Transcript 2014 Strategic Partner Exchange Presentation

Strategies to attract, retain and
engage employees
Randall Rogers Director, Sales and Service Talent Acquisition
© 2015 Trane | 1
Agenda
• Attracting the right Talent





Call to action! The labor market and employee demographics
Partnering with local technical schools
Employee referral programs
Alternative talent channels
Social Media
• Retaining and Engaging Talent




Start with culture
Setting and measuring performance expectations and standards
Employee engagement
Outcomes
© 2015 Trane | 2
Example - HVAC Technicians Labor Market
• Competitors stepping up their recruiting game to grow their business
• Job Growth Outlook for HVAC techs : 2012-2022 (www.bls.gov)
 21% (Much faster than average of 11%)
 Highly competitive labor market
• Technical and Community Colleges
 Enrollment has soared due to return of overseas manufacturing & retraining
 Colleges are struggling to meet demand
• Significant drop in overall US unemployment, approaching “full employment”
© 2015 Trane | 3
Trane technician demographics…
similar across other skilled trades
• Mechanical HVAC technicians – average age 43, with 10
years of tenure
• Controls technicians – average age 31 with 7 years of
tenure
© 2015 Trane | 4
Best Practice #1-Early Talent
• Establish partnerships with local schools:






Recruiters and Business Leaders own the relationship
Invest in scholarships & endowments
Regular presence on campus and at school events (not just career fairs)
Lock in the best and the brightest early on with Internships/Co-ops
Example – we doubled Penn Tech hiring since 2013
Don’t forget high schools and charter schools focusing on skilled trades.
Build relationships with guidance counselors
Tip – Ensure that internships have structure,
offer jobs upon completion to lock them in
© 2015 Trane | 5
Best Practice #2 –Experienced Talent
• Ensure you have a generous referral program:
 50% of our sales and service hires are through employee referrals (over
500 per year)
 Signifies engaged employees
 Referrals tend to be higher performers
 Shortens the cycle time for recruiting
 Low cost option when considering total cost of hiring and recruiting
 If you already have a program; consider increasing the communications,
energy and even the payout amount!
Do you know how many of your new hires are referrals?
© 2015 Trane | 6
Best Practice #3-Experienced Talent
Consider alternative channels of talent for that hard to find middle talent:
• Military and Veterans
 Strong value proposition for veterans
 Contact nearby military base transition centers
 Partner with an agency that has credibility within active duty community.
Examples include;
 Recruit Military
 Orion
 Lucas & Associates
 Military.Com
 Military pays for final move, allows for consideration of talent not currently
in your local market!
 Tax credits at both federal and state level
• Temporary labor conversion to permanent hire
Tip: Whatever the channel, ensure your new employee has a good onboarding experience
© 2015 Trane | 7
Best Practice #4
Cultivate your Employer Brand via Social Media
• Glass Door….




Current Employees
People that have interviewed
Work conditions
Reviews of management and CEO
• Linked In (Most salaried employees will have an account)
© 2015 Trane | 8
What does Glass Door say about you?
© 2015 Trane | 9
Agenda
• Attracting the right Talent





Call to action! The labor market and employee demographics
Partnering with local technical schools
Employee referral programs
Alternative talent channels
Social Media
• Retaining and Engaging Talent




Start with culture
Setting and measuring performance expectations and standards
Employee engagement
Outcomes
© 2015 Trane | 10
© 2015 Trane | 11
Best Practice #1
Culture is King – Create an environment that encourages everyone to work
their best, and top talent will come knocking at your door.
•
•
•
•
Define what you want your culture to be – not necessarily what it is today
Culture should reflect your values and expectations
Focus on strong points not your weaknesses
Constantly reinforce at every opportunity
 Formal communication – town halls, e-mails, mailers
 Informal communication – recognition and feedback
• A company culture will help you attract early talent
• Culture is modeled behavior – it is set at the top
• Tells the ‘story’ of your strategies and how employee support it.
Tip - Hire to your to build your culture - It’s companies that think about hiring
warm bodies to man posts as opposed to hiring people to take care of
customers that are destined to fail.
© 2015 Trane | 12
Examples of business culture
© 2015 Trane | 13
Best Practice #2
Establish a Performance Management process
for ALL levels of the organization
• “What gets measured gets done”
• Aligns resources to common outcomes


Day to day activities
Strategic initiatives
• Objectively identifies and allows for
•
•
•
•
differentiation of high performers
Very strong correlation to retention of best talent
Standard processes drives common language
No surprises – people understand expectations
Enforces consistent performance guidelines –
halos and horns
Tip - Frequently
measure and give
feedback
•
•
Publically recognize good
performance and support
of company culture
Privately discuss
opportunities for
improvement
© 2015 Trane | 14
Best Practice #3
Develop an approach toward
Employee Engagement
•
•
•
•
•
You are 2/3 of the way there with an established
culture, performance management process and
development planning
Hold your people leaders accountable for driving
engagement
According to Gallup the No. 1 reason people quit
their job…”People leave managers not
companies”*
Companies with engaged employees boosted
operating income by 19% - companies with the
lowest percentage of engaged employees, saw
operating income fall by 33%**
Multiple survey providers – Gallup, Kenexa, HR
Solutions – can even create your own.
Tip – Driving engagement does not need to be onerous,
but there are some tools that can help.
•
•
•
•
•
source: AOL news
** Towers Perrin
Image from HBR “The Impact Of Employee Engagement on Performance”
Love ‘Em or Lose ‘Em Getting Good People to Stay – by Beverly Kay and Sharon-Jordon-Evans
Carrots and Sticks Don’t Work – Paul Marciano
© 2015 Trane | 15
Reference material
© 2015 Trane | 16
What you can expect….
Some results that we have experienced
•
•
•
•
•
•
•
95% retention of key talent
Improved brand recognition when doing campus recruiting
Cohesive story to tell potential recruits
Significant productivity improvement
Reduced first-year attrition in one critical role from 40% to 20%
Improved pipeline of talent
Feedback from employee express that they better understand company
strategy and how their work supports business goals
• Proven link between Employee Engagement and Customer Satisfaction
scores
• Reduced time to fill open roles
© 2015 Trane | 17
Workshop Survey
Tell Us How We Did!
Please go online now and fill out the survey. You will
complete a survey for each workshop you attend.
Link to survey
http://irco.az1.qualtrics.com/SE/?SID=SV_9LauROO2dnkarPL
Reminder
Email Photos from event to:
[email protected]
© 2015 Trane | 18