1. Attracting, Engaging andRetaining Top Talent Winning the BattlePresented By:Terri Joosten

2. Benefits of Small Business Obstacles to Small Business Importance of Talent Management How To Make Changes Building a Brand Internal and External Recruiting Performance Learning/Development Succession Planning Analytics Industry Facts Conclusions Technology Decisions Solution Review 3. Companies with employee base of under 500 In some cases with less than 1000 if HR isreally being under utilized or if large amountsof part-time or season help. 4. Direct Line of Sight and Reporting toCEO/Owner Limited Silos (departments with conflictingobjectives) Easier Access to Entire Employee Base 5. Budget Time HR Foot Print People Process Technology Perceived HR Value 6. Small businesses can benefit in a variety of significant waysfrom talent management strategies and initiatives. Forstarters, talent management can help any small business:1.Align employee activities to corporate goals;2.Improve internal communication;3.Provide recognition and feedback in real-time;4.Manage the employee performance review process;5.Give employees the ability to manage their own careers;6.Provide development and training opportunities7.Give important people information to managers andexecutives8.Build better managers9.Help attract top performers10. Retain top performers 7. What Employees are looking for in anemployer 8. 85% of candidates are looking for career development 9. Organizations in are attempting to brandtheir organizations as an employer of choicein order to attract and retain top talent 10. Our People are our Biggest Asset! Saying youre great is not good enough youneed to walk the talk 11. People, People, People 12. Most small companies dont have a brand Brain Storm Session Department Heads What makes your company competitive in market What differentiates your company from competitors Competencies Core (Strengths) Customer Service, Quality Unique Google/Creativity 13. Once you have the competencies you need tocommunicate Mission Statement Tag Line on web site (including careers), on letter head, add tologo, in sales presentations, etc. Monthly employee newsletter focus on attainments that map tocorporate competency achievements from company, departmentand individual level Performance Rate your staff on how they are doing against yourcompany competencies Develop provide opportunities for your employees to improve inthese areas Suggestions allow employees opportunities to help improve onthese competencies (Suggestion Box, Reward program forsavings, etc.) Walk the talk! Make sure your company is focused on thesecompetencies If you build it they will come 14. How do I promote my open roles! Employee Referrals Offer incentive - cash, movie tickets, draw prize On your career site Have trouble getting them on your site? Applicant Tracking System (ATS) Often thought to be cost prohibitive Free systems Saas Systems from $80-$150/mth Re-usable database Posts directly to career site Online management and tracking of applicants 15. Aggregation Boards indeed, simplyhired, wowjobs, careerjet Free Best at SEO (search engine optimization) Increases number of applicants at no cost Social Media Linkedin Facebook Twitter Craigslist, Kijiji Use Apps like tweetdeck to automate process Dont believe social networks work Red Balloon Built in posting capabilities in ATS systems, RSS feeds, or manual posting links or tinyurls 16. Career PathMy Job DevelopmentPlan Skills & Competency DreamJobMeasure PerformanceMotivate, Engage and Develop your FutureLeaders 17. Aligning your organization, departments and peopleto corporate goals and objectives Create as often as possible a direct line of sight intohow each employee contributes to the organization Competencies reinforcing and measuring Formal review process online or paper based Monthly or at least quarterly meetings with manager Review performance check list Goals and Development Plans (present and futureroles) Automated Performance Reviews Cost effective systems for $s/Employee/mth Real Time and year long - not what did I do last 60 days Year over year results Reduces objectivity observable behaviours 18. Invest in your employees development Job sharing Mentoring Compliance! (Certifications, Sexual Harassment) Free content online Web is our friend Find appropriate content and create a place with links to approvedcourses. Industry specific associations often have educational content andevents to enable development Buy and manage books, cds, courses Tuition reimbursement Annual budget per employee for training Learning Management Solution Buy or develop content Employee Self Service Tie to development needs For present role To get to future roles 19. DefinitionSuccession Planning is the process of gettingthe right people, at the right cost, at the righttime again and again, by planning for changes in the workforce. Identify Key Roles Not just C-Level Any role that is difficult to fill (labor shortage) or when empty costs the organization notjust in production but in soft costs relationships, time to gain knowledge lost Identify key skills and competencies required for key roles Take internal look for possible replacements Understand investment needed to get them ready for key roles Too often this is never followed up on once key successor is determined be diligent oncontinued development If no internal resources identify external resources and track them (linkedin,facebook) know where they are and what they are doing. Schedule meetings to check your plan, ask department heads who doyou have available should employee ABC leave? Things change and ifyour dont review your plan it will no longer be a plan! 20. Measure! Measure! Measure! Accountability Return on Investment (ROI) Improvements Time, Money, EmployeeSatisfaction! Technology makes reporting easier as built inanalytics to track performance improvements Turn over, time to hire, employeesatisfaction, companyperformance, individual performance 21. Improved Performance Improved ground-breaking 11-year study A Financial Output Happier People/Retention entitled Corporate Culture and Performance by Kotter and Better Culture which included more that 200 Heskett, and Ability to Attract and companies from 22 industries, foundRetain Top Talent that instituted that companies performance-enhancing cultures, including a robust and relevant performance-management system, significantly outperformed those organizations without such a culture in all of the major financial categories. 22. Here are just a few highlights from the volume of studies done globally whichshow a positive relationship or correlation between employee engagement andbusiness performance Highly engaged employees outperform their disengaged colleagues by 20 28%. (The Conference Board) Engaged employees generate 40%+ more revenue than disengaged ones.(Hay Group) 84% of highly engaged employees believe they can impact the quality of theircompanys work product compared with 31% of the disengaged. (TowersPerrin) 70% of engaged employees indicate they have a good understanding of howto meet customer needs, while only 17% of non-engaged employees say thesame. (Right Management) 68% of the highly engaged believe they can impact costs in their job or unitversus 19% of the disengaged. (Towers Perrin) Engaged employees taken an average of nearly 60% fewer sick days per yearthan disengaged employees. (Gallup) Engaged employees are 87% less likely to leave the organization than thedisengaged. (Corporate Leadership Council) 23. Talent Management is equally important in SMBas in Large organizations Communication is still a key to success Do it well and do it often! There are ways to manage your people costeffectively Free SaaS solutions priced for your market You have to be the advocate and cheer leader butyou need C-Level buy in Align your companies mission with their peopleso it becomes part of your culture Monthly check lists for HR and Managers 24. Point Solution = Partial Intelligence 25. AttractionDevelopmentRetentionEngagementManagementFind, Manage, Motivate and Empower 26. Terri Joosten Director of Salestjoosten@hrsmart.com905-754-0200 ext 230