Despite the attention that contract labor has been receiving in recent months, many people still don’t comprehend the purpose of a contingent workforce. I’m here to simplify this concept and illustrate the tremendous value that contract workers can bring to your organization.

What does the term “contingent workforce” mean?

Believe it or not, contingent workers are not actually employed by the company that they work for. Rather, these individuals work under a pre-determined contract or on a temporary, as-needed basis. Contract workers are critically important for organizations faced with pressing short-term needs. For example, if a company has an urgent project that needs to be completed, a contingent employee can be hired to assist with the assignment. Upon completion of the task, the worker is free to explore outside opportunities with other companies.

What are the advantages of maintaining a contingent workforce?

It can often be tedious and time-consuming – not to mention expensive – to manage and monitor your population of contingent workers. By outsourcing this segment of your workforce to a trusted staffing partner, your organization will be stripped of this organizational and administrative trouble. In terms of cost savings, you’ll no longer have to support your workers’ health insurance and other costly benefits. Plus, you’ll be awarded increased flexibility to evaluate your organizational hiring needs on a regular basis. Being able to quickly hire temporary employees to account for seasonal peaks or assist with pressing business undertakings will help to optimize operations while slashing your budget.

Can contingent workers be hired full-time?

Of course! If you’ve been impressed by a contract employee’s work and your organization has the capacity to bring them on in a full-time role, many staffing firms offer contract-to-direct conversions at no charge. The worker will possess an intimate understanding of your organization, thereby slashing the costs and burdens associated with employee onboarding and readiness training.

Do contingent workforces represent the future of work?

Since the outbreak of COVID-19, we’ve seen firsthand how unpredictability can be a business’s worst nightmare. For most organizations, long-term labor needs and future hiring swings can be tough to predict. By leveraging a population of contingent workers, however, companies can nimbly ramp up or scale down the size of their workforces without having to worry about troublesome layoffs, furloughs, or other tough employment decisions. Because of increased flexibility, added compliance benefits, and reduced costs that accompany the outsourcing of contract work, it is safe to assume that contingent employees represent the future of work.

To learn more about how contract work can benefit employees and employers alike, check out our latest Acara blog.

The post The Upside of Converting to Contingent Labor appeared first on Acara Solutions.

The Draw for Employers

Companies are relocating to Portland because it’s one of the few markets that grew during the pandemic—with 30,000 people moving to the area every year. With large anchor businesses—like Columbia Sportswear, Daimler Trucks, Intel, Nike, Oregon Health & Science University (OHSU), Wells Fargo, and The Standard—and access to green energy through wind, solar, and hydroelectric power, Portland is an easy location to attract talent to from expensive metropolitan areas like Silicon Valley and Seattle. These same large businesses draw their vendors into the Portland area which creates great synergy with other local businesses. Oregon’s lack of sales tax provides a great boost for the retail industry that brings consumers from neighboring states just to shop.

Oregon has a creative incentive, Oregon Investment Advantage, that encourages small and medium businesses to start or locate in selected counties in the state. A company that hires as few as five full-time employees within an eligible county can substantially deduct—if not eliminate—its state business income tax liability for up to eight years. For smaller organizations, this incentive is incredibly beneficial because it allows them to reinvest money back into their business that would have otherwise gone to the government. Another attractive incentive for small and medium businesses is the Oregon New Market Tax Credit (NMTC) which delivers below-market-rate investment options to Oregon businesses that invest in and revitalize low-income communities—nearly half of downtown Portland qualifies as low-income. Businesses that are successful in securing NMTCs receive a 39 percent tax credit of the total qualified investment over seven years. The NMTC Impact in Oregon 2003-2021 Fact Sheet—with projects and investments, direct jobs generated, and other highlights—can be found here. Lastly, Oregon allows corporate net operating losses to be carried forward for up to 15 years without a cap. That means a business can apply this year’s net operating loss to future years’ profits and reduce its tax liability.

The Attraction for Job Seekers

Known as one of the best places to live, Portland has become a top destination for young professionals and families—ranking fourth on the list for millennials. The draws include overwhelming natural beauty, an eccentric culture, diversity, friendly locals, and four seasons. Portland is often referred to as one of America’s most environmentally friendly cities and is making major efforts toward sustainability. But what attracts job seekers to Portland?

The growing number of tech opportunities: Portland’s tech-industry boom over the last ten years has earned it the nickname Silicon Forest. With more than 1,200 technology companies within the metro area, there’s no shortage of tech opportunities in Portland. Several top technology companies—including Epson, Hewlett-Packard, Intel, Pixelworks, Tektronix, and Xerox—have chosen to locate in the Silicon Forest due to its proximity to high-tech cities like San Francisco and Seattle.

“The Portland tech community is moving forward at an incredible pace, but that pace is not sustainable without the talent to support it,” said John Boone, ProFocus Technology Founder and President. “Companies must change how they recruit and develop talent—it’s important to understand that candidates are looking for flexibility, career development, and better compensation. The companies that prioritize these offerings will secure the talent they need to fuel their aggressive 2022 plans.”

Cost of living: Compared to cities like San Francisco, Seattle, and Los Angeles, Portland has a much lower cost of living—when it comes to rent, groceries, transportation, and utilities—with all the advantages of bigger metropolises. Here are some examples:

• Moving from Portland to Seattle would mean a 15.3 percent higher cost of living and an 8.6 percent housing increase.
• Moving from Portland to Los Angeles would bring an 11 percent higher cost of living and a 27 percent housing increase.

Training and placement programs: In April of 2022, Governor Kate Brown signed into law a $200 million workforce spending plan targeted at people of color for job training in health care, manufacturing, and construction. The funding helps to subsidize costs like child care, housing, and transportation while workers learn new skills.

Are you an employer or job seeker contemplating expanding or relocating to the Portland area? Download Acara’s latest infographic for more labor force statistics—including top growing occupations, largest industries, and employment data.

This blog was authored by Acara Regional Director of Business Development Damian Scandiffio.

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Employers Requiring COVID-19 Vaccines Expected to Increase

As an increasing number of businesses impose vaccine mandates for their employees, job seekers are left to wonder: should I list my vaccination status on my resume? Here’s some advice for candidates who are considering including this information when applying for new jobs.

Research the company

Before deciding whether to include your vaccination status on your resume, I’d urge candidates to first research the company that they’re interested in joining. For jobseekers applying to work at large, publicly traded organizations, you can probably find information about their vaccine policies online. Some of these businesses might have implemented a vaccine mandate. Even if a company has imposed a vaccine mandate, the company must still consider and grant reasonable accommodations for candidates who have been unable to be vaccinated because of a disability or sincerely held religious belief. Whatever the case may be, doing some research can provide valuable insight on if the company is expecting candidates to have received the COVID-19 vaccine in advance of their employment start date.

Create transparency

I’ve heard some experts say that candidates choosing to include their vaccination status on their resumes are ultimately viewed in a more positive light throughout the recruiting process. Companies always admire candidates who are transparent and willing to take responsibility for their actions during their job search—and this situation is no different. If you’re comfortable with your vaccination status and ready to disclose it, doing so at this stage of the hiring process should be received positively in the eyes of your prospective employer.

Avoid awkwardness

As coronavirus vaccines have radicalized the employment market, recruiting professionals must tread carefully when considering a candidate’s inoculation status before a conditional offer of employment is extended. There can be legal ramifications for companies that consider a candidate’s vaccination status before inquiring if the candidate is in need of a disability or religious accommodation.  While the U.S. Equal Employment Opportunity Commission (EEOC) has stated that there’s no legal breach if companies ask current staffers about their inoculation status, experts urge businesses to refrain from posing this question to prospective employees until after a job offer has been extended.

Now or later—the choice is yours

During the job search, candidates should strive to minimize headaches for the company they’re applying to. HR and TA professionals always appreciate when job seekers can make their lives easier. As more companies are requiring inoculations for their employees, candidates can avoid problems later on in the recruiting process by disclosing their vaccination status at an earlier stage. While job seekers ultimately have the choice of whether they wish to include their inoculation on the resume, they should be aware that this information will need to be shared with their prospective employer at later stages of the hiring process.

Location, location, location

Looking to include your vaccination status on your resume, but not sure where to put it? Here are a few different places where you can list this information:

• Below your contact information: After listing your name, email address, and phone number at the top of your resume, consider placing your inoculation status directly beneath this section.
• As a footnote: At the very bottom of your resume, it may make sense to include your vaccination status—acting almost like a footnote.

A simple line like “Fully vaccinated against COVID-19” should suffice. Regardless of where candidates choose to place this information, be sure that it’s easily visible on your resume and unmistakable to the eye. Consider bolding or italicizing the text to further highlight its presence on the page.

Potential risks

While some experts believe that listing one’s vaccination status on their resume offers a competitive advantage in the recruiting process, others are hesitant to support this trend. From a legal perspective, HR leaders have adhered to a strategy that forbids them from considering a candidate’s vaccination status until a conditional offer of employment has been made. In addition, candidates also run the risk of offending HR or TA decision-makers that do not share the same belief about the vaccine by listing this information on their resume. For these reasons, job seekers may find it worthwhile to abstain from including their inoculation status on their resumes until they receive a formal job offer.

Summary

As the number of organizations requiring COVID-19 vaccines continues to increase in the months ahead, candidates can create transparency with prospective employers by including their inoculation status on their resumes. While job seekers should not feel pressured to disclose this information, I’d urge candidates to first weigh the pros and cons of including this information on their resumes before choosing to do so. Taking a prudent approach to this emerging recruiting trend will help applicants make the decision that is best suited for them.

Looking for a new job and want help fixing your resume? Read Acara’s 10 tips to refine your resume.

Need to provide professional references during your job search? Here are things to think about before choosing your references.

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While aligning with a proven recruitment provider can connect your organization with an expansive talent pool, your talent partner can’t be considered a cure-all for your company’s hiring woes. Even the greatest of headhunters can struggle to mask your business’s shortcomings when talking to candidates on your behalf.

Ready for the secret to securing top talent? Compensating your employees fairly. Here’s why offering higher wages or annual salaries to candidates can accelerate hiring and improve the effectiveness of your recruiting strategies.

Workplace Attrition vs. Attraction: How Companies Can Retain Talent During “The Great Resignation”

Compensation weighs heavily on job search

When embarking on a new job search, there are few factors that weigh as heavily on the mind of a prospective employee as their potential wage or salary. In today’s recruitment market, candidates—particularly those that are being compensated hourly—are going to pursue higher-paying opportunities. That’s simply the cold, hard truth. If your organization is lagging behind your competition in terms of pay rate or annual salary, you’ll undoubtedly encounter hiring obstacles when looking for top talent.

Average wages are increasing

Over the past 40 years, wage growth for American workers has been sluggish. Studies show that today’s average wages are 3.6 percent higher than where they were one year ago. While some may claim that this trend is caused by an increase in inflation—which may cause these gains to appear larger—the fact of the matter is that workers have steadily increased their hourly earnings. Factor in the recent rises in state and local minimum wages, and it’s clear that employees have seen considerable wage growth over the last several months. Make no mistake about it: candidates are now more inclined than ever to pursue higher-paying opportunities.

Don’t forget about benefits

Many organizations have wisely included a 401(k) match into their benefits package for their employees. So what are some other perks that organizations can use to entice prospective candidates? In recent years, I’ve seen an abundance of creative benefits packages come to light. From companies offering stipends to cover the cost of daycare or childcare to businesses providing yearly health-related allowances for gym memberships or fitness equipment, there are plenty of benefits that you can provide to your employees. As the saying goes, the more you take care of your people, the more they’ll take care of your business—so don’t forget to care for your workers’ minds and bodies!

Want to discover more innovative benefits ideas? Check out this article on the 16 cool job perks that keep employees happy.

Salaries in job descriptions

In the recruiting world, there has been a considerable push for companies to begin listing annual salaries on job descriptions. While there are several pros and cons to this concept, companies—if offering an above-average salary—should feel comfortable putting this information in the description of the job as a means of attracting candidates. When job seekers are perusing through job boards or postings, they’ll be impressed with a salary that may meet—or even exceed—their initial expectations, thus boosting their odds of applying.

Why compensating employees works

Ready for the crux of my argument? By offering higher salaries, companies can better position themselves to appeal to a more expansive talent pool and conduct a thorough recruitment process to find the right worker for the job. By finding an exceptional candidate and compensating them accordingly, the individual has a lesser chance of leaving in pursuit of a new opportunity. And by effectively retaining these top-tier employees, the business will no longer suffer from the costs and impacts of high turnover. No, this idea isn’t rocket science—it’s really that simple!

Looking for tips on how your company can improve its job postings? Check out this blog for advice on how to gain greater traction on your internal positions.

For more in-depth insight to improve your recruiting processes, read more in the Recruiting section of our Acara blog.

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According to the National Center on Elder Abuse, ageism is defined as the stereotyping, prejudice, and/or discrimination of individuals on the basis of their age. It is known as one of the most pervasive—yet least acknowledged and socially accepted—forms of intolerance in society. While this idea has historically been problematic in professional settings, it has only worsened throughout the pandemic.

3 Fast Facts About Ageism in the Workplace

So why has ageism in the workforce been exacerbated since March 2020—and how can the collective business and professional world reclaim lost ground by reducing age stereotyping? Here’s my take on why older working professionals have been disadvantaged since the start of the coronavirus pandemic and what we can do to reverse these trends.

Disbanded working environment causes technology strife

At the onset of the COVID-19 pandemic, our professional world shifted to a remote environment almost overnight. The need for rapid adoption of technology in such a disbanded working environment caused tremendous challenges for many workers. Many may wrongly assume that because older generations possess a lesser knowledge of digital concepts, they are behind the eight-ball when it comes to technology. Rather than promoting these false stereotypes, organizations must work to prevent them from becoming widely accepted as true.

Concerns about contracting COVID-19

It’s been well documented—and scientifically proven—that COVID-19 impacts older generations more than younger ones. According to data from the Kaiser Family Foundation, 80 percent of coronavirus-related deaths are by people over the age of 65. To avoid the risk of older employees contracting COVID-19 in the workplace, some companies have simply chosen not to hire them. This form of discrimination cannot continue. In 2020, a U.S. Preventive Services Task Force revealed that three-quarters of the population over the age of 65 healthy and fully functional—with no difficulties in vision, hearing, mobility, communication, or cognition. As these individuals are capable of professional work, companies must continue to foster a fair and equitable recruiting process to create opportunities for older generations. Ultimately, it’s up to employers to bolster protectionary measures that make their workspace safer for all employees.

Problems re-entering the workforce

For older individuals who were laid off from their jobs due to COVID-19, re-entering the workforce has proven to be quite the challenge. According to data from the U.S. Bureau of Labor Statistics, more adults over the age of 65 left the labor force in 2020 than any other year on record. While some members of this older generation chose to enter into early retirement, others searching for employment opportunities were unable to find any. Studies show that older unemployed workers take twice as long as their younger counterparts to become reemployed—and those that find work typically earn only half as much as they did in their previous role.

Making strides to end ageism

When attempting to reverse the ageism trend in the United States, companies must be fully invested in promoting opportunities for older populations. Redoubling efforts to foster job growth for workers, volunteers, and caregivers is incredibly important to the facilitation of a well-rounded and equitable workforce. Confronting inaccurate stereotypes and harmful generalizations related to ageism is critically important to uprooting these ways of thinking in the professional world. Our collective society must put an end to damaging rhetoric that underscores the contributions of our older generations. Everyone deserves a seat at the table—regardless of age.

Looking for your next great employee? Check out my 10 things to consider when searching for exceptional candidates.

Be sure to follow Acara on LinkedIn, Facebook, Instagram, and Twitter for more talent strategies and workforce tips!

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Bringing Workers Back to the Workplace

According to research conducted by Willis Towers Watson, 21 percent of U.S. employers currently require vaccinations—but this number could balloon to more than 52 percent by the fourth quarter of 2021. Here are some of the latest trends surrounding COVID-19 vaccinations in the workplace.

Mandating vaccines for in-office work

As the United States continues to grapple with the effects of the delta variant, businesses are beginning to institute these mandates to protect their employees. Of the employers that currently enforce a vaccine mandate, many of them require employees to be vaccinated to access common areas like cafeterias, dining halls, or conference rooms. In wake of the recent FDA approval of the Pfizer vaccine, experts believe that more vaccine mandates from nationwide employers are on the way.

Vaccine requirements in job descriptions

Not only are vaccine mandates becoming more popular in the workforce, but they have also become more prevalent in job descriptions. In a study conducted by SHRM, the percentage of job postings stating that candidates must be vaccinated has doubled within the past month. While the number of job postings with this prerequisite remains low—only 1,200 postings per million require candidates to be vaccinated—expectations are that this will change as fall and winter grow nearer.

Vaccine mandates by industry

Two of the most popular industries to see rises in vaccine mandates in job descriptions are education and foodservice. According to SHRM, the share of job postings requiring vaccinations in the education sector rose from 33 in February to 2,166 in July, while the rate for food service rose from 43 in February to 814 in July. Other popular industries mandating vaccines include software development, marketing, and sales.

President Biden requiring vaccinations for federal workers

In July, the Biden administration implemented a requirement that all federal workers and onsite government contractors would need to either be vaccinated or submit to routine COVID-19 testing. The President took things one step further in early September by officially announcing that all federal workers—along with millions of government contractors—would be required to be vaccinated against COVID-19. This plan was unveiled through an executive order as part of a more expansive effort to hinder the spread of the virus.

Asking about vaccination status in interviews

As vaccine mandates become increasingly common throughout the country, businesses are interested in the legality of asking candidates about their vaccination status. HR managers and TA professionals should first read up on their state and local laws before inquiring about whether an applicant has been vaccinated. For example, Montana recently enacted a law prohibiting employers from asking about and requiring a vaccine. Ensure that your employees who are talking to candidates are well-educated on what they can—and cannot—say is critical to avoiding legal issues. Ultimately, it is recommended that companies avoid discussing a candidate’s vaccine status until after an offer has been made.

For more recruiting and talent acquisition trends surrounding the COVID-19 pandemic, head to the COVID-19 section of our blog.

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Striking a Balance Between Leading and Micromanaging

Here are some tips to ensure that your performance appraisals maintain a sense of sincerity during the pandemic:

Put your people first

As leaders, we must understand that everyone is facing their own personal challenges during this time. Heightened anxieties of contracting the disease, paired with extended periods of social isolation and quarantining, can be highly destructive to one’s mental health. Before jumping into a performance appraisal, managers should do their best to check in with each employee and ensure that he/she is taking active steps to nurture their emotional well-being. To earn trust and respect from your team, make the effort to be a compassionate leader who shows a genuine willingness to listen.

Come up with creative ways to overcome at-home disruptions

While some employees have experienced an impressive increase in productivity while working from home, others have not fared as well in this new environment. There are thousands of different scenarios that could be impacting your team members while working from home. Managers must be sure to take each employee’s personal circumstances into account and, when possible, provide solutions to help your team member remain productive. For example, suggest flexible work hours for your employees,  minimize your team meetings during “prime time” so employees can focus on critical tasks, and adjust goals to reflect more realistic targets.

Find a balance

It’s possible to expect output from your employees while also being sensitive to things they may be dealing with in their personal lives. Although managers have been forced to adjust their team-wide performance goals, it doesn’t mean that workers are now completely “off the hook.” Reinforce the fact that business needs will persist despite the pandemic. Ask questions about why an employee has struggled to meet expectations or deadlines. Ultimately, if performance issues existed before COVID-19, it’s more than likely that these problems have only been exacerbated since the start of the work-from-home movement. Be judicious in your decision-making, but don’t shy away from honesty during a performance appraisal and have the “tough conversations” if that’s what needs to happen.

In this unprecedented business climate, companies need their employees to perform now more than ever. Managers must hold their workers accountable and ensure that their teams stay on task, even in a remote setting.  If executed effectively, performance conversations can have a positive impact on motivation and performance.

Summary

The COVID-19 pandemic has emphasized the importance of having constant real-time feedback discussions to monitor workers’ performance and help set fair expectations. As work-from-home arrangements will undoubtedly become the future of work, managers must remain empathetic and show support for their employees. Our world will continuously adapt in the years ahead—and leaders must display a willingness to do the same.

The post Conducting Performance Appraisals During COVID-19 appeared first on Acara Solutions.

Here are some pieces of advice for organizations that are looking to bolster their learning and development programs.

Leverage technology…

According to research from Gartner, 84% of L&D functions have canceled in-person training due to COVID-19, while 83% of them have decided to shift in-person training to a virtual setting. Online skill-building tools and educational platforms have presented employees with a whole new world of opportunity. Rather than sitting through multi-hour training sessions, individuals can now engage in bite-sized learning opportunities in the comfort of their own homes. If an employee experiences some downtime in their day, companies can encourage the use of online training, virtual webinars, informational podcasts, and more to help their workers efficiently hone their skills and abilities.

…but don’t forget about in-person training

Scientific evidence has consistently supported the fact that humans learn most effectively through in-person, hands-on, instructor-led training. These educational opportunities are often more engaging than virtual courses or videos and can have more impactful long-term benefits for the participant. While the safety and well-being of your employees should remain the top priority for every organization, don’t forget about the value of in-person experiences when health concerns fade away.

Be concise

People’s attention spans seem to be shortening by the day. Companies need to be cognizant of the length of their learning and development engagements. Don’t provide training that is too dense and jam-packed with information. Organizations should instead design their L&D programs around a few key points that individuals will be able to take away from the training. By emphasizing no more than three or four primary objectives, the learning opportunity is bound to be more successful and productive.

Offer ongoing coaching and leadership support

Employees are always craving added feedback from their managers. Not only will frequent check-in meetings from company leaders give these workers some extra daily motivation, but it will allow them to continue to grow and develop in their current roles. Even if managers are forced to coach their employees via videoconference or other virtual means of communication, the value of this feedback is critical to overall workplace success and the cultivation of positive company culture.

Incentivize L&D opportunities

For companies that really want to promote the professional development of their employees, why not offer a reward for participation? Build out the framework for individual- or team-based competitions where workers can earn points by taking part in different L&D engagements. At the conclusion of a few weeks or months, individuals who rack up a certain amount of points can earn gift cards, company apparel, or even some PTO days. This is a fun and engaging way to aid your employees in picking up new skills and developing their professional minds – something that will ultimately boost company performance in the long run.

Interested in learning more about workplace learning and development? Check out Acara’s top 10 HR blogs here.

This blog was written by Acara’s Director of Business Development, Nigel Hapuarachchi.

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To avoid office fireworks when putting together a future of work decision, organizations need to remember these factors before formulating their workplace plan.

Exploring the Future of the Workplace with HR Leaders

Keep your finger on the pulse

The number one to-do for companies when evaluating whether to bring workers back to the office? Ask their employees. Utilizing pulse surveys and polls can be helpful when determining workers’ preferences and expectations. Is the majority of your workforce seeking continued remote work flexibility? Are there employees who are desperately craving a return to the office? What type of work structure would be best for your workers’ personal and professional needs? The results may surprise you.

Review productivity and profitability numbers

To make a well-informed decision on whether to return to the office, executives should evaluate worker productivity and organizational profitability numbers from the past year. While some studies point to a 13 percent improvement in worker productivity during the pandemic (Stanford), others showed that working parents were distracted 10 percent more than in-office parents and 50 percent more than remote workers without children (Mopria). Companies can also review their quarterly and annual financials to review the pros and cons of returning to the office versus working from home while examining the overall impact on bottom-line profitability.

Evaluate company culture

Has your company been able to maintain its organizational culture throughout the pandemic? This is a major question that is on the minds of many executives. One of the primary arguments for returning to the office is that an in-office environment will foster a greater sense of company culture and togetherness. If some—or all—employees are reunited in a shared space, a more authentic degree of interaction and relationship-building can be promoted. Just as there are perks of working from home, there are proven benefits to returning to an office environment, too.

Consider mask-wearing and vaccine mandates

Safety must be top-of-mind for any executive that is formulating a return-to-office plan. Ensuring that proper protocols and procedures are in place is a great place to start. Beyond the installation of PPE and the establishment of detailed cleaning services, companies may also consider ongoing mask-wearing requirements and vaccine mandates for individuals who are returning to the office. Some organizations have even offered incentives for employees who show proof of their vaccination. Due to the rising prevalence of the more transmissible Delta coronavirus variant in recent months, organizations may look to implement more strict policies to protect their employees and prevent potential workplace spread.

Ensure nondiscrimination

If your organization is strongly considering a return-to-office plan or weighing vaccine mandates, be sure to proceed with caution. Despite successful vaccination numbers around the country, some people with underlying medical conditions remain extremely hesitant to return to the office. And certain populations—such as those with specific allergies or pre-existing health conditions or women who are pregnant or breastfeeding—may be advised by medical professionals to refrain from receiving the COVID-19 vaccine. Be prepared to handle individuals who are unwilling—or simply unable—to follow the protocols that your organization puts in place. Rather than discriminating against these people, try to come to a resolution that is suitable for both parties.

Summary

Although the decisions will undoubtedly be difficult to make, how organizations choose to navigate the future of work could have a significant impact on their company culture and overall employer brand. To effectively navigate these uncharted waters, key decision-makers need to be thorough in their research and receptive to their employees’ preferences. By formulating a workplace plan that meets the needs of the business and its workforce, organizations will set themselves up for long-term success after the pandemic has passed.

Organizations nationwide are dealing with labor shortages and workforce turnover. Learn more about how your business can overcome these challenges.

Contact us to learn more about our services.

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As millions of workers remain out of work, the impact has created a ripple effect across the country. Not only have businesses of all sizes and industries struggled to recruit candidates back to the workforce, but workers’ reluctance to return to their jobs has hindered the recovery of the U.S. economy. The U.S. Chamber of Commerce released a survey stating that 90.5 percent of state and local commerce leaders cited the lack of available workers as the prevailing factor that has slowed their local economies. Even as more than half of U.S. states have cut generous pandemic-related benefits to unemployed populations, the inability to discover quality workers remains prevalent nationwide.

What are some of the primary reasons why workers are reluctant to return to work? And how can companies effectively entice candidates to come back to the workplace? Our team at Acara has the latest.

Childcare difficulties

A recent report from the U.S. Census Bureau states that the number of working mothers has declined by 1.4 million since the start of the pandemic. As schools shifted to remote education models to curb the spread of the virus, children were left to take classes from their homes—thereby disrupting the traditional education structure. As schools and daycare centers were closed, some working mothers had no other option but to quit their jobs entirely to care for their kids.

Supporting Your Professional and Parental Duties During Work-From-Home

How to fix it: It should come as no surprise that working parents are longing for remote work flexibility. Studies from Catalyst show that women with childcare responsibilities are 32 percent less likely to leave their jobs if they have the ability to work remotely. By offering this workplace flexibility, parents can more effectively center their work obligations around their children’s schedules without having to worry about childcare.

Early retirement

Not only has the pandemic caused working mothers to depart from the workforce in droves, but the same is also true of retirees. Oxford Economics approximates that more than two million workers have retired since the pandemic’s outbreak—about two times the normal retiree rate. From health concerns to the desire to spend more time with family, over 25 percent of all workers said that they were prompted to accelerate their retirement plans because of the pandemic.

Preparing for Employee Turnover

How to fix it: While it may be difficult to sway some of your older employees to postpone their early retirement plans, try to convince them to stay on board with your organization for an additional 90 or 180 days. That way, they can train other employees and facilitate a smoother transition process upon their departure. To find high-quality talent, organizations will start to dip into younger generations of the talent pool—such as recent college graduates—to eventually replace their aging populations.

Safety concerns

Despite the successful vaccine rollout that has helped reduce COVID infection numbers across the country, workers still hesitate to return to an in-office environment because of the threat of the virus. According to a study conducted by the New York Post, about four in ten employers believed that the pandemic was the largest impediment to employees’ arrival back to the office, while another 34 percent of respondents cited vaccination rates as most pressing to workers’ return to work. It is clear that while America has seemingly overcome the worst wave of COVID-19, resources are still skeptical about the thought of heading back to an office environment.

How to fix it: While some employees may push for their employers to mandate vaccinations for all workers, a less politically charged solution lies in the implementation of staggered workweeks. For example, organizations can design a work schedule so that certain employees or departments are able to work from home rather than report to the office on certain days of the week. By allowing employees the opportunity to continue to work remotely—albeit in a limited capacity—traffic flow in the office will be limited, while resources will be given some much-needed workplace flexibility. In addition, organizations can better protect their workers by purchasing PPE and conducting a thorough sanitization of their office spaces on a daily basis.

Unemployment subsidies

The provision of extra jobless aid from both state and federal governments helped millions of Americans stay afloat during the months of pandemic lockdowns. Yet as these unemployment subsidies have begun being rolled back in recent weeks, resources have been slow to return to the workforce. According to the U.S. Chamber of Commerce, 89.9 percent of businesses stated that it is either “difficult” or “very difficult” to find and hire workers. Despite efforts from employers to entice candidates to return to work, the number of Americans who have chosen to remain at home is still staggering.

How to fix it: Just as state governments are offering incentives for citizens to receive the vaccine, businesses have been forced to up the ante when it comes to recruiting workers to re-enter the workforce. Companies are currently offering a slew of benefits to lure employees to join their organizations. From cash bonuses and childcare support to transportation stipends and free meals, employers have gotten creative in their recruiting efforts. While some workers stand to earn more from collecting unemployment checks, these added jobless benefits from the federal government are set to expire during the first week of September in what hopefully signals a large-scale push to return to the workforce.

Learn how to build your talent network for a post-COVID-19 world.

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