MRINetwork Recognized by Forbes as One of Nation's Top Talent Access Firms -- 5 Years in a Row

Once again, MRINetwork has been recognized by Forbes.com as one of America’s top recruiting firms. Each year for five consecutive years a Forbes research team has surveyed tens of thousands of HR professionals, hiring executives and candidates as well as thousands of recruiters to identify the best talent access organizations.

Our Network was recognized as an elite top tier firm among 200 ranked firms throughout the U.S. in “Executive Recruiting Firms” and among 250 ranked firms in “Professional Recruiting Firms” categories.

We are proud to receive this designation for the 5th consecutive year recognizing our Network members’ outstanding performance. Forbes and Forbes.com is a powerful voice in the American business community. We want to leverage that image and have agreed once again to obtain licensing rights in the Executive Search category. Every Network office can include this prestigious emblem on office websites, in email signatures, in organic social media and in digital and print promotional communications.

Forbes.com enlisted the services of research firm Statista to identify America's most well-respected recruiting firms. Statista compiled two lists of search firms: "Executive Recruiting," those firms focused on roles with at least $100,000 in annual pay; and "Professional Recruiting," firms specializing almost exclusively in positions of under $100,000 in annual salary. Firms with the most recommendations from the thousands of respondents were ranked in order of votes received. Their methodology “splits the votes” of MRINetwork admirers as our rankings are divided among two categories making it difficult to rank in the top 1% in either category. Despite that disadvantage we still score in the top tier reflecting the power of our Network.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Best Practices for Networking in the New, Hybrid World of Work

By Nancy Halverson

Like hiring, commuting, group brainstorming, and other aspects of the World of Work, networking has completely changed due to COVID-19. In some ways, the pandemic has made connecting with colleagues and professional acquaintances more difficult. For one, digital channels have become oversaturated, making it harder to keep up with others’ careers. Communicating online also comes with its own set of challenges, such as the ”Zoom fatigue” phenomenon I've discussed before.

However, the pandemic has also spurred new networking trends and opportunities. Increased flexibility is a major benefit; today, we can network from anywhere and at any time. Not to mention, with a slew of networking tools and platforms at our fingertips, we can gain more direct insight about a person through their online activity — in addition to posting job news, individuals are sharing their views on important topics like culture, diversity, and leadership.

While nothing can replace the power of traditional networking, going digital certainly has its perks. This is good news considering how likely it is that businesses will maintain a hybrid working model even after the pandemic subsides. So what can you do to build lasting professional relationships in 2021 and beyond?

Figure Out Who’s in Your Network

Somebody once told me that everyone should have a good accountant, lawyer, and talent access professional in their life. Perhaps the recruiter comment was made in jest given my occupation — but there is some truth to the statement. When it comes to professional development, there’s nothing more important than connecting with people who have diverse backgrounds and experiences.

Ideally your network will include a mix of individuals who you consider to be:

• Kindred spirits: Those whose beliefs and attitudes are similar to your own — and who will support and cheer you on through every endeavor.

• Truth-tellers: Those who aren’t afraid to speak up and share their honest opinion about your decisions and actions.

• Career guides: Those who will provide direction through each career move and challenge, and help you to achieve stretch goals.

• Industry mentors: Those who are well connected with people from all industries and walks of life (or who know how to find them), and can offer you an introduction.

• Life coaches: Those who can give advice on both personal and professional matters.

How do you identify these people? Start by reflecting on your past work experience and noting down who has made a positive impact at every stage of your career.

Actively Engage and Grow Your Network

Once you’ve determined who’s in your network, it’s time to reach out. Whether this occurs online or in person, here are a few dos (and don’ts) to keep top of mind:

Do be inclusive. As mentioned above, a good professional network is made up of a variety of individuals — so don’t just pursue relationships with C-level executives or superiors. Make an effort to meet people in all positions and of all skill levels.

Do initiate conversations. Like trust, networking is a two-way street — so don’t just wait for others to approach you. However, that doesn’t mean you need to agonize over what to say. More often than not, informal questions (e.g. “Do you mind if I introduce myself?” or “How did you hear about this event?”) can open the door to longer, more meaningful discussions.

Do share opinions. In order to hold a conversation, it’s likely that you’ll need to offer a perspective on timely topics or industry happenings — so don’t be afraid to take a stance. That said, you should avoid being combative and insulting others’ beliefs. Keep your opinions focused on professional topics, such as remote work productivity, and invite others to give their input.

Regularly Check in with Your Network

The phrase “out of sight, out of mind” can apply to a lot of things, but it’s especially true in the fast-paced World of Work. Since it can be easy to lose track of people, make it a priority to touch base regularly; I recommend reaching out to valued contacts at least once per quarter. After all, networking is about more than making an introduction — once you’ve established a professional relationship, you need to nurture it.

From commenting on your coworkers’ LinkedIn posts and hosting virtual happy hours to attending your mentors’ online webinars, there are plenty of ways to stay in touch both in person and online. While this may feel like a significant amount of effort and energy, I firmly believe it’s time well spent.

The World of Work may be evolving, but the importance of networking remains constant. And more than anything, the COVID-19 pandemic has made everyone realize the value of connecting with others. Whether you’re networking online or in person, following these best practices can help you build successful relationships with colleagues, mentors, and industry peers.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Hiring Great People Means Better “Employer Branding”

By Jessica Hollander-Torres

When consultant Simon Barrow introduced the term “employer brand” in 1990, many HR and communications professionals dismissed it as another marketing buzzword. In fact, it wasn’t until a few years later — when job boards went virtual — that the term received widespread attention.

Almost overnight, employees gained access to millions of opportunities across the country, making the labor market even more competitive — and not just for job seekers. Organizations were under increased pressure to attract and retain top talent and their employer brand, defined by Barrow as “the package of functional, economic, and psychological benefits provided by employment,” became the focus.

Today, many companies understand the value of employer branding, and recognize that how they market themselves to prospective employees is as important as how they market themselves to customers.

An effective employer brand:

• Attracts talent: Candidates can be quick to judge a company by its employer brand and the position it holds in the market — and this is especially true in highly competitive sectors. Regardless of the role that needs filling, you want prospective hires to have a clear and complete picture of your organization’s priorities and goals since these can convince them to choose you over a competitor.

• Builds credibility: Similarly, an employer brand can help you retain team members and build loyalty. This can go a long way considering that existing employees are ambassadors for your company. How they perceive your brand and share your perspectives (even in a single LinkedIn post) can foster trust both internally and externally.

That said, establishing an employer brand is easier said than done, and many organizations are still struggling to get it right. So what can you do to develop an employer brand that resonates? Here are a few things to keep in mind as you build out your strategy.

Refine Your Messages

Since the World of Work is constantly evolving, revisiting how you communicate your company’s mission and values is a good first step. Not only should your messaging align with your culture and business vision, but it should also convey who prospective employees will become when they work for you. Your employer brand should inspire everyone — leaders, employees, and candidates — to do better, more meaningful work and contribute to your larger objectives.

Below are just a few examples of how some of the world’s top brands express what they do and who they want to work with:

• Goldman Sachs: “We think who you are makes you better at what you do.”

• Bumble: “Our mission is to create a world where all relationships are healthy and equitable.”

• Everlane: “Dear rule-breakers, questioners, straight-A students who skipped class: We want you.”

• Salesforce: “We harness technologies that revolutionize careers, companies, and the world.”

You should also make sure that the messages you use to attract talent complement those you use to attract consumers — and vice versa. Although intended for different audiences, both are used to communicate your purpose, mission, and culture to people outside the organization. Since it’s likely that these messages will be shared on the same channels (e.g. your website, LinkedIn), they should be consistent.

Impress Your Prospects

Once you’ve got a prospective employee’s attention, it’s critical that they have a positive experience from start to finish. Job seekers aren’t shy about posting online reviews or sharing their opinions about a company’s hiring process. If they have a negative experience, you risk losing that prospect as well as future ones.

First and foremost, your hiring methods should reflect your employer brand. If your company values speed and agility, for example, you shouldn’t needlessly drag out the application process. Likewise, a company that claims to value innovation but uses an outdated HR platform to interact with prospects will send a conflicting message. Also, think through how to release prospects from the interview process if they are not a fit. After all, they may not just be prospective employees, but potential customers, too.

Appreciate Your Employees

As mentioned, a compelling employer brand will attract and retain employees. Achieving a low turnover rate begins at the hiring stage; you need to ensure individuals are the right fit for the role, the team, and the organization as a whole. But the work doesn’t stop there.

Once a position is filled, you need to show that you value individuals’ commitment and dedication. While appreciation can take many forms, from enabling employees to work on projects they enjoy to rewarding their achievements, each action goes a long way towards fostering loyalty and proving that you’ve created an exceptional place to work. Find meaningful ways to celebrate your individual, team and company-wide wins and allow these success stories to permeate your external brand when appropriate.

Measure Your Success

Speaking of employee retention, it’s essential that you figure out the ROI of your employer branding strategy. Metrics such as application rate, source of hire, career site traffic, time to fill, employee satisfaction, and retention rate can all help determine if your employer brand is effective.

Whatever KPIs you choose to track, make sure you’re analyzing them regularly to see what’s working and what’s not — and measure them against key milestones and events. If application rate improves after a new employer brand campaign launches, it’s a good sign your messaging is resonating with the workforce.

At the end of the day, creating a strong employer brand requires three things: developing an authentic corporate culture, consistently communicating your values, and regularly evaluating the employee experience. It’s worth the time and effort: companies that nurture and promote their employer brand are often the ones who attract and retain the world’s top talent.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

…. 4 years in the row.

Employment Summary for March 2021_

Employment Summary for March 2021_

The U.S. Bureau of Labor Statistics (BLS) today reported total nonfarm payroll employment increased by 916,000 in March, significantly above consensus estimates. Unemployment rate fell to 6.0 percent, down considerably from its April 2020 high of 14.7 percent.

Job growth was widespread, led by gains in leisure and hospitality, education and construction.

“The robust recovery of the U.S. labor market continues as reflected in today’s BLS Employment Situation Report. Our Network of over 300 executive recruitment firms is seeing robust growth driven by our clients’ need for transformative talent in this rapidly improving environment,” said Bert Miller, President and CEO of MRI. “Our recruiting professionals reported double digit year-over-year growth in February, with particular strength in the financial, technology and professional services sectors.”

The BLS reported 21.0 percent of all non-farm employed persons teleworked because of the coronavirus pandemic, down from 22.7 percent in February. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically because of the pandemic.

Analysts are anticipating continued job growth acceleration in coming months as the confluence of vaccinations, stimulus spending and pent-up consumer demand power the economy.

“There’s a seismic shift going on in the U.S. economy,” said Beth Ann Bovino, a Ph.D. economist at S&P Global. “The confluence of additional federal stimulus, growing consumer confidence and the feeling that the pandemic is close to abating—despite rising infections in recent weeks—is propelling economic growth and hiring.”

“We were expecting a big number, and today’s jobs report delivered in a major way. It is the flip side of what we saw for March of last year and another clear sign that the U.S. economy is on a strong path to recovery,” said Eric Merlis, head of global markets trading at Citizens Bank.

In March, employment in leisure and hospitality increased by 280,000, as pandemic-related restrictions steadily eased in many parts of the country. Nearly two-thirds of the increase was in food services and drinking places (+176,000). Job gains also occurred in arts, entertainment, and recreation (+64,000) and in accommodation (+40,000).

In March, employment increased in both public and private education, reflecting the continued resumption of in-person learning and other school-related activities. Total jobs increased by 190,000.

Construction added 110,000 jobs in March, following job weather-related losses in the previous month. Employment growth in the industry was widespread in March, with gains of 65,000 in specialty trade contractors, 27,000 in heavy and civil engineering construction, and 18,000 in construction of buildings.

Employment in professional and business services rose by 66,000 over the month. In March, employment in administrative and support services continued to trend up (+37,000). Employment also continued an upward trend in management and technical consulting services (+8,000) and in computer systems design and related services (+6,000).

Manufacturing industry and the transportation and warehousing sectors saw employment growth of 101,000 in March. Of note, since the pre-pandemic month of February 2020, employment in couriers and messengers is up by 206,000 (or 23.3 percent) as consumers opted for at-home delivery of an expanding list of items.

Employment in wholesale trade increased by 24,000 in March, while retail trade added 23,000 jobs.

Financial activities added 16,000 jobs in March. Job gains in insurance carriers and related activities (+11,000) and real estate (+10,000) more than offset losses in credit intermediation and related activities.

Employment in healthcare and information changed little in March.

“The competition for talent is placing demands on clients to ensure their firm is a ‘destination’ for executive, technical, professional and managerial performers who are true multipliers.

“A strong employer brand is critical as job growth momentum accelerates in 2021. We counsel our clients to focus on the substantive elements of core brand strength. It is essential to communicate the firm’s values, goals, and culture, while not getting caught up in a flavor-of-the-month competition on issues like work from home policies.

“In time, the value of face-to-face collaboration will be recognized as a key component of team success. We urge clients to develop comprehensive flexible workforce solutions incorporating best practices from the virtual environment, learned during the pandemic, into a hybrid setup. Clients now have total talent access solutions available to them as they look to regrow their workforce, including both remote-work models and contract staffing solutions that fit into the new world of work,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How to Have Conversations With Your Team About Burnout_

By Annette Wehrli

2020 was a tough year. In addition to impacting how we conduct our personal lives, the pandemic has drastically transformed the World of Work and, unfortunately, many employees are feeling burnt out as a result.

To start with, many people have reached a point of general pandemic fatigue. This has gone on far much longer than anyone anticipated; life patterns have been disrupted, relationships have been strained and/or lost, and general stress levels have skyrocketed.

For some people, burnout is intensified by the pressure of physically going to work during a global pandemic; this is especially true for healthcare professionals and other essential workers, but applies to many other employees who must work in a public setting.

For others, it’s the shift to remote work. In our always-on digital world, creating work-life balance has been a challenge of its own, and now many people are also taking on the role of teacher and daily caregiver. Add the general fatigue they’re feeling and you have the perfect storm for physical and emotional decline.

It’s not surprising that working from home can contribute to a handful of significant mental health challenges. People who live and work alone, for example, can feel isolated, which may contribute to depression and anxiety. On the other end of the spectrum, employees who live in a house full of children, other adults, and pets can battle impatience and anger.

Recent research shows that employees across the globe have been working 2.5 more hours per day on average since the start of the pandemic — and in a survey of 133 U.K. companies, 44% of employees said their workloads have increased since going remote. Another 31% said this change in environment has also had a direct impact on their mental wellbeing.

If not addressed, burnout can have intense consequences on both individual and organizational health. As we continue to pivot, here are some things you can do to better support your employees.

Consider Your Corporate Culture

First and foremost, make sure your approach to talking about burnout aligns with your organizational culture. Companies that reward long hours and unrealistic workloads will have a tougher time communicating about this than those that prioritize balance and safety during these unusual times. Your organization’s culture sets the tone for having successful conversations about stress and fatigue with employees.

Acknowledge That Burnout Exists

Accept that employees in your organization are suffering from burnout. Many people have learned how to camouflage it — whether they’re in the office or working from home — so it’s important that you acknowledge it exists and invite discussion about how to address it.

This is critical to minimizing the negative stigma around burnout. Employees often believe that reporting burnout makes them seem weak; some managers believe that one day of rest can make everything better. These and many other stigmas get in the way of effective conversations around this critical topic. The World Health Organization’s recent decision to redefine burnout as a “syndrome” further proves that it needs to be acknowledged.

Check In On Your Own Mental Wellness

It’s not likely that you will help others if you aren’t healthy. To ensure you’re in a solid place to have conversations about burnout with your team, check in on your own wellbeing first. Doing a quick self-assessment by asking questions like, “Do I find it hard to concentrate?” and “Is stress interfering with my sleep?” or “Do I isolate, or act out in unhealthy ways when I think about work?” From there, you can take steps to minimize stress or get help, if needed.

Learn to Recognize the Signs of Burnout

It can be difficult to recognize burnout in others — especially since it can begin with increased enthusiasm and the compulsion to prove oneself. When employees first take on a new task, such as working remotely, they may feel a surge of creativity and commitment. But if stress isn’t well-managed, people can begin to suffer both mentally and physically.

While not everyone experiences burnout in the same way, there are some common behaviors to watch for:

• Lack of energy: Exhaustion that isn’t cured by rest is perhaps the most obvious sign.

• Frequent illness: Chronic stress can also lead to a number of physical symptoms, including headaches, dizziness, stomach pain, frequent colds, and shortness of breath.

• Irritability: Employees that act unusually impatient or angry towards colleagues may be having trouble coping.

Plan in Advance

Position your conversations about mental wellness and/or burnout to go well by preparing ahead of time — these aren’t conversations to “wing”. Check in with your organization’s legal and HR teams to ensure that the support you’re offering follows protocol. It’s also helpful to get clarity on the available internal and external resources (e.g. Employee Assistance Programs). Taking these steps in advance can prepare you to offer a helpful solution or action plan.

We can’t always control burnout — but we can control how we discuss it with employees. Acknowledging how you and your team feels, making time to check in, and encouraging everyone in the organization to do the same are a few ways to help each other through difficult times. We’re all in this together.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

When Is the Best Time to Hire?_

By Joe Mullings

One of the most common stressors for companies is knowing when to hire. Many build out hiring plans for the next year in late Q3 or Q4 while they’re deep in budgeting mode, and start hiring in Q1 when bonuses have been paid out vacation time has been used, and top talent is willing to make a move.

But attaching seasonality to the decision can be a major roadblock to finding the best talent for your team — especially if it means waiting until you desperately need to fill a position before starting the process.

Apply a Hum/Sing/Shout Approach

I’ve talked at length about how to implement a hum/sing/shout approach for your branding efforts — but the same framework works for hiring. Here’s how it works:

• Hum: Keep the underlying rhythm of your employer branding at work at all times to ensure that your opportunities remain front of mind for top talent in your industry niche.

• Sing: About 60-90 days out from when you actually need to have your new employee on board, get a little bit louder — not just about the open position, but about what it’s like to work for your company.

• Shout: Within a 45-60 day window it’s time to shout about the position itself and the underlying opportunities associated with joining your company.

How to Build Your Hum

Most likely you already know how to focus your strategy to sing, or even shout, when a specific role is open and a hire needs to happen. But the best people — those you really want to attract to your company — are rarely seeking a new position actively, so no matter how loud you’re singing and shouting, they won’t hear you. Developing a strong hiring brand narrative in the public domain, with a heavy humming chorus, ensures that you’re always “on” from a talent attraction standpoint, and allows you to build recognition among top talent long before there’s a specific role in question.

People follow the brands that they feel they can connect with emotionally and learn from — and there’s a ton you can do in your “hum” phase to position yourself as a value-add in their feeds. For instance, professionals are always curious about topics and trends relevant to their industry or careers. By sharing meaningful insights, they’re likely to stumble upon you and begin following you for your analysis and perspective, without even thinking about a career transition. Then, as you continue sharing helpful and interesting information with them, their trust in your company grows long before you ever connect with them directly.

As you start to build your hum, focus on the four pillars of an effective corporate content strategy:

• Market: Gretzky famously reminded us to “skate where the puck is going.” As people consider the next step in their careers, they want to ensure they’re placing their bets on a market that’s ripe with opportunity — where the trends are heading, not where they’ve already been. Talk about why your space will see success long into the future in order to build their confidence.

• Product: Once you’ve established your market’s value, explain how your specific products or services align with that opportunity. The goal here is to highlight why your organization in particular is an exciting one to join.

• Leadership: You are most influenced by the people you hang around with every day. Candidates know this and are becoming increasingly focused on opportunities where they know they’ll learn from a strong leadership team. Take the time to highlight the expertise at the helm of your brand so that they understand their development opportunities.

• Mission: Your team doesn’t show up every day because of the product or service you provide, but rather because of the underlying problem they care about solving and the opportunities they’re excited to create. Communicate this North Star externally to illustrate to prospective candidates what could be motivating them every day.

By the time you move to the sing and shout portions of your strategy when you have a role to advertise, potential candidates are primed to pay attention. They already have a clear idea of who they can become when they work for your organization. And that’s what people really want: the chance to evolve and be part of something meaningful.

Take Timing Out of It

You should always be looking for talent, not just when you need it. Otherwise, you will only be getting the people who happen to be available during that very specific window — and they may not be the best people for your team.

Applying the hum/sing/shout approach gets you out of the seasonality trend that decades of hiring managers have established. Instead, you develop a bench strength mindset that encourages you to constantly be networking, connecting, and sharing the vision of your organization. By learning how to hum, you can add depth to your existing team and find the best people to grow your organization, regardless of when you hire them.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS Report: Employment Summary for January 2021_

Total nonfarm payroll employment improved slightly in January as robust gains in professional and business services were offset somewhat by declines in leisure and hospitality and in retail trade sectors. The January job gain of 49,000 was in-line with most analysts’ expectations and represented an improvement over the weak December Bureau of Labor Statistics (BLS) report. Unemployment rate fell by 0.4 percentage point to 6.3% in January or 10.1 million unemployed persons.

The BLS noted the labor market continued to reflect the impact of the coronavirus pandemic and efforts to contain it. However, the data suggests that the impact of the virus might be lessening; the sharp rate of decline in the large leisure and hospitality sector moderated as government mandated restrictions eased during January.

As noted in the Wall Street Journal today many economists expect the economy could benefit from further government stimulus. Congress is considering as much as $1.9 trillion in additional financial aid to help households and businesses. The proposal would bolster unemployment aid, provide funds for vaccine distribution, and send $1,400 checks to many Americans.

“The resiliency of the U.S. labor market and overall economy is reflected in today’s BLS Employment Situation Report. Our clients’ hiring activity in many sectors of the economy demonstrates that same resiliency as talent consultants from our Network of over 300 executive recruitment offices continue to see solid demand for executive and managerial talent across technical and professional roles,” said Bert Miller, President and CEO of MRI. “But, as demonstrated in today’s BLS data, the job recovery remains uneven in the white-collar roles where much of our Network focuses. I urge political leaders to avoid a ‘government knows best’ solution as they design stimulus programs. It is vital to include input from the people driving private sector hiring that will propel the economy to new heights.”

The BLS reported that in January, 23.2 percent of employed persons teleworked because of the coronavirus pandemic, slightly below December rates. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically due to the pandemic.

In assessing today’s BLS report Dan North, senior economist at Euler Hermes North America saw signs of momentum, ‘it may be a few months before warmer weather, less COVID-19, and more consumer confidence before consumers go on a shopping spree which will provide the real stimulus and job creation.”

As reported by the BLS, in January employment in professional and business services rose by 97,000, with temporary help services accounting for most of the gain (+81,000). Job growth also occurred in management and technical consulting services (+16,000), computer systems design and related services (+11,000), and scientific research and development services (+10,000). These gains were partially offset by job losses in services to buildings and dwellings and in advertising and related services.

Employment increased in local government education (+49,000), state government education (+36,000), and private education (+34,000). The BLS noted that in both public and private education, pandemic-related employment declines in 2020 distorted the normal seasonal buildup and layoff patterns. This likely contributed to the job gains in January.

Wholesale trade continued to add jobs in January (+14,000) as did mining with a gain of 9,000 jobs.

As previously noted, employment in leisure and hospitality declined by 61,000, following a steep decline in December (-536,000). In January, employment edged down in amusements, gambling, and recreation (-27,000) and in accommodation (-18,000). Employment in food services and drinking places was down (-19,000).

Retail trade lost 38,000 jobs in January, after adding 135,000 jobs in December.

Employment in healthcare, transportation and warehousing, manufacturing, and construction changed little versus the prior month as did jobs in other major industries, including information, financial activities, and other services.

“A critical need is to prioritize upskilling talent as today’s businesses deal with fundamental changes to the world of work spurred by digital transition. Our most successful clients are investing in their current workforce to make them better performers today. More importantly, they are anticipating the new skills their existing teams will need to thrive in future.

“That same model should apply to governmental stimulus programs. They should encourage every company to invest capital into upskilling their current workforce while providing added help to the most impacted industries like hospitality, travel, and traditional retail as they adjust to a new world of contactless purchasing, off-premises consumption, and automation that adds new value to the consumer experience. Provide the stimulus to the businesses who are at the front line of transformation and let the recovery accelerate,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

4 Ways to Update Your Hiring Strategy This Year_

The new World of Work has compelled companies to take a fresh look at the way they do just about everything. And in the course of making necessary adjustments, they’ve come away with insights that will prevail well after the crisis has passed. From how they schedule meetings and manage teams to how they fill open positions and promote their culture, they are adjusting to the demands of the hybrid workforce.

“Remote working on a large scale and the evolving hybrid workplace are uncharted territory for most companies,” says Bert Miller, President and CEO of MRI. “But we are already seeing signs that business leaders are learning from the experience and pivoting in the direction of strategies that will successfully move them forward.”

Miller outlines four ways leaders can optimize their talent attraction and retention strategies for the new World of Work:

Clarify Job Descriptions

Job seekers are looking for security and safety, which often translates into work-from-home opportunities. “When you’re writing a job spec now,” says Miller, “the scope of telecommuting should be clearly outlined. Whether you’re looking for people to fill remote, hybrid, or in-office roles, be clear from the first touchpoint. Communicate expectations for the position and outline what you’re doing to keep your team safe and supported. You’ll build trust in the company and increase the likelihood that strong candidates follow through with the entire recruitment process.”

Update Priority Skill Sets

Recruiters and hiring managers are already closely monitoring the traits in employees that will determine long-term hybrid success — but those key traits are shifting as the World of Work moves increasingly online. “You need people who can communicate well and maintain a team approach even when they’re not able to be together in a communal setting,” explains Miller. Remote working requires discipline and a proactive, self-motivated approach — something all workers don’t necessarily possess. When reviewing candidate resumes, Miller suggests that it can be helpful to determine if candidates have worked remotely in the past, perhaps on interim assignments, and how successful they were in those situations.

Implement Digital Hiring Practices

As companies look to fill open positions, recruiters and hiring managers are turning to digital hiring tools to make the most effective decisions, including programs used to facilitate pre-hire assignments and virtual interviews. “Digital, remote-ready recruitment and candidate screening tools were in use before the pandemic, but now they can help you even more effectively seek out and engage talent,” says Miller. “Properly applied, they can also cut down on time-to-hire and encourage enduring employee satisfaction.” He points out that digital hiring and remote work eliminate geographic restrictions, giving companies access to a larger and more diverse talent pool than ever before.

Identify Reskilling Opportunities

The pandemic has accelerated the need for employees to undergo reskilling in order to meet the demands of our new World of Work. “It’s up to leaders to help their hybrid employees adopt the technologies they need to drive productivity by prioritizing their reskilling efforts,” says Miller. These may include company-wide training sessions on specific tools, individually selected courses, or one-on-one mentoring. There’s an added responsibility for managers to pay close attention to how their people are faring, including from a professional development standpoint, and to anticipate their needs before problems arise.

Flexibility and resilience are paramount in adapting to change. The companies that not only adapt to the new World of Work but also learn from it and improve upon their old ways of doing things are the ones that will survive, prosper, and grow.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How to Build a Hybrid Workforce_

By now you’ve seen and heard a lot about the hybrid workforce that is destined to be part of the new World of Work for the foreseeable future. As we get closer to a vaccine and the end of the pandemic, it’s unlikely that you will go back entirely to the old way of doing things altogether. So what should you be doing to facilitate the safe transition to a hybrid workforce in your organization? Although the prospect offers many advantages, it also comes with complications and difficulties that you should be preparing for now.

“The first thing to remember is that while some of your people love working remotely and want to continue with it, there are many others who truly miss the social aspects of working in a shared office space alongside their team members,” says Nancy Halverson, SVP Global Operations at MRI. “Shifting to a hybrid structure can help you to accommodate both groups.”

Halverson offers advice on navigating the transition with the least amount of disruption:

Start with your leadership team. Will they work from the office, remotely, or both? “I believe that most organizations will find it most beneficial to have their leaders work in the office at least part of the time,” says Halverson. “Before you announce the decision to move to a hybrid solution, work out the plan for your management team and communicate it to the people who work for them to avoid confusion.”

Reevaluate your team structure. “In many cases, it’s obvious that certain departments and positions have to be on-site, but you’ve probably already figured out ways to handle those safely,” observes Halverson. “For the rest, you need to determine which employees will continue working remotely full-time and which employees will work partly remotely and partly from the office.”

While these decisions are also driven by the nature of the individual role, it is also advisable to factor in personal preferences whenever possible. “Another possibility to consider is that people will change their minds,” says Halverson. “Some members of your team may ask to continue to work remotely and then find that they want to come back into the office part of the time. Determine how strictly you need employees to follow a specific working style, and communicate this in advance. For instance, will your physical space allow for flexibility, or have you downsized recently and do you need employees to commit to a specific schedule?”

Confirm your communication platforms. The pandemic has already forced most companies to beef up digital communication and enhance their collaboration tools. Going to a hybrid workforce means that technology will continue to evolve to meet employee and employer needs. Determine how your communication frameworks need to change to reflect your new team structures and to ensure employees don’t fall out of the loop or burn out from the pressure of being “always on.”

Your IT folks will also need an infrastructure that enables them to manage a remote workforce. This can include increasing cloud storage for more remote storage, enhancing security solutions to manage cyber threats, and implementing remote IT solutions to troubleshoot employee tech issues remotely.

Monitor your allocation of tasks. If your hybrid workforce is going to remain productive long-term, you have to ensure that tasks are spread evenly and fairly across both in-office and remote teams. “Particularly if managers are working from the office, there’s a tendency to assign new projects to people working in the same space,” warns Halverson. “So be conscious of this potential pitfall and be aware of who is doing what at any given time. The boundaries between personal and professional life are fuzzy now and you need to consistently conduct regular employee-manager check-ins, recognize employees for their hard work, and promote paid time off.”

Be wary of favoritism. Not only can a hybrid workforce lead to imbalance workloads, it can also lend itself to favoritism. “As a manager, it’s your responsibility to proactively include your remote team members in the fun times as well,” says Halverson. “Set up a video conference for your team lunches or happy hours to ensure you have the same opportunity to bond with everyone and that remote workers still feel like part of the culture.”

The pandemic has abruptly thrust many companies into this hybrid situation, and while some have seen this time as a growth opportunity, others floundering. Those companies that can adapt to the current circumstances with resiliency and flexibility are most like to outstrip their competition in our new World of Work.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Employment Situation Report - for November 2020

The U.S. economy added 245,000 non-farm jobs in November, below the 410,000-job growth forecast by economists. The unemployment rate edged down to 6.7 percent. While November is the seventh consecutive month of both job growth and unemployment rate improvement, the pace of that improvement has moderated reflecting the ongoing coronavirus and efforts to contain it.

However, as noted by Wall Street Journal reporter Sarah Chaney Jones, current vaccine rollout plans will be a factor in future job growth, “The labor-market recovery from the pandemic’s job destruction this spring has been stronger than most economists forecast. Many expect widespread vaccine distribution to eventually help lift the economy as businesses are allowed to reopen and consumers feel more comfortable traveling, going to the movies and returning to other in-person activities involving proximity to other people.”

The Bureau of Labor Statistics (BLS) reported in November, notable job gains occurred in transportation and warehousing, professional and business services, and healthcare. Employment declined in government and retail trade.

“With this month’s BLS Employment Situation report, the economy is once again reflecting a broad-based underlying optimism bolstered by recent COVID-19 vaccine announcements,” said Bert Miller, president and CEO of MRI. “Members of our Network of over 300 executive recruitment offices sense a building momentum particularly in sectors like healthcare, construction, financial services, and professional services as client firms intensify their search efforts for the top executive, technical, professional, and managerial talent who will lead the evolution of their business models into 2021.”

The BLS reported in November, 21.8 percent of employed persons teleworked because of the coronavirus pandemic, up from 21.2 percent in October. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically because of the pandemic.

Commenting on the November report, Sameer Samana, senior global market strategist at The Wells Fargo Investment Institute noted, “While disappointing, this news should be somewhat offset by the increasing odds of another fiscal stimulus package, and a Fed that stands ready and willing to do more to help the economy.”

Looking to future months, David Berson, chief economist at Nationwide Mutual Insurance Co. provided an additional optimistic outlook, “As infection rates go down, as the number of people vaccinated goes up, then we’ll start to see ... business activity expand at a faster rate, and we will see the employment numbers pick up more strongly.”

As reported by the BLS, employment in transportation and warehousing rose by 145,000 in November. Employment rose by 82,000 in couriers and messengers and by 37,000 in warehousing and storage; since February, employment in these industries has increased by 182,000 and 97,000, respectively. Job growth also occurred over the month in truck transportation (+13,000).

In November, employment in professional and business services increased by 60,000, with about half the gain occurring in temporary help services (+32,000). Job growth also occurred in services to buildings and dwellings (+14,000).

Healthcare added 46,000 jobs in November, with gains occurring in offices of physicians (+21,000), home healthcare services (+13,000), and offices of other health practitioners (+8,000). Nursing care facilities continued to lose jobs (-12,000). Overall, there are 527,000 fewer healthcare jobs than February.

Construction gained 27,000 jobs in November. Employment rose in residential specialty trade contractors (+14,000) and in heavy and civil engineering construction (+10,000).

In November, manufacturing employment increased by 27,000. Job gains occurred in motor vehicles and parts (+15,000) and in plastics and rubber products (+5,000).

Financial activities added 15,000 jobs in November. Gains occurred in real estate (+10,000) and in nondepository credit intermediation (+8,000). Financial activities have added 164,000 jobs over the past 7 months, but employment in the industry is 115,000 lower than in February.

Employment in wholesale trade continued to trend up in November (+10,000). Government employment declined for the third consecutive month, decreasing by 99,000 in November.

Employment in leisure and hospitality changed little in November (+31,000) but is down by 3.4 million since February. Arts, entertainment, and recreation added 43,000 jobs in November, while employment in food services and drinking places changed little (-17,000). Employment in other major industries, including mining, information, and other services, also showed little change in November.

“Our Network members are continuing to see client organizations invest boldly in growth, as they work to avoid the dangers of recency bias. We are helping our clients ensure they don’t over-index on the most recent global events to guide their decisions, but instead remain committed to objectively evaluating the full picture and focusing on what has historically driven economic vitality: great talent,” said Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com