1. Recruitment & Retention
Strategies
By Manel Blau Rifai, Ph. D
CEO, The Executive

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. 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?

5. Relating Pre recruitment process for
identifying key talent and establishing
relationships; postemployment process
for maintaining relationships

6. Recruiting Talent Acquisition Process

7. Retaining Processes Designed to
Extend the Talent Engagement Cycle

8. 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)

9. The Logic of Talent Relationship
Management (TRM) is that
Recruiting Involves:
Relationships With People Who
Are More Like Customers Than
Mere Candidates

10. 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.

11. Patterns of Talent Recruited
are NOT
the Same For Talent Retained.

12. Marshall Research
(The Psychology of Small Group Integrity)

13. Objective Factors May well Help
(e.g. Compensation Programs,
Career Paths, Job Content,
Training Efforts, etc)
Ford Motors

14. However, as Failure to Retain
Happens usually the First Six
Months…
Retention At All Costs Approach Can
Also Contradict Business Strategy
Objectives .

15. All Turn Over
is Not
Damaging Turn Over.
Thus…
Retention Should Be Clearly
in The Heart of a Comprehensive
Talent Strategy Plan.

16. 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.

17. 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.

18. Turnover is an Inevitable Part of
Talent Flow
You Want Loyalty.....?
Get a Dog!

19. 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:

20. 1. Economy and Industry

21. 2. Demographics
Younger Workforce vs. Older Workforce

22. 3. Company Image

23. 4. Recruiting, Selection & Deployment
(Quality and Rigor of Talent Flow Processes)

24. 5. Leadership
Employees Join a Company
BUT
Leave Managers!!!

25. 6. Learning & Development

26. 7. Reward & Recognition

27. 8. Career Advancement,
Particularly for Younger Generation

28. 9. Job Security
Particularly for Older Talent

29. 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…

30. 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

31. There is NOT
a
One Size Fits All Solutions

32. 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.

33. R&R Strategies Are About
Innovative Decisions
&
Implementation

34. R&R Strategies Are also About
Who You Are
and
What You Represent
(Your Organizational Culture)

35. Organizational Culture (OC)
in the Heart of R&R.

36. We first must Understand Different
OCs:

37. 1. Humanistic/Helpful
Organizations Managed in a
Participative and Person Centered Way

38. 2. Affiliative Placing High Priority on
Constructive Relationships

39. 3. Conventional/Conservative
Traditional and bureaucratically
Controlled Organizations

40. 4. Dependant Hierarchical and Non
Participative

41. 5. Avoidant Organizations that Fail
to reward Success but Punish Failure

42. 6. Oppositional Confrontation
prevails and Negativism Rewarded

43. 7. Power Organizations Structured
on the Basis of Authority

44. 8. Competitive Winning is Valued
and High Performance Required

45. 9. Competence/Perfectionist
Persistence, Perfectionism and hard
Work Are Valued

46. 10. Achievement Value Employees
that set Challenging But Realistic Goals

47. 11. Self Actualization Creativity,
Quality Over Quantity, Task
Accomplishment and Personal Growth
Are Valued

48. Hire and Retain Talent
that
Would Fit With Your Specific OC,
Through Rigorous Professional
Personality Based Screening

49. Once Talent Fits with OC,
an Immediate Climate of Trust
&
Motivation Takes Place,
Followed By Ongoing Communication
and
Progress Measurement through
Scorecards, etc..

50. Pitfalls
&
How to Create an Efficient R&R
Model?

51. 1. Following Market Urgencies

52. 2. Focus on Cost vs. Quality

53. 3. Little Creative Edge

54. 4. Quick-Fix Solutions
vs.
Long-Term Solutions

55. 5. Little Strategic/HR Planning
and
Management Support

56. 6. New International Players
Coming Into the Region
and
Revamping Old Standards

57. 7. Weak Understanding of R&R
as a driving Strategy

58. 8. Challenge in Identifying R&R as
Key Driver to Business Success

59. 9. Lack of Resources Necessary for
R&R

60. 10. Organizational Changes (Mergers,
Acquisitions, etc…)
which are poorly Planned and
Managed

61. 11. Lack of Relevant Skills within
HR Department to Fully Implement
R&R

62. 12. Little Formal Recruitment Strategy –
Hires are Often ‘Panic Buys'

63. 13. Little Co-Ordination or Sharing of
Business Information or Best Practices

64. 14. Large Degree of
Misinterpretation of Requirements

65. 15. Poor Pre Selection
Made by Agencies, Due to Shortages in
Understanding The Client’s OC

66. 16. No Real Follow Up
With
Recruited Talent

67. 17. Lack of Relationship
Management Skills

68. 18. Little or Absence of a real
Induction and
Post Induction Program’s Strategy

69. 19. Confusing and Unclear
Recruitment Processes that Inevitably
Lead to
Poor Retention Strategy

70. 20. Lack of Creative Development
Plan, Focusing on Competitive
Rewards Relevant to
the Here and Now…

71. It is time to Shift the Existing Paradigm
It is Time for …
A New R&R Model

72. Through:
1. Promoting OC

73. 2. Ongoing Transparency

74. 3. Ensuring a Good Relationship
Between Employees
and
their Supervisors
(People Leave Their Managers)

75. 4. Regularly checking, the morale
and motivation of Employees,
beyond Performance Appraisal
Sessions

76. 5. Adding Value..Through
Increased Intellectual/ Creative
Capital Targeting
High Potential Talent

77. 6. Projecting and Implementing
An Image of Excellence
in
Everything We Do

78. 7. Having Your Own Signature
That Differentiates You From
Others…
This Signature has the Flavor of
Your OC

79. 8. Aligning R&R Strategies
With
Top Management Business
Strategy

80. 9. Ensuring “We are On The Same
Page” Question is duly Satisfied
Before
Going Ahead With the Hiring

81. 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

82. 11. Effective Succession Planning
Within Acceptable Turnover
Dynamics

83. 12. Good Cross Functional Working
Relationships & Development,
Based on
Trust and Effective Communications

84. 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 .

85. 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”