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Factors In Successful Recruitment & Retention July 09
 

Factors In Successful Recruitment & Retention July 09

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A presentation providing insight into some factors that allow for successful recruitment and retention. It is still important to hire the right candidates and to keep them!

A presentation providing insight into some factors that allow for successful recruitment and retention. It is still important to hire the right candidates and to keep them!

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  • Explain the companies I’ve worked for.Define I-K-U-WGive examples of our services: Microsoft, Adobe, Quick Books, HTML/Web Design, Intro to Databases; and soft skills/professional trainings
  • A person has vacated a position – resigned/termed or laid offEvaluate if the position needs filled with the absence or can it be absorbedAgree that there is a needed vacancy to be filled
  • Job Analysis stage is where the manager(s) go through the skills, knowledge and aptitude needed for the position.What changes might be made to the position before the rehireFocus on the needs of the organization with the position and identify the market wage rate, benefits, exempt/non-exempt status
  • There are various ways to attract candidates – usually need different approaches for different positionsGo through Disadvantages/Advantages sheet handed out – These are some (not all) advantages/disadvantages.
  • Sorting…i.e. screening applicantsCan be overwhelming with the labor market conditions nowOpposite of a year or two ago with a 2% unemployment rateNow – may get hundreds of applicants for entry level positions
  • After Stage 4, you should end up with a good core group of interviewees for the positionHiring Managers/HR or the panel will need to have structured interview questionsPrepare for the interviews – we will go through this towards the end of the session todayDepending on the position, the number or qualifications of the candidates, or other reasons may require multiple interviews or screening factors for employment
  • The final stage – hiring a candidate Then orienting the candidateMany managers believe the most important part of the process has already taken place – but the employee’s first impression and acclimation into the company is equally important.You want their 1st impression to be positive – but also for them to be able to get comfortable and then settled down and productive.
  • Think of these in both the positive and negative situationsPatterns of behavior can be for situations where people have excelled as well as failed!Questions need to be behavior based and not like the typical “Tell me about your greatest strengths and weaknesses”.For Q5 – asking a behavioral question that gets to their behavior with a success or failure, such as:Failure Questions“Give me an example of a time when something you tried to accomplish and failed. “ or “Tell me about a time when you missed an obvious solution to a problem. What did you learn from that mistake?” or “Tell me about a time when you did not live up to your full potential.”Success Questions“Tell us about a time when you had to go above and beyond the call of duty in order to get a job done.” or “Give an example of an important goal that you set in the past. Tell about your success in reaching it.” or “What sorts of things have you done to become better qualified for your career?”
  • Facts that every business should know…What is your company’s turn-over rate? The total # EE’s at the end of the year (or month) divided by the # of EE’s at the beginning of the year (or month). e.g. A company has 120 EE’s at the beginning of the year and has had 25 people leave in the year, the turn-over rate is 20% for the year. It works well to do this figure monthly for a better forecast. Some industries are much worse than others, i.e. fast food and retail industries may see T.O. rates as high as 270%.There are websites that provide free turnover analysis calculators. (EmployeeRetentionManager.com)Some of the Other Costs to be considered are:Loss of expertise and knowledge with termed EE’sLoss of customers or reductions in customer orders (there is a strong correlation between high employee retention, high customer retention and high corporate profitability)Increased quality errors, mistakes or delays in orders or processingIncreased safety errors affecting your Workers Comp ratesDisgruntled current EE’s left to take on more work – and may cause more EE’s to leaveLarge amounts of administrative time to go through the recruitment stages
  • Some additional costs to consider:Increased unemployment rates, particularly with dislocated workers.Filling positions at higher levels may also require relocation assistance for the right employeeSeparation or Severance pay may also need to be included for some terminations
  • A breakdown of some of those studies based on entry level positions. Now imagine professional and highly skilled positions.With one of my prior employers, we had a turn-over rate at around 200% with the average wage at $10.50 per hour. Just figuring this rate without any overtime rates included, the Turn Over costs per employee was at least $5,460 per employee. This is based on $10.50/hr X’s 2080 (FT hours) = $21,840 X’s 25% (conservatively figured).Overall, just figuring this cost at 20 employees the total T.O. cost to the company was more than $109,200 per year.

Factors In Successful Recruitment & Retention July 09 Factors In Successful Recruitment & Retention July 09 Presentation Transcript

  • Professional Training & Consulting
    Factors in Successful Recruitment & Retention
  • Leeanne McManus
    • President of ikuw Solutions, Inc.
    • MS in Organizational Management & Behavior/HR Mgmt
    • MCT & MCAS
    • 15 years HR & Accounting Background
    • Services at ikuw Solutions
    • Technical Training
    • Professional Training
    • Web Development & Design
    • Human Resources & IT Consulting
    • Contact information:
    • 388-6702 or online at www.ikuwsolutions.com
  • Outline for Today’s Session:
    • Recruitment & Selection Practices
    • Job Analysis & Position Profiles
    • Screening & Interviewing Techniques
    • Retention Efforts with Performance Appraisals
  • Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
  • Stage 1: Agree on Vacancy
    Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
  • Stage 2: Job Analysis
    Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
  • Stage 3: Attracting Candidates
    Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
  • Stage 4: Sorting Candidates
    Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
  • Stage 5: Selection Interviews
    Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
  • Stage 6: Hire & Introductions
    Recruitment & Selection
    Six Stages in the Recruitment & Selection Process
    Stage 1:
    Agree on Vacancy
    Stage 2:
    Job Analysis
    Stage 3:
    Attracting Candidates
    Stage 4:
    Sorting Candidates
    Stage 5:
    Selection Interviews
    Stage 6:
    Hire & Introductions
    Must understand the job
    Sort out knowledge, skills, aptitude necessary to do the job
    Deciding where applicants can be found, persuading them to apply
    Ways of finding if candidates have required knowledge, skills, aptitudes
    Decide on a candidate
    • Introduction of new recruit to organization
    • Ensure he/she will start enthusiastically & settle down quickly
    Also referred to as the Orientation Process
  • Three Levels of Factors for Candidates
  • Level 3 traits tend to be highly stable. Your goal is to predict future performance by getting a deeper understanding of how someone has displayed level 3 qualities in the past.
    The Best Predictor of Future Behavior is Past Behavior!
  • Principles for Exploring Past Actions
    Best predictor of future performance = past performance in similar circumstances.
    More varied the situations for the behavior = more deeply-rooted the behavior is.
    Most recent incidents of the behavior =more predictive of future performance.
    Longevity of the behavior = more deeply-rooted behavior.
    People reveal past patterns of behavior most vividly where they’ve had greatest successes or setbacks.
    Look for patterns: Once = A Clue, Twice = A Pattern, More Than Twice = Well established characteristic.
  • Employee Replacement Costs
    Lost Productivity
    Recruiting Costs
    Screening Costs
    Interviewing Costs
    Testing Costs
    Evaluating Costs
    Training Costs
    Other Costs
    SHRM estimated that it costs $3,500.00 to replace one $8.00 per hour employee when all costs -- recruiting, interviewing, hiring, training, reduced productivity, et cetera, were considered. SHRM's estimate was the lowest of 17 nationally respected companies who calculate this cost!
    Other sources provide these estimates: It costs you 30-50% of the annual salary of entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees!
    Do a quick calculation: Think of a job in your organization where there has been some turnover, perhaps supervisors. Estimate their annual average pay and the number of supervisors you lose annually. For example, if their average annual pay is $40,000, multiply this by .125% (or 125% of their annual pay, a reasonable cost estimate for supervisors). This means it costs $50,000 to replace just one supervisor. If this company loses ten supervisors a year, then 10 times $50,000 equals $500,000 in replacement costs for just supervisors. This is the bottom line cost. The top line cost? If the company's profit margin is 10%, then it costs $5,000,000 in revenues to replace these ten supervisors.
  • Employee Replacement Costs
    SHRM estimated $3,500 for an $8/hour EE
    Lowest of 17 national companies calculating this cost
    Cost YOU:
    30-50% of Annual Salary for Entry-Level EE’s
    150% of Annual Salary for Middle-Level EE’s
    up to 400% for High-Level or Specialized EE’s
    By Ross Blake, WebProNews, Breaking eNews & Search News - online
  • Job Analysis & Position Profiles
    Research is very conclusive that Managers who understand what a job involves do a much better job of hiring for that job & have a much lower rate of hiring error than those who run in at the last minute and begin the interviewing process.
  • Job Analysis & Position Profiles
    Understanding
    the job and what it involves
    the technical skills that job requires
    the performance skills the job requires
    Describing those skills in objective, behavioral terms
  • Job Descriptions
    There are 3 major components in a Job Description
    Purpose: Not what they do, but why they are there, the reason the job was created.
    Key Responsibilities: What you are paying them to accomplish.
    Typical Activities: Those things they are expected to do in order to accomplish these responsibilities.
  • Screening & Interviewing Candidates
    You may have many applicants for any advertised position
    You need a plan
    Have a Rating Chart to screen applicants
    Assist you in finding your “perfect fit” employee
    Have 3 stacks:
    “Meets Job Requirements”
    “Meets Most Job Requirements”
    “Does Not Meet Job Requirements”
    Reevaluate and Narrow down search “Meets Job Requirements” for an Interview Group
  • Questions for you, the audience…
    How much of the time should an interviewer speak during the interview?
    Do you think this is an example of a behavioral based question…Tell me about a time where you ….?
    What about these?
  • Interviewing Candidates
    Stick to the Job Requirements and how candidates match up with the position!
    The point of conducting an Interview is ????
    Gather information about the candidates & find a good fit
    Ask the correct questions
    Listen to the answers and watch the responses (nonverbal)
    Ask the questions and LISTEN
    Interviewers should only talk 30% of the time!
  • Interviewing Candidates – Open vs. Closed
    Closed Questions:
    Simple questions answered with a Yes or No response.
    Open Questions:
    Encourage candidates to talk & phrased to not be Yes or No responses.
    Usually begin with one of the W’s (Who, What, Where, When, Why) or maybe with How.
    Allow for additional probing to the original answers given.
    Good to also paraphrase candidates response: “So if I understand you correctly….”
  • Behavioral Interviewing Model
    A structured interview that is created after a thorough analysis of the job skills needed for a successful job performance.
  • Behavioral Interviewing
    Goal of the Interview Process:
    To predict future job performance based on examples of previous specific behaviors.
    By relating a candidate’s answers to specific past experiences, you’ll develop much more reliable indicators of how the individual will most likely act in the future.
  • Behavioral Question Examples
    Tell me about a situation where you had to solve a specific type of problem.
    Tell me about a time where you had to make a difficult ethical decision.
    Can you recall an instance where you had to be the leader of a team?
    Can you describe one decision that you regret? What did you learn in the experience?
  • Achievement-Oriented Interviewing
    Achievement-Oriented questions should be linked to the candidates track record:
    Increasing revenues for sales
    Decreasing expenses for operations & staff positions (HR/Acctg)
    Assuming responsibilities beyond the written job description
  • Achievement-Oriented Interviewing
    Question Examples:
    How did you increase sales in your department and in what time period?
    How did you meet your productivity goals?
    I understand your department had very high technology expenses. How did you reduce those?
  • Holistic Interviewing
    Focus on gauging candidates’ understanding of how they fit into an overall corporate plan.
    Attempt to measure the whole person: the individual’s work patterns, goals and ability to see the big picture.
    Often broad and open-ended questions that are hard to be answered on the spot. STUMP EM’
    These ensure spontaneity in response & successfully measure people’s broad perceptions of their self-worth, self-esteem and abilities to contribute to the firm.
  • Holistic Interviewing
    Examples of 5 effective Holistic Questions:
    What are the broad responsibilities of a (job title) & how does this contribute to the goals of the department and company?
    What aspects of your job do you consider crucial?
    In hindsight, how could you have improved your performance?
    How many hours a week do you need to work to get your job done?
    What areas of your skills do you want to improve upon in the next year?
  • Basic Outline for an Interview
    Rapport – make small talk
    The warm & fuzzy, but be careful what you say
    A little bit about the company
    A little bit about the position
    Discussion – Interviewee is answering structured questions
    Technical
    Performance
    Fit
    Closing
    More about the job and company
    What happens next – decision deadline, etc.
    Permission to check references
    Conclude and Be Quiet…no more questions!
  • Remember, the interviewer(s) should only be speaking 30% of the time, leaving 70% of the time to hear and watch the candidate.
  • Be Prepared! Simple things to remember when prepping:
    Arrange to hold interviews in a private room that’s comfortable and has sufficient light and heat.
    Offer a few simple courtesies, i.e. shaking hands, offering drinks, ask them to get comfortable.
    Avoid interruptions during the interview – show respect to the applicant.
    Place chairs in an optimal seating arrangement so they feel comfortable.
    First names only, if possible! Can use titles, but it may increase the stress level for applicants.
    Don’ ask additional interview questions after the interview has concluded. The process needs to be consistent for all!
    Set an agenda with a full list of structured questions & area to write responses and comments. Be careful what you write! Stick to JOB REQUIREMENTS comments ONLY!
  • Retention with Performance Appraisals (PA’s)
    When did they really become popular with organizations?
    Many companies are in “TO-IT” mode….meaning they are going to do PA’s when the “Get To It”!
    Why do PA’s?
    Studies have shown organizations that regularly do PA’s are generally more successful than organizations that do not conduct them.
  • Retention with Performance Appraisals (PA’s)
    Trends with PA’s:
    Appraisals are becoming more behavior-based and objective.
    Companies use them for many things besides administration.
    More concern with making appraisals legally defensible.
    AND…PA’s are sill not popular, very few managers look forward to doing them! You’re NOT ALONE!
  • Retention with Performance Appraisals (PA’s)
    Questions for you….the audience….
    Why do employees need performance reviews?
    Why do managers/supervisors need performance appraisals?
    Why do organizations need performance appraisals?
    They are important to the company, employees and managers….
    here’s why……
  • Retention with Performance Appraisals (PA’s)
    Why do EMPLOYEES need performance reviews?
    To know how supervisors see their performance.
    To know the objectives they are expected to reach.
    To receive help for developing their full potential.
    To have a formal communication link between themselves and management.
  • Retention with Performance Appraisals (PA’s)
    Why do MANAGERS/SUPERVISORS need performance reviews?
    To help identify promotable people.
    To identify training needs.
    To improve supervisor-employee relations.
    To give employees a long-term snapshot of their performance & fit with the department or organization.
    To discover ways to maintain and improve employee performance.
    AND…..it’s likely in YOUR job description! 
  • Retention with Performance Appraisals (PA’s)
    Why do ORGANIZATIONS need performance reviews?
    To provide a basis for administrative and organizational decisions.
    For human resource planning & replacement/succession planning.
    To increase employee attachment (loyalty) to the organization.
    To provide a foundation for organizational diagnosis and change.
  • The 4 Tendencies in PA’s and in Interviewing Candidates:
    Leniency or Stringency
    Tendency to rate too high or too low
    Halo/Horn Effect
    Attractive candidates are viewed more favorably, etc.
    Error of Central Tendency
    Tendency to give average marks to most or all so as to not go out on a limb and make a mistake.
    Stereotyping
    Any type of stereotype against a person: A male who applies for a predominately female position has to be amazing to even stand a chance! Similarly, a female would have to be twice as good as most males to get a job in a male-dominated position.
  • Setting Goals in the Performance Management Process
    Give regular and consistent feedback to each of your employees.
    Employees should not find out they are not cutting the mustard at their annual review!
    Setting Goals in the Performance Management Process
  • Evaluating Based on SMART Goals
    S=Specific – the “bring me a rock” theory
    M=Measurable – Putting a value to the goal is imperative to be able to measure it.
    A=Attainable/Achievable – Don’t set them up for failure.
    R=Relevant – Goals need to be pertinent to the position, department and the company.
    T=Timed – Deadlines are great!
  • The Power of Setting Goals
    Utilize the 3 P’s
    Put goals in writing
    Express goals Positively (vs. negatively)
    Make the goals Personal (let them have buy-in)
    5% of people set goals, another 10% think about them and the remainder never consider goals. Yet, the 5% who set goals, nearly always achieve what they want!
  • In summary, we’ve covered:
    • Recruitment & Selection Practices
    • Job Analysis & Position Profiles
    • Screening & Interviewing Techniques
    • Retention Efforts with Performance Appraisals
  • Thank you for joining me today!
    Do you have any additional questions?