2016 New Year's resolutions for employers

Before you know it, SG50 is almost ending and we are inching closer to 2016.

A new year always signifies a fresh start and an opportunity to bring about positive changes.

At a personal level, we often use this time to make resolutions to accomplish something on our bucket list or break a bad habit.

For employers, it would also be timely to take stock of your recruiting strategy over the year as the talent crunch continues here in Singapore.

We have to accept that the tighter foreign talent policy is here to stay and our young Singaporeans have an abundance of choice to nitpick every opportunity that comes along.

Our hardest working generation is retiring by the hundreds and physically isn't able to put in as much as before.

And I haven't even touched on technologies.

Employers need to start putting together a plan to better prepare them for what is to come. It might not arrive next year, but it would be too late if you don't get your act together.

If you are unsure where to begin, here's a few suggestions to get you thinking:

1. I will form an alliance with my employees

This borrows heavily from the latest book by Reid Hoffman, the co-founder of LinkedIn. In his latest book Alliance, he wrote about the current dishonest relationship between employers and employees.

In essence, employers naturally expect employee loyalty without committing job security or professional development. Employees profess loyalty but leave the moment a better opportunity comes along.

It is time to change that approach and be honest about the duration an employee would be with you. In the book, it is called the Tour of Duty.

During the tour of duty, employers will work hard to provide the best working environment for the employee for them to become a stronger professional. This is done in exchange for the achievement generated by the tour of duty.

There is no pretense that the employee will be there for life.

Once the tour of duty is over, both parties can sit down to explore further or another tour of duty.

2. I will professionally train my hiring managers and HR

I know a managing partner of a large audit company. He is from a specific well-known college. And since time immemorial, they have had this rivalry with another well-known college.

He shared he seldom hires people from that other college and will write them off by 90% right after they step into the interview room.

Many professionals could do what they do really well. In this case, he runs an audit company fantastically. But he probably could interview candidates as best as my 7-year-old.

Some would tell you they trust their gut. But everyone has a different gut. How does one make a fair assessment on differing instinct levels?

With employees being the key driver of success or failures in any business, it is time to recognise the importance of knowing who to let through the front door. And learning how to do it consistently well.

3. I will help my employees with career planning

In the past, it was up to an employer to ensure that its employees had the skills to meet the company's long-term goals. Now employees advocate that they are — and should be — responsible for their own career development.

This shift has changed the way employers handle career development as it is viewed today as more of a kind of partnership with employees. Significantly it plays a big part in a company's attraction and retention strategy. 

Many modern candidates will not consider employment with an organisation that doesn't offer career development as a basic component of its culture.

By helping your employees with career planning, you are developing career paths that enable employees to understand their options to grow in the organisation. In doing so, you are gathering the information to determine what skills they would need to achieve this.

At the end of the day, employees find more opportunities within and stay longer; while employer gets longer continuity of employee to drive their business strategy forward.