Recruiting & Retention: How to Win the War for Talent Today & Keep Them Tomorrow

Transcription

1 Recruiting & Retention: How to Win the War for Talent Today & Keep Them Tomorrow Martin Plumlee August 9, 2018

2 Today s Agenda Introduction Engagement & Retention Formula Effective Employee Hiring (EH) Candidate Emotional Intelligence (CEQ) Strategic Onboarding (SO) Result: Increased Short-Term Engagement (STE) Training & Development (TD) Endstate: Long-Term Retention (LTR) Wrap-up / Q&A Contact Information

3 Winning Objectives Walk away with at least two (2) actionable ideas Increase dialogue w/n your organization; result in: A) More Effective Hiring Processes B) Increased Training & Development That Improves Long-Term Retention Please remember these talent & sales maxims: 1. Time Kills All Deals 2. Talent has opportunity AND choices 3. Talent fortified with experience has MANY choices Recommended Maxim: Matching Talent with Opportunity

4 Hiring & Retention Formula: EH + CEQ + SO > STE + TD = > LTR

5 Effective Hiring EH > STE

6 Employee Motivation Factors Compensation Advancement Team Organization Actual Work Recognition Security Lifestyle What is your reality? Gen X ers? Millennials?

7 Do We Know Our Team? What motivates your individual performers? Are you trying to motivate with reward$ when all they want is recognition?

8 Effective Hiring Job Description 1. An accurate & current job description Qualifications Knowledge & Skills: Experience required Education and/or certifications Analytical / job essential skills (quantifiable) Critical interpersonal skills (qualitative) Job Requirements: Key tasks Percentage per function or responsibility Measurements for performance

9 Effective Hiring Other Keys 2. Consistent interview questions HR & Recruiting Hiring Managers Executive Team 3. Staying on the Train of Expediency Time kills ALL deals Ridden a bullet train? Fast, Safe, Efficient, Highly Engineered just like your (improved/new) hiring process! 2 Keys 1. Entire hiring chain: same page 2. It matters how we follow-up, as well as our graciousness and humility

10 Effective Interview Questions 1. Experience verification questions Evaluate features of your background. Example: "What were your responsibilities in that position?" 2. Opinion questions Analyze how a candidate responds in a series of scenarios. Examples: "What would you do in this situation?" and "What are your strengths and weaknesses?" 3. Behavioral questions Objectively measure past behaviors as a predictor of future results. Examples: "Can you give me a specific example of how you did that?" and "What were the steps you followed to accomplish that task? 4. Competency questions Align a candidate s past behaviors with specific competencies which are required for the position. Examples: "Can you give me a specific example of your leadership skills?" or "Explain a way in which you sought a creative solution to a problem.

11 Effective Interview Questions 5. Case questions Evaluate a candidate s problem-solving abilities How he/she would analyze and work through potential case situations Example: "How many restaurants are there in the Nashville MSA?" 6. Situational questions Get past your pre-programmed answers Does the candidate generate original thoughts/answers? Used primarily to test a candidate s ability to think on their feet Examples: If I asked one of your former managers how do I best manage you what would that manager tell me? "What is the most challenging situation you have faced in the workplace in the last 5 years? Follow-up Question: How did you grow from this? Can we better prepare for interviews? Will this ensure better retention on front end?

12 Candidate Emotional Intelligence (CEQ)

13 Emotional Intelligence (EQ) According to DISC Task Driven vs People Oriented? Fast-Pace vs. Slow-Pace?

14 Emotional Intelligence (EQ) According to DISC How does your team member executive view their role?

15 Emotional Intelligence (EQ) 1. Definition The capacity to be aware, control and express one s emotions, and to handle interpersonal relationships judiciously and empathetically. 2. Why is EQ so important in 2018? EQ is the key to both personal and professional success. Author Unknown (see next slide) 3. EQ is usually the answer to the why did I not get that promotion question. 1. Measuring EQ is easy 2. EQ is like a muscle; it can grow!

16 EQ by the Numbers Source: TalentSmart Website Any surprises? Why?

17 Strategic Onboarding (SO)

18 Strategic Onboarding (SO) When does Onboarding begin? Day #1 is too late! Highly emotional time: A significant life event! One of the top 5 LIFE stressors: A new job Thoughts?

19 Key Onboarding Statistics These numbers might be a wakeup call

20 Strategic Onboarding (SO) The WHY Proper onboarding is CRITICAL to the employee-employer relationship Our Desired Endstate Every job requires initial training, orientation and/or onboarding Onboarding sets the TONE: present and future! Drives EVERYTHING: A. future performance B. ability to achieve stated goals C. overall position satisfaction D. long-term retention Takeaways: 1. Create an experience! 2. Build credits in your company s account!

21 Strategic Onboarding 5 Power Steps 1. All about PLANNING! Proper Planning Prevent Poor Performance (4 P s) Think Constitution vs. Contract 2. Gear and Goodies Phone, Computer, Stapler, Scissors, Paper, Pens, Business Cards, etc Company Swag: Company Shirt / Coffee Mug / Flair lapel pins, business 3. Team/Department/Company/Executive Introductions Mentor/Peer aka Battle Buddy Within first 48 hours, make every effort to introduce AND allow key hires to meet and (briefly) speak with the TOP FIVE Leaders Team Lunch Day 1 (or by end of Week #1)

22 Strategic Onboarding 5 Power Steps 4. Job Shadowing Assigned Role Others in Department: more understanding of company/process/what success looks like Increased buy-in from all parties 5. Collaborate on Feedback Plan Initial manager s meeting Begin discussion of political road map Key player hot buttons Practice Takeaways: A. Hard Work with a BIG Payoff B. Get your team involved

23 Creating a Successful Onboarding Plan 1. Create an agenda for your new employee s first week - plan in advance 2. Create a comfortable work area for the new team member build their confidence and VALUE Fill desk with supplies, important documents such as organizational charts, etc. for the employee s review. 3. Provide new employees with welcome gift(s) build brand loyalty To help the new hire immediately feel like part of the team, place any branded materials you offer on the desk, such as a t-shirt, coffee mug, or pens. 4. Send out helpful information minimize stress Help soothe a new employee s first day jitters by clearly communicating any/all first day information Dress code, parking rules, directions to office, and who to ask for when upon arrival 5. Help new hires get the lay of the land On the new hire s first day, conduct a tour of the office - Include simple, but essential, information such as: desk location, break room location, copier, mailboxes encourage existing team members to engage and assist

24 Importance of New Hire Onboarding First Week Block off time for orientation: Use the new hire s first day as more of an orientation day than a work day Try to have current team members take the new employee out for lunch Set aside time for filling out paperwork, introductory meetings, and casual conversation Plan a manager s meeting Sometime during the first week, set aside time for the new hire to meet with their immediate manager (preferably day 2 or 3) Use this meeting to give the manager time to get to know the new team member, share their management style, and explain future expectations Coach new team member about the ramp-up process will be like in the first month or two on the job BE REALISTIC!

25 Short-Term Engagement (STE)

26 Short-Term Engagement (STE) We want you on the right side!!!

27 Short-Term Engagement 1. Open and Honest Communication - Trust Financials s & Newsletters Social Media 2. Performance Indicators S.M.A.R.T Goals Real-world/user-friendly performance management system 3. Rewards & Recognition Financial Incentives (Bonuses, Raises, Trips, Stock) Public Gratitude / Thank You by the CEO 4. We are ALL Human Wellness Programs Virtual Office (1-2 Days a week) Flex Scheduling Others in Department more understanding of company/process/what success looks like BUY-IN Takeaways: A. E-FTE = P-FTE B. Increased loyalty and innovation Source: J. Daugherty, CPI, November 2014

28 Training & Development (TD)

29 Training & Development (TD) Leveraging Personality Type to Achieve Proper Training Outcomes How does your employee approach conflict?

30 Training & Development (TD) First 3 Months Invest in training A new hire s first 90 days on the job should be looked at as an initial training period. Train new employee on everything! Allow for job shadowing Great way to train your new hires is to have them shadow other workers. Cross training your workers: have them shadow employees in every department How are you doing currently? Have you learned something for use at your company?

31 Long-Term Retention (LTR)

32 Long-Term Retention (LTR) 1. Promote from Within Starts with a Strategic Intern Program Consider Hiring from Military/Industry External Candidates 2. Professional Growth Stretch Assignments Delegate Organizational and Individual Training (think experience-based) Safe to Fail Culture Benefits: A. Knowledge continuity Proprietary Information Stays in-house Drives Innovation and Expansion B. Results in greater retention Cost to Acquire New employees: 2-4x that of retaining More Predictability, Less Churn, Higher Morale Source: 10 Principles of Strategic Leadership Takeaways: A. Hire early and often; get outside the box! B. Provide unique opportunities for employees to try new experiences

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34 Referenced Sites Job Shadowing as Part of the Interview Process by Ashley Lauren Perez How Onboarding Executives is Key to Success by Career Partners International (CPI) Is Employee Development Really Important? by Mike McDannell (CPI) 10 Principles of Strategic Leadership by Jessica Leitch, David Lancefield and Mark Dawson What Employee Engagement Really Mean (and Why you Should Care) by John Daugherty (CPI)

35 Contact Details Martin Plumlee Phone: CONNECT WITH US: