repair your talent brand houston expo

Build a Recruiting Culture“Recruit to Retain”

Gunn & Associates, Inc.http://www.gunnassoc.com

Rev. February 2009© G&A July 2008

Build a Recruiting Culture“Recruit to Retain”

Gunn & Associates, Inc.http://www.gunnassoc.com

Rev. February 2009© G&A July 2008

Table of Contents | Recruit to Retain

1. Recruiting Culture Scorecard - Visible

2. Full Recruiting Cycle Measured

3. Business Unit Accountability

4. Job Seeker the Customer!

5. Workforce Planning

6. Recruiter Training

7. On - Boarding

8. Teams of 2

9. ATS ++

10. R-R

Recruit to Retain© Gunn & Associates, Inc.

VisionWork Plan

Hour GlassUrgency

Talent BrandEnrich

www.gunnassoc.com

Recruiting Culture Scorecard

Corporate Enterprise1. Employer Brand2. Employment Value

Proposition3. Employee Referral Program4. Hiring Manager Support5. Comm./P.R. Staff Support6. Job Seeker Satisfaction

Business Engagement1. Recruiting Cycle Events

Tracked2. Workforce Planning Robust3. Cross-Functional

Teams/Roles4. Hiring Manager Evaluations


Recruiting Department1. Recruiter Allocation Fair2. Recruiter Broad Skills3. Recruitment Branding4. Recruiting Dept.

Leadership5. Hiring Manager Trust6. Co-Brand with Top

Suppliers

Technology1. Resume Database

Retrieval2. ATS Effectiveness3. Career Website

Influence4. Workforce Planning

Toolswww.gunnassoc.com

Perfect Score: 60Ratings: “3” Best | “2” Better | “1” Good | “0” Zilch

© Gunn & Associates, Inc.

Recruiting CycleRecruiting Cycle Event Days Cumulative

Workforce Plan or Need Observed — Day One 1 1 Start Open and Approve Staffing Requisition 5 * 6 Source Internal/External Candidates 5 * 11 Screen and Pre-qualify Candidates 5 * 16 Initial Conversations with Top Candidates 10 * 26 Complete Interview Evaluations 5 * 33

Interview Results — Hire Decision 1 34 Craft Offer and Receive Approvals 2 36 OfferExtend Offer (verbal + written) 8 * 46

Accept Special Approvals (relocation, vacation, etc.) 2 * 48 On-boarding Logistics Finalized 3 * 51Candidate Gives Notice — Starts 14 + 65 1st

Day

65 DAYS?

* How do we shorten these recruiting event timeframes?

How will we generate our metrics?Recruit to

Retainwww.gunnassoc.com


Define “Relationship Recruiting”

You get one try… check ✔ one box:

[ ] dating job seekers [ ] hiring relatives [ ] treating job seekers like customers *[ ] networking through Aunt Mary

* There is only one best answer…

Recruit to Retainwww.gunnassoc.com

Relationship Recruiting

Management 101:

“Relationship Recruiting” views the

Job Seeker as the Customer.

Job seeker, now employee, remains the customer

Hiring manager now coach and mentorclearing obstacles so his customer succeeds!



#1 Employee

Reassignments!

#2 Recruit New Hires

#3 Contractor Acquisition

Opportunity: Recognize the need to integrate all three arenas using the latest web–based technologies that match and rank pre-qualified resumes to openings so the hiring manager opens only one requirements document for any arena.

Three Recruiting Arenas


Internal Branding


Badge Side One Badge Side Two

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Quality of Hire


1. Role Analysis 2. Structured

Screening *

6. Source of Hire

3. Candidate Interviewing Treatment **

4. Recruiting Cycle Metrics

5. Satisfaction Surveys

7. Continuous

Improvement“QoH”

* AllianceQ with QuietAgent(+ Professional Assessments)

** On-Boarding Excellence Also

Workforce Planning a Priority?Impending Events!

Impending Event: An aging workforce severe skills shortages estimated 75% of workers are looking to change

jobs in the U.S. skills and knowledge-based economy

HR Leadership: Share internal workforce and climate data Drive awareness of the external environment Spur engagement and retention initiatives Launch WORKFORCE PLANNING - even at operational

level


Workforce Planning Operational versus Strategic

TO

Strategic1. 3 or 5-year horizon that matches

organization strategic plan2. Input internal and external

demographics, biz strategies, global trends, etc.

3. Outputs are HR People strategies4. Scenarios use futuring techniques

to question current paradigms 5. Forecasting not only priority – the

process is more comprehensive6. Business owns and HR facilitates7. Focus by strategic management

executives and Board8. Aligns to strategic plan


FROM Operational 1. 12-month planning horizon

with quarterly focus2. Input of internal data with

management decisions3. Outputs usually a staffing

plan and skill gap analysis4. Scenario planning using

staffing models and variables

5. Forecasting is key focus6. HR owns with business input7. Focus by operations and line

management8. Aligns to business plan

Credit to Aruspex.com and the

Conference Board Working Group

Recruit to Retain


Management Time:Who’s Got The Monkey?

Here’s a classic coaching principle you can put into practice. The boss will thank you. Your staff will brag about you. Because the abilities to expertly assign, delegate and control are highly valued competencies for all leaders.

Employee Initiative | Manager Trust Value to Organization

1. Take Action | Advise Routinely Highest Value2. Take Action | Advise Immediately Higher Value3. Recommend | Take Action High Value________________________________________________________________________________________________

4. Ask What To Do Low Value5. Watch / Wait / No Action No Value

Adapted from Management Time: Who's Got The Monkey? | William Oncken, Jr. and Donald L. Wass | Harvard Business Review January 1990

Order the paper from Harvard Business Online: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=99609

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New Employee Satisfaction

Employee “new hires” complete 30 days after start dates:

Rating Importance

Recruitment process was professional [ ] [ ] Recruitment process was responsive [ ] [ ]

New job very interesting to me [ ] [ ] Coworkers and manager welcomed me… … I feel a sense of belonging [ ] [ ] Role requirements fit my skills [ ] [ ]


Rating4 far exceeds expectations3 exceeds expectations2 meets expectations1 falls short of expectations

Importance3 most important2 more important1 important

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Hiring Manager Satisfaction

Hiring managers complete 30 days after start dates:

Rating Importance

Quality of candidates presented [ ] [ ]

Speed of candidate referrals [ ] [ ]

New hire start on time [ ] [ ]

New hire fit within team and culture [ ] [ ]

New hire fit skills to role requirements [ ] [ ]


Rating 4 far exceeds expectations 3 exceeds expectations 2 meets expectations 1 falls short of expectations

Importance3 most important2 more important1 important

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These factors strengthen workforce motivation and retention:

Belongingo Employees desire a sense of belonging, to be a part of the

Team. Communications and engagement initiatives are fundamental.

AchievementEmployees want to achieve goals in work that matches their interests and skills; they want to have an impact on the business.

RecognitionEmployees appreciate all forms of recognition, both formal and informal. “Thank you” in various forms go a long way…


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Value


Job Seeker as Customer R2R* Culture

On-boarding

Teams of 2 [R-HM]

Recruiters Trained

HM Training

BU Accountability

Employee Referral Program

PR/Com. Staff Help Recruiters

Career Web Site Interactive

Supplier Co-Branding

Employment Value Proposition

Employer Branding

Workforce Planning

Recruiting Cycle Measured

ATS

* R2R = Recruit to Retain

AllianceQ + QuietAgent

Recruit to Retain

Value

Effort-Cost

Value

Effort-Cost

Effort-Cost

Effort-Cost

Value

Reference Slides PAGE

19. Business Intelligence20. Climate Surveys21. Diversity22. Executive Interviews23. Executive Interview Questions24. FPL Recruiting Culture Strengthened25. Manager Success? No Accident.26. Job Demand [IT] Data27. Labor Trends [IT] Impending Events28. Labor Trends [IT] Actions29. Managers Schedule Time30. Manager Tasks31. Problem Solver Self-Assessment32. Quality of Hire 33. Recruiter Monthly Reports34. Recruiter Role35. Recruiter Self-Assessment36. Succession Planning37. Talent Defined38. Talent Scouts39. Task Force Developmental Experiences40. Workforce Planning - Actions41. What Makes an Organization Extraordinary?


Business Intelligence HR leadership pursues evidence-based

management by sourcing business intelligence from payroll, employee surveys, financial systems, “BI” software, labor market trends, industry benchmarks, etc.

Urgent Questions: Are today’s recruitment programs hiring future

leaders? Who are the top performing employees across the

enterprise? Which high performers are at risk of leaving? What can we do to retain top performers? What skills gaps prevent our goal achievement? Which employees are ready for leadership positions? What is our three-year staffing forecast?


Climate Surveys How do we determine if Generation X is interested in more

than flexible work schedules and advancement?

How will we learn if our Generation Y “20-something” staff just want attention and more time off?

What will we do to engage our Boomers so this “Gray Power” is harnessed to strengthen our competitive advantage? Institutionalize employee opinion or “climate” surveys

[perform annually] Analyze survey results and assign action plans to

leadership who can assign problem solving to high performing and high potential staff

Recognize leadership and hi-potential staff who direct corrective action implementations

Report regularly to entire employee population on status of actions


DiversityStrengthen your brand. Earn Fortune Magazine

recognition!

“50 Best Companies for

Asians, Blacks, and Hispanics”

Consider: Fastest growing minority groups? Hispanic #1 and Asian #2 Recognize managers who build diverse and talented

organizations that support employee motivation, achievement, and retention!

Promote minorities in company literature and recruitment efforts.

Brochures for your Employee Referral Program that pictures your highly talented diverse workforce…

“Someone Just Like You!” is a terrific program theme!


Executive Interviews [“EI”]

Executive or “Skip Level” Interviews C-level, president, VP, and director levels perform

The “EI” is a one-on-one conversation [aka interview]

Veteran high performers and high potential staff are invited to conversational meetings twice a year

Structured interview data is collected, analyzed, and applied to engagement and retention programs

Benefits• Executive management models leadership• Leadership shares vision and values with future leaders• Organization keeps the “right people on the bus”

See ten E.I. questions on the next slide


Executive Interview QuestionsThese meetings seek to inform, engage, motivate and retain:

1. How have we made you feel a part of the team?

2. Describe how you are kept informed of company and business unit goals and successes.

3. What can I do to keep you and your colleagues better informed?

4. What would you say are strengths within our corporate culture?

5. How does our corporate culture encourage you to contribute your best? Is our culture supportive?

6. Are you supervised in a way that motivates you to perform at your highest? Tell me about this.

7. Does your leadership provide the resources and work assignments that allow you to grow your skills?

8. What additional resources do you need to improve your performance contributions?

9. How have you been recognized for your contributions?

10. How can we do a better job of “saying thanks” for a job well done?


FPL Recruiting Culture Strengthened

FPL Group experienced innovative problem solving 4Q2007 – 2Q2008…

Environment• Recruiter staff allocation less than 8% of total HR headcount• Contract recruiters 73% of total recruiter staff [benchmark 9.5%]• Acceptances up 55% to 1,298 January thru May 2008• Exempt Hires up 54% to 456 January thru May 2008 [centralized travel

budget]

Innovation Launched1. Taleo, Gartner “execution and visionary” leader, selected with FPL staff

signed up for Special Interest Group participation – http://www.taleo.com

2. AllianceQ Founding Member [QuietAgent technology] expense reductions

3. Problem Solver traits introduced into culture with visible COO sponsorship

4. Recruiters given leadership mission, training, scorecard, and recognition

5. Retirement Jobs .com with Age Friendly certification enhancing FPL brand – http://www.retirementjobs.com

6. Hire Vue ability to reduce applicant travel expenses – http://www.hirevue.com

7. ZRG products for web-based interview assessments and written evaluations – http://www.ZRGroup.com


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Job Demand [IT] Data Five of ten fastest growing jobs between 2006 and 2014

are in information technology [Bureau of Labor Statistics]

Federal government will spend $92 billion on IT by 2010.

IT hiring strongest in the following areas [Dice.com data]: New York/New Jersey Silicon Valley Washington D.C. Los Angeles Chicago

IT skills in high demand: Windows and Unix operating systems Oracle and SQL databases C, C++ and .Net programming languages


Labor Trends [IT] Impending Events

Impending Events

One in six workers in all jobs and industries will be age 55 or older by 2010 (U.S. Department of Labor)

21 million new IT workers needed in the next five years and a four million worker shortfall is expected (former Labor Secretary Robert Reich)

39% decrease computer science students from 2000 to 2004 (Computing Research Association )

Large IT worker layoffs during the 2000-2001 recession and too few entry-level workers identified to take IT roles of retirees.


Labor Trends [IT] Actions

Actions

Senior workers age 45 to 74 have a desire to continue working so retain older workers [AARP]

Flexible schedules like flex start/stop and “9/80” More challenging projects, higher impact, on-the-job

learning Recognition, mentoring and leadership roles Telecommuting Lighter responsibilities or reduced hours – medical

benefits over pay

Recruit college, technical school, other entry staff. A SIM study indicates that many companies want to build next generation workers by hiring into roles often outsourced

System administrator – retain/develop/promote Help desk worker – retain/develop/promote Programmer – retain/develop/promote

Drive productivity through continual process improvement, employee development, modernization, and consolidations



Manager Recruiting TasksRecruiting & Staffing Activities

1. Plan with recruiter, Human Resources staff and/or resource manager

2. Adjust hiring forecast3. Consider re-hiring strong performers who resigned over

past years4. Develop and prepare current staff for transfer/promotion5. Evaluate resumes (“24 Hour Rule”)6. Conduct telephone interviews (“24 Hour Rule”)7. Schedule and perform in-person interviews8. Complete interview evaluation forms and authorizations9. Search internal databases for skills and resumes10. Open new requisitions including future staffing needs from

workforce plans11. Sell our company as the place to work12. Welcome new hires on Day One and assign a mentor

Remember, you’re always recruiting!

Recruit to Retain


Managers Schedule Time

No Openings? Hiring managers invest an hour weekly to update resource forecasts and review resumes within pipeline to support business growth

Openings? Commit six to eight hours weekly to recruitment, interview, and selection activity

• ad hoc hours during week or • regular schedule such as

~ 4:00PM - 6:00PM Thursdays~ 8:00AM - 12:00 noon Fridays

Expert staffing drives high performance, sustained customer satisfaction,

and revenue growth.

Recruit to Retain

Manager Success? No Accident.

Promote from within or hire from the outside?70% - 80% promotions net continuity and workplace motivation as benefits 20% - 30% new hires net new viewpoints and culture change

Train managers to: • Understand employee motivation within the Belonging-Achievement-

Recognition framework… employees value the quality of their role, pride in their organization, autonomy, learning, having an impact…

• Evaluate employee performance and identify employee potential• Perform role of mentor• Consider prior success as the predictor of future success but also

seek “problem solving” skills and “learning agility” in new hires for all roles

• Attract, retain, and develop staff and then unselfishly “launch” (transfer or promote) them across business units

• Collaborate together on rating high potential employees who should perform developmental assignments and task force training under different managers

• Seek different jobs for themselves to develop their management skills• Realign incentive pay to recognize leadership competencies


Problem Solver* Self-Assessment

1. Solutions Focused [ ]

2. Open to reason [ ]

3. Treat others with respect [ ]

4. Identify issues and explore alternatives [ ]

5. Take responsibility for own behavior [ ]

6. Self-control including tongue [ ]

7. Intent listener to other opinions [ ]

8. Peacemaker – turns conflict into problem solving [ ]

9. Objectivity maintained regardless of environment [ ]

10. Straightforward – presents information accurately [ ]

11. Willing to confront; attacks problems not people [ ]

12. Open to feedback – teachable, eager to learn [ ]

13. Personal style promotes dialogue and good relations[ ]

Total Score:[ ]


Problem Solver Self-Assessment Points

Champion 39 - 34Very Skilled 33 - 27Skilled 26 - 20Novice* 19 or lower

* Mentor Needed

* G&A thanks Dr. D.D. (Don) Warrick for his studies of Problem Solver and Resister / Hard-Core Resister behaviors.

Don Warrick and Robert Zawacki, University of Colorado, co-authored “High Performance Management”

Rating Key: 3 = strength 2 = skill

1 = needs development 0 = no confidence in ability

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Quality of Hire = “QoH”Understand QoH indicators and build a great workplace.

1. Role Analysis. What experience, skills, and competencies are required for each role?

• Job fit is 85% of employee motivation.

2. Structured Screening. Evaluate candidates with technology and multiple interviews.

3. Candidate Experience and On-Boarding. Keep job seekers informed.• The job seeker is the customer• The hiring manager and recruiter honor the “24 hour” candidate

feedback rule

Recruiting Cycle Metrics. 1. time-to-start, submission to interview ratio, interview to offer ratio, other 2. first year retention rates, cost of turnover, turnover by performance, etc.

1. Satisfaction Surveys. Assess manager and new employee data 30 days after start date.

2. Source of Hire. By each position know the best sources for each key role.

3. Continuous Improvement. Regularly fine tune all recruitment processes.


Recruiter Monthly Report Due 3rd WD Monthly

Date: ___________ Recruiter Name: _____________________________

1. Present Workload # REQS ____ # Jobs ____ # Hiring Managers [active REQS] ____

2. Estimated Resume Submission to Interview Ratio [ ] 50% + [ ] 25% - 50% [ ] < 25%

3. Top Accomplishment Past Month _________________________________________________

4. Most Difficult Issue in Need of Resolution __________________________________________

Expected Resolution date _____________ Need Management Assistance? [ ] Yes [ ] No

5. Resource Needs Next 90 Days ____________________________________________________

6. Hires Past Month [start dates] Total _____ Females _____ Minority _____

7. Monthly I Confirm with All Hiring Managers

[ ] Current Status All Openings [ ] Future Openings from Workforce Plans

[ ] Openings Priorities [ ] Openings to Hold, Delay, Close



Recruiter Role1. Coach managers and clear obstacles for them throughout the recruiting cycle.

2. Facilitate the effective use of systems.3. Maintain qualified candidate flow and pre-qualify, refer,

interview, assess, recommend, and negotiate as needed. 4. Recognize the job seeker as “customer” and promote the

“24-hour rule.”5. Ensure sustained and consistent EEO outreach and results.6. Support building a pipeline of "problem solvers" we can't

wait to hire! 7. Provide recruiting support that grows the business.8. Perform with enthusiasm and high energy the roles of:

1. Coach – demonstrates efficient and consistent processes

2. Analyst – shares metrics so we know how we’re doing3. Reporter – escalates issues and shares successes 4. Recruiter – provides tailored, flexible and full-cycle

support


Recruiter Self-AssessmentRating

1. Coach hiring managers in recruitment and selection and collaborate closely with them [ ]

2. Full cycle skills [source, qualify, assess, refer, recommend, persuade, negotiate, close, etc.] [ ]

3. Maintain qualified candidate pipelines [ ]

4. Professional/responsive in keeping job seeker feeling like the customer [ ]

5. Rank talent on job history, motivation, KSA and accomplishments, education, competencies [ ]

6. Continual improvement in systems, processes and problem solving [ ]

7. Report with accuracy and clarity and escalate unresolved problems [ ]

8. Recruit diversity [ ]

9. Demonstrate confidence, good judgment and prudent risk-taking [ ]

10. Model dependability, enthusiasm, integrity, collaboration, passion, high energy [ ]

Total Score: [ ]

Rating Key: 3 = strength | 2 = skill | 1 = needs development | 0 = no confidence in mastery

Recruiter Rating

Champion 30 – 28

Skilled 27 – 24

Novice 23 – 18 Recruit to Retain© Gunn & Associates, Inc. www.gunnassoc.com

Succession Planning

Actions

1. Promote the right people into the right roles at the right times• Career Profiles/Development Plans |Data Management System |

Confidentiality• Identify highly skilled leaders and potential leaders including diversity• Keep Gap Analysis dynamic – today’s versus tomorrow’s staff

competency needs• Scenario plan on the future vision of your enterprise• Involve senior management in collaboration and review

2. Develop leadership through… Assessments | Training | Job Rotation | Task Force Work Temporary Assignments | Mentoring

Benefits Lower turnover costs and lower hiring costs Higher employee trust, confidence, morale and retention


Have layers of middle management lost in past corporate reorganizations created severe leadership shortages?

Q: What priority do you assign to building leadership talent pools? A: Top Priority

Talent Defined“What is talent?”

HR executives at 250 large/midsized North American organizations defined talent

86% senior leaders 82% employees with leadership potential 76% key contributors/technical experts 48% entry level employees with leadership potential

“War for Talent” is again perceived by employers

“Talent” possesses critical skills and performs at highest levels

“Leaders” perform their best work and help others do the same

Towers Perrin Survey 2006


Talent Scouts“Talent Scouts” are employees with recruiter competencies,

acting as occasional recruiters while building your recruiting culture!

Talent Scouts add a dimension to your Professional Development Program and scalable recruiting power without hiring new recruiters

ProgramExecutives nominate staff with recruiter competencies

20 to 40 hours weekly over 60 to 90-day assignment8 to 16 hours weekly for 12-month assignment

Talent Scouts have been successful referring high caliber new hires are high potential employees who will benefit from this experienceare assigned recruiters who coach in process, tools, style, and employment lawcoach recruiters in IT, applications and other functional nomenclaturesuccess advertised as a promotion to the Employee Referral Program


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Task Force Developmental Experiences

Business schools strive to simulate reality in leadership case studies. But your business can assign high-potential staff to solving relevant, complex and real-life business challenges.

Task Force Participants

gain broad, big picture perspective by working on a cross-functional task force team

learn to appreciate the views of other functions as articulated by other participants

exercise their skills in listening, collaboration, and persuasion Corporate Culture

strengthened by local heroes or champions born from task force success

Assignmentscommunicate context and theory up frontcontain written charter, purpose, development goals, and commitment duration require participant to contribute and grow their creative problem solving skills involve participants actively so they do not become observersmonitor learning by post task force coaching and debriefing


Workforce Planning - Actions

Action #1: Workforce Planning at Top of Corporate Agenda

1. Appoint HR the Champion Business Intelligence | Metrics | Staffing Forecasts | Workforce

Scenarios

Forecast where current trends are taking the organization

Build future scenarios based upon recruitment effectiveness trends Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs

Require top management to influence “bottoms up” momentum

Conduct workshops that make Workforce planning principles institutionalizedWorkforce planning as “EPS relevant”Line managers become skilled practitioners

HR facilitates workforce planning analysis and reporting. Recruit to Retain© Gunn & Associates, Inc.

Q: What makes an organization EXTRAORDINARY ?

Recruit to Retain


Recruit, engage, and retain skilled individuals whoAlign with the core values of your enterprise.

Higher profits? Hire talent.

Build your talent brand. Talk with us. G&A.

A: TALENT. Selecting the exceptional from the best.

repair your talent brand houston expo

Documents

recruiting culture recruit

recruit diversity

recruit new

recruiting arenas

job seekers

manager support recruiting

retaingunn associates

recruiting cycle measured3