- Ask Your Broker For Help – Brokers are experts at developing cost-effective benefits packages and solutions that can make administration simple. They can do the legwork of finding you the right benefits options tailored to your businesses needs. Working with the right carrier, tools, and technology can make a huge difference. Make sure they understand your unique situation and are willing to help you, not only in finding the perfect solution but during open enrollment and beyond. Employee questions will come up all year long, so a broker should put in tools to minimize the time required by you to handle these tools. You should also be able to escalate questions to a broker when needed. Make sure your broker is willing to be available to you 356 days out of the year.
- Outsource Jobs – These days, we are all expected to wear many hats to accomplish different assignments. The amount of skills required do all these tasks needed by a benefits team is neverending. Even if you have the skills, many times the work isn’t your strong suit and will take you longer than others. It’s best to identify these huge time-sucks and outsource these jobs when you can.
These days you can quickly tap into a pool of freelance experts to accomplish specific tasks. Two websites we recommend to handle tasks are:
- Fiverr.com – Fiverr is an online marketplace for freelance services. They provide a platform for freelancers to offer services (Gigs) to customers worldwide. Prices start at just $5, and it’s great for smaller tasks and quick visual projects.
- Upwork.com – On Upwork, you’ll find a range of talent, from programmers to designers, writers, customer support reps, and more. You post about your project, specify any required skills, and you’ll start to receive bids within minutes. Upwork is excellent for the more extensive project that had specific requirements.
- Outsource Benefits Guidance – We all know benefits can be complicated. As your company grows and you begin to offer more and more benefits, the problem about answering benefit questions becomes exponentially worse. To make matters worse, only 9 percent of the U.S. population showed an understanding of 4 of the most basic health insurance terms: plan premium, deductible, coinsurance, and out-of-pocket maximum.
Integrating a Benefits Guidance Platform into your benefits package will help you year-round by becoming the first stop your employees turn to when they have questions. The side benefit of having experts deal with this issue is these tools pay for themselves by helping your employee make better healthcare decisions and avoiding expensive care.
- Look For The Digital Disruptors – Think how Uber has changed transportation, AirBnB remade hospitality or Netflix altered entertainment. The Internet has changed these industries forever. Those companies have done it by reimagining the entire experience and taking a mobile first approach to product development.
Digital disruptors have begun to do the same in the healthcare and employee benefits space. Look for vendors that will automate more of the things you do manually. Look for the experiences that your employees will crave. If a vendor’s portal looks like something designed in the ’90s – walk away. Your vendors should make your job easier and make you look good.
- Negotiate – Almost every company wants to be able to offer the best benefits possible, but budget concerns always get in the way. Providing health insurance for the average employee is now approaching $15,000 per year. Always try and negotiate with every vendor that’s part of your benefits package. When looking to add additional benefits, look for those that make your employee population healthier and reduce healthcare costs.
– As the old saying goes: An ounce of prevention is worth a pound of cure!
- Network – It might seem counterintuitive but networking with other benefits team members at other companies can save you time and money in the long run. In today’s world, things change quickly and keeping up with everything is difficult. Learn from other people’s experiences and mistakes will pay off in the long run. You can go to national conferences or local events. Not only is it usually fun but hearing about first-hand lessons from others in your same role makes a world of difference.
- Reject Compromise – As Napoleon said, “Dress me slowly, I’m in a hurry.” In the long run, doing things the right way will save you time. You already know that people have a hard time understanding their benefits, this means that you should take the time upfront to cover any questions, provide the right materials and think ahead. It’s way faster in the long run to write a comprehensive FAQ that covers anything you can think of than answer the same question over and over again all year.
- Set Aside Time To Think – It’s easy to create a todo list and follow it to the letter. You become task focused and take encouragement by banging things off your list. It’s almost addictive, but it leaves little time to think and strategize for your upcoming tasks. Make sure you give yourself time to think about things. You need to figure out your true objectives and come up with a strategy to accomplish them. If you must… add “Think” to your to-do list, but a simple daily quiet walk during the workday will work wonders. Leave your mind time to drift, and you’ll be amazed at what pops into your mind when you let it work on its own.
- Learn To Say “No” – It’s easy to fall into the habit to say “yes” to every request you’re asked for at an office. But learning to say “no” is an important skill. If you’re in a company that practices OKRs, it becomes easier. OKR (Objectives and Key Results) is a goal system used by many companies (including HealthJoy.) It is a simple tool to create alignment and engagement around measurable goals. If you get a request that doesn’t talk to company goals, you have an easy way to push back if needed. Obviously, you need to have some flexibility in your day to day, but saying no to tasks that aren’t going to get your company to achieve its goals is just good business.
- Empower Employees – If you have a small benefits team, it’s critical to make them feel empowered to make decisions. Using a hierarchical structure of decision making for a time constraint small team makes little sense. Make sure you’re people feel trusted to make decisions. They are usually closer to a problem and will naturally make a better choice than you could with less context. If you need to be involved with a decision, make it clear.
Tip: If you have new employees that are coming from much larger institutions, make sure they understand how decision making works at your company. At some old school companies, even the smallest decisions are handled by a few people.
- Automate With Videos – The best way to share information at scale in an automated way is through video. Studies have shown that employees are 75% more likely to learn from watching a video than all other forms of learning other than face-to-face. YouTube is filled with how-to videos for a reason. Younger people even prefer self-paced videos instead of being stuck in a long meeting. Even with modest budgets, you can outsource video production. Many vendors will also provide you with videos if asked.
Tip: Short single-topic videos work better than a long video cover many topics.
- Measure Output Instead Of Input – Measuring the output of employees versus the input instills a greater sense of purpose and happier employees. A study done in Personnel Psychology shows that the top 5% of a workforce produced 26% of the firm’s total output – meaning they are 4X more productive. Get these star performers on your benefits team, let them what you are trying to accomplish and get out of their way.
If they want to work from home, who cares – if they take hourly breaks to visit Facebook, don’t worry. Focus on the output, quality of their work and do everything you can to keep them motivated.
You’re about to launch an exciting new HR initiative, and everything’s in place to ensure it’s a smash hit. Everything except your employees that is.
As an HR leader, launching a new program feels like a complicated juggling act. You face budgetary concerns, culture-fit, and buy-in from upper-level management, not to mention your list of already existing tasks. Once the program is finally ready to launch, you might be tempted to breathe a sigh of relief, sit back, and watch the program work its magic.
Long-term program success doesn’t happen with the flip of a switch, however. Merely having a value-adding program is not enough. For the program to make a real difference, it must achieve a high utilization rate by your employees.
A new HR initiative is useless if it’s underutilized. No matter how fired-up you may be about the program’s value-add for the company, it’s crucial that your employees feel the same way. Here are five simple, yet essential steps to winning higher employee utilization when launching a new HR program:
Spread the word
First and foremost, clear communication of your program to employees is the foundation of a successful rollout. During a new program launch, HR departments should proactively communicate with and rally employees at three key touch points:
- Preliminary communication: Before you reach the rollout stage, start generating buzz for your program internally. Send out an email giving sneak peeks that highlight some of the coolest features of the program. It may also be helpful to reach out to the program vendor to get tips on how to build excitement for the launch based on past rollout experiences at other companies.
- Communication during rollout: The rollout period should be informative and appropriate. Don’t assume bigger is better — depending on your organization, intimate small group meetings may be more appealing to employees than bigger lecture-style presentation.
- Follow-up/after rollout: Continual communication post-launch is essential to integrate a new program into your company culture permanently. Make sure to maintain follow-up communication in a frequent yet focused manner, so that employees aren’t overburdened with information. It’s important to repeat, repeat, repeat– even if employees don’t hear you the first time, they’ll remember where to go when the time comes.
When communicating with employees, consider “The rule of seven” from marketing. This is an old but relevant concept that says that someone needs to hear or see a message over seven times before it enters their consciousness. You can’t expect to fire off a single email and have it work for you — it’s always better to over-communicate.
Educate your employees
Once employees are aware that the program exists, they need to know how to take advantage of it so that it can enhance their lives. Awareness and education sessions can be leveraged to dive deeper into the features and functionalities of a new program, especially if it has an app or tech-based component.
While it may be easier to put employee education on autopilot, any effort will be more rewarding if it is well-suited to your workplace culture. Try to think outside the box– instead of sending emails, take advantage of new media platforms or create engaging visuals to display throughout the workplace. The best clues are found just by knowing your employees– if no one reads the company newsletter, then perhaps a different medium, such as an informal get-together, might be a more effective setting for coaching employees.
Overall, education will help employees understand the true value of the benefits they are receiving. Once they know exactly what they have and how it works, they’ll be quick to realize what it’s worth, which will drive up utilization rates naturally.
Designate internal champions for your HR initiative
Sometimes people will only listen to you if you know what it’s like to be in their shoes. Relatability is a key factor in getting people’s attention, establishing credibility, and building trust. Thus, with any new program or initiative, sharing examples of employee success that people can relate to is invaluable.
One great way to go about this is by designating an internal champion who is devoted to the program and truly believes in its value. When a single person is passionate about a program, they have the potential to inspire many others to jump on the bandwagon.
For example, take a story we heard from one woman who saved her husband’s life using the HealthJoy app. Her husband never sees a doctor and doesn’t use medical care. One day, they were driving home from vacation when the husband said he wasn’t feeling well. The woman insisted they needed to go to a hospital, but her husband refused, saying he just needed to lie down. The woman said, “I have this app on my phone. We can talk to a doctor in 10 minutes, and if they say you need to go to the hospital then we are going. Deal?” He agreed, and they used the app to do a telemedicine consult. The doctor said he needed to go to the hospital, and it turns out he was having a heart attack. When they arrived, they told them if they had delayed in going to the hospital, he might have died.
Sharing this type of success story, especially when it comes from employees themselves, is one of the most effective ways to get people moving and convinced about a program’s value. Don’t be afraid to champion an employee and let them lead from within– their genuine support of the program may be enough to convince the entire workforce.
The right incentives matter
Employees often need an extra push to engage with a new HR initiative and see for themselves why it works. Incentives are financial rewards for successfully exhibiting a behavior. Depending on your program, different approaches can lead to equally fruitful employee participation.
Sometimes it works well to provide small incentives to randomly selected employees who successfully complete a desired behavior. By giving people the chance to win (rather than a guarantee), you can create strong motivation without producing entitlement. These incentives can take the form of raffles for gift cards, prizes, tickets to events, and more. Other times, more significant incentives are needed when the behavior is hard to achieve or if the reward to the company is greater. For example, having an employee go to a local MRI provider whose fee is $500 vs. going to a hospital for the same procedure with a fee of $10,000 might require a more significant incentive, but the payoff is also greater.
To drive utilization, you need to choose the right incentives. In other words, the target behaviors being rewarded must motivate employees to engage with the program and experience its benefits firsthand. For instance, the right incentive for a 100-day step challenge shouldn’t be for employees who merely sign up for the program, but rather those who meet their weekly step goal.
Lastly, make sure that employees are aware of the full value of the financial benefits they can receive by participating. A 2017 UnitedHealthcare wellness study finds that 64% of surveyed employees underestimate the financial value of wellness program-related incentives. When they understand the full extent of financial benefit from using a program, employees will undoubtedly be driven to participate at higher rates.
Launching a new HR initiative is stressful and tedious, so you need to guarantee that your diligent efforts pay off in the form of high employee participation rates. From employee benefits to compensation to performance management, attracting high employee utilization is key to the success of any new HR initiative launch. Follow these steps, and you’ll find that all the hours spent convincing the C-suite to support your spectacular new program were completely worthwhile.
Steve Jobs was a brilliant leader who understood the need to hire top talent. He once said, “I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you’re well advised to go after the cream of the cream, a small team of A+ players can run circles around a giant team of B and C players.” The data seems to back this up. In a study published by McKinsey & Company, high performers in complex white collar jobs were over 800 percent more productive than other employees. Winning the battle for top talent can have a huge payoff.
These days with unemployment so low and high performers always in higher demand, recruiting is harder than ever. More than two-thirds of companies hiring for full-time positions are having difficulty recruiting for just open positions; this doesn’t even take into account trying to get the best talent possible. So, what’s a company to do? Companies need to make sure they have all the basics covered like competitive salaries, employee benefits (with HealthJoy preferably at the center of those benefits), flexible work schedules, maternity leave, and profit sharing/stock options. We talked to a few companies to see how they went above and beyond the basics to hire top talent.
Employees can make or break a business organization. That’s why it is critical to the success of a company to find, recruit and retain the right talent. When it comes to hiring, we usually look for entrepreneurial-minded individuals who possess an inquisitive nature and are bold enough to provide their opinions and ideas. Regarding attracting that top-level talent, we use a variety of strategies.
It all starts by offering a thriving corporate culture that encourages teamwork and inclusion. After all, we want top professionals to want to work for us. We recently rolled out our new corporate culture at For Eyes and at the core of who we are is the concept of meritocracy. We hire and promote based on performance and merit. This means everyone in our company has the opportunity to get ahead and advance as long they work hard, have a solid track record and bring interesting ideas to the table.
To identify top talent, we always use the same approach. We look for candidates both at a local and out-of-state level. A perfect balance can be achieved by finding qualified professionals at top schools (and companies) while building strong relationships with key local organizations. A successful business organization is built on diversity. Our employees come from different backgrounds, exposing our company to a variety of viewpoints and unique insights.
We have five methods for attracting top talent:
- Give them a playground to find their genius. Top talent has their pick of the litter; consequently, it is key to recruit top talent for roles that align with their gifts and passions and will enable them to unleash their personal magic on a daily basis.
- Commit to full transparency. During the interview process, each side should commit to providing all of the information—good and bad—to help each other make the best decision. No company is perfect and top tier candidates appreciate and trust those companies who are as willing to be upfront with their flaws as they are about the benefits of working for the company.
- Inject purpose into their day-to-day roles. People want to be inspired to come to work. When businesses infuse purpose into what they do, they give talent a common reason for being and motivation beyond just making money.
- Build a company culture that stands out. Given people spend more time at work during the week than they typically do anywhere else, it’s imperative that companies are purposeful in the design of their corporate culture. Culture should be a differentiator for the company, as well as a filter for what type of top talent thrives in your organization.
- Develop brands that matter. Top talent is attracted to brands that stand out in the marketplace and are making a meaningful difference in people’s lives. Consequently, some of the best recruiting work you will ever do will be the branding work that puts you on top talents’ radar in the first place.
Today’s employees, particularly Millennials and generation Z, care about changing the world and want to work for companies that are making an impact. At Study.com, we highlight our purpose and the effect we’re having on the community to help attract top talent. During our recruiting process, we tell candidates about our Working Scholars program, which allows select residents in the Bay Area get a no-cost college degree. We also make sure our overall mission of making education affordable, effective and engaging is at the forefront of all our initial talent conversations. Potential new team members become inspired by what we’re doing to help not only our community but learners everywhere. These talented candidates want to join our company so that they can help make a difference. They want to know that they’re truly helping others and that their work makes an impact on the society at large.
The battle for tech talent is relentless. We implemented a recruiting video about six months ago as part of our employee hiring strategy. I can already see the improvement in the quality of talent. Tech talent wants to like feel like they are a part of the team. Using video as a magnet in the recruitment process helps young candidates feel immersed in the culture of the company. It is comforting, engaging and convenient to their lifestyle.
Tech talent can spot phoniness instantly. In providing a recruiting video, potential recruits receive a genuine sense that people enjoy working at the company, can be themselves at work, and collaborate well with each other. They prefer to work for companies that embrace the latest technology and sets itself apart. A recruiting video displays technologically savvy and employee-focus.
Many leaders look first to throwing money at the problem. They either try to compete on pay or by offering cool perks they think will improve the culture like foosball and beer. Neither gets at the root of the problem – which is making sure you have a strong employer brand and employment value proposition (EVP).
When considering how to recruit top talent and increase employee engagement, I sum it up in three steps:
- Develop your employer brand. Start by revisiting your purpose and core values. If you haven’t created an employer value proposition – the foundation for aligning what you say with what you do – do it now.
- Evaluate your employee experience. Intentionally build every aspect of the employee experience – leadership, environment, operations, technology and tools, and culture – to tie back your employer brand and EVP.
- Deliver on your brand promise. When employees know what to expect because you’ve communicated your values and built an experience that emulates them, you’ll find they’re more engaged and more productive.
Every great CEO knows employee recruiting is their number one task. Great employees are the lifeblood of any company. If you aren’t seeking the best and brightest talent, your company will not be as successful—it’s that simple. Peter Drucker rightly observed, “The most valuable asset of a 21st-century institution will be its knowledge workers and their productivity.”
Productivity studies from the ‘60s have shown that, among programmers, top performers can be ten times more productive than average programmers. Offering competitive employee benefits is one of the cornerstones of recruiting (like having HealthJoy as part of your benefits package?).
We asked ten company leaders about their number one employee recruiting tip, and this is what they told us:
Quality Logo Products – 100 employees
While our strategy varies depending on the position and the target demographic, we often try to personalize the entire employee recruiting experience from the job listing to the final interview.
For example, millennials tend to prioritize a flexible and fun work environment. So, we’ll often make sure the job posting is relatively informal, and we’ll focus on items like paid vacation time, flex scheduling/hours, and—of course—entertainment and food options.
A cubicle and a computer are no longer enough to maintain office space harmony. Quality Logo Products has invested in items ranging from classic arcade machines and an air hockey table all the way to a dedicated ICEE machine and kegerator. For some prospects, the amenities are everything!
Whenever possible, we also try to embed or link to photos/videos of our office and employees. People want to feel like they’re part of a team, and what better way to put that on display than with a brief recap of last month’s WhirlyBall outing?
Finally, when we’ve located the ideal candidate, the interview and compensation/offer are customized to each individual. Long gone are the days when a standard office sheet will get the job done. During the interview, we take note of what’s most important to them, and we make sure those needs/wants are addressed and more when it comes to preparing their offer sheet!
A recent example was when I attempted to recruit a very in-demand web developer to join our team. I noticed he was a huge fan of everything Marvel and that he had a young son. To make my initial introduction, I sent him four tickets to a Marvel Universe Live event that was going on in our area, along with a brief note introducing myself. Later, I signed him up for a monthly subscription for Funko’s Marvel Collector Corps box. Outside of a few email exchanges, it wasn’t until a year later that I finally made my recruitment push. Once the developer agreed to meet, I retrofitted our game room to be 100% Marvel. From cardboard cut-outs of the Incredible Hulk to wall decorations, there was no hiding the shared passion for Marvel!
The interview was a success, and sure enough, despite other competitive offers from much larger organizations, the developer decided to join Quality Logo Products. Eight years later, the relationship and employment are still going strong!
As simple as it sounds, we do our best to be friendly, genuine and approachable. We respect one another at Dialpad and reflect this in our employee recruiting, interview and hiring process. We want candidates to get to know our team and our values and have a good sense of what they could expect if they were to join the team. Transparency and honesty are two strong principles that keep our employees engaged, so we try our best to make sure we mirror this in our recruiting process.
Finding amazing talent, whether it be seasoned Silicon Valley veterans or new college grads, is tough. It’s a hyper-competitive technology labor market, and the US has record low unemployment, which means standing apart from the crowd has never been harder.
Company culture matters. Our culture is an extension of the personalities and values of our founders. Our CEO, Craig Walker, and the rest of the founding team are a big part of what makes Dialpad so special. They have hired people just like themselves—relentlessly positive, smart, and hardworking people who put a very high value on the importance of top-notch quality of work, humor, and fun.
Given that we also have multiple offices, we recently formed our own Culture Club to help shape a culture that works just as easily in San Francisco, where we are headquartered, as in Austin, Vancouver, B.C., Tokyo, and Raleigh.
Our founders made a lot of smart decisions early on, and one of the most important decisions they made was being extremely strategic with who they approached from an investor perspective. Our distinguished list of investors like Andreessen Horowitz, Google Ventures, SoftBank, Amasia and Bill Maris are a big draw for current and future employees, and we know that. In the world of company financings, the VCs from whom you take investment is very important, and our investors are the best in the business, with a treasure trove of business and operational wisdom which they share with employees at all levels within the company.
We like to think we have it all here at Dialpad, and that our enthusiasm for the people we work with shines through in the recruitment process.
Smart. Respected. Resourceful. Creative. Driven. Proven. Our leadership team has been successful in the communications industry since the dawn of Internet-based telecom. In many ways, they have defined the industry early on and then again in the boom times. Now they are doing that in the cloud era.
We want candidates to get to know our team and our values and get a good sense of what they could expect if they were to join the team. Transparency and honesty are two strong principles that keep our employees engaged, so we try our best to make sure we mirror this in our recruiting process.
Emphasize your mission and how your company is making a difference. Today’s employees, particularly Millennials and generation Z, care about changing the world and want to work for companies that are making an impact. They want to find a job that will be fulfilling and has meaning and purpose. By starting a social impact program within your company, you can help prospective employees feel a deeper sense of connection with your company. At Study.com, we started the Working Scholars program to give back to our community, which offers residents of select cities the chance to earn a free bachelor’s degree. We began the program in our own backyard in Mountain View, CA, and we’ve since expanded to other Bay Area cities like East Palo Alto and Gilroy. From the beginning of our recruiting process, we make sure to highlight this program as well as Study.com’s overall mission to make education affordable, effective and engaging. We share videos of the students we’ve actually helped through Working Scholars, and we emphasize the impact we’re making in our community. It is really motivating to prospective employees to see how a free college education is changing the lives of people who never thought they would get an opportunity to get a degree.
Camp Bow Wow – 700+ Employees
Camp Bow Wow is the largest pet care franchise with over $100+ million dollar in sales and 140 locations in North America. It might sound obvious, but one of their recruiting strategies is hiring dog lovers.
We bring our dogs to work, and we consider them a part of our team. It keeps things light in the office, and I love that. That common love of dogs is a unifying element that’s both personally and professionally relevant, and it’s a foundation of our culture and values. ‘Must love dogs’ is on every job description, from executive to entry-level. It makes for a really fun, positive culture.
There are three things above everything else that facilitate employee recruiting of exceptional talent: vision, environment, and enrollment.
Working backwards, enrollment is vital because ultimately—if you are seeking to recruit someone who can truly add value to your organization—the candidate needs to feel as though they are indeed going to be the influencer and change-agent that you are envisioning them as. Listen to their thoughts in the interview process and directly engage them as a partner as opposed to a subordinate. I recently recruited a head of automation from Europe by enrolling him as a creative partner.
Environment is exceptionally important as well. This category comprises both physical environment—the office space and working environs—as well as company culture and coworkers. We have various things in place—a meditation room, a full bar, and abundant greenery—that make the physical environment conducive to happiness. We also hire very carefully to ensure that cultural fit is strong. Top-flight candidates understand that their work will encompass a reasonably large percentage of their life. As a result, having a positive and desirable environment is very important.
Finally, your vision and—equally important—your ability to articulate this vision will help you recruit your dream candidate. Extraordinary contributors are rarely diamonds in the rough—they are often polished diamonds on display. You will need to make your case directly about how you see the company growing, and the added heights that are achievable with your candidate on the team.
It’s important to us that candidates understand during the employee recruiting process what it’s like to work at Badger Maps. We believe that our culture is a competitive advantage for the company, and we want to get across its unique attributes.
The first thing we do is link to our Glassdoor page and articles that have been written about us in the job posting. This allows people to see unbiased opinions of people who work here or who have worked here in the past. Another way we get our culture across is through the people on the team who are giving the interviews.
After a screening interview, we have candidates interview with the person who runs our recruiting. He has been with the company a long time, so he knows the culture very well and also communicates it well. Then candidates interview with someone in the functional area that they are applying for.
Finally, we have them interview with me, the founder/CEO of the company, so that they can get a top-down view of the company’s direction, attitudes, and culture. For the future, we want to make a few videos of the office and culture, too.
Qualified employees with cybersecurity skills are in demand and difficult to find, which prompted us to launch our Mosaic451 Cyber Candidate School Program, an intensive six-month program. This initiative marks one of the first in-house programs designed to recruit, cultivate, and deploy new cybersecurity talent.
The volume of talent has not kept up with this rising threat—the skill gap within the cybersecurity industry has left over one million jobs currently unfilled, a number that, according to Cybersecurity Venture, is expected to climb to 3.5 million by 2021.
Our company had to find ways to bridge this skill gap. Our new program will help us accumulate top talent by offering candidates with the right aptitude and drive a direct path into the industry, regardless of their current experience with cybersecurity.
Mosaic451 enjoyed tremendous success with the pilot of this program, with the first round of candidates (all entering with minimal cybersecurity experience) successfully completing 90 days of rigorous on-the-job and classroom training culminating in qualifying for CompTIA’s Security+ certification, and moving on to Phase 2 of the three-phase program. Those who complete the six-month program will compete for an entry-level position within Mosaic451, with the opportunity for career advancement through on-the-job training.
The program was designed by security operations leadership with decades of experience defending the US nuclear arsenal and developing military cyberwarfare courses. Mosaic451’s team of instructors are drawn from the vanguard of US Military and federal civilian cyber leadership, including course developers for the USAF’s most prestigious cyber training program, the Cyber Warfare Operations Weapons Instructor Course.
Students will learn to:
- Design, build, operate, and optimize cybersecurity network infrastructure.
- Develop problem-solving and critical thinking skills, building their skill sets to include firewalls, network intrusion/prevention systems (NIDS/NIPS), and endpoint protection.
- Hone their ability to apply these skills and earn industry certifications.
- Have fun and learn real-life skills applicable to the pursuit of higher learning and future employment.
Our goal is to produce 30+ candidates in 2018. The program is also tuition-free.
There are many ways to stand out from the competition when searching for ideal job candidates. Many employees appreciate when food is brought into the office. Business owners are now beginning to provide a stocked kitchen filled with fruit, snacks, ingredients for sandwiches, drinks, and more. Catered meals are also becoming more popular. Another great perk is allowing employees to bring their dogs to work. It can be difficult to leave dogs alone at home for 8+ hours a day. So as long as the dogs are friendly and well trained, employers are welcoming them into their office environments. It really makes the atmosphere more relaxed and is a great way to reduce stress.
We hire team players. We screen for ‘team player-ness’ by asking questions about their work ethic, examples of how they contributed at prior companies, and willingness to go above and beyond. Sometimes we are able to identify people who we believe could be team players with a little nurturing, and then we pair them with other already-established team players in our company. We look to hire people who engage, who ‘get it’ when we explain the way our company works, and who earnestly show their ability to offer that approach to work. We also encourage our employees that know potential like-minded people to refer them to us. For each employee they bring in, we give them $100. We’re a small business, so we’re happy to get great referrals from our awesome team members. We even have a few relatives that work at our office—two sisters and one brother/sister!
Focus on people and culture. Hiring decisions are based on our cultural values. In fact, we put that right in the job description. We’re also willing to constrain revenue growth if we can’t find the right person. Good enough isn’t good enough. I also try to relate customer feedback and actions within the office to our cultural values. TINYpulse is growing, and we’re growing fast. Which also means we’re on the hunt for some talented people to join our team. But we’re huge on culture fit.
Employee recruiting is tough but hopefully, these tips can help make a difference in your business. If you would like to schedule a demo to learn how HealthJoy can improve your benefits package, please select an available time below.
We’re very excited to announce the latest addition to the HealthJoy family, Scott Murdoch. As our new Director of Data Science, Scott is a critical force in building out our data science practice, which will become the foundation for our platform and our growth. He brings deep industry knowledge, unrivaled claims experience, and a strong practical knowledge of AI and machine learning. His role HealthJoy will be focused on making our platform smarter and expanding the available context of our recommendation-all to help our members make more informed healthcare decisions.
Scott joins us from the Blue Cross Blue Shield Association, where he spent over four years as a senior member of the BCBS Health Index team, working to develop the Health of America Health Index. Before BCBS, Scott was an Econometrician at Ford Motor Credit Company. He holds a bachelor’s degree from Hope College in Economics and Business Management, as well as Masters and Doctorate Degrees in Economics from West Virginia University.
“Scott brings a rare combination of a strong pedigree in data science, AI, and machine learning, and experience in practical development with claims in a big data setting,” said Justin Holland, CEO and Co-Founder at HealthJoy. “His knowledge and experience will be critical in scaling our platform and we look forward to building out a data science team with his leadership.”
We got a chance to sit down with Scott and talk through his decision to join us and what he’s most excited about bringing to HealthJoy.
Scott, we’re thrilled you’re here. Tell us about yourself.
Thrilled to be here! Professionally, I’ve been in data science now for about 7 years and I moved to Chicago about four years ago for an exciting opportunity with BCBS. While I was there, I worked on the Health of America Health Index, an initiative examining claims data to identify individualized scores of how people actually live compared to both their optimal life and American averages. Personally, I live in the Chicago suburbs with my wife and our two kids. We have a four month old and a three year old, and my family is the biggest part of my life right now. I’m also an avid traveler – I’ve been to 27 countries and 5 continents…and counting.
First and foremost, the mission to reduce costs and improve customer experiences in the American healthcare system really resonated with me, especially after my work over the past four years. The insurance industry is old school in more ways than one, so I’m excited to be in a position to really affect change with an exciting technology that leverages artificial intelligence and analytics. At HealthJoy, my work will have a real impact on real people, and that’s very cool.
What are you most excited for in your new role?
This is an incredibly rare opportunity to build a data science program from the ground up at a fast-growing company with an established technology platform. I’ll have an opportunity to develop the models we use, choose the technologies, and work directly with Justin and the incredible engineering team.
I have two main goals in my role: the first is to help drive the customer experience with our virtual assistant, to streamline that process and make it super easy for our members to get exactly what they need the first time around. The second is to streamline our CRM and partner integrations, to make sure that our team and our partners have what they need to empower our members as seamlessly as possible.
We’re thrilled to announce and welcome our new VP of Sales, Dave Mallen. Based in Chicago, Dave brings an extensive background in sales leadership and strategy in the healthcare technology space. He has success driving record growth, building and leading motivated sales teams. At HealthJoy, he will be responsible for leading and growing HealthJoy’s national distribution partnerships with benefits consultants, TPAs, and health plans.
Dave joins us from Paradigm Health, where he was the Regional VP of Sales, leading sales recruitment, strategy and execution. Before Paradigm, Dave spent nearly 7 years at Interactive Health as a leading producer and Regional Sales Manager, focused on strategic alliances, distribution partnerships, and direct sales initiatives with TPAs and benefits consultants.
“Dave is exactly the person we need at this stage in our growth.” said Doug Morse-Schindler, Co-Founder and President of HealthJoy. “Dave will be instrumental, not only in building out our distribution partnerships across the country with leading benefits advisors, health plans and TPAS, but internally, inspiring our team and sharpening our approach to this market. We are ecstatic to have him on our team.”
Dave, Welcome to HealthJoy! Tell us about yourself.
Thanks, I’m happy to be here. I grew up in northern California, went to Santa Clara University on a baseball scholarship, and followed my family to the Chicago suburbs after college. I’ve been married for two years to my lovely wife Julie, and we have two dogs together. Fitness is a big part of my life, and I love being outdoors, running, biking, and hiking with my wife and our families. We also love exploring Chicago’s food scene and traveling to new destinations.
I was originally drawn to the healthcare industry when my mom was diagnosed with Cancer, so working for a mission-driven organization is important to me. When I came across HealthJoy after leaving Paradigm, it seemed like too good an opportunity to pass up. I thrive in nimble startup environments where an opportunity exists to make a cross-functional, collaborative impact on a company. I’m excited to go the extra mile with a team of people that care about each other, their customers, and their product.
Artificial Intelligence and healthcare technology are two of the hottest and most innovative industries of our time, respectively. It’s exciting to have an opportunity to get in on the ground floor with one of the first companies in the space to bring AI to the employee benefits market. We have the right team, a battle-tested platform, incredible investors that are committed to our success, and an industry ripe with opportunity. I can’t wait to take this out to market.
At the end of the day, what really sold me was the culture and the people here. The team at HealthJoy is made up of some of the smartest, most driven people I’ve come across in my career. Our leaders are visionaries, with both a proven track record as entrepreneurs and a compelling vision for the future of healthcare. This place is also a lot of fun: the team brings so much energy to the office every day, and everyone is excited to take on new challenges in stride. This is truly a “work hard, play hard” environment, which is right up my alley.
What are you most excited to bring to HealthJoy?
My focus at HealthJoy is threefold: first, to expand our distribution partnerships with the most innovative benefits consultants, TPAs and health plans in their respective markets in a really strategic way; we don’t need to partner with everyone. I want partnerships with forward-thinking companies committed to cutting-edge consumer experiences, and cost containment strategies. Second, we’ll expand our sales enablement efforts around our partnerships, enabling our partners to differentiate their messaging and go-to-market strategies and win. Finally, I’m focused internally, honing our sales processes and building on the tight-knit, collaborative sales culture at HealthJoy.