Today’s job seekers think and act differently. Attracting and retaining top talent takes a mix of new-school technology and old-school sensibility. The good news: Developing a sound strategy is well within your reach. Stacy Bauer, Co-Founder of BauerGriffith, LLC, Heidi Hoyt, Skoda Minotti's Managing Director of Staffing, and Laura Rohde, Skoda Minotti's Managing Director of HR Services, share their views about staffing challenges and opportunities for organizations of every size and scope.

1. Recruiting and
Retaining Top Talent
Stacy Bauer, Heidi Hoyt and Laura Rohde
April 24, 2019

2. 2
Introduction
Stacy Bauer, BauerGriffith, LLC
• Founding member of BauerGriffith, business
law firm serving as outsourced general
counsel, providing advice and solutions to
small/medium sized businesses and nonprofit
organizations
• Over 30 years of experience
• Business lawyer for small/medium sized
companies
• Background in corporate structuring and
business combinations, contracts and
infrastructure, finance, ethics and corporate
compliance, business planning and business
succession
stacy@bauergriffith.com
linkedin.com/in/stacybauer/
216-225-1119

3. 3
Introduction
Heidi Hoyt, Skoda Minotti
• Managing director of Skoda Minotti’s
Professional Staffing practice
• More than 20 years of combined experience in
accounting, human resources and recruiting
• Focus includes:
– Accounting
– Finance and administration
• Places public and private accounting
professionals in positions ranging from
accounting assistants through CFO, CEO,
COO, marketing director and director of human
resources
hhoyt@skodaminotti.com
linkedin.com/in/heidihoyt/
440-605-7227

4. 4
Introduction
Laura Rohde, Skoda Minotti
• Managing director of HR services with over 20
years of learning and organizational
development, talent management and
employee engagement experience
• Birkman consultant specializing in leadership
development and group dynamics training
• Certified instructional designer/facilitator and
internal change consultant
lrohde@skodaminotti.com
linkedin.com/in/laura-rohde-b4a0396/
440-605-7245

5. 5
The Interview
• Numerous federal and state laws impact the entire
hiring process
• If you can’t do it or say it directly, don’t do it or say
it indirectly
• Focus on qualifications

6. 6
Background Checks
• Not for all candidates
• Follow rules: advise applicant and get permission
– in writing
• Follow rules: if applicant is rejected
• Get permission, even for less formal background
check
• Best practice – use a third-party firm
• Confidentiality

7. 7
The Offer
• Verbal or written?
• Job description, compensation, benefits,
termination date for acceptance, conditions of
offer, next steps
• Non-compete/non-solicit/warranty

8. 8
Employment Agreement
• Don’t overuse
• Scope of work, compensation, term, termination
• Non-compete, non-solicit, work for hire,
confidentiality
• Benefits
• What does “At Will” mean?

9. 9
Objectives
• How to assess a candidate’s motivational fit
• Understanding how company culture plays a role in
hiring and retaining top talent
• What goes into an employee engagement strategy
• Importance of understanding millennials/Gen Z in
the workplace
• Best practices for retaining your top talent

10. 10
Cultural Fit
Motivational Fit
• Finding the right person for the job
• Questions to ask:
– Tell me about the best job you ever had.
– What were your responsibilities?
– Is there anything you didn't like about it?
• Every interview, regardless of job level or
type, should include motivational fit questions

11. 11
What Is Culture?
• “How things are done around here…”
• Core values are the foundation on which you
perform work and conduct yourselves
• Does your company have core values?

12. 12
The Recruiting Process
• Involve your rising stars in the recruiting
process
• Identify who needs to be involved and why
• Use behavioral assessments as a tool in your
hiring practices – such as Birkman

13. 13
Interviewing Skills Training
• Need to provide training to deliver a consistent
message with how you should be interviewing
your candidates
• Behavioral-based interviewing is the preferred
way to interview
• Interview guides help keep you consistent and
legal

14. 14
Referral Bonus Program
• It is everyone’s job in your company to
help find the right candidates
• Offer an incentive for those who refer
good people
• Make sure to advertise this program to
new and tenured employees in your
company

15. 15
Costs of a Bad Hire
Statistics courtesy of CareerBuilder
OF COMPANIES SURVEYED SAY THAT A BAD
HIRE IN THE LAST YEAR HAS COST THEM AT
LEAST $25,000.
25%
41%
OF COMPANIES SURVEYED SAY THAT A BAD
HIRE IN THE LAST YEAR HAS COST THEM AT
LEAST $50,000.
THE TRUE COSTS
PERCENT OF RESPONDENTS

16. 16
Costs of a Bad Hire
Statistics courtesy of CareerBuilder
THE COMPANY NEEDED TO
FILL THE POSITION QUICKLY.
38%
WHY DO COMPANIES HIRE BAD EMPLOYEES?
PERCENT OF RESPONDENTS
THE COMPANY DIDN’T TEST OR
RESEARCH THE EMPLOYEE’S
SKILLS WELL ENOUGH.
21%
THE COMPANY DIDN’T PERFORM
ADEQUATE REFERENCE CHECKS.
11%
ACCORDING TO THE CAREERBUILDER SURVEY, COMPANIES HIRED BAD EMPLOYEES BECAUSE:

17. 17
Employee Engagement
Engaged
Not Engaged
Somewhat Engaged
50%
30%
20%
Statistics courtesy of CareerBuilder

18. 18
Employee Engagement Strategies
• Employee development programs
• Succession planning/9-box performance-
potential matrix
• Employee recognition programs
• Stay interviews
• Workforce statistics

19. 19
Employee Development Programs
Provide ongoing learning and development
opportunities:
• On-the-job training
• Self-study courses
• Classroom training
• Clear learning paths (University of Promise)
• Leadership development programs (leadership
at all levels)
• Coach/mentor programs
• Assessment tools (Birkman)

20. 20
9-Box Performance-Potential Matrix

21. 21
Employee Recognition Programs
• Living the Core Values Award
• Service Award
• Deliver on the Promise Award

22. 22
Stay Interviews
Retention interview which reinforces the
factors that drive an employee to stay
– Identifies and minimizes any “triggers” that might
cause them to consider quitting
– Helps you understand why employees stay, so that
those important factors can be reinforced

23. 23
Know Your Employees
**By 2030, millennials
will comprise
approximately 75% of
the American workforce.
Millennials: 1980-1996**
Gen Z: 1997-2013
Alpha: 2014-Present

24. 24
Understanding Millennials
Values
• Freedom – flexible
work schedule
• Fun working
environment – work/life
balance
• Immediate, ongoing,
informal feedback
• Mentoring/Education
• Growth opportunity

25. 25
Understanding Gen Z
Values
• Lifestyle more important
than work
• Seek instant gratification
through posts and “likes”
on social media
• Retirement – what’s
retirement?
• Personal freedom
• Feedback – bite-sized
feedback that is
immediate/in real-time

26. 26
Retaining Top Talent
It is important to know:
• How to communicate with
them
• What they value
• How to connect with them
– both on a personal as
well as an organizational
level

27. 27
Conclusion
• Interview questions – the importance of getting them right
• Best practices for background checks
• Appropriate use of offer letters and employment agreements
• How to assess a candidate’s motivational fit
• Understanding how company culture plays a role in hiring and
retaining top talent
• What goes into an employee engagement strategy
• Importance of understanding millennials/Gen Z in the workplace
• Best practices for retaining your top talent

28. 28
Questions?
Heidi Hoyt
Managing Director
Professional Staffing
Skoda Minotti
hhoyt@skodaminotti.com
Laura Rohde
Managing Director
HR Services
Skoda Minotti
lrohde@skodaminotti.com
Stacy Bauer
Founding Member
BauerGriffith, LLC
stacy@bauergriffith.com