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Recruit To Retain


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Recruit To Retain

  1. 1. Recruit to Retain Build a Recruiting Culture. Repair Your Talent Brand. Gunn & Associates, Inc. Rev. February 2009 © G&A July 2008
  2. 2. Table of Contents | Recruit to Retain 1. Recruiting Culture Scorecard - Visible 2. Full Recruiting Cycle Measured 3. Business Unit Accountability Hour Glass 4. Job Seeker the Customer! Urgency 5. Workforce Planning Vision 6. Recruiter Training Work Plan 7. On - Boarding 8. Teams of 2 9. ATS ++ Talent Brand Enrich 10. R-R © Gunn & Associates, Inc. Recruit to Retain
  3. 3. Recruiting Culture Scorecard Corporate Enterprise Recruiting Department 1.  Employee Referral Program 1.  Fair Recruiter Allocation 2.  Employer Brand 2.  Recruiter Broad Skills 3.  Hiring Managers Supported 3.  Recruitment Branding 4.  Employment Value Proposition 4.  Recruiting Dept. Leadership 5.  Comm./PR Staff Support 5.  Hiring Manager Trust 6.  Job Seeker Satisfaction 6.  Co-Brand with Top Suppliers Business Engagement Technology 1.  Cross-Functional Cooperation 1.  Resume Database Retrieval 2.  Recruiting Cycle Events Tracked 2.  ATS Effectiveness 3.  Hiring Manager/Recruiter Roles 3.  Career Website Influence 4.  Hiring Managers Evaluated 4.  Workforce Planning Tools © Gunn & Associates, Inc. Recruit to Retain
  4. 4. Recruiting Cycle Recruiting Cycle Event Days Cumulative Observe Need — Day One 1 1 Start Open and Approve Requisition 5* 6 Source Internal/External Candidates 5* 11 Screen and Pre-qualify Candidates 5* 16 Phone Interview Top Candidates 10 * 26 Complete Interview Assessments 2 28 Schedule 2nd Interviews (in-person) 5* 33 Interview Results — Hire Decision 1 34 Offer Craft Offer and Receive Approvals 2 36 Extend Offer (verbal + FEDEX) 8 46 Accept Three Weeks Vacation Approval 2* 48 On-boarding Logistics Delay 3* 51 Candidate Gives Notice — Starts 14 65 1st Day 65 Days * How do we shorten these event time frames? © Gunn & Associates, Inc. Recruit to Retain
  5. 5. Define “Relationship Recruiting” You get one try… check ✔ one box: [ ] dating job seekers [ ] hiring relatives [ ] treating job seekers like customers * [ ] networking through Aunt Mary * There is only one best answer… © Gunn & Associates, Inc. Recruit to Retain
  6. 6. Relationship Recruiting Management 101: “Relationship Recruiting” views the Job Seeker as the Customer.   Job seeker, now employee, remains the customer   Hiring manager now •  coach and mentor •  clearing obstacles so his customer succeeds! © Gunn & Associates, Inc. Recruit to Retain
  7. 7. Meet Your Recruiter Recruiters deliver services that drive business results! 1.  Exude confidence and demonstrate competence 2.  Value and recruit diversity and congratulate candidates on interviews and offers 3.  Utilize latest Internet tools and pursue learning and professional certifications 4.  Understand the business and collaborate on job specifications 5.  Build rapport with job seekers and hiring managers, treating job seekers as customers 6.  Contribute Full-Cycle Abilities: Take Risks | Seize Opportunities | Contribute Beyond Assignment | Share Knowledge Plan | Organize | Source | Assess | Sell | Communicate | Market | Persuade | Encourage Coach | Interview | Evaluate |Present | Negotiate | Recommend | Thank Others 7.  Report and present successes and metrics   LOMINGER Competencies Creativity | Priority Setting | Organizing | Problem Solving |Composure |Action-Oriented Approachability | Perseverance | Standing Alone | Comfort around Higher Management © Gunn & Associates, Inc. Recruit to Retain
  8. 8. Quality of Hire 1. Role Analysis 2. Structured Screening * 3. Candidate 7. Continuous Interviewing Improvement “QoH” Treatment ** 6. Source 4. Recruiting of Hire Cycle Metrics 5. Satisfaction * AllianceQ with QuietAgent Surveys (+ Professional Assessments) ** On-Boarding Excellence Also © Gunn & Associates, Inc. Recruit to Retain
  9. 9. Workforce Planning a Priority? Impending Events! Impending Event:   An aging workforce   severe skills shortages   estimated 75% of workers are looking to change jobs in the U.S. skills and knowledge-based economy HR Leadership: 1.  Share internal workforce and climate data 2.  Drive awareness of the external environment 3.  Spur engagement and retention initiatives 4.  Launch WORKFORCE PLANNING - even at operational level © Gunn & Associates, Inc. Recruit to Retain
  10. 10. Workforce Planning - Actions Action #1: Workforce Planning at Top of Corporate Agenda 1.  Appoint HR the Champion Business Intelligence | Metrics | Staffing Forecasts | Workforce Scenarios 2.  Forecast where current trends are taking the organization 3.  Build future scenarios based upon recruitment effectiveness trends Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs 4.  Require top management to influence “bottoms up” momentum 5.  Conduct workshops that make   Workforce planning principles institutionalized   Workforce planning as “EPS relevant”   Line managers become skilled practitioners HR facilitates workforce planning analysis and reporting. © Gunn & Associates, Inc. Recruit to Retain
  11. 11. Workforce Planning Operational versus Strategic From Operational To Strategic 1.  12-month planning horizon with 1.  3 or 5-year horizon that matches quarterly focus organization strategic plan 2.  Input of internal and external 2.  Input of internal data with demographics, biz strategies, global management decisions trends, etc. 3.  Outputs usually a staffing plan and 3.  Outputs are HR People strategies skill gap analysis 4.  Scenarios use futuring techniques to question current paradigms 4.  Scenario planning using staffing 5.  Forecasting not only priority – the models and variables process is more comprehensive 5.  Forecasting is key focus 6.  Business owns and HR facilitates 6.  HR owns with business input 7.  Focus by strategic management 7.  Focus by operations and line executives and Board management 8.  Aligns to strategic plan 8.  Aligns to business plan Credit to and the Conference Board Working Group © Gunn & Associates, Inc. Recruit to Retain
  12. 12. Three Recruiting Arenas #1 Employee Reassignments! #2 Recruit New #3 Contractor Hires Acquisition Opportunity: Recognize all three arenas need integration and the latest web – based technologies that match and rank pre-qualified resumes to open postings as the hiring manager opens only one requirements document for any arena. © Gunn & Associates, Inc. Recruit to Retain
  13. 13. Internal Branding Badge Side One Badge Side Two © Gunn & Associates, Inc. Recruit to Retain
  14. 14. Management Time: Who’s Got The Monkey? Here’s a classic coaching principle you can put into practice. The boss will thank you. Your staff will brag about you. Because the abilities to expertly assign, delegate and control are highly valued competencies for all leaders. Employee Initiative | Manager Trust Value to Organization 1. Take Action | Advise Routinely Highest Value 2. Take Action | Advise Immediately Higher Value 3. Recommend | Take Action High Value ________________________________________________________________________________________________ 4. Ask What To Do Low Value 5. Watch / Wait / No Action No Value Adapted from Management Time: Who's Got The Monkey? | William Oncken, Jr. and Donald L. Wass | Harvard Business Review January 1990 Order the paper from Harvard Business Online: © Gunn & Associates, Inc. Recruit to Retain
  15. 15. New Employee Satisfaction   Employee “new hires” complete 30 days after start dates: Rating Importance Recruitment process was professional [ ] [ ] Recruitment process was responsive [ ] [ ] New job very interesting to me [ ] [ ] Coworkers and manager welcomed me… … I feel a sense of belonging [ ] [ ] Role requirement fits my skills [ ] [ ] Rating Importance 4 far exceeds expectations 3 most important 3 exceeds expectations 2 more important 2 meets expectations 1 important 1 falls short of expectations © Gunn & Associates, Inc. Recruit to Retain
  16. 16. Hiring Manager Satisfaction   Hiring managers complete 30 days after start dates: Rating Importance Quality of candidates presented [ ] [ ] Speed of candidate referrals [ ] [ ] New hire start on time [ ] [ ] New hire fit within team and culture [ ] [ ] New hire fit skills to role requirements [ ] [ ] Rating Importance 4 far exceeds expectations 3 most important 3 exceeds expectations 2 more important 2 meets expectations 1 important 1 falls short of expectations © Gunn & Associates, Inc. Recruit to Retain
  17. 17. SET IT HIGH. These factors strengthen workforce motivation and retention: Belonging •  Employees desire a sense of belonging, to be a part of the Team. Communications and engagement initiatives are fundamental. Achievement •  Employees want to achieve goals in work that matches their interests and skills; they want to have an impact on the business. Recognition •  Employees appreciate all forms of recognition, both formal and informal. “Thank you” in various forms will go a long way… © Gunn & Associates, Inc. Recruit to Retain
  18. 18. Value  Value  # R2R* Culture Job Seeker as Customer Employer Branding HM Training AllianceQ + QuietAgent Employment Value Proposition Workforce Planning Recruiters Trained On-boarding Career Web Site Interactive BU Accountability Recruiting Cycle Measured Teams of 2 [R-HM] Supplier Co-Branding Effort-Cost  ATS Effort-Cost  Value  # Value  Employee Referral Program PR/Com. Staff Help Recruiters Effort-Cost  # Effort-Cost # * R2R = Recruit to Retain © Gunn & Associates, Inc. Recruit to Retain
  19. 19. Reference Slides PAGE 19.  Business Intelligence 20.  Climate Surveys 21.  Diversity 22.  Executive Interviews 23.  Executive Interview Questions 24.  FPL Recruiting Culture Strengthened 25.  Manager Success? No Accident. 26.  Job Demand [IT] Data 27.  Labor Trends [IT] Impending Events 28.  Labor Trends [IT] Actions 29.  Managers Schedule Time 30.  Manager Tasks 31.  Problem Solver Self-Assessment 32.  Quality of Hire 33.  Recruiter Monthly Reports 34.  Recruiter Role 35.  Recruiter Self-Assessment 36.  Succession Planning 37.  Talent Defined 38.  Talent Scouts 39.  Task Force Developmental Experiences 40.  What Makes an Organization Extraordinary? © Gunn & Associates, Inc. Recruit to Retain
  20. 20. Business Intelligence   HR leadership pursues evidence-based management by sourcing business intelligence from payroll, employee surveys, financial systems, “BI” software, labor market trends, industry benchmarks, etc.   Urgent Questions: 1.  Are today’s recruitment programs hiring future leaders? 2.  Who are the top performing employees across the enterprise? 3.  Which high performers are at risk of leaving? 4.  What can we do to retain top performers? 5.  What skills gaps prevent our goal achievement? 6.  Which employees are ready for leadership positions? 7.  What is our three-year staffing forecast? © Gunn & Associates, Inc. Recruit to Retain
  21. 21. Climate Surveys   How do we determine if Generation X is interested in more than flexible work schedules and advancement?   How will we learn if our Generation Y “20-something” staff just want attention and more time off ?   What will we do to engage our Boomers so this “Gray Power” is harnessed to strengthen our competitive advantage? 1.  Institutionalize employee opinion or “climate” surveys [perform annually] 2.  Analyze survey results and assign action plans to leadership who can assign problem solving to high performing and high potential staff 3.  Recognize leadership and hi-potential staff who direct corrective action implementations 4.  Report regularly to entire employee population on status of actions © Gunn & Associates, Inc. Recruit to Retain
  22. 22. Diversity Strengthen your brand. Earn Fortune Magazine recognition! “50 Best Companies for Asians, Blacks, and Hispanics” Consider:   Fastest growing minority groups? Hispanic #1 and Asian #2   Recognize managers who build diverse and talented workplaces that support employee motivation, achievement, and retention!   Promote minorities in company literature and recruitment efforts.   Brochures for your Employee Referral Program that pictures diversity employees… a terrific program theme is “Someone Just Like You!” © Gunn & Associates, Inc. Recruit to Retain
  23. 23. Executive Interviews [“EI”] Executive or “Skip Level” Interviews   C-level, president, VP, and director levels perform   The “EI” is a one-on-one conversation [aka interview]   Veteran high performers and high potential staff are invited to conversational meetings twice a year   Structured interview data is collected, analyzed, and applied to engagement and retention programs   Benefits •  Executive management models leadership •  Leadership shares vision and values with future leaders •  Organization keeps the “right people on the bus”   See ten E.I. questions on the next slide © Gunn & Associates, Inc. Recruit to Retain
  24. 24. Executive Interview Questions These meetings seek to inform, engage, exchange, motivate and retain: 1.  How have we made you feel a part of the team? 2.  Describe how you are kept informed of company and business unit goals and successes. 3.  What can I do to keep you and your colleagues better informed? 4.  What would you say are strengths within our corporate culture? 5.  How does our corporate culture encourage you to contribute your best? Is our culture supportive? 6.  Are you supervised in a way that motivates you to perform at your highest? Tell me about this. 7.  Does your leadership provide the resources and work assignments that allow you to grow your skills? 8.  What additional resources do you need to improve your performance contributions? 9.  How have you been recognized for your contributions? 10.  How can we do a better job of “saying thanks” for a job well done? © Gunn & Associates, Inc. Recruit to Retain
  25. 25. FPL Recruiting Culture Strengthened FPL Group experienced innovative problem solving 4Q2007 – 2Q2008… Environment •  Recruiter staff allocation less than 8% of total HR headcount •  Contract recruiters 73% of total recruiter staff [benchmark 9.5%] •  Acceptances up 55% to 1,298 January thru May 2008 •  Exempt Hires up 54% to 456 January thru May 2008 [centralized travel budget] Innovation Launched 1.  Taleo, Gartner “execution and visionary” leader, selected with FPL staff signed up for Special Interest Group participation – 2.  AllianceQ Founding Member [QuietAgent technology] expense reductions 3.  Problem Solver traits introduced into culture with visible COO sponsorship 4.  Recruiters given leadership mission, training, scorecard, and recognition 5.  Retirement Jobs .com with Age Friendly certification enhancing FPL brand – 6.  Hire Vue ability to reduce applicant travel expenses – 7.  ZRG products for web-based interview assessments and written evaluations – © Gunn & Associates, Inc. Recruit to Retain
  26. 26. Job Demand [IT] Data   Five of ten fastest growing jobs between 2006 and 2014 are in information technology [Bureau of Labor Statistics]   Federal government will spend $92 billion on IT by 2010.   IT hiring strongest in the following areas [ data]:   New York/New Jersey   Silicon Valley   Washington D.C.   Los Angeles   Chicago   IT skills in high demand:   Windows and Unix operating systems   Oracle and SQL databases   C, C++ and .Net programming languages © Gunn & Associates, Inc. Recruit to Retain
  27. 27. Labor Trends [IT] Impending Events Impending Events   One in six workers in all jobs and industries will be age 55 or older by 2010 (U.S. Department of Labor)   21 million new IT workers needed in the next five years and a four million worker shortfall is expected (former Labor Secretary Robert Reich)   39% decrease computer science students from 2000 to 2004 (Computing Research Association )   Large IT worker layoffs during the 2000-2001 recession and too few entry-level workers identified to take IT roles of retirees. © Gunn & Associates, Inc. Recruit to Retain
  28. 28. Labor Trends [IT] Actions Actions   Senior workers age 45 to 74 have a desire to continue working so retain older workers [AARP]   Flexible schedules like flex start/stop and “9/80”   More challenging projects, higher impact, on-the-job learning   Recognition, mentoring and leadership roles   Telecommuting   Lighter responsibilities or reduced hours – medical benefits over pay   Recruit college, technical school, other entry staff. A SIM study indicates that many companies want to build next generation workers by hiring into roles often outsourced   System administrator – retain/develop/promote   Help desk worker – retain/develop/promote   Programmer – retain/develop/promote   Drive productivity through continual process improvement, employee development, modernization, and consolidations © Gunn & Associates, Inc. Recruit to Retain
  29. 29. Manager Recruiting Tasks Recruiting & Staffing Activities 1.  Plan with recruiter, Human Resources staff and/or resource manager 2.  Adjust hiring forecast 3.  Consider re-hiring strong performers who resigned over past years 4.  Develop and prepare current staff for transfer/promotion 5.  Evaluate resumes (“24 Hour Rule”) 6.  Conduct telephone interviews (“24 Hour Rule”) 7.  Schedule and perform in-person interviews 8.  Complete interview evaluation forms and authorizations 9.  Search internal databases for skills and resumes 10.  Open new requisitions including future staffing needs from workforce plans 11.  Sell our company as the place to work 12.  Welcome new hires on Day One and assign a mentor Remember, you’re always recruiting! © Gunn & Associates, Inc. Recruit to Retain
  30. 30. Managers Schedule Time   No Openings? Hiring managers invest an hour weekly to update resource forecasts and review resumes within pipeline to support business growth   Openings? Commit six to eight hours weekly to recruitment, interview, and selection activity •  ad hoc hours during week or •  regular schedule such as ~ 4:00PM - 6:00PM Thursdays ~ 8:00AM - 12:00 noon Fridays Expert staffing drives high performance, sustained customer satisfaction, and revenue growth. © Gunn & Associates, Inc. Recruit to Retain
  31. 31. Manager Success? No Accident. Promote from within or hire from the outside?   70% - 80% promotions net continuity and workplace motivation as benefits   20% - 30% new hires net new viewpoints and culture change Train managers to: 1.  Understand employee motivation within the Belonging-Achievement- Recognition framework… employees value the quality of their role, pride in their organization, autonomy, learning, having an impact… 2.  Evaluate employee performance and identify employee potential 3.  Perform role of mentor 4.  Consider prior success as the predictor of future success but also seek “problem solving” skills and “learning agility” in new hires for all roles 5.  Attract, retain, and develop staff and then unselfishly “launch” them across business units 6.  Collaborate together on rating high potential employees who should perform developmental assignments and task force training under different managers 7.  Seek different jobs for themselves to develop their management skills 8.  Realign incentive pay to recognize leadership competencies © Gunn & Associates, Inc. Recruit to Retain
  32. 32. Problem Solver* Self-Assessment 1.  Solutions Focused [ ] 2.  Open to reason [ ] 3.  Treat others with respect [ ] 4.  Identify issues and explore alternatives [ ] 5.  Take responsibility for own behavior [ ] 6.  Self-control including tongue [ ] 7.  Intent listener to other opinions [ ] Rating Key: 3 = strength 8.  Peacemaker – turns conflict into problem solving [ ] 2 = skill 1 = needs development 0 = no confidence in ability 9.  Objectivity maintained regardless of environment [ ] Problem Solver 10.  Straightforward – presents information accurately [ ] Self-Assessment Points 11.  Willing to confront; attacks problems not people [ ] Champion 39 - 34 Very Skilled 33 - 27 12.  Open to feedback – teachable, eager to learn [ ] Skilled 26 - 20 Novice* 19 or lower 13.  Personal style promotes dialogue and good relations [ ] * Mentor Needed Total Score: [ ] * G&A thanks Dr. D.D. (Don) Warrick for his studies of Problem Solver and Resister / Hard-Core Resister behaviors. Don Warrick and Robert Zawacki, University of Colorado, co-authored “High Performance Management” © Gunn & Associates, Inc. Recruit to Retain
  33. 33. Quality of Hire = “QoH” Understand QoH indicators and build a great workplace. 1.  Role Analysis. What experience, skills, and competencies are required for each role? •  Job fit is 85% of employee motivation. 2.  Structured Screening. Evaluate candidates with technology and multiple interviews. 3.  Candidate Experience and On-Boarding. Keep job seekers informed. •  The job seeker is the customer •  The hiring manager and recruiter honor the “24 hour” candidate feedback rule 4.  Recruiting Cycle Metrics. •  time-to-start, submission to interview ratio, interview to offer ratio, other •  first year retention rates, cost of turnover, turnover by performance, etc. 5.  Satisfaction Surveys. Assess manager and new employee data 30 days after start date. 6.  Source of Hire. By each position know the best sources for each key role. 7.  Continuous Improvement. Regularly fine tune all recruitment processes. © Gunn & Associates, Inc. Recruit to Retain
  34. 34. Recruiter Monthly Report Due 3 rd WD Monthly Date: ___________ Recruiter Name: _____________________________ 1.  Present Workload # REQS ____ # Jobs ____ # Hiring Managers [active REQS] ____ 2.  Estimated Resume Submission to Interview Ratio [ ] 50% + [ ] 25% - 50% [ ] < 25% 3.  Top Accomplishment Past Month _________________________________________________ 4.  Most Difficult Issue in Need of Resolution ____________________________________ •  Expected Resolution date _______ Need Management Assistance? [ ] Yes [ ] No 5.  Resource Needs Next 90 Days ______________________________________________ 6.  Hires Past Month [start dates] Total ____ Females ____ Minority ____ 7.  Monthly I Confirm with All Hiring Managers •  [ ] Current Status All Openings [ ] Future Openings from Workforce Plans •  [ ] Openings Priorities [ ] Openings to Hold, Delay, Close © Gunn & Associates, Inc. Recruit to Retain
  35. 35. Recruiter Role 1.  Coach managers and clear obstacles for them throughout the recruiting cycle. 2.  Facilitate the effective use of systems. 3.  Maintain qualified candidate flow and pre-qualify, refer, interview, assess, recommend, and negotiate as needed. 4.  Recognize the job seeker as “customer” and promote the “24-hour rule.” 5.  Ensure sustained and consistent EEO outreach and results. 6.  Support building a pipeline of "problem solvers" we can't wait to hire! 7.  Provide recruiting support that grows the business. 8.  Perform with enthusiasm and high energy the roles of:   Coach – demonstrates efficient and consistent processes   Analyst – shares metrics so we know how we’re doing   Reporter – escalates issues and shares successes   Recruiter – provides tailored, flexible and full-cycle support Recruit to Retain © Gunn & Associates, Inc.
  36. 36. Recruiter Self-Assessment Rating 1.  Coach hiring managers in recruitment and selection and collaborate closely with them [ ] 2.  Full cycle skills [source, qualify, assess, refer, recommend, persuade, negotiate, close, etc.] [ ] 3.  Maintain qualified candidate pipelines [ ] 4.  Professional/responsive in keeping job seeker feeling like the customer [ ] 5.  Rank talent on job history, motivation, KSA and accomplishments, education, competencies [ ] 6.  Continual improvement in systems, processes and problem solving [ ] 7.  Report with accuracy and clarity and escalate unresolved problems [ ] 8.  Recruit diversity [ ] 9.  Demonstrate confidence, good judgment and prudent risk-taking [ ] 10.  Model dependability, enthusiasm, integrity, collaboration, passion, high energy [ ] Total Score: [ ] Rating Key: 3 = strength 2 = skill 1 = needs development 0 = no confidence in mastery Recruiter Rating Champion 30 – 28 Skilled 27 – 24 Novice 23 – 18 © Gunn & Associates, Inc. Recruit to Retain
  37. 37. Succession Planning Q: What priority do you assign to building leadership talent pools? A: Priority #1. Comment: Layers of middle management lost in corporate reorganizations over the past decade have created severe leadership shortages. Actions 1.  Promote the right people into the right roles at the right times •  Career Profiles | Career Development Plans |Data Management System | Confidentiality •  Identify highly skilled leaders and potential leaders including diversity •  Keep Gap Analysis dynamic – today’s versus tomorrow’s staff competency needs •  Scenario plan on the future vision of your enterprise •  Involve senior management in collaboration and review 2.  Utilize following in developing leadership Assessments | Training | Job Rotation | Task Force Work | Temporary Assignments | Mentoring 3.  Benefit •  Lower turnover costs and lower hiring costs •  Higher employee trust, confidence, morale and retention © Gunn & Associates, Inc. Recruit to Retain
  38. 38. Talent Defined “What is talent?” HR executives at 250 large/midsized North American organizations defined talent   86% senior leaders   82% employees with leadership potential   76% key contributors/technical experts   48% entry level employees with leadership potential   “War for Talent” is again perceived by employers   “Talent” possesses critical skills and performs at highest levels   “Leaders” perform their best work and help others do the same Towers Perrin Survey 2006 © Gunn & Associates, Inc. Recruit to Retain
  39. 39. Talent Scouts “Talent Scouts” are employees with recruiter competencies, acting as occasional recruiters while building your recruiting culture! Talent Scouts   add a dimension to your Professional Development Program and   scalable recruiting power without hiring new recruiters Program   Executives nominate staff with recruiter competencies   20 to 40 hours weekly over 60 to 90-day assignment   8 to 16 hours weekly for 12-month assignment   Talent Scouts   have been successful referring high caliber new hires   are high potential employees who will benefit from this experience   are assigned recruiters who coach in process, tools, style, and employment law   coach recruiters in IT, applications and other functional nomenclature   success advertised as a promotion to the Employee Referral Program © Gunn & Associates, Inc. Recruit to Retain
  40. 40. Task Force Developmental Experiences   Business schools strive to simulate reality in leadership case studies. But your business can assign high-potential staff to solving relevant, complex and real-life business challenges. Task Force 1.  Participants   gain broad, big picture perspective by working on a cross-functional task force team   learn to appreciate the views of other functions as articulated by other participants   exercise their skills in listening, collaboration, and persuasion 2.  Corporate Culture   strengthened by local heroes or champions born from task force success 3.  Assignments   communicate context and theory up front   contain written charter, purpose, development goals, and commitment duration   require participant to contribute and grow their creative problem solving skills   involve participants actively so they do not become observers   monitor learning by post task force coaching and debriefing © Gunn & Associates, Inc. Recruit to Retain
  41. 41. Q: What makes an organization EXTRAORDINARY? A: TALENT. Selecting the exceptional from the best. Recruit, engage, and retain skilled individuals who Align with the core values of your enterprise. Higher profits? Hire talent. Build your talent brand. Talk with us. G&A. © Gunn & Associates, Inc. Recruit to Retain