This document discusses strategies for improving recruitment and retention in education. It recommends analyzing retention rates and exit interviews to understand why teachers leave. Recruitment strategies should include goals, sources, and measures. An employee value proposition outlines benefits like career growth, pay, work environment and culture. Innovative recruitment uses videos and mixed media to attract candidates. Adjusting hiring criteria and reducing time-to-hire also improves recruitment. Ideas to boost retention include growth opportunities, flexible working and mentoring. Rushing decisions risks bad hires or fairness issues.

1. HR for Education 2018

2. Fine-tuning your strategy ensuring that you recruit and retain the best people
Recruitment, are we on the brink
of a recruitment breakdown?
James Corbridge, HR Consultant
Ian Deakin, Employment Associate Solicitor

3. Headlines

4. Priority?
Branding
RetentionRecruitment

5. What do you need to consider in your
strategy?
Teaching profession leavers
— what are your retention rates for teachers at different times
of their career?
— do these match others in the area?
— why they are leaving and what can we do to stop this?

6. Retention – start with WHY?
Why are people
leaving?
• Exit interviews
• Engagement surveys
• Evaluate the results
What are the
answers?
• Involve staff with an
action plan
• Implement ideas
Have things
improved?
• Survey again
• Continue to measure

7. Recruitment Strategy
Benefits
— can help your Trust to take a proactive approach to staffing issues and plan
ahead of time
— a chance to be more selective about finding the right employees rather than
scrambling to fill a gap
— plan ahead for busy periods
— proactive and structured approach to finding high quality employees

8. Recruitment Strategy
Should include:
— an analysis of your Trusts staffing needs and any issues or weaknesses that are present
— a list of recruitment goals and how you plan to achieve them
— where and how you plan to find new employees
— seasonal fluctuations and how you plan to meet these
— a way to measure your results and determine whether the strategy is working

9. Factors Affecting Recruitment
— time
— cost
— medium you use to advertise
— local and limited pool of candidates
— competition

10. Becoming an Employer of Choice
There are a number of things you can do to help your
organisation to become an employer of choice:
— create a positive candidate experience
— put organisation values at the heart of your offering
— focus on career growth opportunities
— job Security
— review your pay and benefits
— involvement
— evaluate and review your recruitment and retention practices

11. Employee Value Proposition
Employee Value Proposition (EVP) is the balance of the
rewards and benefits that are received by employees in return
for their performance at the workplace.
An EVP must be unique, relevant and compelling if it is to act
as a key driver of talent attraction, engagement and retention.

12. Employee Value Proposition
Defining your Employee Value Proposition (EVP) is crucial for
your Employer Branding and Recruitment Marketing strategy.
In order to personalise your talent acquisition strategy and
attract the best talent, you have to be able to clearly define
all the values you provide as an employer.

13. Employee Value Proposition
Simply put, Employee Value Proposition (EVP) is a compelling
answer to the following candidate’s questions:
— Why should I work for your school instead of somewhere else?
What’s in it for me?
— Why is your school a great place to work at?
— What can you offer me that other schools can’t?”

14. EVP – 5 main components
Compensation
•Salary satisfaction
•Raises and promotions
•Fairness
•Evaluation system
Career
•Ability and chance to
progress and develop
•Stability
•CPD
•Consultation
•Evaluation and
Feedback
Benefits
•Time off
•Holidays
•Retirement/Pensions
•Flexibility
•Family
Work environment
•Recognition
•Autonomy
•Personal achievements
•Work/life balance
•Challenge
•Clarity and
understanding
Culture
•Clarity and
understanding of
organisations goals and
plans
•Colleagues
•Leaders and managers
•Support
•Collaboration/team
spirit
•Social responsibility
activities
•Trust
What’s in it for me (WIIFM) – by TalentLyft

15. Employee Value Proposition
Many organisations have planned strategies for communicating
their EVP and Employer Brand with current and potential future
candidates.
According to research as well as HR professionals’ everyday
experience, the current job market is 90% candidate driven.
That means you don’t pick talent anymore.
Talent picks you.

16. Employee Value Proposition
Once your EVP has been defined, find creative and relevant
ways to communicate it to the people you are trying to attract.
Start by conveying it through all hiring channels such as
school websites, advertising and the interview process, so
that prospective talent can determine if they would make a
good fit for your school or Trust.

17. Innovative Recruitment
— If you want to gain significant competitive advantage, you
need to use strategies superior and different from your
competitors.
— Enables you to provide a better candidate experience and
improve your selection processes.
— An innovative recruitment culture is about encouraging
continuous improvement.

18. Examples of Innovative Recruitment
Make yourself stand out with non traditional media.

19. Examples of Innovative Recruitment
SodaStream – Join the Revolution
https://www.youtube.com/watch?v=b5FoXLxpFPk
Others are:
https://www.youtube.com/watch?v=GfAypa5eQgQ&feature
=youtu.be - Australian school
https://www.youtube.com/watch?v=hOmZXG19Ets -
Waitrose
Heineken – Go Places
https://youtu.be/0QoGzV72wR8

20. Examples of Innovative Recruitment
— Mixed media
– Video
– Meet the people case studies
– Day in the life of
– Pride

21. Talent pipeline
McKinsey 9 Box Grid –
used to identify and
categorise talent

22. Adjusting hiring criteria
— 22% of hiring managers rarely hire
professionals who do not meet all
key job description criteria.
— Holding out for best-match
candidates can mean that vacancies
remain open for weeks or even
months – this means costly cover
expenditure, damage to morale and
hurting attrition rates.
Sound familiar?

23. Adjusting hiring criteria

24. Reduce the time to hire
— A swift process gives insight into the attitude and values of an
organisation, helping to secure candidates buy-in from the
beginning.
— Vital – all decision makers have bought into a pre-defined
recruitment timetable.
— How flexible are we with accommodating candidate’s needs –
interview time/preparation?
— How long does it take to go from interview to offer letter?

25. Ideas
— opportunity for growth and career development
— compliments scheme
— focus groups in key areas
— flexible working
— job swapping/shadowing

26. Ideas
— mentoring
— CPD in excess of statutory
— create a policy on retention payment schemes and ‘Golden
Hello’ payments. Keep control and ensure fairness

27. Pitfalls to watch out for!
— Rushing to secure a great candidate can lead to hasty offers
and poorly thought through salary points. Could lead to
fairness and equity issues.
— Rushing could also lead to offering recruitment and retention
incentives without properly documenting the terms of the
payment.

28. Pitfalls to watch out for!
— A rushed selection process could lead to a bad hire – e.g.
failure to check qualifications before offer.
— A rushed selection process could lead to a failure to follow
safer recruitment practice and therefore expose your
organisation to serious safeguarding failings.

29. Any questions?

30. Find out more
www.brownejacobson.com/education

31. Thank you
James Corbridge
HR Consultant
t: +44(0)330 045 2167
e: james.corbridge@brownejacobson.com
Ian Deakin
Associate
t: +44(0)330 045 2265
e: ian.deakin@brownejacobson.com