FEATURE
QC
HUMAN RESOURCES
For Cities, Competition is Tough Getting back to recruiting basics with modern benefits by Patti Graganella and Laura Garber Florida League of Cities
T
he pandemic was an earthquake to the working world that changed the business landscape. The dynamic and foundation are completely different as we try to get back to solid ground. Navigating the new normal is proving to be an uphill battle, especially when we cannot yet see the top of the proverbial mountain. Recruiting has been no different. The public and private job markets are faced with more vacant positions than there are applicants looking for work. The modern techniques of the past few years have not adapted as quickly in our pandemic environment, which has caused employers to scramble for alternative solutions. It is not as easy as just posting an open position on a big-name job site and search engine and finding that perfect hire. In a world of unknowns, the human resource profession can rely on something that is the center of its vocation: people. As cities navigate a tough competition for workers, getting back to the basics of people may prove to be the simplest yet most effective answer through (existing) employee referrals and old-fashioned networking. Maximizing a strong employee referral program can be very successful in recruiting efforts. According to a recent benchmarking survey from the Society OJOGABONITOO/ISTOCK/GETTY IMAGES PLUS/GETTY IMAGES
for Human Resource Management , it
is the number one source of new hires. Every employee can be a “recruiter” for their organization. Why not incentivize the deal by motivating workers to recruit from within their existing networks? Organizations are known to offer a wide range of monetary bonuses for staff members who can refer qualified candidates. The cash incentive can vary based on the size of the organization and the seniority level of the position. According to ERIN, a smart employee referral platform, $2,500 was the average employee referral bonus in 2019, coming in substantially lower than what an organization may pay for a recruiting firm, which is an upward cost of $20,000. It can be a win-win for the city and employees since most employees find it rewarding to help their friends and organization. In addition, companies should brand themselves as a great place to work. Let the staff be proud of the city workplace that they have helped to build and share that information through a Facebook page, an “employee experience” brochure or a section of the organization’s website. Include employee testimonials, pictures and videos. Employees can be a walking billboard for the organization and give a firsthand experience of the culture.
Recent employment trends point to candidates looking for jobs with good benefits, a work-life balance and competitive pay. Although all cities would like to be competitive, not all organizations can change their pay structures. What cities can do is complete their homework, evaluate the market data and start to make small changes toward the future. Consider telecommuting opportunities, flexible work schedules and incentives found outside of the box. These inexpensive modern benefits are not only attracting new talent but keeping the existing workforce from looking elsewhere. While cities navigate a tough competition for workers, they are encouraged to continue to evaluate modern benefits and take small steps to keep up with the times in an evolving business landscape. Patti Graganella is the Chief Administrative Officer of the Florida League of Cities and is responsible for human resources and other areas. Laura Garber is a Human Resource Officer at the League. QC
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