

The rapid pace of change in business and the digital economy, has resulted in increased expectations from our clients. In many cases, it’s the service provider’s job to look around current and future corners to see what might be coming. Identifying new and innovative tools helps us rise to that expectation in novel and innovative ways, and exceed it.

Machine learning, AI, and other tools enable us to up-level the skills of our people. These tools allow us to entrust them with a new realm of responsibilities, providing greater opportunities to make an impact and focus on the highest value work, not just the routine work. Better yet, they allow for professionals to accelerate their careers.

Analytics Are Everywhere

As the digital economy continues to flourish, the focus will shift away from specific "jobs" and will evolve to meet the changing technology environment. Data and analytics skills are not just for Silicon Valley anymore – everyone needs them, and employers now expect them. Like the weavers of the early 1800s, today’s professionals will be expected to operate comfortably and confidently in this environment, reacting and adapting to the challenges and opportunities that arise from this technological shift. PwC’s recent report shares more on the roles all of us can play, and steps you can begin taking, no matter which side of the coin you sit, including:

Coach Your Teams to Upskill (and Do It Yourself, Too)

Professionals: Seek out opportunities to grow and learn for yourself and for the benefit of yourself and your clients. Keep current on the required skills necessary for your profession, but don’t be afraid to develop skills that fall outside of your industry expertise, especially as it relates to new technologies. Training should remain constant, no matter what stage you are in your career.

Businesses: Structure your people plan for the digital economy. Strategic investments in digital technologies aren’t likely to live up to their potential unless companies align their people and cultures to their digital strategies in more systematic ways.

Educators: Champion data literacy for all, no matter the discipline. Collaborate more frequently with employers and change curriculums to meet skill needs.

Be Future Proof

So, expect your job to evolve. Embrace it. Your career trajectory has a greater potential to accelerate because of it. Elements of AI, such as machine learning, natural language processing and predictive analytics have applications across all aspects of business – and offer tremendous opportunities for new insights and greater productivity. Remember: people will continue to be essential to the process, but your individual relevance will be dependent on your ability to “future proof” yourself.

One thing is certain: the way we work is changing and to compete in the digital economy you must change along with it. History shows those nimble enough to take advantage of those changes will benefit greatly from them. Today that means becoming digitally fit to meet the evolving future of work.

Talent acquisition is changing quickly too. Download Talent Analytics for Dummies to stay ahead of the competition and 65 HR & Recruiting Stats for 2018 to keep up with the latest trends.

Michael Fenlon is Chief People Officer at PwC and Michael Shehab is Tax, Technology and Process Leader at PwC.

The post Technology Will Change the Way You Do Your Job. This is a Good Thing. appeared first on UK | Glassdoor for Employers.

Conducting great interviews takes a little planning ahead, but the payoff is high. Getting your interview process right gives you a competitive talent acquisition advantage. And finding the right candidate for each role drives innovation, productivity, customer satisfaction and profits.

Certain companies have cracked the code on how to provide an interview experience that’s not just okay, but downright delightful – and we’ve found the best of the best.

Announcing the 2017 Best Places to Interview!

Now in its second year, Glassdoor’s 2017 Candidates’ Choice Awards for the Best Places to Interview honours 50 UK large employers and 100 US (companies with more than 1,000 employees)*. Coming in first is Airbus, a Netherlands-based aerospace firm. With a 94% positive interview experience, candidates who interview at Airbus appreciate the friendly environment, thoughtful questions, and clear expectations of what the open roles will entail.

Airbus isn’t the only company that earned high marks from candidates. Other top employers include:

Top Five Best Places to Interview in the UK

1. Airbus - 94%

2. Yell - 92%

3. Hiscox - 86%

4. easyJet - 86%

5. Salesforce - 85%

These companies are acing the interview game, and reaping the benefits. Data shows that a 10% more difficult job interview process is associated with a 2.6% higher employee satisfaction later on. (1) And on a five-point scale, the optimal or “best” interview difficulty that leads to the highest employee satisfaction is 4 out of 5, with 5 being the most difficult. (2)

Download Glassdoor’s definitive guide on How to Conduct Better Interviews.

Wondering why you didn’t make the list, and how you can become eligible for next year’s awards? Read here.

*Candidates’ Choice Award winners for the 2017 Best Places to Interview are determined using Glassdoor’s proprietary algorithm, in which an employer’s overall interview experience rating is primarily taken into account, along with factors including interview difficulty rating and interview length (number of days for the interview process). At a minimum, employers for the US list (those with 1,000 employees or more) must have received at least 50 Glassdoor-approved interview reviews, including at least 50 interview experience ratings, from US-based employees between 2 July, 2016 and 1 July, 2017. For reporting simplicity, interview experience ratings are displayed as whole numbers, though calculations extend beyond the thousandth place to determine final rank order. Complete report methodology can be found and downloaded here: https://www.glassdoor.co.uk/List/about-employees-choice-awards.htm

(1) Glassdoor Economic Research, October 2015

(2) Glassdoor Economic Research, October 2015

The post Glassdoor Announces 2017 Best Places to Interview; Airbus Comes Out on Top appeared first on UK | Glassdoor for Employers.

A quick quiz: When making a hiring decision, what matters more: job seekers' relevant skills or their personalities?

If you answered "skills", then you are in the minority.

According to a survey of professionals in a range of industries, 78% of respondents identified personality as the single-most desirable quality in a worker. In fact, initial skill set mattered least to these employers. (1)

It's not surprising that so many employers find it critical to hire workers who mesh with their cultures and values. Yet many of them are, frankly, terrible at assessing the very quality they deem most important. (2)

If companies routinely fail to make good choices for the most high-profile jobs in the organisation, can we expect that they'll somehow perform better when hiring lower in the org chart? Don't think so.

Why We Routinely Get It Wrong

Why are we so bad at understanding people's personalities?

We humans habitually trust what we refer to as our "gut" when it comes to making decisions big and small. We opt for what feels right, what coheres with our previous experiences. The bad news is that we're often wrong. Perhaps worse, we have an excessively high level of confidence in our own processes.

The renowned psychologist Daniel Kahneman devotes his critically acclaimed best-seller "Thinking, Fast and Slow" to this issue, to the "puzzling limitation of our mind: our excessive confidence in what we believe we know, and our apparent inability to acknowledge the full extent of our ignorance and the uncertainty of the world we live in."

This "over-reliance on intuition at the expense of scientifically valid selection tools", as the authors of the Harvard Business Review article put it, can have a devastating effect on companies. For example, 95% of companies say they've made bad hires, due in part to how they make decisions.(3)

Yes, an interview can give us a clue about a candidate's personality. But the potential for false positives and negatives runs high, given that some talk a better game than they can play, while others don't accurately represent themselves due to nervousness induced by the pressure of an interview.

The Cost of Bad Hires

You might be tempted to shrug at this news. We all win some and lose some, right? Sure, but hiring badly is massively expensive, so it's vital to win a lot more often than you lose.

There is no line for it on a typical profit-and-loss spreadsheet. But the evidence is conclusive that low employee retention is one of the biggest drags on corporate profitability. In fact, studies have calculated that replacing one employee can cost anywhere from 50% to 400% of the departing employee's annual salary.(4)

How to Get it Right

Understanding all of this, many forward-thinking employers are tuning out their guts and tuning in to psychology-backed assessments to uncover candidates' personality types and traits. With the results of a test that can be completed in just minutes on a mobile device, employers can gauge how applicants will mesh with their company culture.

Psychology tests can reveal all sorts of relevant information about applicants, such as:

• What type of work ethic do they have?
• What is their level of emotional intelligence?
• Are they action-takers, planners, or visionaries?
• Are they reliable?
• Where do they fall on the big five personality dimensions of openness, conscientiousness, extraversion, agreeableness, and neuroticism?

Such tests also can be customised to meet a company's specific needs and wants.

Bottom Line

Both skills and personality matter to the success of a new hire, and the best-performing organisations recruit for both. But as for my answer to our initial question on which is more important, I'm in the majority: I think finding the right fit for your organisation is paramount because while skills can be taught, personality traits are inherent and don't really change.

For ideas on how to leverage proven science to build your organisation, start by exploring your own personality. Try this assessment - it's backed by real science and is a fun and engaging experience for applicants. Whether they fit your organisation or not, they'll walk away with self-discovery and an appreciation for your employment brand!

And for everything you need to know about conducting effective behavioral interviews, download Glassdoor's Guide, Behavioral Interviews Questions and Templates .

About the Author: Dan Sines is the chairman, CEO, and co-founder of Traitify, the world's leading provider of visual personality assessments. An entrepreneur to the core, Dan is driven to create unique and personalised experiences in all aspects of life.

Social Handles: Traitify - @traitify and Dan Sines - @dansines

(1) Source: Hyper Island Executive Study, 1 April, 2014.

(2) Source: Harvard Business Review, " When Leaders are Hired for Talent but Fired for Not Fitting In ," 14 June, 2017.

(3) Source: Brandon Hall Group, " Avoiding the Negative Impacts of a Bad Hire ," 1 September, 2015.

(4) Source: ERE Media, "What Was Management Thinking? The High Cost of Employee Turnover," 22 April, 2015.

The post Why Recruiting for Personality Matters appeared first on UK | Glassdoor for Employers.

In honour of Glassdoor’s 9th anniversary, we’re highlighting 9 ways recruiters use Glassdoor to win top talent. Each of these strategies is an approach that simply wasn’t possible before Glassdoor – at least at the scale at which it can be deployed today. Is your recruitment effort firing on all cylinders? If you’re 9 for 9, chances are you’re leading the race for attracting the very best people.

1. Manage your Glassdoor reviews.

Managing your reviewsis a great way to absorb feedback from both current and former employees. Consider it free, actionable advice to optimise your interview or hiring process, improve your company culture or possibly upgrade the benefits your organisation provides. As you can imagine, job seekers love reading reviews about what it’s like to work at an organisation, but they also appreciate seeing the “employee perspective” in the form of official company responses to both positive and negative comments on Glassdoor.

2. Gain competitive intelligence.

How much do you know about your competitors? Are job seekers leaving your Glassdoor profile to visit someone else’s page? Guess no longer. A Free Employer Account offers up an accurate picture of which companies you compete against for talent and how you stack up against other industry leaders. Study how your competitors market their company, culture, and open jobs. Read company reviews by their employees to spot trends, themes, or weaknesses you can use to your advantage in differentiating your company.

For more on how to hire the best candidates, download Recruitment Marketing for Dummies^® now.

3. Learn more about your candidates.

Speaking of data, a Glassdoor Free Employer Account offers a serious demographic breakdown of your profile visitors and those you may want to target for open jobs, from gender and education to years of experience. In short, this intelligence helps you refine your recruiting.

4. Let candidates learn more about you.

Recruiters use Glassdoor to give candidates the opportunity to become informed candidates and opt into their company. This means recruiters can work smarter, not harder. Audience targeting lets you provide a personalised view of your Enhanced Profile for up to 4 audiences based on occupation.

5. Optimise job titles and descriptions.

Do you know which job titles are most appealing to job seekers visiting your Glassdoor profile? We do. Use your Free Employer Account to help you see which jobs are being clicked on most and which job descriptions perform best (and worst).

6. Industry benchmarking.

Only by setting goals and benchmarks can you truly measure and track your success. If your priority for the coming year is to lower your cost per hire, do your homework now by calculating which channels bring you the most candidates at the most efficient cost. Having buy?in from senior management and other company champions is a great way to endorse, optimise, and amplify your recruitment marketing mission. Decide who should report metrics and results, to whom, and how often (monthly, quarterly, or annually).

7. Learn from interview reviews.

Recruiters use GD interview reviews as a reference point - good reviews show what's working, negative reviews show what needs to be fixed. Recruiters can also learn from interview reviews on competitor sites.

8. Train internal brand ambassadors.

Ask target employees what they love about working at your organisation to ensure it matches your company’s unique mission and vision. Utilise employees in videos and encourage sharing on social networks to amplify your company’s message and attract like-minded talent.

9. Spotlight your jobs.

Increase your reach to the exact talent you are searching with targeted job display advertising. Your company’s open jobs are already on Glassdoor, but when you spotlight your jobs, they get better visibility and custom targeting – so your jobs will appear first in search instead of on page 5 or 6! It’s one key way thriving companies attract and recruit high quality candidates across industries – from tech and finance to retail and manufacturing.

Ever wondered who’s viewing your Glassdoor profile or how to respond to Glassdoor reviews on your profile? A Glassdoor Free Employer Account is the best way to know.

The post 9 Ways Recruiters Use Glassdoor appeared first on UK | Glassdoor for Employers.

Ever wonder why some companies consistently earn the Employees’ Choice Award for Best Places to Work? Do some award-winning companies surprise you because you’ve never heard of them?

While Glassdoor Best Places to Work lists are based on quantitative measures of employee ratings, it’s often the qualitative traits that inspire employees to accept job offers and stay with a company. These “soft” factors like mission, culture, people and transparency motivate employees to show up to work every day – and their reviews on Glassdoor reflect that.

We interviewed the winners to uncover the traits that are common to every Best Place to Work, while our data science team scoured their Glassdoor pages and underlying quantitative ratings, looking for commonalities. The lists below each category summarise the specific qualities that exemplify each of four overarching traits. We hope our distillation and the best practices we uncovered inspire you to work on your company’s mission, culture, people and transparency in new ways within your organisation and on Glassdoor.

Trait #1: Mission

A company’s mission is its reason for being. It gives employees a sense of purpose, and motivates them to come into work every day. Research shows that mission-driven companies have 30% higher levels of innovation and 40% higher levels of retention, and they tend to be first or second in their market segment. These Glassdoor Best Places to Work winners use their mission to inform everything they do.

• Mission/values driven
• Challenging/exciting work
• Clear direction

Trait #2: Culture

Culture and engagement is the No. 1 challenge faced by companies around the world, according to a recent survey of business and HR leaders. Creating a strong culture of engaged employees is now seen as essential for attracting and retaining talent as well as enhancing productivity. Glassdoor Best Places to Work companies invest in their culture – and it pays off with happy employees. And, in analysing Glassdoor’s Best Places to Work winners and what drives employee satisfaction, a common thread is consistently high marks for “Culture & Values.”

• Unique culture that aligns with mission
• Great perks and benefits

Trait #3: People

If culture is all about the group mentality that makes an organisation great, a focus on people is about empowering the individual employee. A people-focused organisation helps its employees grow to become their best. As Josh Bersin wrote in the Deloitte Review article Becoming Irresistible, “the balance of power has shifted from employer to employee, forcing business leaders to learn how to build an organisation that engages employees as sensitive, passionate, creative contributors.” These Glassdoor Best Places to Work winners make employees their No. 1 focus.

• Smart colleagues
• Employees feel valued

Trait #4: Transparency

Being on the Best Places to Work list doesn’t mean you have to be perfect. While many factors are considered in our calculations to determine placement on the list, one of the most important is the company rating according to employees. The average for the Best Places to Work 2017 U.S. Large Employers List is 4.3 on a scale of 5. The average overall rating for Glassdoor companies is 3.3. Best Places to Work companies know that they’re not always going to get it right, and are willing to admit it when they don’t. This transparency is often reflected by their management’s approach, and in the company’s willingness to engage on Glassdoor by completing a robust profile and responding to reviews. Because nearly two-thirds (62%) of Glassdoor users agree that their perception of a company improves after seeing an employer respond to a review, actively joining the conversation and sharing your company’s point of view is becoming essential.

• Transparent senior leadership
• Opportunity for advancement

If reading about the common traits of Best Places to Work winners makes you green with envy, take a step forward and claim your Glassdoor Free Employer Account. As these winners have shown, taking an active approach by focusing on mission, culture, people and transparency may just be what lands you on the list in years to come!

The post What Do All the 2017 Best Places to Work Have in Common? appeared first on UK | Glassdoor for Employers.