Goodbye to 5 Lousy HR Trends

HR trends come and go. Some are good. And some are just lousy HR trends — the ones we want to reverse, abolish or curb.

We love to talk about trends at HRMorning to keep our readers ahead of what’s next in their industry.

Taking a Look at Lousy HR Trends

But today we’re set to talk about lousy HR trends to put behind us.

Even better, we have proof some of them are on life support or even dead!

So let’s say goodbye to …

1. Ghost Jobs

What it is: Ghost jobs are job listings that companies post without intending to actually fill the position. The post might be for a job that doesn’t exist or has already been filled. More than 20% of hiring managers admitted they have a job opening posted that they don’t plan to fulfill any time soon, according to a Clarify Capital survey.

Why it was hot: Ghost jobs “can prove to be informative if an organization is looking to gauge the labor market in a particular area or for a specific skill set,” says Brian Smith, an organizational psychologist and Founder of IA Business Advisors. “In some cases, companies might use them to understand the competition or the availability of talent.”

Why it’s not: At the very root of posting Ghost jobs are lies. “Fake job listings, especially when done without transparency, can instill insecurity and damage overall morale within an organization,” says Smith. “They can lead to a loss of trust, both from current employees and potential candidates, and can harm the company’s reputation in the job market.”

What HR can do now: Be kind to candidates. Keep job openings posted for no more than six months. Take them down as soon as you know you don’t plan to fill them. “Transparency is key,” says Smith. “If the fake listings were a response to internal issues or external threats, addressing those underlying problems directly with the affected employees is crucial. Companies should focus on building a transparent and honest recruitment process, which fosters trust and confidence both internally and externally.”

2. Quiet Vacationing

What it is: Quiet vacationing is when employees working remotely are on vacation without reporting PTO. For instance, they might be at the beach, and while their family is on the sand, they’re at a computer in the condo. Almost 40% of millennial workers have admitted to doing this, according to a Harris Poll.

Why it was hot: For some employees, it’s a way to save PTO days for another time. For others, it’s a way to stay ahead of — or not get behind on — their work.

Why it’s not: “Quiet vacationing does not lend itself well to a healthy work-life balance as employees are always ‘on’ and ‘connected,'” says Elizabeth Lintelman, Director of Career Services at Rasmussen University. “Without truly unplugging from work and establishing healthy boundaries, employees risk their mental well-being just as much as their productivity.”  

What HR can do now: Flip the switch on culture. “Quiet vacationing speaks volumes about the employer’s work culture,” says Lintelman. “Employers need a company culture that embraces the use of vacation time.” She offers these strategies: 

1. “Bolster a positive vacation culture by having an internal forum for employees to share about their trips/vacations in an intranet … to help people engage with one another and champion the use of vacation time,” she says.
2. Model the behavior you want to see. Managers need to use their PTO and truly be off — not checking emails or calling employees.
3. Stay connected when you’re supposed to be connected. Call peers and subordinates with “the webcam on and set the expectation that they answer with their webcam on as well,” says Lintelman.  “Do not solely rely on emails or text messaging to connect with your team.”

3. Hot Desking

What it is: Hot desking is a workspace where employees don’t have a fixed desks — they can move to a different one any day they’re in the office.

Why it was hot: “Hot desking initially gained popularity because it was viewed as a flexible and efficient way to maximize office space, promoted as a method to improve interaction between employees who may not otherwise interact, and it utilizes office areas more efficiently,” says Jonathan Weindel, Head of Data Analytics at Envoy.

Why it’s not: This trend is on a decline: The growth rate of permanent desk creation has outpaced hot desking by 58% year-over-year, according to data from Envoy. A few reasons it’s on the decline, according to Weindel: “The constant shifting can disrupt workflows and interrupt periods of focus time. … Searching for a suitable desk each morning can be stressful. … [It] can create frustration for employees who must relocate daily. … Team members may struggle to feel connected to their colleagues and the company itself without a dedicated workspace. This lack of a sense of belonging can lead to lower employee satisfaction, decreased productivity, and a weakened company culture.”

What HR can do now: Weindel suggests: Gather data on how employees use a space. Then “companies can design office layouts that cater to employee preferences, needs and typical use patterns.” Look at meeting room usage, employee office attendance, space utilization and visitor traffic. And ask employees what works best for them.

4. Great(er) Resignation

What it is: The Great(er) Resignation is a threat to exceed the original Great Resignation that happened on the heels of the pandemic. Employees sometimes would “leave without securing new jobs first or to leave for higher paying jobs, oftentimes bucking the standard two-week notice period and resigning, effective immediately,” says Shayna Royal, Director of Recruiting at Paycor.

Why it was hot: In both cases, employees “demanded better working conditions, refused to return to the office, and re-prioritized how they spend their time — often resulting in resignations en masse,” says Royal. Employees had more options, and companies upped benefits to attract them — but it still resulted in the Great Regret!

Why it’s not: The economy and hiring landscape has changed. Not that employment is or should be a competition between employers and employees, but it favors employers now. “The market is unpredictable and while many benefited from accepting higher paying jobs a few years ago, unfortunately, many of those same people experienced layoffs when the talent market began to normalize,” says Royal. 

What HR can do now: You want to keep your employees — and they likely want to stay. It’s important for “companies to prioritize associate engagement, well-being and psychological safety so workers feel comfortable discussing issues that may lead to them resigning before it gets to that point,” says Royal. “Companies should also include regular market reviews in their compensation and benefits practices to ensure they are paying associates fairly and competitively in the market.” 

5. Mental Health Gap

What it is: When it comes to mental well-being, there have been quite a few gaps in recent years — from acknowledgement of the need for resources and providing them, to talking about it at work and promoting psychological safe places.

Why it was hot: Prior to the pandemic, many employees and their employers hadn’t normalized mental well-being and open communication in the workplace. The shift to more open communication and mental health resources was welcomed, but …

Why it’s not: … Millennials and Gen Z are good with talking about mental well-being and pursuing resources. Older generations aren’t — whether they need attention or not. In fact, 40% of Gen Z and millennial employees are very comfortable discussing mental health at work. They feel supported and encouraged to get help when needed. Just 21% of Gen X and Baby Boomers agreed with that.

What HR can do now: “This gap indicates a need for targeted initiatives to create an inclusive environment for all age groups,” said Caitlin Collins, Organizational Psychologist and Program Strategy Director at Betterworks. She suggests:

• Frequent check-ins: Ask managers to have conversations with their reports that focus on performance and well-being, encouraging employees of all ages to discuss mental health.
• Training and awareness: Train managers to recognize and support mental health issues. Show them generational differences in comfort levels and how to address those.
• Inclusive policies: “Develop mental health policies that cater to the needs of all age groups, ensuring that resources and support systems are accessible and effective for everyone,” says Collins.
• Role modeling: “Encourage senior leaders to openly discuss mental health, setting an example and normalizing these conversations across all levels of the organization,” says Collins.