Platinum WFM. For Your Future of Work’s Post

A dry promotion. It's the latest term for an old concept, where companies bestow workers with upgraded titles and more responsibilities, but without an increase in salary. And according to compensation consultancy Pearl Meyer, this practice is back on the rise—particularly among small businesses. Their polling reveals that 13% of employers rely on new job titles to reward employees when money for raises was limited, up from 8% in 2018. But is it an effective tool to reward to retain talent when budgets are tight? Some workers say it leaves them feeling high and dry. After all, who wants to stay at a company that offers more work without more pay? Others believe the prestige from a dry promotion is enough to acknowledge their efforts. And some take their new titles with them, using them as a bargaining tool to gain higher-paying positions at new companies. So, what's your take? ……………………………………………………………… Want more real talk on advancing your career? 🔔 Ring my bell, follow my posts & never miss a thing. #careercoach #promotion #careerdevelopment #EmpoweredByAnne #salarynegotiation

Entry-level workers face challenges in securing jobs, while senior staff often miss out on promotions, underscoring the necessity for innovative hiring and development strategies. Establishing clear promotion policies and defined career paths is crucial for motivating and retaining employees within organizations. This proactive approach not only boosts job satisfaction but also contributes to fostering an equitable economic recovery. #CareerGrowth #WorkforceDevelopment #EmployeeRetention

What is quiet hiring – and is it a good idea? The trend for prefixing every part of the employee experience with ‘quiet’ may seem to have gone too far, but experts say the practice could be a ‘win win’ for businesses. With skills shortages doubling between 2017 and 2022 to more than half a million, the new government has recently sought to address the issue through the creation of Skills England and plans to reform the apprenticeship levy. However, that has not stopped employers from reaching for their own solutions. You’ve heard of quiet quitting, quiet firing and quiet cutting. Now there is ‘quiet hiring’. But is the practice of more readily offering new responsibilities to existing staff, rather than going through a lengthy and costly recruitment process, anything new? Does it deserve its own buzz term – or has the trend for affixing ‘quiet’ to every stage of the employee lifecycle truly gotten out of hand? What is it and is it anything new? Quiet hiring is generally defined as when an organisation acquires new skills without actually hiring new full-time employees. It can refer to bringing on short-term contractors, but usually means giving current employees more responsibilities beyond their current job description. Mandy Watson, director of Ambitions Personnel, agrees that there has been a steep increase in employers looking internally rather than externally to plug skills gaps – to the extent that new nomenclature is perhaps justified. “The current economic climate and budget constraints have made it more challenging for companies to expand their workforce. Additionally, the ongoing skills gap in various industries has prompted businesses to look internally for capable employees who can be upskilled or reskilled to meet new demands,” she says, adding that “by leveraging the existing talent pool, employers can save on recruitment costs and reduce the time it takes to fill critical roles”. How can it impact workplaces? Quiet hiring typically involves a pay increase. But if this is not an option, employers should consider offering other benefits such as a bonus, flexible hours or additional time off. Otherwise there is a danger of resentment among staff and higher levels of that original ‘doing things quietly at work’ trendsetter: quiet quitting (typically defined as employees doing the bare minimum their roles require of them). Watson says the good news is that quiet hiring – if implemented well, as above – can lead to increased employee engagement and job satisfaction as “employees often appreciate being recognised for their potential and given opportunities for career growth”. “Providing additional training and development can also enhance their skillsets, making them more valuable to the organisation and boosting overall productivity,” she adds. [People Management] #recruitment #quiethiring

Having been in HR for almost 5 years, I've got some idea why employees are leaving. Sorted out 6 different service periods and 6 different reasons for quitting! 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟏 𝐌𝐎𝐍𝐓𝐇 Reason: HR and the team 1. Confusion about the company's training process. 2. Not able to communicate with colleagues/team. 3. You are left to struggle on your own after joining the company. 4. Feel insecure about the management of the company. 5. Not being developed by the company for new employees. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟑 𝐌𝐎𝐍𝐓𝐇𝐒 After 3 months in the job, the employee finds that there is a disagreement with his supervisor's values, management style, work objectives, and work style. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟔 𝐌𝐎𝐍𝐓𝐇𝐒 Reason: Company's culture The company can't provides equal treatment of employees, learning opportunities, so that your dreams and the company's goals combined in order to achieve a win-win situation for personal development and corporate development. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟏 𝐘𝐄𝐀𝐑 Reason: Salary After a year of doing the job, the employee already has contributions, networks, and resources and wants to consider whether the pay is now equal to what is paid. Still talking about money and not heart for the company. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟑 𝐘𝐄𝐀𝐑𝐒 Reason: Development After 3 years, with a certain level of experience, seniority, ability, and salary, you will consider whether there is still potential for you to develop in this company, whether it will help you in your future development, and whether there are better platforms and opportunities outside. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟔 𝐘𝐄𝐀𝐑𝐒 To some extent an old employee with more experience and networks is satisfied with their current position and income unless a better offer is made, it is riskier to quit on your own. The employee comes and go is normal in the workplace. #Hr #teammanagement #training&development

Great reminder that employees need more than just salary to be engaged and retained. How often are you evaluating reward/recognition programs or career development plans? It is never too late to start. #retention #rewards #careerprogression #humanresources https://lnkd.in/eYptUZHj

The Value of Tenure: A Message to Employers Employers often prioritize hiring new talent over retaining existing employees. However, this approach overlooks a crucial aspect: employees become more valuable the longer they stay with us. Even a senior engineer with extensive experience will face a learning curve in their first few months. Meanwhile, an intern familiar with the codebase and processes can be more productive from day one. But let's be honest - pay and salary play a significant role in employee retention. When employers fail to recognize and reward their team members' growing value, they may seek opportunities where their worth is acknowledged. This highlights the importance of retaining and investing in your existing team members. With their knowledge and expertise, complex features can be developed in a fraction of the time. Let's recognize the value of tenure and foster a culture of growth, development, and loyalty. Let's pay our employees a salary that reflects their worth, and treat them as our greatest asset - because they are!

What is quiet hiring – and is it a good idea? The trend for prefixing every part of the employee experience with ‘quiet’ may seem to have gone too far, but experts say the practice could be a ‘win win’ for businesses. With skills shortages doubling between 2017 and 2022 to more than half a million, the new government has recently sought to address the issue through the creation of Skills England and plans to reform the apprenticeship levy. However, that has not stopped employers from reaching for their own solutions. You’ve heard of quiet quitting, quiet firing and quiet cutting. Now there is ‘quiet hiring’. But is the practice of more readily offering new responsibilities to existing staff, rather than going through a lengthy and costly recruitment process, anything new? Does it deserve its own buzz term – or has the trend for affixing ‘quiet’ to every stage of the employee lifecycle truly gotten out of hand? What is it and is it anything new? Quiet hiring is generally defined as when an organisation acquires new skills without actually hiring new full-time employees. It can refer to bringing on short-term contractors, but usually means giving current employees more responsibilities beyond their current job description. Mandy Watson, director of Ambitions Personnel, agrees that there has been a steep increase in employers looking internally rather than externally to plug skills gaps – to the extent that new nomenclature is perhaps justified. “The current economic climate and budget constraints have made it more challenging for companies to expand their workforce. Additionally, the ongoing skills gap in various industries has prompted businesses to look internally for capable employees who can be upskilled or reskilled to meet new demands,” she says, adding that “by leveraging the existing talent pool, employers can save on recruitment costs and reduce the time it takes to fill critical roles”. How can it impact workplaces? Quiet hiring typically involves a pay increase. But if this is not an option, employers should consider offering other benefits such as a bonus, flexible hours or additional time off. Otherwise there is a danger of resentment among staff and higher levels of that original ‘doing things quietly at work’ trendsetter: quiet quitting (typically defined as employees doing the bare minimum their roles require of them). Watson says the good news is that quiet hiring – if implemented well, as above – can lead to increased employee engagement and job satisfaction as “employees often appreciate being recognised for their potential and given opportunities for career growth”. “Providing additional training and development can also enhance their skillsets, making them more valuable to the organisation and boosting overall productivity,” she adds. [People Management] #recruitment #quiethiring

Interesting one but needs rethinking before applied to local conditions and needs. Especially, the remuneration issue - it differs from country to country. It is also interesting that in Staying phase career advancement is least important but no.1 reason to leave... #GenZ_Challenge

Having been in HR for almost 6 years, I've got some idea why employees are leaving. Sorted out 6 different service periods and 6 different reasons for quitting! 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟏 𝐌𝐎𝐍𝐓𝐇 Reason: HR and the team 1. Confusion about the company's training process. 2. Not able to communicate with colleagues/team. 3. You are left to struggle on your own after joining the company. 4. Feel insecure about the management of the company. 5. Not being developed by the company for new employees. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟑 𝐌𝐎𝐍𝐓𝐇𝐒 After 3 months in the job, the employee finds that there is a disagreement with his supervisor's values, management style, work objectives, and work style. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟔 𝐌𝐎𝐍𝐓𝐇𝐒 Reason: Company's culture The company can't provides equal treatment of employees, learning opportunities, so that your dreams and the company's goals combined in order to achieve a win-win situation for personal development and corporate development. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟏 𝐘𝐄𝐀𝐑 Reason: Salary After a year of doing the job, the employee already has contributions, networks, and resources and wants to consider whether the pay is now equal to what is paid. Still talking about money and not heart for the company. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟑 𝐘𝐄𝐀𝐑𝐒 Reason: Development After 3 years, with a certain level of experience, seniority, ability, and salary, you will consider whether there is still potential for you to develop in this company, whether it will help you in your future development, and whether there are better platforms and opportunities outside. 🚶♀️𝐋𝐞𝐚𝐯𝐢𝐧𝐠 𝐢𝐧 𝟔 𝐘𝐄𝐀𝐑𝐒 To some extent an old employee with more experience and networks is satisfied with their current position and income unless a better offer is made, it is riskier to quit on your own.