How Human Resource Leaders Can Create and Maintain Better Employee Experiences

In our highly competitive and rapidly changing business environment, a company’s ability to disrupt and lead rests on its talent. But the workforce – and the way we work – also is rapidly changing, creating a new demand for leaders to shift their mindset from a focus on process to a focus on people.

In this new reality, in which talent is key to competitive advantage, every leader needs to think differently about their role in creating and maintaining employee experiences. Human resources executives can play a critical role here, helping build operating models that use enabling technologies to create an environment in which workers are treated like critical drivers of value.

The talent picture is complex as organizations respond to workforce pressures on four main fronts:

Diversifying workforce demographics. For the first time, corporations need to manage the presence of up to five distinct generational groups in the workforce, each with its own wants, needs, and motivators. These divergent requirements complicate the process of shaping company culture and delivering on the employee value proposition (EVP).

The rise of contingent labor. According to KPMG’s 2018 CEO Outlook survey, almost all companies in the U.S. (99%) use a contingent workforce in some capacity. Increasing use of contingent and “gig” workers complicates workforce planning, creating many possible ways to achieve an optimal workforce size, shape, or composition.

The shift to a consumer mindset. Employees are increasingly “shopping” for jobs, seeking tailored employment experiences that align with their personal goals and values. This mindset not only changes talent attraction and hiring strategies, it also increases the need for an employment experience that delivers a sense of deeper purpose and fulfillment.

Intelligent automation in the workplace. Automation technologies already have a deep impact on talent strategies. In addition to increasing productivity and streamlining time-consuming manual work, automation impacts workflows, increases employee reskilling requirements, and creates demand for new roles and new technical specializations.

In this evolving workplace, creating the right employee experience can help organizations attract and retain high-value employees who deliver competitive advantage. In these enhanced environments, these employees also can work more innovatively and more productively.

Research shows organizations with specific employee experience programs and strategies report up to three times higher profit growth. Part of this growth is due to lower operating margins stemming from employees being more innovative in how they work, but lower employee turnover also contributes measurable savings.

Creating this new kind of employee experience demands that leaders look at operations through a customer experience lens. This must be built on assessments and analysis, not just company programs, but also the wants and needs of each employee from their career, their workplace, and their employer. From there, the company can begin to shape tailored experiences for a multi-generational workforce with many different employee types.

And leaders can’t be limited to just insights from annual performance reviews or opinion services: They need to keep a finger on the pulse of the current employee experience. What do workers want across their digital, social, and environmental experiences? Is your organization meeting those needs?

Mechanisms and technology that allow for real-time feedback and sentiment analysis can ensure that workers feel heard and allow the organization to respond swiftly in the moments that matter. This feedback can also provide opportunities to iterate on the delivered experience based on worker responses and fill the gaps in the EVP.

Enhancing employee experiences means placing a greater emphasis on the structural elements that shape that work and thus shape the employees’ day-to-day experiences within the organization. Employees need to be surrounded by a platform of human-centered services that are provided or supported by HR. This means that instead of focusing on process, the HR organization of the future will be more like a platform or service provider that meets the needs of different “internal customers” or worker groups in many different ways.

All of these elements must come together in order to support transformation.

For instance, KPMG recently worked with a company in which fierce competition from emerging fintech firms put this long-standing, multinational financial services company under intense pressure to modernize. To create a business capable of meeting evolving customer expectations and competing in the digital world, they needed to make significant changes to their workforce, technology, and culture. The people agenda would drive this change, but they also needed access to in-depth insights into the future of the finance industry and the contribution of technology to business strategy.

The firm’s current HR information system required a large IT team to support, run, and customize it, with associated cost implications. This, together with many broader challenges in human capital management, meant that millions of dollars were exiting their business. They needed to move from a system that performed core HR administration to one that helped them drive talent and performance. They also needed to modernize their operations through better processes and self-service.

A key consideration was whether to implement a new HR platform. KPMG helped shape the firm’s HR transformation strategy, vision, and road map, utilizing pre-configured tools, templates, transformation enablers, and methodologies from KPMG Powered Enterprise. This helped manage risk, provide clear scope, and support business value.

Today, the firm better enables their workforce and leaders to drive the change necessary to become a modern financial services organization.

In this digital age, with the emerging and increasingly fierce war for talent and skills, creating an employee experience that differentiates employers and actually retains talent will be critical. Traditional, task-focused workplace cultures are a significant barrier to true digital transformation. Addressing and quickly closing the employee experience gap needs to be a business priority for every leader today. Instead of making transformation a goal, make it a way of business.


New program to boost qualified human resources in industry

The Industry and Technology Ministry continues to back the academy-industry cooperation it launched last year by announcing a new industrial doctorate program.

According to a ministry statement released Monday, monthly scholarships of TL 4,500 will be provided to doctoral students accepted in the program, aiming to increase qualified human resources in the industry.

Industry and Technology Minister Mustafa Varank said university-industry cooperation is vital for countries to become more competitive.

He noted that the program was being conducted as an integral part of Turkey’s “National Technology Movement” vision, adding that the government wanted to recruit qualified academic staff in industrial sectors.

As part of the program, 75% of accepted students will be funded by Turkey’s Scientific and Technological Research Council (TÜBİTAK), while the remaining will be met by private organizations.

If doctoral students meet the criteria of academic success determined by TÜBİTAK, they will continue to work abroad for six months.

Since its launch last year, the program drew a lot of attention from universities and industrial organizations. It has so far accepted a total of 517 doctoral students.


Building Real Relationships To Empower Female Leaders

The Fellows Program selects top-performing women from around the world in an effort to connect them to each other, as well as other female executives and members of the IWF, through mentorship, education, and the execution of a personal legacy project. The customized leadership training includes two week-long executive educational modules at the Harvard Business School and INSEAD designed specifically for female leaders. 

“The program with the IWF makes you collaborate together so quickly and so intensely, that I guarantee that even if I don’t see any of these women in three years, I will be able to pick up the phone and say that I need their advice, and the conversation will flow like we saw each other just yesterday,” Laurier said. 

The members of the current cohort of IWF fellows hail from 12 different nations, including the United States, Turkey, and Jamaica. Yet, the group’s international character has not prevented them from forming a connection that transcends their cultural differences. 

“To be with other women in this same position, there is a sisterhood of sorts that develops,” de Oliveira said. “We support each other a lot because we see that we face the same barriers everywhere in the world.”

These sincere partnerships are invaluable to the women in both their professional and personal lives. Laurier feels that it is imperative to work at relationships by being curious and honest—a belief that the IWF’s mentorship component has only reinforced.   

“It’s so important to build real relationships with people that are going to want to be generous toward you and who you will be connected with,” Laurier explained. “And eventually you’ll be able to help them too and return that favour. But it’s not a simple exchange, it’s a relationship that you invest in.”

De Oliveira also believes in the transcendental power of meaningful relationships in the workplace. Her vision of leadership contrasts leading and managing as having two distinct effects on employees: managing will get the work done, but leading will push people to new heights. She herself has come to realize how much of an effect she can have by broadening her horizons beyond pure productivity.

“This program has made me realize that it’s important to focus not just on work but also to leverage the capital that you gain from your work to advance social causes like diversity,” de Oliveira mused. 

The legacy project that each fellow completes advances the social agenda that the women’s leadership can contribute to. De Oliveira is working with a professor from her alma mater, the École Polytechnique de Montréal, to encourage more women to join the university as leaders and instructors. 

“The beauty of diversity is to bring something new to the table,” de Oliveira elaborated. “What we want to see is different generations, cultures, and genders. That’s when you get the most out of a group, but it can be hard to put together that kind of team. That’s why the legacy project is about using our social capital and power to contribute to society in some way.”

While the two participants appreciate the bond that the program fostered among its participants, they found that the women-only environment also illuminated the necessity for gender diversity in the workplace. 

“We often found ourselves thinking we need the perspective of the men here,” she said. “A workplace with just men or just women doesn’t reach the right equilibrium. Men are typically better risk-takers, but they go too fast. Women will rely on facts. So, what you need is someone who is able to say, ‘let’s do this,’ but also someone who is able to take the time and consider the blind spots of a decision. That’s what makes a good team.”

Despite their plentiful careers, both Laurier and de Oliveira remain humbled by the opportunity to participate in the fellowship. When touring the Harvard and INSEAD campuses, Laurier recorded videos to send to her family as a thank you for enabling her to make it to two of the world’s best business schools. 

“If you stop pinching yourself in life, that’s when you stop being a good leader,” Laurier said. “You can’t take anything for granted. Leadership positions are filled with opportunities and you have to be grateful for that, always.”


The Power of a Clear Leadership Narrative

Great leaders build amazing communities. They do so in a variety of ways and over an extended period of time. One of the most effective tools to accomplish that is to shape and articulate powerful narratives of what’s possible. Effective leaders share stories about what great leadership looks and feels like when individuals come together as teams, and teams come together as communities, with a unifying sense of purpose and collective ambition. 

This insight has emerged from both survey data and dozens of C-suite-level interviews as part of a major global study, Future of Leadership in the Digital Economy, that MIT Sloan Management Reviewis conducting with Cognizant. In this new world of work, where being connected and resilient are of paramount importance, 82% of our global survey respondents and virtually all of those interviewed indicated that an individual in the digital world would need a certain level of digital savviness to be an effective leader. Yet, when asked what skill or behavior was the mostimportant to leadership effectiveness, the answer was being able to articulate a clear sense of purpose, vision, and strategy. What at first seems old is new again: Clarity of communication in a hyper-speed world is a key difference maker in the eyes of current managers and leaders from around the world.

To gain a better feeling of the texture that forms the fabric of this insight, consider this comment from Susan Sobbott, former president of American Express Global Commercial Services: “In the digital economy, physical presence can’t be mandatory to be an effective leader. You have to be able to lead people from many different cultures, in many different locations, and often with imperfect information because things are moving so fast,” she says. Her simple and elegant solution to this decades-old challenge reflects the power of a clear leadership narrative. “You have to be able to see a story emerging and to articulate that story in a way that has meaning and inspiration for a wide range of people. You have to convey your passion and beliefs through a powerful narrative.”

Why Finding Your Leadership Narrative Is Important

We analyzed our survey responses from more than 120 countries and conducted a sentiment analysis and heat-mapping exercise to identify the most important leadership behaviors in this new economy. The traits that emerged were authenticity, transparency, trust, inspiration, the ability to connect and invest in others, analytical capability, curiosity, and courage, among others. Few would argue that these behaviors and attributes are necessary, yet by themselves, standing independently, without the context needed to create meaning or catalyze change, they run the risk of being considered buzzwords. Stories help prevent that from happening, and that’s where the power of creating your leadership narrative comes into play. Developing a powerful narrative demands that you, the leader, take a stand on what you believe in, what you are about, and what impact you hope to create as you set out to form teams and build communities. The leader behaviors and attributes listed earlier become your means of communicating to others who you are, as well as your expectations for others concerning how you will lead together in your organization. It’s about finding and sharing your voice.

In a recent interview with CNN’s Anderson Cooper, late-night comedian Stephen Colbert talked about his search to “find his show.” For months his show struggled in the ratings, not because it lacked comedic appeal or impact, but because it had no thesis or arc that held it together. Once he and his writing team took a stand on what they believed in and followed through on those beliefs transparently, authentically, and courageously, Colbert believes they found their show, and since then he has commanded the No. 1 slot in the ratings. To find your personal leadership narrative, you need to figure out what great leadership means to you. David Schmittlein, dean of MIT’s Sloan School of Management, made a similar point while being interviewed for this study. “A great leader must be willing and able to display the courage it sometimes takes to stand by well-founded convictions — to take a stand on a decision that may be unpopular,” Schmittlein states. “It is about finding your narrative — what you believe in — and not being a willow in the wind. A well-thought-out leadership narrative helps create meaning and motivation for others.”

How we work is changing, but why we work and what we hope to achieve through our work remain largely the same. We want to be part of something larger, something special, something that helps make this world we live in a better place. Your leadership narrative can motivate others in important ways. Finding your narrative — one that expresses authentically, transparently, and courageously what you believe in as a leader, what you are about, and indeed what you are willing to fight for — will let you begin to unite individuals into teams, and teams into amazing communities.


Resume design: 5 creative ways to improve yours

IT leaders know how little time a hiring manager has to spend skimming CVs when filling a role. The same rule of thumb applies to your own resume. “Let’s face it, your resume is going to get no more than about 30 seconds of the reviewer’s time on the initial pass,” says Stephen Van Vreede, a resume writer and career adviser for IT executives, “so make it count. Ensure that they read the information on your resume that matters most for the role in question.”

That means IT leaders should not only carefully consider the information they include in their resume but also how they deliver that information. That’s where design comes in. Smart use of options like color, typeface, shading, or even infographics can catch the attention of a resume reader and get them to engage longer with the document.

So you’re not an artist? No problem. The Enterprisers Project talked to some IT resume and career experts about some simple but effectual design tips to help your resume stand out in the stack.

1. Inject some color

One measured way to add some color to a resume is with borders or shading. “IT leaders and people hiring IT leaders do not like things to be really different, typically, but using subtle borders and shading functions for color that can help move the eye through the document more easily is recommended,” says Lisa Rangel, founder of resume writing and job search consultancy Chameleon Resumes. “A subtle use of color can make one’s resume pop alongside others.”

IT leaders might even consider using a colored font in moderation. “Evidence suggests that although executives don’t always like resumes with color, they actually spend about twice as long reviewing resumes that use color professionally,” Van Vreede says. “The key here is to be strategic and consistent about when and where the colored font is used. I suggest sticking with blue.”

2. Find a new font

Sure, you probably know to avoid the aptly named Comic Sans, but your CV can also get lost in a sea of Times New Roman. “Make your resume visually distinctive by avoiding overused fonts,” says Charlotte Weeks, career coach and past president of The National Resume Writers’ Association. “Some great alternatives are Tahoma and Verdana.”

3. Be bold

Wanda Kiser, president and CEO of Elite Resume Writing, advises her clients to include a branding statement near the top of their resume that defines their unique value and signature strengths. Van Vreede suggests using bold fonts to highlight key points in the resume that define that brand and help them jump out. Another option is to embolden keywords or core competencies in a list of accomplishments, says Kiser.

4. Chart your wins

The use of an infographic or two will grab attention – and more importantly, communicate the business value IT leaders can deliver. “Try the use of a chart or graph to depict a financial win – the implementation of an application that saved money or increased productivity, for example – to convey a subliminal impression of being an overall business leader and not just an IT person,” suggests Rangel.

5. But try to stick to two pages

What about the bottom-line design question: How many pages should you use? 

“You only have a minute – or sometimes just a few seconds – to stand apart from the competition,” says Kelly Doyle, managing director at Heller Search Associates, a recruiting firm specializing in CIOs, CTOs, CISOs, and other senior technology executives. “So keep it easy to read and to the point.”

For those with less than a decade of experience, a one-page resume will probably work. Three pages is the absolute max. For most IT leaders, a two-pager equals the sweet spot, says Rangel.

By: Stephanie Overby – Source:

Tourism employees demand 320% salary increase

Employees in the Tourism industry are demanding a 320% salary increase iin the ongoing salary negotiations in Harare.

Clement Mukwasi‚ the president of the Employers Association for Tourism and Safari Operators said the negotiations are moving towards a deadlock.

“Salary negotiations for the tourism industry underway in Harare . What do the employees representatives want ? A 320% increase,” Mukwasi said. “The employers have offered an inflation based adjustment as a cost of living allowance. These two are leading towards a deadlock.”

Analysts have argued that the tourism companies should pay the employees in forex since they charge most of their services in forex. 

In March  the tourism companies awarded their employees a 55% cost of living adjustment across the board, after the National Employment Council (Nec) for the tourism sector signed a collective bargaining agreement.

“Employees and Nec settled for 55% for all sectors and this will run from March 1 to June 30. Within that period, we will be monitoring performance of the economy and see whether we would adjust the allowance upwards or downwards, “Mkwasi told the media then.


Deprivation of Human Resources in the Organization: A Call for HR Consultants

Companies(established & start-ups) around the US do not have Human Resources, and compliance with mandated labor laws are being are ignoredORLANDO, FLORIDA, US, May 15, 2019 / — 76% of businesses within our beautiful nation outsource Human Resource services,which encompasses start-up companies and established companies with a revenue of over 1 billion dollars. This trend is all encompassing as it relates to the fact that the human resource professional could now expand on it’s prolific ideas on federally mandated compliance throughout the industry. 

Reasons: spending less per year on salaries. First off, A human resource professional can make anywhere between 75k to 140k and still not have enough time in the day to accomplish the major projects that need to be done (eg. re-writing or creating new handbooks, vamping up employee recognition programs, and even being able to thoroughly and without bias investigate an issue or problem happening in an organization).

Secondly, without a doubt with the now federally mandated need for organizations to provide health insurance at rates that are astronomical, sometimes losing a candidate to fill a position because they cannot offer inexpensive and comprehensive coverage. Ideally, comes off the table as consultants are left up to their own accord to get their own. Which I find is a great aspect as now it leaves us HR consultants to be able to shop around.

Lastly, compliance issues become null and void. Human resource professionals are in essence partly responsible now for the legal aspects of organizational operations. If you so wish you can pay an employment lawyer $400 – $700 per hour to receive a question from you and then tell you they will have to get back to you. Virtually leaving them time to google the information.  

I am certainly not trying to be facetious nor snappy. I only say this because employment lawyers do not make the majority of their revenue through employment specialization, they are excellent at the law and defenses and the court room. A human resource professional is trained on the nuances of all things HR, at Aries HR we are up to date on all the new employment laws that are unfolding every day in every state. 

Aries HR offers two options: Intermittent OnCall HR and provides real-time responses to ensure compliance and support to your organization, and you are never charged if you do not use the service. 

•Addressing compliance needs regarding required filings that may include unemployment claims 
• Workers’ compensation claims, state/federal documentation, etc. 
• Assistance during peak workloads and coverage during extended absences or vacancies 
• Behavioral & skill based competency development 
• Benefits oversight & strategy • Compensation strategy & alignment 
• Creation of full employee life-cycle processes (i.e. onboarding, performance, engagement, terming) 
• Employee engagement, relations, and innovation 
• Executive & career coaching 
• Management Coaching and follow-up to ensure use of leadership skills 
• Handbooks & policy assistance 
• HR application support and analysis 
• Investigations with action plans to address each situation 
• Labor & employment law interpretation 
• Performance & talent management 
• Tailored workshops and team building 
• Thought leadership & strategic planning 
• Workforce planning, reduction-in-force & terming employees 
• Other support & troubleshooting as needed 

It is the goals of Aries HR to create effective HR and operations for the organization with a focus on consistency, reduction of risk, and best practices across the organization. 

There is another OnCall HR service in the form of a monthly membership (usually start-up companies benefit from this) and get companies to the next level.

Aries HR OnCall HR Membership Includes:

• Unlimited phone and digital access to Human Resource experts with unlimited availability M- F.
• Aries HR University library (Learning Management System) of 350+ expert developed training documents – see attachment with listings. 
• Compliance with Aries HR’s user-friendly digital platform which includes 50 state Handbook builder, Job Descriptions and classification tools, templates, white papers, checklists, policies, forms and calendars. 
• Subscription to Aries HR newsletter which shares breaking employment news updates, and the latest compliance and legislative changes. 
• Monthly check-in with your dedicated Member Manager, including one (1) hour of Aries HR consulting each month.


Sexual harassment victory for sales manager ‘repeatedly asked to massage boss’

Tribunal points to HR’s failure to investigate claims of ‘inappropriate’ behaviour during trip to trade show.

A sales manager has won a claim for sexual harassment after she was asked multiple times for a massage by her managing director, who also requested she sleep with him. 

The Cambridge employment tribunal ruled in favour of Emma Woolf, finding that an HR manager and an external consultant brought in to investigate her grievance both failed to fairly and objectively consider harassment allegations.

Judge Cassel said: “Neither… really looked fairly and objectively into the allegations and were quick to reach conclusions that there was nothing to support allegations made by the claimant.”

Woolf worked as a sales manager for Universal Science, a Milton Keynes-based thermal cooling material provider, from August 2016 until she resigned in November 2017. 

Three months after she began work, Woolf booked a two-bedroomed flat for a trade show in London. James Stratford, managing director of Universal Science, subsequently confirmed he would attend the event and share the flat.

During the conference, at a corporate dinner held on 23 November, the tribunal heard Stratford’s behaviour towards Woolf was “inappropriate”. One witness described how Stratford appeared to have consumed a considerable amount of alcohol and was “leaning his body” into his female colleague while talking to her at the table. He said he noticed how uncomfortable Woolf looked.

A second witness described Stratford as “all over” Woolf and considered that, by the look on her face, she was “embarrassed about her new boss” and looked very uncomfortable.

Stratford denied having had too much to drink, learning into Woolf’s space and behaving in a harassing manner. He added that “anybody sitting next to him would have had the same experience”. He said he was not overly familiar, and the two were “basically enjoying each other’s company”.

While this incident was not part of the claim, the tribunal accepted it as evidence that Straftord was acting inappropriately in a sexually harassing manner.

That evening, Woolf and Stratford returned to their accommodation. The tribunal heard Stratford sat on the sofa and asked Woolf for a shoulder massage. He then asked her to sleep with him, which she declined, telling him it was “totally inappropriate”. 

Stratford then went to lie on his bed and asked her again for a massage. Woolf went to her room and locked the door.

Stratford denied the evidence. But the tribunal found he had consumed “a considerable amount of alcohol”, and the behaviour was not inconsistent with the actions he exhibited over dinner

The following day, 24 November, the tribunal heard Stratford walked around the apartment wearing nothing more than a small towel. Woolf told the tribunal that, as a result of such behaviour, she soon commenced seeking alternative employment.

Stratford asked Woolf again for a shoulder massage on 12 May 2017 while in the office. She declined and told him it was inappropriate. He repeated the request “on several occasions”. 

At one point, Woolf emailed Stratford with a brochure of a local massage company she believed would help “with his apparent neck pain”.

He replied by email, saying: “Nice one … is she Swedish?”

On 29 September, during a charity dinner that both Woolf and Stratford attended, Stratford answered a question as to whether they were a couple by saying he had “tried at least 20 times” but had been rejected by Woolf.

Woolf resigned on 12 November 2017 and submitted a grievance letter in respect to non-payment of commission and allegations of sexual harassment. 

Jacky Langridge, Universal Science’s HR manager, wrote to Woolf asking for evidence of the harassment, which was later provided. 

A formal grievance meeting was held on 24 November, and Rachel Campbell, a consultant who was appointed to undertake the grievance inquiry, concluded there was “no evidence to support Emma’s allegations of sexual harassment”. She recommended that the grievance be dismissed due to lack of evidence. 

But the tribunal ruled in Woolf’s favour, saying she suffered sexual harassment by her employer and by Stratford. Judge Cassel said neither Campbell nor Langridge “really looked fairly and objectively into the allegations and were quick to reach conclusions that there was nothing to support allegations made by [Woolf].”

“It was apparent to us that any reasonable investigation would have uncovered those matters which were expressed in evidence so convincingly before us,” Campbell said. 

However, Woolf’s claims for sexual victimisation and breach of contract were dismissed. 

Kate Palmer, associate director of advisory at Peninsula UK, said that in the wake of the #MeToo movement, the case provided another warning about behaviour outside the office, especially when drinking alcohol at social events.

“If this can be deemed as part of the individual’s employment, then the employer will be liable for any acts of harassment unless they can defend this by showing they have taken all reasonable steps to prevent the harassing behaviour,” Palmer said. 

She advised that putting rules in place about appropriate conduct and consumption of alcohol could make the difference between facing such allegations and ensuring staff behave professionally and lawfully at work-related social events. 

The tribunal set a date to rule on a remedy in September 2019. Emma Woolf could not be reached for comment. Universal Science and James Stratford have been contacted for comment.


HR admits to lying on resumes more often than other departments

Dive Brief:

  • Employees in HR were 10% more likely to admit lying on a resume or in an interview than workers in other departments, according to a new ethics study from Comparably. The company cited the definition of ethics as “the rules of conduct recognized in respect to a particular class of human actions or a particular group or culture.” Respondents were asked if they ever lied or exaggerated on a resume or interview question, how often they lied to their boss and which qualities are the most important when hiring someone new. The results were categorized by gender, ethnicity, tenure, age and department.
  • Following HR, the biggest prevaricators were mostly men, especially in business development, communications, design and engineering, and law, the study showed. Women were the biggest offenders in office administration, and C-suite respondents said they seldom lied on resumes or in interviews.
  • In age groups, more people age 51-55 have lied to get a job than other age groups — something Comparably partly attributes to the potential difficulty of getting a job for that age group. Overall, nearly a third of respondents admitted lying to their boss at least once.

Dive Insight:

The biggest surprise in the survey results may be HR’s mea culpa. Employers often look to HR to establish and enforce ethical standards in their organizations, and that includes hiring candidates not just for their qualifications but also for their honesty and integrity. The lesson here is if employers want trustworthy workers, they must be trustworthy organizations with trustworthy leaders.

Nearly half the recruiters in a 2018 TopResume survey agreed that catching a lie on a resume is a deal-breaker. And although half of the recruiters said their decision whether to hire would depend on the nature of the lie, nearly all said falsehoods would give them pause before bringing someone on board. Notably, 66% of employers consistently perform background checks, that survey showed — but background checks may not be the only solution for HR managers.

In fact, HR may be creating its own problem by inflating requirements on job listings and descriptions and not focusing on what really matters for a particular job, experts previously told HR Dive. “To our own detriment, when trying to glorify a position to attract a better candidate, we inflate our pipeline with resumes exaggerated to meet the requirements of the position,” Tammy Cohen, chief visionary officer and founder of InfoMart, previously told HR Dive. A well-built job description can cull multiple birds with one stone, opening up talent pipelines and reducing exaggeration by candidates to get through the screening process.


Top 10 most stressful jobs revealed

The 10 most stressful jobs for this year are in. And while some are to be expected, a few surprises have been thrown up. has just published its annual list of the 10 most stressful jobs and not surprisingly those in the armed forces and emergency services head the list for obvious reasons – considering they put their lives on the line in their jobs.

Military personnel (first), firefighters (second) and police officers (fourth) topped the list. Airline pilots came in third.

According to the site, while some jobs are physically dangerous, others are stressful due to other measures such as strict deadlines or being in the public eye, or having the lives of others in their hands.

Surprisingly, event co-ordinators came in fifth, with strict deadlines and dealing with large-scale organisations, cited as the main reasons.

News reporters came in sixth – with strict deadlines cited as the main reason (so please spare a thought for your intrepid Human Resources news providers).

Senior corporate and public relations executives also made the list with taxi drivers rounding it out in 10th place.

A total of 11 criteria were used to measure stress, including travel, physical demands, competition, working in the public eye and immediate risk of another’s life.

10. Taxi Driver
Median Salary: $24,880*
Potential causes of stress: Traffic, directions, vulnerability.

9. Senior Corporate Executive
Median Salary: $183,270
Potential causes of stress: People management, high-stakes decision-making.

8. Public Relations Executive
Median Salary: $111,280
Potential causes of stress: High public visibility, public speaking, management of bad publicity.

7. Broadcaster
Median Salary: $40,910
Potential causes of stress: High public visibility/scrutiny, live television, public speaking.

6. Newspaper Reporter
Median Salary: $39,370
Potential causes of stress: Strict deadlines.

5. Event Co-ordinator
Median Salary: $48,290
Potential causes of stress: Strict deadlines, large-scale organisations.

4. Police Officer
Median Salary: $62,960
Potential causes of stress: Life-threatening situations.

3. Airline Pilot
Median Salary: $111,930
Potential causes of stress: People’s lives and safety in their hands.

2. Firefighter
Median Salary: $49,080
Potential causes of stress: Life-threatening situations, people’s lives in their hands.

1. Enlisted Military Personnel
Median Salary: $26,054
Potential causes of stress: Life-threatening situations, war zones, weapons management.