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A Publication of WTVP

The Great Reassessment

by Dee Brown |
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The pandemic has caused shifts, both corporate and in a more general sense, that have resonated throughout the world. The start of 2020 saw many people migrating from the office to a cozy nook in their own home. For many, this was the beginning of a couple of years’ worth of remote work.

Fast forward to the present, and in some areas, life is beginning to return to some semblance of normality.

As economies and businesses reopen, the demand for labor has begun to greatly outpace the supply of workers. Businesses have been left having to cut back on services or reduce the production of goods, sometimes raising prices to compensate. While staff shortages are nothing new, the pandemic has most definitely made the situation worse.

Many companies are now looking for ways to help cope with these difficulties. Here are a few suggestions:

Make apprehensive prospects more comfortable

If you’re looking to recruit workers post-pandemic, it is essential to focus on workplace flexibility. Allowing employees to work remotely or creating a hybrid approach can provide the type of flexibility necessary to attract and retain new recruits. People have been living under the looming cloud of COVID-19 for more than two years now and the thought of going back into the office may not be something that excites them. Employers should be looking for ways to set themselves apart in this competitive market.

Employers need to also demonstrate that their business provides a stable employment opportunity. After seeing business shutter during the pandemic, employees now rank job security and stability at the top of their lists. Employers who are transparent will build trust and confidence with employees, which will contribute to the sense of stability necessary to recruit and retain new employees.

Offer incentives for new employees

Depending on circumstances and the type of business, employers should consider offering gain-sharing or profit-sharing to their workers.

A profit-sharing system is a very general option: If the company performs well and meets its goals, then the employees receive a bonus. It’s as simple as that. The requirements to earn the bonus are usually nebulous, so most of the time, employees don’t necessarily know what they’ve done to receive them. They just know that the company did well for that specific quarter.

Gain-sharing typically has much more specific requirements to be fulfilled before employees receive the bonus. Often, gain-sharing can be a better motivator because people know precisely what metrics are being measured and what goals they need to achieve. However, profit-sharing might be a better option if the company is in dire straits due to a labor shortage.

Other incentives may include free training, gift cards, vouchers, a day off with pay, etc.

Some additional suggestions

If the organization is having difficulty finding staff for specific roles and skillsets, then one good option is to teach your current staff all the skills that your organization is lacking. Often, this can be a suitable alternative while you’re trying to fill in those gaps in your workforce. Teaching existing employees new skills can lead to them being more motivated, productive and loyal.

It’s not uncommon in companies to have people in one role who might be better suited in another role. So, during a time of staff shortage, consider the current staff and evaluate whether or not they are best suited in their current role. After evaluating, don’t hesitate to proceed with new job assignments.

When choosing to reskill an employee, it’s important to have a training program in place specific to your organizational needs. Often, when you reskill a pre-existing skill, it requires fewer resources and less time since they are already familiar with a lot of your processes and procedures. New employees have to be trained in that and more.

Dee Brown

Dee Brown

is an entrepreneur, author, speaker, philanthropist and host of the WTVP program Self-Made with Dee Brown CEO. He is president and CEO of The P3 Group Inc. in Memphis, the nation’s largest minority-owned development and construction firm.
A member of the Forbes Business Council
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