Technology. Math. Technical Difficulties: Recruiting and Retaining STEM Workers. Technical Difficulties Recruiting and Retaining STEM Workers

Transcription

1 Technical Difficulties Laurie Chua, SHRM-SCP, SPHR-CA April 9, 2015 STEM Workers Science Technology Engineering Math Engineers Technicians Surveyors Designers Software Developers Planners Technicians Actuaries Teachers Scientists Architects Laurie Chua, SHRM-SCP, SPHR-CA 2 Typical STEM Studies Chemistry Computer Science Engineering Environmental Science Geosciences Life Sciences Mathematics Physics/ Astronomy Laurie Chua, SHRM-SCP, SPHR-CA 3 1

2 STEM Skills are a Hot Commodity Source: 4 STEM Job Openings Source: Laurie Chua, SHRM-SCP, SPHR-CA 5 How Long to Fill? Laurie Chua, SHRM-SCP, SPHR-CA 6 2

3 Today s Situation Laurie Chua, SHRM-SCP, SPHR-CA 7 Where are the STEM Workers? Laurie Chua, SHRM-SCP, SPHR-CA 8 What Does this Mean For You? You have to be more strategic in overcoming this global challenge by: Identifying best practices to recruit top talent Sourcing, Employee Value Proposition, Employer Branding, Budget to Support Relocation and Investment in Talent Strategy Retaining adequate numbers of high-quality technical workers who are motivated to work hard to achieve business objectives Measure and evaluate what works for your organization Laurie Chua, SHRM-SCP, SPHR-CA 9 3

4 Recruitment Best Practices Establish Technical Talent Management Team Recruiting Technical Talent Dedicated Staff/Team For Technical Talent Management Include Individuals With Technical Skills To Lead Workforce Planning Diversity And Inclusion Initiatives Employment Brand And Employee Value Proposition That Appeals To Technical Workers Campus Recruiting And Internships Use Technology To Recruit Encourage Students To Pursue Technical Careers Laurie Chua, SHRM-SCP, SPHR-CA 10 Internal Sources Registered Apprenticeship Employee Referrals Inside Moonlighting Interns Replacement Planning Internal Sources Job Bidding Job Posting Succession Planning Skill Banks & Tracking Nominations Laurie Chua, SHRM-SCP, SPHR-CA 11 External Sources Online Job Boards State Employment Boards Community Messaging Contract Agencies Educational Institutes Employer Websites Former Employees Current / Former Interns International Job Boards Online Social Networks and Blogs Open House Career/Job Fairs Outplacement Services Personal Networking Employee Referrals Staffing Agencies Trade & Professional Organizations Virtual Job Fair Alumni Associations Laurie Chua, SHRM-SCP, SPHR-CA 12 4

5 #1 Employee Referral Source: Laurie Chua, SHRM-SCP, SPHR-CA 13 Keys to an Effective Referral Program Communicate Openings Referral Business Cards Offer Incentives Encourage LinkedIn Communicate your EVP Proactive Encouragement Set Team Referral Goals Use Social Media Recognize Good Referrals Reward All Referrals Encourage Fan Referral Laurie Chua, SHRM-SCP, SPHR-CA 14 Employee Value Proposition Identification Commitment Meaning Employee Value Proposition Satisfaction Opportunity Belonging Laurie Chua, SHRM-SCP, SPHR-CA 15 5

6 Employment Value Proposition The foundation of employment branding Aligned with the organizational strategic plan, vision, mission, and values An image that attracts and retains people the attractiveness of the organization; responsibility corporate conduct and ethics; respect diversity and inclusion; work life balance; opportunities for personal and professional growth. Laurie Chua, SHRM-SCP, SPHR-CA 16 Balanced EVP Laurie Chua, SHRM-SCP, SPHR-CA 17 EVP Focused on Give and Take Laurie Chua, SHRM-SCP, SPHR-CA 18 6

7 EVP Message Tied to Company Values Laurie Chua, SHRM-SCP, SPHR-CA 19 EVP Benefits Attraction and retention of key talent Prioritize the HR agenda Creates a strong people brand Helps engage workforce Reduces hiring costs A magnet to the organization s employment brand Laurie Chua, SHRM-SCP, SPHR-CA 20 7 Steps to Building an Employment Brand Know Your Organization s Business, Vision, Mission, Values & Culture Conduct Research Know What They Want Know Market Position Develop & Promote Employee Value Proposition Develop A Marketing Strategy Internal & External Ensure Managers & Employees Support And Promote Brand Develop & Use Metrics Laurie Chua, SHRM-SCP, SPHR-CA 21 7

8 Employment Branding Best Practices Brand Pillar Identification Achievement Of Work Environment Awards Diversity & Inclusion Programs Touchpoint Mapping Use Of Social Media Online Job And Career Portals Personalized Channels For External Audiences Marketing Material Focused on Candidates & EVP Laurie Chua, SHRM-SCP, SPHR-CA 22 What Employment Branding Practices are you Using? Laurie Chua, SHRM-SCP, SPHR-CA 23 STEM Recruitment Strategy: Build a Pipeline Internship Program Partner with schools to influence curriculum Partner with schools to increase student interest in STEM careers target K- 12 students and undergraduate Build relationship with universities who have a large numbers of STEM graduates Consider developing registered apprenticeship programs Allow employees to volunteer at skills Learn about Bayer, Raytheon, and GE s outreach programs Build program for less traditional pools of potential STEM workers: incumbent workers, dislocated workers, students working toward community college technical credentials, even students in alternative education settings who are trying to find their way back into the economic and educational mainstream Laurie Chua, SHRM-SCP, SPHR-CA 24 8

9 STEM Strategy: Fill the Future STEM Labor Pool Influence legislators to fund STEM educational programs and opportunities Participate and get involved with the California Department of Education STEM Task Force Attend the STEM California STEM Symposium in October of Keep abreast of Immigration Reform and impact to increase ability to attract STEM workers New and faster routes to green cards A reallocation of existing green cards Exemption from labor certification Modifications to the U.S. H-1B advanced degree cap to include only U.S. STEM advanced degrees Laurie Chua, SHRM-SCP, SPHR-CA 25 Solving the STEM Skills Shortage Source: Laurie Chua, SHRM-SCP, SPHR-CA 26 STEM Imperatives Improvement in Math and Science Education System STEM Labor Laurie Chua, SHRM-SCP, SPHR-CA 27 9

10 Retention The ability to keep talented employees in the organization Involves strategic actions to keep high performers motivated and focused. Preserves and develops an organization s human capital. Reduces voluntary turnover costs. Laurie Chua, SHRM-SCP, SPHR-CA 28 Retention TALENT MANAGEMENT KNOWLEDGE TRANSFER CAREER MANAGEMENT RETENTION REWARDING DEVELOPING TECHNICAL TALENT Laurie Chua, SHRM-SCP, SPHR-CA 29 Retain The Best, Deal with the Rest Identify Highperformers Reward, Challenge, Engage Them Develop And Challenge Your Average Performers Provide Exit Opportunities For Your Low Performers Laurie Chua, SHRM-SCP, SPHR-CA 30 10

11 Motivate and Retain Tools And Equipment Fast & Efficient The Cooler The Better Provide Rewards Flexible Schedules Time Off As Reward Home Computer, Tablets, My-fi Service Opportunities To Learn New Skills Professional Development Tech Skills Soft Skills Challenge Your Technical Employees Give Choice Of Work To Do Special Projects Stretch Assignments Knowledge Transfer Allow for Failure Laurie Chua, SHRM-SCP, SPHR-CA 31 Retention Practices Clear And Consistent Job Expectations Clear And Fair Supervision Training And Development Dual Career Ladders Growth And Promotional Opportunities Recognition Respect Perceived Equity Laurie Chua, SHRM-SCP, SPHR-CA 32 What are you doing to retain your STEM workers? Laurie Chua, SHRM-SCP, SPHR-CA 33 11

12 Technical Difficulties: Measures and Metrics Make fact-based decisions improve technical talent management. Time-to-hire Quality-of-hire Number Of Vacancies Outstanding Cost-per-hire Recruit Source Effectiveness Employee Engagement Laurie Chua, SHRM-SCP, SPHR-CA 34 Resources Top 10 Tools for Tech Recruiters Referral Madness 18 Innovative Ways to Build Employer Brand Onboarding New Employees for Maximum Success The STEM Report Solving the Skills Gap Stem Skills Vital Signs Still Searching: Job Vacancies and STEM Skills Laurie Chua, SHRM-SCP, SPHR-CA 35 12

13 For more information or Questions Laurie Chua, SHRM-SCP, SPHR-CA Special thanks for the assistance of: Maxine Price, Talent Acquisition Consultant Laurie Chua, SHRM-SCP, SPHR-CA 36 13