hr Archives - Blue Signal Search

Become a Dominant Hybrid Workforce by Leveraging Your Recruiter

October 27, 2021 by Amber Lamb

In this digital age, many companies are turning to virtual recruiting to help supplement an increasingly remote and hybrid workforce. Several top companies have started the switch, recognizably Ford, Citigroup, Microsoft, and Spotify. With the pandemic driving an immediate need, we’ve accelerated global digitization on a large scale. However, it’s leading many in management to question how going remote will affect productivity, profitability, and their workforce.

When it comes to employees’ wants, the message is clear. According to Dice’s 2021 Technologist Sentiment Survey, 59% of respondents preferred full-time remote work or some combination of in-office and remote work. Dice theorizes that the events of 2020 have given several professionals a new outlook on remote work, and in turn they have come to expect more flexibility from employers. Furthermore, Dice estimates that 149M new technology jobs will join the market by 2025 to support this digital shift. So how can companies make the switch to a hybrid workforce - especially among a market with such exponential growing need? That’s where virtual recruiting can help.

Dominant Hybrid Workforce - Employees Expect Flexibility

Choosing a Hybrid or Remote Workforce - What Recruiters Can Tell You

As a Hiring Authority

Several studies have proven that employing a hybrid workforce has had a positive impact on productivity, as well as significant money savings. From a hiring perspective, the greatest benefit of all comes from hybrid workforce models opening up the candidate pool to independent talent. By widening your search parameters and allowing people to telecommute, you can tap into a candidate pool that would have been inaccessible otherwise - whether that’s due to geography or time commitment constraints.

We know what you’re thinking - managing a remote workforce during 2020 was nothing short of an immense challenge - why would we go back to that? Contrary to popular belief, most of the struggles workers experienced during pandemic-era remote work aren’t a hindrance to actual remote work. For instance, with children going back to in-person learning settings, professionals no longer need to balance work with childcare during their normal 9 to 5. Not to mention, in this increasingly competitive marketplace, allowing hybrid work could be the key to better retention. In the talent acquisition industry we know that it’s not the setting that makes or breaks a good employee - it’s the employee themselves, and their drive to succeed. Those who do remote work right can do it well.

As an Employee

Hybrid work models offer a plethora of benefits for workers, when the job permits. Several noteworthy pros include and better work/life balance. But if you were to ask a recruiter, they’d tell you that the most important benefit remote work gives you is location independence. Where would you live if you could take your work with you? The possibilities are only limited by the reach of your Wi-Fi! Simply put, negotiating hybrid or remote work options into your employment contract can give you more freedom in how and where you spend your time, and a recruiter can help support you on that journey.

Building Your New Talent Brand as a Hybrid Employer

Once you’ve decided to take the plunge and allow hybrid work, your next step should be toward solidifying your employer brand as a hybrid workforce. In order to attract the digitally savvy candidates you are looking for, you’ll have to meet them where they’re at. Focus your online presence on attracting candidates, especially those Gen Y (Millennials) and Gen Z professionals. Hybrid work models appeal greatly to the next economy-leading generations, which works out well considering they are the ones who were raised in the digital age. Leverage your recruiters to help you navigate this market. As talent specialists, we have the insider knowledge needed to hack into that hybrid-seeking candidate pool.

Dominant Hybrid Workforce - Things to Consider

Things to Consider When Supporting a Hybrid Workforce

New Hiring Processes

Just as with many areas of work changing to accommodate this digital shift, hiring is following suit. Make sure you are prepared to tackle this new process before beginning your talent searches. Do you have the right tools to recruit remotely? What are your new interview timeframes, when you counter in a mix of in-person and virtual interviews? Are you prepared to negotiate remote work structures when you make an employment offer?

Candidates are ready to ask for what they want when it comes to hybrid working. Your business needs to have offer letter structures in place that reflect what you need from which roles when it comes to hybrid work, such as: how often someone is required to be in office, what their working hours should be when working from home, and what the expectation is when it comes to completing various projects associated with the role. Your needs can vary in flexibility given the scope of the role you hire. Leverage your recruiter to ensure none of these details slip through the cracks, and make expectations clear from the onset.

New Onboarding Processes

Establish what your onboarding process will look like for new hybrid hires. Will initial training be in person? What will you provide for their remote office workspace, and what will they need to provide on their own? What kind of support can you give employees when they’re working remotely, such as IT, mentorship, HR contacts, etc.? It may be hard to visualize what you need ahead of time, but ask your recruiter for what practices would best fit your work model.

New Remote Company Culture

When allowing employees to work from home, it’s easy to forget that you are quite literally entering a new part of their lives. Even with virtual backgrounds and pre-scheduled meetings, you’ll be immersed in their home lives by “meeting” them in their own living rooms. This doesn’t need to change the professional dynamic of your reporting relationship, but it’s important to remember when building out this new remote company culture.

Even when working in-person, it’s a simple fact that most full-time professionals may be spending more time with their coworkers than they do with their own spouses and kids. Now, that same time is spent virtually! Therefore, it’s important to be real with your workforce in this setting and maintain that same bond that you would in person, over the computer or phone. Create an atmosphere of mutual respect that acknowledges the reality of working from home, and trust that they’re on task even when you can’t knock on their office door to check in. For more best practices on keeping a remote workforce actively engaged, ask your recruiter.

Fine-Tuning Remote Business Processes

Make sure to leverage opportunity when it’s presented to you. For instance, your newly hybrid workforce may be available to customers in different time zones, expanding the hours in which you’re accessible. Processes that were once manual may be able to be digitized, like submitting reports or internal communications.

Your recruiter can confirm, a hybrid workforce can come with some unforeseen advantages. However, knowing ahead of time what can and cannot be digitized will help you determine how often you need your employees in the office or remote. According to the Dice 2021 Technologist Sentiment Report, more than half of respondents indicated a preference for full-time remote work or a combination of in-office/remote work, while just 17% indicated they would prefer to work in an office 100% of the time. In Dice’s Q4 2020 Salary Survey, participants said they desired 2-3 days in-office per week - thus confirming that there is no one-size-fits-all approach to creating remote workforce plans. Consult with your recruiter on what best aligns the market’s wants with what you’re willing to offer potential employees.

How a Recruiter Can Help Build Your Hybrid Workforce

In the age of digital recruiting, there are several recruiters out there who specialize in procuring and supporting remote workers. Do your research and pick a hybrid workforce recruiter that you can partner with on your quest to dominate your new working model. A good recruiter will be able to coach you through the virtual hiring and onboarding process, a great recruiter will be able to take the hybrid interviewing off your hands. They will know how to best access the hybrid talent pool, and will provide search services catered to your unique search. Once you’ve found who you want to hire, your recruiter can impart best practices for an awesome, flexible office culture.

The world of employment is changing, and employers will need to adapt to remain competitive. Make sure to choose a plan that’s best for you by hiring a hybrid workforce recruiter that can deliver your hiring goals. As specialists in this space, Blue Signal can give you this and more on your way to becoming a dominant hybrid workforce.

Top 10 HR Certifications That Will Get You Noticed

August 18, 2021 by Aylish DeVore

In the Human Resources industry “only 34.2% of all HR professionals have one or more HR certifications,” according to Payscale. This leaves a unique opportunity for those wanting to advance in the Human Resources industry to fill a gap and highlight their hands-on, up-to-date industry knowledge. More and more we are seeing people forego formal higher education due to many factors, the most common being cost and time. Furthermore, despite many available degrees, the knowledge gained in the classroom can become obsolete as time passes. The laws and policies within Human Resources, in particular, change at a much more rapid rate - making continued education on a smaller, more consistent scale the more productive option. Hands-on experience is the best way to learn how to navigate situations that cannot be presented and facilitated in a classroom. Experience is everything within the field of Human Resources, and with this in mind, many employers are favoring experience and certifications in lieu of formal degrees. But with so many certifications available, the task of choosing the one that’s right for you can feel daunting. Everyone’s situation and goals are different and luckily, there are lots of associations and certification titles to choose from. We suggest starting by narrowing your list of options by evaluating your experience, time, budget, and target industry. To simplify your search further, we’ve created a list of the top 10 HR certifications that will get you noticed and set you up for success in your career.

Additional Schooling vs.Certifications

HR Professional Insight — Karli Larson, Human Resources Manager

“Given my own experience, I may be a bit biased, but also being an HR professional who has reviewed thousands of resumes I would recommend anyone considering additional schooling to strongly consider HR certifications instead. Look at job postings and ask other HR professionals what their employers value; they will likely tell you experience and a certification from a recognized organization.”

SHRM HR Certifications:

The prevalence of the “Certified Professional” certification has steadily picked up in the last four years. A big part of this has to do with the Society for Human Resource Management (SHRM), which started to offer its own certifications, the SHRM-CP and SHRM-SCP, in 2015. SHRM has represented the HR community for nearly seven decades and has more than 300,000 members in 165 countries.

#1. SHRM Certified Professional (SHRM®–CP)

#2. SHRM Senior Certified Professional® (SHRM–SCP®)

SHRM conducted global research, including outreach to major corporations, universities, and over 35,000 members of the profession worldwide. Their findings determined that a successful HR career will also be determined by behavioral competencies apart from solely technical knowledge — the SHRM-CP and SHRM-SCP include both of these essential elements, making it a unique certification process.

Skills tested: The certification program covers behavioral competencies and functional knowledge areas within the themes of HR competencies, people, organization, and workplace. The SHRM certification measures an HR professional’s most critical skill - the ability to apply HR principles to actual, everyday situations. It is among the first to focus on practical, real-life HR information; teaching and testing both competencies and knowledge.

Certification process: This exam is 4 hours in length with 160 questions which include 95 knowledge items and 65 situational judgment items. Applicants now have the option to test from home through live remote proctoring. Certification fees cost anywhere from $300 - $475 depending on membership and registration date. Team delivery methods are offered as an option for organizations to provide group certifications.

SHRM-CP Requirements: SHRM-CP Certification requirements differ depending on education and years of experience.

For those with less than a Bachelor’s degree but in an HR-related program; 3 years in an HR role is required.
For those with less than a Bachelor’s degree and are not in an HR-related program; 4 years in an HR role is required.
For those with an HR-related Bachelor’s degree; 1 year in an HR role is required.
For those with a non-HR Bachelor’s degree; 2 years in an HR role is required.
For those with an HR-related Graduate degree; currently being in an HR role is all that is required.
For those with a non-HR Graduate degree; 1 year in an HR role is required.

SHRM–SCP® Requirements:

For those with less than a Bachelor’s degree but in an HR-related program; 6 years in an HR role is required.
For those with less than a Bachelor’s degree and are not in an HR-related p
rogram; 7 years in an HR role is required.
For those with an HR-related Bachelor’s degree; 4 years in an HR role is required.
For those with a non-HR Bachelor’s degree; 5 years in an HR role is required.
For those with an HR-related Graduate degree; 3 years in an HR role is required.
For those with a non-HR Graduate degree; 4 years in an HR role is required.

Click here to review what degrees and experience qualify as HR-related.

Benefits: HR professionals who implement policies and strategies, serve as points of contact for staff and stakeholders, deliver HR services, and/or perform operational HR functions should take the SHRM-CP exam. Along with providing updated information, sharpened skills, and new perspectives, certified professionals have a positive influence on employees and colleagues. Based on one single SHRM Body of Competency and Knowledge (SHRM BoCK), the SHRM-CP and SHRM-SCP credentials are relevant and applicable worldwide. Earning this credential will give professionals the recognition and flexibility to use their knowledge, skills, and competencies anywhere their organization operates, now and in the future.

HRCI HR Certifications

Earning a credential from HRCI® speaks volumes as it distinguishes you as an expert in the HR field, with proven levels of skills, knowledge, and competence necessary to mitigate risks and drive business results. HRCI has a long list of many proven credentials that are a great fit for every level of experience.

#3. Associate Professional in Human Resources (aPHR)

The aPHR is an HR certification designed for professionals who are both just beginning their HR career journey, as well as for non-HR managers who are looking to expand their skills when managing people.

Skills tested: The aPHR certification test includes 38% HR operations, 16% employee relations, 15% recruitment and selection, 14% compensation and benefits, 12% human resource development and retention, and the remaining percentage on health, safety, and security.

Certification process: The exam is timed at 2 hours and 15 minutes and includes 100 scored questions (mostly multiple-choice) and 25 pretest questions. This is a computer-based exam at a Pearson VUE testing center or at your home or office using OnVUE. The fee for the exam is $300 plus an application fee of $100.

Requirements: No HR experience is required since this is a knowledge-based credential.

Benefits: Candidates can gain an understanding of tactical and operational tasks related to workforce management and the HR function; complying with the laws, regulations, and policies that affect the organization. They will understand the hiring process including regulatory requirements, sourcing of applicants, formal interview and selection process, and onboarding of a new hire. Gain confidence in concepts related to total rewards such as pay and benefit programs, responding to employee questions, and handling claims in compliance with applicable laws, regulations, and company policies. Certified professionals will gather the techniques and methods for delivering training programs and developing individual employees. They will understand the methods organizations use to monitor and address morale, performance, and retention. They will learn how to balance the operational needs of the organization with the well-being of the individual employee. Lastly, they will gain an understanding of the laws, regulations, and policies that promote a safe work environment; using risk mitigation procedures to protect against workplace hazards.

#4. Professional in Human Resources® (PHR)

The PHR certification is a great way to establish yourself in the HR field. This certification allows for advancement in your HR career and demonstrates mastery of the technical and operational aspects of HR management, including U.S. laws and regulations. The PHR is for the HR professional who has experience with program implementation, has a tactical/logistical orientation, is accountable to another HR professional within the organization, and has responsibilities that focus on the HR department rather than the whole organization.

Skills tested: The PHR certification test skills are broken down into 39% employee and labor relations, 20% business management, 16% talent planning and acquisition, 15% total rewards, and 10% learning and development.

Certification process: The exam is timed at 2 hours and includes 90 scored questions (mostly multiple-choice) and 25 pretest questions. It is a computer-based exam taken at a Pearson VUE testing center or at your home or office using OnVUE. The cost of the exam is $395 plus an application fee of $100. The PHR certification is valid for three years after testing. To maintain the PHR credential, candidates must earn 60 recertification credits over a three-year time span or retake the exam.

Requirements: Applicants must have at least one of the following requirements to test: at least one year of experience in a professional-level HR position plus a Master’s degree or higher; at least two years of experience in a professional-level HR position plus a Bachelor’s degree; or at least four years of experience in a professional-level HR position.

Benefits: Certified professionals will be able to use information about the organization and business environment to reinforce expectations, influence decision-making, and avoid risk. They will identify, attract, and employ talent while following all federal laws related to the hiring process. They will contribute to the organization’s learning and development activities by implementing and evaluating programs, providing internal consultation, and providing data. They will learn to implement, promote, and manage compensation and benefits programs in compliance with federal laws. Once certified, professionals will be able to manage, monitor, and/or promote legally compliant programs and policies that impact the employee experience throughout the employee lifecycle.

#5. Senior Professional in Human Resources® (SPHR®)

The SPHR demonstrates mastery of the strategic and policy-making aspects of HR management as practiced in the U.S. The credential is designed for big-picture thinkers responsible for planning rather than implementing HR policy. Organizations seek out SPHR professionals for their proven accountability for HR department goals, for breadth and depth of knowledge in all HR disciplines, and for understanding business issues beyond the HR function.

Skills tested: The SPHR certification test questions are broken up into 40% leadership and strategy, 20% employee relations and engagement, 16% talent planning and acquisition, 12% learning and development, and 12% total rewards.

Certification process: You will have 2 hours and 30 minutes to answer 115 scored questions (mostly multiple-choice) plus 25 pretest questions. You can take the exam at a Pearson VUE testing center or at your home or office using OnVUE. The exam costs $495 plus an application fee of $100. The SPHR certification is valid for three years after testing. To maintain the credential, candidates must earn 60 recertification credits over a three-year time span or retake the exam. Of those 60 recertification credits required, 15 must be Business Management & Strategy credits.

Requirements: Applicants must have at least one of the following requirements: at least four years of experience in a professional-level HR position plus a Master’s degree or higher; at least five years of experience in a professional-level HR position plus a Bachelor’s degree; or at least seven years of experience in a professional-level HR position.

Benefits: Accredited professionals will learn to lead the HR function by developing HR strategy, contributing to organizational strategy, influencing people management practices, and monitoring risk. They will be able to forecast organizational talent needs and develop strategies to attract and engage new talent; developing training and employee retention strategies. They will understand how to monitor the effectiveness of compensation and benefits strategies for attracting, rewarding, and retaining talent. Also, they will be given the tools to develop and/or monitor strategies impacting employee satisfaction and performance including diversity and inclusion, safety, security, and labor strategies.

HR Professional Insight — Karli Larson, Human Resources Manager

“My degree is in Human Development & Family Sciences and my path to HR was not typical. When I wanted to take my professional marketability to the next level I looked at HR certifications that employers required or preferred. SHRM-CP and PHR/SPHR are the three most recognized and requested HR certifications. SHRM certifications are more focused on soft skills and being a strategic partner to the company. You are tested on competencies like leadership, ethics, and business acumen. HRCI (issuer of PHR/SPHR) is more granular and focuses more on legal and compliance.

My takeaway from my previous research was that an HRCI certification is better suited for small companies who need their HR professional to be a generalist, aka someone who can do everything HR related. While SHRM certifications are better suited for mid-to-large companies who are looking for a partner and thought leader. My decision was based on my professional goals and interests; ultimately I took the SHRM-CP exam. The exam was not for the faint of heart, and I have heard this for HRCI exams as well, but it was definitely worth it!”

#6. Professional in Human Resources — International™ (PHRi)

The PHRi credential demonstrates the mastery of generally accepted technical and operational HR principles on a national scale. The PHRi is for practitioners based outside of the United States and validates professional-level competency, knowledge, and skills to help propel an HR career forward.

Skills tested: Skills tested for the PHRi certification include 19% talent acquisition, 19% HR administration and shared services, 19% talent management and development, 17% compensation, benefits, and work experience, 16% employee relations and risk management, and 10% HR information management.

Certification process: The exam is timed at 3 hours and 15 minutes, and includes 145 scored questions (mostly multiple-choice) and 25 pretest questions. The test is available in English as well as in Spanish. The cost of the exam is $395 plus an application fee of $100. The PHRi certification is valid for three years after testing. 60 recertification credits must be earned over the three-year time span or those certified will be required to retake the exam.

Requirements: Applicants must have at least one of the following requirements to test: at least one year of experience in a professional-level HR position plus a Master’s degree or global equivalent; at least two years of experience in a professional-level HR position plus a Bachelor’s degree or global equivalent; or at least four years of experience in a professional-level HR position.

Benefits: Accredited professionals will be able to determine actions needed to make sure an organization has employees with the right skills in the right positions at the right time. They can manage activities that support employees and managers by responding to requests for information and gathering and storing information in a manner that ensures integrity and accurate retrieval. They are skilled in processes that support effective talent management, employee engagement, and development.

#7. Global Professional in Human Resources (GPHR)

This certification lets the business world know you have the knowledge and skills needed to manage HR challenges in a global marketplace. The GPHR demonstrates professional expertise in multinational HR responsibilities, including strategies of globalization and development of HR policies and initiatives that support organizational global growth.

Skills tested: The GPHR certification test skills are broken down into 25% strategic global human resources, 20% global talent management, 15% global mobility, 15% workplace culture, 15% total rewards, and 10% risk management and compliance.

Certification process: The exam is timed at 3 hours and includes 140 scored questions (mostly multiple-choice) and 25 pretest questions. It is a computer-based exam that can be taken at a Pearson VUE testing center or at your home or office using OnVUE. The exam costs $495 plus an application fee of $100. The GPHR certification is valid for three years after testing. To maintain it, 60 recertification credits must be earned over the three-year time span, 15 of which must be Global credits.

Requirements: Applicants must have at least one of the following requirements to test: at least two years of experience in a professional-level HR position plus a Master’s degree or higher; at least three years of experience in a professional-level HR position plus a Bachelor’s degree; or at least four years of experience in a professional-level HR position.

Benefits: Accredited professionals are able to formally understand global business factors and the unique HR challenges faced by such organizations while serving as a strategic business partner. They can use appropriate tools and metrics to ensure an organization is able to find, develop, engage, and keep talent. Certified professionals are strong at determining when to send employees abroad and ensuring smooth transitions for those on expatriate assignments and upon return while ensuring compliance with applicable laws and regulations. They maximize organizational results by facilitating an inclusive workplace through cultural competence, corporate social responsibility, and ethical behavior. They are experts in ensuring voluntary and required total rewards are appropriate for the work location and circumstances of employment. These professionals are skilled in keeping an organization’s employees safe, secure, and free of discrimination and harassment while protecting their privacy and ensuring compliance with applicable laws and regulations.

HCI HR Certifications

HCI allows individuals to grow their capabilities and advance their careers through industry-recognized certifications in critical areas like HR business partnership, workforce planning, people analytics, change management, and more.

#8. Strategic HR Leadership Certification (SHRL)

This certification allows individuals to create and grow high-performing HR teams through intention, interaction, and influence.

Skills tested: Professionals who become certified through this course will learn how to assess team leadership skills, connect teams to a larger purpose, intentionally design teams, optimize team interaction, and influence outcomes.

Certification process: The training for this certification is offered as a two-day program or as a virtual series with half-day sessions delivered over four weeks, with many dates and times offered to fit most schedules. Participants are able to chat and interact with facilitators and peers via the Zoom platform when using the virtual training option. Official certification will be earned after attending all of the sessions, completing all classwork, and passing the multiple-choice exam with a score of 80% or higher. Renewal will be required every three years by obtaining 60 credits.

Benefits: Those who formally or informally lead a team would greatly benefit from this certification course. Through practice, they will learn to give feedback and coach a team to improve both their performance and engagement. Throughout the training program, they will also walk away with 30 tools and templates they can use right away to improve leadership and their team's performance. When attending this training, participants also earn 12 HCI, 12 HRCI, 12 SHRM, and 12 ATD recertification credits.

ATD CI HR Certifications

The ATD Certification Institute’s vision is to provide world-class credentials for the talent development community. ATD CI is responsible for the development, administration, and governance of ATD’s credentialing program, including the APTD and CPTD credentials. ATD CI operates in accordance with international accreditation standards for certification programs along with ATD’s education and training programs. These programs allow for separation from the assessment process and training or test preparation.

#9. Certified Professional in Talent Development (CPTD)

The Certified Professional in Talent Development (CPTD) is a professional certification for those in the talent development field. It is broad and measures a professional’s knowledge and skill application across the breadth of talent development capabilities. Successful CPTDs report that the process of getting their credential was a tremendous growth opportunity, allowing them to learn, give back to the profession, and make a positive impact on their careers. ATD offers a free downloadable letter template for those not sure how to start the conversation with their employer about the value of the CPTD.

Skills tested: The CPTD exam focuses on a subset of capabilities from the Talent Development Capability Model and covers three domains: 20% on personal capabilities, 45% on professional capabilities, and 35% on organizational capabilities. Testing focuses on skills application and decision-making for more experienced professionals. Follow this link to review and download the CPTD exam outline.

Certification process: In post-exam surveys, candidates report that they have spent an average of 80–100 hours preparing for the exam and allowed themselves six to nine months for the process. The exam is timed at three hours and includes a mix of multiple-choice questions and case management questions. The test is a computer-based exam at conveniently located testing centers worldwide or in a secure location of your choosing, via remote proctoring. The exam costs $900 for members and $1250 for non-members. This fee covers a testing seat for the CPTD exam, exam score report, and a CPTD certificate and lapel pin once the credential is achieved. Prep courses and materials are optional and not included in the exam fee.

Requirements: Applicants are required to have at least five years of professional work experience in talent development or related fields and must have completed 60 hours of professional development in talent development within the last five years. They should also have deep knowledge and experience applying the principles for enhancing employee talent development.

Benefits: Benefits that come with acquiring a CPTD, or working with a colleague who is certified, include a strong understanding of and ability to add value and impact through talent development strategies and solutions, ultimately bringing success to the organization.

IHRIM HR Certifications

The International Association for Human Resource Information Management (IHRIM) has been the leading membership association for HR information management professionals since 1980. They offer a unique community that blends education, collaboration, and professional certification.

#10. Human Resource Information Professional Certification (HRIP)

The Human Resource Information Professional (HRIP) Certification is designed to assess the knowledge and competencies of professionals in the HR information management field. Passing this exam indicates a demonstrated comprehensive understanding and proficiency of the defined body of knowledge in HR information management.

Skills tested: The skills tested on the HRIP exam is made up of 30% HR technology and business processes; 30% systems selection, implementations, and upgrades; 25% HR systems operations; and 15% technology strategy and solutions assessment.

Certification process: Candidates will have 2 hours to answer 90 questions and can take the exam one of two ways; via Live Online Proctoring (LOP) or at one of Scantron’s worldwide test centers. The cost of the exam ranges from $385 - $670 depending on membership and registration date. Upon passing the exam, the credential is active for 3 years. n order to maintain certification, a total of 60 recertification credit hours are required during that 3 year period. Click here to review the IHRIM recertification tracking form.

Requirements: While there are no specific requirements, the ideal candidate should have five years of experience in HR technology solutions or HR information management, or comparable education. A Bachelor’s degree from an accredited college or university is preferred, however, professional experience in the field bears greater weight on the candidate’s success.

Benefits: This certification demonstrates a professional’s expertise as it is a concrete measure of experience and command of HRIM/HRIS concepts and processes. The HRIP designation communicates a candidate’s motivation, knowledge, and commitment to quality to clients and employers. It distinguishes professionals as industry leaders and shows that they stay current and promote high standards in the HRIM/HRIS field. Preparation for the HRIP exam covers all aspects of HRIM/HRIS, including the latest trends and best practices. Plus, the recertification requirements ensure keeping abreast of changes in the field.

No matter which credential you chose, each of these top 10 HR certifications will get you noticed and set you up for success in your career by keeping you moving forward. Attaining one of these HR certifications relevant to your industry and/or career advancement goals sets you apart from others in the space, and shows your dedication to continued education and excellence in your role. Upon earning a new certification, be sure to maintain the credential accordingly as these associations that provide these certifications are updating and changing the information as quickly as our state and federal governing bodies are. Resources like webinars, conferences, books, and additional training can satisfy these professional development requirements. As always, with any new certification or skillset, be sure to update your HR certifications on all sites and platforms such as LinkedIn and resumes/cover letters. This ensures you are marketing yourself in the most impressive and accurate way to potential career advancement opportunities. As you toy with the idea of acquiring a new certification in HR, don’t hesitate to reach out to Blue Signal to connect with a recruiter that can help guide you through the process, and offer advice based on the individual factors that make up your career goals.

Social Media Best Practices for HR

January 17, 2020 by Lacey Walters

In a world where 1 in 5 page views occur on Facebook, and Twitter users generate 6,000 tweets per second, social media is no longer a small element of the modern community life, it’s the beating heart of how we interact. It might be tempting to just leave social media totally in the hands of your marketing team, but the reality is that the whole company—including HR—needs to be on board.

While the social media landscape is still in a state of flux, success in this area isn’t random. Social media best practices go beyond marketing and PR: they’re about how people interact. Since HR is the industry of people, human resources professionals need to have a social media strategy. What can an HR professional do to harness social media for a positive employee culture?

1. Know the channels your employees use. Listen to what they say.

Together, customers and employees are the two groups that shape the reputation and image of your company. Their voice is much more powerful than any marketing or PR effort. Find out what platforms your employees use, and what they’re saying about you. It takes very little time to get an impression of what the public thinks about you as a company and an employer.

The easiest social media platforms for managing your reputation are LinkedIn, GlassDoor, and the first few pages of Google searches. These are the first places your job candidates will be checking before they decide to work for you. Facebook and Twitter are less straightforward, but you can track buzz and interactions around your company to get an understanding of where you stand.

Social media should already be part of your hiring process. Not only should you source candidates through LinkedIn (or work with recruiters who do), you should vet potential employees’ social media profiles during the hiring process. It will give you an insight into their personality that may not come out in a formal interview.

2. Celebrate on social media.

Embrace opportunities to celebrate your company on social media. Use your LinkedIn page, Twitter account, and Facebook company page to share promotions, new hires, company outings, fun traditions, perks, and milestones. Post often and at many levels — new and senior employees alike deserve recognition for hard work.

Include photos or videos to boost your views and humanize your company. Since your employees already use social media every day, show your appreciation for them where they (and the competition) can see. Make your competition envious of your workplace culture.

The key to this approach is consistency. Decide on a social media calendar, then design a process for selecting an employee to celebrate. Keep the process fair so that other employees don’t feel left out.

This personalized, grass-roots approach costs little time and money and dramatically boosts retention and your online reputation. When you paint a clear picture of your company’s selling points, you will attract and keep top talent.

3. Form strong bonds with your PR and marketing teams.

They’re the ones who manage your company’s branding and voice on the front lines. If you don’t communicate, you’ll miss out on insights into your people and potential candidates. Share your visions with each other. Talk about ways you can help each other reach those goals.

Your goal is a strong correlation between your brand and your employee culture. There is no substitute for keeping your finger on your company’s pulse. When individuals and departments are dissatisfied, they talk, and they may not talk to you first. A culture disconnect comes off as disingenuous to your customers and makes it hard for you to attract and keep your top employees.

4. Don’t try to gag people.

You can’t monitor everything (nor should you want to), but you can get an idea of your employees’ social media habits before and after you hire them. Trying to shut people down will only fan the flames.

A hyper-strict social media policy never goes over well (and may actually be illegal): “The National Labor Relations Board has concerns about companies that run with these very broad gag policies that relate to things going on in the workplace,” says Jon Hyman of the legal advisory firm Kohrman Jackson & Krantz.

Instead, integrate social media into your employee communications. Make a space for employees to talk internally and confidentially. Don’t rely on traditional methods (the anonymous comment box in the break room is outdated). Today’s employees are vocal and have many tools at their disposal to be heard. Let them know that you hear them so that you can solve problems together before they feel compelled to take their frustrations to public arenas.

If you notice a negative trend in what employees are saying, you have an opportunity to fix the problem and build on your strengths. Turning around an unhappy employee is a win for everyone, including you: workplace morale improves, productivity goes up, and you don’t lose an employee.

5. Ask for good feedback.

In addition to sharing successes from your own perspective, encourage employees to leave employer reviews on GlassDoor, Facebook, and other social media channels. Job seekers are more likely than ever to research company culture during the interview process, and positive employee reviews are a powerful tool to give you legitimacy. Dissatisfied employees speak up more often than happy employees. Avoid asking when your employees are likely to be stressed or nervous–such as close proximity to annual performance reviews, audits, or looming project deadlines.

Another great tactic is to create avenues for employees to share their own good news, such as a perk-related Twitter hashtag, or encouraging employees to tag themselves and share company event photos on Facebook. Your marketing and PR teams may have additional ideas and resources. One note: offering incentives in exchange for good reviews is not allowed.

GlassDoor is the top platform for workplace culture reviews. Many job candidates read through these reviews during their company research.

6. Know when to tune out.

Some people are determined to say negative things. Inevitably, some will stick. The best policy is to treat your people well.

Good news is the best antidote for bad press. Take advantage of opportunities to spread good news and fix problems promptly. Truly listen to your employees to clear up issues before they become exacerbated. Manage expectations and company policies right from the start to keep your employees happy. Most importantly, show your company in the best light by celebrating success.

Your 4-Step Guide to Adopting New Hires into Company Culture

August 27, 2019 by Lacey Walters

As a hiring manager, you’ve done the hard part, going through endless levels of interviews to find the perfect candidate and now, it’s the start date. For a new hire, starting a new job can be exciting, overwhelming, and nerve wracking. Some people approach their new career with elation and confidence, ready to take on their responsibilities. However, some employees dread the first day - worried about the people they’ll meet, their supervisors’ management style and even where they will sit at lunch. Successfully integrating new hires into company culture is one of the most important hiring processes and can be a determining factor in your new hire’s career-span within the company.

Your new employee has already had a great first impression with their candidate hiring experience, now, it’s more crucial than ever to continue to impress them with your company culture and keep that excitement and momentum going. Here’s a 4-step guide to the process of making new employees feel comfortable and part of the team from day 1.

1. Begin Onboarding Before the Official Start Date

One way companies can introduce company culture to new hires is to start the process before they even arrive. When sending out materials to introduce them to the job, include internal materials that gives your new employee an inside look into the personality of the company. Take advantage of what is typically a to-the-point welcome letter to prepare your new hire for what they can expect on the first day in a fun and creative way. Providing them with a FAQ sheet, recommendations around the area, and a set first-day agenda can eliminate some of the worries and questions they may have upon arrival.

2. Create Fun Opportunities to Meet Fellow Coworkers

We’ve all played getting-to-know-you games as kids in school, and whether we liked them or not, they were undeniably effective at breaking the ice and encouraging interaction. Icebreakers and team facilitation activities are a great way to ease some of the tension your new hire may be feeling. Social media is also becoming a new and innovative way to create connections between employees. Help your employees merge into the company by encouraging them to follow company social media accounts, along with adding them to a private social network for your company. A private social network, such as a private Facebook group, allows employees to participate and feel active in conversations in a less formal setting. Ultimately, it comes down to implementing interactive opportunities to create a strong dynamic for your company culture.

3. Put Yourself in Their Shoes

Regardless of the amount of time your company has been established, company culture is something that is present from the very beginning. Unless you are the CEO or have been with the company from the ground up, chances are that you have had to go through the onboarding process as well once upon a time. It’s easy to forget the impressions and questions you had on your first day, but it’s critical to put yourself into their shoes and make them feel as comfortable and supported as possible. Remember, as a new employee, questions will be asked and mistakes will be made; these are expected and should be looked upon as a learning experience for both the new employee and manager. Putting in effort to realize that you were in the same position at some point in time allows a certain level of respect and rapport to be built.

4. Follow up

The number one place where companies fall short in the onboarding process is following up with your new hire to ensure they are understanding and enjoying their work. One of the easiest ways to guarantee long-term employment is to onboard them correctly and not let employees fall off your radar. According to the 2018 Recruiter Nation Survey from Jobvite, 39% of talent professionals dedicate between 1-3 business days to onboarding. Although it may involve increased efforts from larger companies, onboarding should be a priority and last weeks or even months as necessary. In addition to habitually checking up on your new hire, a simple follow up email is a valuable way to gain feedback and opens up an honest communication forum between all levels of authority.

Some of the biggest onboarding challenges are inconsistent applications, manager accountability and competing priorities. Adapting a new employee to the company culture and ensuring their success needs to be a priority to guarantee a positive experience. Keep in mind, helping your new hire fit into company culture can be simplified with these 4 easy steps: begin onboarding before the start date, create fun opportunities to meet coworkers, put yourself in their shoes, and follow up.

We Are Here to Help

Are you a hiring manager or talent acquisition professional looking to expand your team? Ask us how we can help coach your onboarding process as needed! Blue Signal’s search process continues to impress our clients and our recruiters are dedicated to finding top talent within any industry.

Ready for a free hiring consultation?

(480) 939-3200

How to Deliver a Better Performance Review

November 8, 2016 by Lacey Walters

Performance reviews are a discussion on what both the employee and manager can improve on, and how to create an action plan to accomplish those goals. While employers have traditionally given reviews annually, many companies are changing the format to allow for feedback on a more regular basis. The modern performance review is an optimal time to visit long-term goals and create an action plan to meet them.

Tips for giving effective performance reviews:

Set employee expectations.

Give the employee an agenda and an idea of what to expect so they do not feel nervous. Employers can provide an outline or topics ahead of time to allow the employee more time to think about detailed responses to questions.

Every review should include an action plan for the future. Agree on a set of goals with the employee, and use it as a roadmap for their performance. That way, they know what metrics the manager expects from them, and the manager has an agreed-upon guide for the employee’s future performance.

Pick a good date.

Give plenty of warning. Never surprise someone with a performance review. Preferably set them at regular intervals through the year so that employees know when they are coming up.

Avoid scheduling reviews during busy project deadlines.

Give them often, and on time.

Frequent feedback helps the employer to resolve problems and improve morale on a regular basis, before they become serious. A brief weekly or monthly meeting keeps communication open, is better for employee morale, and reduces the pressure for annual reviews.

For formal performance evaluation, consider giving employee reviews each quarter, rather than on an annual basis. Employees (especially millennials, according to a study by PwC) want to know how they are doing =in real-time, not just once a year.

Give reviews in a timely manner. Once a review is scheduled, honor the commitment and do not reschedule or cancel it.

Keep it relaxed and brief.

Employees rely on their jobs for their livelihood. They have a lot at stake during a performance review. Even good performers are often very nervous before a review. Try to put them at ease with a relaxed tone. Start positive, get right to the point, and end on a positive note, even when the review covers uncomfortable topics.

Set an appropriate amount of time for the review and stick to it. Reviews should not last multiple hours. If the discussion gets thorny, set a follow-up meeting to allow both parties to regroup.

Encourage honest feedback.

Just as employees should not take criticism personally during a review, managers should also be open to hearing where they can improve. Aim to prompt honest dialogue about how the role can improve. When employees are unhappy or feel suffocated, everyone hurts. Productivity drops, and dissatisfied employees may leave in frustration.

Avoid simplistic yes/no questions such as “Are you happy?” or, “Is the project going well?” Why? Because smart employees will often say what they think employers want to hear, in order to protect themselves and avoid a difficult conversation. A better approach is to ask open-ended questions that encourage the employee to share their perspective.

Open-ended questions to ask:

“What are your goals for (the year, a project, their team, etc.)?”
“What can we do to help you with your project?”
“What do you see as our strengths, and what can we improve?”
“What is the one thing we can change to make your job better?”

Anticipate emotional reactions.

Employees can react strongly to changes in salary, benefits, rank, and responsibility—both positively and negatively. When possible, allow the employee time to process their emotions privately. Additionally, it is important to be totally clear. Do not be vague, and do no sugarcoat. For any positive or negative change, the employee will have immediate questions about the logistical details. Be ready to answer.

Do not cave in to emotional pressure during the review. An employee may say things they do not mean in response to an unexpected change. It is important to stay on track and not change course based on an employee’s reaction.

Document the conversation.

It may not be necessary to document regular informal feedback meetings, but formal reviews should be documented. Give the employee a copy of the agenda ahead of time to prepare, and give them the notes for the completed review. Revisit this same document at the next review to track progress.

Performance reviews are a critical tool for employers who want healthy and results-focused relationships with their employees. Instead of an annual stressful event, make it a continuous process to reduce tension and address problems as they arise, instead of once a year.

6 Reasons to Use a 3rd-Party Recruiting Firm

November 4, 2016 by Lacey Walters

When a family sells their home with no middle-man, there is a small chance that they could make a quick sale for a good price, but they are almost guaranteed to sell the house faster and for more money when they use a qualified professional realtor. In the same way, a business may stumble on a star candidate with in-demand skills for just the right price at just the right time, but these candidates are difficult to find on short notice. A 3rd-party recruiting firm can find better candidates in less time—and often are less expensive than hiring the wrong person.

The New York Times recently suggested avoiding recruiters because companies should always be building their own candidate pipelines.Unfortunately, this is unrealistic for most companies. In fact, building a successful candidate pipeline in a competitive industry takes more time than a full-time job (one informal poll calculated an average recruiter’s work week at 55+ hours).

6 Reasons to Use a 3rd-Party Recruiting Firm:

1. Access to an actual candidate pipeline.

The “candidate pipeline” is a popular buzzword, but in practice, it is difficult to build one as an employer. For starters, most top job candidates will not talk to a potential employer unless there is an actual job opening—which defeats the purpose of building a pipeline. By contrast, a recruiter has a much easier time building a rolodex of candidates who may be interested if the right opportunity comes along.

No one ever gets hired from the mythical database where “we’ll keep your resume on file in case something else comes up.” By contrast, the heart of a third party recruiting firm is their candidate database, built over years of networking and collecting resumes. The trick here is to build a relationship with a recruiter who works in the right industry. A telecom-focused recruiter will not have a great pool of candidates in the finance vertical, and vice versa.

2. Save time. A lot of time.

The math is simple, here. Job openings with lots of active candidates receive hundreds of resume applications. It takes a huge amount of time to sift through them and screen the good ones. Some jobs rely on passive candidates. These candidates take a lot of searching and persuading to recruit, which also takes a lot of time. In the middle of a busy project, many firms just do not have the time. A third party firm can conduct both types of searches quickly and efficiently.

3. Lower chance of costly bad hires.

Recruiter fees are expensive, but so are hiring mistakes and never-ending hiring cycles. Recruiters also make the hiring process cheaper in several ways. For starters, they source within the hiring manager’s target salary range whenever possible, keeping costs down.

Secondly, many (if not most) recruiters work within contingency agreements, meaning they work for free. This makes them a cheap and highly motivated source of candidates, and frees up HR to focus on other tasks.

Most of all, recruiters source carefully, because they have skin in the game. If the candidate does not work out during the trial period, they lose their fee.

4. Attractive temporary staffing solutions.

A company may have an immediate need but cannot afford to hire someone underqualified. They may not have the ability to sponsor a visa. They may be working on a short-term project that requires in-demand skills. When deadlines and quality are at odds, a third party recruiter can offer a contractor solution. This makes it easy for the company to hire and let go with reduced liability, and it avoids the messiness of benefits packages. It may also solve an immediate need while the company searches for a permanent employee.

5. Quality candidate screening and onboarding assistance.

Recruiters do not just find candidates, they also phone-screen them, prep them for the interview, call references, conduct background checks, and many other screening methods. Recruiters want to make sure a candidate is interested and qualified before they send them in.

6. Strong hiring and interviewing skills.

Not every company has a well-established HR department to carefully screen candidates. It is often up to the hiring manager, who may not have the time to hone their interviewing skills. Recruiters source and interview candidates as a profession, and often they can spot problems and personality clashes well ahead of time. This is a benefit for the hiring manager, because candidates are more likely to open up to a recruiter about problems and concerns than to a hiring manager or HR department. This can help to reduce the number of offer rejections at the last minute.

Need a head-start on building a candidate pipeline? Contact us at info@bluesignal.com for a free consultation.

10 Tips to Attract Top Talent with a Good Hiring Process

July 20, 2016 by Lacey Walters

Many companies lose top talent due to a poor interview process.

Companies conduct interviews in the same way that they conduct business. Top talent knows what to look for in the interview process, so hiring managers should do the same. Below are 10 key tips to optimize the hiring process to attract top talent with a good interviewing process.

1. Do not treat candidates as mere applicants.

Top candidates know they are highly sought-after. They are regularly approached by recruiters or head-hunters and rarely apply to open jobs. Do not treat them as any other applicant; roll out the red carpet.

Respond to their inquiries and questions promptly. Be open and honest with them. If they are not a fit, or if hiring priorities change, let them know the real reasons why. In today’s fast-paced electronic world, news travels fast; if they are a highly respected professional in the industry, they will talk, and others will listen.

2. Respect their time.

Desired candidates are busy at their current company and do not have large windows of free time. Lengthy meetings during business hours are often convenient only for the hiring manager. Make the most out of their time. If they take time off to visit, be sure to make the most efficient use of their PTO with the line-up and meetings. Try to avoid multiple visits if possible. Use a virtual interview platform, if applicable. Virtual interviews save time, minimize scheduling hassles, and free up budget.

3. Train interviewers.

To land top talent, send the best. HR professionals with training in conducting interviews tend to ask robust questions to bolster excitement and engage the candidate’s interest. However, hiring managers and other interviewers may lack formal training in conducting an interview. Make training and resources available to interviewers well in advance, and present it as an employee development opportunity.

4. Make the most of each interview.

When possible, strive for a balance of interviewing styles, with a variety of personality types, interviewing experience, technical expertise, and tenure. A good strategy is to pair the candidate with a current employee who is succeeding in the role. An individual with energy, experience, and excitement around the opportunity promotes enthusiasm in the candidate, as well as giving legitimacy to the role.

A round-table discussion achieves many goals at once: it gets multiple interviewers on the same page and is an avenue for reviewing prepared questions, discussing interview strategy, and reducing haphazard preparation in busy departments where hiring managers are juggling multiple deadlines.

5. Prepare the interview environment.

The interview area will give the candidate a reasonable expectation of the company’s work environment. Candidates intentionally put themselves in hyper-observant mode and notice everything. Take a walk along the route an interviewee would take through the building, and observe the surroundings through their eyes.

Company perks—like a high-tech conference room, stunning office views, or trendy common area—should be on full display. Show off what makes the office unique and attractive.

6. Tailor the pitch.

Give each interviewee the courtesy of a personal approach. A list of 30 unoriginal interview questions grabbed hastily from a Google search will not only fail to impress, it will also waste the interviewer’s opportunity to build meaningful rapport. A good interviewer conveys that their hiring process involves thorough preparation.
Demonstrate that each candidate’s individual goals and interests are important to the company. How? Find out what is important to them, and then emphasize how the job will match those desires.

7. Tie everything back to career growth.

Top candidates do not change jobs, they make career moves. Most begin exploring new options in the pursuit of growth opportunities, often due to stagnant growth opportunities at their current employer. Explain in quantifiable terms how the position will benefit them beyond a mere paycheck. Hiring managers should have a detailed and compelling answer to the question, “Why would someone want this job?”

8. Listen more effectively.

Find out what this candidate cannot get from their current job, and then seek to highlight how this new role will meet those needs. Working with a recruiter is highly beneficial for this purpose. Candidates are generally more open to discussing career thorny points with a third party than during a formal interview. Professional candidates know better than to disclose the gory details about their current job in an interview, so avoid wasting time with transparent questions such as, “What do you dislike about your current manager?” Interviewees will easily sidestep with canned answers.

Ask inquisitive, open-ended questions to uncover a candidate’s motivators and goals. The goal is not to catch them off guard, rather to encourage the candidate to discuss their ideal work environment in frank terms. The details they omit are often useful clues to areas of dissatisfaction in their current jobs.

9. Time kills deals. Move quickly.

Candidates hear actions, not words. A prompt, efficient hiring process is evidence of the speed of daily business within the team. The most sought-after candidates stay busy. Time is money for candidates as well as for companies, and the time investment for a full interview cycle represents a substantial opportunity cost for them.

The length of the average hiring process nearly doubled from 12.6 days in 2010 to 22.9 days in 2014 (source: Forbes). Each of those extra 10 days is an opportunity for candidates to respond to interest from competitors, continue conversations with other recruiters, and discuss their interviews with family and mentors. All of this translates to dwindling interest in the role. In addition, most candidates are frustrated with the bureaucracy and red tape that slows them down today. Demonstrate your company moves fast and makes decisions quickly.

10. Keep momentum high in the final stretch.

After making a selection, close the deal on the new hire. Make them an attractive offer promptly. The sooner a company is able to commit, the more likely the candidate will sign on. Delays show doubt, especially near the end of the interview.

Do not allow the interview process to hinder obtaining top talent. Keep it short. Pay attention to details. Focus on meaningful ways that the company can meet the needs of top candidates. Many organizations are only interested in what a candidate can do for them. Companies who focus instead on how they can attract the best employees with a strong hiring process will naturally rise above their competition.

For personalized advice on improving a hiring process, contact info@bluesignal.com.