Match Maker – How to Hire and Retain the Right Employees

31% of Employees are Not Satisfied at Their Current Jobs 74% of Workers – Satisfied or Not Would Consider Leaving if Approached with Another Offer More than Two Thirds of Businesses Affected by Bad Hire in 2011 (Career Builder Survey )

The Basics

• • • • • • • • What is your company’s culture? What are your needs?

Know your numbers.

Be Realistic.

Job Match.

Job Market.

Turn-over - Bad or Good?

How do you take care of your employees?

Needs

• Understand what you really need – not always what you want.

• Define each job.

– What are the crucial requirements of position?

– Identify the “deal breakers”.

– Hours and days of this job.

– Define our expectations

• • Job Requirements – What is real….will it scare them?

Selection jobs are physically demanding, monotonous, and BORING. So don’t sugar coat it….be honest.

– Accentuate the positives while enforcing the challenges.

Your idea of a “role model” employee may not make the best entry level employee. Think outside the box, employees who have a reserved personality may shine in this position.

Job Market

• • • Where do you recruit the ones you want?

– Long-term employees may differ from short-term.

Learn your neighbors.

– How do your numbers relate to their numbers?

– What can you learn from how they operate?

Current Population and Future Outlook – Do we retrain and diversify what we have?

• • • • • • What are the Effects of a Bad Hiring Less Productivity Decision?

Lost Time to Recruit and Train Another Hire Cost to Recruit and Train Another Hire Employee Morale Negatively Affected Negative Impact on Clients May Result in Legal Issues

•

The Basics - Hiring

Interview Process – Behavioral interviewing – Assessments – Involvement of others • References

Become a Match Maker….

• • • Give them a taste.

What do you do if they have most of the right qualities, but missing something?

– Can we adjust?

– Can we train them?

Right person – wrong position.

So You Found Them, How do You Keep Them?

• • • • Why Retention Matters Who is Responsible for Retention? Turnover Costs Understand Why Employees Leave and Why they Don’t

You Found Them, How do You Keep Them?

• KNOW YOUR EMPLOYEES – Individuals with Different Motivations – “People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily." --Zig Ziglar • • • • Employee Value Proposition – be real Competitive Salary and Benefits – Pay based on Performance Recognition Advancement and Development • • • • • Open Feedback Connection with Company Mission and Purpose Cultivate Culture Communication Address Under Performers

TLC…..

It is the little things that matter • • • • COMMUNICATION.

– If you do not have this GET it.

Floor Vision.

– Get down and dirty.

Recognition Little things – Food, extended HR hours, food, hand holding on difficult concepts

• • • • You Win Some. . .You Lose Some – Now What?

Exit Interview – Part in a Friendly Way Maintain Contact with Those who Leave - Alumni Stay Discussions with Those Remaining How and What Should You Measure?

– Turnover- Regrettable and Un-Regrettable, Critical Positions – Quality of Hires and Sources of those Hires – Engagement – Participation Rates in Exit Interviews – Employee Referrals

Top Five Reasons Employees Leave Their Jobs • Negative relationships with direct manager • Little hope for career advancement or growth • Reality of a role doesn’t match what was promised during the recruitment process • Employees are overworked or stressed out – Employees feeling lack of respect for selves and work/life balance – Employers need to model it to show it is okay • Employees perceive a lack of coaching and/or mentoring from their employers Source – Kelly Global Workforce Index of 134,000 people in 29 countries

Top Ten Reasons Why Large Companies Fail to Keep Their Best Talent • Big Company Bureaucracy • Failing to Find a Project for the Talent that Ignites Their Passion • Poor Annual Performance Reviews • No Discussion Around Career Development • Shifting Whims/Strategic Priorities • Lack of Accountability and/or Telling them How to do Their Jobs • Top Talent Likes Other Top Talent • • The Missing Vision Thing Lack of Open-Mindedness • Who’s the Boss?

Source – Forbes - Eric Jackson

• • • Better to quit and leave or quit and All turnover is not bad.

stay?

– Learn how part-time/temporary employment can benefit your operation.

Bad Turnover – how to improve?

– Exit interviews – Evaluate your numbers So they quit and stayed…now what?

– Behavior modification. It can work.

– Reposition.

– Bye Bye….

Numbers what numbers?

• • Know long-term vs. short-term employment needs. – How do these relate to one another?

– Can we increase one to benefit the other?

Calculate turnover percentages.

– Look at status – Look at departments

Ways to measure……

• • • • We measure every month by department by position by employment status.

– This allows you to look back and reflect on how things went.

Track on a timeline business changes.

Diversification and why it matters.

Track business spikes and lows.

– Seasonality

• Company Culture –

Who are we?

Hy-Vee, Inc. – Employee Owned – Grocery Chain in the Midwest, servicing 8 states. – Employee over 61,000.

– 3 major Distribution Centers, 3 Fleets.

– Several Subsidiaries – Autonomy – Philanthropic – Health-driven Focus

 Schwan’s Consumer Brands, Inc.

 Subsidiary of The Schwan Food Company  Retail brands can be found in over 50,000 retail outlets  Brands include Red Baron, Freschetta, Tony’s, Pagoda, Mrs. Smith’s, Edwards, Bon Appétit  Over 2500 Employees including DSD network  Headquartered in Bloomington, MN

What do you do?