Transcript Document
Meeting the Challenge: Attracting and Retaining a World-Class Work Force 1. Overview and Framework [email protected] Why it Matters “It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.” “Government is always going to be able to fill vacancies. The important question is whether we can fill them with talented and committed people with the skills we need.” ”In the globalization system … One of the most important and enduring competitive advantages that a country can have today is a lean, efficient, honest civil service system.” Why it Matters “The challenge is to attract and retain people who are a cut above the competition. You need to provide benefits, good working conditions, and an environment that caters to their personal needs and business needs. That’s a tough balance.” “By the end of the day I felt I had made a terrible mistake … My agency lost its shine on my first day.” “Don’t give me excuses, just make the hiring process work!” “In the government, you get an order and you follow it. I realize that as a leader, I need to be more creative and innovative.” Why it Matters Grant Thornton 2008 survey – HC/HR #1 concern GT 2009 survey – right talent #1 factor in clean audit 2009 survey of corporate CFOs – most critical factors: • Strong leadership • Hiring best people Public Sector Workforce is Graying 50% 45% 40% 35% 30% Federal State 25% Local 20% Private 15% 10% 5% 0% Under 30 30-39 40-49 50+ Government Agency -- Today Chief Engineer January 16, 1995 Director Mgmt. Services January 21, 1972 Deputy Director May 10, 1971 Director Property Services June 26, 1989 Director Engineering February 16, 1970 Director Equipment Services April 17, 1970 Director Water Treatment August 15, 1966 Director Field Services March 20, 1970 Director Transportation & Parking March 2, 1970 Director Solid Waste & Recycling December 12, 1991 Director Administration August 10, 1970 Same Agency -- in 3 Years Chief Engineer RETIRED RETIRED Director Mgmt. Services Deputy Director Director Property Services RETIRED RETIRED RETIRED Director Engineering Director Equipment Services Director Water Treatment RETIRED RETIRED RETIRED Director Field Services Director Transportation & Parking Director Solid Waste & Recycling Director Administration More Complex Workforce: Multiple Generations Traditionalists (born before 1946) Boomers (born 1946-64) Gen Xers (1965-81) Millennials (>1982) More Complex Workforce: Changing Expectations Free agents Less loyalty -- “transactional” relationship “Knowledge Demand nomads” – mobile skill sets work/life balance Guam Division of Accounts Workforce: Today and Tomorrow Total employees in 2008 = 46 Guam Division of Accounts Workforce: Today and Tomorrow Total employees in 2008 = 46 Eligible to retire in 5 years = 16 Guam Division of Accounts Workforce: Today and Tomorrow Total employees in 2008 = 46 Eligible to retire in 5 years = 16 Eligible to retire in 5-10 years = 7 Island Workforces – Today and Tomorrow Employees New Hires Annual Turnover 5-Year Retirem’t. 10-Year Retirem’t. Guam 46 48% 11% 35% 50% Palau 125 20% 7% 16% 28% USVI 107 24% 8% 27% CMNI 125 33% 14% 8% 25% American Samoa 147 24% 5% 20% 35% FSM 77 31% 6% 10% 31% Yap 25 64% 18% 4% 12% So … What’s It All Mean? Workforce undergoing dramatic shifts Tougher to attract and retain talent Public sector feeling these effects first Government must adapt to the talent market, not vice-versa What We’ll Cover 1. Recruiting and hiring talent • Recruiting v. hiring • Meeting candidates’ expectations • Recruiting strategies • Effective hiring 2. Onboarding effectively • What it is and why it’s important • How to onboard effectively What We’ll Cover 3. Maximizing employee engagement • What employee engagement means • Why it’s critical • What drives engagement • How to maximize engagement 4. Building the leadership pipeline • What is leadership • Integrated approach to building leadership What We’ll Cover 5. Working effectively with HR • The evolving role of HR • Setting mutual expectations • How to meet these expectations What We Won’t Cover Secret Easy formulas, magic bullets answers Simple solutions One-size-fits-all Turning approaches you into an HR expert Research: Creating and Applying New Knowledge Recruiting on Campus Hiring Baby Boomers What Students Want Hiring Interns Building Employee Engagement Onboarding New Employees Finding Jobs How Does Government Meet These Workforce Challenges? Understand expectations Develop multiple pipelines for talent Recruit aggressively Make the hiring process work Maximize engagement and satisfaction How Does Government Meet These Workforce Challenges? Make performance management work Build the talent/leadership pipeline Create more flexible, timely, user-friendly and responsive civil service systems Use workforce planning as the foundation Human Capital Framework Resources Recruit and Hire / Onboard Manage Performance Core Purpose/ Values Business Strategies Workforce Planning Reward/Recognize Engage Plan for Succession Train/ Develop Environment Mission Accomplished Workforce Planning: What It’s Really About 1. What talent do we need to succeed – now and in the future? 2. What talent do we have now? 3. Where are the gaps? 4. How are we going to eliminate these gaps? Workforce Planning There isn’t any silver bullet to attract, develop and retain talent It takes silver buckshot! Now It’s Your Turn! Your workforce/talent challenges How you’re dealing with them Meeting the Challenge: Attracting and Retaining a World-Class Work Force 2. Recruiting and Hiring [email protected] What We’ll Cover Recruiting and hiring talent Recruiting v. hiring: what’s the difference? Need for aggressive recruiting Recruiting strategies – your role Effective hiring Human Capital Framework Resources Recruit and Hire / Onboard Manage Performance Core Purpose/ Values Business Strategies Workforce Planning Reward/Recognize Engage Plan for Succession Train/ Develop Environment Mission Accomplished Why it Matters “It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.” “Government is always going to be able to fill vacancies. The important question is whether we can fill them with talented and committed people with the skills we need.” The Research Recruiting v. Hiring 1. Recruiting – Attracting an adequate number of interested and well-qualified candidates 2. Hiring Evaluating the candidates to decide who to hire (i.e., who to make the job offer to) Getting the best candidate to accept Reactive v. Proactive Recruiting Reactive Proactive Repeat the job description Create a new brochure Post an ad – newspaper, Web Where Sit How back and wait can I find the best people? How do I reach them? do I convince them to apply? Accept? How can I best use our limited resources? Recruiting is everyone’s job! The Universum “IDEAL Employer” Survey Annual survey of undergraduate students 43,313 respondents 195 colleges/universities 260 employers What Are the Top Attractors? Culture that respects my individuality Work/life balance Base salary High level of responsibility Good reputation Rapid promotion High ethical standards Exciting products and services Friendly work environment Creative, dynamic work environment Top 4 Career Goals 1. Work/life balance (66%) 2. Dedicated to a cause, feel that I am serving a greater good (46%) 3. Secure or stable in my job (46%) 4. Competitively or intellectually challenged (40%) Where Students Want to Work % “extremely” or “very” interested in working for But Few Plan to Work in Government Which best describes your current plans immediately after graduating? 37% Graduate school or additional education 24% Jobs in a private company or business 18% Job in the federal government Job in state or local government Job in a nonprofit organization Service: Americorps, Teach for America Volunteer Work Military service Other Unknown 3% 3% 2% 1% 1% 3% 8% Why? Because Knowledge is Low How knowledgeable do you feel about career and internship opportunities in government? 13% Total Knowledgeable But … The More They Know, the More They Like Did information -- what you saw, heard or read -- about federal government job or internship opportunities make you more or less interested in government opportunities? % “more interested” Leaving Talent on the Table: Capitalizing on Intern Programs The numbers Private sector employers hire 50% of interns Jumps to 59% for co-ops 40% of all vacancies filled by interns Employers see internships as one of most effective hiring tools Students see internships as avenue to full-time employment Recruiting Strategies: High Tech plus High Touch Develop a long-term strategy – build alliances and relationships • • • • Identify needs – recruiting plan Avoid “drive-by recruiting” Invest to build success Obtain and provide a point of contact Recruit aggressively – market and personalize public service to multiple talent pools Recruiting Strategies: High Tech Plus High Touch Use “near peers” Hire through internships • Provide substantive work • Follow up • Convert students to permanent employees Use technology – but smartly! Recruiting is everyone’s job! Why Become Involved in Recruiting ? You know the work You know the culture and work environment You know the skills and competencies You know the impact You can provide “high touch” Personalize: “Making a Difference in People’s Lives and Your Own” This Web Site … … Or This Site? The Hiring Process -- What Job Candidates are Saying “The overall feel of the vacancy announcement is negative and heavy handed. If the application is like this, what’s it like to work there and why would you want to?” “Don’t give me excuses, just make the hiring process work!” How to Alienate Good Candidates Use long, bureaucratic, boring announcements Use paper-based applications Take too much time hiring Conduct Don’t bad interviews communicate with them What Candidates Desperately Want 1. Be concise, use fewer words, get to the point 2. Tell me exactly what you need -- I have no idea what your jobs are looking for 3. Let me apply online using my résumé 4. Tell me in plain language -- get rid of jargon 5. Tell me when I will hear from you 6. We want to hear from you. We can take bad news -- just tell us! How Many Steps Does it Take to Hire a Government Employee? 1 Agency Establishes FY staffing plan for hiring manager 2 Hiring Manager Identifies need to recruit for vacant position Yes Hiring Manager PD Established? No 5 3 Obtains position description and provides to HR Specialist with request to fill position Drafts PD and forwards with request to fill position to HR Specialist PD Library Personnel Request System 4 6 Hiring Manager Meeting HR Specialist Discuss recruitment strategy HR Specialist 7 HR Specialist Prepares vacancy announcement, if needed, and provides to Hiring Manager for approval 8 Hiring Manager Approves and returns to HR Specialist A Classifies position Requirements of position and tasks; KSAs; Questions; selective factors; level(s) of position to be filled; type of appointment; alternative staffing options; recruitment activities, etc. Go to Step 6 Personnel Request System We’re Not Done Yet! A 9 HR Specialist Posts vacancy announcement Vacancy Announcement System 10 Screens applications and issues certificate Applications Certificate 11 Hiring Manager Interviews candidates, makes selection and provides certificate to HR Specialist Certificate 12 HR Specialist Offers position to selectee Yes Selectee accept job offerf? 13 HR Specialist Issues offer letter and closes request in system 15 Offer letter Personnel Request System Employee 14 Enters on duty and orientation begins No HR Specialist Discusses options of recruitment incentives Hiring Manager 16 Hiring Manager Decides recruitment incentive Go to Step 12 End of Process Job Announcement -- Before It Goes On … … And On After – Concise and Appealing Fixing the Hiring Process Improve the front end -- get engaged early, prepare for roles Make process effective, timely, user-friendly Automate -- online • Evaluate smartly • Eliminate steps • Communicate early, often • Use flexible certification approaches Interview well Hiring Best Practices Immediate job offers Hiring/referral bonuses Realistic job previews (e.g., job video) Flexible work arrangements Measure results In Groups -- Discuss and Report 3 or 4 ways your recruiting can be improved 3 or 4 ways your hiring process can be improved Meeting the Challenge: Attracting and Retaining a World-Class Work Force 3. Onboarding Effectively [email protected] Human Capital Framework Resources Recruit and Hire / Onboard Manage Performance Core Purpose/ Values Business Strategies Workforce Planning Reward/Recognize Engage Plan for Succession Environment Train/ Develop Mission Accomplished What We’ll Cover Onboarding effectively What is onboarding? Why is it important? How to onboard effectively Why it Matters “My first week was terrible.” “My agency lost its shine on my first day.” “By the end of the day I felt I had made a terrible mistake in leaving my old job.” Why it Matters Improves employee performance Increases employee engagement Improves employee retention, reduces turnover costs Accelerates time-to-productivity BOOZALLEN.COM OURPUBLICSERVICE.ORG What is Onboarding? Integrating and acculturating new employees into the organization and providing them with the tools, resources, and knowledge to become successful and productive From accepted offer to end of first year What New Hires Have to Say “I was sent to a conference room where someone from HR helped me complete a bunch of forms. I was not introduced to anyone, and no one had set up my computer access so I sat there and stared at the wall.” “I didn’t receive my ID on the first day so it was hard for me to go anywhere and my manager did not give me any work to do. My manager was not welcoming. By the end of the day I was terrified that I had left a great job.” “My first week was terrible. I didn’t have any equipment, I wasn’t given any assignments, there was nothing on my desk, and my supervisor did not even come see me for the first three days I was there.” Strategic Onboarding Model Recommendations Define onboarding goals Assess your onboarding status Seek quick wins Use technology – smartly Tailor onboarding to type of employee Don’t reinvent the wheel – borrow it Measure results In Groups -- Discuss and Report 1. 1 good and 1 bad onboarding experience 2. Barriers to effective onboarding 3. Steps your organizations can take to improve onboarding Meeting the Challenge: Attracting and Retaining a World-Class Work Force 4. Maximizing Employee Engagement [email protected] What We’ll Cover Maximizing employee engagement for productivity and retention What employee engagement means Why it’s critical What drives engagement How to maximize engagement Human Capital Framework Resources Recruit and Hire / Onboard Manage Performance Core Purpose/ Values Business Strategies Workforce Planning Reward/Recognize Engage Plan for Succession Train/ Develop Environment Mission Accomplished Why it Matters High levels of employee engagement correlate with: Better program results Higher customer satisfaction Less sick leave and missed work time due to workrelated injury or illness Higher retention Engagement and Financial Outcomes 30 Multinational Companies Financial performance consistently stronger in companies that emphasize: • Commitment • Job satisfaction But ... high levels of employee engagement require active leadership support High Engagement High Retention Total Percent Satisfied Employees planning to stay for > 2 yrs Employees planning to leave in < 2 yrs Gap Use of skills and abilities 83% 49% 34% Ability of top management 74% 41% 33% Company sense of direction 57% 27% 30% Advancement opportunities 50% 22% 28% Opportunity to learn new skills 66% 38% 28% Coaching and counseling from supervisor 54% 26% 28% Satisfaction with: High Engagement Better Customer Outcomes Work units with higher overall customer satisfaction scores also have employees with more favorable opinions 100 80 68 70 64 70 65 65 64 58 58 60 53 53 50 40 20 Leadership Immediate Supervision Job Satisfaction Ability to Get the Job Done High Customer Satisfaction Performance Management Pay, Benefits, and Career Low Customer Satisfaction Action Planning Island Workforces – Today and Tomorrow Employees New Hires Annual Turnover 5-Year Retirem’t. 10-Year Retirem’t. Guam 46 48% 11% 35% 50% Palau 125 20% 7% 16% 28% USVI 107 24% 8% 27% CMNI 125 33% 14% 8% 25% American Samoa 147 24% 5% 20% 35% FSM 77 31% 6% 10% 31% Yap 25 64% 18% 4% 12% The Best Places to Work 2009 bestplacestowork.org What is Best Places? Rating and ranking of 278 departments, agencies and subcomponents Based on data from government wide employee survey Overall satisfaction score Ten workplace dimensions Web site: bestplacestowork.org Why Ratings and Rankings Matter INCENTIVE to focus on engagement and develop high-performing organizations ROADMAP for improvement TRANSPARENCY for public and job seekers OVERSIGHT information for Congress Employee Engagement Score Considering everything, how satisfied are you with your job? Considering everything, how satisfied are you with your organization? I would recommend my organization as a good place to work 2009 Government Wide Score – 63.3 Workplace Dimensions Effective leadership Employee skills/mission match Strategic management Teamwork Performance-based awards Training and development Support for diversity Pay and benefits Family-friendly culture Work/life balance What Do These Dimensions Mean? Effective Leadership My immediate supervisor/team leader does a good job Supervisors support employee development Performance discussions are worthwhile I have a high level of respect for senior leaders Leaders generate high motivation and commitment What Do These Dimensions Mean? Effective Leadership (cont.) Leaders maintain high standards of honesty and integrity I have a feeling of personal empowerment and ownership of work processes Complaints, disputes or grievances are resolved fairly Satisfaction with involvement in decisions that affect work Satisfaction with the information received from management What Do These Dimensions Mean? Employee Skills/Mission Match My work gives me feeling of personal accomplishment I like the kind of work I do My talents are used well I know how my work relates to mission and goals I do important work What Do These Dimensions Mean? Work/Life Balance My supervisor supports my need to balance work and family issues I have sufficient resources (e.g., people, materials, budget, etc.) to get work done My workload is reasonable What Do These Dimensions Mean? Training and Development I am given a real opportunity to improve my skills in my organization I have enough information to do my job well My training needs are assessed I am satisfied with the training received for present job Becoming and Staying a Best Place Systematically obtain employee feedback Share information – a dual responsibility Figure out what driver satisfaction Focus on managers/supervisors Manage performance Train and develop Track changes over time In Groups -- Discuss and Report 1. What are the barriers in your organization to maximizing employee engagement? 2. 3-4 steps your organization can take to maximize employee engagement Meeting the Challenge: Attracting and Retaining a World-Class Work Force 5. Building the Leadership Pipeline [email protected] Why it Matters “In the government, you get an order and you follow it. I realize that as a leader, I need to be more creative and innovative.” “We need an opportunity to be inspired about our work and to believe that we can really make a difference.” Workplace Dimensions Employee Skills/Mission Match 78.8 Teamwork 71.2 Pay and Benefits 63.8 Work/Life Balance 62.1 Training/Development 61.5 Support for Diversity 60.5 Strategic Management 57.2 Effective Leadership Performance-Based Rewards and Advancement Family-Friendly Culture and Benefits 51.7 45.6 43.4 Human Capital Framework Resources Recruit and Hire/ Onboard Engage Core Purpose/ Values Business Strategies Workforce Manage Performance Planning Train/Develop Reward/Recognize Environment Plan for Succession Mission Accomplished Integrated Approach to Building the Leadership Pipeline Program Evaluation Why the Integrated Approach Many ways to build leadership pipeline Because all aligned with strategic plan, workforce plan, competency model, and/or other frameworks, aligned with each other Pipeline larger -- demand for more talent Who’s in the Pipeline? High Potentials and Replacement Pool for Sr. Managers Middle Managers 1st-line Supervisors All Employees? Technical Specialists Time What Are Developmental Needs? Understanding other departments Understanding enterprise and its environment Building relationships and networks Getting things done in government Managing change Managing the public Managing the media Influencing, motivating, developing, retaining talent Managing conflict, dealing with problem employees Leadership Development Best Practices Private Public Other Accenture Army War College Brookings Institution Aon Corporation Defense Logistics Agency Georgetown University Federal Executive Institute Harvard Kennedy School of Government Government Accountability Office Louisiana State University Office of Management and Budget Senior Executives Association Office of Personnel Management Young Government Leaders The Boeing Company GE Goldman Sachs IBM IDEO Lockheed Martin McKinsey & Company Procter & Gamble Office of the Director of National Intelligence Leadership Development Best Practices Leadership development part of system (e.g., succession planning, competencies, performance management) Current leaders develop future leaders (not necessarily expensive) Leaders learn best by “doing” Executive coaching addresses unique, realtime needs Structure Coursework Defining Leadership & Managing People • Understanding your leadership style • Managing people • Building teams Managing Projects & Networking • Delivering results on time and on budget • Establishing and cultivating your network for success Communicating with & Influencing Executives • Making a business case • Selling your ideas • Writing and communicating Leading Innovation & Managing Change • Driving innovation • Managing change Continuous Self- Development • Creating and managing your individual development plan • Seeking career guidance Projects: Solving Government’s Problems Project Criteria: Agency Criteria: Important management issue that requires action Leadership committed to testing innovative solutions Solutions within control of an agency Committed to providing necessary background materials and data Potential for high-impact results Support participants and their time away from the job Dealing with High-Risk Issues Improve communication between USDA and FDA to strengthen food safety during recalls Recruit talent required to care for veterans Ensure sufficient energy for our country Improve employee morale to enhance economic and homeland security Coaching 360o assessments – anonymous Coaches identify strengths, weaknesses and blind spots Personal action-planning tool for long-term skills development Personal coach for ongoing advice -government and business leaders 360o repeated after program to measure growth Building Your Leadership Pipeline 1. Engage senior leaders 2. Identify competencies 3. Assess developmental needs 4. Create leadership development strategy 5. Use Individual Development Plans (IDPs) 6. Tap into talent pool of retirement-eligible employees and retirees 7. Don’t let $$$ be the barrier 8. Assess results In Groups -- Discuss and Report 1. What are your barriers to developing leaders? 2.What can you do to address these barriers? Meeting the Challenge: Attracting and Retaining a World-Class Work Force 6. Building a Strong Partnership with HR [email protected] What We’ll Cover Building a strong partnership with HR The evolving role of HR Setting mutual expectations How to meet these expectations Human Capital Framework Resources Recruit and Hire / Onboard Manage Performance Core Purpose/ Values Business Strategies Workforce Planning Reward/Recognize Engage Plan for Succession Environment Train/ Develop Mission Accomplished Why it Matters “It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.” “HR must give value or give notice.” “If line managers and HR professionals are to be the champions of organizational capability, then a new agenda for both HR practices and HR professionals must emerge.” HR Evolving -- Splitting in Two Administrative and transactional work -increasingly automated or outsourced Transformational work -- helps develop organizational goals, determines what capabilities are needed and creates HR practices David Ulrich The Shift – in Theory Personnel management HR management Rule maker Consultant Functional orientation Business orientation One-size-fits-all Tailored programs Centralized decisions Framework for others to decide Mutual distrust Partnering Focus on activities Focus on impact Internal services Outsourcing Management’s View of HR What best describes the way your organization's executive management views its HR organization? 60.6% Strategic Asset 50.0% 18.4% Cost Center 15.6% 13.7% No Strong Opinion 21.9% 7.3% Other 12.5% 0% 10% 20% 30% 40% 50% N=449 Non-Public Sector Public Sector 60% 70% What Do You Think? Is HR: Strategic asset? Cost center? The Current Reality Very little change in how HR spends its time Instead of playing a central strategic business partner role, HR has responded by maintaining status quo Ed Lawler What’s HR’s Mission? Implement a system of personnel administration which will ensure equitable treatment of employees through a merit system based on recognized princ1ples of appointment, promotion, classification, termination and other aspects of government employment. Plan, organize and implement pre-service training, in-service and federal programs to rehabilitate, upgrade, and enhance the skills and work performances of all employees thus promoting self-reliance, dependability and enhance competencies in the quality services for the public. What’s HR’s Mission? Attract, develop and retain the talent we need – and measure our progress Value of HR Transformation How important is HR transformation to your future plans? N=166 63 70 60 43 50 38 40 19 30 20 3 10 0 1 (not important/valuable) 2 3 4 5 (extremely important/valuable) HR Areas Needing Improvement What HR areas need the most transformation & improvement? 48% Workforce Planning IT Training / Employee Dev Comp Admin Recruitment Benefits Job Candidate Testing Payroll Orientation Retirement Plan Mgmt Workers Comp Union Contract Negotiation Other 43% 43% 39% 30% 30% 26% 23% 20% 17% 12% 9% 4% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Workforce Planning: What It’s Really About 1. What talent do we need to succeed – now and in the future? 2. What talent do we have now? 3. Where are the gaps? 4. How are we going to eliminate these gaps? Workforce Planning HR’s “New” Roles HR Expert Business Partner Change Agent HR Expert Only competency that covers HR expertise HR professionals generally excel in this traditional role Business Partner More than service provider Management partner who shares accountability for organizational results Works with management to devise solutions Involved in business strategic planning Works towards results, aligned with mission Promotes collaborative consultant role Change Agent Helps managers/employees deal w/change in culture, skills, job security Understands what drives change Recognizes impact of change Understands change models/processes Recognizes change agent role in managing and sustaining change Learns strategies to negotiate change Leader Promotes merit systems principles Fosters diversity Balances employee satisfaction with organizational requirements and goals Builds teamwork Models collaborative problem-solving The “New” HR Competencies Organizational acumen Results orientation Interpersonal skills Making/implementing tough decisions Demonstrating empathy Speaking and writing persuasively Analyzing data Negotiating Demonstrating good judgment Coaching Applying knowledge of HR principles/methods Systems thinking Understanding technology What Managers Should Expect from HR Understand HR business and your business and how HR can support strategy Build partnerships -- be flexible, champion change Rely on data -- deliver measurable results on outcomes What HR Should Expect From You Allow HR to be a business partner Involve HR early Take ownership of talent management Ask questions and champion change Understand tomorrow’s workforce What You Can Do Become involved in recruiting and hiring Do a good job onboarding new employees Make performance management work Train and develop Ask questions and push for change Understand tomorrow’s workforce Resources International Public Management Association for HR – ipma-hr.org Society for Human Resources Management – shrm.org Human Capital Institute – humancapitalinstitute.org In Groups -- Discuss and Report 1. 3 or 4 approaches/strategies that you can discuss with your HR staff when you return home 2. 3 or 4 ways you plan to engage more directly with HR Key Points Recruit aggressively and widely Hire quality talent -- efficiently Onboard well Maximize engagement Reach out to HR – set expectations There isn’t any silver bullet to attract, develop and retain talent It takes silver buckshot!