Your SlideShare is downloading. ×
0
Selecting Candidates for Engagement and Retention Presented by: Kevin Sheridan CEO and Founder of HR Solutions, Inc. June ...
Agenda: Selecting Candidates for  Engagement and Retention <ul><li>What is Engagement?  </li></ul><ul><li>Dispel myths on ...
What is Engagement?
What is Employee Engagement ? Create a  Magnetic Culture ® Engaged Employees   share a strong desire to be part of the val...
Levels of Engagement Source: HR Solutions’ National Employee Engagement Study <ul><li>Three Types of Employees: </li></ul>...
Why Engagement Matters:  What separates Good from Great? Engagement Recognition/Rewards Supervisory/ Management Personal A...
Why is Engagement Important? <ul><li>Engaged Employees work harder and produce higher quality work than Disengaged Employe...
HR Solutions’ Engagement Model
Dispelling Myths on Subjective Recruitment Measures
Recruiting Myths - Busted Myth #1 If a candidate went to ABC University or worked for XYZ Company, they must be the perfec...
Recruiting Myths - Busted Myth #2 Setting extremely narrow criteria for qualifications will help “weed out” the candidates...
Recruiting Myths - Busted Myth #3 An interview is for the employer to assess the job candidate. Busted An interview allows...
Recruiting Myths - Busted Myth #4 An interviewee only needs to meet with one person from the organization. Busted Allowing...
Identifying a Candidate’s Fit Within the Organizational Culture
<ul><li>“ Engagement Predictors” during the selection process: </li></ul><ul><ul><li>Adaptability </li></ul></ul><ul><ul><...
<ul><li>Tools for Selecting Engaged Employees:   </li></ul><ul><ul><li>Situation judgment interview questions </li></ul></...
Best Practices and  Low-Cost Tips to Engage Early and Often
Typically, What Happens on a New Employee’s First Day on the Job?   <ul><li>Not met at the front door </li></ul><ul><li>Gi...
Onboarding New Employees: The Right Way <ul><li>Successful employee integration: </li></ul><ul><ul><li>First day should be...
Engage Early and Often HR Solutions’ Research – Engagement Statistics by Tenure  from January 2008 to May 2009. OJS = Over...
Engage Early and Often <ul><li>The steep decline of Engagement levels from  36%  to  17%  after  one year of service  is a...
<ul><li>Career Development </li></ul><ul><li>Open Communications </li></ul><ul><li>Direct Supervisor/Manager Leadership Ab...
<ul><li>Recognition surpasses pay as the  top  motivator for younger generations </li></ul><ul><li>Recognition is a free o...
Audience Participation <ul><li>Employees </li></ul><ul><li>Managers </li></ul><ul><li>Responsibility Should be Shared </li...
Getting Employees Involved in Their Own Engagement <ul><li>Key preventative measures to ensure this mistake does not occur...
Audience Participation <ul><li>What is the TOP reason cited by employees with </li></ul><ul><li>one to five years tenure  ...
The Top Five Ways to  Retain   Engaged Employees   <ul><li>Desired Job Content. </li></ul><ul><li>Career Development. </li...
Generational Differences
Generational Issues <ul><li>Address generational issues  before  they arise. </li></ul><ul><li>Explain the value and worth...
Traditionalists  Retention Factors: <ul><li>Born  1929- 1946 : </li></ul><ul><li>Size: 27 Million </li></ul><ul><li>Respec...
Baby Boomers  Retention Factors: <ul><li>Born  1947- 1965 : </li></ul><ul><li>Size: 76 Million </li></ul><ul><li>Individua...
<ul><li>Born  1966- 1979 : </li></ul><ul><li>Size: 60 Million </li></ul><ul><li>Self-reliant </li></ul><ul><li>Highly educ...
<ul><li>Born  1980- 1992 : </li></ul><ul><li>Size: 88 Million </li></ul><ul><li>Image conscious </li></ul><ul><li>Constant...
National Trends in Employee Engagement
<ul><li>(Slow) Economic Improvement: </li></ul><ul><li>29% of organizations plan on hiring  </li></ul><ul><li>in the next ...
National Trends   Engagement – Diversity Link <ul><li>Maximize Diversity and Generational Strengths. </li></ul><ul><ul><li...
Questions/Comments? Please forward any additional questions to:  [email_address]
Upcoming SlideShare
Loading in...5
×

Selecting Candidates for Engagement and Retention

7,603

Published on

This PowerPoint deck will examine real ways to measure quality of hire and impact the value of talent on an organization.

Learn how to:

* Dispel myths on subjective recruitment measures
* Assess candidates for traits and competencies that are true identifiers of engaged employees within your organization
* Identify candidate’s fit within the organizational culture
* Provide best practices and low-cost tips to engage early and often.
* Discuss the generational differences in workplace concerns and about national trends in employee engagement.

Published in: Career, Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
7,603
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
194
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • HR Solutions’ definition of Engagement focuses on two components. Creating a Magnetic Culture ® which draws talented individuals, engages them, empowers them, and makes it less likely that they will leave the organization. Second, our Engagement approach quantifies the number of employees choosing to exert discretionary effort to provide better outcomes for patients and the organization.
  • When multiple people are interviewing a candidate, it is best to divide the interview into sections addressing specific topics so the candidate is not answering the same questions over and over. An example of different assessments could be employment history, cultural fit and technical skills.
  • The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique combination of training and employment screening. After receiving instruction in 12 essential skills, job applicants were expected to successfully demonstrate these skills. Richard Wellins is quoted as saying, &amp;quot;If you have a turnover problem ... 8 of 10 times it may very well be due to selection of personnel rather than (lack of) training.“
  • The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique combination of training and employment screening. After receiving instruction in 12 essential skills, job applicants were expected to successfully demonstrate these skills. Richard Wellins is quoted as saying, &amp;quot;If you have a turnover problem ... 8 of 10 times it may very well be due to selection of personnel rather than (lack of) training.“
  • When engagement scores suffer such a significant drop after the first year on the job, it’s clear that employees don’t feel like they’re getting what they were promised or they are not a good fit for the organization that hired them. Once the honeymoon is over, they’ll start to look for another position, particularly if they are Gen X or Millennials. According to a recent SHRM study- More than 59% of employees who leave an organization do so between six months and one year. Of those who stay, another 50% leave before two years of employment. These means 79.5% of your employees never make it beyond the two year mark!
  • ERG’s – employee resource groups not only promote diversity within the organization, they also provide excellent opportunities to keep your traditionalist and older boomer employees as company advocates. 63-80 years old. Experience in the workplace just as important as a college degree
  • Baby boomers are diverse: Immigration has played a major role in increasing the diversity of the baby boomers. Diversity has not led to equality: Baby boomers are the first generation to come of age after the Civil Rights era. Yet the authors found differences of income according to race, ethnicity and country of birth so entrenched that, in effect, they are ethnic classes. Redefine Retirement/Flexible Work Schedules - 76% of boomers want a gradual retirement.
  • Divorce and working moms created &amp;quot;latchkey&amp;quot; kids out of many in this generation. This led to traits of independence, resilience and adaptability. Generation X feels strongly that &amp;quot;I don&apos;t need someone looking over my shoulder.&amp;quot; For this generation there isn&apos;t a career ladder. There&apos;s a career lattice. They can move laterally, stop and start, their career is more fluid. Instead of remaining loyal to their company, they have a commitment to their work, to the team they work with, and the boss they work for. For example, a Baby Boomer complains about his dissatisfaction with management, but figures its part of the job. A Gen Xer doesn&apos;t waste time complaining-she sends her resume out and accepts the best offer she can find at another organization. Gen Xers work best when they&apos;re given the desired outcome and then turned loose to figure out how to achieve it. This means a mentor should guide them with feedback and suggestions, not step-by-step instructions.
  • You don’t “retain” them, you “evolve” them. Because they appreciate structure and stability, mentoring Millennials should be more formal, with set meetings and a more authoritative attitude on the mentor&apos;s part. Provide lots of challenges but also provide the structure to back it up. This means breaking down goals into steps, as well as offering any necessary resources and information they&apos;ll need to meet the challenge. You might consider mentoring Millennials in groups, because they work so well in team situations. That way they can act as each other&apos;s resources or peer mentors.
  • You don’t “retain” them, you “evolve” them. Because they appreciate structure and stability, mentoring Millennials should be more formal, with set meetings and a more authoritative attitude on the mentor&apos;s part. Provide lots of challenges but also provide the structure to back it up. This means breaking down goals into steps, as well as offering any necessary resources and information they&apos;ll need to meet the challenge. You might consider mentoring Millennials in groups, because they work so well in team situations. That way they can act as each other&apos;s resources or peer mentors.
  • Yet, One to Fivers feel their organizations fall short in their Diversity efforts. Almost every tenure group is at norm or above; However, One to Fivers are a full 6 points below in the diversity dimension Norm: 87, one to fivers: 77% favorable
  • Transcript of "Selecting Candidates for Engagement and Retention"

    1. 1. Selecting Candidates for Engagement and Retention Presented by: Kevin Sheridan CEO and Founder of HR Solutions, Inc. June 10, 2010 The Webinar Will Begin Shortly If you cannot hear music, or the presenter to today's webinar, please use our toll-free call in number. Number: 888-469-1348 Pass code: 2940000 Follow on Twitter : #monsterlive
    2. 2. Agenda: Selecting Candidates for Engagement and Retention <ul><li>What is Engagement? </li></ul><ul><li>Dispel myths on subjective recruitment measures </li></ul><ul><li>Identify a candidate’s fit within the organizational culture </li></ul><ul><li>Provide best practices and low-cost tips to Engage early and often  </li></ul><ul><li>Discuss the generational differences in workplace concerns </li></ul><ul><li>National trends in Employee Engagement </li></ul><ul><li>Q & A </li></ul>
    3. 3. What is Engagement?
    4. 4. What is Employee Engagement ? Create a Magnetic Culture ® Engaged Employees share a strong desire to be part of the value that the organization creates. These are the employees who choose to exert discretionary effort to provide better outcomes for customers and the organization. A Magnetic Culture ® is one that draws talented employees to the workplace, empowers them, and sustains an environment in which they are less likely to leave
    5. 5. Levels of Engagement Source: HR Solutions’ National Employee Engagement Study <ul><li>Three Types of Employees: </li></ul><ul><li>ENGAGED </li></ul><ul><ul><li>Highly Engaged and committed to the mission, vision, and values of the organization. </li></ul></ul><ul><li> AMBIVALENT </li></ul><ul><ul><li>They are not apt to “going the extra mile” or have strong spirit and enthusiasm.  Not likely to quickly volunteer for extra assignments or lea roles.  They often can feel unappreciated, and at times, unimportant. </li></ul></ul><ul><li>DISENGAGED </li></ul><ul><ul><li>Negative energy, they focus on problems. </li></ul></ul>
    6. 6. Why Engagement Matters: What separates Good from Great? Engagement Recognition/Rewards Supervisory/ Management Personal Awareness/ Commitment Organizational Effectiveness Coworker Performance/ Cooperation
    7. 7. Why is Engagement Important? <ul><li>Engaged Employees work harder and produce higher quality work than Disengaged Employees </li></ul><ul><li>Engaged Employees are 3.5 times more likely to stay with their employer, lowering turnover costs </li></ul><ul><li>Satisfied employees are linked to satisfied customers at a correlation coefficient of .85 </li></ul>
    8. 8. HR Solutions’ Engagement Model
    9. 9. Dispelling Myths on Subjective Recruitment Measures
    10. 10. Recruiting Myths - Busted Myth #1 If a candidate went to ABC University or worked for XYZ Company, they must be the perfect fit for this position. Busted Although education and work experience can be important, this measure alone is a poor way of assessing a candidate’s fit and skill set.
    11. 11. Recruiting Myths - Busted Myth #2 Setting extremely narrow criteria for qualifications will help “weed out” the candidates that would not be good for this job. Busted Setting narrow criteria can actually exclude the top candidates an organization is trying to find. A more effective way of determining fit and qualifications is through behavioral interview questions.
    12. 12. Recruiting Myths - Busted Myth #3 An interview is for the employer to assess the job candidate. Busted An interview allows the employer and job candidate to assess each other and determine a possible mutually beneficial fit. A good interview is a strong informational exchange, not a one-sided conversation.
    13. 13. Recruiting Myths - Busted Myth #4 An interviewee only needs to meet with one person from the organization. Busted Allowing multiple interviewers to assess different aspects of a candidate’s qualifications and fit generally yields to a more accurate and thorough evaluation.
    14. 14. Identifying a Candidate’s Fit Within the Organizational Culture
    15. 15. <ul><li>“ Engagement Predictors” during the selection process: </li></ul><ul><ul><li>Adaptability </li></ul></ul><ul><ul><li>Passion for the Work </li></ul></ul><ul><ul><li>Emotional Maturity </li></ul></ul><ul><ul><li>Positive Disposition </li></ul></ul><ul><ul><li>Self-efficacy </li></ul></ul><ul><ul><li>Achievement Orientation </li></ul></ul>Recruiting Measures: Select the Right People
    16. 16. <ul><li>Tools for Selecting Engaged Employees: </li></ul><ul><ul><li>Situation judgment interview questions </li></ul></ul><ul><ul><li>Structured behavior interviews </li></ul></ul><ul><ul><li>Personality tests </li></ul></ul><ul><ul><li>Combination of multiple methods </li></ul></ul>Recruiting Measures: Select the Right People
    17. 17. Best Practices and Low-Cost Tips to Engage Early and Often
    18. 18. Typically, What Happens on a New Employee’s First Day on the Job? <ul><li>Not met at the front door </li></ul><ul><li>Given employee manual to read front to back </li></ul><ul><li>Voice mail doesn’t work </li></ul><ul><li>Computer isn’t set up </li></ul><ul><li>No one scheduled to train them </li></ul><ul><li>Not welcomed by staff </li></ul><ul><li>Not given bathroom key </li></ul><ul><li>Supervisor not there to introduce to the team </li></ul><ul><li>Work area dirty or still containing other employees belongings </li></ul>One in 25 new employees quits on their first day. Source: Judy Enns, Managing Director or HR Solutions Search and Staffing
    19. 19. Onboarding New Employees: The Right Way <ul><li>Successful employee integration: </li></ul><ul><ul><li>First day should be a celebration! </li></ul></ul><ul><ul><li>Meet with manager </li></ul></ul><ul><ul><li>Teambuilding event </li></ul></ul><ul><ul><ul><li>Lunch </li></ul></ul></ul><ul><ul><ul><li>Meeting </li></ul></ul></ul><ul><ul><ul><li>Training </li></ul></ul></ul><ul><ul><li>Clear definition of role </li></ul></ul><ul><ul><li>Provided with business card </li></ul></ul><ul><ul><li>Overview of the strategy and mission </li></ul></ul><ul><ul><li>Go-to list </li></ul></ul><ul><ul><li>Performance evaluation process/metrics </li></ul></ul>
    20. 20. Engage Early and Often HR Solutions’ Research – Engagement Statistics by Tenure from January 2008 to May 2009. OJS = Overall Job Satisfaction Scores. Length of Service OJS Actively Engaged Ambivalent Disengaged All Employees 76% 24% 59% 17% Less than One Year 81% 36% 53% 11% One to Five Years 74% 17% 67% 16% Six to Ten Years 77% 19% 70% 11% Eleven to Twenty Years 79% 20% 70% 10% Twenty-one years + 86% 25% 69% 6%
    21. 21. Engage Early and Often <ul><li>The steep decline of Engagement levels from 36% to 17% after one year of service is astonishing; </li></ul><ul><li>This is a wake-up call for organizations, regardless of industry or size, to develop ongoing strategies to create Engaged workplaces and continually seek employee feedback to measure levels of Engagement and affect positive change . </li></ul>Proactively solicit feedback from new hires to further ensure their success, such as a survey for all new employees within the first 90 days .
    22. 22. <ul><li>Career Development </li></ul><ul><li>Open Communications </li></ul><ul><li>Direct Supervisor/Manager Leadership Abilities </li></ul><ul><li>Senior Management’s Relationship with Employees </li></ul><ul><li>Strategy/Mission </li></ul><ul><li>Employee Recognition Programs </li></ul><ul><li>Organizational Culture- Diversity, Inclusion, Openness, Innovation, Freedom to Make Mistakes </li></ul>Determination of key drivers based on survey responses in our National Normative Database, representing over 3.3 million participants and 3,400 organizations. Top Drivers of Employee Engagement
    23. 23. <ul><li>Recognition surpasses pay as the top motivator for younger generations </li></ul><ul><li>Recognition is a free or low-cost way to Engage Employees </li></ul><ul><ul><ul><ul><ul><li>Recognize frequently and publicly </li></ul></ul></ul></ul></ul>Retain Top Performers: Create a Recognition Culture* Studies show that supervisors should recognize employees every seven days to be effective. * Source: Michael C. Fina, Total Recognition Strategy OLD WAY Every 5 Years Every Year Every Month NEW WAY Yearly Monthly Real Time
    24. 24. Audience Participation <ul><li>Employees </li></ul><ul><li>Managers </li></ul><ul><li>Responsibility Should be Shared </li></ul><ul><li>I’m Not Sure </li></ul>Who Do YOU Think Should Be Primarily Responsible for Workplace Engagement? Vote on the right side of your screen
    25. 25. Getting Employees Involved in Their Own Engagement <ul><li>Key preventative measures to ensure this mistake does not occur: </li></ul><ul><ul><li>Empower employees to learn their own level of Engagement </li></ul></ul><ul><ul><li>Encourage employees to take ownership of their Engagement </li></ul></ul>The greatest mistake organizations make is focusing efforts to increase Employee Engagement solely on management and the organization.
    26. 26. Audience Participation <ul><li>What is the TOP reason cited by employees with </li></ul><ul><li>one to five years tenure as to why they would </li></ul><ul><li>consider resigning? </li></ul><ul><ul><ul><li>Supervisor/Manager </li></ul></ul></ul><ul><ul><ul><li>Pay </li></ul></ul></ul><ul><ul><ul><li>Benefits </li></ul></ul></ul><ul><ul><ul><li>Lack of Career Advancement </li></ul></ul></ul><ul><ul><ul><li>Other </li></ul></ul></ul>Engagement Research by HR Solutions, Inc. found that 37% of employees responded “Strongly Agree” or “Agree” when asked the following question: “I thought of resigning in the last six months.”  Vote on the right side of your screen
    27. 27. The Top Five Ways to Retain Engaged Employees <ul><li>Desired Job Content. </li></ul><ul><li>Career Development. </li></ul><ul><li>Positive Organizational Culture. </li></ul><ul><li>Compensation Plans/Benefits Plans. </li></ul><ul><li>Maximize Diversity and Generational Strengths. </li></ul>
    28. 28. Generational Differences
    29. 29. Generational Issues <ul><li>Address generational issues before they arise. </li></ul><ul><li>Explain the value and worth of older employees to younger employees. </li></ul><ul><li>Allow older employees to see that they can grow from the knowledge of younger employees as well. </li></ul>Predispositions of individuals in the workplace can obviously cause strife and loss of productivity or underutilization of talent.
    30. 30. Traditionalists Retention Factors: <ul><li>Born 1929- 1946 : </li></ul><ul><li>Size: 27 Million </li></ul><ul><li>Respectful for authority </li></ul><ul><li>Value duty and sacrifice </li></ul><ul><li>Value accountability </li></ul><ul><li>Strong work ethic </li></ul><ul><li>Strong interpersonal skills </li></ul><ul><li>Believe promotions and recognition come with job tenure </li></ul><ul><li>Loyalty to employer and expect employer loyalty to them </li></ul><ul><li>Retention Tips: </li></ul><ul><li>Tap their strong ties with the community </li></ul><ul><li>Empower them to be ambassadors of the organization </li></ul>
    31. 31. Baby Boomers Retention Factors: <ul><li>Born 1947- 1965 : </li></ul><ul><li>Size: 76 Million </li></ul><ul><li>Individuality </li></ul><ul><li>Driven by goals for success </li></ul><ul><li>Believe in teamwork </li></ul><ul><li>Emphasize relationship building </li></ul><ul><li>Want work-life balance </li></ul><ul><li>Career equals identity </li></ul><ul><li>Financial success </li></ul><ul><li>Empowerment </li></ul><ul><li>Retention Tips: </li></ul><ul><li>Treat as equals </li></ul><ul><li>Take a democratic approach within the team </li></ul><ul><li>Leverage their ability to mentor new employees </li></ul><ul><li>Offer a flexible environment that balances work and retirement </li></ul>
    32. 32. <ul><li>Born 1966- 1979 : </li></ul><ul><li>Size: 60 Million </li></ul><ul><li>Self-reliant </li></ul><ul><li>Highly educated </li></ul><ul><li>Questioning and risk adverse </li></ul><ul><li>Loyal to people, not the organization </li></ul><ul><li>Want open communication </li></ul><ul><li>Value control of their time </li></ul><ul><li>Focused on career advancement </li></ul><ul><li>& skill development </li></ul><ul><li>Value flexibility </li></ul><ul><li>Outcome over process </li></ul>Generation X Retention Factors: <ul><li>Retention Tips: </li></ul><ul><li>Link their contributions to the </li></ul><ul><li>“ big picture” </li></ul><ul><li>Offer learning & training opportunities </li></ul><ul><li>Employee involvement </li></ul><ul><li>Flexibility to meet deadlines </li></ul><ul><li>Focus on results </li></ul>
    33. 33. <ul><li>Born 1980- 1992 : </li></ul><ul><li>Size: 88 Million </li></ul><ul><li>Image conscious </li></ul><ul><li>Constant recognition </li></ul><ul><li>Value instant gratification </li></ul><ul><li>Team-oriented </li></ul><ul><li>Want open communication </li></ul><ul><li>Search for mentors </li></ul><ul><li>Want a job that provides personal fulfillment </li></ul><ul><li>Searching for stress relief </li></ul><ul><li>Work-life balance </li></ul><ul><li>Career development </li></ul><ul><li>Race/ethnic identification of reduced importance </li></ul>Millennials Retention Factors: <ul><li>Retention Tips: </li></ul><ul><li>Create a collaborative and feedback oriented work environment </li></ul><ul><li>Ensure training program is comprehensive </li></ul><ul><li>Structured, supportive work environment </li></ul><ul><li>Frequent recognition for achievements </li></ul><ul><li>Developmental opportunities </li></ul><ul><li>Volunteer opportunities </li></ul><ul><li>Link with on-call mentors </li></ul><ul><li>Use cross-training technique </li></ul>
    34. 34. National Trends in Employee Engagement
    35. 35. <ul><li>(Slow) Economic Improvement: </li></ul><ul><li>29% of organizations plan on hiring </li></ul><ul><li>in the next six months </li></ul><ul><li>Up from 24% in Fall 2009 </li></ul><ul><li>(Society for Human Resources Management, Workplace Visions </li></ul><ul><li>Study by the National Association for Business Economics, Jan 2010) </li></ul>National Trends <ul><li>Engagement Effect: </li></ul><ul><li>More job opportunities for those </li></ul><ul><li>who are currently employed </li></ul><ul><li>Predicted rise in voluntary leave </li></ul><ul><li>Raising Engagement levels becomes even more crucial for controlling turnover rates and keeping top performers. </li></ul>
    36. 36. National Trends Engagement – Diversity Link <ul><li>Maximize Diversity and Generational Strengths. </li></ul><ul><ul><li>Demonstrate that Diversity is a priority for the organization. </li></ul></ul>
    37. 37. Questions/Comments? Please forward any additional questions to: [email_address]
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×