Best Practices for Hiring and Inspiring the Right Workforce. Tom Morley, President, Snowflake Llc

Transcription

1 Best Practices for Hiring and Inspiring the Right Workforce Tom Morley, President, Snowflake Llc

2 Today s Content Leader Tom Morley President, Snowflake LLC Strategy, organization, and people subject matter expert 17 years consulting to leaders in all sectors, US and abroad

3 A Simple Workforce Challenge A changing world calls for different resources People are a limiting factor for strategy It s hard to hire the people you need Today s challenges require inspired solutions Identify Hire Inspire The right people

4 How to Hire and Inspire Right Key takeaways from last week s webinar It starts with a strategy Know your requirements Right is realistic Flexibility expands opportunities You can hire for inspiration Recognition is critical Inspiring is a process

5 Best Practices: Identifying Profiling Use role personas or profiles to define the types of people you want (and don t want) for your key roles Personality Aptitude Knowledge Experience Motivations Compensation

6 Best Practices: Identifying Profiling Profiles can help you determine whether those people are accessible in the labor market Who they are Starting level of interest How to recognize them How to reach them What they need to hear How to identify pretenders

7 Best Practices: Identifying Profiling If they don t exist in the labor market, profiles can help you find out why, so you can adjust your approach Want more compensation Incompatible styles Used to different norms Divergent interests Don t match skill needs Not the right experience

8 Best Practices: Identifying Profiling Why take the time to build profiles and test them in your target labor pool? Save time and money searching Increase recognition Focus recruiting resources Enhance ability to attract Reduce the risk of bad hires Optimize workforce cost-effectiveness

9 Best Practices: Hiring Branding Spend time building up your employer brand to attract interest, even when you re not actively hiring Association mission Industry recognition Innovations Participation Work environment Other profile interests

10 Best Practices: Hiring Branding Effective branding builds an image that makes people want to work for you, even if not immediately Coordinated efforts Continuous presence Clarity of identity Consistency Honest representations Blanket + targeted

11 Best Practices: Hiring Branding Now is a good time to focus on your employer brand, especially if you can get ahead of the digital curve Candidate pool has changed New entrants into the labor market Competition is increasing but not saturated Key demographic wants to make an impact You have something others don t Cutting edge sells

12 Best Practices: Hiring Branding Why is it worth taking the time to invest in building up your employer brand and image? It s been shown to be effective The right talent is limited People will come to you You don t have to buy to hire right You re more likely to hire inspired It has a cascading effect

13 Best Practices: Hiring Describing Use detailed, accurate job descriptions when posting (or linking to) job announcements What you want people to do How they ll do it (methods, tools) What they need to know, and why Performance expectations Work environment and culture Other descriptive factors

14 Best Practices: Hiring Describing A good, thorough job description helps to attract the right candidates, and weed out the wrong ones Envision performing tasks Willing to take on expectations? Fit within the culture Acceptability of employment conditions Ability to grow in job Confirmation of employer brand

15 Best Practices: Hiring Describing If not done effectively (e.g., incomplete, inaccurate, or overstated), job descriptions create major challenges May get flooded with applications May attract the wrong people The right candidates may self-select out Can set false expectations for new hires Inspired can quickly become demoralized Reputation sticks

16 Best Practices: Hiring Describing Why spend the time developing detailed descriptions and ensuring that they re accurate? Reinforces brand Assists recruiters Better candidates Easier to evaluate No misunderstandings Lasting impression

17 Best Practices: Hiring Evaluating Evaluate candidates in real-life settings to get a better sense of how they think, and how they fit Profile-driven Interactive Inclusive Intensive Knowledge Attributes

18 Best Practices: Hiring Evaluating Well-constructed, well-run case studies, simulations, etc. enable you to see candidates in action Reflective of a real-life challenge Sufficient information As ambiguous as the environment Need for preparation Scripted roles, with latitude Clarity on what s being evaluated

19 Best Practices: Hiring Evaluating Using case studies, simulations, etc. can backfire if not carefully orchestrated and executed Can t show everything important Candidates can read between the lines Word can get out Reliant on participants Confusion creates an image Legal risks in construction, execution

20 Best Practices: Hiring Evaluating Why should you take the time and make the effort to use case studies, simulations, etc. for evaluation? Displays red flags Shows employer and candidate Offers multiple perspectives Builds camaraderie pre-hire Gives meaning to selection Can energize those hired

21 Best Practices: Hiring On-boarding Incorporate a well-designed on-boarding experience to transition from new hire to inspired employee Welcoming Preparing Equipping Integrating Immersing Supporting

22 Best Practices: Hiring On-boarding An effective on-boarding process bridges the gap from acceptance through full integration into the workplace Engages before Day One Covers the essentials Provides everything the employee needs Establishes important relationships Transfers critical knowledge for full participation Doesn t end after orientation

23 Best Practices: Hiring On-boarding Organizations that do not have, or have inadequate, on-boarding programs miss key opportunities Fail to establish a connection Inhibit new hires from participating Leave employees out on their own Implicitly communicate apathy Pass up a key chance to inspire

24 Best Practices: Hiring On-boarding Why spend money and take time away from work to engage employees in a rigorous on-boarding process? Positively identifies with brand and mission Exponential increase in initial productivity Efforts align with objectives Enhanced teamwork Early course correction Less likely to leave prematurely

25 Best Practices: Inspiring Connecting Take performance management seriously, establishing a system that connects, guides, and differentiates Aligned goals Individual interests On-going dialogue Set milestones Transparency and fairness Rewards and remediation Trained managers

26 Best Practices: Inspiring Connecting A sound performance management system enables managers to manage, and employees to connect Setting goals that progressively build to outcomes Demonstrating how mission cascades to individual Committing to supporting aligned interests Meeting frequently, regularly plus interim checks Reconciling individual, department, enterprise Delivering on incentives and consequences

27 Best Practices: Inspiring Connecting Employees of organizations without good performance management are less engaged, and less productive Don t see how they impact outcomes Don t feel part of the solution Find it harder to correct course early Can t adapt to changing conditions Become demotivated May see themselves as ambushed

28 Best Practices: Inspiring Connecting Why should you spend time and energy developing and maintaining a performance management system? Key tool for inspiring Reduces risk Provides flexibility Encourages internal cohesion Improves outcomes Enables correction and detachment

29 Best Practices: Inspiring Interacting Keep employees engaged by providing meaningful forums for information-sharing Vertical and horizontal Open and honest Frequent Well-orchestrated Educational Entertaining

30 Best Practices: Inspiring Interacting Effective information-sharing is on-going, informative, and engaging, and can be inspirational Regular executive briefings with honest information Frequent manager-team meetings Peer-to-peer communication opportunities Cross-department exchanges Team-building activities Multiple media, informative content

31 Best Practices: Inspiring Interacting Organizations that don t share information effectively, and/or don t encourage interaction, suffer greatly Employees lose connection to strategy, direction Best practices and lessons learned aren t shared Innovation is stifled Meetings are demotivating burdens People can t adapt their approaches More likely to act as individuals, not teams

32 Best Practices: Inspiring Interacting Why should you make the effort to share information, and provide opportunities for staff to do the same? Builds trust Continuous improvement Encourages teamwork Develops connection Improves morale and productivity Inspires people

33 Best Practices: Other Organizations use a variety of methods that have been shown effective in identifying, hiring, and inspiring Outsourcing to specialized recruiters Human Resources upgrades Job shadowing and mentoring Off-site organization, department events Executive panel discussions (open Q and A) Rotating opportunities to represent organization Cookies and content, brown bags, etc. Communities of practice Public (internal and external) recognition

34 More Information Learn more about best practices and how they might apply to your organization Snowflake LLC Facebook: