Selecting Candidates for Engagement and Retention

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

Agenda: Selecting Candidates for Engagement and Retention
What is Engagement?
Dispel myths on subjective recruitment measures
Identify a 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
National trends in Employee Engagement
Q & A

What is Engagement?

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

Levels of Engagement Source: HR Solutions’ National Employee Engagement Study
Three Types of Employees:
ENGAGED
Highly Engaged and committed to the mission, vision, and values of the organization.
AMBIVALENT
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.
DISENGAGED
Negative energy, they focus on problems.

Why Engagement Matters: What separates Good from Great? Engagement Recognition/Rewards Supervisory/ Management Personal Awareness/ Commitment Organizational Effectiveness Coworker Performance/ Cooperation

Why is Engagement Important?
Engaged Employees work harder and produce higher quality work than Disengaged Employees
Engaged Employees are 3.5 times more likely to stay with their employer, lowering turnover costs
Satisfied employees are linked to satisfied customers at a correlation coefficient of .85

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 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.

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.

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.

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.

Identifying a Candidate’s Fit Within the Organizational Culture

“ Engagement Predictors” during the selection process:
Adaptability
Passion for the Work
Emotional Maturity
Positive Disposition
Self-efficacy
Achievement Orientation
Recruiting Measures: Select the Right People

Tools for Selecting Engaged Employees:
Situation judgment interview questions
Structured behavior interviews
Personality tests
Combination of multiple methods
Recruiting Measures: Select the Right People

Best Practices and Low-Cost Tips to Engage Early and Often

Typically, What Happens on a New Employee’s First Day on the Job?
Not met at the front door
Given employee manual to read front to back
Voice mail doesn’t work
Computer isn’t set up
No one scheduled to train them
Not welcomed by staff
Not given bathroom key
Supervisor not there to introduce to the team
Work area dirty or still containing other employees belongings
One in 25 new employees quits on their first day. Source: Judy Enns, Managing Director or HR Solutions Search and Staffing

Onboarding New Employees: The Right Way
Successful employee integration:
First day should be a celebration!
Meet with manager
Teambuilding event
Lunch
Meeting
Training
Clear definition of role
Provided with business card
Overview of the strategy and mission
Go-to list
Performance evaluation process/metrics

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%

Engage Early and Often
The steep decline of Engagement levels from 36% to 17% after one year of service is astonishing;
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 .
Proactively solicit feedback from new hires to further ensure their success, such as a survey for all new employees within the first 90 days .

Career Development
Open Communications
Direct Supervisor/Manager Leadership Abilities
Senior Management’s Relationship with Employees
Strategy/Mission
Employee Recognition Programs
Organizational Culture- Diversity, Inclusion, Openness, Innovation, Freedom to Make Mistakes
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

Recognition surpasses pay as the top motivator for younger generations
Recognition is a free or low-cost way to Engage Employees
Recognize frequently and publicly
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

Audience Participation
Employees
Managers
Responsibility Should be Shared
I’m Not Sure
Who Do YOU Think Should Be Primarily Responsible for Workplace Engagement? Vote on the right side of your screen

Getting Employees Involved in Their Own Engagement
Key preventative measures to ensure this mistake does not occur:
Empower employees to learn their own level of Engagement
Encourage employees to take ownership of their Engagement
The greatest mistake organizations make is focusing efforts to increase Employee Engagement solely on management and the organization.

Audience Participation
What is the TOP reason cited by employees with
one to five years tenure as to why they would
consider resigning?
Supervisor/Manager
Pay
Benefits
Lack of Career Advancement
Other
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

The Top Five Ways to Retain Engaged Employees
Desired Job Content.
Career Development.
Positive Organizational Culture.
Compensation Plans/Benefits Plans.
Maximize Diversity and Generational Strengths.

Generational Differences

Generational Issues
Address generational issues before they arise.
Explain the value and worth of older employees to younger employees.
Allow older employees to see that they can grow from the knowledge of younger employees as well.
Predispositions of individuals in the workplace can obviously cause strife and loss of productivity or underutilization of talent.

Traditionalists Retention Factors:
Born 1929- 1946 :
Size: 27 Million
Respectful for authority
Value duty and sacrifice
Value accountability
Strong work ethic
Strong interpersonal skills
Believe promotions and recognition come with job tenure
Loyalty to employer and expect employer loyalty to them
Retention Tips:
Tap their strong ties with the community
Empower them to be ambassadors of the organization

Baby Boomers Retention Factors:
Born 1947- 1965 :
Size: 76 Million
Individuality
Driven by goals for success
Believe in teamwork
Emphasize relationship building
Want work-life balance
Career equals identity
Financial success
Empowerment
Retention Tips:
Treat as equals
Take a democratic approach within the team
Leverage their ability to mentor new employees
Offer a flexible environment that balances work and retirement

Born 1966- 1979 :
Size: 60 Million
Self-reliant
Highly educated
Questioning and risk adverse
Loyal to people, not the organization
Want open communication
Value control of their time
Focused on career advancement
& skill development
Value flexibility
Outcome over process
Generation X Retention Factors:
Retention Tips:
Link their contributions to the
“ big picture”
Offer learning & training opportunities
Employee involvement
Flexibility to meet deadlines
Focus on results

Born 1980- 1992 :
Size: 88 Million
Image conscious
Constant recognition
Value instant gratification
Team-oriented
Want open communication
Search for mentors
Want a job that provides personal fulfillment
Searching for stress relief
Work-life balance
Career development
Race/ethnic identification of reduced importance
Millennials Retention Factors:
Retention Tips:
Create a collaborative and feedback oriented work environment
Ensure training program is comprehensive
Structured, supportive work environment
Frequent recognition for achievements
Developmental opportunities
Volunteer opportunities
Link with on-call mentors
Use cross-training technique

National Trends in Employee Engagement

(Slow) Economic Improvement:
29% of organizations plan on hiring
in the next six months
Up from 24% in Fall 2009
(Society for Human Resources Management, Workplace Visions
Study by the National Association for Business Economics, Jan 2010)
National Trends
Engagement Effect:
More job opportunities for those
who are currently employed
Predicted rise in voluntary leave
Raising Engagement levels becomes even more crucial for controlling turnover rates and keeping top performers.

National Trends Engagement – Diversity Link
Maximize Diversity and Generational Strengths.
Demonstrate that Diversity is a priority for the organization.

Questions/Comments? Please forward any additional questions to: [email_address]

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