As technology shifts how both employers and employees operate, organizations are emerging specifically to help people prepare for the future of work. While competition for talent is more intense than ever in some areas, many people have been left behind by shifting work dynamics: Gallup estimates that 4.9 percent of people are unemployed, and another 12.6 percent are underemployed.
Last month, Google.org pledged $50 million to help organizations address this growing skills gap and build the workforce of the future. "We want to make sure that as many people as possible can make the most of the new jobs, industries and opportunities that are emerging—some of which we couldn't have imagined just a few years ago," wroteJacquelline Fuller, president of Google.org.
Over the next two years, Google.org has committed to funding social enterprises dedicated to expanding economic opportunities, including improvements to job searching, skills building, job matching and more.
The first four grantees are Social Finance, National Domestic Workers Alliance (NDWA), Bayes Impact and Code for America. In addition to the funding, each organization will also benefit from Google employees' volunteer time for technical advice. We caught up with Social Finance and the National Domestic Workers Alliance to hear about their vision for how the funding will shape the future of work.
Building a New Generation of Workers
Social Finance focuses on cultivating younger generations of workers who will carry the economy forward.
"We believe it's essential to direct resources toward building our future workforce, and that doing so will have far-reaching implications for members of our communities, as well as for the overall health of our economy," says Anna Fogel, director at Social Finance. "Beyond the individual benefits, a well-educated, skilled workforce is an essential part of the long-term health of our local, regional and national economies."
Fogel oversees the first round of projects employing Google.org funds, which focus on improving career outcomes for disadvantaged young people by equipping them with technical skills. The funding has helped Social Finance expand its Pay for Successinitiative, which drives social service resources towards programs serving those who need it most, such as at-risk youth.
"We will seek to expand promising programs that improve economic opportunity for at-risk youth," says Fogel. "It means that we will focus programs on producing and measuring outcomes such as improved earnings and job retention, and increased enrollment in post-secondary education."
Sub-grantees of Social Finance's "Catalyzing Career and Technical Education through Pay for Success" program, which is supported in part by a portion of the funding from Google.org. Credit: NAF.
Connecting a Disaggregated Workforce
Palak Shah, social innovations director of the National Domestic Workers Alliance, says that the nonprofit applied for Google.org's funding because of its work at the intersection of some of society's most pressing issues: family care, the future of work and income inequality.
"Domestic workers—the nannies who care for the colicky baby, caregivers who comfort the disoriented grandparent and cleaners who keep our homes tidy—continue to be among the most vulnerable and unprotected workers in our economy," she says. "They have long been part of the informal and invisible economy, working without contracts, security or labor law protections. But given the rapid way that work is changing, more and more people find themselves working in similar conditions, so, in a way, you could say that domestic workers are the original gig workers."
For NDWA, technology isn't a threat—it's an opportunity. "The domestic work sector has long been informal and disaggregated," says Shah. "And while tech platforms have changed the way caregivers and cleaners find and manage their work, they are also aggregating a workforce that has never been connected in this way before."
NDWA plans to use the funding to expand its digital tools to improve the lives of domestic workers: Connectivity not only provides workers with peace of mind when it comes to issues like health insurance, but also gives them a sense of community. The hope is that those tools—such as its Alia technology, which pools money among domestic workers, so that they can take paid sick days or purchase dental insurance—will be helpful to workers in other industries where benefits aren't easily accessible.
"As work rapidly changes, we have the opportunity once in a few generations to lay the foundation for a new type of economy," says Shah. "One that works for all of us, not just a few."
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4 Ways to Expand Your Social Media Recruiting Strategy
Social media is ubiquitous, and companies are using it in many different and innovative ways for enhancing their sales, marketing and customer services. So why is it then that many HR departments still fail to see social media as more than a job board? Outside of the office, the same HR people happily engage with friends on Facebook, share news and ideas on Twitter, look at pictures on Instagram and send snaps on Snapchat. But when they put their work hat on they seemingly forget why they use social in the way they (and hundreds of millions of other users) do every day, and resort back to just posting jobs (in a boring way) on social media! Of course there is nothing wrong with job posting, and it's often an effective approach to reaching an audience, but not all of the time. According to LinkedIn, only 12 percent of the working population are actively seeking new employment. So, if all you do is post jobs on your LinkedIn, Twitter or Facebook page, you are consciously ignoring the other 88 percent of the working population who might be interested in hearing more about your company in general. Creating and sharing interesting content about your company such as employee stories or volunteer days help bring your employer brand to life. It might even trigger people to reach out to you and find out more about your job opportunities. In truth, mixing up your social media feeds with a variety of content will provide more depth and candidate engagement. Here are four ways to expand your social media strategy and engage with new potential candidates. 1) Candidate Sourcing With people using an average of more than five social networks, sourcing talent via social media makes absolute sense. Branch out from just using LinkedIn and look to sites like Twitter, Facebook and Google+ to search for and engage with prospective talent. Try search tools like Followerwonk to search Twitter bios for keywords and job titles, a clever Chrome browser extension called Intelligence Search that easily searches Facebook and using the search bar at the top of Google+. They will help you identify new talent. If you are looking to build social media pipelines then try Hello Talent. It is a great free tool that allows you to build talent pipelines from many different social networks by using a browser extension. 2) Competitor Monitoring Social media is a fantastic source of information and data. By using tools like Hootsuite and Tweetdeck, you can monitor the social media activity of your competitors. Both of these tools allow you to set up search columns, where you can enter things like keywords, hashtags, Twitter names and track when any of these are mentioned on sites such as Twitter. You can use the interact or use the insights accordingly. 3) Resources for Candidates Consider your Facebook page (or Twitter channel) as a real-time customer services channel for you to engage and communicate with both new and existing candidates in the recruitment process. Provide links to your social media pages to candidates at all stages in the process and encourage them to visit the pages and ask questions about any part of the process. You can also share useful information about working for the company, including locations, employees and other relevant news. 4) Live Recruitment Events Not everyone can attend the many recruitment events happening every month. But by using social media like Twitter, Facebook Live, Instagram and Snapchat, you can easily provide live commentary for these events you attend or host. Real-time video via Facebook Live and interaction via Twitter chats are superb examples of ways to regularly engage with a live audience of potential candidates. With social media firmly established in our working lives, I question how much more evidence HR departments will need to fully embrace this "new" form of candidate engagement. Photo: Twenty20
Cartoon Coffee Break: Unconventional Recruiting
Editor's Note: This post is part of our "Cartoon Coffee Break" series. While we take talent management seriously, we also know it's important to have a good laugh. Check back every two weeks for a new ReWork cartoon. Missed the Recruiting Trends conference? From the state of recruiting automation adoption, to the role that the human element still plays in recruiting, our recap covers everything you need to know. Header photo: Creative Commons
The Latest Office Benefit Is Tackling Student Debt
Modern companies are more than just employers — increasingly, they are also gyms, cafeterias and even laundromats. As perks like yoga class, free lunch and complimentary dry cleaning become the norm, companies continue to push the boundaries on ways to attract and retain top talent by providing much more than a paycheck to employees. The latest in the slew of new workplace benefits? Student loan assistance. In April, Chegg partnered with Tuition.io to give full-time employees extra cash for student loan reduction. Then in September, consulting firm PricewaterhouseCoopers announced it would provide up to $1,200 to help employees pay off loans annually. As a benefit, student loan assistance programs are certainly still in their infancy— one survey found that only 3 percent of companies offer such a benefit. But experts say that may soon change as companies seek to differentiate themselves in a competitive hiring environment. "We think student loan benefits are poised to be the next big benefit; similar to what 401(k) matching was when it was first introduced," says Dana Rosenberg, who leads employer and affinity group partnerships at Earnest, a lender that offers student loan refinancing and works with companies to create loan pay-down programs. The Burden of Student Debt Such programs could be extremely attractive to debt-laden Millennials. Around 40 million Americans collectively carry $1.2 trillion in student loan debt, and the graduating class of 2015 was the most indebted class in history with an average debt of $35,000 (a superlative they won't hold for long come May 2016.) For employers looking to adjust benefits to correspond to the changing demographics of their employee base, student loan programs hit the mark. "In 2016, our employees will be 80 percent millennials, and we also hire close to 11,000 employees directly out of school each year," says Terri McClements, Washington Metro managing partner of PwC. With student debt often preventing young people from participating in 401(k) plans and reaching traditional life milestones, the benefit could potentially make a large impact on employees' financial and personal well-being. A study from the American Student Association found that 73 percent of people with student loans reported putting off saving for retirement or other investments due to their debt, 75 percent reported delaying a home purchase and 27 percent reported it was difficult to buy daily necessities. "Student loans can be a very stressful thing to deal with, so if we can give our employees peace of mind, that's great," says Caroline Gennaro, corporate communications manager at Chegg. The Allure for Employers Student debt assistance programs aren't just attractive to employees, either. Rosenberg says there are significant benefits for the organizations that offer them as well. "Employers that offer programs to help their employees get out from under their debt load are seeing big benefits: increased retention, more competitive recruiting and, perhaps most importantly, happier employees who have additional cash flow to put towards their life goals," Rosenberg explains. Rosenberg says happier employees are more engaged employees, who tend to be more productive. Studies show that companies with high employee engagement experience lower turnover and have double the rate of organizational success than their less-engaged counterparts. Student loan benefit programs may also lead to a more diverse workforce, attracting employees whose financial backgrounds meant they had to take on more debt for their education. "Diversity and inclusion are also very important to us, so the ability to offer this benefit can help minorities who come out of school with a higher debt burden," says McClements. A Promising Response Companies say the response to their student loan assistance programs have been overwhelmingly positive. Chegg has had more than 80 people sign up since they started their program this summer, and they've already eliminated roughly 86 years of collective loan repayments for their employees. Companies are also finding these programs are a way to differentiate themselves from organizations that may offer more generic benefits. "As a company in the San Francisco Bay Area, we are always looking to attract the best and brightest in the industry, and this benefit is a big draw," says Gennaro. Photo: Shutterstock