Happy Tuesday, readers. We hope you observed Presidents’ Day appropriately. If you accidentally cut down a cherry tree…don’t lie about it.
In today’s edition:
Keep an open mind
Coworking
—Kristen Parisi, Adam DeRose
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Jordachelr/Getty Images
Jennifer Lagemann was working as a certified nursing assistant at a nursing facility in Massachusetts when she became exhausted by the unpredictable hours and demands of her role. She decided to make a change, taking on a housekeeping role at the same facility. Though the pay was less, “There was a huge decrease in stress,” she told HR Brew.
Lagemann’s story isn’t unique. The US workforce is burning out more quickly than a Love is Blind marriage. And just like former contestants, some workers may be looking for healthier matches.
In light of this, HR leaders may need to rethink their definition of employee success, Christina Schelling, SVP and chief talent officer at Verizon, said. “Growth and development doesn’t just mean upward mobility in the path that you’re in.”
We spoke to HR leaders who explained how to accommodate talent who are looking for less, not more, responsibility.
Balancing assumptions and empathy. It may be hard for HR professionals and recruiters to know how to respond when they come across the résumé of a candidate looking for less job responsibility. Some may even view it as a potential red flag.
Jamie Kohn, HR research director at Gartner, suggested recruiters might approach the résumés of seemingly overqualified candidates with a modicum of caution.
“The concern with overqualified applicants is that they’re just looking for a short-term role, and then they’ll either get bored or they’ll find a better opportunity somewhere else,” she told HR Brew. “HR leaders have seen a lot of candidates accepting offers and then later declining them before starting the job, so there’s a big concern that they’re opening themselves up to risk by having these overqualified applicants.”
However, Marcy Klipfel, chief engagement officer at workplace benefits platform Businessolver, said that recruiters shouldn’t be so quick to judge. Keep reading here.—KP
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Samantha Lawrence
Welcome to our weekly 1:1 with HR Brew’s readers. Want to be featured in an upcoming edition? Click here to introduce yourself.
On Wednesdays, we schedule our weekly 1:1 with HR Brew’s readers. Want to be featured in an upcoming edition? Click here to introduce yourself.
Samantha Lawrence “fell into the world of HR'' through her love of relationship-building and people. She started her career at Random House as an assistant on the people team, and after moving up the ranks during more than a decade there, she moved to Hired (then Vettery) to build the company’s people strategy from the ground up. Lawrence suggested that being the type of person “to raise my hand” gave her the confidence to step into a role where she would be wearing a number of different hats each day, and she now keeps an eye out for other “hand raisers” when she’s building her team.
How would you describe your specific job to someone who doesn’t work in HR?
I’m responsible for the entire employee life cycle for our team members at Hired. In my role, I develop engaging strategies to build a people-first culture, where employees feel motivated, supported, and fulfilled to show up to work each day. My day-to-day responsibilities span various HR functions, ranging from developing hiring plans, coaching and mentoring our employees to help them identify and foster core strengths, working with our senior leadership on organizational design to help meet and exceed our goals, and managing compliance, DEIB, performance, benefits and compensation programs—there are never two days in a row alike!
What’s the best change you’ve made at a place you’ve worked?
As Hired transitioned to a remote-first workplace, we needed new strategic and engaging ways to make sure that our employees felt seen, valued, and recognized for their contributions, regardless of where they chose to work. I helped establish three special tiers of employee recognition, to create a company culture that celebrates wins, achievements, and the embodiment of our core values on an individual, team, and company-wide level. Keep reading here.—AD
Want to be featured in an upcoming edition of Coworking? Click here to introduce yourself.
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Today’s top HR reads.
Stat: YouTube’s new CEO, Neal Mohan, reportedly received $100 million in stock grants from Google in 2013 to stop him from leaving the company. Talk about a retention bonus. (Insider)
Quote: “I have genuine respect for Walt Disney CEO Bob Iger and JPMorgan Chase CEO Jamie Dimon, but I think they are flat-out wrong to insist that workers return to the office full-time. This is bad for employees, and it’s bad for business.”—Mark Abbott, founder and CEO of Ninety.io, on why he’s pro-WFH (MarketWatch)
Read: The potential risks associated with using ChatGPT in the workplace may outweigh the benefits, one attorney argues. (Bloomberg Law)
Next-level perks: Support your team wherever they work with Uber for Business. Provide commute benefits to the office, meal delivery for lunch at home, and more—all from the app your employees already love. Level up your benefits.*
*This is sponsored advertising content.
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Sega, the video game company, is giving employees a 30% raise this summer.
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Workers whose health was allegedly negatively affected by the Deepwater Horizon oil spill in Florida are seeking damages from BP.
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Kentucky introduced a work-share program to help companies avoid layoffs.
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Lufthansa canceled over 1,300 flights due to an airport worker strike in Germany.
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Catch up on the top HR Brew stories from the recent past:
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