Recruiting Engaged Employees - PowerPoint Presentation

343 views
Uploaded On 2020-01-14

Recruiting Engaged Employees - PPT Presentation

Recruiting Engaged Employees Selecting the Wrong Person Can Be Terrifying I dont worry about hiring a great employee and having him leave in three months I worry about hiring a bad employee and having him stay for three years ID: 772782

engagement employee 2011 group employee engagement group 2011 rights reserved recruiting social job company candidate media profile steps effective

Link:

Copy

Embed:

<iframe width="560" height="315" src="https://www.docslides.com/embed/772782" frameborder="0" allowfullscreen></iframe>

Download Presentation from below link

Download Presentation The PPT/PDF document "Recruiting Engaged Employees" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.

Presentation Transcript

Recruiting Engaged Employees

Selecting the Wrong Person Can Be Terrifying ! “I don’t worry about hiring a great employee and having him leave in three months, I worry about hiring a bad employee and having him stay for three years!” -- Anonymous What’s your hiring horror story?In your groups:Share a hiring horror storySelect the best story to share with the rest of the workshop. When called upon, share the story your group selected © The Employee Engagement Group 2011 All Rights Reserved

Role/Responsibility HR Mgr Conduct analysis (consider your succession plan and HIPOs) Write B.E.S.T. profile Share opportunities with other offices, areas, and company Post all positions internally Encourage employee referrals Initiate social media recruiting Ongoing proactive structured recruiting Manage on-line postings (e.g., Monster, Craig’s List, etc)Manage recruiting firms (e.g., headhunters) Suggested Roles and Responsibilities © The Employee Engagement Group 2011 All Rights Reserved

Role/Responsibility HR Mgr Conduct analysis (consider your succession plan and HIPOs) Write B.E.S.T. profile Share opportunities with other offices, areas, and company Post all positions internally Encourage employee referrals Initiate social media recruiting Ongoing proactive structured recruiting Manage on-line postings (e.g., Monster, Craig’s List, etc)Manage recruiting firms (e.g., headhunters)Suggested Roles and Responsibilities © The Employee Engagement Group 2011 All Rights Reserved

Recruiting Modes When you need people ‘yesterday’ Recruiting even when you don’t have a position to fill When should you be recruiting new employees?ALWAYS!Hire Hard, Live Easy, Hire Easy, Live Hard Bob Kelleher © The Employee Engagement Group 2011 All Rights Reserved

Right Candidate “Types ” Needs a jobAggressively looking Wants a better jobLooking sometimesWants a better jobWaiting for your callNo desire for new jobDon’t call © The Employee Engagement Group 2011 All Rights Reserved

Skills/Tenure or Accomplishments Skills/Tenure Accomplishments Have 10 years experienceIncreased client x account by 15% in one year Have good planning skills Submitted strategic plan in 90 days and hired 3 people Good problem solver Worked with dept. x to eliminate processing bottleneck See additional examples in your workbook © The Employee Engagement Group 2011 All Rights Reserved

T raits Characteristics that define someone’s personal nature EducationThe knowledge one carries with him/herBehaviorHow one acts or reacts to specific circumstances Skills The ability to put knowledge into action T raits Characteristics that define someone’s personal nature Demonstrated through presentation and actions Examples: Accountability Integrity Enthusiasm Optimism CollaborativeBehaviorHow one acts or reacts to specific circumstancesDemonstrated through performance, actions, and conductExamples: Expressing one self clearly Meeting project deadlines Calm under pressureEducationThe knowledge one carries with him/herDemonstrated through diplomas and certificatesExamples: Master of Science in Hydrology HazMat CertificateSkillsThe ability to put knowledge into actionDemonstrated through activities and assignmentsExamples: Technical writing Accurately inter- prets lab results Proficient in Excel and AccessFirst, Know Your Needs Using the B.E.S.T. Concept© The Employee Engagement Group 2011 All Rights Reserved

Exercise – Behaviors and Traits List the traits that you would like to see in an employee, then list the behavior you think demonstrates each trait. Trait BehaviorTraits – character-istics that define a person’s nature; this might include integrity, honesty, accountability, etc. Behaviors – describes how a person acts or reacts. Behaviors are often dictated by traits. © The Employee Engagement Group 2011 All Rights Reserved

Exercise – Behaviors and Traits (continued) Report back:TraitsCorresponding behavior(s)What discussions did you have around this topic?Were there differences of opinion of:Definitions of traitsBehaviors that might demonstrate a particular traitWhy is this exercise important? How can it help you in the recruiting and hiring process? © The Employee Engagement Group 2011 All Rights Reserved

Developing a B.E.S.T. Profile If you want to select superior people, first define superior performanceDefine the job in general termsCreate 6-8 prioritized performance objectives to clarify expectationsDefine success characteristics (behaviors and traits) as well ask skills and education/experience© The Employee Engagement Group 2011 All Rights Reserved

Develop a B.E.S.T. Profile If you want to select superior people, first define superior performanceDefine the job in general termsCreate 6-8 prioritized performance objectives to clarify expectationsDefine success characteristics (behaviors and traits) as well ask skills and education/experience© The Employee Engagement Group 2011 All Rights Reserved

Exercise - B.E.S.T Profile Break into groups of two or three Select a position for which you are hiring (or could be hiring in the future)Use the B.E.S.T. Profile to prepare to staff for this position.List 6 – 8 performance objectivesMake a list of the behaviors and traits, education, and skills that you will be looking forBe prepared to discuss your B.E.S.T. Profile © The Employee Engagement Group 2011 All Rights Reserved

Exercise - Sources for Candidates To ensure a thorough search, use the Recruiting Sources Planning Guide to stimulate basic and creative recruiting venues. Work with a partner to select a real or hypothetical position to recruit. Using the Recruiting Sources Planning Guide form document as many specific sources for candidates as possible and appropriate © The Employee Engagement Group 2011 All Rights Reserved

Determine a Long Term Staffing Strategy Rolling 12 month forecastBasic planning process equivalent to budget, product, sales forecastOrganize team around prioritized needsDevelop long-term sourcing strategy (proactive vs. reactive)Integrate HR, line, divisions, functions, etc.Link with succession planningConsider your high performance and high potential (HIPOs) employees © The Employee Engagement Group 2011 All Rights Reserved

Knowing Your Brand Many companies simply don’t know who they are and therefore can’t hire the types of people who will be engaged in their cultureIn other words,Do you know why people work for your company? What is your Employer Value Proposition?“You don’t have an Engagement problem, you have a Selection problem.” © The Employee Engagement Group 2011 All Rights Reserved

88% of employers rated employee referrals above all other sources for generating quality new hires 82% of employers rated employee referrals above all other sources for generating the best ROI 26% of external hires are generated from employee referrals 69% of employers say they have a formal employee referral programEmployee Referral Program (ERP)2010 CareerXRoads Sources of Hire Study © The Employee Engagement Group 2011 All Rights Reserved

Employee Referral Program (ERP) Employee involvement Appropriate incentivesOngoing evaluationEducation Cash Donations Drawings Hardware (i.e., iPad)Time offEncourage social media Their motivations Improvements Overall program Who’s eligible? GenerationsKeep it simpleDemonstrate how Positions available Listen to employees Track successes Communicate progress© The Employee Engagement Group 2011 All Rights Reserved

Employee Referral Program (ERP) Who qualifies as a referral? Someone you know and are confident would make an excellent employee.Who doesn’t cut it as a referral?Someone you casually meet at a conference, or someone who sends in an unsolicited resume, etc.© The Employee Engagement Group 2011 All Rights Reserved

We have four different generations working side by side in the workplace Traditionalists – 1922 – 1945 Baby Boomers – 1946 - 1964Generation X – 1965 - 1980Gen Y –1981 – 1995No one generation is better or worse than the other generationsChanging your leadership approach is easier than changing the values developed over a lifetimeRemember the Generations © The Employee Engagement Group 2011 All Rights ReservedBaby Boomer(38.6%)Generation X(32.1%)Gen Y(24.7%)Traditionalist (4.7%) Statistics from Bureau of Labor Statistics (2011)

Traditionalist Born 1922 – 1945 ConformityStabilityUpward mobilitySecurity Respects authorityBoomerBorn 1946 - 1964Personal and social expressionIdealisticQuestions authorityMaterialisticWorkaholicGeneration X Born 1965 - 1980 Free agency and independenceStreet smarts E-mail Cynicism Work/life balance Gen Y (aka Millennials )Born after 1980 Hope about the futureHighly structuredInstant everythingSocial activism, family centricityDemand for diversityRemember the Generations© The Employee Engagement Group 2011 All Rights Reserved

800 million Users Average user has 130 friendsAverage user spends 5-6 hours per week on site 75% of time spent on social networking sites is spent on FacebookUse of mobile devices is the highest growth areaMobile users are 2x as active on site Social Media and Recruitment© The Employee Engagement Group 2011 All Rights Reserved

For Free Post on your status you’re looking for a job Encourage your employees to post (link with your referral program)Utilize the Facebook Directory to search for users, pages, groups and applicationsCreate a Facebook PagePost on Marketplace PayCreate a Facebook AdTargets specific audience; you pay based on hits © The Employee Engagement Group 2011 All Rights ReservedHow to Recruit on Facebook

135 million users (2 new users every second) Has become a powerful recruiting tool Employers can post jobsEmployers can search for passive candidatesCandidates can get company informationPictures can help identify under-represented groupsSome employers are looking at candidate profiles to get more informationBalanced user demographics: 18 – 24 (21%), 25 – 34 (36%), 35 – 54 (36%), 55+ (7%) Social Media and Recruitment© The Employee Engagement Group 2011 All Rights Reserved

For Free: Build connections to people you already knowformer co-workers, current clients, local entrepreneurs and even friends and family.Join Groups For example, if you are always looking for Geotechnical Engineer, you can find an affiliated group on LinkedInUse your network activity box (also known as a status box) to broadcast that you are hiring. "Looking for a Geotechnical Engineer. If you know someone, maybe even you. Contact me." You can find out a lot about a person from their profile before contacting them for an interview.Encourage your employees to post jobs (link with your referral program)© The Employee Engagement Group 2011 All Rights ReservedHow to Recruit on LinkedIn

Pay: Post jobs you have available for $295 to post a job for 30 days. Buy credits and pay less per job posting - 10 Job pack - $175 a jobSign up for LinkedIn Talent Finder© The Employee Engagement Group 2011 All Rights Reserved How to Recruit on LinkedIn

Social Media and Recruitment Fastest growing social network- ing siteCurrently 62 million usersReached 10 million users in 16 days (it took Twitter 780 days and Facebook 852 days) + © The Employee Engagement Group 2011 All Rights Reserved

Social Media and Recruitment Top Reasons to Use Twitter in Recruiting Allows you to connect with current and potential employees Lets you send important company or industry messages (with links)You can view what others are saying about your company (both good and bad)Communicate job openings and new hiresTwitter will only grow – the sooner you take advantage of it’s power, the better you will be able to recruit and brand © The Employee Engagement Group 2011 All Rights Reserved

For Free Tweet Your Job OpeningUse Hash Tags #MechanicalEngineerAsk your employees to tweet openings (reinforce your employee referral program as an incentive)© The Employee Engagement Group 2011 All Rights Reserved How to Recruit on Twitter

Zappo's CEO Tony Hsieh … Has more than 1.7 million followers on Twitter Encourages employees to update their Twitter and Facebook feeds throughout the workday How to Recruit on Twitter © The Employee Engagement Group 2011 All Rights Reserved

YouTube has 490 million unique users worldwide per month Users spend at total of 2.9 billion hours per month (that’s 326,294 years) Social Media and Recruitment How do you use it for recruiting? © The Employee Engagement Group 2011 All Rights Reserved

Miscellaneous Social Media Statistics Woman are more active than men (55% - 45%) Social media users dine out more than others57% of people talk to people more online than they do in real life15% of 16 – 24 year olds prefer to receive customer service via social media More people own a mobile phone than a toothbrush (globally)Smartphone users are twice as active on social media than non-smartphone users Social Media and Recruitment© The Employee Engagement Group 2011 All Rights Reserved

Resume Screening Cover letter Content (personalized, well organized, clear, addresses job)Aesthetics (easy to read, visually appealing, professional)General qualifiersContent (career objective, accomplishments, dates and sequences match)Match with B.E.S.T. Profile criteria“Yellow” flagsItems that make you ask questions about the person’s qualifications / fitAvoid eliminating based solely on yellow flags; view them simply as areas that require further probingHard-to-fill positionsIf you’re been searching for a while, and/or the position is very difficult to fill, you need to be more flexible in screening criteria © The Employee Engagement Group 2011 All Rights Reserved

Exercise - Screening Resumes Part 2 Working in groups or pairs, identify a job you would like to fill (use the BEST Profile) and review the Resume Screening Tips . Using the two resumes, identify:General qualifiers Yellow flagsOther information that might impact your opinionRecord your answers; be prepared to discuss your findingsPart 1 Make a list of what you look for when screening resumes? © The Employee Engagement Group 2011 All Rights Reserved

Letting a Resume Get Cold… “Speed is everything in hiring top talent. Within ten days the top 10% of job seekers are gone.” - Peter Weddle One of two things will happen within 10 days; they will either: Find a job Stop looking© The Employee Engagement Group 2011 All Rights Reserved

Exercise – What can you sell about your company to candidates? What will interest them? How will you sell different aspects of your company to the different generations? Each candidate will have a different reason for being attracted to your company: Culture and EVP Professional growth Stable Ownership Loyalty and longevity of staff Recognition Sell the company

Link with B.E.S.T. Profile Develop questions and evaluation criteriaConduct phone interviewPrepare for the face-to-face interviewHold face-to-face interviewSelect the “best fit” candidate Conduct reference checksExtend offerEight Steps to B.E.S.T. Interviewing © The Employee Engagement Group 2011 All Rights Reserved

1. Link with B.E.S.T. Profile Review specific B.E.S.T. characteristics that define high performance at the company What are the traits you identified?What behaviors demonstrate those traits? 8 Steps to Effective Interviewing © The Employee Engagement Group 2011 All Rights Reserved

2. Develop B.E.S.T. Questions Link to your B.E.S.T. Profile Behavioral questions help get at behaviors and traitsDifferent questions for different positionsSame questions for same positions “Past performance in the same or similar work is thesingle most reliable predictor of future performance” Carol Hacker, War for Talent8 Steps to Effective Interviewing © The Employee Engagement Group 2011 All Rights Reserved

Exercise – Developing B.E.S.T. Questions Use the Candidate Evaluation FormWrite at least one behavior, one trait,and one performance objective from your B.E.S.T. Profile in the appropriatecolumnsWeight each category using the weighting system Develop questions for each behavior, trait, and performance objectiveBe prepared to discuss your results8 Steps to Effective Interviewing

3. Conduct Phone Interview Use the Telephone Interviewing Tips Objective is to determine candidate’smatch with the B.E.S.T. Profile, their knowledge about the company, and ability to articulate relevant experienceDescribe the position to the candidateListen for examples of relevant experience as well as level of enthusiasm, and “drill down” when response sends up a “yellow flag” or exposes an area of interest 8 Steps to Effective Interviewing

3. Conduct Phone Interview “We’re in the early stages of the hiring process and still have a few other people to talk to. It sounds like you have many of the qualifications we’re looking for. How does what we’ve talked about sound to you? Are you still interested in continuing?” Go or no-go decision:Fit the B.E.S.T. Profile?Salary consistent with what the company will offer?Chemistry between the candidate and yourself?Have a good, consistent closing statement 8 Steps to Effective Interviewing © The Employee Engagement Group 2011 All Rights Reserved

4. Preparing the Face-to-Face Interview Decide who should interview each candidate (select “positive” people!)Remember that more is not necessarily betterDefine roles of the interviewers Who should cover what topics and ask which questionsCoordinate times and dates 8 Steps to Effective Interviewing © The Employee Engagement Group 2011 All Rights Reserved

5. Hold Face-to-Face Interviews Schedule the interviews and interviewersReview your interview questions on the Candidate Evaluation FormReview Why [company] a Great Place to Work 8 Steps to Effective Interviewing © The Employee Engagement Group 2011 All Rights Reserved

5. Hold Face-to-Face Interviews Does the candidate: Make good eye contact Have good postureAppear well groomedExhibit appropriate facial expressions8 Steps to Effective Interviewing © The Employee Engagement Group 2011 All Rights Reserved

Avoid bias Stereotyping Halos (one extremely strong trait) and Horns (one debilitating trait)ComparisonDesperation5. Hold Face-to-Face Interviews 8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

5. Hold Face-to-Face Interview Close the dealCreate supply and demand to keep pay competitiveGauge the interest level the candidatehas in the companyExpress your enthusiasm if you are CONVINCED the candidate is “the one” – but don’t make any promisesTHANK them for their time! 8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

6. Select “B.E.S.T. Fit” Candidate Obtain input of ALL who participated Base decision on an objective weighing of all Candidate EvaluationsDon’t settle for mediocrity However, don’t wait for the “Perfect” candidateIs there a contingency plan if top candidate rejects?Is there a place in the company for #2 (or 3 or 4)? “I don’t worry about hiring a great employee and having him leave in three months, I worry about hiring a bad employee and having him stay for three years!” 8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

7. Conduct Reference Checks Use the company’s Reference FormStrong candidates have strong referencesClient references are the best assess- ments of how well candidate works with clientsAsk for verification of strengths / development areas (‘ Tell me about a time. . .’)Networking provides the best references!! 8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

8. Extend Verbal Offer Involve HR – Don’t make promises you can’t keepMake [company]’s best and final offer“Recruiting is selling” – reiterate:“Employer of Choice” cultureWhy [company] is a Great Place to Work Essential to keep recruiting until person arrives on the job8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

8. Extend Written Offer If Candidate Accepts:Notify Human ResourcesHR produces and sends offer letterOffer signed and returnedNegotiate start date 8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

8. Extend Offer If candidate doesn’t’ accept (either written or verbal) offer: Find out whyReevaluate other candidatesDon’t accept #2 automatically 8 Steps to Effective Interviewing© The Employee Engagement Group 2011 All Rights Reserved

You’re Not Done Until the New Hire is in the Door!Continue to sell the companyStay in contact with candidate / employeeCandidate is vulnerable to counter offersThere is often second-guessing and re-evaluation occurring You have opportunity to reinforce new hire’s decisionExercise: What ideas do you have to stay in touch with the new hire? © The Employee Engagement Group 2011 All Rights Reserved

Protecting your InvestmentVisible Cost: 15-30% Separation Recruiting / Hiring Orientation TrainingHidden Cost: 70-85% Lost expertise Lost productivity of other employees Opportunity cost of vacant position Learning curve of new hireStatistics from Deploy Solutions: The Calm Before the Storm, “Turnover costs can reach 150 – 250% of annual salary” The Cost of Employee Turnover - William Bliss © The Employee Engagement Group 2011 All Rights Reserved

Keys to Maximizing Retention Continue to focus on developing your staff Accelerate promotions for Investment and High Potential Core employeesReward and recognizeCommunicate, communicate, communicateConduct “Stay Interviews” (see sample questions below): What about your job makes you get up in the morning?What about your job makes you want to hit the snooze button?What would make you leave for another job?What kind of recognition should be more meaningful to you?Are we allowing you to reach your maximum potential?If you were to win the lottery, what would you miss the most?© The Employee Engagement Group 2011 All Rights Reserved

Retaining the Generations Boomer Generation XGeneration YPreferred Communication Personal interaction, meetings, phone callsVoice mail, e-mailInstant communicationsLeader MotivationLeaders who get them involved and show them how they make a differenceAllow them to get the job done on their own schedule (even if unorthodox)Connect their actions to personal and career goalsRewardsSeek personal appreciation and recognitionFree time, upgraded resources, bottom line results, development opportunitiesAwards, certificates, tangible evidence of credibility Retention ideas Offer flexible work arrangement (such as telecommuting, adjustable scheduling, personal time for family) Offer phased retirement and health/wellness programs Allow them to work autonomously Show them options for schedulesFlexible work schedules – assign a task and they will get it doneFrequent, accurate, specific, and timely feedback to build skills and improve their resumeProvide flexibility to allow them to pursue outside interestsGet them involved in meaningful volunteer effortsPair with older mentors (preferably Boomers)Leverage their capability to access and share information quickly© The Employee Engagement Group 2011 All Rights Reserved

Exercise – Ideas for Maximizing Retention Working in groups, what ideas to you have (or are your currently doing) to maximize retention of your staff? Make a list of specific actions you are taking or can take to retain your best employees. © The Employee Engagement Group 2011 All Rights Reserved

2 3 4 5 6 7 Intent to Stay Time to ‘re-engage staff’ Source: Wright Associates Years of service 1Consider conducting ‘Stay Interviews’Ongoing Engagement Needs

What makes you want to come to work? What aspects of your job do you like the most? The least? What would make you leave for another job? Do you get enough recognition? What kind of recognition would be meaningful to you? Are we allowing you to reach your maximum potential? If you won the lottery and resigned, what would you miss most?Possible ‘Stay Interview’ QuestionsCan you think of others?Ongoing Engagement Needs

Recruiting Engaged Employees - PowerPoint Presentation

Recruiting Engaged Employees - PPT Presentation

Share:

Link:

Embed:

Related Contents