January 19, 2023 • 15 mins
Conversations around "hustle culture," constant availability, and working 24/7 led to a new buzzword that took the internet by storm: “quiet quitting.” Now 6+ months later, we have “quiet hiring.” Quiet hiring is far from silent, it communicates the strengths of a team and its ability to adjust to the ever-evolving business environment. Join host Shari Simpson and guest Kate Grimaldi as they discuss how companies are recognizing skills in employees and quietly recruiting them for meaningful stretch assignments.
Guest: Kate Grimaldi, Senior Director of Enterprise Talent Strategy at Paylocity
Kate is a seasoned HR professional with over a decade of experience in various industries. Starting in 2017 at Paylocity, Kate made an impact quickly, rising through the ranks and propelling company HR initiatives forward. Today, she lends her skills to multiple projects, including speaking at local and national conferences, working closely with the C-Suite on HR and business alignment, updating the company of more than 5,000 employees with important announcements weekly, and cultivating an inclusive culture that supports the modern workforce.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
(upbeat music)
- Hey, and welcome to PCTY Talks.
I'm your host, Shari Simpson.
During our time together,
we'll stay close to the news and info
you need to succeed as an HR pro.
And together we'll explore topics around
HR thought leadership, compliance,
(00:22):
and real life HR situationswe face every day.
(upbeat music)
Joining me back on the podcasttoday is Kate Grimaldi.
She has been in HR forever, I feel like,
and has been able to join us
a couple different times on the podcast.
And so I wanted to talk withyou Kate about quiet hiring.
(00:46):
You know, we have seen thisworkplace trends or key words,
I feel like run rampantover the last two years.
We started off with great resignation,
and the great regret,and the great reshuffle,
and the great rebalance, andthen we got quiet quitting,
and quiet firing, and now quiet hiring.
So let's just start with a recap, right?
(01:06):
So quiet quitting was seen as,
I dunno employees being lazy.
But we talked about it
and that's not really what it's about.
It's this idea that allthis discretionary effort
that our employees were giving us
that they're taking a step back
and looking at their lives,
and trying to figureout what they wanna do,
so now we are seeing this newcatchphrase of quiet hiring.
So let's just start there.
(01:28):
What is quiet hiring?
- Yeah, Shari, thanks somuch for having me back.
You know, I'm chuckling as you're going
through all of these things
'cause the thing that I hear
in everything that you talked about
in sort of your recap,is this concept of quiet
where we're not talking about it.
And that is probably the mostinteresting concept to me
(01:48):
because one of the things
that I've always valued as anHR practitioner, as you said
I've been in HR forever, is, you know
the biggest mistake employers can make
is not talking, is sort of keeping quiet.
And that's kind of what quiet hiring is.
It's keeping quiet aboutwhat's actually happening
and instead asking people to do jobs
that they either are comfortable with,
(02:10):
that are new for them,
or taking on additional responsibilities
that don't really seem to coincide
with what they've been doing previously
especially for people who are pretty happy
in the work that they're doing.
And it's interesting to note that
everything related to quietreally is the opposite
of what employees are asking for,
(02:30):
which is the peak behind the curtain,
the transparency, tell me what you want,
tell me why you want it this way.
Because employees wanna knowthat from their employers
because they wanna be able to provide
the same insight intotheir experience back.
And they can't do thatif everybody's putting up
this sort of new curtain of quietness
(02:52):
and shh, don't tell anybody about it,
and just go do this overthere and it's what we need.
So yeah, it's an interestingtime that we're in for sure.
- So just to kind of recap what you said
so I understand it for our audience.
Quiet hiring is taking somebodywho's currently in a role
and giving them extra responsibilities,
(03:13):
hiring them above and beyondwhat they were hired for.
I feel like this is just adding more work
to an already taxed workforce.
- Yes. What I would say though
is what you're gonna see from employers is
their reasoning is going to be more about
proactive for what'shappening in the economy,
(03:34):
recession looming, which is,
hey I can't hire anybodyelse to do this job.
I don't have the budget dollars
but I can split up someof these responsibilities
that gives people the opportunity
to go above and beyond,
and really kind of changing it
to be more about employee development
versus just sort of the workload.
However, if you look at it
(03:55):
from the other side as an employee,
getting extra work with no extra rewards
in any way can feel like taxing
an already overtaxedworkforce, as you said.
I think the key though to all of it
is really that conversation piece
which is being open, being transparent
both as an employer about whatyou need and the reason why,
(04:16):
as an employee what youare going to get out of it.
'Cause at the end of theday as far as I know,
nobody works for free.
And the first thing that people think of
is the WIIFM, right?
The what's in it for me.
As an employer your bestbet is to start with that
for an employee and you're gonna get
the buy-in a lot better,
especially if your end goal
is to prevent something like a layoff,
(04:38):
or prevent the abilityto hire in the future
if you're actually tryingto make things better
in the long run, be honest about that.
- I've worked in several different roles
where I've had a really great opportunity
to go above and beyond my role.
I see that as a benefit
for employees who mightbe in this situation.
(04:58):
You know, is there otherbenefits that you think about
as you've worked withyour own individual teams
and given stretch assignments,
sometimes we call them skills development.
How do you see that this new trend
as a positive for employees?
- Yeah, I mean, I canactually think of one example
of someone on my team.
You know, this sort of"stretch assignment"
actually changed thetrajectory of her career.
(05:21):
She came into a role doing something
that was more related to training,
and she shared a couple times
really what her passionswere around communication
and some of the work she had done
at a different company prior to that.
So when there was an opportunity
and communication was in need,
we were able to tapher to do some of that.
(05:41):
She was excited because it was something
that she enjoyed to doand had done previously,
and what it turned intowas an actual career
doing communication which she realized
was something that she wouldn't have had
had she not been giventhat stretch assignment
or that opportunity to check it out.
So I think that's one example.
And the other example is I thinka lot of people have skills
(06:02):
that they don't evenrealize are their skills
and how that translate into a job.
You know, I would guess Shari
you didn't get into your job saying,
"I'm gonna be a podcast host.
"I'm really good at it".
It was probably something that sort of
organically came aboutthat wouldn't necessarily
have come about in a traditional
employee development conversation.
(06:22):
So one of the key benefitsto something like this
and whatever, you know, newfun term we wanna call it is,
are there things that youdidn't know you were good at?
Are there things that you didn't even know
were an interest of yours
that maybe an assignment, a project,
a stretch goal, whateveryou wanna call it,
an opportunity couldactually enlighten you?
(06:45):
I would also say on the other end
there are people who are gonna say,
"Nope, everything you'resaying Kate is just more work.
"It just means more work for someone".
And I would be remiss if I didn't say,
yeah for some employers you're right,
they're gonna try and hide behind that
as just to give more people work.
And go back to that transparency piece,
both for employers and employees
(07:06):
of having that honest conversation
about what that looks like
'cause there are gonna be times where,
and I've said this to people,
as a leader I really justneed help with this right now.
I can't promise that it'sgoing to get you anything more
it's just really what I need right now.
But what I can promiseyou is I'll remember that,
I'll remember that whenit's time to talk about
(07:27):
new opportunities or something else.
That honesty has alwaysgotten me a lot further.
- Transparency is gonna be key,
because I think those organizations
that are hearing about this trend
and looking it as away to recession proof,
like you mentioned before,
you could potentially end up in a scenario
where you have your highperforming employees
who are now burnt out andnow they're leaving, right?
(07:49):
And that it's just socounterintuitive to everything
we've been talking around mental health
and work-life balance and flexibility,
and all these things thatmodern employees want
but there is this drive to do work
that's more related to your passions.
And so I really liked thosecouple examples you shared
because you can tap somebody's passion
and give them theopportunity to flex that,
(08:12):
it's not only gonna begood for the employee
but obviously it's gonnabe good for the employer
because you'll have ahappy engaged employee.
As employers are thinkingabout these tactics
why not just look outsideand hire gig workers
for these extra jobs?
- Yeah, I mean I don't know
that there's one set reason for that.
I do think that that could be,
(08:33):
it could be a solution
depending on the typeof industry you're in.
I think it depends on whatyour overall philosophy is.
If you're a company whocares really strongly
about your culture and you wanna create
a sense of value and belonging,
which is what the modern employee wants,
they wanna feel valuedand they wanna belong
then hiring a gig workercould be the opposite of that.
(08:53):
It could make them feel
like they weren't given an opportunity
to demonstrate a skillthat they could have.
You could also look at itfrom the other side and say,
hiring a gig worker could actually
teach your currentemployees something new.
And it might actually make them feel like,
hey this is a cool opportunityto learn from this person
I wouldn't have got.
And that gig worker's response is actually
(09:16):
more I would say employeefocused or driven
because there's no competition.
They know that they're therefor a short period of time.
They might be excitedto share their passion
and share their experience,
because they aren't looking
to climb the ladder at that company.
They really are there for a gig.
And so that transparency, that honesty,
(09:36):
that connection, actually could drive
your culture of value and belonging.
And then there's anargument for both cases.
It's different, it'sdifferent for the industry,
it's different for the type of
maybe economic standpoint thatyour current company is at,
and the type of employees that you have.
You might be in asituation where gig workers
are abundant in an area
(09:58):
and you actually need quitea bit of onsite gig workers
and it makes sense.
You might be in a situationwhere your company is remote
and having gig workers to jump on,
and do work during off-peak times
and off hours when maybe your
US based employees aren't working,
but you could get gig workersfrom around the world.
That could be super helpful.
(10:18):
You know, part of it is areally strong commitment
to partnering with othergroups in your company,
finance, executive leadership, operations,
to really determine whatis your needs analysis
and how do you use those people
and determine what's best for you.
- Another good point ifyou're thinking about
gig work compared to hiring an employee
is there's all thosekind of ancillary costs
(10:40):
that you don't necessarily have to occur.
You know, you don't haveto think about benefits
or some of the PTO, sick time,
all that kind of stuff.
So there is another benefit there
if you are looking atyour cost for the year
and you know you have a work,
but maybe hiring another FTE
or even less part-time employees
is not gonna be somethingthat's beneficial for you.
(11:03):
As HR professionals intotality continue to deal
with motivating employees,
I think that's where we're at.
I think we're all tryingto just figure out
how do we be transparent?
How do we answer all the questions that
Gen Z and Gen Alpha are looking at us for
and continue to motivate,
because the way we've done it in the past
it's just not gonna work that way anymore.
(11:25):
We have to change as HR professionals.
So as you've seen that change happening
what are some new waysthat we can think about
motivating employeesdifferently than we have before?
- Yeah, I think one thing too
that I would say is a difference
and you kind of touched onthis around the gig piece is,
traditionally as HR people wesit down and we document jobs.
(11:46):
We document full jobs
that require all the responsibilities
and all the skills.
I think where we couldactually really benefit
is documenting skills firstand less about full jobs.
What are the skills that we actually need?
Or what is the type of work that we need?
You know, recently I was workingwith someone on a project
and they were discussingsome of the things
(12:06):
they need and I asked them,
"Do you actually need afull person for this?"
And their response was,
"Well, no I just need this specific thing
"and we don't have that available
"and I can pay X amount of dollars".
Which was maybe 0.2% of whata full-time person would be.
It made so much more sense
to go outside get thatvery small couple hours
(12:27):
of gig work done rather thangoing through the process.
And it was because wedocumented the skill needed
not necessarily the actualperson or the full job.
That doesn't mean thatthe full job goes away,
but I think a moremodern way of looking at
it is like, what's theskill are you needing
and is there someone at your company
who's already doing that?
You know, I think aboutwhen we started doing
(12:49):
some things over the pastcouple years with wellness.
The first thing we did isgo to our employee base
and we had so many peopleraise their hand and say,
"Hey I'm actually ahealth coach on the side,
"or I'm super interested in nutrition,
"or I actually teach yoga at my local gym
"I would love to do that".
And we were like,
"Yeah, we're not gonnabe able to pay someone
(13:09):
"we're not sure that's okay".
They wanted to do that
because they wanted toshare their passion.
So I think finding a way to really align,
like you talked about earlier
with passions and documentingwhat those skills are needed.
They're still gonna befull jobs, absolutely.
But starting with skills,I think will open up
the creativity side ofyour brain to figure out
how we solve some of thoseproblems in different ways
(13:31):
and asking people who alreadywork for you what they think.
I find that some of my best ideas
and my best solutions come from asking
the people that I workwith, their thoughts
and what they think,
and what they've seendone in other places,
or what their dream big is.
- I'm anxious to seehow skills inventories
are gonna take a moreprominent role in our future.
(13:52):
You know, as a dream big, right?
Imagine if you have a job opening
and you know it's got these 10 skills
and you put it in yourdatabase and it spits out,
hey, these 12 people in your org already
are highly qualified in these 10 skills.
I just think it's a coolplace for HR to move into
think differently about interacting
with more modern employees,
so I really like that example.
(14:13):
- Yeah, and it doesn't have tobe super tech focused, right?
Like I think when peoplehear about those things
they're like, "Oh, I don'thave that technology.
"I can't afford that technology".
I mean, if we're talking back to basics,
you can document that stuff through Excel,
and I mean, I know thatsounds very like not fun
by any means, I mean, wholoves living in Excel document?
(14:33):
Not me.
But not everything costs,
being modern isn't a huge cost.
You don't have to findthe new unicorn startup.
You could, absolutely,but you don't have to.
You can document thoseskills in other ways
that still spit out those 10 or 12 people
in a way that still works for you.
And I think it's one of those,
(14:55):
and maybe I shouldn't say I think.
I believe that if youput some of that work in
at the front end, you'd be surprised
about how much time it wouldsave you on the back end.
It would push you to theforefront of being more modern
and really driving that could be a part
of your employee value proposition.
I mean, that's a wholeanother conversation
for how you attract people like that.
But that could be apart of a broader reason
(15:18):
why people might wanna come work for you.
- You know, being transparentand leveraging your employees
in a new way I think is really the thrust
of what quiet hiring should be about.
So thanks for taking a few minutes Kate.
- Absolutely. Thanks for having me.
Hope to talk again.
- This podcast is broughtto you by Paylocity,
a leading HCM provider that frees you
from the task of today,
(15:39):
so you can focus more onthe promise of tomorrow.
If you'd like to submit a topic
or appear as a guest on a future episode,
email us at PCTYTalks@paylocity.com.
(gentle upbeat music)
(upbeat music)
- Hey, and welcome to PCTY Talks.
I'm your host, Shari Simpson.
During our time together,
we'll stay close to the news and info
you need to succeed as an HR pro.
And together we'll explore topics around
HR thought leadership, compliance,
(00:22):
and real life HR situationswe face every day.
(upbeat music)
Joining me back on the podcasttoday is Kate Grimaldi.
She has been in HR forever, I feel like,
and has been able to join us
a couple different times on the podcast.
And so I wanted to talk withyou Kate about quiet hiring.
(00:46):
You know, we have seen thisworkplace trends or key words,
I feel like run rampantover the last two years.
We started off with great resignation,
and the great regret,and the great reshuffle,
and the great rebalance, andthen we got quiet quitting,
and quiet firing, and now quiet hiring.
So let's just start with a recap, right?
(01:06):
So quiet quitting was seen as,
I dunno employees being lazy.
But we talked about it
and that's not really what it's about.
It's this idea that allthis discretionary effort
that our employees were giving us
that they're taking a step back
and looking at their lives,
and trying to figureout what they wanna do,
so now we are seeing this newcatchphrase of quiet hiring.
So let's just start there.
(01:28):
What is quiet hiring?
- Yeah, Shari, thanks somuch for having me back.
You know, I'm chuckling as you're going
through all of these things
'cause the thing that I hear
in everything that you talked about
in sort of your recap,is this concept of quiet
where we're not talking about it.
And that is probably the mostinteresting concept to me
(01:48):
because one of the things
that I've always valued as anHR practitioner, as you said
I've been in HR forever, is, you know
the biggest mistake employers can make
is not talking, is sort of keeping quiet.
And that's kind of what quiet hiring is.
It's keeping quiet aboutwhat's actually happening
and instead asking people to do jobs
that they either are comfortable with,
(02:10):
that are new for them,
or taking on additional responsibilities
that don't really seem to coincide
with what they've been doing previously
especially for people who are pretty happy
in the work that they're doing.
And it's interesting to note that
everything related to quietreally is the opposite
of what employees are asking for,
(02:30):
which is the peak behind the curtain,
the transparency, tell me what you want,
tell me why you want it this way.
Because employees wanna knowthat from their employers
because they wanna be able to provide
the same insight intotheir experience back.
And they can't do thatif everybody's putting up
this sort of new curtain of quietness
(02:52):
and shh, don't tell anybody about it,
and just go do this overthere and it's what we need.
So yeah, it's an interestingtime that we're in for sure.
- So just to kind of recap what you said
so I understand it for our audience.
Quiet hiring is taking somebodywho's currently in a role
and giving them extra responsibilities,
(03:13):
hiring them above and beyondwhat they were hired for.
I feel like this is just adding more work
to an already taxed workforce.
- Yes. What I would say though
is what you're gonna see from employers is
their reasoning is going to be more about
proactive for what'shappening in the economy,
(03:34):
recession looming, which is,
hey I can't hire anybodyelse to do this job.
I don't have the budget dollars
but I can split up someof these responsibilities
that gives people the opportunity
to go above and beyond,
and really kind of changing it
to be more about employee development
versus just sort of the workload.
However, if you look at it
(03:55):
from the other side as an employee,
getting extra work with no extra rewards
in any way can feel like taxing
an already overtaxedworkforce, as you said.
I think the key though to all of it
is really that conversation piece
which is being open, being transparent
both as an employer about whatyou need and the reason why,
(04:16):
as an employee what youare going to get out of it.
'Cause at the end of theday as far as I know,
nobody works for free.
And the first thing that people think of
is the WIIFM, right?
The what's in it for me.
As an employer your bestbet is to start with that
for an employee and you're gonna get
the buy-in a lot better,
especially if your end goal
is to prevent something like a layoff,
(04:38):
or prevent the abilityto hire in the future
if you're actually tryingto make things better
in the long run, be honest about that.
- I've worked in several different roles
where I've had a really great opportunity
to go above and beyond my role.
I see that as a benefit
for employees who mightbe in this situation.
(04:58):
You know, is there otherbenefits that you think about
as you've worked withyour own individual teams
and given stretch assignments,
sometimes we call them skills development.
How do you see that this new trend
as a positive for employees?
- Yeah, I mean, I canactually think of one example
of someone on my team.
You know, this sort of"stretch assignment"
actually changed thetrajectory of her career.
(05:21):
She came into a role doing something
that was more related to training,
and she shared a couple times
really what her passionswere around communication
and some of the work she had done
at a different company prior to that.
So when there was an opportunity
and communication was in need,
we were able to tapher to do some of that.
(05:41):
She was excited because it was something
that she enjoyed to doand had done previously,
and what it turned intowas an actual career
doing communication which she realized
was something that she wouldn't have had
had she not been giventhat stretch assignment
or that opportunity to check it out.
So I think that's one example.
And the other example is I thinka lot of people have skills
(06:02):
that they don't evenrealize are their skills
and how that translate into a job.
You know, I would guess Shari
you didn't get into your job saying,
"I'm gonna be a podcast host.
"I'm really good at it".
It was probably something that sort of
organically came aboutthat wouldn't necessarily
have come about in a traditional
employee development conversation.
(06:22):
So one of the key benefitsto something like this
and whatever, you know, newfun term we wanna call it is,
are there things that youdidn't know you were good at?
Are there things that you didn't even know
were an interest of yours
that maybe an assignment, a project,
a stretch goal, whateveryou wanna call it,
an opportunity couldactually enlighten you?
(06:45):
I would also say on the other end
there are people who are gonna say,
"Nope, everything you'resaying Kate is just more work.
"It just means more work for someone".
And I would be remiss if I didn't say,
yeah for some employers you're right,
they're gonna try and hide behind that
as just to give more people work.
And go back to that transparency piece,
both for employers and employees
(07:06):
of having that honest conversation
about what that looks like
'cause there are gonna be times where,
and I've said this to people,
as a leader I really justneed help with this right now.
I can't promise that it'sgoing to get you anything more
it's just really what I need right now.
But what I can promiseyou is I'll remember that,
I'll remember that whenit's time to talk about
(07:27):
new opportunities or something else.
That honesty has alwaysgotten me a lot further.
- Transparency is gonna be key,
because I think those organizations
that are hearing about this trend
and looking it as away to recession proof,
like you mentioned before,
you could potentially end up in a scenario
where you have your highperforming employees
who are now burnt out andnow they're leaving, right?
(07:49):
And that it's just socounterintuitive to everything
we've been talking around mental health
and work-life balance and flexibility,
and all these things thatmodern employees want
but there is this drive to do work
that's more related to your passions.
And so I really liked thosecouple examples you shared
because you can tap somebody's passion
and give them theopportunity to flex that,
(08:12):
it's not only gonna begood for the employee
but obviously it's gonnabe good for the employer
because you'll have ahappy engaged employee.
As employers are thinkingabout these tactics
why not just look outsideand hire gig workers
for these extra jobs?
- Yeah, I mean I don't know
that there's one set reason for that.
I do think that that could be,
(08:33):
it could be a solution
depending on the typeof industry you're in.
I think it depends on whatyour overall philosophy is.
If you're a company whocares really strongly
about your culture and you wanna create
a sense of value and belonging,
which is what the modern employee wants,
they wanna feel valuedand they wanna belong
then hiring a gig workercould be the opposite of that.
(08:53):
It could make them feel
like they weren't given an opportunity
to demonstrate a skillthat they could have.
You could also look at itfrom the other side and say,
hiring a gig worker could actually
teach your currentemployees something new.
And it might actually make them feel like,
hey this is a cool opportunityto learn from this person
I wouldn't have got.
And that gig worker's response is actually
(09:16):
more I would say employeefocused or driven
because there's no competition.
They know that they're therefor a short period of time.
They might be excitedto share their passion
and share their experience,
because they aren't looking
to climb the ladder at that company.
They really are there for a gig.
And so that transparency, that honesty,
(09:36):
that connection, actually could drive
your culture of value and belonging.
And then there's anargument for both cases.
It's different, it'sdifferent for the industry,
it's different for the type of
maybe economic standpoint thatyour current company is at,
and the type of employees that you have.
You might be in asituation where gig workers
are abundant in an area
(09:58):
and you actually need quitea bit of onsite gig workers
and it makes sense.
You might be in a situationwhere your company is remote
and having gig workers to jump on,
and do work during off-peak times
and off hours when maybe your
US based employees aren't working,
but you could get gig workersfrom around the world.
That could be super helpful.
(10:18):
You know, part of it is areally strong commitment
to partnering with othergroups in your company,
finance, executive leadership, operations,
to really determine whatis your needs analysis
and how do you use those people
and determine what's best for you.
- Another good point ifyou're thinking about
gig work compared to hiring an employee
is there's all thosekind of ancillary costs
(10:40):
that you don't necessarily have to occur.
You know, you don't haveto think about benefits
or some of the PTO, sick time,
all that kind of stuff.
So there is another benefit there
if you are looking atyour cost for the year
and you know you have a work,
but maybe hiring another FTE
or even less part-time employees
is not gonna be somethingthat's beneficial for you.
(11:03):
As HR professionals intotality continue to deal
with motivating employees,
I think that's where we're at.
I think we're all tryingto just figure out
how do we be transparent?
How do we answer all the questions that
Gen Z and Gen Alpha are looking at us for
and continue to motivate,
because the way we've done it in the past
it's just not gonna work that way anymore.
(11:25):
We have to change as HR professionals.
So as you've seen that change happening
what are some new waysthat we can think about
motivating employeesdifferently than we have before?
- Yeah, I think one thing too
that I would say is a difference
and you kind of touched onthis around the gig piece is,
traditionally as HR people wesit down and we document jobs.
(11:46):
We document full jobs
that require all the responsibilities
and all the skills.
I think where we couldactually really benefit
is documenting skills firstand less about full jobs.
What are the skills that we actually need?
Or what is the type of work that we need?
You know, recently I was workingwith someone on a project
and they were discussingsome of the things
(12:06):
they need and I asked them,
"Do you actually need afull person for this?"
And their response was,
"Well, no I just need this specific thing
"and we don't have that available
"and I can pay X amount of dollars".
Which was maybe 0.2% of whata full-time person would be.
It made so much more sense
to go outside get thatvery small couple hours
(12:27):
of gig work done rather thangoing through the process.
And it was because wedocumented the skill needed
not necessarily the actualperson or the full job.
That doesn't mean thatthe full job goes away,
but I think a moremodern way of looking at
it is like, what's theskill are you needing
and is there someone at your company
who's already doing that?
You know, I think aboutwhen we started doing
(12:49):
some things over the pastcouple years with wellness.
The first thing we did isgo to our employee base
and we had so many peopleraise their hand and say,
"Hey I'm actually ahealth coach on the side,
"or I'm super interested in nutrition,
"or I actually teach yoga at my local gym
"I would love to do that".
And we were like,
"Yeah, we're not gonnabe able to pay someone
(13:09):
"we're not sure that's okay".
They wanted to do that
because they wanted toshare their passion.
So I think finding a way to really align,
like you talked about earlier
with passions and documentingwhat those skills are needed.
They're still gonna befull jobs, absolutely.
But starting with skills,I think will open up
the creativity side ofyour brain to figure out
how we solve some of thoseproblems in different ways
(13:31):
and asking people who alreadywork for you what they think.
I find that some of my best ideas
and my best solutions come from asking
the people that I workwith, their thoughts
and what they think,
and what they've seendone in other places,
or what their dream big is.
- I'm anxious to seehow skills inventories
are gonna take a moreprominent role in our future.
(13:52):
You know, as a dream big, right?
Imagine if you have a job opening
and you know it's got these 10 skills
and you put it in yourdatabase and it spits out,
hey, these 12 people in your org already
are highly qualified in these 10 skills.
I just think it's a coolplace for HR to move into
think differently about interacting
with more modern employees,
so I really like that example.
(14:13):
- Yeah, and it doesn't have tobe super tech focused, right?
Like I think when peoplehear about those things
they're like, "Oh, I don'thave that technology.
"I can't afford that technology".
I mean, if we're talking back to basics,
you can document that stuff through Excel,
and I mean, I know thatsounds very like not fun
by any means, I mean, wholoves living in Excel document?
(14:33):
Not me.
But not everything costs,
being modern isn't a huge cost.
You don't have to findthe new unicorn startup.
You could, absolutely,but you don't have to.
You can document thoseskills in other ways
that still spit out those 10 or 12 people
in a way that still works for you.
And I think it's one of those,
(14:55):
and maybe I shouldn't say I think.
I believe that if youput some of that work in
at the front end, you'd be surprised
about how much time it wouldsave you on the back end.
It would push you to theforefront of being more modern
and really driving that could be a part
of your employee value proposition.
I mean, that's a wholeanother conversation
for how you attract people like that.
But that could be apart of a broader reason
(15:18):
why people might wanna come work for you.
- You know, being transparentand leveraging your employees
in a new way I think is really the thrust
of what quiet hiring should be about.
So thanks for taking a few minutes Kate.
- Absolutely. Thanks for having me.
Hope to talk again.
- This podcast is broughtto you by Paylocity,
a leading HCM provider that frees you
from the task of today,
(15:39):
so you can focus more onthe promise of tomorrow.
If you'd like to submit a topic
or appear as a guest on a future episode,
email us at PCTYTalks@paylocity.com.
(gentle upbeat music)
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