Hiring and Retaining Critical Talent in2013.
If you want to do BOTH, it takesINNOVATION,A STRUCTURED APPROACH , andCONSTANT MONITORING.Hiring and Retaining Top Talent ...
Reality Check!
January 1999 was the peak of the dot com era, with ITunemployment at the lowest point in US history at 3.35%.US Bureau of ...
“Everyone…is moaning about not being able tofind…quality candidates. Maybe they have causedtheir own problem by narrowly d...
“We are entering the era of unparalleled talentscarcity which…will put a brake on economicgrowth around the world, and wil...
The report stresses that human capital isreplacing financial capital as the engine ofeconomic prosperity.World Economic Fo...
Talent and skills shortage is the number twobusiness risk facing all organizations today.Lloyd’s Risk Index Assessment
HR’s number one risk is an inability toidentify, attract, and retain top talent. Whateverthey are doing today, it is not e...
Of the 54.8 million job openings in thisdecade, over half--61.6%-- will bereplacements, most of them created by babyboomer...
“Retention issues will increase dramatically — a majorityof employees are willing to quit their current job as soonas a be...
86% of employees plan to look for a new job in 2013, upfrom 60% in 2009.Matthew Wong, Inc. Data Bank
81% of employees plan to look for a new job in 2013, and79% feel confident they will succeed.www.MONSTER.com
Only 18% of employees agree: “I rate my company cultureas positive, strong, and motivating”.Achiever’s IntelligenceInsight...
In 2012, wage & salary workers had been with theircurrent employer for a median of 4.6 years.Bureau of Labor Statistics
In 2012, wage & salary workers age 20-24 are staying onthe job an average of 1.5 years.Bureau of Labor Statistics
50% of working Americans are ‘solopreneurs’ orfreelancers—NOT corporate American employees.Bureau of Labor Statistics
Temp worker hiring is growing 5X faster than the overalleconomy.Bureau of Labor Statistics
Temp worker hiring is growing at 7.5% year over year.Bureau of Labor Statistics
64% of hiring managers will hire more employees with21% hiring substantially more .www.DICE.com
55% of hiring managers state it takes too long to hire, with16% stating that the challenge is substantial. 47% claimthat t...
New York IT professionals with security experience haveseen their bases salaries jump 61% in 2013.Crain’s New York Business
30% of the federal work force will be eligible to retire inthe next three years with some areas affected by as muchas 46%....
Rethink job specs entirely so they match what isavailable.Avoid job specs that are in conflict with the market.Agree on a ...
Fillable today in a reasonable amount oftime at a reasonable cost.And refillable tomorrow in a reasonableamount of time at...
Have skill expectations that are in line with the marketplacesupply.In the last 10 years, the tendency has been to hire pe...
SCOPE CREEP in a job search is the same as scope creepon an IT initiative.#1 reason---jobs don’t get filled, take long to ...
If you rethink hiring to attitude and aptitude, and hirequality people with 75% of the skills, they are generallyproductiv...
• Rethink use of consulting on a long term basis, andreplace consultants whenever a perm person comesup---Strategically Su...
Avoid trying to hire someone who has everything:• Aside from personality/culture fit, the # 1 reasonpeople resign within 1...
In the last 10 years the number of ‘hybrid’ jobs created has sky-rocketed.Whether it be unique employees who need to be re...
 Improved morale. Eliminates dependency on staff augmentation and reduces brain drain. Less team burnout (the negative ...
People who learn new things in a new job:Are more excited about their job.Value their job more.Have a stronger employee/em...
…the most important candidate is the one you are mostinterested in hiring.They are actually the least important candidate....
More than 1/3 (38%) of candidates feel employerslack the ability to understand their skills andexperience.www.MONSTER.com
Only 30% of IT workers are fullyengaged in their job.Jim HarterGallup Chief Scientist of Workplace Management
“OF ALL THE THINGS THATCONTRIBUTE TO A HAPPYWORKDAY, THE ONE THING THATSTANDS OUT FROM MY RESEARCHIS MAKING PROGRESS ONMEA...
ORGS IN THE TOP DECILE OFENGAGEMENT OUTPERFORMPEERS BY 147% IN EARNINGS PERSHARE AND HAVE 90% BETTERGROWTH.JIM HARTERGALLU...
OPERATING INCOMEORGS WITH LOW ENGAGEMENT EARNINCOME 32.7 % LOWER THAN ORGSWITH ENGAGED STAFF.DAVID MAC LEOD & NITA CLARKST...
OPERATING INCOMEORGS WITH HIGHLY ENGAGEDEMPLOYEES EXPERIENCE 19.2%HIGHER INCOME GROWTH THAN ORGSWITH LESS ENGAGED STAFF.DA...
PROFITABILITY & ATTRITIONENGAGED ORGS GROW PROFITS ASMUCH AS 3X FASTER THAN THEIRCOMPETITORS.DAVID MAC LEOD & NITA CLARKST...
PROFITABILITY & ATTRITIONHIGHLY ENGAGED EMPLOYEES ARE87% LESS LIKELY TO RESIGN.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGIN...
CUSTOMER LOYALTYFIRMS WITH ENGAGED EMPLOYEESEXPERIENCE 50% GREATERCUSTOMER LOYALTY.DAVID MAC LEOD & NITA CLARKSTUDY ON ENG...
EMPLOYEE PRODUCTIVITYORGS WITH ENGAGED EMPLOYEESEXPERIENCE 50% GREATEREMPLOYEE PRODUCTIVITY.DAVID MAC LEOD & NITA CLARKSTU...
EMPLOYEE TURNOVERORGS WITH ENGAGED EMPLOYEESEXPERIENCE 50% LESS EMPLOYEETURNOVER.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAG...
COST OF DISENGAGEMENTA DISENGAGED EMPLOYEE COSTS$3,400 FOR EVERY $10,000 IN ANNUALSALARY. THAT’S 34%!DAVID MAC LEOD & NITA...
COST OF DISENGAGEMENTDISENGAGED EMPLOYEES COST THEAMERICAN ECONOMY UP TO $350BANNUALLY, DUE TO LOSTPRODUCTIVITY.DAVID MAC ...
1) Have more realistic requirements---use 75/25 rule.2) Hire for aptitude and attitude and be forgiving.3) Have a standard...
1) Get them ENGAGED.2) Help them ENJOY their work.3) Plan their CAREER GROWTH.4) Get them to BELIEVE in the firm & departm...
7) Make sure they are positively CHALLENGED.8) Look for ways earn their TRUST.9) Daily, help drive their SATISFACTION.10) ...
1) Eliminate the AMBIGUITY after applying.2) Eliminate the AMBIGUITY after interviewing.3) VALIDATE all requirements.4) Co...
7) MUST be C level driven. Customers are #2. Hiring is #1.8) Hiring managers and teams need to adhere to SLA’s.They are pa...
10) Focus on establishing LONG TERM RELATIONSHIPSwith every candidate. If properly done, they will becomeambassadors to yo...
http://www.slideshare.net/drjohnsullivan/improving-the-candidate-experience-10129433How Can We Improve the CANDIDATEEXPERI...
Challenge ALL existingpolicies, programs, procedures, etc.Abandon a “if it ain’t broke, don’t fix it” model.Abandon a “it’...
Most importantly, this change needs to be CHAMPIONEDand URGENTLY DRIVEN by HR, despite how high theresistance.“C” levels a...
Treat ALL candidates better than you treat your bestcustomers.If you do not, based on the data provided, you will soonhave...
Greg David, PresidentGregory Laka & Company105 W. Adams, Ste. 1350Chicago, IL 60603greg.david@laka.com312-782-0202www.laka...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Expe...
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2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Experience by Greg David of Gregory Laka and Company

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An information presentation and advisory relevant to all organizations on the reality of unemployment high demand talent demographics. An overview as to the data behind the coming wave of employee turnover in corporate America, and what to do to counter it. A sharp focus on the critical importance of managing the candidate experience, something that most organizations do very poorly in the eyes of the candidate population, and how to correct this widespread dysfunction.

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2013 State of the Union: The Critical Importance of Hiring & Retaining Employees, and Properly Managing the Candidate Experience by Greg David of Gregory Laka and Company

  1. 1. Hiring and Retaining Critical Talent in2013.
  2. 2. If you want to do BOTH, it takesINNOVATION,A STRUCTURED APPROACH , andCONSTANT MONITORING.Hiring and Retaining Top Talent is Possible.
  3. 3. Reality Check!
  4. 4. January 1999 was the peak of the dot com era, with ITunemployment at the lowest point in US history at 3.35%.US Bureau of Labor StatisticsJanuary 2011 ---BLS: IT unemployment drops to 5.8%.June 2011---BLS: IT unemployment drops to 3.3%.January 2013 ---Tech unemployment now 2.0-3.2%.Demand at the same time increases 1250% in theChicago metro area just within our customer base.
  5. 5. “Everyone…is moaning about not being able tofind…quality candidates. Maybe they have causedtheir own problem by narrowly defining jobs. Wecannot find qualified {candidates} …when we knowthat there are very few people with good skills in{high demand} areas. We are left with choices:hunt like crazy… or decide to do somethingdifferent”.Kevin Wheeler, renowned Human Capital expert
  6. 6. “We are entering the era of unparalleled talentscarcity which…will put a brake on economicgrowth around the world, and will fundamentallychange the way we approach the workforcechallenges.”World Economic Forum
  7. 7. The report stresses that human capital isreplacing financial capital as the engine ofeconomic prosperity.World Economic Forum
  8. 8. Talent and skills shortage is the number twobusiness risk facing all organizations today.Lloyd’s Risk Index Assessment
  9. 9. HR’s number one risk is an inability toidentify, attract, and retain top talent. Whateverthey are doing today, it is not enough to succeedbased on the coming changes and trends.Lloyd’s Risk Index Assessment
  10. 10. Of the 54.8 million job openings in thisdecade, over half--61.6%-- will bereplacements, most of them created by babyboomers retiring.Lloyd’s Risk Index Assessment
  11. 11. “Retention issues will increase dramatically — a majorityof employees are willing to quit their current job as soonas a better opportunity comes along. I am predictingthat turnover rates in high-demand occupations willincrease by 25%.”Dr. John Sullivan---recognized as the Michael Jordan of hiring by FastCompany magazine.
  12. 12. 86% of employees plan to look for a new job in 2013, upfrom 60% in 2009.Matthew Wong, Inc. Data Bank
  13. 13. 81% of employees plan to look for a new job in 2013, and79% feel confident they will succeed.www.MONSTER.com
  14. 14. Only 18% of employees agree: “I rate my company cultureas positive, strong, and motivating”.Achiever’s IntelligenceInsight into Today’s Workforce
  15. 15. In 2012, wage & salary workers had been with theircurrent employer for a median of 4.6 years.Bureau of Labor Statistics
  16. 16. In 2012, wage & salary workers age 20-24 are staying onthe job an average of 1.5 years.Bureau of Labor Statistics
  17. 17. 50% of working Americans are ‘solopreneurs’ orfreelancers—NOT corporate American employees.Bureau of Labor Statistics
  18. 18. Temp worker hiring is growing 5X faster than the overalleconomy.Bureau of Labor Statistics
  19. 19. Temp worker hiring is growing at 7.5% year over year.Bureau of Labor Statistics
  20. 20. 64% of hiring managers will hire more employees with21% hiring substantially more .www.DICE.com
  21. 21. 55% of hiring managers state it takes too long to hire, with16% stating that the challenge is substantial. 47% claimthat they cannot find qualified candidates to hire.www.DICE.com
  22. 22. New York IT professionals with security experience haveseen their bases salaries jump 61% in 2013.Crain’s New York Business
  23. 23. 30% of the federal work force will be eligible to retire inthe next three years with some areas affected by as muchas 46%.CNNMoney
  24. 24. Rethink job specs entirely so they match what isavailable.Avoid job specs that are in conflict with the market.Agree on a worst case scenario job spec and be ready topull the trigger on it, at the BEGINNING of the job search.
  25. 25. Fillable today in a reasonable amount oftime at a reasonable cost.And refillable tomorrow in a reasonableamount of time at a reasonable cost.Properly Designed Jobs are:
  26. 26. Have skill expectations that are in line with the marketplacesupply.In the last 10 years, the tendency has been to hire peoplewho can hit the ground running. Prior to that firms hiredcandidates based on attitude and aptitude. People usuallyneeded a little ramp up time, but they proved to bevaluable additions to staff.We need to go back to our prior mindset to be competitive.
  27. 27. SCOPE CREEP in a job search is the same as scope creepon an IT initiative.#1 reason---jobs don’t get filled, take long to fill, &candidates are lost.Job one needs to be eliminate scope creep.
  28. 28. If you rethink hiring to attitude and aptitude, and hirequality people with 75% of the skills, they are generallyproductive within the first 30-60 days.The strain on the existing staff is less, or 30-60 days ofconsulting fees are saved.This strategy shaves 25-50% off of the hiring timeline.And CO$T.
  29. 29. • Rethink use of consulting on a long term basis, andreplace consultants whenever a perm person comesup---Strategically Surgical Hiring.• By turning the hiring cycle on it’s head, we are morecompetitive while investing less resource. Need themmore than 6 months? Go permanent up front.
  30. 30. Avoid trying to hire someone who has everything:• Aside from personality/culture fit, the # 1 reasonpeople resign within 12-24 months is boredom.• If someone has 75% of the requirements, it takes60-90 days for them to be capable.
  31. 31. In the last 10 years the number of ‘hybrid’ jobs created has sky-rocketed.Whether it be unique employees who need to be replaced orpeople forced to wear different hats due to past job cuts and nowhave to have their jobs backfilled----these hybrid jobs have to berooted out and eliminated by HR/TA teams.Jacque Vilet, Talent Acquisition ExpertEliminate existing PRIUS job slots.
  32. 32.  Improved morale. Eliminates dependency on staff augmentation and reduces brain drain. Less team burnout (the negative effect of a team picking up the slack of someoneleaving). Higher productivity (happy=productive employees). Easier and better future hiring---turnover=“bad rep on the street”.Lower Turnover Results In:
  33. 33. People who learn new things in a new job:Are more excited about their job.Value their job more.Have a stronger employee/employer relationship.Feel greater loyalty towards their employer.Are happier employees.Stay longer than people who do not learn newthings.
  34. 34. …the most important candidate is the one you are mostinterested in hiring.They are actually the least important candidate.The most important candidates are the ones who return tothe marketplace as critics of you, your role, yourculture, your firm, and their candidate experience.It is a Common Myth to Think…
  35. 35. More than 1/3 (38%) of candidates feel employerslack the ability to understand their skills andexperience.www.MONSTER.com
  36. 36. Only 30% of IT workers are fullyengaged in their job.Jim HarterGallup Chief Scientist of Workplace Management
  37. 37. “OF ALL THE THINGS THATCONTRIBUTE TO A HAPPYWORKDAY, THE ONE THING THATSTANDS OUT FROM MY RESEARCHIS MAKING PROGRESS ONMEANINGFUL WORK. FEELING LIKEYOU ARE ABLE TO MOVEFORWARD ON A DAILY BASISENGENDERS REAL JOY”.TERESA AMABILE, HARVARD
  38. 38. ORGS IN THE TOP DECILE OFENGAGEMENT OUTPERFORMPEERS BY 147% IN EARNINGS PERSHARE AND HAVE 90% BETTERGROWTH.JIM HARTERGALLUP CHIEF SCIENTIST OFWORKPLACE MANAGEMENT
  39. 39. OPERATING INCOMEORGS WITH LOW ENGAGEMENT EARNINCOME 32.7 % LOWER THAN ORGSWITH ENGAGED STAFF.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  40. 40. OPERATING INCOMEORGS WITH HIGHLY ENGAGEDEMPLOYEES EXPERIENCE 19.2%HIGHER INCOME GROWTH THAN ORGSWITH LESS ENGAGED STAFF.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  41. 41. PROFITABILITY & ATTRITIONENGAGED ORGS GROW PROFITS ASMUCH AS 3X FASTER THAN THEIRCOMPETITORS.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  42. 42. PROFITABILITY & ATTRITIONHIGHLY ENGAGED EMPLOYEES ARE87% LESS LIKELY TO RESIGN.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  43. 43. CUSTOMER LOYALTYFIRMS WITH ENGAGED EMPLOYEESEXPERIENCE 50% GREATERCUSTOMER LOYALTY.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  44. 44. EMPLOYEE PRODUCTIVITYORGS WITH ENGAGED EMPLOYEESEXPERIENCE 50% GREATEREMPLOYEE PRODUCTIVITY.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  45. 45. EMPLOYEE TURNOVERORGS WITH ENGAGED EMPLOYEESEXPERIENCE 50% LESS EMPLOYEETURNOVER.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  46. 46. COST OF DISENGAGEMENTA DISENGAGED EMPLOYEE COSTS$3,400 FOR EVERY $10,000 IN ANNUALSALARY. THAT’S 34%!DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  47. 47. COST OF DISENGAGEMENTDISENGAGED EMPLOYEES COST THEAMERICAN ECONOMY UP TO $350BANNUALLY, DUE TO LOSTPRODUCTIVITY.DAVID MAC LEOD & NITA CLARKSTUDY ON ENGAGING EMPLOYEES
  48. 48. 1) Have more realistic requirements---use 75/25 rule.2) Hire for aptitude and attitude and be forgiving.3) Have a standardized interview structure.4) Be responsive and move quickly.5) Avoid use of consultants in interview process.6) Create a positive, powerful candidate experience.What Can We Do to Help Hiring?
  49. 49. 1) Get them ENGAGED.2) Help them ENJOY their work.3) Plan their CAREER GROWTH.4) Get them to BELIEVE in the firm & department mission.5) Look for ways to inspire LOYALTY.6) Make sure you PAY competitively.What Can We Do to Help RETAIN?
  50. 50. 7) Make sure they are positively CHALLENGED.8) Look for ways earn their TRUST.9) Daily, help drive their SATISFACTION.10) Communicate CLEARLY, DEEPLY, and OFTEN.11) Provide adequate RESOURCES proactively.12) RECOGNIZE and provide regular FEEDBACK.What Can We Do to Help RETAIN?
  51. 51. 1) Eliminate the AMBIGUITY after applying.2) Eliminate the AMBIGUITY after interviewing.3) VALIDATE all requirements.4) Communicate CLEARLY, DEEPLY, and OFTEN.5) Provide adequate RESOURCES proactively.6) RECOGNIZE and provide regular FEEDBACK.How Can We Improve the CANDIDATEEXPERIENCE?
  52. 52. 7) MUST be C level driven. Customers are #2. Hiring is #1.8) Hiring managers and teams need to adhere to SLA’s.They are part of the solution or they are part of theproblem.9) Assume each piece of your hiring strategy is outdatedand seek to learn what it should evolve to.How Can We Improve the CANDIDATEEXPERIENCE?
  53. 53. 10) Focus on establishing LONG TERM RELATIONSHIPSwith every candidate. If properly done, they will becomeambassadors to your firm.11) Standardize your process and monitor adherence.Train and sit it on interviews.How Can We Improve the CANDIDATEEXPERIENCE?
  54. 54. http://www.slideshare.net/drjohnsullivan/improving-the-candidate-experience-10129433How Can We Improve the CANDIDATEEXPERIENCE?One of the finest primers on the importanceof managing the candidate experienceavailable today.
  55. 55. Challenge ALL existingpolicies, programs, procedures, etc.Abandon a “if it ain’t broke, don’t fix it” model.Abandon a “it’s always worked just fine” model.Abandon a “it’s working now” model.And keep evaluating and changing every 90-120-180 days.Business Leaders & HR: What Do We Do?
  56. 56. Most importantly, this change needs to be CHAMPIONEDand URGENTLY DRIVEN by HR, despite how high theresistance.“C” levels and VP’s need to be educated, and driven toCHAMPION these changes as if their very jobs depend onit.In reality, history will show us, they do.Business Leaders & HR: What Do We Do?
  57. 57. Treat ALL candidates better than you treat your bestcustomers.If you do not, based on the data provided, you will soonhave fewer of both.Be a proactive DO IT NOW change agent!Business Leaders & HR: What Do We Do?
  58. 58. Greg David, PresidentGregory Laka & Company105 W. Adams, Ste. 1350Chicago, IL 60603greg.david@laka.com312-782-0202www.laka.comQuestions?Comments?

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