Blau rifai, hr forum

670 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
670
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
10
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Blau rifai, hr forum

  1. 1. Recruitment & Retention Strategies By Manel Blau Rifai, Ph. D CEO, The Executive
  2. 2. Strategy works best when the future is seen as being right in front of you and the present is looked at from a distance.
  3. 3. 1. R&R Framework & Flow 2. Organizational Culture in the Heart of R&R 3. Pitfalls and How to Create an Efficient R&R Model?
  4. 4. Relating Pre recruitment process for identifying key talent and establishing relationships; postemployment process for maintaining relationships
  5. 5. Recruiting Talent Acquisition Process
  6. 6. Retaining Processes Designed to Extend the Talent Engagement Cycle
  7. 7. The Building and Maintaining of Pre and Post Employment Relationships to Create “Just in Time” Talent Reserves instead of “Just in Case” Talent Inventories (The Concept of Talent Strategy Initiatives)
  8. 8. The Logic of Talent Relationship Management (TRM) is that Recruiting Involves: Relationships With People Who Are More Like Customers Than Mere Candidates
  9. 9. The Process of Developing Talent Relationships Forces Hiring Managers: 1. to Develop a more Outward Looking View; 2. Stay on Top of Cutting Edge Trends; 3. Build their Company’s Image; 4. and Learn the Latest Trends, Products, Employee, and Customer Expectations.
  10. 10. Patterns of Talent Recruited are NOT the Same For Talent Retained.
  11. 11. Marshall Research (The Psychology of Small Group Integrity)
  12. 12. Objective Factors May well Help (e.g. Compensation Programs, Career Paths, Job Content, Training Efforts, etc) Ford Motors
  13. 13. However, as Failure to Retain Happens usually the First Six Months… Retention At All Costs Approach Can Also Contradict Business Strategy Objectives .
  14. 14. All Turn Over is Not Damaging Turn Over. Thus… Retention Should Be Clearly in The Heart of a Comprehensive Talent Strategy Plan.
  15. 15. Retention Initiatives must take into Account the Logic of the Talent Marketplace where the Market, NOT the Employer, will more often have a Disproportionate Impact on Employee Turnover.
  16. 16. Why Talent Leaves, is at Least as Complicated as why Talent Joins. The Answer: Involves the Economy, the Industry, the Company, the Job, and the Individual. Some Turnover is Desirable, while Some is Not; Some Turnover Can Be Controlled, and Some Cannot. Retention Initiatives Must Consider these Variables, Anticipate Outcomes, React But NOT Overreact.
  17. 17. Turnover is an Inevitable Part of Talent Flow You Want Loyalty.....? Get a Dog!
  18. 18. Turnover Cannot Be Stopped, YET It Can Be Channeled Into a Balance of Desired Retention and Acceptable Turn Over, and Take Into Account Factors that Influence Retention:
  19. 19. 1. Economy and Industry
  20. 20. 2. Demographics Younger Workforce vs. Older Workforce
  21. 21. 3. Company Image
  22. 22. 4. Recruiting, Selection & Deployment (Quality and Rigor of Talent Flow Processes)
  23. 23. 5. Leadership Employees Join a Company BUT Leave Managers!!!
  24. 24. 6. Learning & Development
  25. 25. 7. Reward & Recognition
  26. 26. 8. Career Advancement, Particularly for Younger Generation
  27. 27. 9. Job Security Particularly for Older Talent
  28. 28. Fact The People You Wish Would Stay Are The Ones Most Likely To Leave People leave their company when the cost of staying exceeds the rewards of leaving. Thus…
  29. 29. Key Points: 1. Have Formal Employee Retention Plans 2. Rigorous Competency Based Selection Model to Minimize Bad Hiring Actions, and When Possible Include Competitive Packages 3. Combined With The Small Group Integrity Psychology
  30. 30. There is NOT a One Size Fits All Solutions
  31. 31. At The Organizational Level, Having a Good, Clear Communicated Business Strategy, Which People Understand and buy in on Seems to Be a Strong Retention Tool, Along With Talent Strategies that Foster Group Integrity.
  32. 32. R&R Strategies Are About Innovative Decisions & Implementation
  33. 33. R&R Strategies Are also About Who You Are and What You Represent (Your Organizational Culture)
  34. 34. Organizational Culture (OC) in the Heart of R&R.
  35. 35. We first must Understand Different OCs:
  36. 36. 1. Humanistic/Helpful Organizations Managed in a Participative and Person Centered Way
  37. 37. 2. Affiliative Placing High Priority on Constructive Relationships
  38. 38. 3. Conventional/Conservative Traditional and bureaucratically Controlled Organizations
  39. 39. 4. Dependant Hierarchical and Non Participative
  40. 40. 5. Avoidant Organizations that Fail to reward Success but Punish Failure
  41. 41. 6. Oppositional Confrontation prevails and Negativism Rewarded
  42. 42. 7. Power Organizations Structured on the Basis of Authority
  43. 43. 8. Competitive Winning is Valued and High Performance Required
  44. 44. 9. Competence/Perfectionist Persistence, Perfectionism and hard Work Are Valued
  45. 45. 10. Achievement Value Employees that set Challenging But Realistic Goals
  46. 46. 11. Self Actualization Creativity, Quality Over Quantity, Task Accomplishment and Personal Growth Are Valued
  47. 47. Hire and Retain Talent that Would Fit With Your Specific OC, Through Rigorous Professional Personality Based Screening
  48. 48. Once Talent Fits with OC, an Immediate Climate of Trust & Motivation Takes Place, Followed By Ongoing Communication and Progress Measurement through Scorecards, etc..
  49. 49. Pitfalls & How to Create an Efficient R&R Model?
  50. 50. 1. Following Market Urgencies
  51. 51. 2. Focus on Cost vs. Quality
  52. 52. 3. Little Creative Edge
  53. 53. 4. Quick-Fix Solutions vs. Long-Term Solutions
  54. 54. 5. Little Strategic/HR Planning and Management Support
  55. 55. 6. New International Players Coming Into the Region and Revamping Old Standards
  56. 56. 7. Weak Understanding of R&R as a driving Strategy
  57. 57. 8. Challenge in Identifying R&R as Key Driver to Business Success
  58. 58. 9. Lack of Resources Necessary for R&R
  59. 59. 10. Organizational Changes (Mergers, Acquisitions, etc…) which are poorly Planned and Managed
  60. 60. 11. Lack of Relevant Skills within HR Department to Fully Implement R&R
  61. 61. 12. Little Formal Recruitment Strategy – Hires are Often ‘Panic Buys'
  62. 62. 13. Little Co-Ordination or Sharing of Business Information or Best Practices
  63. 63. 14. Large Degree of Misinterpretation of Requirements
  64. 64. 15. Poor Pre Selection Made by Agencies, Due to Shortages in Understanding The Client’s OC
  65. 65. 16. No Real Follow Up With Recruited Talent
  66. 66. 17. Lack of Relationship Management Skills
  67. 67. 18. Little or Absence of a real Induction and Post Induction Program’s Strategy
  68. 68. 19. Confusing and Unclear Recruitment Processes that Inevitably Lead to Poor Retention Strategy
  69. 69. 20. Lack of Creative Development Plan, Focusing on Competitive Rewards Relevant to the Here and Now…
  70. 70. It is time to Shift the Existing Paradigm It is Time for … A New R&R Model
  71. 71. Through: 1. Promoting OC
  72. 72. 2. Ongoing Transparency
  73. 73. 3. Ensuring a Good Relationship Between Employees and their Supervisors (People Leave Their Managers)
  74. 74. 4. Regularly checking, the morale and motivation of Employees, beyond Performance Appraisal Sessions
  75. 75. 5. Adding Value..Through Increased Intellectual/ Creative Capital Targeting High Potential Talent
  76. 76. 6. Projecting and Implementing An Image of Excellence in Everything We Do
  77. 77. 7. Having Your Own Signature That Differentiates You From Others… This Signature has the Flavor of Your OC
  78. 78. 8. Aligning R&R Strategies With Top Management Business Strategy
  79. 79. 9. Ensuring “We are On The Same Page” Question is duly Satisfied Before Going Ahead With the Hiring
  80. 80. 10. Ongoing R&R Success Measurement: Through Score Cards, Feed Back, Rumors, Sensing How The Company is Evaluated by People, Creating the Required Competitive Edge In Terms of Cost Saving, Profits, etc
  81. 81. 11. Effective Succession Planning Within Acceptable Turnover Dynamics
  82. 82. 12. Good Cross Functional Working Relationships & Development, Based on Trust and Effective Communications
  83. 83. FINAL NOTES With a Real Will & Commitment to Implement Efficient R&R Strategies, We Will Manage to Shift The Existing Paradigm and Create Controllable Environment Where We Can Forecast and Manage Regional Talent Flow Dynamics .
  84. 84. Understanding OC, Small Group Integrity Patterns, Offering Competitive Packages, Along With Applying Ongoing Success Measurement, May Well Be The Start to Managing a More Stable and Fair “War of Talent”

×