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    5 Ways Employers Can Support Redundancy Survivors

    Mention the word redundancy and people inevitably think of the unfortunate individuals who are let go from their roles – and rightly so. Being on the receiving end of redundancy can be a life-altering experience professionally, financially and emotionally.
    But the effects of redundancies are felt more widely than simply by those who leave the organization. In the aftermath of a redundancy program, what happens to the people left in the workplace – the survivors? And how can employers ensure they get the support they need?
    1. Scratch beneath the surface
    For employees still in their roles, on the surface, nothing has changed. They still have paid employment and don’t have to go through the upheaval of finding and settling into a new job. They’ll avoid the need to worry about their rent or mortgage payments if they cannot find employment before their redundancy pay runs out, with all the associated stress it would cause.
    After any redundancy program is complete, the employees who survived will initially likely feel a sense of relief. But the feelings that follow may cause them sleepless nights or worse. They might feel survivor’s guilt, but that may be the tip of the iceberg.
    Whether through overreaching, poor performance, or a takeover, the need for redundancies shines a light on the health of the business. Common thinking may go that if the company is in such dire straits that it needs to make redundancies, it may not be able to turn its fortunes around and become successful again. This may lead to more pressure to perform well – even if only self-imposed. Change can be stressful, especially when inflicted rather than by choice. There might be anxiety around the potential reshuffling to address gaps made by those who have left and concern around the potential for workloads to increase.
    How a manager looks after their remaining employees may well make the difference between the business merely surviving and actively thriving in the future.
    2. Respect the fear
    It’s commonly the case that once the redundancy process is over, the people left behind fear for their position within the company. They no longer feel safe and secure in their employment which is a difficult time for employers. Fear can be a great motivator, and the time after redundancies is often when people look around for a job that feels more secure or are open to being poached by competitors.
    Word of a company’s redundancies will be out worldwide, and other employers may have been keeping tabs on the situation. While this can work in favor of people who have been let go, it can spell disaster for the surviving team, already operating in the shadow of uncertainty and rocked by the recent departure of colleagues. Further employee churn is a major risk, with staff potentially following their former colleagues into a competitor’s ranks.
    For an employer to avoid too many resignations following a redundancy program, the best place to start is by listening. Whether on a one-to-one basis or through an employee opinion survey, hearing from the survivors is the only true way of discovering the remaining employees’ morale. Listening to their fears and concerns is crucial to addressing them – and setting them on a more positive path.
    3. Understand grieving
    If working relationships were close and productive, there might be a sense almost akin to bereavement for survivors. Employees will be grieving the loss of their colleagues, and, like any loss, these feelings can be compounded by their fear of what’s next or the stress of altered workloads.
    The emotional impact of missing a friend or colleague can be doubled by the impact of more work. If this is work that redundant colleagues previously undertook, it can feel like insult added to injury. This may be a step too far for survivors, resulting in increased rates of absence due to sickness. Like an elastic band, emotional resilience can only stretch so far – when it becomes too stretched, it will break.
    Monitoring absences and the reasons for them becomes crucial to understanding the pressures employees are facing. A good redundancy program should also include implementing or increasing mental health support for staff. If an employer lacks the resources to provide this support directly, they can provide advice and guidance on external help that might be available to the survivors.
    4. Remember every employee
    In the turmoil of a redundancy program and its aftermath, the focus typically falls on the staff let go and the survivors. But what is often overlooked is the wellbeing of the managers who have taken responsibility for the redundancies that have occurred.
    Much of the workload falls on managers, and due to their position, they are exposed to the stress of the process from every direction. But managers are also employees and may be grieving the loss of friends and colleagues, too, not to mention coping with feelings of guilt.
    It’s important for employers not to overlook managers and the help and support they might need. They will feel the strain if they previously managed a tight-knit and effective team and now have to regroup with fewer staff but a similar workload.
    It might be as simple as a forum where they can talk to other managers in the same position or something more in-depth like counseling. Whatever the response, they need the same support, encouragement and friendly ear as other survivors, as well as a sight of future opportunities.
    5. Shift the focus
    Good business leaders will always have a vision of where they want their business to be, its goals, and objectives. Hopefully, this vision has played a big part in the planning and rationale for the redundancy program, and has already been communicated to staff – both those who were made redundant and those who remain. Now that the business is dealing with the aftermath of those redundancies, there’s never been a more important time to double down on that vision.
    If employers are able to share their vision with the survivors effectively, it will give them an insight into what their future with your organization might look like and the opportunities available to them.
    With internal communications so crucial, this is the time for employers to build and improve their methods of engagement with their employees. Rewarding staff for innovation, celebrating their successes, or even considering long-term retention bonuses to critical employees can all form part of a concerted strategic effort to rebuild momentum.
    Creating a culture where everyone feels like they’re in it together, with shared goals and hopes, will enable employers to gradually shift the focus from a difficult chapter to an exciting future where every employee feels valued and can see the opportunities and better times on the horizon.
    Jill Aburrow (FCIPD) has more than 30 years’ experience in HR. She is the founder of Heartfelt HR and author of ‘Redundancy With Love: Getting it right for your people and your business’.
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    How to Effectively Respond to Candidates’ Final Interview Questions

    The seismic shift during the last two years has turned the labor market on its head. Today, there is a near record of ~11.2 million jobs available, with almost two job openings for every unemployed American. And with the constantly shifting landscape, companies continue to face high employee turnover and difficulty acquiring quality talent to fill open roles. Sixty-nine percent of recruiters believe attracting and hiring talent will be difficult for the remainder of the year, per the latest data from Employ Inc.’s latest Quarterly Insights Report.
    To overcome this challenge, it’s key to determine whether the role aligns with the expectations and preferences of job seekers. One of the best ways to find out is during the interview process. By opening the interview floor to questions from a job candidate, you have the opportunity to better understand what is important to them and make authentic connections in a highly competitive hiring environment. In the past six months, 72% of recruiters have encountered candidates who have, at one time, received multiple offers at the same time.
    “What motivates you [Recruiter or Hiring Manager] to stay on the team at your organization?”
    Job seekers know what they are looking for in their next position and want to be satisfied with their future employment. In fact, new research shows that 32% of workers would quit a job without having another one lined up if they don’t feel content or fulfilled with their job. Answering this question truthfully will help the candidate determine whether or not your organization is a good culture fit. Especially since 21% of job seekers cited poor company culture as the top reason for leaving a job in the last 12 months. Another thing to consider is welcoming the candidate to ask that same question to others. The different perspectives of your hiring team can help the candidate really understand the organization and how it might align with their values.
    “What has the company implemented to help drive improvement in the organization?”
    While this question is broad, your answer can help your organization stand out. Tie this answer to the initiatives implemented to build your company culture or improve the well-being of employees, such as mental health benefits, strong work-life balance, and flexible work arrangements, among others. Per Employ data, poor company culture is one of the top reasons employers switch jobs. You might also pull an example from how the organization was faced with a challenge, made a change, and was ultimately able to overcome that obstacle. In addition to a strong culture, reinforcing how your team solves problems collaboratively can really help improve the candidate’s understanding of why they would want to join your team.
    “How has the organization been performing against goals this year?”
    Job seekers want to know whether an organization is setting and achieving its goals. This is especially important for roles where reaching individual goals correlates with salaries, as compensation continues to be a driving factor in today’s hiring climate. Per Employ’s latest data, 42% of recruiters found making adjustments to compensation and total rewards to be the most helpful strategy in overcoming the tight labor market. That’s why it’s crucial to leave interviewees with a clear understanding of compensation, how attainable the goals are, and whether the organization has successfully achieved them.
    “What is [Hiring Manager’s] leadership style?”
    Misalignment on leadership styles can cause significant workplace issues and future career paths. That’s why job seekers need to understand their potential manager’s leadership style and for you to know how candidates like to receive direction and feedback. Answering this question with transparency is critical. Otherwise, you risk hiring a new employee who may not mesh well with the team. Employ data found that nearly one-third of workers who left their job after 90 days claim unsatisfactory company leadership as the primary rationale for departing.
    “Do you have any concerns about recommending me for this position?”
    If you have concerns about gaps in skills or experience, take the time to explain why those are important to the position and allow them to respond. The candidate’s response to the feedback can also signal how well they handle critical feedback and if they’re willing to grow in the areas they’re lacking. Pay attention to what experiences they highlight to help reduce your potential concerns. The conversation surrounding this question could ultimately make, or break, your decision to move forward with a candidate or their decision to accept the job.
    Overcome Hiring Challenges with the Right Technology
    Before an interview even takes place, sourcing the right talent for open roles is crucial. However, our data reveals the biggest challenge for over half of recruiters is finding and hiring quality candidates, while 62% said improving quality-of-hire is their top priority. In today’s tight labor market, recruiters must adapt their tactics and processes to identify the best possible candidates, which can be accomplished by investing in intelligent talent acquisition technologies to meet hiring goals.
    When determining the best solution for the needs of your talent acquisition (TA) team, ensure the technology has extensive experience in delivering recruiting results within your specific industry and business size. Identify solutions that go beyond applicant tracking and integrate a wide range of capabilities to support your hiring goals, including recruiting AI and automation, employee referral tools, analytics, and more. With these solutions, organizations will have everything needed to identify the best candidates for every job opening and the opportunity to dig even deeper during the interview process.
    Corey Berkey serves as Senior Vice President, People & Talent, at Employ Inc. 
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    What Does Your Tech Salary Look Like? A Review of Salary Trends

    When thinking about how your tech salary stacks up in this current hiring environment you’d consider factors like your job title, years of experience, and company size. 

    In this article we dive into these characteristics in relation to tech salaries based on data from Hired’s 2022 State of Tech Salaries. 

    Related: Should I Stay or Should I Go? Workers Explore Relocation to Improve Quality of Life, Pay

    So, What Do You Do?

    If you’re an Engineering Manager, you are paid more than other tech roles across the US, UK, and Canada. The US pays the highest for this role with an average of $196,000 (remote salaries reach $198,000!).

    The runner up for highest salaries in 2022 is US Software Engineers with average salaries of $160,469. US Product Managers take third place with average salaries of $157,602.

    For those who are not in Engineering roles (Design, Data Analytics, and Quality Assurance), the good news is these positions saw the highest salary increases from 2021 to 2022.

    In 2022, salaries for:

    Design roles in the US increased by about 8% to an average salary of $153,005 USD. The same roles in Canada increased nearly 20% to $121,773 CAD.Quality Assurance (QA) roles in the UK rose almost 10% to £68,215 GBP.Data Analytics remote salaries in the US increased about 8% to $142,565 USD.

    How Long Have You Been On the Job? 

    Years of experience will certainly sway your pay. Generally, working in tech longer correlates with a higher salary.

    It may not be surprising that those with more than 2 years of experience saw major salary growth in the US and Canada. 

    Mid-level (4-6 years of experience) US candidates, in particular, had the greatest salary jump – a $8,000 increase from 2021 to 2022. 

    Again, excluding very junior level roles (0-2 years of experience), remote salaries across all experience levels also saw increased growth between this year and last at $7-8,000 USD.

    Junior candidate salaries (1-2 years of experience) remained steady with little changes compared to 2021 in the US. However, they increased in the UK and for remote roles but decreased in Canada. We might attribute the salary decline to the increase of junior level  jobseekers on the platform.

    How Big Is Your Company? 

    It’s easy to assume the largest companies are associated with the highest salaries. 

    Contrary to popular belief, our data this year found that mid-market sized companies (300-1,000 employees) offer the highest average salaries in the US ($163,623) and UK (£85,312). That means they are passing up SMB (75-300), eSMB (0-75), and even the enterprise ENT (1000+) sized companies.

    However, in Canada enterprise-sized companies did pay the highest salaries. While this conforms to that conventional notion, note the pay was only slightly higher.

    How Does Your Salary Compare? 

    Use Hired’s Salary Calculator to see how companies value your experience. The calculator determines salary benchmarks based on real interview requests to help jobseekers like you know your worth. 

    Say you’re a Software Engineer with 5 years of experience. You’re based in Boston and skilled at Java. Here’s what the output would look like: 

    Give the calculator a try and see what you could be making with a company on Hired!

    We’ve reviewed some common parameters that contribute to how tech earnings might look. Framing what you earn around these trends may lend some insight into how your salary compares in this current hiring environment. 

    There are a lot more factors to explore including location, benefits, and being remote versus local. Check out the new State of Tech Salaries Report for all of the insights into tech salary trends and some more resources to help you navigate the market.  More

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    How to Become a Machine Learning Engineer

    Hired & Exponent Partner for Engineering Career Advice Video Series

    Hired recently completed a video series with our partner Exponent, featuring three of our talented engineers: Nico Thiebaut, Prakash Patel, and Dan Baker. They discussed topics such as:

    How to Become a Machine Learning EngineerEngineering Manager vs. Individual Contributor PathTop Programming Languages to Land a Job (in 2022).

    Here’s a quick summary of the first one! To watch the full interview, scroll down to the bottom of the article.

    How has the Machine Learning and AI career path changed over time and what’s behind that evolution?

    It’s constantly evolving. There’s a clear shift from machine learning and pure data science to a more holistic approach to roles. As companies collect more and more data, it’s inevitable to try to build predictive models. I think it’s a natural result of the age of data collection.

    What kind of education, technical knowledge, and soft skills are necessary for machine learning engineers?

    Success is achieved as a machine learning engineer from various backgrounds. Even though the role has been around for some time, it still feels new. While we look for diversity on our team, we try to hire people whose strengths will combine well with existing team members.

    Educationally, solid understanding of computer science and math is standard. In addition, I’d say:

    experience with software developmenta sense for businessstatistical modeling skillsunderstanding probabilitiesgreat at managing dataunderstanding DevOps is helpfulhow to develop and deploy models to production smoothly.

    No one person is skilled at all of these equally. It’s incredibly difficult to find someone who would check all of these boxes immediately, but I suggest spending the time to develop these skills in a basic way, at a minimum. Then, figure out which areas really drive you and find a team that needs that energy. Because machine learning is changing all the time, it’s likely you’ll find a time that’s a fit for your skillset.

    Are there computer science degrees and certifications for Data Science and Machine Learning?

    It’s a common mistake for companies to require machine learning degrees. Why? They’re relatively new, so there are few people with those specific credentials. Frankly, the demand for engineers with an ML degree doesn’t match the supply.

    A lot of folks, myself included, come to machine learning engineering from quantitative fields. I have a PhD in physics. On our team, we have people with computer science, traditional software engineering, and mathematics backgrounds. They’ve all moved into an ML role well. You don’t need a specific degree to be successful, it seems very open to various experiences.

    How can you pivot from different engineering fields? Which roles might be easiest?

    While pretty flexible, I’d say traditional software engineers who remember math concepts well probably have the easiest time and quickest path to success. Another extremely useful and valuable transferrable skill is the craft of software engineering. It can take a long time to develop that.

    So, if you’re someone who has, you’ve got a big headstart. More ML engineer practitioners strengthen software development skills as they become more experienced, obviously. So, if you’re a software engineer, the pivot is a natural one.

    What do machine learning interviews typically look like?

    Generally, they resemble interviews for software engineering roles. It commonly starts with a couple of technical interviews. You may meet with a cross-functional stakeholder, someone you’d likely work with on a project. This person might be from a department like Revenue, or Product Marketing and less technical.

    The interview with the hiring manager may be toward the end. As for the technical portions, they’re commonly divided into software development and algorithms. The direct machine learning portion may use math concepts more directly.

    What are the biggest career growth opportunities in the machine learning AI space?

    There’s so many! Regarding modeling, dealing with textual data and natural language processing (NLP) are big. If you haven’t heard of the transformers revolution, it’s a new collection models incredibly efficient at comprehending language.

    As for machine learning, MLOps is one to watch. At the crossroads of machine learning and DevOps, we’re seeing more and more roles in companies. Teams need someone who knows how to plan and execute deployment efficiently.

    There’s also room for generalists. Machine learning skills are highly transferrable.

    Related: In a survey of software engineers on Hired’s platform, they identified the hottest trend in tech as AI, Machine Learning, and Big Data, with 55.1% of respondents ranking it first. (Hired’s 2022 State of Software Engineers.)

    What are the most important skills to develop as your machine learning career grows?

    Versatility and curiosity! Because the field is changing and growing quickly, keep learning! Learn the new techniques for modeling, technologies, the foundations – all of it. Don’t box yourself in by investing too much time in any one technology.

    Watch the complete interview here:

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    How to Be an Ally At Work

    In a world of increasing opportunity, economic mobility, and openness, companies are learning (many of them the hard way) that inclusivity and diversity are not only good for employees—but also for business. As organizations push to create environments where diverse sets of employees feel comfortable and supported, other employees—often referred to as ‘allies’—will play a […] More