Anyone who has attended the I LOVE HR conference knows how valuable and inspiring this event is. This year’s edition was no exception! What topics dominated the discussions this year? We present the most interesting speeches and key takeaways from the conference.
Table of content
Inclusiveness, ethics and innovation in HR
In her presentation, Olga Żółkiewicz focused on the ethical approach to employee layoffs. She pointed out that layoffs are an inevitable part of the employee journey and must be carried out with respect for the employee’s dignity. In her speech, she cited the attitude of Elon Musk and his controversial layoffs at Company X (formerly Twitter) as an example of an inappropriate approach. She stressed that proper preparation for the layoff process, including feedback sessions and remediation plans, is key to maintaining morale within the team. The results of studies on the impact of layoffs on the team were also cited. It was pointed out that improperly conducted layoffs can lead to a decrease in productivity, an increase in stress and a decrease in the commitment of the remaining employees. Therefore, any decision to lay off should be well thought out and based on sound reasons. Presenting clear reasons and communicating openly with the team can help mitigate the negative effects of this difficult process.
So what are the best practices for supporting laid-off employees? The speaker pointed out the importance of outplacement programs, which can help employees find new jobs and minimize the negative feelings associated with the loss of employment. Psychological support and job search training are crucial to enable employees to quickly find their way in the labor market. She ended her speech with a very apt and reflective quote: “If we didn’t treat departing people fairly, those who stayed would no longer be able to trust us.”
Way to make an interesting job ad
Are traditional recruitment methods still effective? This question was answered by Natalia Bogdan (CEO of Jobhouse), who presented an innovative approach to recruitment, encouraging a move away from traditional methods to more creative solutions. Most recruiters operate in a similar way: they post an ad on well-known portals and wait for the flow of resumes. As an example of a creative approach, the speaker pointed to the action of IKEA, which attached job application instructions to its products, which resulted in great interest and numerous applications from potential employees.
Natalia Bogdan (Jobhouse)
How many words should the ideal job ad contain? Apple has proven that three are enough: “Hungry designers wanted.” Such a worded ad was placed looking for designers. Examples of creative recruiting abound, as companies are eager to open themselves up to interesting ideas.
The speaker also stressed the importance of using social media to attract talent. More and more people are posting short but precise ads that reach specific communities gathered around their profiles. A great example is Dominika Zak (ex-CEO of Deezee), who effectively used Instagram for recruitment, gaining access to a wide range of candidates. LinkedIn also offers powerful recruiting tools. To be among the top 2% of creatives on this portal, you only need to post once a month. It’s surprising how a small amount of work can bring such great benefits! It’s worth thinking laterally, that is, using non-obvious sources for sourcing candidates. For example, when looking for people with language skills, you can use a tutoring portal to recruit.
The speaker also pointed out the great importance of employer branding in attracting talent. Companies that invest in building a positive employer image are more effective in attracting and retaining the best employees. It is worth approaching the topic of recruitment in a creative and unconventional way – this not only attracts the attention of potential candidates, but also builds a positive image of the company as an innovative and friendly employer.
The reputation of recruiters in the eyes of candidates
Do we take candidates seriously? In her talk, Paulina Mazur (paulinamazur.com), referred to data from a previous conference and World Economic Forum research showing that employers are most keen to develop the younger generations, especially women. However, job advertisements often repeat trite slogans such as “family atmosphere,” “international development” or “young dynamic team.” To make matters worse, 80% of candidates at interviews learn about completely different responsibilities and terms of employment than were stated in the recruitment ad. This makes job advertisements often miss the truth, and this negatively affects the company’s image.
An important aspect of recruitment marketing is giving evidence of why a company is a good place to work. Specific statistics, sharing plans for the company’s growth and numbers that highlight the organization’s commitment to employee development can be helpful. It is important for new candidates to feel that they are a vital part of the company’s strategy. Highlighting the company’s ambitions and expressing the desire for the candidate’s contributions in achieving them builds trust. Employers should also be more willing to share the results of employee and customer engagement and satisfaction surveys, the number of women on boards, the number of people promoted through internal recruitment, and, if the company offers the option, opportunities for advancement within international structures.
Recruitment should be taken seriously, which means cooperation between HR and the business. This is especially important when we talk about inclusivity in the recruitment process, generational diversity and eliminating bias. There is less and less young talent on the market, while the number of mature professionals is growing. In Poland, there is still a tendency to favor younger candidates and overlook people over 50. How hard it is for “silvers” in the labor market was shown by an interesting OLX campaign. It seems, therefore, that inclusiveness is no longer a choice, but rather a necessity. HR should therefore educate businesses about a broader view of recruitment.
It is very important to prepare the business to participate in the recruitment process and learn best practices, such as asking the right questions. Let’s not forget that regardless of recruitment decisions, candidates always carry away opinions about the company and the recruitment process, and after all, people are the best brand ambassadors. Candidates expect feedback, so giving feedback on their applications is key. If we want to be taken seriously, we need to take candidates seriously. Negative feedback can come back to us in the form of unflattering comments, for example on platforms like GoWork.
Recruitment requires cooperation and shared responsibility on the part of the business. Only when we focus on good recruitment processes, respect for the candidate, and working with the business as an equal partner, do we stand a chance of achieving time savings and greater efficiency.
Diversity and inclusiveness – why are they key?
Mateusz Jabłonowski (m-jablonowski.com), discussed the importance of diversity and inclusivity in the workplace, highlighting the benefits of having diverse teams. He presented data that shows that women and seniors are often underrepresented on company boards, necessitating a change in the approach to recruitment and personnel management. In Poland, 65% of people with higher education are women, yet they hold only 17% of the seats on the boards of the 140 largest listed companies, and only 6% manage these companies. Against the backdrop of the European Union, Poland ranks only 24th out of 27 countries on the index of equality and equal treatment in the labor category.
Mateusz Jabłonowski (m-jablonowski.com)
The speaker pointed out that the media often report that the wage gap in Poland is 4-5%, which may seem like a small difference. However, after taking into account variables such as experience, working hours, location and responsibilities, the adjusted wage gap shows that women earn more than 10% less than men. According to the Central Statistical Office, in 2050 people aged 50+ will make up more than 40% of the Polish population. Despite this, only 16% of people believe that age under 30 works against candidates. Research shows that companies are four times more likely to invite candidates aged 28-32 to a recruitment interview than those aged 50+, despite similar experience and competence. In contrast, the employment rate for working-age persons with disabilities in Poland is only 28%. What are the reasons for this prejudice and discrimination? They are primarily ascribed to social norms and roles and deeply rooted stereotypes.
The media and the Internet also play a significant role in perpetuating these prejudices. Interestingly, recent UNESCO research shows that even artificial intelligence often reinforces stereotypical roles for men and women and other social groups. It’s worth noting that workplaces with low levels of diversity are more prone to discrimination problems, and homogeneous teams are less innovative and more resistant to crises. One way to address these discrimination problems is through universal design – creating products, environments and services that are useful to as many people as possible without the need for special adaptation.
HR processes should focus on inclusivity and equal opportunity, for example, by basing recruitment on a competency model, simple and accessible company policies, acceptance of mistakes, a culture of feedback and no fear of evaluation. All forms and development paths should be available to every employee. To make recruitment processes and personnel management more inclusive and equitable, it is crucial to change the often archaic organizational culture, as inclusiveness and diversity are not just fashionable buzzwords, but elements that can make a real contribution to the betterment of companies and society. Companies should therefore invest in education and training to raise employee awareness of the benefits of diversity and develop effective diversity management strategies.
Finding the “blind spots” of (co)work. How to see more?
Can HR and recruitment professionals fall into thinking illusions? Psychology calls such cases heuristics, cognitive habits or thinking traps. These phenomena are increasingly common in the context of recruitment, for example. In her lecture, Agnieszka Pełka-Szajowska (Solversi.pl) emphasizes that before we can start solving problems, we must first understand them more thoroughly and look at what we know and what we… don’t know. It’s worth starting with the fact that communication is about agreeing on meanings, since each of us perceives the world differently, both cognitively and – for example – visually. How do we deal with problems and complexities of thought? We need metacognition, or thinking about thinking. It’s important to conduct regular retrospectives – thinking about how we made decisions during the week, how we generated ideas, what we can improve and do better in the future.
The process of creative problem-solving is also useful here. So after projects or meetings, we can avoid questions such as: “How did I not notice this? Why am I only now noticing this? What did we overlook? How could this option have escaped me?”. These questions point to moments when our “blind spots” affect our decisions and actions. During the lecture, we learned tools for discovering and understanding our potential thinking traps. Maybe it’s time for HR optometrists who use the “lenses” of social and cognitive psychology research findings to better see and understand recruitment and collaboration processes?
Conference Summary
The I LOVE BUSINESS & HR 2024 Conference, as every year, was an event full of inspiration and valuable content. It concluded with a reflection on the future of HR and business in Poland, emphasizing the need for continuous improvement and adaptation to changing market conditions. During the event, speakers provided participants with practical tips on how to deal with the challenges of the modern labor market. Another edition of the event proved that HR is not only about “managing” people but above all taking care of their well-being and development, which translates into the success of the entire organization. We would like to thank the hosts, speakers and participants for the huge dose of valuable experience and great energy during the event. See you next year!
