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Audio (MP3) Listen in New Window Presentation (PDF) Open in new window Why Are We Here If Unemployment Is So High? Why is it so hard to recruit top talent today? In a May 2012 Manpower survey, 49 percent of employers said they are having difficulty filling mission-critical positions. • Critical positions include: - Skilled trades - Engineers - IT staff - Nurses - Mechanics - Sales representatives - Drivers - Accounting and finance staff - Teachers - Machinists/machine operators . . . and Direct Care Specialists Recruiting Trends • Compensation for skilled positions is getting more competitive. CareerBuilder reports that 62 percent of employers plan to increase compensation for current employees. • Voluntary turnover is rising. In 2013, social services is on track for 28 percent turnover on average, according to the Bureau of Labor Statistics. • There is a gap between job seekers’ skills and employer needs. • Employers are bridging the gap with training. “Re-skilling” will increase. • Many employers are targeting the same candidates. Today’s Objectives • Learn to compete for top talent: qualified direct care providers. • Learn to source and court top talent. • Learn to attract and retain top talent by building a winning culture and positive employment brand. Benefits of Hiring Top Talent • Top talent has needed competencies such as customer service (internal and external), inclusion/diversity, relationship building, accountability/integrity, communication skills (written and verbal), technology skills, etc. • Hiring top talent is strategic! These are future supervisors, trainers, mentors, etc. • Turnover costs at least HALF the hourly employee’s annual pay. Today’s Challenges • Post-recession hiring is slowed by a lack of—or a negative—employer brand. • Your employment brand is as important as your service or product brand. • Brands are hard to build but easy to damage. • Hiring managers must improve their behavioral interviewing skills as a first step to build the brand. What is meant by “employment brand”? What benefits exist for employers with a positive employment brand? Definition “Employers of Choice meet their growth and profitability goals because they can attract and retain the quality and the quantity of people they need.” —From Competing for Talent: Key Recruitment and Retention Strategies of Employers of Choice Your Talent Competition Provides: • Career development through: - Mentoring - Stretch assignments - Tuition assistance - Opportunities to move within between departments and divisions - Constant learning • Excellent “people managers” who share the organization’s values • Flexible work arrangements augmented by technology • Competitive rewards and compensation • Frequent recognition and fun • An ethical workplace Two Brand Stories: The Good and the Bad-Ugly • ONEX Vision: People are beating down the door to work here. • X Corporation: “Do not interview there in HR!” (Heard seven times.) Brand Exercise 1. What is the “word on the street” about your organization’s employment brand? (Do not share this.) 2. What brand (descriptors) would enable you to attract and retain high-quality employees? (Share this.) 3. What must you do to get where you need to go? (Share this.) How to Compete for Top Talent • Think website, website, website! - Photos of your culture (work/fun) - Stories about happy client outcomes - Testimonials from current short- and long-term employees: “Why I am here” or “The rewards of being here.” - List of benefits, including healthcare coverage, flexible work arrangements, partner benefits, training opportunities, career development methodologies, average training hours, etc. - Your organizational philosophy or examples of internal career movement - Employee recognition - Photos of your diversity (show various types of work and play teams) - Online application or e-mail address where candidates can send their resume • Use technology (Twitter, Facebook page, etc.) to build and communicate your employment brand. Showcase your: - Examples of being a good corporate citizen (including your employees’ involvement in the community) - Family-friendly benefits - Quality services and products - Your job openings • Pursue awards annually: - Best Places to Work (Indiana and other states) - Working Mother: 100 Best Companies - AARP: Best Employers for Workers over 50 - Dave Thomas: 100 Best Adoption-Friendly Workplaces - Healthiest Workplaces Communicate! Veterans (age 67+) • Brief memos • Meetings Boomers (age 48–66) • Phone • Face-to-face • Meetings Gen X (age 36–47) • E-mail • Phone Gen Y/Millennials (age 26–35) • Texts • Facebook • No phone calls or meetings Gen Z (age 11–25) • Tweets and texts • No Facebook, Instagram! • No phone calls or meetings How to Source Top Talent • The “big three”: - Referrals who know your culture (employee, alumni, vendor, customer, etc.) = 27.5 percent - Job boards = 24.9 percent - Organizational website = 18.8 percent • Networking sites: Facebook - 900+ million users - Features personal web pages, blogs, photos, organizations of interest, etc. - Used by Marines, Best Buy, and AT&T for recruiting • Networking sites: Twitter - 175+ million users - Search/find bios through followerwonk.com using profile data: bio, location, name, URL, etc. - Your 25 year old job candidates are tweeting • Mobile recruiting since 2008: - McDonald’s applications take 25 to 30 minutes in either format but have drop-down menus rather than free text boxes in the mobile version - Reduces manual inputting by staff - 2 million applications in 2012 Source: “Job Hunt Moves to Mobile Devices,” Wall Street Journal, April 24, 2013, p. B8 • Mobile recruiting since 2008: - 33 percent of Fortune 500 companies have career portals optimized for smart phones Source: “Job Hunt Moves to Mobile Devices,” Wall Street Journal, April 24, 2013, p. B8 How to Court External Top Talent • Create an employment blog to share upcoming job fairs, job postings, ideal qualifications, referralreward programs, etc. • Go to schools and talk about the rewards of your jobs. • Invite candidates to your organization’s events. • Confidentially survey newer hires about your recruiting and orientation processes: are they getting the training and information they need, do they plan to stay two or more years, etc. Use the data. • Train every hiring manager in behavioral interviewing. • Train every team member involved in interviewing. • Stay in touch throughout the process—do not let weeks go by with no contact. Call, e-mail, text, ortweet as appropriate. How to Court Internal Top Talent • There is much pent up career movement among employees with three to seven years of tenure. Move ’em or lose ’em! • What are the barriers to career movement for staff today? (Skills gap? Flat organization? Slowly retiring Boomers and Veterans?) • What are the barriers to career movement for staff today? (Skills gap? Flat organization? Slowly retiring Boomers and Veterans?) Sourcing Exercise DISCUSS: • Internal candidates: If we must “move ’em or lose ’em,” what lateral or other opportunities could you offer to excellent employees who are ready for new challenges? • External candidates: What specific new actions will you take to increase the number of qualified candidates and qualified hires? How to Retain Top Talent • Send the message, “You are valuable,” via individual management conversations about career development through: - Mentoring - Stretch assignments - Tuition assistance (if available) - Opportunities to move within and between departments and divisions - Constant learning • Train your excellent “people managers”; move out others from management. • Provide flexible work arrangements augmented by technology; this is a reward, not a right. • Ensure competitive rewards and compensation; what non-cash rewards would work? • Encourage departmental/divisional/organizational recognition and fun. • Reward perfect attendance, longevity, and other desired attributes of star performers/top talent. • Be an ethical workplace. Use Culture to Build Your Brand • Make a new plan to compete for top talent—and WIN! • Pursue awards as a great place to work! • Learn to source and court top talent—often in your own backyard! • Select ONLY top talent by updating the job description and weaving needed competencies into behavioral interviewing. • Develop your managers so they and their staff STAY! -- 200 S. Meridian St., Ste. 270 Indianapolis, IN 46225 317.229.3035 info@FlashPointHR.com FlashPointHR.com