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Building Your Team: Finding, Getting, and Keeping the Employees You Need for Business Success


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We are finding that we are living in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous), and keeping the best talent for our businesses seems at times impossible. Join Phyllis Hartman for a discussion on the hiring and retention challenges we face and learn effective strategies for better results. This course will explore approaches to finding and recruiting the candidates you need and to establishing a selection and hiring process that zeros in on the best candidate. The challenges faced due to competition and if you are a smaller employer, as well as learning how to reach younger professionals who want different things from an employer also will be covered. Participants will learn strategies for retaining and developing your most valued staff so that you don’t need to face constant recruitment costs.

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Building Your Team: Finding, Getting, and Keeping the Employees You Need for Business Success

  1. 1. Building Your Team: Finding, Getting, and Keeping the Employees You Need for Business Success Course # -Build_BP17 Phyllis G. Hartman April 5, 2017 Build Pittsburgh 2017 David L. Lawrence Convention Center Provider #: A217 1
  2. 2. Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request. This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. _______________________________________ Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation. 2
  3. 3. This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited. PGHR Consulting, Inc. © PGHR Consulting, Inc. Copyright Materials 3
  4. 4. W e a r e f i n d i n g t h a t w e a r e l i v i n g i n a V U C A w o r l d ( v o l a t i l e , u n c e r t a i n , c o m p l e x , a n d a m b i g u o u s ) , a n d k e e p i n g t h e b e s t t a l e n t f o r o u r b u s i n e s s e s s e e m s a t t i m e s i m p o s s i b l e . J o i n u s f o r a d i s c u s s i o n o n t h e h i r i n g a n d r e t e n t i o n c h a l l e n g e s w e f a c e a n d l e a r n e f f e c t i v e s t r a t e g i e s f o r b e t t e r r e s u l t s . T h i s c o u r s e w i l l e x p l o r e a p p r o a c h e s t o f i n d i n g a n d r e c r u i t i n g t h e c a n d i d a t e s y o u n e e d a n d t o e s t a b l i s h i n g a s e l e c t i o n a n d h i r i n g p r o c e s s t h a t z e r o s i n o n t h e b e s t c a n d i d a t e . T h e c h a l l e n g e s f a c e d d u e t o c o m p e t i t i o n a n d i f y o u a r e a s m a l l e r e m p l o y e r, a s w e l l a s l e a r n i n g h o w t o r e a c h y o u n g e r p r o f e s s i o n a l s w h o w a n t d i f f e r e n t t h i n g s f r o m a n e m p l o y e r a l s o w i l l b e c o v e r e d . P a r t i c i p a n t s w i l l l e a r n s t r a t e g i e s f o r r e t a i n i n g a n d d e v e l o p i n g y o u r m o s t v a l u e d s t a f f s o t h a t y o u d o n ' t n e e d t o f a c e c o n s t a n t r e c r u i t m e n t c o s t s . Course Description
  5. 5. Learning Objectives 1. Apply methods for attracting the best candidates for your company 2. Develop a toolkit of resources that can be applied to selecting the right candidates 3. Utilize strategies for hiring and on-boarding the individual you want so that you can develop good internal hiring processes 4. Utilize information on the latest strategies for retaining employees At the end of the this course, participants will be able to: 5
  6. 6. The Employment Relationship  From command & control to partnership  Employees are “consumers” Glassdoor , Great Place to Work  Employment brand – employee focus Organizations that invest in employer branding are three times more likely to make a quality hire Source: Brandon Hall, The True Cost of a Bad Hire, September 2015 6
  7. 7. Why would people want to work here? An employment brand “communicates who the company is, what it stands for, how people get things done, and how the company is differentiated from competitors” – Libby Satrain, Yahoo, Brand from the Inside 7
  8. 8. Use Your Brand to Recruit  =5&list=PLoo0Uc8JcKK9gJCJuFQo7FutRAEMXmOUE  Royal Philips Electronics – makes defibrillators – “work for a company that touches people’s lives”  Ernst & Young – “Whenever you join, however long you stay, the exceptional EY experience lasts a lifetime”  Gensler – “Make your mark” 8
  9. 9. Create a posting  Job title – clear, simple  ideas Zip Recruiter  Succinct – 60% read on mobile device  Complete/honest  Gender neutral – 42% better responses 9
  10. 10. Internal Sources  Post  Database - skill, knowledge, ability, proficiency  Cross train  Gives you flexibility now!  Keep people engaged less plateaued  Employee referrals 10
  11. 11. Where do candidates look?  Websites of organizations they have interest in 77%  Referrals from current employees - 71%  Suggestions from family members or friends - 68%  Online job sites - 58% Gallup  Make visible, include employment brand  Encourage them  Internal postings  Use the most effective 11
  12. 12. Internet postings  Specific vs. large/general  Free - Careerlink, Social Service, Professional Orgs.  LinkedIn Career – Lite/Corp/advanced people search  Groups (LinkedIn, Yahoo, Google+)  Reviews (Glassdoor, Vault, Great Rated!)  Facebook 1.8 million users  Small/local  Company page  New FB Jobs page - post-a-job-on-facebook 12
  13. 13. Other tactics  Partnerships  Volunteer speaker  Teach   Job fairs  Networks  Changing companies 13
  14. 14. Selection Process Analysis of application/resume’ Screening interview In-depth interview Test/evaluation Background Offer 14
  15. 15. Applications/Resumes Look for:  Gaps in information  Location/proximity  Education  Direct job experience  In-direct experience Suzie Q Work Experience Education 15
  16. 16. Applications Job-related, nondiscriminatory data Ask for :  Basic personal/work data Avoid:  SS#  Dates of Education  Criminal Include:  EEO, truthfulness statements  Signature 16
  17. 17. Interview Questions Risky ◦ Gender, marital status, family issues ◦ Race, creed, national origin ◦ Religion ◦ Veteran Status ◦ Age ◦ Disability ◦ Gender identity OK Job Related 17
  18. 18. Question Types  Behavioral:  What represents the best…  How would/did you handle  Demonstration:  Outline…  Trait:  Like Least  Favorite  Whole Person  Hobbies, interests, passion Avoid – Yes/No questions •Tell me something about yourself that I can’t see on your resume’ LISTEN Carefully!! 18
  19. 19. Interview Process  Prepare yourself & others  Write out questions  Ask same questions of ALL  Provide basic information about the job  Put the candidate at ease  Have benefits information available  De-brief 19
  20. 20. Testing  Pre-employment  Current skills/knowledge ◦ performance/work sample  Future potential ◦ ability, aptitude, psychomotor  Other ◦ personality, honesty, polygraph  Pre-employment-Post Offer ◦ Physicals ◦ Drug Must be:  Reliable - consistently predicts future behavior  Valid - measures “real” job skills accurately 20
  21. 21. Reference Checking  Academic  Work  Financial  Personal  CAUTION privacy defamation negligent hiring 21
  22. 22. Hiring  Make the offer  Verbal & in writing  Never state annual salary  Provide 1st day plan, information  Have a workstation, equipment ready  Check back often – decision to stay made in 1st 6 months 22
  23. 23. Start Retention Early Before the new employee joins: • Provide access to internal website & directory • Highlight co activities – i.e., volunteer activities & holiday events • For fun: Ask new hire to complete a quick survey with questions that ask his or her favorite candy & restaurant On Day 1: • Have a welcome message ready on his or her computer: “Welcome Steve to the Accounting Department” • Have a bag of his or her favorite candy on the desk to share with new colleagues & a restaurant gift card 23
  24. 24. Why Engage Employees?  They stay - 51% of employees are looking to leave  They contribute:  &list=PLCDJe_hdM2Jjzp-gawhqJm9BAk4ngvzmJ 24
  25. 25. Keeping Good Employees  Managers = 70% of variance in engagement (Gallup)  84% Gen Y & 77% Boomers want open, regular, honest feedback (15Five)  2:1 more satisfaction if employees can make social or environmental impact on the job (Rutgers University)  45% Gen Y want career development (Korn Ferry Hay)  Train managers  Be transparent  Provide Involvement opportunities  Offer development 25
  26. 26. Give up to 10% of pay for flexibility  Employees working remotely spent more time doing so  Flextime  Compressed Work Week  Part-Time  Job Sharing  Telecommuting 26
  27. 27. Questions ??????? 27
  28. 28. This concludes The American Institute of Architects Continuing Education Systems Course Phyllis G. Hartman, SHRM, SCP PGHR Consulting, Inc. PO Box 63 Ingomar, PA 15127 412-496-2429 28