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Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
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Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
Recruiting From Within
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Recruiting From Within
Recruiting From Within
Recruiting From Within
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Recruiting From Within

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Webinar held November 19, 2008 …

Webinar held November 19, 2008
Presented by the Society for Human Resource Management

Published in: Business, Technology
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  • 1. Recruiting the Talent Within November 19, 2008
  • 2. Your Speaker Today Anne Nimke is a seasoned veteran in the world of RPO, talent  strategy and performance improvement. Adept at creating staffing models, Anne understands solutions need to align with the  strategic objectives of the business to achieve an organization’s  maximum performance capacity.  She has an extensive experience  developing talent lifecycle strategies, driving employment branding  and positioning, aligning recruitment and on‐boarding initiatives,  and ensuring sustainable performance through process change,  Anne Nimke integrated technology and metric development.   Co‐founder &  Executive Consultant Anne is a cum laude graduate of Marquette University. She is past  president of HRMA, SHRM State Conference Chair, and currently  Vice Chair of RPO Alliance and member of SHRM Staffing Special  Expertise Panel and HROA. Confidential 2
  • 3. Pinstripe, Inc. designs, builds and manages high‐performance, large scale talent acquisition solutions. For clients in industries that include financial services, technology, telecommunications, healthcare and others, Pinstripe’s innovative approach to Recruitment Process Outsourcing (RPO) integrates sourcing, recruiting, hiring, on‐boarding, and engagement into a complete, end‐to‐end outsourced acquisition and retention solution. For healthcare organizations, Pinstripe’s Healthcare Group offers the provider‐side experience it takes to help clients reduce their recruitment and labor costs while continuing to provide the highest quality of patient care.   More information is available at  www.pinstripetalent.com or www.pinstripehealthcare.com Confidential 3 3
  • 4. Polling Question Please describe your current role… Recruiter or Recruiting Leader – 29% HR Manager / Director or above- 42% HR Generalist / HR Specialist (non recruiting) – 20% Hiring Manager / Executive - <1% Other – 8% Confidential 4
  • 5. Recruiting the Talent Within is NOT about a better  internal posting process!
  • 6. Agenda – Recruiting the Talent Within • Business Case – Why bother? • Internal Recruiting • High Potential & Engaged Employees  • Talent Management • Be a Choice Employer & Talk About It! • What Gets Measured Gets Done! • Question and Answer For a copy of the presentation – Email: animke@pinstripetalent.com Confidential 6
  • 7. Business Case • Domestic and Global War for Talent – Offshoring; Remote workers to electronic; Immigrants; Working 24x7; Job  migration; Global talent supply chain • Cost of Replacing Talent – Retiring Talent; Turnover; # years of work experience lost – It takes 2 new employees to replace 1 skilled worker – Forrester • Demographic Trends Point to a 11m worker shortfall – 15% fewer 35 to 45 year olds; Baby boomer retirements – Vacated jobs + newly created jobs = 33 to 55m open positions – 11m to 23m person talent shortage by turn of the decade • Reengineering and automation has run its course in many firms • Net:  The market is tough…and getting tougher Confidential 7 7
  • 8. Talent Impacts Financial Performance • Talent is strongly linked to superior financial performance • A Fortune 500 company can realize a $70m‐160m bottom line increase,  with a 10 point increase in its Talent Quotient • 70% of value of NASDAQ is Intellectual or Intangible Asset Value (IAV) a  complete reversal from just over a decade ago; 50% of total American  capital markets Source of Value Comparing the Best and  Source of Value Worst HR Systems 120% 120% Bottom 10%     Top 10% 100% 100% 15% 80% 38% 15% Employee Turnover 34.09%  20.87% 80% 62% 38% Tangible Assets Sales Per Employee  $158,101           $617,576 60% 62% Tangible Assets 60% Intangible Assets Intangible Assets Market Value to Book Value       3.64                   11.06 40% 85% 40% 62% 85% % Jobs filled from within 31%                    53% 20% 38% 62% % with formal staffing plan 3%           48% 20% 38% 0% % qualified for >1 job 2%                     63% 0% 1982 1992 1998 # Hrs training for new EEs 3                       5 1982 1992 1998 Confidential Hewitt Study Huselid Study 8 8
  • 9. Polling Question Are any of your company's dealing with issues related to...(check all that apply)* Skill Shortages - 186 Multi-generations in the workforce - 138 Economic downturn - 186 Globalization - 25 Increasingly aggressive competition -125 *Responses are actual numbers, not percentage) Confidential 9
  • 10. Retention is the #1 Concern DDI/Sheffield Survey Confidential 10
  • 11. Does your organization have … A Vicious Talent Cycle … a revolving door Where top performers and high potentials are finding it easier and  easier to find new opportunities (leave) while underperforming  employees will stay because they have no choice (unless  terminated). OR? A Virtuous Talent Cycle … a safe and dynamic culture Where top performers and high potential employees are engaged and encouraged to grow within your company and contribute to its culture and success while achieving personal goals. Confidential 11
  • 12. Internal Recruiting Reduce: • Cost Per Hire • Time to Fill Improve: • Talent Pool • Engagement and Employee Relations • Retain Intellectual Property Confidential 12
  • 13. What are we talking about? Re‐recruit Internal Promote Recruiting From within Keeping Talent  The  Career Mgmt Talent Pathing Within Reduce Succession Turnover Planning Retention Programs Confidential 13
  • 14. Your Talent Pool No doubt you are doing more than the “Post and Pray” for external candidates Active Candidates Qualify job search criteria and ensure robust recruitment marketing to  candidates looking for a job now ‐ online and off on web and in your  current ATS & CRM Selective Candidates Research and mine resume/ candidate database for candidates   actively…daily Passive Candidates Find and maintain relationships with currently employed talent that might  not be looking to change jobs today Confidential 14
  • 15. Your Talent Pool Internal Candidates Create robust communication to current employee database and insure  employees in (or out) of the career path are recruited Active Candidates Qualify job search criteria and ensure robust recruitment marketing to  candidates looking for a job now ‐ online and off on web and in your  current ATS & CRM Selective Candidates Research and mine resume/ candidate database for candidates   actively…daily Passive Candidates Find and maintain relationships with currently employed talent that might  not be looking to change jobs today Confidential 15
  • 16. Your Talent Pool Internal Candidates Create robust communication to current employee database and insure  employees in career path are recruited You need to do more than the “Post and Pray” for internal candidates Confidential 16
  • 17. If you feel your employees won’t  leave…think again! Confidential 17
  • 18. What does “Internal Recruiting” look like? Basics • Open positions available to all  employees – Intranet – Career site • The process is published • “Next opportunity” is part of  performance mgmt discussions • Current “promoted from within” employee stories known widely • Culture of “promote from within” • Less‐restrictive “time in current job” • Employee Referral Programs Confidential 18
  • 19. What does “Internal Recruiting” look like? Basics Proactive • Open positions available to all  • Basics + … employees • Internal job fairs – Intranet • Recruiters “find/recruit” internal  – Career site candidates • The process is published • Strong internal “candidate care” • “Next opportunity” is part of  • Process is robustly marketed performance mgmt discussions • Career Paths are published • Current “promoted from within” • Posting for lateral moves and job  employee stories known widely shadowing available • Culture of “promote from within” • Next job self‐service training  • Less‐restrictive “time in current job” • New EE Orientation includes how  • Employee Referral Programs to post for next job • Re‐recruit your lost employees – exit interviews Confidential 19
  • 20. Polling Question Please describe your current internal recruiting practice… Post and Pray with no plans to enhance - 10% Post and Pray with plan to improve – 35% Basic with no plans to enhance – 10% Basic with plan to improve – 33% Proactive – 12% Confidential 20
  • 21. Retain High Potential and  Engaged Employees Improve: • Quality of Workforce • Bench • Productivity • Engagement Reinforce: • Performance Culture Confidential 21
  • 22. The old adage about people being your greatest asset is not true.  People aren’t your greatest asset.  The RIGHT PEOPLE are! Jim Collins, Good to Great Confidential 22 22
  • 23. High Performers vs. High Potential • Only 28% of high performers are also high potential • High Potential = High Performer PLUS – Learning Agility – Leadership Ability – Desire to Advance – Breadth of Experience – Not Risk Averse – Interpersonal Skills – High Engagement and Motivation Corporate Leadership Council Confidential 23
  • 24. Good People are Great for Business McKinsey and Co. Confidential 24 24
  • 25. Engaged Employees Confidential 25
  • 26. Engaged Employees are MORE LIKELY to: • Stay with your organization despite competitive offers • Demonstrate alignment between their individual goals  and organizational success • Express a consistently positive viewpoint • Exert discretionary effort that contributes exponentially  to business results Confidential 26
  • 27. Workforce Surveys Only 20% of employees are highly engaged; A recent Gallup Index reveals that,  on average, about 70% of US workers are “not engaged” or are “actively  disengaged” with their work. Engaged employees are more likely to “learn and change”, offer creative ideas and involve customers in innovation and improvement processes. Confidential 27
  • 28. Workforce Survey ‐ Gallup Poll 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best everyday? 4. In the last week, have I received recognition or praise for doing great work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co‐workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow? “The only way to generate enduring profits is to begin by building the kind of  work environment that attracts, focuses, and keeps talented employees.” Confidential 28
  • 29. 7 Drivers of Employee Engagement • Opportunity • Leadership – Growth/Development – Credibility – Advancement – Trust – Interaction • Culture & Purpose • Job Tasks – Sense of Purpose – Impact – Organizational – Challenge/Interest – Values & Behaviors – Status/Pride • Total Compensation • Relationships – Pay/Financial – Co‐workers – Recognition – Managers • Quality of Work Life – Customers – Physical Environment – Work/Life Practices Confidential 29
  • 30. Talent Management Improve: • Talent Trajectory • Retention Create or Reinforce • Choice Employer Status • High Performance Culture Confidential 30
  • 31. Talent Trajectory ‐ Now and Future TODAY 2009 2010 # OF EMPLOYEES ** # of Standard  Deviations from mean  performance levels mean  performance  level today PERFORMANCE & PRODUCTIVITY Quality of Hire The Talent Within Challenge & Opportunity The single biggest determinant of  Development of the diverse and  The challenge and the opportunity   departmental and organizational  high performing employees at  is for organizations to move their  performance. each level. curve to the right. Confidential 31
  • 32. Talent Management Traditional Talent Management: • Endpoints of traditional talent management process – Hiring  – Performance Management – Turnover • PAST focused • Measures goals and behavior Confidential 32
  • 33. Talent Management Traditional Talent Management: • Endpoints of traditional talent management process – Hiring  – Performance Management – Turnover • PAST focused • Measures goals and behavior Today’s Talent Management MUST: • Integrate with the business  • Link Business Priorities + Critical Workforce Issues • Drive results by enhancing organization’s – Capability – Commitment and – Alignment • FUTURE focused • Measures performance, EMPLOYEE INTERESTS and POTENTIAL Confidential A cultural mindset - Talent Mindset vs. Labor Mindset 33
  • 34. Polling Question Our organization’s focus on talent management is: Very uninvolved – 6% Uninvolved – 15% Informed but not involved – 44% Involved - 29% Very involved - 6% Confidential 34
  • 35. Be a Choice Employer and  Talk About It! Improve: • Organization’s Brand Equity • Customer Impact • Recruitment Marketing Success • Morale Reduce: • Voluntary Turnover Confidential 35
  • 36. Your Workforce Has Changed – Has Your Organization? OLD PARADIGM NEW PARADIGM • Job Security • Employability is security • Longitudinal Career Paths • Alternate career paths • Job/Person Fit • Person/Organization fit • Organization Loyalty • Job/Career Loyalty • Career Success • Work/Life Balance • Academic Degree • Continuous Learning • Position & Title • Competency Development • Full Time Employment • Flexibility in Employment • Retirement • Career Sabbaticals • Single Jobs/Careers • Multiple Jobs/Careers • Change in jobs based on fear • Change in jobs based on growth • Promotion highly tenure based • Promotion highly performance based Confidential 36
  • 37. Job Dissatisfaction Employees are: • Fearful about losing their jobs • Overworked due to the large number of cutbacks • Unappreciated for the hard work and stress that they are enduring • Resentful about the lack of respect they are receiving Bruce Katcher – The Survey Doctor Author of 30 Reasons Why Employees Hate Their Managers  Confidential 37
  • 38. First Impressions DO Count! • 4% left their job after a disastrous first  day • 9% seriously considered quitting • 54% believe “first impressions” affect performance • 60% report “losing sleep” before  the first day Improved Performance Impaired Performance No Effect Confidential 38
  • 39. So What’s Love Got to Do With It? Your employees are getting oriented to your company whether you  have a program or not!   The orientation they are getting  MAY NOT be the one you want or intend. Confidential 39
  • 40. So What’s Love Got to Do With It? Your employees are getting oriented to your company whether you  have a program or not!   The orientation they are getting  MAY NOT be the one you want or intend. • Employees who complete orientation reach full  productivity 60 days faster and they found they reduced  their turnover by 40% • 69% more likely to stay employed after 3 years if they  completed orientation Research has confirmed employees that connect with the company  within the first 90 days, stay with the company significantly longer. Confidential 40
  • 41. Tools to Identify Potential* and Interest • Training and Education • Company Processes – Internal and External Training – Succession Planning – Internal Hiring Priority – Tuition reimbursement – High Potential* Tracking  & Development – Learning Management Systems – Talent Assessments and Talent Review  Meetings • Learning from Others – Performance Appraisals* • Experiences and Opportunities – Non‐profit Boards – On the job training – Mentor Programs – Job shadowing request process – Talent review meetings – Simulations – Career Development Plans – Project Assignments /Task Force – Executive Involvement – Cross Training – Encourage Informational Interviews – Job Rotation/Mgmt Tracking Corporate Leadership Council Confidential 41
  • 42. Employment Branding • Branding ‐ A way to differentiate the employment experience – An emotional connection with internal/external audiences – Highlighting ‘points of difference’ – Branding should be consistent with the consumer brand/culture • Guiding Principles of branding – COGNITIVE:  Understand ‐ Believe ‐ Engaged – BEHAVIORAL:  Deliver ‐ Tell the story ‐ Link to HR Systems Confidential 42
  • 43. Internal Branding Core Creative Confidential 43
  • 44. What Gets Measured  Gets Done! • Know Your Organization • Identify Where Change is Needed • Build Business Case • Communicate Impact and ROI Confidential 44
  • 45. We Know…. • How every dollar is spent… • Where our product inventory is… • Where every computer, printer, copier and phone is located… • Everything about all our leases and contracts… • Customer and prospect contact information and more… • BUT….how well do we know the talents and career interests of our  current employees? Doris Sims, SPHR www.SuccessionBuilders.com Confidential 45
  • 46. Do you have internal hiring metrics? • Segment your hiring statistics Internal vs External – Quality of Hire – Demographics – Time to Productivity – Age – Time to Fill – Geography – Cost per Hire – Diversity Confidential 46
  • 47. Improved Ramp‐up Time Confidential 47
  • 48. What Impacts Engagement?  • Find the triggers that make your employees stay/leave • Utilize turnover stats, exit interviews, employee and  management surveys Saratoga Confidential 48
  • 49. Cost of Turnover Costs include: • Lost productivity during a vacancy • Diminished productivity of the team and managers  Average turnover  who are covering for a vacant position cost equals one year's  • Diminished productivity of the team and managers  salary and benefits.  who are training the new hire • Increased labor costs due to overtime or contractors  Average of 12 to 40%  needs of pre‐tax  • Hiring and on‐boarding costs company earnings • Other more difficult to quantify impacts: – Decreased customer satisfaction Average – Increased future turnover 1.5 – 2.5 x salary – Loss of institutional knowledge Saratoga TURNOVER CALULATORS http://www.blr.com/landingPR/index.aspx?landingPRID=1 www.caliperonline.com/solutions/turnover.shtml http://acw.aon.com/wfs/Router?PAGE_NAME=TCE_INPUT Confidential 49
  • 50. Measuring Turnover • If you are loosing High Potentials, High Performers and Great  Experience – The first step is acknowledging the problem. • Turnover ‐ % of employees leaving the organization total number of employees • Retention Index – rate of turnover within a “group/category” as  compared to average turnover  • Segment your turnover statistics and compare to the average to  identify talent gaps and leaks – Job family/title – Demographics – Longevity – Age – Geography – High performers – Diversity – Level within organization Confidential 50
  • 51. Hewitt's Talent Quotient  • Prioritization of investment dollars in people programs  • An objective ranking of the firm's track record in attracting  and retaining pivotal employees compared with other  organizations  • An understanding of flight risk of pivotal employees based  on demographics and diversity factors  • Fact‐based evaluation of people programs to bolster  information from employee opinion surveys Confidential 51
  • 52. Recruiting the Talent Within CONCERNS Self‐nomination process may be unsatisfactory to all stakeholders You have no “bench” Current employee talent pool may not have the what is needed Filling one gap may create another May inhibit new ideas/diversity within org. Lower morale for those not selected Attention needed to curb tendency toward “favorites” or incumbent Waste of time if the manager already knows who they want to hire Process not defined or implemented well Internal “candidate care” is as important as external candidate care – if you aren’t doing  it well for external candidates you might not for internal Confidential 52
  • 53. Recruiting the Talent Within BENEFITS Capitalizes past investments in recruiting & training current employees Reinforces “culture” of retention and career opportunities Rewards performance and potential Reinforces employee engagement Improves morale and promotes positive employee relations Allows hiring managers data on current employee which is more likely to be more reliable  than info on external candidates Usually is a lower overall cost per hire: CPH & pay of external usually greater than internal Usually faster Time to Fill than hiring externally Pro‐active internal recruiting may create greater success. Why? Current post and  pray/self‐nomination process can be unsatisfactory to all stakeholders Confidential 53
  • 54. Summary Re‐recruit Internal Promote Recruiting From within Keeping Talent  The  Career Mgmt Talent Pathing Within Reduce Succession Turnover Planning Retention Programs If you aren’t recruiting your current talent – you may be the only company who isn’t! Confidential 54
  • 55. Are you of the talent you want to attract and retain? Confidential 55
  • 56. Thank You – Any questions? If you would like a copy of the presentation or have individual  questions – contact: Anne Nimke 262‐754‐5060 animke@pinstripetalent.com Join Pinstripe for Future Webinars! Visit www.pinstripetalent.com/events for more information Confidential 56

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