Ahh, the joys, trials, and tribulations of remote hiring.

There are the lovely parts — more candidates, more freedom, more choice — but then there are the more frightful aspects. Here, we closely examine some classic remote hiring stumbling blocks and how to sidestep any spooky surprises.

Technological Betrayal

Zoom, Microsoft Teams, Google Workspace, Slack, Webex — when we work remotely, we depend on newfangled video communications software to function, well, correctly. But as we have all experienced, these technologies are not infallible — sometimes with hilarious (and ruinous) implications. Sometimes Zoom will shut down in the middle of a critical executive interview or, for some reason, turn you into a cat.

For ease of communication, interview, onboarding, or otherwise, invest in the best available video chat option for your team. Yes, these technologies can be costly, but having a professional account/license gives you more functionality guarantees. Should your tech fail, you have more robust customer support, who can bring you back from the tech dysfunction abyss.

Ch-ch-ch-choices. A Curse in Disguise?

As remote work becomes more sought after, the influx of candidates can sometimes feel overwhelming. On the upside, remote work is a fantastic opportunity to attract top-tier talent, especially in an employee-favored market. But on the flip, sifting through giant pools of potential candidates can be a frightening burden for hiring managers and HR teams, recalling the classic search for a needle in a haystack.

What if there were a way to insert more needles into said haystack? Or craft a stack of all needles? If you want to hold the hay, consider working with a staffing agency (like Creative Circle) that vets candidates for you, only presenting you with folks with the skills, experience, and know-how to get the job done.

Tick Tock, Tick Tock . . .

With the need for derrieres in chairs obviated by our growing societal shift into remote work, the talent pool has grown considerably, which is excellent. Still, some snafus come from a less local approach, one of which is time zones.

Let’s set the scene. You’ve found some contenders for your role — now it’s time to schedule the video interviews. Your hiring manager is in New York, the candidate lives in San Francisco, and your project manager is in Minneapolis — the schedule just got a bit more complicated. Time zone variances can inject some trickiness into the hiring process, which can also impact how you work together if the candidate is hired.

Using a scheduling program can help. This software lets users input time zone information and automatically rectifies the meeting times when sending invites. If a particular team has several remote workers in several different time zones, this can save time and energy and help avoid communication mishaps.

While dealing with time differences of one to three hours is easily surmountable, when the time difference creeps north of three hours, it may become essential to ensure that the candidate is aware of the time zone in which your company operates.

Onboarding Woes

You have successfully navigated some of the blood-curdling pitfalls of hiring remote workers. Now, it is time to welcome them to the team and kick off onboarding. When done in person, several hires can be steered through the process by a member of the HR team. And voila, after three or four hours, ten new employees have been onboarded.

But when onboarding remotely, it is up to the new hire to dedicate the time to the required onboarding tasks. Should any glitches arise, there is no person to turn to for immediate assistance. What would have been a three-hour process may have just become a six-hour affair. We all know that time is money, so how can we expedite remote onboarding?

Many companies have taken to holding group onboarding sessions via Zoom. All recently hired candidates are required to attend, and HR guides everyone together through the process in real time. If hiccups arise, help is more readily available to nip challenges in the bud, saving time, patience, and frustration.

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Bottom Line

Remote hiring can sometimes feel like a minefield. One wrong step and ka-boom — the spinning wheel of death! The file won’t load! Are you a cat?! But the good news is that by planning accordingly and solving problems before they arise, you can make the brave new world of remote hiring work for you.

About the author

An award-winning creator and digital health, wellness, and lifestyle content strategist —Karina writes, produces, and edits compelling content across multiple platforms —including articles, video, interactive tools, and documentary film. Her work has been featured on MSN Lifestyle, Apartment Therapy, Goop, Psycom, Yahoo News, Pregnancy & Newborn, Eat This Not That, thirdAGE, and Remedy Health Media digital properties and has spanned insight pieces on psychedelic toad medicine to forecasting the future of work to why sustainability needs to become more sustainable.

Employers may be the ones asking the questions but job candidates are taking away more from the interview than you think.  From 3-hour interviews to inappropriate interviews, these candidates share out their most memorably bad interview experiences.

1.

Time is money.

 

2.

 

3.

I personally think chameleons are really cool.

 

4.

 

The most inappropriate question award goes to…

 

5.

 

6.

I think we have a different definition of “quick” than that company

 

7.

 

8.

Red flags… that’s our cue to gracefully exit.

 

Tell us about your worst interview experiences, join in on the conversation here.

I get asked a lot about how I’ve landed in the various roles I’ve explored throughout my working life. I’ve had a lot of different jobs, and sometimes feel like I stumbled into a career just by taking leaps and trying things out. The secret to my success? A mix of luck and gumption, probably.

I’ve never really considered any of my shifts a full-on career change, preferring to think of them as shifts or evolutions into something adjacent. Perception is reality, baby, and that’s how we frame the story. Looking back over the past 15 years, here’s an outline of the various phases I’ve moved through, how the shifts played out, and the lessons learned along the way.

Before we dig in, I want to be absolutely clear that this journey came with a lot of help, a lot of privilege, and a lot of luck. None of us are islands. Every successful pivot comes with help and other people who can open doors or at least crack open a window.

 

 

PHASE 1: BROKEN OPTIMISM

Inspired by Rachel Weisz’s character in The Constant Gardener, I decided I wanted to study journalism in college. I thought I could make a difference by exposing hard truths and launching a career in investigative journalism. Throughout my college years and my internships, I realized that the industry had been shifting, and not in a way that seemed to value what I wanted to offer. Also, SPOILER ALERT, Weisz’s character dies on the job, which I maybe should have considered.

I also started noticing very legitimate anxiety issues and found myself too identified with my writing to ever feel good about submitting it on time. I suffered from crippling perfectionism, which made it hard to work on a deadline. Eventually, I decided to put that dream away, and just figure out a way to get a job in New York where I would eventually figure things out.

 

LESSONS:

  • You may not major in your eventual career, but you can lay the groundwork for solid recommendations and a portfolio.
  • Self-esteem and mental health issues, when unaddressed, can lead you to slowly sabotage yourself.

 

 

PHASE 2: CHAOS 

I moved to New York under the backdrop of Occupy Wall Street and the wake of the Great Recession. Unemployment rates were still high, so snagging a role fresh out of college was a challenge. I felt directionless and desperate but managed to plow forward and apply to every gig I was remotely qualified for. I tapped into Craigslist, alumni networks, every contact I had made in my various internships, parents of friends who were based in the city, and on and on we went. This is what we call planting seeds, and it can be so frustrating not to see results from the sheer volume of it all.

Within one week, I had a part-time job that paid $10/hour working as an assistant to a photographer’s agent, which I landed through a connection I made at a former internship. A few months later, I had lined up a few more gigs, including web production, copywriting, hostessing, and bartending. The hustle was very real that first year in the city. I did a lot of unpaid work and interviewed for a lot of weird gigs — thank you, Craigslist — but managed to stay afloat.

Eventually, one of the seeds I had planted sprouted, and I landed an interview at Sony as a quality assurance coordinator. Not the role of my dreams, but it was in tech and music, full-time, and at a big company. I was thrilled. I got the job, would be paid hourly, but did not get benefits which was okay because I was still on my parents’ insurance.

While I wanted to do something “more creative” long-term, I really enjoyed my team and the work I was doing. Unfortunately, lack of monetary advancement and sexism lead me to seek greener pastures. My roommate suggested a staffing agency he had worked with to help me find my way, but instead of being placed by them, I became a recruiter.

 

LESSONS:

  • You can harness various skills to reach unexpected places.
  • Sometimes the seeds you plant take a while to sprout, but you’ll be grateful to your past self when they do.
  • Lean into every network connection you can; reach out respectfully and without expectations.
  • Be gracious, listen, say thank you, and mean it.
  • Sometimes a toxic environment can drive you out of a potential career path.

 

PHASE 3: STABILITY

That’s right! I finally found a salaried full-time role with benefits and all at Creative Circle. I joined the New York office as a recruiter, using my creative/tech experience as a base, and built off that with training and experience. Did my heart still long for creativity? Yes. And you know what? I got to explore my creativity after hours since I was making more money and finding stability. I took improv and storytelling classes. I took piano and voice lessons. I started therapy and worked through the self-esteem issues that sabotaged my college writing dreams.

Having those three years of stability was life-changing for me. I got on top of my health, learned about myself, and built a savings account. But something was still missing for me. I explored a range of passions that led to signing up for trainings, mentorships, and certifications so that I could do the part of recruiting I liked best, helping people. I decided I would try my hand at freelancing. I expressed my wishes to my manager, and we parted ways on excellent terms (this will be important later).

 

LESSONS:

  • Financial stability and independence can be game-changers.
  • Maintaining your mental health and integrity is more important.
  • There are ways to part ways amicably. Maintaining professional connections can only help you. (Obviously, if your employer is manipulative and unethical, this does not apply. Burn that bridge and never look back, but make sure you have evidence of their misconduct just in case.)

 

 

PHASE 4: CALCULATED CHAOS

I took a stab at entrepreneurship, teaching yoga, reading tarot cards, and offering one-on-one mentorship and coaching. This was an ever-evolving process that launched me back into that hustle zone, albeit with a little more cushion and a little more freedom. I worked all kinds of gigs, in all kinds of environments, with all kinds of people. I designed workshops and classes, packaged offerings at events, worked with long- and short-term clients, and had the space to study and explore various areas of interest.

A lot happened during this time, but eventually, I made my way back to my home city and tried to continue what I had started. However, it became clear I couldn’t do things in the same way anymore. I started shifting, focusing more on mentorship, and allowing myself to imagine something different. I had never intended to live like this forever, and was realizing perhaps all my interests and hobbies shouldn’t become my job. It was time to pivot once more, I just didn’t know what that would look like yet.

 

LESSONS:

  • Your passion could lead to a career, or it could lead to a valuable learning experience.
  • You can monetize the things you love, but you can also walk away when it’s not working anymore.

 

PHASE 5: EXTERNAL CIRCUMSTANCES

After one year back in Miami, I suffered a concussion four months before the onset of the COVID-19 pandemic. This had the unfortunate effect of making the already challenging logistics of my work untenable. Teaching yoga in Miami was way harder than teaching in New York. Needing to drive, often during rush hour to teach classes made it so my dollars per hour earnings were often way below minimum wage if you include prep and travel time. Once I sustained the injury, the effort doubled as driving at night would trigger headaches and nausea, I also couldn’t look at screens for more than a few hours a day. It was a rough time.

I had to spend a lot more time resting, which was hard and made me feel helpless, but with the support of my family and then boyfriend/now husband, I made it through and realized it was time to pivot once more. In my explorations, I reached out to my old manager (the one I left on great terms with), and picked up some copywriting and admin work. I was really lucky to ride out the pandemic with a few of my mentorship clients and some supplemental income. I also moved in with and married the boyfriend. It was a hard time, but a good time.

You’ll notice this was not a full pivot, but rather a rolling with the punches kind of situation, where I picked up work when I was able and switched to meet my abilities and needs. Sometimes we don’t get to pick our pivots. We just work with what we have.

 

LESSONS:

  • Control is an illusion.
  • Notice your limitations, and ask for help.
  • Sometimes you can’t do things the way you used to. Sometimes it’s unexpected.

 

PHASE 6: FOCUS

Staring at a new phase of life, I had some choices to make. While post-concussion symptoms lingered, they were infinitely more manageable, and I had developed methods of soothing and coping whenever they cropped up. After over a year of preparing, my husband and I were ready to embark on a four-month journey across the country. The plan was to put everything in storage and then find a home and start a family upon our return.

So what did this next pivot look like? It was a complex series of proposals, applications, freelance work, and endings that spanned almost the entirety of 2021. I knew I wanted to fully step away from the more “woo” aspects of wellness after seeing its predatory nature unravel over the course of the pandemic. (If you’re interested in learning more about that, I would start with the Conspirituality podcast). I also knew I needed to keep things simple until after our cross-country trip and make sure any big commitments and changes didn’t start until 2022. I knew I wanted to home in on working towards practical solutions that are more rooted in community than individualism. That led to the following:

I had picked up more freelance work doing some internal sourcing in addition to writing.

I applied for graduate-level social work programs and enrolled for a January 2022 start. (I chose the most flexible/affordable program available so I wouldn’t have to take out loans and could continue working.)

I stopped taking new coaching clients, eventually saying goodbye to my last mentee by the end of January 2022.

I pitched a version of my current role, and a new department was eventually born.

In many ways, the various twists and turns have led me here and I had to use that to my advantage. The number one question I had to answer was why am I the best person for this job. What are the skills and experience only I can bring to the table? Boom, pivot.

 

LESSONS:

  • Timing might not be everything, but it’s a lot.
  • Having colleagues in your corner makes a big difference.
  • So does knowing your worth.

 

About the author. 

Alessandra is your friendly neighborhood writer, coach, and facilitator with a varied history of experience from digital agencies and corporations to yoga studios and gyms. Her expertise and interests range from fitness and wellness to self-care and personal development to intersectionality and justice to science and creative cultivation. She has worked on and off with Creative Circle since 2014, originally as an NYC recruiter, later as an internal sourcer, and currently as a community wellness and culture specialist as well as a contributing writer for this here blog. You can find up-to-date offerings or sign up for her newsletter at alessandracalderin.com.

 

The first Hitchcock film I saw was Rear Window. I was mesmerized—not only by the film’s taut suspense and thrilling plotline but also by the economical and stylish approach Hitchcock took to telling the story. I eventually dove deeper, and films like Vertigo, Notorious, and The Birds took their rightful place on my list of most-loved movies. When I eventually went to school for graphic design, I learned about Saul Bass, the designer responsible for a number of Hitchcock title sequences, including Vertigo, Psycho, and North by Northwest. I then discovered that Hitchcock himself had at one point dabbled in graphic design, and everything clicked. It made total sense to me that the man behind these films—which have been celebrated for their bold artistry and visual storytelling—had a background in design and advertising.

Although he was interested in the visual arts from a young age, The Master of Suspense did not initially have dreams of being involved in the movies. A lover of art and design, he enrolled in drawing and design classes in 1916; however, when his father died, it became his job to support his mother and siblings, and he began working as a technical clerk for a telegraph and cable company called Henley’s. He quickly grew bored with the clerical nature of his work, and a higher-up in the advertising department agreed to let him try his hand at ad layouts. It was clear Hitchcock had the skill for it, and he was soon promoted to the advertising department in 1919, where he began drawing graphics and writing copy. As he later told French filmmaker Francois Truffaut, this was his “first step toward cinema.” Later that same year, he worked as a movie title card designer for Islington Studios in Britain.

These early stages of Hitchcock’s career familiarized the director with the principles of design, such as contrast, perspective, shape, line, and movement. It was with these elements that he first learned to economically tell a story through advertising, leading the viewer’s eye and infiltrating their subconscious. This is exactly what he would go on to do in film, albeit on a grander scale. As he himself declared, “My mind is strictly visual.”

Hitchcock is a master when it comes to framing. Each shot is carefully composed, using contrast and perspective to heighten emotion, create suspense, and build character. In North by Northwest, there are two sequences in particular which have been cemented in film history for their brilliant use of contrast and perspective: the first is Cary Grant being pursued by an enemy crop duster—which grows from a dot on the horizon to a giant, murderous machine—and, near the film’s end, a harrowing scene in which Grant and Eva Marie Saint climb the gargantuan, precarious faces of Mount Rushmore. In the memorable Psycho set, Hitchcock varies the shapes of the buildings to create visual interest. As he notes, “The architectural contrast between the vertical house and the horizontal motel is quite pleasing to the eye.” The Psycho house has since become one of the most iconic sets in film history, and is still visited by tourists to this day.

In the 1954 thriller Rear Window—arguably Hitchcock’s biggest crowd-pleaser—the director confines himself to a single set and shoots almost exclusively within or through the window of a single apartment. It is through the windows of the surrounding courtyard buildings that our protagonist glimpses the lives and routines of his neighbors, each window a canvas on which Hitchcock composes minimal but lively tableaus of everyday life. Like an effective logo or ad, these images communicate a massive amount of story with a single glance: a gregarious dancer entertains a roomful of men; a solitary woman dines at a table set for two; a man carries his bride across the threshold. Through Hitchcock’s economic artistry, we not only engage with the plot, but the film’s themes of voyeurism, loneliness, and companionship find their way into our subconscious.

In Psycho’s famous shower scene, Hitchcock uses seventy-eight camera shots to show the murder; however, nudity or actual violence are never seen—instead, we glimpse an extreme closeup of a screaming mouth, a medium close-up of silhouetted figure holding a knife, a pair of feet moving in what appears to be bloody water, and, eventually, the water swirling into the abyss of the drain. Individually, each shot is meticulously composed, but shows only a granule of information; when strung together, they create one of cinema’s most famous and horrifying sequences.

In Strangers on a Train, Hitchcock gives us another iconic murder scene, but this time in a single, twenty-second-long shot. The crime is shown in warped, fisheye reflection through a pair of fallen eyeglasses. These glasses are an important part of the film’s visual language, much like the camera lens in Rear Window, the bell tower in Vertigo, and the stuffed birds in Psycho. “I was quite intrigued with them,” says Hitchcock about these feathered props. “Owls belong to the night world; they are watchers.” These shapes become symbolic, and, like a designer placing an icon on a piece of signage or arranging a group of shapes within a brochure, Hitchcock uses these objects to convey information and arouse emotion.

As Hitchcock commented to biographer Charlotte Chandler, “Klee could have made good storyboards.” He was referring to the German artist Paul Klee, known for his colorful, cubist paintings and surrealist instincts. Hitchcock’s visual sense is equally impeccable, and is at its most brilliant in Vertigo, which in recent years has come to be regarded as one of the greatest films of all time.

First of all, Vertigo distinctly showcases Hitchcock’s genius when it comes to color. In one of the film’s many breathtaking scenes, our protagonist gazes at a beautiful woman wearing an emerald wrap as she moves through a bloodred restaurant interior. Later in the film, these same shades of green and red recur in the form of costumes, props, and lighting, alerting the viewer’s subconscious the the emotional weight of the scene. Hitchcock’s use of line to create emphasis and motion can be seen in the film as well, whether it’s in the shot of a woman standing by the Golden Gate bridge as it recedes in the distance or in the climactic sequence involving a set of perilous, square-spiral tower stairs.

Hitchcock’s films are an endless visual feast, and something new can be unearthed upon each viewing. Just last month, while on holiday in France, I attended a Saturday night showing of Rear Window, a film I’ve seen no less than two dozen times. It was during this screening that I noticed a particular shot as if for the first time: that of Grace Kelly’s Lisa, who, having broken into the murderer’s apartment, gesticulates across the courtyard to her admiring, watchful boyfriend. In the apartment below, this image is reproduced: the suicidal Miss Lonelyhearts approaches her own window, hypnotized by the music of a male neighbor. In an instant, the spinster has become a shadow self for Lisa, drawn by an outside force which promises companionship. The energy emanating from this shot is heightened even further when, seconds later, the killer reappears two windows down, approaching his front door.

About the author.

Daniel Nolen is a writer, designer, and performer in New York City. He has written about design, music, film, and theater, and can be found regularly and happily taking in concerts, shows, and exhibitions around the city. He also co-hosts the weekly comedy/variety show Cast Offs, every Monday at 8pm at Club Cumming in the East Village.

Recently, I booked an appointment with AAA to get a Real ID driver’s license. The day before I was set to go, I received a call from the branch manager with regrets for canceling my slot. Why? They did not have enough staff.

It’s “An Unprecedented Labor Shortage.” Heritage.com explains: “The big story is a 9.2% drop in employment among workers ages 65 and older and a 3.0% decline among workers ages 20 to 24.” Let’s focus on the latter, which is a subset of “Generation Z.” Born between 1997 and 2012, Gen Zers are tech avid and savvy. They represent a supersize block—2.47 billion, or 32%, of the world’s 7.7 billion people and about one in five in the U.S. They are much-needed additions to the workforce. But attracting them to join the payroll and retaining them is not a slam dunk. Here’s why.

 

Gen Z in the Workplace—

Who, What and How to Attract and Retain?

Organizations seek Gen Zers for their unparalleled digital skills and fresh outlooks. However, the members of this group are unlike the previous cohort, Millennials, and others. Gen Zers tend to be: “more communicative, more competitive” as well as “more independent” and “more entrepreneurial.” These are only some of the distinguishing features. That said, it is “important for business leaders to understand the work, and benefits that they must offer to best recruit and keep them.”

“Who is Gen Z and How Will They Impact the Workplace?” reports that Gen Zers “are driven by different needs than the generations that came before them.” These include:

 

  • Work/life stability

They’ve witnessed the burnout that can occur when work overtakes all else; perhaps as children they even had to bear the brunt of it. Now that it’s their time to enter the labor force they don’t want any part of this adverse effect. Instead, they desire a more even-handed experience. Note: almost 40% of the members of Gen Z deem “work/life balance as a priority” when considering an employer.

Tip: Stay fluid

Keep flexibility top of mind when setting work policies, such as hybrid and remote arrangements. But don’t stop there. “How employers are wooing Gen Z” cites examples. “Sage Hospitality… is piloting a four-day workweek for positions including cooks and housekeepers. And healthcare firm GoodRx is letting employees work from anywhere in the U.S., hiring an outside company to provide offices.” Indeed weighs in by advocating employers offer parental leave, “generous vacation time” and “generous healthcare coverage over perks like free food or happy hours.”

 

  • ‘Phigital’ perspective

Whereas those who have retired from the workforce or may in the next decade are “Baby Boomers,” young arrivals are known as “Zoomers,” hence the “Z” for “Gen Z.” And zoom they do, referring to the speed at which they adapt to and glom onto technology. Digital natives, they view their devices as “extensions of themselves.” They use them to commurenicate with others on the job, organize their work and more.

Tip: Tech up

Stay on the cusp of the latest organizational platforms and digital tools. Ask Gen Zers what tools they need to succeed and factor in their feedback in IT planning. Connecteam suggests providing a state-of-the-art arsenal, e.g., Google Suite, Slack and Salesforce. Another suggestion: provide microlearning platforms to help Gen Zers develop on their own the skills to succeed. More: “On the recruiting end of things, companies that have a presence on a platform that embraces video—such as YouTube or Instagram—are more likely to catch the eye of Gen Z hunters.”

 

  • 24/7 connections/interconnections

Bred on high-speed internet, Gen Zers interact with peers and others online (and offline) all the time. Social media is their oxygen. So too is immediacy and intimacy in their discussions; they opt for Facetime over texting and calling. This carries over to the job. “Gen Z prefers steady communication with their professional teams and thrives in an environment of transparency.” Factoids: “90% of Gen-Z workers desire and value a human connection in their professional environments, 60% of Gen Z employees expressed the desire to have clarity on the expectations and parameters of their jobs.”

Tip: Combine high tech, high touch

Loop in Gen Zers and stay with them. “Chats via Slack, quick check-ins over email, and even a simple emoji counts as the kind of communication Gen Z feels they need. Recognize contributions. “Gen Z wants to feel appreciated (and for that matter, all workers do). Make it clear that you care by asking for input regularly and creating a two-way dialogue.” Update the members of this group; keep them apprised. Gen Zers appreciate receiving immediate feedback so they can be their best.

 

  • Breaking demographic boundaries

Gen Zers have awareness and interest in far-ranging social issues; that pertains to their interactions online as well as offline. Re the latter, Pew Research reports that almost half of all Gen Z individuals are considered “racial or ethnic minorities.’” This mix extends beyond race to the gender and sexuality spaces. “One in 6 Gen Z have reported they are either transgender or queer.”

Tip: Vive la difference!

Go beyond lip service and writing to demonstrate that diversity rules. Show examples of company culture, initiatives, headcount/inclusion and funding along these lines “Many in Gen Z pay close attention to a company’s diversity efforts when making a decision of whether or not to pursue employment with a particular business—and it makes a big difference in the long run, as studies have shown that many employees who work at diverse organizations stay there beyond five years.” More: Make applications and forms inclusive with more gender-neutral options. Promote efforts to ensure job candidates understand the organization is “a diverse, supportive and inclusive workplace by getting Great Place to Work-Certified.”

 

  • Achievement oriented

“Common Gen Z traits include a competitive spirit and an eagerness to prove themselves.” Indeed suggests these emanate from wishing to stay at the front of the pack. It’s the Fear Of Missing Out—FOMO—principle in action. “Gen Zers don’t want to be left behind by their peers. With their successes always on display through social media, FOMO looms large for this generation.” Gen Zers, similar to their next oldest group, seek “upward mobility in their careers.”

Tip: Offer opportunities and education galore

Change, challenge and upward momentum may not only capture Gen Zers but also cement their interest and allegiance. Indeed suggests reflecting Gen Zers’ competitive nature in marketing and outreach and showcasing accomplishments and awards as well as growth and advancement opportunities to make your company stand out.” The word from LinkedIn’s Talent Blog is to “lean in on learning and growth.” That includes supporting an #AlwaysBeLearning culture and developing “mentorship opportunities and job rotation programs.”

 

  • Side gigs entrepreneurial instincts

Again similar to Millennials, Gen Zers are masters of the side hustle. As such, many fit the “slashie” style of work—multiple roles and sources of income. Resourceful and striving, many want to work for themselves. Indeed provides proof points: “58% of Gen Zers said they would like to own a business one day and 14% already do.”

Tip: Be open and receptive

Gen Z has led the way to the “side hustle era” that is in full force today. That’s reality, so adjust and embrace it. Ask potential employees about outside work-related activities and keep a pulse on the same for those already working for the organization. Understand and address change this wording so we’re not framing it as problematic within a framework of success. Coach these desires and support how they mesh with their full-time job. Above all, be open, honest and interested.

 

Keep in mind: Gen Zers play vital roles in the workforce. Get familiar with the new rules of the road. Knowing and acclimating to who Gen Zers are helps create the best environment to bring them onboard and optimize their commitment.

 

 

About the author.
You name it, she covers it. That’s the can-do attitude Sherry M. Adler brings to the craft of writing. A polished marketing and communications professional, she has a passion for learning and the world at large. She uses it plus the power of words to inform and energize stakeholders of all kinds. And to show how all of this can make a difference, she calls her business WriteResults NY, LLC.

Jimmy McGill, the intriguing main character on Better Call Saul is a master of quiet quitting. Example: while working as a lawyer at a conservative practice, he scaled back his participation from active to low. That recalibration aligns with quiet quitting. However, unlike quiet quitters, who wish to remain employed while investing less in their job, Jimmy plotted his way out of the firm quietly and not so quietly. He traded his grey office attire for glaringly bright suits, shirts and ties. He played the bagpipes in his office. It worked. The managing partner booted him and let him keep his cushy signing bonus.

Granted, this is television theatrics at its best. But the concept of quiet quitting in a remain-on-the-job and less over-the-top manner is real. The timeframe is now. It’s becoming so widespread that a post in the Boston Globe declares: “As quiet quitting goes viral, it’s turning into the pumpkin spice of 2022.”

 

What Exactly Is It?

Although it’s not a new term, quiet quitting took hold on a grand scale in the second half of this year. The Wall Street Journal precipitated initial awareness. Its coverage set off a chain reaction in news outlets everywhere. Social media jumped in. TikTok prevails on this front. ABC Eyewitness News acknowledges this by saying about quiet quitting: “The TikTok trend gets people talking about work ethic and setting boundaries.”

Quiet quitting runs counter to the traditional go-get-‘em capitalist spirit. It’s “a psychological shutting down” that manifests itself in a lessening of rigor. In essence, it’s putting forth the minimally accepted effort, just getting by, “not actively going above and beyond.” Some consider it “career coasting.” This model taken root and continues to build momentum. For this reason, The Wall Street Journal suggests quiet quitting is “changing the workplace.”

Really? That distinct possibility springs from how pervasive it is. A Gallup poll finds that those in the quiet quitting category comprise half of the U.S. workforce and most likely more. That equates to millions of people who are executing their responsibilities at the base level. Many are on automatic pilot and do not engage emotionally with their job.

This massive quiet quitting wave has implications for companies far and wide. Through time, organizations have depended on a hierarchy of employee effort with many performing at a high level. Beware: quiet quitting may translate into lower than projected productivity and an overall economic slowdown.

 

Why Is It Occurring?

Several factors may have triggered quiet quitting.

One is the pandemic. It not only disrupted life but also caused people to pause and reevaluate what matters to them. “The concept of quiet quitting is resonating because [the pandemic] has been a time of reflection as people reassess their priorities and consider the fragile nature of humanity”. Covid-19 changed their outlook and placed greater importance on taking care of themselves and their loved ones. They are stepping back from work as the be all and end all and off the ambition treadmill to a more tempered existence.

The pandemic generated undue stress and exhaustion. It also led to worker disengagement, which sowed the seeds for the Great Resignation. Employees quit in droves. That, in turn, led to a stream of job openings, lopsided employee supply and demand and worker shortages. It shifted the base of power from employers to employees and potential employees. The latter moved into a strong position to rethink and alter their style of life and work.

That last comment dovetails with a description of Gen Z which, as a group, contributed to the rise of quiet quitting. Members of this youngest cohort differ from their older counterparts. They demand greater work/life balance and flexibility. That is, they want to draw a sharp line between work and life. Separating and balancing the two gives them time to pursue their interests which, for many, includes taking on several gigs.

How entrenched is Gen Z in the quiet quitting phenomenon? A post on Entrepreneur.com says: it all. “Gen Z Thinks ‘Quiet Quitting’ is the New Norm: 82% Say Doing the Bare Minimum At Work is ‘Pretty or Extremely Appealing.” Of note, some Millennials also march to this beat. The survey from which this information comes reports that those who responded considered “wellness, hobbies, family and friends” to be more important than work.

Fast Company weighs in on quiet quitting. It acknowledges that the pandemic largely stoked the trend. However, something occurred on top of that. It labels this secondary cause “a failure of traditional HR methods that don’t work anymore.” As a result, “employees feel trapped and unfulfilled in the roles they hold today.” They want to use their skills more adeptly and have greater opportunities for advancement.

 

What Can Employers Do to Quiet all this Quiet Quitting?

Don’t just mull this over. Address it. Organizations need to “change alongside their people.” If they don’t, “quiet quitting could lead to a downward spiral of reduced productivity and deteriorating company culture.”

Action items include:

• Put people first
Concentrate less on productivity as go-to metric. Instead, insert initiatives that enable employees to prosper. “Start by creating access to development and internal job opportunities,” which Fast Company labels as “a strategic investment in employee development.” Create an internal “talent marketplace.” The idea is “to harness their employees’ full potential.” This shift in priorities makes for a more satisfied, engaged and empowered workforce.

• Practice work/life balance
It’s one thing to tout flexibility and another to actively embrace it. “Make sure your employees know you support them in achieving a healthy work-life balance.” What are some of the ways to achieve this? Go full force. “Encourage [employees] to shut down their laptops and leave the office on time, take a proper lunch break, switch off from work at the weekends, ignore out-of-hours emails, and take their full entitlement of paid annual leave.”

• Build connections, meaning and team spirit
Offer internal gigs, mentorships and job sharing. Gigs provide workers “exposure to new leaders and coworkers in other departments and locations.” They also shore up and build new skills and may result in a new career pursuit within the organization. Mentorships benefit by employees and leaders, who learn from one another. Job sharing helps employees who feel stretched to the limit and puts them in close contact with others to work together.

• Lead by example
Forbes suggests ways for those in the top ranks to tackle quiet quitting at the front end by changing their own mindset and behavior. “Learn to treat people’s off-time with more respect.” Enable workers to make the most of their time off rather than send reams of messages on weekends and evenings. This sends a cue that “it’s okay to be away from the office and decompress with friends and family.”

• Validate
Acknowledge and appreciate what employees do and not in a quiet way. Express it. Do that all the time, not only on spot and special occasions. Let those who work for you know that you value what they do. But address it the right way. “Remember the point of gratitude isn’t about thanking people for their accomplishments, it’s about helping them see their worth as a colleague and a human being.”

In the meantime, quiet quitting “has become a loud trend.” For employees and employers alike, lack of engagement is troubling. Employees’ needs are changing and impacting their roles and the organizations for which they work. This upheaval demands attention. “Quiet quitting is a wake-up call to every people leader. It’s time to rethink our old ways of working and to create an environment in which our people can truly be at their best.”

 

 

About the author.
You name it, she covers it. That’s the can-do attitude Sherry M. Adler brings to the craft of writing. A polished marketing and communications professional, she has a passion for learning and the world at large. She uses it plus the power of words to inform and energize stakeholders of all kinds. And to show how all of this can make a difference, she calls her business WriteResults NY, LLC.

Creative Circle wanted to understand what managers’ experiences were working with creatives—how to support them best, and what approaches foster the best environment for stellar creative work. We put out a survey to over 400 industry influencers to get their insights on how they navigate these unique working relationships.

Creative work is inherently different — brainstorming sessions, non-linear processes, a mélange of crafting and editing, and more that goes into creative development. So, how do you best navigate that in the workplace?

When asked, “Is your management style different when managing creatives versus non-creatives?” 59.22% of managers surveyed resoundingly (perhaps unsurprisingly) said “Yes.”

Here are some best practices for working successfully with creatives gleaned from this recent survey.

Be Open to their Process

You may not fully understand a creative’s process and everything happening behind the scenes — and that’s okay! Creative work does not necessarily follow a linear process — and the time it takes to translate an idea into something concrete is not always predictable. Most managers mentioned that when working with creatives, giving them the time and space they need to turn ideas into deliverables is essential. It is important to communicate deadlines clearly, but taking a more project-oriented rather than task-oriented approach to checking in can also be helpful.

“You have to display more patience and trust with creatives.”

“I do not believe in micro-managing. I trust my team, and with that trust comes creative freedom and an atmosphere that fosters imagination and being fearless with ideas and their work.”

“Creatives need more flexibility, less over-communication, and more standardized processes so they can create what they need or accomplish tasks without the fear of feeling over-managed or suffocated.”

“With creatives, I like to tell them the GOAL and a few ways I would accomplish that goal—but leave it up to them. I try to give more space for associative and lateral thinking, so instead of giving them solutions to implement, I give them problems to solve.”

“Creativity is not always available on-demand; part of the process involves time spent searching for inspiration—think doodling, taking a walk, daydreaming. While that may not look like traditional “productive” work, it is a crucial part of the process. If always in “doing” mode, creatives will not have time to generate those BIG concepts necessary for their work. Allowing the time and space for those juices to flow will support results that move the needle.”

“Creatives need time to do deep work and think—so whereas another type of role could sit down to get the work done and not need that deep thinking time, creatives may need time blocked on their calendars to think and research instead of doing. This helps inform the quality of the final product.”

“I tend to give them more autonomy. As a creative, I know how important it is to step away to get inspiration. That can be a walk in the park. A stroll to a coffee shop. Or just a quick nap.”

“Creatives need more space and affirmation, as well as clear goals and timelines. So, you manage them according to what motivates and drives results.”

Individualize Your Approach

Creative work can be deeply personal. Many creatives feel like they are pouring a piece of themselves into their ideas; if you can strive to ensure that there is alignment — with you, the team, and the brand — you will maximize a successful working relationship.

Ask what kind of support works best — what inspires them to generate new ideas? When interviewing and hiring, look for someone whose work and perspective resonate well with your brand, as well as their ideal work environment, how they best receive and process direction, and their preferred mode for feedback. And remember, just because someone is a great designer does not mean they are great for your project.

“I establish relationships with creatives while managing them. I think it’s important to have good, strong relationships first with creatives to understand their values and how they like to work in order to get the best work from them.”

“I feel it is more holistic in that there are layers and levels of communication, such as emotional intelligence, visual intelligence, intellectual intelligence — all combined.”

Emphasize Collaboration
Creatives don’t want to feel like they’re working FOR you; they want to feel like they’re working WITH you! Fostering a sense of collaboration can help creatives be more confident in developing and sharing more out-of-the-box ideas and allow for more productive feedback. Approaching each project as a shared mission—rather than an assigned task—can make the work feel more exciting and inspiring.

“When managing creatives, I take the time to build more personal relationships.”

“I tend to make sure there is lots of brainstorming and weekly meetings involved. There is no wrong or right way to be creative, and I think it is very important that the artist feels heard in the process.”

“I am probably more open to a creative’s consultation on a project (tone, aesthetic, demographic, project viability) and consider their input more deeply than with non-creatives, just by the nature of the work and because they were hired for their creativity, not to be held down to specific parameters.”

Value their Creative Insight
Creatives bring fresh and new ideas to the table, and it’s essential that managers acknowledge that. They’re generating unique concepts and content that would not exist without them.

When offering feedback, try emphasizing actionable changes rather than “no, this is wrong” or vague instructions like “make it pop more.” Suggesting a shift in direction and asking open-ended questions can keep the creative process moving rather than creating confusion.

“Creatives need actionable feedback. If you can’t articulate what is wrong or needs revision and a direction they should move in, you can wind up spinning on the same work. Because creatives put so much of themselves and their passion into their work, I’m also more sensitive in how I give feedback. I don’t want to diminish their work; just help it get in the place our clients will be happy with.”

“I always treat my creatives like they know as much as me or more. I never assume I am in a lead position because I know more. Being a manager isn’t about being the smartest or the best; it is about being able to bring people together to create one cohesive project.”

Finding the Right Fit
With all this in mind, how do you find the perfect creative member for your team? We asked managers about their most critical questions when interviewing, and they pointed to the following topics:

Timeline // At the end of the day, you want to have the work when needed. If your projects have strict deadlines, make those clear upfront and gauge if a potential hire feels up for that challenge. Ask if they have experience with tight timelines or juggling multiple deadlines.

Style // Look at their portfolio of previous work. Would it adapt well to your client or project? Does their style make sense for your project or brand? Ask about past projects they found exciting; it can help you gauge if they will be inspired by what you are asking them to create.

Process // Learning how a creative works can do wonders for getting your working relationship off to a great start. Do they prefer to work collaboratively or independently? Do they like consistent feedback throughout the process or want to bring forward fully formed concepts for review? Knowing how an individual thrives in this process can help you find someone that will mesh well into your workplace’s flow.

Grasping the creative workflow may prove elusive — but understanding how to communicate and manage people who do can help ensure stellar results that make you (and your clients) happy.

About the author. 

An award-winning creator and digital health, wellness, and lifestyle content strategist—Karina writes, produces, and edits compelling content across multiple platforms—including articles, video, interactive tools, and documentary film. Her work has been featured on MSN Lifestyle, Apartment Therapy, Goop, Psycom, Yahoo News, Pregnancy & Newborn, Eat This Not That, thirdAGE, and Remedy Health Media digital properties and has spanned insight pieces on psychedelic toad medicine to forecasting the future of work to why sustainability needs to become more sustainable.