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Boomerang Employees: Leaders Share Inspiring and Insightful Stories – Part 2

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories - Part 2

Ray Lauzums
Owner, Poggers

I returned to a previous employer after leaving due to burnout and a lack of growth opportunities. At the time, I felt stagnant and needed to explore other avenues to challenge myself.

However, after gaining new skills and a fresh perspective in a different company, I realized the value of the culture and mentorship I had at my old workplace.

When a leadership role opened up, I returned because I saw an opportunity to contribute in a more meaningful way.

The experience has been positive—I now feel more empowered, appreciated, and am thriving in my career.

Aji Abraham
CEO, Code Ventures

I’ve personally experienced returning to a former employer early in my career. When I left at first, it was because I wanted to seek out new challenges regarding entrepreneurship, as I saw the value of working on my own ideas and taking on responsibility. Still, I went back after two years because I saw how important it is to be in an empowering environment and work with great teams that helped me grow even faster.

This was a positive change—It was like being the same person, only that I had a new set of knowledge and skills, hence better productivity. There must also be organizational culture in which an individual grows within the whole working life of the individual or career life of that person.

Richie Bevan
Author & Blogger

Ultimately what determines your experience when returning to a previous employer is your attitude and approach.

When returning to a previous employer you have to appreciate whilst you have been elsewhere, things will not have stood still. Former colleagues may have moved on, people will have been promoted, and the company culture and objectives may have changed too. All of these means whilst there are some familiarities to before, you must treat it like it’s a new job. You need to listen out for what’s different and build/re-establish all your relationships.

I’ve returned to previous employers twice, the first time was a disaster, I acted as if I’d never been away, and underplayed how much people had changed. The second time it was much better, I acted like it was my first day ever at that company.

Megan Shi
OrangePoint Design

I left my full-time job during the pandemic due to burnout.

After two years, I returned as a contractor and found the experience to be largely positive. The break allowed me to gather essential tools for creating a better work-life balance. I became more grateful for my job and gained clarity on what I enjoyed—the work itself—versus what I didn’t like, such as the long hours. I discovered that contracting was a better fit for my lifestyle.

Additionally, I found a passion for lifelong hobbies that help ground me and provide balance during overwhelming work periods. This experience has positively reshaped my perspective on work and fulfillment.

Alex L.
Founder, StudyX

A friend of mine had been with a company for two years, contributing significantly to its success. However, due to personal health concerns, she decided to resign and take a break to travel and recuperate.

After three months of rejuvenation, the company’s CEO, who was undergoing an industry boom and expanding the team, reached out with an offer to rejoin.

The company’s sincere gesture and the friend’s recognition of the company’s potential swayed her. The decision to return was also driven by the alignment of her career goals with the company’s growth trajectory. With a renewed sense of purpose and vigor, she accepted the offer and returned to the company.

Julia Lozanov
Chief Editor, Verpex

I observed a coworker return to Verpex after a two-year absence. She initially quit owing to burnout and a desire to take on new tasks. She wanted more responsibility and prospects for advancement, which we couldn’t offer at the time.

However, after acquiring significant experience elsewhere, she realized that Verpex’s culture and principles were more in line with her aspirations. She missed our collaborative environment and valued the flexibility we provided.

Upon her return, she mentioned our company’s evolution, new initiatives, and expanded professional development opportunities as major draws. Her return brought new perspectives and experience, which benefited our team.

We’ve since created more flexible growth paths and health efforts to avoid similar exits. Her boomerang experience highlights the need of responding to changing employee needs while keeping solid relationships.

Brett Bennett
Director of Operations, PURCOR Pest Solutions

I once rehired someone who worked for me previously. This person had worked for me for about a year, but then ended up moving. They didn’t move too far away – just to a new house that made the commute longer than they could justify. Well, once remote work became a solidified way of working for us, that person reached out to me to see if they could have their old job back. Luckily, we actually had an opening at the time! I gladly rehired them. I knew I could trust them to do the job well since they already had, plus the onboarding time was cut down to practically nothing.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Connected Post:
Boomerang Employees: Leaders Share Interesting Stories and Insights – Part 1

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories – Part 1

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories - Part 1

Ben McInerney
Certified Arborist & Founder, GoTreeQuotes

Meet Sarah, a brilliant arborist who started her career with us as a fresh-faced graduate. Her passion for trees was as evident as the rings in an old oak. For three years, she flourished, climbing the ranks as swiftly as she scaled trees. But like a seedling seeking sunlight, Sarah felt the pull to explore new horizons.

With a heavy heart, I watched her leave to join a larger corporation. It was like losing a prized branch, but I knew her growth was inevitable. Sarah’s departure left a gap in our team, much like a fallen tree in a forest canopy.

Two years passed, seasons changed, and our paths crossed again at an industry conference. Sarah’s eyes lit up as she spoke about her time away, but I sensed a longing in her voice. She missed the close-knit team, the hands-on approach, and the direct impact she had on people’s lives at GoTreeQuotes.

When I offered Sarah a chance to return, not just as an employee but as our Head of Arboricultural Education, she jumped at the opportunity like a squirrel to a bird feeder. Her experience at the larger firm had given her new perspectives, which she now eagerly applied to nurture our growing team.

Sarah’s return was like witnessing the rebirth of a forest after a fire. She brought fresh ideas, reinvigorated our training programs, and helped us branch out into new areas of tree care education. Her journey had come full circle, and like a tree with deep roots, she stood stronger than ever.

This experience taught us the value of maintaining connections and fostering an environment where people can grow, leave, and return enriched. It’s a testament to the nurturing culture we’ve cultivated at GoTreeQuotes, where every team member can put down roots and reach for the sky.

Jonathan Velarde
Co-founder, ParkingPros

As the co-founder of Parking Pros, I’ve had employees return after finding opportunities elsewhere. One of our top attendants, Clay, left for a few months to pursue a new career path but ended up missing the work environment and camaraderie of our team.

He reached out and asked if he could return, and I welcomed him back immediately.
In Clay’s case, the decision to leave was due to wanting a change of pace and more consistent hours. However, he found his new role lacked the level of activity and social interaction he had become accustomed to in his position with us. His reason for returning was simple – he missed the work, team, and flexibility that Parking Pros provided.

For us, having a top employee return was ideal. Clay needed no retraining, and his skills and experience were an asset. The short time away gave him a new appreciation for the company and role. Allowing strong employees to return after a brief departure can benefit both parties. In Clay’s case, and with the right person, it has been a very good experience for our company.

Liam Wilson
Editor in Chief, Lottery ‘n Go

We had this whiz kid from India working for us just as a contractor when we first started out and she was super smart especially when it came to analytics and making sense of all our data on lottery odds.

But you know how it goes, the allure of a permanent gig with all the trimmings such as health insurance, and paid vacation is like catnip for contractors, especially if you have a lot of family commitments so off she went to the corporate world, leaving us behind to struggle on without her.

Fast forward to the beginning of this year, and what do you know, an email pops up in my inbox, and it’s her, asking if we’ve got any work going. Turns out, working for the big guns didn’t suit her vibe and she said she felt like she was in a fishbowl, with every move monitored and scrutinized.

So, we brought her back on board, this time as a full-timer now that we’re much more established and it’s been like she never left.

It just goes to show that sometimes the grass isn’t greener on the other side and it’s a reminder that freedom and flexibility can be worth more than all the corporate perks in the world.

Karan Tiwari
Business Analyst, FlexiPCB

A few years ago, I decided to quit a job I was doing with a leading marketing firm; I had spent three fulfilling years with it.

Actually, the reason I quit the job was my desire to explore new horizons and plunge into the up-and-coming world of digital entrepreneurship. The urge inside me developed to build something from scratch, to be my own boss, and I felt that it was the correct stage of my career where I could take such a bold step.

Routine at the firm had started getting monotonous, and though enjoying a very friendly relationship with colleagues and superiors alike, I wanted to have a change in monotony-a new challenge that could rejuvenate my professional life.

However, two years of doing my own business made me reconsider my first decision. Indeed, entrepreneurship taught me valuable lessons in resilience and innovation, yet with it came a continuous feeling of uncertainty and financial instability.

A chance meeting with a long-forgotten colleague introduced me to the significant changes within the firm: new management introducing progressive policies in fostering creativity and work-life balance. A development like that piqued my interest, and it seemed very well-suited for the very problems that had driven me away in the first place.

Returning felt a little like a coming home, but this time to an environment much more conducive to personal and professional growth.

David Weisselberger
Founding Partner, Erase The Case

A former colleague returned to our legal firm after pursuing other options.

Initially, they sought greater responsibilities and new tasks. However, they quickly concluded that our company’s objective and culture better matched their ideals.

Their return provided new perspectives and increased expertise for our staff. During their absence, we had built new processes and technologies that would allow them to get started right away. To guarantee a smooth transfer, we offered a customized re-onboarding program.

This reunion highlighted the significance of keeping ties and reacting to employees’ changing requirements. By embracing their development and desires, we strengthened our team and increased client results.

This event underlined the importance of developing talent and creating a friendly workplace atmosphere.

Daniel Meursing
CEO & Founder, Premier Staff

Returning to a former employer can offer familiarity, but also comes with unique challenges. As the CEO of Premier Staff, an event staffing company that values innovation and empowering our team, I believe the key is to return with a plan to drive positive change.

For example, we recently had a star employee return after exploring an opportunity at a major tech company. Rather than picking up where they left off, we collaborated on a vision for how they could leverage their new experiences to level up our training and development programs. By giving them ownership of this initiative and tying it to clear performance incentives, we were able to channel their talents into making Premier Staff even stronger. It’s been a huge win.

The other critical piece is openly addressing past issues. If an employee left due to workplace concerns, those need to be tackled head-on before welcoming them back. Ignoring elephants in the room helps no one. Leaders have to be willing to acknowledge mistakes, make amends, and commit to doing better.

Ultimately, I believe ‘boomerang employees’ can be an asset with the right approach. Set shared expectations, tailor their role to new strengths, and create space for honest dialogue. Get that right and it’s an opportunity to not just retain talent, but expand your capabilities as a team. That’s how you turn a returning employee into a returning champion.

Eric Neuner
Founder, NuShoe Inc

As the founder of NuShoe, I have experience with employees returning after some time away. A few years ago, one of our top craftsmen decided to try his hand at retail sales. After 6 months, he asked to return to his old position.

I welcomed him back immediately. His skills were invaluable, and in a specialized field like high-end shoe repair, talent is hard to find. The time away gave him a new appreciation for the craft, and his work was better than ever. For the company, it meant retaining an employee we had invested heavily in training.

The key was maintaining a good relationship even after he left. We stayed in touch, so I knew the new job wasn’t the right fit. When he was ready to come back, there were no hard feelings on either side. My advice for anyone in a similar position is to keep doors open. Stay on good terms with former employers and employees. You never know when an opportunity may arise to work together again.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Connected Post:
Boomerang Employees: Leaders Share Interesting Stories and Insights – Part 2

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Hiring a Fractional CMO: 11 Leaders Share Insights

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Hiring a Fractional CMO: 11 Leaders Share Insights

Celeste Levitt
Project Manager, ECA Partners

At ECA Partners, we’ve seen firsthand the positive impact that hiring a fractional CMO can have on a company’s overall marketing strategy and long-term growth.

Hiring part-time C-suite talent in general is an economical solution for companies navigating rapid change, managing major projects, or filling a leadership gap. But cost-efficiency is far from the most persuasive reason to hire a fractional CMO.

Instead, companies should consider how these executives offer a unique blend of agility and specific expertise that can be tailored to their particular needs and challenges in the moment.

Companies can opt to hire fractional CMOs not solely for their general experience, but for their specialized knowledge, niche industry connections, and expertise in field-specific data analytics.

This hiring strategy can therefore allow marketing teams to maximize the potential benefits of a CMO.

Jim Kreinbrink
CEO, Hyper Dog Media

As the president of an SEO agency, I understand the value of a fractional CMO, especially for businesses operating on a tight budget or in their growth phase. Hiring a fractional CMO provides the benefit of gaining high-level expertise without the long-term commitment or cost of a full-time executive.

However, the primary drawback rests in their lesser involvement in daily operations compared to an in-house CMO. This means a potential lack of understanding of the company’s vision, culture, and team dynamics. I believe the decision to hire a fractional CMO needs to be influenced by company size, business growth phase, and most significantly, the specific marketing needs of the business.

Anna Parvatova
Brand Manager and Creative Director, SNS Nails

I can see how a fractional CMO can be valuable in specific cases. In particular, it would make so much sense in a startup that’s starting to dip its toes into scaling and expansion but doesn’t have the resources yet to hyper-specialize. A fractional CMO can fill in the void left by a non-existent marketing team to make sure the organization’s marketing goals are strategized and delivered.

However, I don’t think of a fractional CMO as a permanent solution. Eventually, the organization will have to think of building its internal marketing team that’s fully committed to the organization’s goals and voice. Any company that gets stuck with a fractional CMO for an indefinite time is either not growing or getting itself stuck in a bottleneck.

That doesn’t take away from the immense value that a CMO brings to the table, however. As is the case with the fractional CFO, a fractional CMO allows an organization to leverage industry-leading expertise for a fraction of the cost of hiring an internal team.

Ryan Keiffer
CEO, Track 2 Consulting

Most smaller companies (less than $20M) and non-profits of all sizes don’t have the budget to hire a full time CMO. But they’re at a distinct disadvantage to larger competitors if they have no C-level marketing insight to guide them. A fractional CMO engagement gives them that critical strategic leadership, whether the need is for 10% or 75% of a full time CMO.

Our Fractional CMO clients get tremendous value from our work leading their strategy, optimizing their marketing staff and vendors, avoiding costly missteps, and maintaining focus and energy on the bigger picture: purpose, effectiveness and results.

And, as a Fractional CMO, our clients can trust that we are focused purely on their best interests because we have no interest in encouraging them to spend more money on marketing. We receive no financial incentives or kickbacks from any vendors or other marketing expenditures.

Joy Bian
Sales and Marketing Manager, RELYIR

As the Marketing Manager for a globally recognized artificial grass manufacturer, I see the potential value in hiring a Fractional CMO. The strongest influence on this perspective is the potential for obtaining high-level guidance and expertise without the full-time investment.

For instance, in the dynamic and competitive artificial turf market, having a Fractional CMO ensures we benefit from top-tier marketing strategies and innovation, while also maintaining financial prudence. Plus, it holds the possibility of bringing an external view into existing processes, which can prove beneficial in identifying improvement areas or untapped opportunities.

Therefore, in scenarios where the company is expanding or transitioning, this hire could provide key strategic insights with the flexibility to scale back when necessary.

Lens Watson
Public Relations Manager, ELEHEAR

The idea of hiring a fractional CMO can be highly beneficial for businesses like ours at ELEHEAR, where innovation drives us. When we deal with niche technology like hearing aids, the need for specialized marketing insight is paramount.

A fractional CMO brings diverse industry experiences to the table, contributing to a fresh perspective that helps in strategizing our marketing efforts. They offer tailored advice, focusing exclusively on areas that need improvement. That being said, businesses need to be ready for a high degree of adaptability that this position demands, due to its very nature of offering fractional time and attention.

Saugat Adhikari
Co-Founder, Magical Nepal

Drawing from my digital marketing background, I’d assert that hiring a Fractional CMO can be an excellent strategy depending on a company’s needs.

The most significant advantage is the wealth of experience brought to the table. Fractional CMOs often come with years of diverse experience across industries, enabling them to develop and execute versatile strategies effectively. They provide startups and SMEs access to top-tier marketing expertise that may be financially unviable to maintain full-time.

Conversely, the critical drawback is the lack of full-time availability. This limited engagement may result in less commitment and fewer contributions to the culture and inner workings of the organization.

Therefore, whether or not a Fractional CMO is a good fit largely depends on the specific needs, budget, and long-term goals of the company.

Greta Maiocchi
Head of Marketing & Admissions, OPIT

As the Head of Marketing and Recruitment at OPIT, I see significant advantages in hiring a Fractional CMO, especially for start-ups and mid-sized companies.

The most compelling point in favor is access to top-tier marketing expertise at a fraction of the cost. A fractional CMO can bring industry insights, strategic direction, and a vast network without the full-time commitment. This means companies benefit from the strategist’s knowledge and experience, which can efficiently drive marketing efforts and facilitate growth.

However, it’s important to ensure the CMO understands the company’s vision and culture, as alignment here is crucial for success.

So, while the cost efficiency is a major pro, the potential lack of cultural understanding could be a con to consider.

Sarah Mitchell
Marketing Director, Relyir

From my perspective, one key factor shaping my view is the access to high-level expertise that may otherwise be financially strenuous for small to mid-sized businesses.

By hiring a Fractional CMO, companies can tap into a wealth of knowledge and experience to implement strategic marketing goals without having to bear the full-time executive salary.

However, the potential downside could be a lack of deep understanding of the company’s unique culture and objectives because of their divided attention between multiple clients.

It’s essentially a balancing act between acquiring top-tier expertise and maintaining an in-depth understanding of your business.

Peter Lewis
CEO, Strategic Pete

One thing they often appreciate is the ability to get high-level marketing expertise right when they need it, without the full-time commitment.

For example, a client of mine needed to overhaul their go-to-market strategy for a product launch but didn’t have the budget or need for a full-time CMO. We worked together for six months, nailed the launch, and then they scaled back once they were on solid ground.

On the flip side, a potential downside is ensuring everyone’s on the same page. If the company’s goals aren’t crystal clear, or if the team’s not aligned, it can create some disconnect.

I’ve seen this happen when the objectives aren’t well-defined—suddenly, you’re not sure if you’re rowing in the same direction. That’s why upfront clarity and regular check-ins are non-negotiable.

David Sides
PR Marketing, Gori Law Firm

In my experience, the strongest pro for hiring a Fractional CMO is the access to high-level marketing expertise without the full-time cost. As a law firm, we need sophisticated marketing strategies, but we don’t always need (or can’t always afford) a full-time CMO. A Fractional CMO brings a wealth of experience from various industries, which can lead to fresh, innovative ideas for our firm’s marketing.

They can help us stay current with digital marketing trends and provide strategic guidance on our overall marketing approach. This is especially valuable in the competitive legal field where standing out is challenging. We’ve found that a Fractional CMO can give us the strategic oversight we need while allowing our in-house team to handle day-to-day execution.

However, it’s important to find someone who can truly understand the unique aspects of legal marketing and our firm’s specific needs. The right Fractional CMO can significantly boost a law firm’s marketing efforts, providing expert guidance without the need to hire a full-time executive.

This approach offers flexibility and specialized knowledge that can really make a difference in how we reach and engage potential clients.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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6 Signs You’ve Found the Right HR Leader

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Matthew Ramirez HR Spotlight
Karen Cate Agustin - HR Spotlight
Yongming Song, CEO, Live Poll for Slides
Piotrek Sosnowski - Terkel HR Spotlight
Tony Deblauwe - Terkel HR Spotlight
Matt Grimshaw - HR Spotlight

6 Signs You’ve Found the Right HR Leader

From leading with inclusivity to generating a self-building ecosystem, here are six answers to the question, “What are some important signs that show you’ve found the right HR leader for your organization?”

  • Create an Inclusive Culture
  • Display Strong Communication Skills
  • Have Openness to Criticism
  • Share Your Company Values
  • Bring a Diverse Experience
  • Build Systems that Improve Over Time
HR Leader - HR Spotlight

Create an Inclusive Culture

When you find an HR leader who can create an inclusive culture, you’ve found a keeper. Today, employees want to work for a company that makes them feel welcomed and appreciated. HR leaders are the ones who make all of the company policies and procedures that guide the employees. So, if you have an HR leader who can create an inclusive culture, they can create a welcoming environment for all employees, no matter their race, gender, or religion.

Matthew Ramirez, CEO, Rephrasely

Display Strong Communication Skills

Strong communication skills are an essential trait for any HR leader to have. If your HR leader communicates with employees at all levels of the organization and with external partners, such as vendors and service providers, then you’ve found the right HR leader for your organization.

Karen Cate Agustin - HR Spotlight

Good HR leaders listen actively and attentively to others and fully understand their perspectives and needs. They present ideas and information in a way that is easily understandable to others.

Karen Cate Agustin
Business Analyst, Investors Club

Good HR leaders listen actively and attentively to others and fully understand their perspectives and needs. They present ideas and information in a way that is easily understandable to others. In addition, the ability to write well, including the ability to compose clear and professional emails, memos, and other written communications, makes an HR leader perfect for any organization.

Karen Cate Agustin, Business Analyst, Investors Club

Have Openness to Criticism

One sign of a good HR leader is having an open mind and a readiness to adapt to change. They listen to other people when criticism arises and objectively consider their opinions. They will take criticism and make improvements where necessary, especially in managing people.

A good HR leader allows others to take the spotlight in departments where people take accolades. As to them, it is the results and progress that matter. They face situations head-on and deal with the issues raised without expecting individual rewards, but for the benefit of the entire organization.

Yongming Song, CEO, Live Poll For Slides

Share Your Company Values

Investigating the personal values of a candidate is a process that I never skip during interviews, especially with HR experts. In fact, I believe that a candidate’s values aligning with those of your company are a promising sign that they would be a good fit as an HR leader in your organization.

First, shared values can create a sense of cultural fit and make it more likely that the candidate will be happy and motivated in their role. When HR leaders share the same values as the rest of the organization, they are more likely to make decisions that are in line with the company’s overall goals and mission. Without that, the company would not live by the values they preach.

Piotrek Sosnowski - Terkel HR Spotlight

Finding an HR leader who shares the values of your company matters in ensuring they do not become empty words without real consequences.

Piotrek Sosnowski
Chief People & Culture Officer, HiJunior

This is absolutely crucial to people like me, who believe that companies should always uphold their principles. Overall, finding an HR leader who shares the values of your company matters in ensuring they do not become empty words without real consequences.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

Bring a Diverse Experience

An HR leader who has broad experience in different industries and business sizes, and a demonstrated track record of developing and implementing various types of people initiatives, is a sign of a strong leader. The diverse exposure typically ensures the person is flexible, adaptable, and can pivot based on changing business circumstances.

Tony Deblauwe, VP, Human Resources, Celigo

Build Systems that Improve Over Time

The best HR and people leaders are the ones who can build data-led systems that improve over time. Historically, HR has been too focused on delivering individual projects, initiatives, and applications, but these things only deliver lasting value if they’re part of a bigger people management system.

Matt Grimshaw - HR Spotlight

The best HR and people leaders are the ones who can build data-led systems that improve over time. Historically, HR has been too focused on delivering individual projects, initiatives, and applications, but these things only deliver lasting value if they’re part of a bigger people management system.

Matt Grimshaw
Founder & CEO, Youda

If you’re not joining things up properly in HR, it’s a bit like having all the components of a car, but not fixing them together—you won’t get very far! The best people leaders see their employees as “users,” and they look to build a system that creates a coherent, seamless employee experience. They do this using HR tech that enables them to test and learn so they can generate the data they need to improve business performance.

Matt Grimshaw, Founder & CEO, Youda

So Go Ahead and Make the Right Choice!

Now that you have a list of great insights to refer to, you know you can make a far better choice when hiring your HR leader. Remember, more than anything else, the ideal candidate must understand how important their job is and how they will be leading the most important resources in your organization. As long as they’re willing to commit themselves to the good of the organization and the workforce and have the experience and expertise to match, your organization will be in good hands.

Do you have a best practice or tip you think will provide added direction to leaders hiring their next HR leader? Or is there another insight you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

6 Reasons Why Employers Scan a Candidate’s Online Behavior

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Matthew Ramirez HR Spotlight
Max Schwartzapfel - HR Spotlight
Anjela Mangrum - HRSpotlight
Archie Payne - HR Spotlight
Seth Newman - Terkel for HR Spotlight
Yongming Song, CEO, Live Poll for Slides

6 Reasons Why Employers Scan a Candidate’s Online Behavior

Scan Candidate Online Behavior - HRSpotlight

Determines Company Fit

Scanning online behavior can be a great way to see if a candidate is a good fit for the company culture. I’m not talking about seeing their interests or following other companies merely, but rather about how they use their online platform.

Are they posting about going to the gym and eating well, or are they complaining about work or the people they work with? Online profiles are windows into a person’s life, and employers are using them to determine if candidates are the right fit for their company.

Matthew Ramirez, CEO, Rephrasely

Shows the Real Candidate

Employers want to get a fuller idea of what the person they’re hiring is like. Social media can allow them to understand what a person’s behavior represents when they aren’t acting on a script. It provides a more natural view of a candidate than they might see during an interview.

Max Schwartzapfel - HR Spotlight

If understanding a candidate before hiring saves a company from having to deal with behavior troubles or legal liabilities of any sort, then it’s already worth the effort.

Max Schwartzapfel
CMO, Schwartzapfel Lawyers

If understanding a candidate before hiring saves a company from having to deal with behavior troubles or legal liabilities of any sort, then it’s already worth the effort. It will always be better for a company to reject an unsuitable candidate than it will be to fix any issue caused by them in hindsight.

Max Schwartzapfel, CMO, Schwartzapfel Lawyers

Filters Out Troublemakers

I’ve learned the hard way how important it is to conduct candidate background checks, especially their social media profiles.

Five years ago, I hired an apparently perfect candidate for a role, only to have the HR department bombarded with complaints about inappropriate remarks and insensitive behavior towards other employees. Later, I discovered this was the norm for him; his Facebook profile was full of problematic status updates, racist quotes, and shockingly sexist remarks.

Anjela Mangrum - HRSpotlight

With challenging times ahead for businesses, I think it’s better to deep-dive into whatever candidate information is available instead of risking hiring them, only to terminate them and rehire someone else in a month.

Anjela Mangrum
President, Mangrum Career Solutions

Sometimes, online profiles can also provide clues about the legitimacy of applications that seem too good to be true. With challenging times ahead for businesses, I think it’s better to deep-dive into whatever candidate information is available instead of risking hiring them, only to terminate them and rehire someone else in a month. As it is, with the current challenges of running a business, office drama is the last thing we need!

Anjela Mangrum, President, Mangrum Career Solutions

Controls Your Online Reputation

The things that an employee posts or does online don’t just impact their individual reputation; they can also influence how people view or think about your company, even when someone is posting on their personal social media.

Many customers today want to do business with companies that share their values, and job seekers feel the same way about employers. If you hire someone who’s an online bully or regularly posts offensive content, this could lead to people associating these behaviors with your company, and your online reputation as a business can suffer.

Archie Payne - HR Spotlight

If you hire someone who’s an online bully or regularly posts offensive content, this could lead to people associating these behaviors with your company, and your online reputation as a business can suffer.

Archie Payne
CEO, CalTek Staffing

This is aside from the potential impact on your team, culture, and morale from hiring someone who’s hostile, prejudiced, or otherwise toxic, although that’s something else that’s important to consider. Scanning the profiles and posting behavior of candidates before they get through the interview process is an easy way to check for red flags and avoid hiring someone who will cause you these kinds of headaches.

Archie Payne, CEO, CalTek Staffing

Exposes Red Flags

People always warned us in college that employers would search through our social media. It’s true because, as I am in charge of gathering candidates for new openings, the first thing I do when someone applies is look over their social media profiles. We do this to see if they will be a good fit with our company culture.

Obviously, you want employees who will show up on time and get along with others. When I see people who have their profile photos as themselves flipping off the camera and smoking drugs, those are red flags that they probably wouldn’t do well in our culture. With social media, you are supposed to put your best foot forward or show the best side of yourself. Make sure it truly is the best side you are showing others.

Seth Newman, Director, Sporting Smiles

Uncovers the Candidate’s Private Integrity

Social identity online is vital for employers to determine the integrity of potential candidates. Candidates with a dirty online identity can damage the reputation of the brand and link it with associated behaviors, such as racism or sexism.

Online scanning can validate the information that potential candidates provide and help gauge the intangible aspects of trust and integrity. It is also vital for security to avoid hiring candidates involved in illegal activities such as money laundering and cybercrime. It is also a way to eliminate unconscious bias through objective scanning of potential candidates.

Yongming Song, CEO, Live Poll For Slides

Scanning a Candidate’s Online Behavior Does Make a Lot of Sense!

Pick up any of these points shared by workplace leaders and you’ll know there are plenty of valid reasons to review a candidate’s online behavior and determine if they’d be a good fit or not. So the next time you post something or leave a comment without thinking twice, remember that your potential employers will get to it, review it, and probably use it as enough reason to reject you.

Do you have a valid pointer to add to this list? Or is there another topic you’d like to start a conversation around on the HR Spotlight platform?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Connecting Workforce Development to Leverage Empowerment in 2023

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Connecting Workforce Development to Leverage Empowerment in 2023

HR Spotlight - Polina Kovaleva

Empowerment Beyond Marketing

Empowerment has been recently seen and used as a tagline or marketing ploy, especially in a recruiting manor for more employees or customers.

It is important to be sure you and your organization foundationally understand that there need to be 3 things involved for empowerment to be present in a moment and that is Authority, Power, and People.

A corporation or organization is not part of that equation based on the definition of empowerment which is the authority and power connected to people.

Authority is centered around how people feel empowered and the confidence that they have but also all the way that they care for themselves. Authority-driven items usually produce that boss-like mentality you get from being empowered. It can be very emotionally driven, and it is usually hard to track an honest answer.

See your nearest supervisor feedback review scores that paint a different opinion than the turnover rate is telling you. How does it make you feel to provide the rideshare car driver with a 5-star rating?

That process is all tied to the authority portion of empowerment. All things in this world either raise or lower someone’s authority of empowerment. The emotional side of empowerment can often have different answers to the same exact question because it is based on people’s perceptions.

On the other side of these parts of empowerment is the power side, and that portion is where all the data and numbers live.

Do you have a take on why an HR team is important, even if it’s a one-person team? Or is there another insight you’d like to share with readers across the globe?

Write to us at contribute@HRSpotlight.com, and our team will help you share your insights.

Power in Empowerment

Power in empowerment is where people usually get caught up in trying to acquire these intrinsic items. The tangible measured items like money and all its derivatives, functional power like energy, and the most powerful of all the power items, which is time, are some examples.

Most of the power items can be captured, grown, and invested, except time which is only exactly what you get but also how much time you devote to something and collectively as an organization how many resources you use to impact change or produce a profit margin.

Tracking the impact of these power items in your leadership and workforce development programs should be inherently easy because they all involve some sort of measurable number tied to each of them.

Often organizations are the only ones attempting to track these items and the successes of the DEI program. They are looking to provide an impactful number of promotions or pay equity of the organization among other metrics.

Where we can create more change for 2023 through our people is by helping them better understand how to measure and track their own empowerment this year. And that is why people are the final part of empowerment and they must be involved to connect your program to empowerment.

People in Empowerment

People will always play a critical role even with machine learning and artificial intelligence. They are all a part of your workforce, and all can be collectively working together to track the impact that they each make this year.

To track authority accurately in 2023 you are going to have to teach your employees more about empowerment by connecting it to your leadership and workforce development programming. By measuring the authority each person has within themselves will help your employees develop by understanding how they feel about their own commitment to your organization.

Then remember the power items can be easily tracked since they all contain a measurable component to them, but the key element is teaching your people to also track their power items as well which they contribute to the organization.

If your people are truly empowered in 2023, then they should be able to provide their empowerment report at the end of the year. This report can showcase all of their successes personally but also how they connected to other people through authority, as well as the power numbers of their business results.

DEI programs are only successful when they ultimately tie back to business and if your people are empowered then they should be able to communicate exactly why they are instead of it just being a blanket statement.

Development that Aligns with the Empowerment Shift

Having served for 6 years as the VP of DEI for 60,000 people at PNC Bank I saw how empowerment moved and was received through DEI and community driven programming. This is what led me to finish my research on empowerment and create a world class leadership development organization.

I get the pleasure of helping great organizations become better by connecting my research on empowerment of people as well as measuring how empowered your people are across the differences that we have as humans.

Remember that empowerment is felt differently across all our top differences so our groundbreaking empowering differences assessment helps to provide data surrounding which differences need the most empowerment in your organization as well as providing recommendations on which leadership actions people can do to drive more empowerment faster.

For 2023 you can create a leadership development for your entire workforce based on each person’s intersectionality and that can help truly empower all differences.

 

Ashley T. Brundage HR Spotlight

All About Our Guest

More about Ashley

She transformed from homelessness and being an out woman of transgender experience to gain a job as a part time bank teller in 2010, then became the national vice president of Diversity Equity and Inclusion at PNC Bank in 4.5 years. After being featured in several media outlets she left her job running DEI and publishing an award winning empowerment and leadership book/program. Now she runs her own transformational leadership development organization traveling the world sharing her insights while also serving for several nonprofit organizations and sharing her research on how to drive empowerment faster though all of our differences we have as humans.

About Empowering Differences

International award winning leadership and empowerment expert Ashley T Brundage shares her insight into numerous especially tracking DEI efforts through what she calls Empowering Actions with the APP of Empowerment. Her leadership development program teaches people how to track the DEIB work they do for organizations by measuring the authority driven items through human capital surveys as well as tracking the power driven items through their natural measurement and tracked nature since they are all easily accountable. The power items are like actual power, monetary instruments, and time as 3 common examples. The authority driven items are more people centric placed surrounding feelings like confidence, learned skills, and wellness. Her program focuses this tracking effort as the APP of empowerment deeply rooted in the foundational definition of empowerment which is authority and power connected to people. She also professionally advises several other corporation and meeting organizations on inclusive practices for meetings to address LGBTQ+, Disabled, and other marginalized communities to make access to programs more equitable for all.

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