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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:

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Share a hiring horror story

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Select the best story to share with the rest of the workshop.

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When called upon, share the story your group selected

Recruiting Partnership

HR

High Quality Candidates

First line leaders

Suggested Roles and Responsibilities

Role/Responsibility

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)

HR Mgr

Suggested Roles and Responsibilities

Role/Responsibility

HR Mgr

Recruiting Modes

Crisis Recruiting When you need people ‘yesterday’

When should you be recruiting new employees?

ALWAYS!

Proactive Recruiting Recruiting even when you don’t have a position to fill

Hire Hard, Live Easy, Hire Easy, Live Hard

Right Candidate “Types”

Active

Needs a job Aggressively looking

Semi Active

Wants a better job Looking sometimes

Passive

No desire for new job Don’t call

Semi Passive

Skills/Tenure or Accomplishments Skills/Tenure

Have 10 years experience Have good planning skills Good problem solver

Accomplishments

Increased client x account by 15% in one year Submitted strategic plan in 90 days and hired 3 people Worked with dept. x to eliminate processing bottleneck

See additional examples in your workbook

First, Know Your Needs Using the B.E.S.T. Concept

B ehavior How one acts reacts to specific or reacts to specific circumstance through s performance, actions, and conduct E ducation The carries with him/her knowledge one carries Demonstrated with him/her and certificates

• • •

Examples: Expressing one self clearly Meeting project deadlines Calm under pressure

• •

Examples: Master of Science in Hydrology HazMat Certificate action S kills The ability to knowledge into put knowledge into action through activities and assignments

• • •

Examples: Technical writing Accurately inter prets lab results Proficient in Excel and Access T raits Characteristic define someone’s s that define someone’s personal nature Examples:

• • •

Accountability

•

Integrity

•

Enthusiasm Optimism Collaborative

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.

Behaviors by traits.

– describes how a person acts or reacts. Behaviors are often dictated Traits – character istics that define a person’s nature; this might include integrity, honesty, accountability, etc.

Exercise – Behaviors and Traits

(continued)

– Report back: • Traits • Corresponding behavior(s) – What discussions did you have around this topic?

– Were there differences of opinion of: • Definitions of traits • Behaviors that might demonstrate a particular trait – Why is this exercise important? How can it help you in the recruiting and hiring process?

Developing a B.E.S.T. Profile

– If you want to select superior people, first define superior performance • Define the job in general terms • Create 6-8 prioritized performance objectives to clarify expectations • Define 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

Exercise - B.E.S.T Profile

1. Break into groups of two or three 2. Select a position for which you are hiring (or could be hiring in the future) 3. Use the B.E.S.T. Profile to prepare to staff for this position.

• • List 6 – 8 performance objectives Make a list of the behaviors and traits, education, and skills that you will be looking for 4. Be 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 forecast – Basic planning process equivalent to budget, product, sales forecast – Organize team around prioritized needs – Develop long-term sourcing strategy (proactive vs. reactive) – Integrate HR, line, divisions, functions, etc.

Building your Talent Pipeline

Link with your brand Develop long term strategy Address short term needs

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 culture In other words,

“You don’t have an Engagement problem, you have a Selection problem.”

Do you know why people work for your company?

What is your Employer Value Proposition?

Your Employer Value Proposition

What you do Why you do it

Brand Who You Are

What do these companies have in common?

Brand Who You Are

Tri-branding

Know Who You Are

The Holy Grail of Branding

Brand Awareness Brand Knowledge Brand Believers Brand Deliverers

Exercise – How can others recruit for you?

Employees Clients

Knowing Your Brand Allows You To Design The Right Recruitment Message

Employee Referral Program (ERP) 69% of employers say they have a formal employee referral program 26% of external hires are generated from employee referrals 82% of employers rated employee referrals above all other sources for generating the best ROI 88% of employers rated employee referrals above all other sources for generating quality new hires

2010 CareerXRoads Sources of Hire Study

Employee Referral Program (ERP)

Listen to employees Track successes Communicate progress

Ongoing evaluation

Encourage social media Their motivations

Employee involvement

Improvements Overall program Who’s eligible?

Generations Keep it simple Demonstrate how Positions available

Education Appropriate incentives

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.

• • •

Remember the Generations

We have four different generations working

Traditionalist

side by side in the workplace

Gen Y (4.7%)

– Traditionalists – 1922 – 1945

(24.7%) Baby Boomer

– Baby Boomers – 1946 - 1964

(38.6%)

– Generation X – 1965 - 1980

Generation X (32.1%)

Remember the Generations

• • • • • •

Traditionalist

Born 1922 – 1945 Conformity Stability Upward mobility Security Respects authority • • • • • •

Generation X

Born 1965 - 1980 Free agency and independence Street smarts E-mail Cynicism Work/life balance • • • • • • •

Boomer

Born 1946 - 1964 Personal and social expression Idealistic Questions authority Materialistic Workaholic • • • • •

Gen Y (aka Millennials)

Remember the Generations

• • • • • •

Traditionalist

Born 1922 – 1945 Conformity Stability Upward mobility Security Respects authority • • • • • •

Generation X

Born 1965 - 1980 Free agency and independence Street smarts E-mail Cynicism Work/life balance • • • • • • •

Boomer

Born 1946 - 1964 Personal and social expression Idealistic Questions authority Materialistic Workaholic • • • • •

Gen Y (aka Millennials)

Remember the Generations

Social Media and Recruitment

• • • • • • 800 million Users Average user has 130 friends Average user spends 5-6 hours per week on site 75% of time spent on social networking sites is spent on Facebook Use of mobile devices is the highest growth area Mobile users are 2x as active on site © The Employee Engagement Group 2011 All Rights Reserved

How to Recruit on Facebook

• • • • • 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 applications Create a Facebook Page Post on Marketplace • Pay Create a Facebook Ad – Targets specific audience; you pay based on hits © The Employee Engagement Group 2011 All Rights Reserved

Social Media and Recruitment

• • • 135 million users (2 new users every second) Has become a powerful recruiting tool – Employers can post jobs – Employers can search for passive candidates – Candidates can get company information – Pictures can help identify under-represented groups – Some employers are looking at candidate profiles to get more information Balanced user demographics: – 18 – 24 (21%), 25 – 34 (36%), 35 – 54 (36%), 55+ (7%) © The Employee Engagement Group 2011 All Rights Reserved

How to Recruit on LinkedIn

• • • • •

For Free:

Build connections to people you already know – former 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 LinkedIn Use 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.

How 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 job Sign up for LinkedIn Talent Finder © The Employee Engagement Group 2011 All Rights Reserved

Social Media and Recruitment

• • • Fastest growing social network ing site Currently 62 million users + Reached 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

Twitter Trivia:

Who is the most followed person on Twitter?

Lady Gaga

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 hires Twitter 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

How to Recruit on Twitter

• • • For Free Tweet Your Job Opening Use Hash Tags #MechanicalEngineer Ask your employees to tweet openings (reinforce your employee referral program as an incentive)

How to Recruit on Twitter

• Zappo's CEO Tony Hsieh …

How to Recruit on Twitter

Social Media and Recruitment

• •

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)

How do you use it for recruiting?

Social Media and Recruitment

• • • • • •

Miscellaneous Social Media Statistics

Woman are more active than men (55% - 45%) Social media users dine out more than others 57% of people talk to people more online than they do in real life 15% 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 © The Employee Engagement Group 2011 All Rights Reserved

And the Resumes Roll In . . .

How do you decide which candidates to interview?

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Resume Screening

Cover letter

• Content (personalized, well organized, clear, addresses job) • Aesthetics (easy to read, visually appealing, professional) −

General qualifiers

• Content (career objective, accomplishments, dates and sequences match) • Match with B.E.S.T. Profile criteria − “Yellow” flags • Items that make you ask questions about the person’s qualifications / fit • Avoid eliminating based solely on yellow flags; view them simply as areas that require further probing −

Hard-to-fill positions

Resume Screening

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Exercise - Screening Resumes

Part 1 Make a list of what you look for when 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 flags • Other information that might impact your opinion – Record your answers; be prepared to discuss your findings © 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

Sell the company

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 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?

Selecting and Hiring Engaged Employees

Eight Steps to B.E.S.T. Interviewing

1. Link with B.E.S.T. Profile 2. Develop questions and evaluation criteria 3. Conduct phone interview 4. Prepare for the face-to-face interview 5. Hold face-to-face interview 6. Select the “best fit” candidate 7. Conduct reference checks 8. Extend offer © 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?

2. Develop B.E.S.T. Questions

• • Link to your B.E.S.T. Profile Behavioral questions help get at behaviors and traits

“Past performance in the same or similar work is the single most reliable predictor of future performance”

Exercise – Developing B.E.S.T. Questions

1. Use the Candidate Evaluation Form 2. Write at least one behavior, one trait, and one performance objective from your B.E.S.T. Profile in the appropriate columns 3. Weight each category using the weighting system 4. Develop questions for each behavior, trait, and performance objective 5. Be prepared to discuss your results

3. Conduct Phone Interview

• • • • Use the Telephone Interviewing Tips Objective is to determine candidate’s match with the B.E.S.T. Profile, their knowledge about the company, and to articulate relevant experience ability Describe the position to the candidate Listen 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

3. Conduct Phone Interview

– 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

“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?”

4. Preparing the Face-to-Face Interview

• • Decide who should interview each candidate (select “positive” people!) – Remember that more is not necessarily better Define roles of the interviewers • – Who should cover what topics and ask which questions Coordinate times and dates © The Employee Engagement Group 2011 All Rights Reserved

5. Hold Face-to-Face Interviews

• • • Schedule the interviews and interviewers Review your interview questions on the Candidate Evaluation Form Review Why [company] a Great Place to Work © The Employee Engagement Group 2011 All Rights Reserved

5. Hold Face-to-Face Interviews

5. Hold Face-to-Face Interview

• • • • Close the deal Create supply and demand to keep pay competitive Gauge the interest level the candidate has in the company Express your enthusiasm if you are CONVINCED the candidate is “the one” – but don’t make any promises THANK them for their time!

• • •

6. Select “B.E.S.T. Fit” Candidate

Obtain input of ALL who participated Base decision on an objective weighing of all Candidate Evaluations Don’t settle for mediocrity

“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!”

• • • However, don’t wait for the “Perfect” candidate Is there a contingency plan if top candidate rejects?

Is there a place in the company for #2 (or 3 or 4)?

7. Conduct Reference Checks

• • • • • Use the company’s Reference Form Strong candidates have strong references Client references are the best assess ments of how well candidate works with clients Ask for verification of strengths / development areas (‘Tell me about a time. . .’) Networking provides the best references!! © The Employee Engagement Group 2011 All Rights Reserved

8. Extend Verbal Offer

• • • • Involve HR – Don’t make promises you can’t keep Make [company]’s best and final offer “Recruiting is selling” – reiterate: – “Employer of Choice” culture – Why [company] is a Great Place to Work Essential to keep recruiting until person arrives on the job © The Employee Engagement Group 2011 All Rights Reserved

8. Extend Written Offer

• • • •

If Candidate Accepts:

8. Extend Offer

You’re Not Done Until the New Hire is in the Door!

• • • • Continue to sell the company Stay in contact with candidate / employee Candidate is vulnerable to counter offers • There is often second-guessing and re-evaluation occurring You have opportunity to reinforce new hire’s decision Exercise: What ideas do you have to stay in touch with the new hire?

Protecting your Investment

Visible Cost: 15-30% Separation Recruiting / Hiring Orientation Training

“Turnover costs can reach 150 – 250% of annual salary” The Cost of Employee Turnover

- William Bliss

Statistics from Deploy Solutions: The Calm Before the Storm,

Hidden Cost: 70-85%

Lost expertise Lost productivity of other employees Opportunity cost of vacant position Learning curve of new hire

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Keys to Maximizing Retention

Continue to focus on developing your staff – Accelerate promotions for Investment and High Potential Core employees – Reward and recognize – Communicate, communicate, communicate – Conduct “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?

Retaining the Generations

Preferred Communication Leader Motivation • • Rewards • Boomer Personal interaction, meetings, phone calls Leaders who get them involved and show them how they make a difference Seek personal appreciation and recognition • • • Generation X Voice mail, e-mail • Generation Y Instant communications Allow them to get the job done on their own schedule (even if unorthodox) Free time, upgraded resources, bottom line results, development opportunities • • Connect their actions to personal and career goals Awards, 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 schedules Flexible work schedules – assign a task and they will get it done Frequent, accurate, specific, and timely feedback to build skills and improve their resume • • • • Provide flexibility to allow them to pursue outside interests Get them involved in meaningful volunteer efforts Pair 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.

Ongoing Engagement Needs

1 Time to ‘re-engage staff’ Consider conducting ‘Stay Interviews’

Source: Wright Associates

2 3 4 Years of service 5 6 7

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’ Questions

Can you think of others?