Transcript Attracting and Retaining Talent It’s a War Out There! Carol Metzner The Metzner Group, LLC Executive Search Consultant with 27 years of experience.

Attracting and Retaining Talent
It’s a War Out There!
Carol Metzner
The Metzner Group, LLC
Executive Search Consultant with 27 years of experience recruiting
technical, management and marketing professionals exclusively within
the A/E/P marketplace across North America
The Metzner Group, LLC established in 1989
Our associates consist of industry specialists, with a unique combination of
business and consulting experience
Successfully completed searches for upper level management positions in
both small, private firms and large, publically held companies; understands
unique needs of a variety of firm cultures
Served as an industry expert and judge for CE News, Structural Engineering
News and Architecture publications’ “Best Firms to Work for Contest(s)”;
conducted recruiting presentations to industry associations such as ITE,
regional sections of ASCE and NSPE Human Resources Roundtable
CivilEngineeringCentral.com – co-owner, established in 2007
Matt Barcus
Precision Executive Search, Inc.
Executive Search Consultant with 17 years of experience recruiting
civil engineering professionals and executives across the U.S.
Areas of specialty include:
• Transportation (Highway / Transit & Rail / Aviation)
• Water/Wastewater
• Municipal/Public Works
• Land Development
Precision Executive Search established in 2001
Examples of successfully completed searches in 2013 include:
• VP of Civil Engineering, Partner/VP of Business Operations
• Regional Civil Engineering Manager - Great Lakes/Upper Midwest
• Office Director and Corporate Technical Director-Water/Wastewater
CivilEngineeringCentral.com – co-owner, established in 2007
LET’S TALK ABOUT:
What is Happening With Your Staff Today
Five Methods to Help Attract Top Talent
Mastering the Art of the Interview
Six Methods to Retain Top Talent
SECRETS
"Having the most talented people in each of
our businesses is the most important thing.
If we don't, we lose.“
Jack Welch while CEO of GE
74
Percentage of staff
searching for a new
job or open to new
opportunities
65
Percentage of
employees who
report feeling less
than fully engaged
4.6
Median number of
years that a salaried
employee stays with
an employer
Five Methods To Attract Top Talent
•
•
•
•
Visibility of company and staff in the industry / marketplace
Successful, happy and engaged employees
Satisfied clients
Social media
o Great examples
• Executive search services (internal and external)
Mastering the Art of the Interview
Process
• Well planned
• Well communicated
• Well defined
Sales
• Roll out the red carpet
• Great listening
• Personalize the close
Six Methods To Retain Top Talent
•
•
•
•
•
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Develop and implement onboarding program
Allow and encourage feedback at all levels
Utilization of talents and skills
Making staff feel valued
Provide opportunities for training, development and advancement
Deliver what was promised: truth and responsibility
• Does the management team and staff have a clear understanding
of what the company is and where it is going?
• Does the company know the type of person they want to hire?
• Is there a clear, agreeable and realistic expectation of the position?
• Is the management style and team culture conveyed during the
interview process?
Carol Metzner
[email protected]
www.themetznergroup.com
www.linkedin.com/in/civilengineeringrecruiter
www.twitter.com/themetznergroup
Office: 301-293-4206 Mobile: 240-357-0033
Matt Barcus
[email protected]
www.precision-recruiters.com
www.linkedin.com/in/civilengineeringrocks
www.twitter.com/Matt_Barcus
Office: 610-705-4942 Mobile 610-636-7474
Appendix 1
Questions to Ponder
Think of the last time you had an
opportunity to leave for another firm
If you left, why?
If you stayed, why?
Appendix 2
Presentation Content
5 METHODS OF ATTRACTING TOP TALENT:
A recent survey of 140 different companies conducted by the Aberdeen Group identified that
57% ranked Talent Acquisition as their top Human Capital Management priority.
Visibility in the marketplace / industry. It is important as a consulting A&E firm that you make
yourself visible in the circles you travel. Do your best to make sure that some of your key
employees, as well as those that you have identified as future leaders, are active in the local trade
associations. Encourage them to head committees, author papers, and speak at conferences. When
invited to client functions, or events where clients will be sure to be present, make sure your firm
is well represented. When specific high profile or challenging projects are completed, author and
distribute a press release. These are just a few ways that your firm can become better known and
respected, and will keep your firm “top of mind” for many professionals in the industry when they
begin considering potential new employers.
Successful, happy, engaged employees. Eighty-five percent of employees consider themselves
“highly engaged” in those companies categorized as “Best-in-Class,” according to a recent
Aberdeen report. Employees who are highly engaged are challenged and are using their skills and
abilities on a regular basis. These employees leave their office most days happy and satisfied as a
result. Successful, happy, and engaged employees who make themselves visible in the
marketplace as mentioned above are then able to attract top talent who they associate with.
Satisfied clients. Satisfied clients can be a great resource for attracting top talent. The obvious
connection is that when you have a client who may one day aspire to leave his/her current role,
your firm will be one of the first firms he/she approaches based upon the positive experiences they
have had with you. Additionally, they make a great networking resource. When searching to fill a
key role in your organizations a satisfied client with whom you have a strong relationship may be
willing to refer to you strong candidates from other organizations that they have been impressed
by. It’s tough to beat a referral from a client that you enjoy doing business with!
Social Media. A well thought out and well executed social media plan engages both
active and passive candidates who are evaluating who their next employer may be. A
company with an active social media presence on the likes of LinkedIn, Facebook, and
Twitter allows potential employees to get a taste of your company before even
considering an active opportunity; it allows them to envision what it might be like
working for your company. Blogs, whitepapers, technical papers, company news,
promotions, project spotlights, speaking engagements, etc are just a few examples of the
types of postings that can be contributed to a social media campaign. An effective social
media campaign, believe it or not, can be managed very easily on a weekly basis in just
a couple hours per week.
Utilizing internal / external executive search services. Finding an experienced
executive search consultant, either in-house or externally, who specializes in your
industry niche can be an invaluable asset for your company when it comes to attracting
and recruiting key employees. As you know, the person you are looking for is likely not
out actively pursuing a new opportunity; they are too busy being successful with their
nose to the grindstone! An experienced and successful search consultant in your
industry will have hundreds or thousands of contacts to actively recruit or network with,
exposure that you likely do not have. For the larger firms, or those small-to-mid-sized
firms who are geared up for significant organic growth, a dedicated in-house
professional focusing their efforts on talent acquisition is critical. While your executive
team is focusing on the business operation, developing clients, and driving revenue, an
experienced professional dedicated to the art of talent acquisition can be a key
component to capturing top talent.
MASTERING THE ART OF THE INTERVIEW:
Many managers and executives will identify the tasks of recruitment and hiring as frustrating and
time consuming. This type of attitude often leads to a “fly by the seat of your pants” hiring process
and impulse hiring. A study conducted by John Hunter of Michigan State University indicated that
the typical employment interview is only 57 percent effective in predicting subsequent success. This
is only 7 percent better than flipping a coin! With a defined and fully executable hiring plan in
place you can expect a much more effective hire!
A well planned, well communicated, well defined process. If your company does not have a Best
Practice for what their interview process looks like you are likely to lose out on landing those key
players that could be an integral part to the future success of your company. Arriving at your office on a
Tuesday morning and looking at your calendar only to remember that you have an interview midmorning with a candidate that you are considering for an important vacancy in your company, and then
just “winging it” because you are unprepared is unacceptable. You only have one time to make a first
impression, right? A well planned interview process will include the following elements:


An understanding by all of those involved in the interview process of the role that the candidate is
being interviewed for, and the flexibility of the role based upon the strengths and weaknesses of the
candidate.
Managers having some sort of interview training ahead of time. Managers need not only be able to
assess technical abilities, but also interpersonal skills, coachability, and culture fit, just to name a
few. According to a study by Leadership IQ, 46% of newly-hired employees will fail within 18
months, while only 19% will achieve unequivocal success. But contrary to popular belief, technical
skills are not the primary reason why new hires fail; instead, poor interpersonal skills dominate the
list, flaws which many of their managers admit were overlooked during the interview process.
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Paint the picture / tell a story. Identify a current employee that has risen through the ranks of the
organization and allow the candidate to envision that same kind of success for themselves.
Make a compelling statement with your offer letter. A compelling offer letter that raises the level of
excitement for the candidate is another piece to the puzzle. Rather than changing the name, title, and
salary in your corporate offer letter template, mentioning your great benefits, and concluding with a final
paragraph stating that your firm exists in a “right to work” state and that you can eliminate their job at
any time, try sculpting a letter that is personal and reflects upon the nature of the discussions that
occurred during the interview process. Reflect upon the candidate’s past accomplishments, current
talents, and future career path with your organization. Taking a little extra time to do this will make the
candidate feel welcome, it will show you care, and will further validate their decision.
RETAINING TOP TALENT:
In 2012, SHRM surveyed Human Resources Executives from over 480 organizations in order to
discover their top challenges over the next 10 years. More than one-half (59%) ranked “Retaining and
Rewarding the Best Employees” as their top challenge.
Develop and implement an effective on-boarding plan. First impressions go along way and there is
nothing worse than having a new employee go home after their first day on the job completely frustrated
because of the lack of organization and preparation that was evident throughout the day. New employees on
their first day of work are 100% committed, excited, and loyal. Over time that percentage goes down, and
this is natural, but to have that percentage drop the first day is bad news, especially since it could have been
prevented with a little bit of preparation. Make sure their desk or office is ready; make sure business cards
are on the desk; make sure their computer and email is properly functioning; take them out to lunch; formally
introduce them to other staff members; assign them a company mentor. These are just a few ideas that
properly put in place can go a long way in starting off on the right foot.
Allow and encourage feedback at all levels in all things. The ability to provide regular feedback,
and in turn, receive feedback, plays a critical role in the successful development of employees.
Feedback of course should not always be critical, but it can also involve the discussion of a job well
done or the suggestion of redirection in order to get back on the right path. Feedback can be either
formal or informal, but it should be honest. Feedback should also be a conversation that allows for
some back-and-forth to determine the best approach to the situation; and in most cases it should not
be a “my-way-or–the-highway”monologue.
Allow employees to use all of their talents and skills. In a 2012 SHRM study of over 600
employees found that their opportunity to effectively use their skills and abilities was the top aspect
of job satisfaction most important to them (63% responded with this as their top aspect). That said,
it is important that you not only have a strong understanding of the individual talents and skills of
your employees, but that you continue to challenge them as well.
Employees want to be valued. Letting employees know they are valued takes some dedicated
planning and attention, but it certainly pays off. There are many different avenues to let employees
know they are valued, here are a few suggestions:
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Project teams or departments are often recognized, but do not forget individual recognition.
When employees provide feedback or suggestions, do not ignore them, but rather respond
honestly and/or take action.
Show respect; treat people the way you would like to be treated.
Often times employees feel as though they are “just a number” or just a “cog in a wheel;”
make sure you take the time to really get to know them and make time simply for casual
conversation. This will build a deeper sense of trust, loyalty, and care.
Help your employees achieve their professional goals. Self initiative is a key component
when reaching for ones goals, but in order for you to achieve your professional or company
goals, you are going to need to lean on the success of those below you as well. If you want
them to invest in your success, you have to return the favor.
On-going training and development opportunities. Professional development, motivational speakers,
software training, professional coaching, brown-bag lunch-n-learns, and certification training are all great
examples of ways that you can challenge your employees in their career. Not only does this challenge your
employees and keep them on their toes, but it inspires them and allows them to bring new skills and abilities
to the table. Training and development opportunities helps keep employees engaged, and also adds to the
value of your company. Additionally, allowing your current and future leaders to facilitate training sessions
themselves lets them know you value their experience and the talents they bring to the table.
Deliver what was promised. Take good notes during the interview and review processes, and then be sure
to check them regularly and take action. Competition for the best talent in the market place can be brutal,
but telling people what they want to hear only to end up not delivering in the end will lead to a another
vacant office or cubicle. If you are not able to develop a strong level of trust between yourself and your
employees they will undoubtedly take their talents elsewhere.
Appendix 3
Examples of Offer Letters
Sample Offer Letter 1: Poorly Written
November 4, 2002
Mr. Mike Jones PLS
123 Somewhere Street
Anywhere, MD 21773
RE:
Employment Offer
Dear Mike:
This letter will confirm the items discussed during our meeting on Monday, November 04,
2002. ABC & Associates has offered the following position to you:
Title:
Anticipated Start Date:
Salary Classification:
Payroll Rate:
Office Assignment:
Division:
Reports To:
Project Manager - Surveying
To Be Determined
Salaried, Exempt
$ 2307.70 per pay period, paid bi-weekly
Chicago, IL
Civil
Tim Miller, P.E., Partner
Physical Exam/Drug Screen: To be completed prior to the first day of employment.
Employment is conditioned on your ability to successfully complete the company’s preplacement physical exam, which includes a drug screen. The exam will be administered at
our expense. An authorization form will be forwarded to you, upon acceptance of this offer.
Response to Offer:
Requested by end of the business day on Wednesday,
November 6, 2002. ABC & Associate’s offer is withdrawn after Wednesday, November 6,
2002.
Benefits & Policies:
Listed in the ABC & Associates Employee Handbook, last
published October 29, 1999 (including benefits supplement) and provided to you during
our meeting on November 4, 2002.
Other:
1. Accelerated Vacation accrual as follows:
5 days upon reaching 6 month anniversary
10 days upon reaching 1 year anniversary
Vacation schedule then resumes as published.
Reimbursement for the rental of a U-Haul type vehicle to cover moving
expenses incurred on your moving day.
This letter is intended to provide an overview of wage and benefits offered to you and in no
way should be considered a contract or guarantee of employment.
A comprehensive new-hire orientation is arranged during the first week of employment to
show new employees around the office and to meet with several other staff members to get
a broad range of company information.
In the event questions arise please feel comfortable in contacting me directly. We look
forward to hearing your response to our offer.
Sincerely,
Sally Smith, PHR
Human Resources Manager
SAMPLE OFFER LETTER 2: Compelling
June 12, 2003
Mr. John Smith
2023 Anywhere Lane
Atlanta, GA 12345
Dear John:
One of my objectives as president has been to put in place those strategies and people that
will continually leave ABC stronger and more competitively fit than it was when I started
my term. As I have identified each strategic hire needed to propel the company toward its
vision, I have looked for a combination of visionary thinking, strong interpersonal and
communication skills and outstanding competence in the candidate’s specific area. The
process of building our Washington office has been guided by careful market analysis
coupled with the strategic selection of its key staff.
Identifying the right person to establish and grow the engineering practice not only in the
immediate Washington, DC area but throughout the Southeast is critical to its long-term
success and I have not taken this responsibility lightly. After careful review of several
candidates and with a great deal of thought and input from my closest advisors, I am
pleased to extend to you the invitation to join our firm as Senior Vice President
Operations for our Washington, DC office.
Recognizing the depth of our commitment to have you on board, I have crafted a
compensation program that is a little “outside the box” to ensure that it meets your
concerns and will, near future, ensure that making the move to our firm now is financially
worthwhile.
Position:
Director of Operations-Washington, DC. In this capacity, you will be
responsible for all focus areas as discussed with you in previous meetings with a detailed
summary of duties and responsibilities to be developed with your input during your first
month on the job.
Reports to:
National Market Sector Leader – Transportation for design, staff
development and marketing issues; Managing Principal – DC for operational issues.
Proposed Start date: Your official start date will depend on your resignation response
from your current employer, and we recognize that “loose ends” with previous
commitments may need to be addressed during the weeks ahead. It would be our hope,
however, that your start date could be on or before August 4, 2013.
Base Compensation: Starting base salary of $xxx,xxx, paid bi-weekly, as well as a
signing bonus of $xx,xxx to be paid in conjunction with your first paycheck. In addition,
you will be eligible for the following benefits:
•
ABC will provide a parking pass for your use within its existing building.
(This is NOT a standard benefit and we request that you keep this issue confidential.)
•
We will provide you a signing bonus with your first paycheck such that
after taxes and withholdings you can cover your healthcare premiums with your current
provider until you are eligible to participate in ABC’s health care program for the
Washington office which is currently provided by AAA Medical Services, Inc.
(AAAMSI). Dental insurance is available at an additional charge.
•
Eight paid holidays per year
•
25 paid PTO (Personal Time Off) days. (This is outside of our standard for new
employees and we ask that you keep this confidential as well).
•
Group Life Insurance of up to $150,000
•
Group Long-Term Disability insurance coverage.
•
You will be eligible for a salary review by the Market Segment Leader for Transportation
and Managing Principal -DC six months from your date-of-hire. This is outside the company standard of
one year from date of hire.
Relocation Assistance:
ABC will provide up to $xx,xxx in direct moving assistance. In addition,
we will provide a temporary housing allowance for you as you finalize your house search for up to three
months or $x,xxx, as well as the cost of two additional house-hunting trip for you and your wife during
the interval in which your offer is accepted and your start date.
Annual Bonus:
As was explained to you in greater detail, as a key individual involved in
the overall management of the office, you will be eligible to participate in the firm’s incentive
compensation program. Recognizing that you will be forfeiting the bonus part of your salary at DEF Inc.
by joining us at this particular time, we are prepared to guarantee you a minimum first year bonus of
$xx,xxx.
Ownership: The minimum waiting period for new hires to be considered for ownership of any kind in
our firm is two years from date of hire, with no exceptions. Because of our belief in you and your
abilities, you will be to become a shareholder as soon as you have ________________.
Automobile Allowance:
You will be provided a car allowance of $xxx per month. Insurance up to
$x,xxx per year will be included.
401(k)
Rollover of previously established company funds can be completed at day 31 of
employment. New employees are able to participate in the company’s 401(k) program in the first quarter
following 1 year of employment. As a policy, the company matches $.25 on the dollar up to 6% of
annual income but reserves the right to exceed that figure based on company profitability.
Bereavement Leave:
The firm provides up to three paid days of leave following the death of
parent, guardian, spouse, child, mother-in-law, father-in-law, or sibling.
Tuition Reimbursement:
After one year of continuous service with the firm, tuition reimbursement
is available on a graduated percentage method based on length of service. (There is a payback required
to the firm if resignation occurs within 24 months of receiving reimbursement.)
Technology:
The firm will provide a lap-top and cell-phone for your use.
Memberships: ABC will maintain memberships that you deem necessary for the effective performance
of your responsibilities which will be discussed with and approved by the managing principal.
Jury Duty:
All time involved in serving in a juror capacity will be counted as paid leave. In
addition, the employee may keep any juror compensation he/she receives.
Severance Package:
In the event your employment is terminated for a decline in general
business conditions within two years after leaving DEF to join ABC, your base salary will be
guaranteed for three months from your date of termination.
I have tried to accurately reflect all your concerns and the firm’s standard benefit programs in this offer
as well as to provide the most attractive compensation package within the parameters of other similar
salaries within the firm.
We respectfully ask that you keep details of your personal compensation package confidential. I know
that all of those who have met you during the last five months are tremendously excited about the
possibility of you joining our firm and working hand-in-hand with us transitioning ABC into a strong,
national force in the years ahead.
Sincerely,
James R. Jones, PE
Chief Executive Officer