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Audio (MP3) Listen in New Window Presentation (PDF) Open in new window 2014 Hiring Challenges Why is it so hard to recruit top talent today? What positions are the hardest to fill this year? - 2013 nonprofit turnover was 16 percent. Entry-level and mid-level professionals were/are hardest to retain. - Nonprofits are hiring again (45 percent plan to increase staff), and the toughest diversity challenges are gender, age, and ethnicity/culture. - Critical positions include: • Direct service positions • Program/support staff • Fundraising/development From Nonprofit HR’s 2014 “Nonprofit Employment Practices Survey” Recruiting Trends • Organizations are building a “recruiting culture” and using metric-driven employee referral programs: the goal is 50 percent of hires from employee referrals in many organizations. • Employer branding is returning as the only long-term recruiting strategy. • Online candidate assessment is expanding. • Boomerang hires are re-emerging as a source of quality hires. Many organizations have the goal of 15 percent of total hires. Today’s Objectives • Learn to compete for top talent: qualified direct care providers and others. • 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 • Hiring top talent is strategic! These are future supervisors, trainers, mentors, etc. • 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. • 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 their employer 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 - Has excellent “people managers” who share the organization’s values - Offers flexible work arrangements augmented by technology - Offers competitive rewards and compensation - Provides frequent recognition and fun - Creates an ethical work environment 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 (LinkedIn, Twitter, Facebook, 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 (50 percent of nonprofits use LinkedIn, but Twitter, Facebook and Pinterest are also used) - Pursue awards annually: • Best Places to Work (Indiana and other states) • Indianapolis Star Top Workplaces • Working Mother: 100 Best Companies • AARP: Best Employers for Workers over 50 • Dave Thomas: 100 Best Adoption-Friendly Workplaces • Healthiest Workplaces Communicate when recruiting! Veterans (age 68+) • Brief memos • Meetings Boomers (age 49–67) • Phone • Face-to-face • Meetings Gen X (age 37–48) • E-mail • Phone Gen Y/Millennials (age 27–36) • Texts • Facebook • No phone calls or meetings Gen Z (age 12–26) • Tweets and texts • No Facebook, Instagram! • No phone calls or meetings How to Source Top Talent - The “big three”: • Referrals who know your culture (employees, alumni, vendors, customers, etc.) = 27.5 percent • Job boards = 24.9 percent • Organizational website = 18.8 percent - Networking sites: Facebook • 1.28 billion users (March 2014) • Features personal web pages, blogs, photos, organizations of interest, etc. • Used by Marines, Best Buy, and AT&T for recruiting - Networking sites: Twitter • 255 million users (April 2014) • Search/find bios through followerwonk.com using profile data: bio, location, name, URL, etc. • Your 25-year-old job candidates are tweeting - Networking sites: LinkedIn • 300 million users (May 2014) • High referral usage and high passive-to-active member ratio • Profiles are easily comparable, searchable, and accurate • Organizations can post opening, and applicants can apply online • Best for salaried recruiting - 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 • Two million applications in 2012 • Instant application from cell phones and availability of apps is making this tool more mainstream. • 33-plus percent of Fortune 500 companies have career portals optimized for smart phones • Average number weekly mobile LinkedIn job applications: 44,000 (April 2014) Source: “Job Hunt Moves to Mobile Devices,” Wall Street Journal, April 24, 2013, p. B8 How to Court External Top Talent • Develop a strong employee referral program. • Train every hiring manager in behavioral interviewing. Draft appropriate questions for them to use. • Create an employment blog to share upcoming job fairs, job postings, ideal qualifications, referral reward programs, etc. • Go to schools and talk about the rewards of your jobs. • 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, or tweet as appropriate. • Confidentially survey newer hires about your recruiting and orientation processes: what was their interview experience, are they getting the training and information they need, do they plan to stay two or more years, etc.? Use the data. • 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, or tweet as appropriate. • Confidentially survey newer hires about your recruiting and orientation processes: what was their interview experience, are they getting the training and information they need, do they plan to stay two or more years, etc.? Use the data. 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”; remove 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! Talent Systems and Processes Talent Development Coaching 200 S. Meridian St., Ste. 270 Indianapolis, IN 46225 317.229.3035 info@FlashPointHR.com FlashPointHR.com