recruitment and retention: a primer for the millennium dr. linda duxbury, professor, school of...

Recruitment and Retention: Recruitment and Retention: A Primer for the MillenniumA Primer for the Millennium

Dr. Linda Duxbury,

Professor, School of Business, Carleton University

[email protected]

Outline of the TalkOutline of the Talk

Recruitment 101 Retention 101 Ways forward

Demographics 101Demographics 101

Overview of past 50 years:– The war, return of the veterans– The GI Generation (born during WWII)– The Baby Boom (1947 to 1964)– The Baby Bust (Generation X) (1964 to

1972)– The Echo Boomers (Nexus) (1972 to 1995)

• 42% the size of the boomer cohort

Why The Sudden Interest in Why The Sudden Interest in Recruitment andRecruitment and Retention?Retention?

Getting and keeping good employees critical issue now because two factors coming together at exactly the same time– The number of retirements increasing– Pool from which one can recruit “new” workers

(especially highly skilled knowledge workers who can work horizontally) is shrinking

Tightest labour market since the ‘50s– A sellers market not a buyers market

Age profiles of Federal Public Service Age profiles of Federal Public Service (FPS) and NFP sectors means they (FPS) and NFP sectors means they

have more to worry about!have more to worry about!

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35 or less 36 to 45 46 or older

FPS Private NFP

Recruitment andRecruitment and RetentionRetention No longer enough to talk about being good,

need to be good Competition not just within Canada Projections are will last 10 to 20 years! Forecast since 1987 (book entitled

Workforce 2000) but …. few companies have done anything about it

Cannot separate the issue of recruitment from retention

Recruitment and RetentionRecruitment and Retention Need to understand key generational

differences in order to both attract and keep good employees– The blessed, the stressed and the ignored

Need to understand:– What employees want from a job– What employees want from their boss– What they will do if their organization or

their boss “does not deliver”

The GI GenerationThe GI Generation

Formative Influences– Stock market crash and great depression– The “new deal”– World War II – The Atomic Bomb– Post War Reconstruction


Core Values– Cautious– Self sacrifice and deferral of rewards– Build for a better future– Religiosity– Black and white world view– Traditional– Nostalgic– Deferent to authority– Team work


Work Values– Loyalty– Dependability– Persistence– Hard Working– Wisdom and experience over technical

knowledge– Authoritarian

The Baby BoomersThe Baby Boomers Formative Influences

– The “Atomic Age”– Large demographic cohort– Economic prosperity– Child-friendly culture– Civil rights movement– Assassinated American figures– Communist threat (Asia, Russia, Cuba)– Birth Control Pill– Lunar Landing– Vietnam War– Rock and Roll

The Baby BoomersThe Baby Boomers

Core Values– Optimism– Entitlement– Self-fulfillment– Non-conformist– Experimental– Objective sense of right and wrong

The Baby BoomersThe Baby Boomers

Work Values– Workaholic– Acceptance of stress– Team-oriented– Importance of title/status symbols– Demanding of respect and sacrifice from

sub-ordinates

Generation XGeneration X Formative Influences

– Economic recessions– Anti-child society– Stagflation– AIDS– Nuclear threat– Environmental deterioration– Personal computing– Being in the wake of the baby boom– Government cutbacks and deficit– Rap music

Generation XGeneration X

Core Values– Comfort with technology– Adaptiveness to change– Pragmatism– Non-traditionalism– Acceptance of diversity– Confidence and self reliance– Immediate gratification

Generation XGeneration X

Work Values– Working within the system– Sacrifice personal life for advancement– Dependent on close supervision– Dedicated to goal achievement– Desire for job security– Insecure– Desire to be recognized

Nexus GroupNexus Group

Formative Influences– Information technology– Child-focused society– Violence and terrorism– Gangsta’ rap


Core Values– Comfort with new technology– Adaptiveness to change– “Street Smart”– Subjective view of reality– Optimism– Diversity– Globally connected– Networking


Work Values– Independence and autonomy– Challenge seeking– Variety seeking– Entrepreneurial– Distrust of hierarchy and authority– Continuous development of skills– Lack of loyalty/unwillingness to commit– Work-life balance– Fun and communal workplace

Recruitment of “Nexus” GenerationRecruitment of “Nexus” Generation

We all want to recruit the “nexus” worker Characteristics of this Group

– Have bought into “no job security concept”• Nomadic• Don’t trust their employers enough to wait around

for rewards– Focus on happiness rather than money and success– Wants balance in their lives– Want jobs that are challenging, and fulfilling– Hate hierarchy want control, consultation, flexibility


People who are starting University this fall were born in 1982. This means– Bottle caps have always been screw top and

plastic– They have never heard of Atari– They have never owned a record player, never

played a vinyl album and don’t understand the expression - “you sound like a broken record”

– The CD was introduced when they were one year old


– Most have never seen a TV set with only 13 channels

• they have always had cable and remote controls

– They were born the year the Walkman was introduced by Sony

– Jay Leno has always been the host of the Tonight Show

– They have never heard: “wheres the beef?; “I’d have walked a mile for a camel” or “de plane, de plane”

– They don’t have a clue how to use a typewriter.

Recruitment of “Nexus” GenerationRecruitment of “Nexus” Generation What do you need to do to keep this

group happy?:– Vary their assignments– Teach them new skills– Coach and mentor them (manners)– Keep them in the loop– Tie praise for a job well done to a concrete

reward– Keep it fun– Reduce hierarchy

Retaining Nexus WorkersRetaining Nexus Workers Training remains important but it isn’t enough Younger employers are looking for an

employer who can provide:– Life long learning– Career development

They are looking for more than just a salary – they want a lifestyle– Focus on workplace wellness and healthy

workplaces– Focus on work-life balance

Recruitment and Retention of the Recruitment and Retention of the Knowledge WorkerKnowledge Worker

Type of worker that is key today is very different from worker that many managers are used to

Management structure often based on dated model of workers and what they want

Today we are managing more “Knowledge workers” who– Add value from what they know– Perform non-routine work– Who value autonomy and consultation

Old versus New WorkplacesOld versus New WorkplacesDeclining

The Bureaucratic Workplace

Multi-layered rigid hierarchical structures

Top down chain of command

Specialized division of labour

Majority of employees perform routine tasks

EmergingThe Flexible WorkplaceFlatter, more fluid

organizational structures

Employee participation in decision making

Extensive team workMore skilled and

knowledge intensive tasks

Old versus New WorkplacesOld versus New WorkplacesDeclining

Driven by rules and regulations

Training

Vertical career mobility for a few

Work environment issues not important

Work and life are separate worlds

Emerging

Delegated responsibility

Learning

Horizontal career paths

Dual-ladders

Supportive work environment

Balance between work and family

Recruitment and Retention of the Recruitment and Retention of the Knowledge WorkerKnowledge Worker

Don’t talk about how people are your most important resource - it is what you do that is important, not what you say!

Recognize that you cannot:– Coerce, command, control or buy

commitment and enthusiasm– Order someone to be innovative and

creative You need to create an environment that

promotes these attributes

What do we know about retaining What do we know about retaining knowledge workers?knowledge workers?

Reasons knowledge workers in PS give for thinking about leaving their organization?Frustrations with work environment 56% *

Lack of recognition of what they do 52% *

Higher salary 45%

Opportunities for advancement elsewhere 36% *

More time for personal and family 36%

More interesting work 33%

Work environment not supportive 31%

Unrealistic work expectations 30%

Their values are not same as the organization’s 21% *

Dealing with RetentionDealing with Retention Hard to deal with retention in a

workplace which has been downsized, rightsized and restructuring

Why? - this strategy has had impact on:– time in work (it has increased!)– sense of job security (it has become lower)– climate of distrust– stress (it has increased)– ability to introduce positive change (become more

difficult)

Managing workloads is key to Managing workloads is key to both recruitment and retentionboth recruitment and retention Many managers and professionals:

– Working long hours– Taking work home after hours– Traveling extensively for work

Hours at work has a “curvilinear” relationship with productivity

Hard to implement flexible policies when everyone is overworked!

Increased Time in WorkIncreased Time in Work

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35 to 39 hoursper week



50 + hours perweek

1991

2001

Managing workloads is keyManaging workloads is key Why are workloads an issue?

– Unrealistic expectations– Organizational anorexia– Presence of technology– Poor planning – “crisis management”– Idea that hours linked to advancement

• Poor role models at the top

– Job insecurity

Managing Technology KeyManaging Technology Key% who say technology has% who say technology has

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Workload Balance Stress Productivity Interest inWork

Increased

Decreased

Why is technology Why is technology problematic?problematic?

People do not use appropriately– E-mail insanity

Confusion between efficient and effective

Productivity paradox– Information overload– Belief that because it can be done

incautiously, it should be

Managing Career Managing Career Development KeyDevelopment Key

Old model of career development New model of career development New issues here:

– Continuous learning– Employability

Fear - “If we train them - how do we know they will stay?”

BUT - data shows that if you don’t help them help themselves the good ones will leave

Responsibility for Employee Responsibility for Employee Career Development - PSCareer Development - PS

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Employee Shared Employer

WhoShouldWho Does

Responsibility for Employee Career Responsibility for Employee Career Development – High TechnologyDevelopment – High Technology

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Employee Shared Employer

WhoShouldWho Does

Creating a Supportive Work Creating a Supportive Work Environment is keyEnvironment is key

Cultural norms in place in many organizations are non-supportive

While times have changed ... attitudes of many managers have not (despite their talk)

The emphasis in many organizations is on:– “presence not performance”– “hours not output”– work or family/life not work and family

““Culture of Hours” dominates in Culture of Hours” dominates in many organizationmany organization

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No long hours,advancement limited

Saying no to more workunacceptable

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% disagreeing

Many professionals feel that they Many professionals feel that they have to chose between work and have to chose between work and

family/lifefamily/life

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Family leave would limitadvancement

Family responsibilities limitadvancement

% agreeing

% disagreeing

Many professionals feel that they Many professionals feel that they have to chose between work and have to chose between work and

family/lifefamily/life

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Had fewer children becauseof work demands

Not started family becauseof work demands

% men agreeing

% women agreeing

Managing Diversity is KeyManaging Diversity is Key The workforce of the new millennium is

very different:– More women– More diversity– More dual-income, fewer male breadwinners

But … organizations have not really changed how they manage

Despite the talk, most organizations today look like they did two or three decades ago

Key to Organizational Key to Organizational SuccessSuccess

Diversity with respect to age and experience within your workforce

Means need to attract and retain workers of all ages NOT just younger workers– Especially in this market

Attracting and Retaining Older Attracting and Retaining Older WorkersWorkers

Why worry about this?– Workforce is aging– Need to encourage retirement age

employees to stay with the organization• In Canada mandatory retirement age is 65• Average age of retirement is 62

– Older employees have qualities that make them a valuable resource

• More loyal, strong work ethic, willingness to try a variety of roles, better retention, lower absenteeism, lower rates of turnover

Best Practices to Retain Best Practices to Retain Employees of All AgesEmployees of All Ages

Retention Bundles:– Career development strategy– Remuneration strategy– Lifestyle strategy (flexible work arrangements)– Job flexibility strategies (telework, job share)– High roller strategy (international travel, share

offers)– Body and Mind strategies (gym membership,

life insurance)

Retaining WorkersRetaining Workers

The exit interview is a key tool– Find out why people are leaving – Gives you a place to start with respect to

solutions

Retaining WorkersRetaining Workers Common reasons for leaving:

– Management team “does not know what they are doing” – no leadership, no planning and priorities, no strategy

– Favoritism (promotions, assignments) and politics– Employee does not feel appreciated– Manager did not support employee– Not enough opportunities for growth and development– Never consulted – no one cares about my opinion– No praise – lots of criticism– No one dealt with the non-performers– Work not valued– No team spirit– Overwork

Retaining Workers – How to “hold Retaining Workers – How to “hold on” to the good workers you have!on” to the good workers you have!

Find out why employees stay (opposite of exit interviews)

• Knowing what people like will ensure you keep doing the right thing

Make a point of giving generous verbal recognition

Do performance reviews in a time, respectful manner

Customize rewards and recognition to employees needs and motivators


Get to know employees and understand their career goals and objectives– Career management workshops– Teach managers how to conduct positive

performance reviews that motivate employees

Encourage managers to do more listening and less talking– Meet with employees one on one

Conduct annual employee satisfaction survey– And make results well known


Help employees achieve their career dreams– Make sure managers received career coaching skills– Remind managers that it is better for the organization to

promote or transfer a good employee within the organization than to lose them

– Make sure employees understand what is required to get promoted

Remember that that quality of the relationship an employee has with an employer is usually determined by the quality of the relationship with the supervisor


Ask employees how you can be a better employer– Once you get suggestions, implement some of them– Just knowing you are trying often gives employees

“hope”

Create a welcoming, team oriented work environment– Stronger the ties between workers, more likely people

are to stay– Provide opportunities for socializing


Share as much information as you can– How the organization doing– What customers/clients are saying– The strategies, plans and goals

Ask for their feedback on what you are telling them

Such communication conveys that you trust them and that you recognize and value their role

ConclusionConclusion For organizations to “thrive” (not just survive) in

the new millennium, they need to make human resources and supporting employees a high priority

“Little of today’s technology is proprietary. Technology is easily obtained and replicated and only levels the playing field. An organization’s valued human assets cannot be copied.” Bill Gates

“If you want to be able to compete in the knowledge sector, you must treat workers as your most important asset” Peters and Waterman

recruitment and retention: a primer for the millennium dr. linda duxbury, professor, school of...

Documents

issue of recruitment

baby boomgovernment

wwiithe baby boom

baby bust generation

veteransthe gi generation

good employees critical

sellers market

new workers