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The hiring process is one of the most critical aspects of building a successful organization. The key to ensuring that the workforce is diverse, skilled, and capable of contributing to the company’s growth lies in recruiting the right people.

However, one of the challenges that HR departments often face is the hiring of relatives or nepotism within the workplace. Nepotism, the practice of favoring relatives or close friends in employment decisions, can lead to various issues, including conflicts of interest, resentment among employees, and a compromised work environment.

Here, we aim to provide HR professionals with valuable insights and strategies for handling the hiring of relatives in a fair and transparent manner.

Why Hiring Relatives Can Be a Problem

First off, not all situations involving hiring relatives are undesirable. In close-knit family businesses, hiring relatives is unavoidable. For example, bringing sons and daughters on board is a part of corporate succession planning. In such cases, the head of the family business may see grooming the next generation as continuity of culture and business practice for the company.

On the other hand, nepotism becomes a problem in larger corporations or in government organizations. Conflicts of interest and accusations of favouritism can crop up, even if the relative hired is indeed the most qualified person for the job. Among the rest of the workforce, the appearance of fairness and neutrality must be kept.

Addressing Hiring of Relatives

Develop a Clear Nepotism Policy

To effectively address nepotism, companies should establish a comprehensive nepotism policy. This policy should outline the organization’s stance on hiring relatives, the procedures for reporting potential nepotism, and the consequences for violating the policy. By having a clear policy in place, HR professionals can ensure that all employees are aware of the company’s expectations and consequences related to nepotism.

Consistent Application of Policies

Consistency is key when it comes to enforcing nepotism policies. HR professionals must ensure that hiring decisions are made based on merit, qualifications, and skills rather than personal relationships. It is essential to apply the same standards to all employees, regardless of their familial connections within the organization. This consistency helps maintain fairness and equity in the workplace.

Transparent Hiring Processes

Transparency in the hiring process is crucial to building trust among employees. HR professionals should ensure that all job openings are posted internally and externally, allowing a wide pool of candidates to apply. Additionally, interview panels should be diverse and include individuals who are not related to the candidate. This approach helps mitigate suspicions of bias and ensures that the best candidate is selected for the job.

Avoiding Direct Supervision

One effective way to manage nepotism is to avoid placing relatives in positions where they would directly supervise or manage each other, either through a solid-line or dotted-line reporting basis. This practice reduces the potential for conflicts of interest and favoritism. Instead, consider placing relatives in separate departments or teams to minimize the risk of nepotism-related issues.

Employee Education and Training

HR professionals should conduct regular training sessions for employees and managers on the company’s nepotism policy and the importance of fair hiring practices. By educating the workforce, you can raise awareness and promote a culture of fairness and professionalism.

Reporting Mechanisms

Establish a confidential reporting mechanism for employees to voice concerns about potential nepotism. Employees should feel comfortable reporting any perceived violations of the nepotism policy without fear of retaliation. HR professionals should investigate all reports thoroughly and take appropriate action when necessary.

Ethical Leadership

Leaders within the organization should set an example of ethical behavior. They should avoid engaging in nepotism themselves and be held to the same standards as other employees. Leadership commitment to ethical hiring practices is essential for fostering a culture of fairness and integrity.

Hire Smart with BrioHR

Hiring relatives can be a minefield, but it doesn’t have to be with BrioHR. With BrioHR’s onboarding module, you can ensure that everyone, regardless of relationship, can go through a standardized onboarding process. This is essential for fairness and transparency, while also helping new joiners get up to speed as fast as possible.

The post Navigating Nepotism: Handling the Hiring of Relatives appeared first on BrioHR.

As HR professionals, a key objective is to ensure that new joiners have a positive and enriching experience within the workplace. One crucial aspect of this experience is building strong relationships with colleagues. Encouraging new joiners to make friends in the office can significantly contribute to their job satisfaction, productivity, and overall well-being.

Here, we’ll explore some effective strategies for HR professionals to facilitate these connections and create a more inclusive and welcoming work environment.

Create Welcoming Onboarding Processes

The journey towards building friendships often begins during the onboarding process. HR professionals should design an onboarding program that not only focuses on job-related training but also includes activities and events that foster interpersonal connections. Consider incorporating icebreaker activities, group lunches, or team-building exercises to help new employees get to know their colleagues in a relaxed and comfortable setting.

Promote a Culture of Inclusivity

Inclusivity is the cornerstone of a workplace where friendships can thrive. HR should actively promote a culture that values diversity and encourages employees to appreciate and learn from one another’s backgrounds and perspectives. This inclusivity can be reinforced through diversity training, awareness campaigns, and open discussions about the importance of workplace friendships.

Implement Buddy Systems

Pairing new employees with experienced colleagues as “buddies” is an excellent way to facilitate friendships. These buddies can act as mentors, guides, and friends, helping newcomers navigate the workplace, introducing them to others, and offering support. Establishing a buddy system can be a formal part of the onboarding process or an ongoing initiative to ensure that every new hire has someone to turn to.

Organize Social Events

Regular social events outside of work hours provide an ideal setting for employees to connect on a personal level. HR can organize activities like teambuilding outings, sports activities, or volunteer opportunities to encourage socializing among colleagues. These events create an informal atmosphere where employees can relax and form lasting bonds.

Foster Cross-Departmental Collaboration

Encourage collaboration and interaction between different departments or teams. HR can initiate cross-functional projects, committees, or workshops that require employees from various areas to work together. Such initiatives not only enhance professional skills but also facilitate social interactions and friendships among colleagues who might not otherwise cross paths.

Provide Comfortable Spaces for Interaction

Designing the physical workplace with comfortable common areas can encourage spontaneous interactions. Break rooms, lounges, or collaborative workspaces equipped with comfortable seating, games, and amenities can create an inviting environment for employees to chat and bond during breaks.

Recognize and Reward Team Building

Recognizing and rewarding employees who actively contribute to team building and fostering workplace friendships can be a powerful incentive. Acknowledgement through awards, certificates, or other forms of recognition can motivate employees to engage in activities that promote camaraderie.

Encourage Open Communication

HR professionals should promote open communication channels where employees feel comfortable sharing their thoughts, concerns, and ideas. This creates a sense of belonging and trust, making it easier for individuals to initiate and maintain friendships within the organization.

Lead by Example

HR leaders and management should lead by example. Their behaviour and interactions with colleagues set the tone for the entire organization. Encourage senior management to engage in team-building activities, mentorship programs, and social events to demonstrate the importance of workplace friendships.

Set the Onboarding Tone with BrioHR

Encouraging new joiners to make friends in the office is not just about improving workplace morale; it’s also about enhancing productivity, retention rates, and overall job satisfaction. BrioHR’s onboarding module helps that process along by introducing a systematic, digitalized onboarding flow that can be customized to each new joiner. While BrioHR can’t help you make friends, it can make the transition to a new company much smoother and easier.

The post 9 Methods to Encourage New Joiners to Make Friends appeared first on BrioHR.

Years ago, new employees were told to just turn up for work and expected to get on with their job. Now, the process of onboarding (or orientation, or induction) is important for many HR leaders. How you welcome new staff to the team plays a huge role in their performance over time.

Why Onboarding Is Important

Onboarding a new employee is a critical step in enhancing productivity and retaining talent. According to Gallup research, employees that have a great onboarding experience are 2.6 times more likely to be extremely satisfied with their workplace.

Many Singaporean business leaders should know that the employment relationship is a two-way street. Not only do they hope to hire the right person; the employee also needs to know that they’re in the right job. The onboarding experience is the company’s chance to show that they are indeed a great place to work.

Depending on the role, the onboarding process can last from just a day, or up to a year or more for senior, more complex positions. The goal of a great onboarding experience is to:

• Enable employees to feel welcomed as a valued team member.
• Establish a sense of belonging.
• Know what the company does, and how they contribute.
• Build confidence in the new joiner’s role and their relationships with colleagues.
• Set clear expectations about their performance over time.

With this in mind, we’ve compiled this handy checklist for you to summarize the onboarding process.

One Week Before: Pre-boarding

The onboarding process begins as soon as your job candidate accepts the offer. Completing pre-boarding means that the employee’s first day can be spent providing a warm welcome instead of getting bogged down in admin work.

• Ensure the employment contract is duly signed and all relevant parties have a copy. Digitally signed documents are faster and more convenient!
• Check that the employee has the right to work in Singapore.
  • If you’re hiring a foreigner, you need to apply for a valid pass with the Ministry of Manpower.
• Set up payroll for the new joiner, including salary, CPF rate, SHG contributions, SDL etc.
• Set up all relevant systems and assets for the new joiner by checking with the IT team, e.g. company email and login credentials for company intranet.
• Extend a welcome email to the new joiner. Things to include are:
  • Their start date and office hours.
  • Office address.
  • Their first-day schedule.
  • A copy of the employee handbook.
  • Parking arrangements (if applicable).
  • Dress code (if applicable).
  • Instructions for them to log in to their company email.
  • A link to online onboarding software (like BrioHR) for them to submit relevant documentation (e.g. NRIC, work passes etc).
• Extra: prepare a welcome pack for their first day. Include company-branded goodies like stationery and T-shirts in a company swag bag – new hires will appreciate this!
• Optional: remove the job posting if still active.

Day One: Orientation

The first day at work can feel like the first day at school: awkward. Spend the day getting to know each other and giving them a sense of what it’s like to work for the company, rather than throwing them head first into work.

The new employee will then be able to understand the organisational structure, the company’s culture, and how various departments work with one another.

• Show the new joiner their seat (with their welcome pack prepared) and introduce them to their department and teammates.
• Organize a tour of the office and introduce the new joiner to the business leaders.
• Ensure the new joiner has submitted all relevant documentation, including:
  • ID documents (NRIC or passport plus work pass).
  • Bank details for salary payment.
  • Emergency contact details.
  • Any relevant certifications, university degrees etc.
• Give the new joiner their access card as well as explain any security procedures.
• Ensure they have access to their company email as well as all relevant software tools.
• Walk them through the employee self-service app (like BrioHR), including how to apply for leave, access their payslips, claim for expenses etc.
• Let them know key contacts such as HR, IT etc.
• Send an internal email announcing the arrival of the new joiner, including:
  • Their full name.
  • Job title and department.
  • Optional: any interesting facts (e.g. hobbies, professional background etc)
• Optional: assign a buddy to the new joiner who can serve as their guide to the workplace. Having a buddy will ease the transition process and give the new joiner a point of reference.

Week One: Acclimatization

As the days go by, the new joiner should start getting used to their routine. Their manager would have already assigned to them their first tasks. If the employee requires training, this is the time that the training and support period will really kick in.

• Get their manager to check in daily with them. Take some time to see how they are doing and invite any questions they may have.
• Remind them of their probation period and their KPIs.
• Set goals and probation reviews for the employee at regular intervals, e.g. at 30 days, 60 days, 90 days etc.
• Plan regular lunches with the team to bond and build better relationships.
• Optional: plan a 1-on-1 with the C-level executive or most senior manager responsible for the team. When even the boss makes time for new joiners, this shows employees that the company really cares.

One Month to Six Months: Assimilation

By now, the new joiner would have completed training and started contributing to the team.They would have also formed bonds with their colleagues, customers, and other stakeholders.

Also, a big milestone is approaching: the end of the new joiner’s probation period. Probation periods normally last from three months to six months depending on the company.

• Not everything needs to be serious – invite the new joiner out for any company events like sports, festive get-togethers etc.
• Continue setting targets and remind them of the company’s expectations of their role.
• Conduct the new joiner’s probation reviews. Let them know:
  • Their strong points.
  • Areas for improvement.
  • Any training that may be required.
  • If they are on track for confirmation.
  • What they need to do if they are not.
• Conduct informal reviews in between their probation reviews.
• Go through the employee’s probation reviews and manager feedback. You now have a choice:
  • Confirm the employee.
  • Extend their probation period.
  • Let the employee go, following all procedures and the notice period stipulated in the contract.

Six Months and Beyond

After confirmation, your new joiner is now a full-time employee! But that doesn’t mean the employee experience stops there. Research by Michael Page shows that, on average, employees will start to think about changing jobs 18 months into a new job. Thus, delivering a great employee experience even after onboarding is crucial to continued performance and employee retention.

Onboard New Joiners the Right Way With BrioHR

Designing an onboarding process differs from company to company. But with BrioHR, you can make the right first impression, improving employee engagement, productivity, and retention. With automated reminders and notifications, you can make the onboarding process as systematic as possible following this checklist.

Furthermore, you don’t onboard an intern the exact way you onboard a C-level executive. You can easily customise your onboarding process and create multiple onboarding tracks as needed.

The post Onboarding a New Employee in Singapore (Checklist Included) appeared first on BrioHR.

However, many businesses’ recruitment practices are firmly rooted in the preferences of older generations. The new cohort of Gen Z employees have a different ethos to those that came before them. This is due, in part, to the rapidly changing world in which they grew up in.

Therefore, to successfully recruit and retain Gen Z employees, you need to bridge the generation gap and know what they are like. In short, Gen Z is:

• Digital first: Gen Z has never known a world without the internet. The smartphone was invented when most of them were toddlers. Previous generations adapted, sometimes unwillingly, to innovations like social media, on-demand entertainment, and an ‘always-on’ lifestyle. On the other hand, Gen Z takes these for granted, with little to no memory of the pre-smartphone age.
• Socially conscious: Gen Z came of age amidst climate change, political polarization, and increasing social and economic inequality. It’s no surprise that this has shaped a progressive worldview, in which Gen Z feels like they have to make a difference through their choices. They want to be associated with brands and organizations that share their values.
• Financially pragmatic: The parents of Gen Z-ers were hit by the Great Recession, economizing on everything from daily necessities to housing costs. Many families never really recovered from the financial shock of 2007-2008, driving their Gen Z children to adopt a pragmatic, thrifty attitude towards money.
• Astute customers: When it comes to making decisions, Gen Z have a wealth of information at their fingertips. As tech savvy customers with access to social media, Gen Z can and do make more informed decisions than their older peers, in every aspect of life from purchasing to job seeking.

Here are eight things you need to be doing right now to hire Gen Z talent.

1. Be Authentic

Disillusioned by the ‘perfect’, curated images on social media, Gen Z craves the messy reality of authenticity, warts and all. This should be reflected in your employer brand.

If your company has any shortcomings, don’t try to sweep it under the rug – Gen Z will know about it from social media. Instead, own your mistakes and clearly communicate your plan to fix these mistakes. At the same time, encourage your people to be open and honest about their experiences at the company.

The same goes with your job listings. Don’t set unrealistic expectations for candidates, for example requiring an entry-level job to have three years of experience. While it’s important to weed out inexperienced jobseekers, you could also potentially miss out on younger, suitably qualified candidates.

2. Work Towards Something Bigger

Closely related to authenticity is the purpose of the company. Prospective Gen Z talents look for companies that align closely with their values – to do good, to make a difference, to make the world a better place. In short, they want to find meaning in their work.

Hence, your organization’s mission and values need to be spelled out clearly to attract Gen Z talent. HR also needs to talk about how these values are translated into the job scope and its day-to-day functions. Show your talent how their role – no matter how insignificant – can make a difference.

3. Emphasize Learning and Career Growth

Gen Z employees have a different set of career priorities compared to their older counterparts. In particular, they want opportunities to develop and grow. This does not just mean climbing the corporate ladder – instead they are looking for ways to learn new skills and new responsibilities.

Furthermore, Gen Z is infamous for job-hopping, but they’re not job-hopping out of spite. Career stagnation sets in much earlier for this cohort, especially when they see the options available to them on social media. Employers can take advantage of this restlessness by showing them internal pathways to development, encouraging them to job-hop internally instead. This gives them the chance to find what they like and chart a long-term career path – hopefully with your company.

4. Connect Face-to-Face

Despite their digital-first mindset, Gen Z jobseekers desire face-to-face contact with potential employers. They can feel overwhelmed by the massive amount of information online, and they need to talk to a real person to validate their choices.

Hence, physical events like job fairs and open days are still key to recruiting Gen Z talent. They get the chance to talk to a real representative of the company, while the business is able to ‘sell’ its employer brand to the younger generation of talent.

5. Encourage Referrals

Similarly, when searching for a job, Gen Z candidates value referrals from a company’s current employees more than any other option. Of course, online job boards and company careers pages are important sources of information, but nothing beats a personal testimonial from someone they know.

6. Be Fast

Gen Z is used to getting everything instantly. This translates to job offers as well. Not only do 17 percent of Gen Z jobseekers expect an offer less than a week after the interview, they also expect to receive more than one job offer.

When communicating with recruiters, they also expect replies to be instant, with information available at their fingertips. Companies will need to step up and streamline their hiring processes in order to compete for young talent.

7. Be Flexible

The pandemic let the flexible working genie out of the bottle, and there’s no way to put it back in. Flexibility in terms of where and when to work has emerged as one of the most alluring perks for employees during the Great Resignation. And it’s even more crucial especially for the newest generation of talent.

Hybrid working will be the norm for Gen Z, and its all to do with work-life balance. For example, if your company emphasizes employee well-being, truly mean it by investing in employee benefits and giving flexible perks like remote working.

8. Communicate Openly

More than anything else, fairness and openness feature greatly in Gen Z values. Your company’s hiring process should also reflect that.

Subjecting candidates to paper applications, making them jump through multiple hoops, and ignoring their questions are surefire ways to turn off Gen Z talents. As they enter the workforce amidst the Great Resignation, Gen Z candidates have myriad job offers to choose from if the recruitment process is slow, cumbersome, or both.

What companies can do instead is to clearly communicate to Gen Z talents the interview process, e.g. how many interview rounds, any tests needed etc. During the hiring process, companies should also let interviewees know if they have passed the first interview round, second interview round, and so on in a timely manner. Even if they are rejected, letting them know with a simple rejection letter is much better than ghosting them.

Recruit Generation Z with BrioHR

With BrioHR’s digital solution, your company can keep up with Gen Z’s speed of thought. BrioHR’s recruitment module allows HR to collect and share feedback from candidate screening and interviews, boost collaboration between departments, and make faster and more robust hiring decisions.

This speed and openness will give your business the edge in hiring the next generation of talent.

With 9 powerful modules, BrioHR’s software covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more.

This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

The post 8 Things You Should Be Doing to Recruit Generation Z appeared first on BrioHR.