Job description, job ad, key result areas (KRAs)… they’re all similar, but they’re certainly not the same. We know HR lingo can be confusing, so we’re here to tone down the jargon and explain the role of each of these three vital documents and how they contribute to setting up a candidate for long-term success. 

In 2022, 16% of companies worldwide are entirely remote, and 74% of U.S. companies are using or plan to implement a permanent hybrid work model (Zippia). Our team knows that this new work-life demands different approaches to motivating, engaging, and satisfying team members. Casual Fridays in the office and unscheduled catch-ups in the break room are no longer options. Nowadays, intentionality is critical.

A few months ago we stumbled across a very interesting article that got the Montani team thinking, “How much should we as recruiters still care about a person’s resume?” In the article, the CEO of the company that owns Glassdoor and Indeed argues that the recruiting field at large is too dependent on this somewhat antiquated form of communicating a candidate’s credentials. And, he says, this is only making the current problems with labor shortage worse.

This year, the Montani team will work on getting gritty. A term made popular by Psychologist Angela Duckworth, grit is the combination of passion and perseverance for very long-term goals. People who are gritty, says Duckworth, tend to work in a diligent, daily way to improve. It’s having the stamina to “stick with your future” day in and day out. Not for the month, but for years. 

SHRM recently shared an article, “Family-Building Benefits,” that sparked a million thoughts. What I really love about this article are the quotes from families. Things like, “They made it possible for us to have children,” and “It’s been family-altering,” and even, “It makes you realize the possibilities.” As a mom of two young children, there is nothing more rewarding than raising my sweet babes and seeing their smiles as often as I can. But I also want to feel like I have the support from my employer I need in order to maintain a productive career. I want my employer

“Happy Holidays!”  If you’re tired of hearing this particular phrase, buckle up: It’s likely only going to get more popular. But if you ask us, that’s a positive change that reflects a much larger movement of much-needed inclusivity well beyond the holiday season. This more inclusive, albeit generic, phrase – along with the likes of “Season’s Greetings!” — is being employed by more and more employers as we collectively nudge closer to a work culture that accepts and celebrates the differences of its team members. 

Over the course of 15 years in human resources – interviewing thousands of impressive individuals – I (Katherine Daniel) have learned to pick up on the subtle things. It doesn’t take long for me to get a solid idea of where someone’s true passion lies and in what type of role they would likely excel. Call it a sixth sense. 

From the time Montani “opened for business,” our recruiting services have been in high demand – and it’s no surprise why: We love recruiting top talent, and our track record speaks for itself. As a team, we’ve completed more than 10,000 interviews and filled hundreds of positions all across organizational levels and industries. While you may see the interview and hiring process as a big hurdle, we see it as an exciting and fulfilling challenge that never gets old. 

Heck yes. The “two weeks’ notice” approach needs some serious scrutiny. I applaud Robert Glazer and his team for identifying an antiquated process that does nothing to proactively prevent top talent (and the institutional knowledge they possess) from walking out the door after two weeks of disengaged work (or, let’s be honest, no work at all).

In the first two articles in our Feedback Series, we chatted through two important aspects of effective feedback loops Montani encourages all of our clients to consider: a shift in mindset from failure to “failer” for team members who receive tough but necessary criticism, and the willingness and ability for supervisors to enter into hard conversations using Radical Candor to clearly but caringly communicate feedback.

In the first part of our Feedback Series, we discussed the important shift in mindset from feeling like a failure to being an ever-improving failer. This is how your team members should think about constructive criticism so they are most receptive to it – and even appreciative of it. 

Constructive feedback is so important for the growth and betterment of a company. But it’s something that can’t simply be passed from the top down. Employees need to be given the opportunity expectation to share direct, consistent, and thoughtful feedback about their peers and leadership. Ideally, this is given directly but it can also be facilitated through a tech platform and/or an HR professional they trust.