Recruitment Trailblazers

Transcription

1 Recruitment

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3 Positive Traits Adaptability Self Confidence Proactive Reliability Ambition Loyalty Honesty Solutions Driven Reliability Energy Professional Characteristics

4 Inspiration Focus Vision Mission Effectiveness Efficiency Values Milestones Leadership Management

5 lessons from the why saddle

6 why lessons from the It's the most fascinating word in the dictionary. saddle Without it, creativity and problem solving are lost. It moves us to get up in the morning. It moves us to take action. It's what drives every human activity with heart. Why drives purpose.

7 lessons from the conscious capitalism saddle a #TRN production

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9 Unlike some businesses that believe they only exist to maximize return on investment for their shareholders, lessons from the Conscious Businesses focus on their whole ecosystem, creating and optimizing value for all, understanding that saddle strong and engaged stakeholders lead to a sustainable, resilient business. They recognize that, without everyone working towards the same, meaningful purpose, there is no business.

10 lessons from the your purpose motive must be directly aligned to your profit saddle motive

11 lessons from the 6 purpose saddle motives that drive profit motives

12 lessons from the to empower every person and every organization on the planet to achieve more saddle - Microsoft

13 lessons from the to help people with creative ideas succeed saddle - Squarespace

14 to inspire and nurture the human spirit lessons from the one person, one cup and one neighbourhood at saddle a time - Starbucks

15 lessons from the to embrace the human spirit and let it fly saddle - Virgin

16 lessons from the to create a better everyday life for the many people saddle - Ikea

17 lessons from the to improve the health and happiness of the world saddle - Headspace

18 lessons from the does your why answer the saddle so what?

19 4 groups lessons from the saddle 4 questions

20 lessons from the what gets you up in the saddle morning?

21 lessons from the why is what you're doing saddle so different?

22 lessons from the what impact do you want saddle your business to have?

23 lessons from the what is your why? saddle

24 lessons from the people don't buy what you saddle do, they buy why you do it

25 strategic planning

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27 Ishikawa From Wikipedia, the free encyclopedia Ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-andeffect diagrams, or Fishikawa) are causal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event. It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton.

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29 3. Options Vision / Goal 2. Reality Strengths Medium Term Long Term 5. Actions What? Weaknesses Opportunities Short Term Who? When? Threats

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31 innovation

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33 pick a number between 1 and 10 9 multiply your number by add the two digits together 5 subtract 1 = A, 2 = B, 3 = C, 4 = D, etc

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36 A person s mind is like a parachute. It only works when it is open.

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38 personalities

39 what do you see?

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41 Introverted EARTH Thinking FIRE Detailed focused Results focused Methodical Driven by success Process driven Enjoy leading others Love accuracy People focused Don t have time for small talk! Fun focused Extroverted Avoid conflict Sociable and gregarious Caring / empathetic Multi-taskers, that get bored easily! Love harmony Creative WATER AIR Feeling

42 coaching

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44 Goal What do you want to do? Will Reality What will you do? What is happening now? Options What are your options?

45 What amount of money do you want to earn in 2015? To do so, what amount of billings will be required? What is your average fee/margin/fill%? How many placements / assignments must you make / complete? What is your 1st-interview-to-placement / completed search / ratio /average? How many first interviews must you achieve in order to achieve? How many per week does this mean? To achieve your financial goals for 2015, what is the one important thing you need to start doing? What is the one most important thing you need to stop doing this year? In what one area do you believe your skills need to improve most? What can the company/your manager do to assist you in the achievement of goals? What is the one thing that would immediately start to improve your performance?

46 Feedback is a way of giving individuals information about their performance, which they would not otherwise receive. Reinforcing Feedback: To motivate someone to continue what they re doing Adaptive Feedback: To help someone change or improve what they re doing W³ W hat is going well? W hat isn t going so well? W hat needs to change / improve?

47 motivation

48 Only 15% of workers consider themselves 'highly motivated': 24% admit to 'coasting', and 8% to being completely demotivated Money is not the answer: 55% agreed that while salary motivates them to turn up for work, other factors are required to motivate them to work hard Only 38% expressed a sense of loyalty to their company: 54% are prepared to leave for a higher salary; 41% would leave for a more interesting job or better career prospects Employees believe they would be 45% more productive if doing a job they loved; 28% more productive with better training; 28% said they would be more productive with a better boss Source: (Hay Group) Bulletpoint Communications

49 Source: Engage For Success

50 Organisations with higher engagement level Outperformed the total stock market index Posted total shareholder returns 22% higher than average Twice the annual net income Companies with engagement scores in the top quartile averaged 12% higher customer advocacy 84% of Worlds Most Admired Companies stated their efforts to engage employees had strengthened customer relationships

51 Engagement scores in the top quartile averaged 18% higher productivity 71% of companies with above average employee engagement performed above their sector average 59% of engaged employees say work brings out their most creative ideas only 3% of disengaged employees agree Engaged employees are more likely to search out new methods, techniques and transform innovative ideas

52 Engaged employees in the UK take an average of 2.7 sick days per year, while disengaged staff take 6.2 Sickness absence costs the UK economy 17 billion per year Bottom 10% has 2x voluntary turnover

53 Carrots Sticks If I reward someone for something, I get more of the types of behaviours that I want If I punish someone for something, I get less of the types of behaviours that I don t want

54 Levels of Interest Levels of Interest Levels of Competence Levels of Interest Levels of Interest High Levels of Performance Low Level 4 Level 3 High High Engaged Levels of Performance Level 2 High Satisfied Low Level 1Level 4 Levels of Performance Level 3 Low Level 4 Level 3 Engaged Low High Disillusioned Disengaged Engaged Levels of Performance Satisfied Level 2 Low Level 1 Satisfied Level 2 Level 1Level 4 Level 3 Low Disillusioned Low Disillusioned Disengaged Engaged Low Satisfied Level 2 Levels of Commitment Level 1 High Disengaged Low Disillusioned Disengaged

55 How much do we know about what actually motivates our employees? Achievement by self and department Advancement and promotion Company policy and administration Job possibility of it gaining new challenges Job interest in the work itself Company management Personal relationships with colleagues Personal life (factors outside work) Recognition for good work Responsibility Salary Security Status Good physical working conditions Company Mission/Vision 1 to 15 1 being the factor that motivates you the most 15 being the factor that motivates you the least

56 Employee Engagement Benchmark in partnership with Global Recruiter 1350 Recruiters

57 Employee Engagement Benchmark in partnership with Global Recruiter 1350 Recruiters

58 Commitment Involvement 64% of employees said they have more to offer than they are currently demonstrating or being asked to demonstrate at work. - UK Populus survey

59 Many people go fishing all of their lives without knowing it is not fish they are after. Purpose Mastery Autonomy Satisfaction - Henry David Thoreau

60 Achievement Recognition Job Challenge Responsibility Advancement Growth Satisfaction

61 Company Policies Management Work Conditions Salary Status Security Dissatisfaction

62 6 Achievement - Company Policies 9 Recognition -6 Management 7 Job Challenge -3 Work Conditions 9 Responsibility - Salary 8 Advancement - Status 8 Growth -3 Security 47-12

63 teamship

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65 Lack of Common Goal Avoidance of Accountability Lack of Commitment Fear of Conflict Lack of Trust

66 cx

67 lessons transformational from the customer saddle engagement is critical

68 Operation Goldmine

69 Sales and Marketing Costs Employee Satisfaction and Brand Pride Premium Charge Rates Client Retention Client Penetration Referrals and Word of Mouth

70 Detractors Passives Promoters

71 = NPS % 14% 11% 10% 12% 12% 10% 2% 2% 1% 2% Source: Staffing Industry Analysts Contingent Workforce Managers Survey

72 Celebrity Shoes Celebrity Shoes The Sole of Hollywood

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75 Disgusting Tolerable Celebrity

76 Define your brand proposition What we sell is the ability for a 43-yearold accountant to dress in black leather, ride through small towns and have people be afraid of him.

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78 Reputation at 40,000ft Personable, Friendly, Innovative, Efficient

79 Moments of Truth Booking Toilets Receiving Tickets Food and Beverage Personable, Friendly, Innovative, Efficient Check In TV System Boarding

80 A Reality Check Booking Tolerate Toilets Receiving Tickets Food and Beverage Personable, Friendly, Innovative, Efficient Check In Disgust Tolerate TV System Boarding Disgust

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83 Building your Cycle

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