Keys to Productivity, Retention, and Engagement

Transcription

1 Keys to Productivity, Retention, and Engagement Sponsored By: Presented by: Stephen D. Bruce, PhD, PHR BLR Sponsored By: Wednesday, July 30, :00 p.m. to 3:00 p.m. Eastern 1:00 p.m. to 2:00 p.m. Central 12:00 p.m. to 1:00 p.m. Mountain 11:00 a.m. to 12:00 p.m. Pacific 2014 BLR and HR Hero Business & Legal Resources and HR Hero. All rights reserved. These materials This program has may been not approved be reproduced for 1.00 in credit part or hours in whole toward by any PHR process and SPHR without recertification written permission. through the Human Resource Certification Institute (HRCI).The Program ID number will be ed to the registered participant at the completion of the conference. For more information about certification or recertification, please visit the HRCI website at

2 Keys to Productivity, Retention, and Engagement Sponsored by Recruiting and Onboarding who they allow in the door. Stay Productive No Suit

3 I need this job filled yesterday. The Best stay away Worst apply in droves Recruiting Caveats Fill, don t replace Best applicant, not best employee The old job, not the new job

4 What are you looking for? List Job Description Flexibility Key traits and skills Translate to Postable Years of experience at a specific job or job type Specific duties or responsibilities held Experiences required Degrees, certifications, or special training required Computer software familiarity Language capability Sell

5 Sourcing Evaluation goes two ways Applicants know What you say What others say Application procedure Finding Candidates Many places Where are your candidates? Developing a presence Headhunters

6 Sourcing Legal Issues Consistent Definitions Non-discriminatory LinkedIn Many others Twitter Stalker More than one Social Media

7 Reviewing resumes/credentials Saving Review Time Clear Complete and consistent We re looking for an accountant. Here are the criteria: No agency fee Job in Stamford, CT, no relocation Must have a CPA

8 Arnold Baker 42 Bristlecone Rd, Stamford, Ct XXXX Seeking responsible accounting position in which I can make use of my experience and capabilities. Degrees and Certifications BA, Excelsior College MS Business Management, State College Certificate in Management, 2014 (expected) Experience Senior Accountant, XZY Company (2009 present) Managed accounting functions for this mid-sized manufacturing company including cost accounting, and government reporting. Staff Accountant, EFG Company ( ) Tracked costs, prepared profit analyses. Supervised two AP and AR specialists. Charleen Delta 42Pine Island Rd., Palo Alto, CA XXXX Offering significant and increasingly responsible accounting experience bolstered by my CPA. Degrees and Certifications CPA 2010 BA, Summit College MS Business Management, State College Experience Senior Accountant, XZY Company (2009 present) Managed accounting functions for this mid-sized manufacturing company including cost accounting, and government reporting. Staff Accountant, EFG Company ( ) Tracked costs, prepared profit analyses. Supervised two AP and AR specialists.

9 Roger Sierra 12 Mast Pine Circle Stamford, CT Offered by Schmidt Consulting A Full-Service Employment Agency Seeking responsible accounting position in which I can make use of my experience and capabilities. Degrees and Certifications CPA 2010 BA, Excelsior College MS Business Management, State College Experience Senior Accountant, XZY Company (2009 present) Managed accounting functions for this mid-sized manufacturing company includin cost accounting, and government reporting. Staff Accountant, EFG Company ( ) Tracked costs, prepared profit analyses. Supervised two AP and AR specialists. Resume Review Pile A=appears to meet Pile B=missing one or more Pile C= not qualified

10 Timesavers--ATS icims Jobvite irecruit PCRecruiter Timesavers Testing Phone screen

11 Interview Logistics Standard Questions Knockout questions. Interview questions Open-ended No telegraphing Probing

12 You: Well, I m looking for a stellar project manager, so tell me about an important project that you managed. Applicant: I recently managed the computerization of our entire vendor/purchasing/inventory management program. You: How did you do as far as bringing it in on time and on budget? Applicant: I m very proud of that. With a yearlong project, we were up and running and fully trained two weeks early. The overall budget was $3.5 million and we brought her in at $3.34.

13 You: How many were on the team? Applicant: 18. You: Were you the team leader? Applicant: Yes You: Who selected the software? Applicant: Oh, the consultant did.

14 You: How were the team members selected? Applicant: Well, my boss picked the internal members, and the consultant picked the technical people. You: Who directed the day-to-day activities of the team? Applicant: Oh, the consultant did that. Very technical project, very technical. You: So how often did you meet with the team? Applicant: I attended all the meetings to be sure that everything was going well. I sent out the reminder notices for the meetings and I printed up the agenda after the consultant worked it up.

15 Questioning Techniques Reflecting Narrowing Silence Legal Pitfalls Protected characteristics Casual questions Disabilities

16 People with Disabilities Can you perform? How would you perform? Asking about accommodations When an applicant requests an accommodation Reference checks Background checks Don t hire troublemakers

17 Information you don t want Membership in protected class Medical information Other information Challenge of authenticity Right person Against SM Checks: For SM Checks: Miss information you do want Tendency toward violence Racial attitudes Extreme behavior Negligent hiring/due diligence

18 FCRA Notice Adverse action Passwords Site access rules Sneaky, low, invasive Also consider: Tips: Don t Filter with third party Limit to finalists Train managers

19 Making the final selection Halo Recency Extraneous Glibness Background Onboarding Orientation Productivity Retention Engagement

20 Onboarding Organized, relevant, and well-timed content On-the-job training Assignment of an employee buddy or mentor Extends beyond the first week Effective, contributing team member Your receptionist? I don t have you in the computer; the regular person s on vacation. Annette, you said? Let me make a call or two.

21 Your manager? Hmmmm, your cube was supposed to be ready, I guess IT hasn t done your computer access yet Your Manager? Oh, you re here already? I thought you were starting next week.

22 Your manager? We re all on super deadline crunch, so find the benefits office and then read up on things for today and tomorrow, then we ll talk. Essentials Tech Traditions Forms Expectations Policies The First Day

23 Beyond Orientation Up to a Year Weekly HR Meaningful mentoring Manageable chunks Interesting Beware the Probationary Period Employment guarantee Assess performance On probation forever

24 Checklist: What NOT To Do Wait in reception Supervisor is on vacation Thick policy manual Assigned workspace not ready Not introducing them to co-workers No invite to lunch Not assigning a mentor Assigning your most inept, unhappy, or disgruntled employee "Busy work" because you're too busy Several presentations, followed by a SLIDE show, followed by forms, followed by a video Thank you! Good luck with all your recruiting and onboarding Thank you for listening!

25 Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

26 Stephen D. Bruce Stephen D. Bruce, PhD, PHR, who started his HR career as the manager of staffing for a Fortune 200 company, is an awardwinning writer and editor who specializes in the human resources area. Bruce is former Editor in Chief at BLR, Inc., and President of Ransom & Benjamin Publishers. Bruce is currently the Editor of the HR Daily Advisor, a widely respected daily newsletter with a circulation of 250,000, and the Compensation Daily Advisor. He is also managing editor of the new magazine HR Decisions. His best-selling books include the Face to Face series of interviewing books, the QuikStep Guides for supervisors and managers, and The Seven Secrets of Managers Who Avoid Employee Lawsuits. Bruce was recently named a Top 25 HR Digital Influencer, and his publications have recently been honored by MIN, the Media Industry Newsletter, and by the Specialized Information Publishers Association.

27 Silkroad SilkRoad is a leading provider of cloud-based, end-toend HR solutions that enable customers to find, attract, develop, and retain the best talent possible. SilkRoad strives to build value for its investors by delivering innovative solutions that enable customers to attract top talent and retain happy employees that drive their bottom line. SilkRoad s award-winning Life Suite includes Talent Acquisition, Talent Development, and HRMS solutions that are delivered through a Talent Portal to drive greater engagement, collaboration, and user adoption. The suite is easy to deploy, easy to use, and affordable for businesses of every size.