EXCLUSIVE: Omnia Group Tackles Remote Workers, Attracting New Talent

A picture of remote workers in a virtual conference

Employee assessment firm The Omnia Group put its experts in the spotlight to unveil best practices for returning to the office, onboarding remote employees, effective communication and more.

The group’s “Camp Omnia – Ask the Experts” webinar featured four panelists who addressed questions about remote work challenges, coaching and team engagement, development insight and attracting new hires.

The company’s chief revenue officer, Keather Snyder, primarily addressed questions surrounding leadership. Other panelists such as Tonya DeVane, Omnia’s senior client advisor, tackled the topic in addition to soft skill-related inquiries. The group’s chief product officer, Wendy Sheaffer, and marketing program manager, Kristen Riley, also led the discussion.

Shaeffer said the webinar saw high engagement and intimacy, with audience members asking questions sometimes in response to other attendees’ inquiries. Omnia’s expert team reviewed questions sent in before the event, in addition to answering spontaneous questions in the webinar’s chat room.

 

When it comes to remote workers, Snyder recommended using social media and free referral networks to attract new talent. Content management is key, she said, and employers are being challenged to approach new hiring methods, such as using short videos and social posts.

“There is a great opportunity for [employers] to expand their footprint, because the world did go virtual during this last season,” Snyder said. “…It is a little tricky, and the first piece of expert advice I can give is using technology.”

Simulating a remote environment in the interview and onboarding process is important, Snyder said, to make sure potential staffers are comfortable in a technology-focused environment. Remote training requires no face-to-face interactions, although Shaeffer noted feeling more exhausted in the virtual environment. The computer often makes employers feel a need to occupy every second, she said.

“The exhaustion comes from not getting up and moving around,” Snyder added. “Learners need time and space doing different activities and going to lunch.”

Regarding effective communication, the group noted meeting remote employees “where they are at.”

“People communicate in different ways,” Snyder said. “Think about how [an employee] prefers communication – is it video chat or writing, and are the fine with impulsive conversations? Vary your style with the individual recipient. They will respond best with the modality they are most comfortable with.”

Monitoring virtual performance was another attendee question. Having a customer relationship management (CRM) system is effective for tracking results via a dashboard.

“There is increased accountability in the remote environment,” Snyder said. “There are ways for tracking work while being beneficial to the employee. Create accountability for talking about calls – tell me about the five best clients and five worst clients this week.”

 

Regarding effective communication with new staff, DeVane highlighted effort, repetition and thoughtfulness within conversations. A team needs trust and respect, she added – trust is what creates synergy within the workforce. A monthly team huddle is a good way to tackle communication.

DeVane offered effective communication tips, including being engaged and active in the conversation, showing empathy and respect and reading non-verbal cues. Body language is a helpful guide to notice when communication is no longer good, she said, often because the conversation is about one side wanting to be heard.

“Words have power,” DeVane said. “You need to be choosing words carefully.”

Different communication tools are helpful, Snyder noted. Employers can use different media channels, social memes and more to establish a “purpose-driven” business style.

 

One attendee asked a question regarding retaining employees, noting staff members often quitting after one year. Understanding each position thoroughly, having a training program, targeting critical skills and skill development are important, Shaeffer said, in addition to using behavioral data to make sure a candidate “aligns nicely” with a specific job.

“Do you have retention strategies for career development and advancement?” Schaeffer said. “Are they leaving because of a leadership issue?”

Employees leaving for a better job is a topic to explore, Riley said. Addressing an employee’s long-term goals, alignment with the company and commitment level are noteworthy. Sometimes candidates take a job to hold on for “the next best thing,” she said. Exit interviews were spotlighted as important when a staff member leaves.

Advancement in a small business might look different, an attendee noted. Riley said addressing the differences in small culture compared with big corporations is necessary in the hiring process. There might not be opportunities to advance in leadership or compensation within a small company – that is why employers should highlight skillset growth and a genuine interest in a candidates’ ideas for evolving business.

 

Returning to the office after COVID-19 shutdowns is an increasingly popular topic. DeVane recommended offering employees a “hybrid solution” to provide flexibility. A virtual and in-person schedule allows employees to pick what works best.

“Open and honest communication is [essential],” DeVane said. “Ask the employee what they need to make a transition as soon as possible.”

Another question revolved around attracting entry-level talent in today’s market.

“Be where they are, and look like they do,” Snyder said in regard to employers seeking entry-level staffers. “Engage them in different ways.”

Younger talent often can be found through social media, job fairs, referral networks and other places where the next generation communicates. LinkedIn was touted as a popular place to recruit entry-level employees.

Internships, paid or unpaid, are a good method for companies to work with the next generation, she said. Candidates can learn about the business before officially joining the team.

The biggest caution with next generation workers, however, is a shifting interested in work culture.

“Entry workers are more interested in working for a culture that is socially responsibly than they do pay,” Snyder said. “They seek a greater purpose rather than making money.”

Making sure companies match that idea will appeal to retention, she noted.

 

The next Takeaway Tuesday webinar is slated at 12:30 p.m. EST July 13, and will cover the different between leadership and management.

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