The document discusses finding and keeping the right staff. It outlines different tiers and methods for job postings, from traditional methods like signs in windows and newspaper ads to more modern options like online job boards and social media networking. It also discusses assessing candidates' skills and willingness to do the job. Retaining top employees is addressed through defining and coaching success, with performance evaluations and development plans, and recognizing achievements to motivate staff. The overall message is that employing a variety of sourcing and evaluation strategies can lead to recruiting and maintaining a high-quality workforce.
A leader’s primary role is to develop talent by driving employee engagement,
which leads to productivity and positive organizational outcomes. With research
showing us that approximately 70% of the workforce is currently disengaged,
developing leaders who can drive employee engagement in order to produce
results is critical.
This advanced course seeks to teach leaders how to be career agents in order to
drive performance and results. Topics covered include how to facilitate win-win
conversations with employees, how to create career advancement plans with
employees that are grounded in behaviors and how to provide projects and
assignments that foster employee skill development.
A course is also available for HR professionals on how to create career agent
systems and mindsets to support leaders.
Course Objectives:
Following the completion of this course, participants will be able to:
1. Understand the employee engagement problem and how it impacts
performance.
2. Understand what it means to be a career agent.
3. Apply techniques for being a career agent including:
a. Asking one simple question.
b. Facilitating win-win conversations with employees.
c. Creating advancement plans with employees through goal-setting.
d. Designing assignments and projects to foster skill development and
increase engagement through “flow”.
The HR training includes the following objectives:
1. Understand and design ways to train leaders on what it means to be a career
agent through their behaviors.
2. Provide tools and processes to facilitate career agent conversations
including how to tie your performance management process to this system.
3. Understand and apply methods for recruiting and promoting individuals
who model a career agent mindset through their behaviors.
How to Improve Retention Now and in the FutureBambooHR
In a recent survey from PayScale, business leaders identified retention as one of their top concerns, with 24 percent of respondents saying it will be their biggest HR challenge in 2019. With the job market as competitive as it is, and cost of turnover as high as it is, it’s no wonder improving retention is at the top of the priority list for many organizations. Yet not all of these organizations know what retention techniques to use when it comes down to actually moving the needle.
Join BambooHR and PayScale as they share both long-term strategies and immediate tactics for boosting retention in your organization
Creating a Compensation and Budget Plan (and How to Get Your CFO on Board)BambooHR
As the end of the year approaches there is a lot to look forward to. Holiday celebrations, office parties, and a fresh, new year...oh, also, working on your organization’s compensation and budget plan. While a compensation and budget plan might not be your favorite part of the year’s end, with a little help, it definitely won’t be the worst part! BambooHR and PayScale have a few tricks up their sleeves to help your HR team wow your CFO with a 2020 plan.
A leader’s primary role is to develop talent by driving employee engagement,
which leads to productivity and positive organizational outcomes. With research
showing us that approximately 70% of the workforce is currently disengaged,
developing leaders who can drive employee engagement in order to produce
results is critical.
This advanced course seeks to teach leaders how to be career agents in order to
drive performance and results. Topics covered include how to facilitate win-win
conversations with employees, how to create career advancement plans with
employees that are grounded in behaviors and how to provide projects and
assignments that foster employee skill development.
A course is also available for HR professionals on how to create career agent
systems and mindsets to support leaders.
Course Objectives:
Following the completion of this course, participants will be able to:
1. Understand the employee engagement problem and how it impacts
performance.
2. Understand what it means to be a career agent.
3. Apply techniques for being a career agent including:
a. Asking one simple question.
b. Facilitating win-win conversations with employees.
c. Creating advancement plans with employees through goal-setting.
d. Designing assignments and projects to foster skill development and
increase engagement through “flow”.
The HR training includes the following objectives:
1. Understand and design ways to train leaders on what it means to be a career
agent through their behaviors.
2. Provide tools and processes to facilitate career agent conversations
including how to tie your performance management process to this system.
3. Understand and apply methods for recruiting and promoting individuals
who model a career agent mindset through their behaviors.
How to Improve Retention Now and in the FutureBambooHR
In a recent survey from PayScale, business leaders identified retention as one of their top concerns, with 24 percent of respondents saying it will be their biggest HR challenge in 2019. With the job market as competitive as it is, and cost of turnover as high as it is, it’s no wonder improving retention is at the top of the priority list for many organizations. Yet not all of these organizations know what retention techniques to use when it comes down to actually moving the needle.
Join BambooHR and PayScale as they share both long-term strategies and immediate tactics for boosting retention in your organization
Creating a Compensation and Budget Plan (and How to Get Your CFO on Board)BambooHR
As the end of the year approaches there is a lot to look forward to. Holiday celebrations, office parties, and a fresh, new year...oh, also, working on your organization’s compensation and budget plan. While a compensation and budget plan might not be your favorite part of the year’s end, with a little help, it definitely won’t be the worst part! BambooHR and PayScale have a few tricks up their sleeves to help your HR team wow your CFO with a 2020 plan.
How HR Can Balance Compliance, Vision, and the Employee ExperienceBambooHR
oin Libby Mullen from BizLibrary and Cassie Whitlock from BambooHR as they discuss how HR professionals can balance the demands of legal, leadership, and employee concerns. We’ll cover four key facets where HR’s efforts will be the key factor in producing desirable results, like increased employee engagement, higher productivity, and strong company culture. With this new mindset, HR will finally have the time, know-how, and buy-in to focus on the human side of human resources.
This is an example of a presentation job candidates are using to win interviews and land jobs.
Develop your own interview winning presentation at www.interviewbest.com.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
The Art and Science of Developing CSMs That Love Their Job - CSSummit18Totango
Presented by Chris McNamara, VP of Customer Success at Glassdoor, at Customer Success Summit 2018, Track 3.
Does it really matter whether your Customer Success Managers love their jobs? In this session I explore the linkage between employee engagement and business outcomes, sharing some of my experiences cultivating engagement at Glassdoor, focusing in particular on career progression.
How to Give Feedback and Performance Reviews Like a Coach, Not a BossBambooHR
Did you have a favorite coach when you were younger?
Were they your favorite because of the way they led you and your team through successes and failures? How they gave encouraging feedback? The trusting relationship you had? A good manager and employee relationship should mimic the investment your favorite coach had in you and your team.
According to a 2018 Workplace Learning Report, 94 percent of employees would stay at a company longer if it invested in their career more. But your HR team probably doesn’t have the bandwidth to coach each employee. Turning your managers into coaches who can provide employees with support and give constructive feedback will help both individuals and the company succeed.
Join BizLibrary and BambooHR as they explain the importance of developing coaching skills in your managers, so you can retain your talent and lead your company to success.
Template presentation when interviewing for a job, to talk about your experience and why you are a good fit. This is for finance FP&A in particular but can be changed for others.
Last year in one of our most popular webinars ever, we revealed "The Stay Interview Secret". Now that people have heard and read about Stay Interviews, and the HR world is buzzing about them, the question we get is - how do we get started with Stay Interviews?
Lucky for you we have invited the predominant Stay Interview expert and best-selling SHRM author, Dick Finnegan, back to show you how. Based upon his book, The Power of Stay Interviews (the best-selling book in SHRM history) you will learn the inside secrets being used by strategic HR departments to easily setup successful Stay Interview programs that are creating dramatic retention results.
For the first time ever, Dick Finnegan will be sharing in a public webinar the “how-to” of Stay Interviews. This webinar will provide a quick start plan for the structure, strategies and the systems you need to easily start your own Stay Interview program today! We will also share successful case studies on how others are using Stay Interviews to cut turnover, and reveal helpful tips for managers from Dick’s upcoming book.
In this content-packed webinar, you will learn:
1. The 5 best questions to ask in a Stay Interview
2. How to setup a successful Stay Plan
3. Easy ways to forecast and measure retention improvement
4. Tips for teaching managers how to become Stay Interview masters
Don’t miss this limited opportunity to learn the structure and strategy behind successful Stay Interviews with Dick Finnegan. After the webinar, Dick will be taking your live questions to help get you started.
Plus! Win a chance for a free Stay Interview manager training for your company!
Onboarding Designed to Engage and Delight Customers by Dan Fisher and Gerry G...Engage
One of the keys to engaging customers effectively is to onboard and train your new hires quickly and effectively. Systematically well-trained employees who have fully bought in are enabled to engage and delight customers, helping your business grow. In this session with Dan Fisher and Gerry Gadoury, learn what common mistakes to avoid and best practices to implement to effectively hire, onboard, and train your new hires.
5 Ways to Prepare Your Organization for a Successful 2020BizLibrary
It’s that time of year again, time to start planning for next year!
As we approach the final months of 2019, it’s helpful to use this year’s successes to create a plan for next year and beyond. But, that can be easier said than done. With an abundance of opinions from leadership and staff and data collected from research, it’s overwhelming trying to prioritize what needs to be done. And when things get overwhelming, it often leads to nothing taking priority.
You don’t have to figure out this plan alone! Join Libby Mullen from BizLibrary and JD Conway from BambooHR as they discuss five strategies every company should use. These strategies come from simple concepts that you can easily implement at your organization to put you on the path to success.
During this webinar you’ll learn:
- Why culture is an important factor for any successful company, and how to align culture to company goals.
- How continually supporting your employees throughout the employee journey makes it easier to plan for the future.
- A five-part game plan that will guide you to organizational success in 2020.
How to Create a Culture of Feedback (and Why You Should)BambooHR
While doing an annual employee review is great, once-a-year feedback is not enough. According to a 2019 study by Gallup, employees are 2.7 times more likely to be engaged in their jobs and 3 times more likely to do "outstanding" work when when they receive regular, weekly feedback. Your employees want to hear from their managers! But how do you get managers into the habit of giving regular feedback?
Join Jack Altman from Lattice and Liz Weber from Weber Business Services as they teach you how to create a culture of feedback at your organization and show you why a culture of feedback is so essential.
Employee idea programs are really great, bringing out new efficiencies and innovations as well as boosting employee engagement. But to make them work you'll need to set the right goals and targets. Learn how in this presentation!
The Engagement Roadmap
4 Ways to Improve Engagement Scores Using Your Own HR Strategy & Technology
With all the buzz about engagement over the past few years, the reality is that most programs are not generating measurable, bottom-line results. But the problem is not necessarily what you are doing, but rather how you are doing it!
While many of these engagement ideas sound great on the surface, the reality is "bolting on" various engagement tools only creates a more complicated, expensive and ineffective approach. It's time to stop forcing engagement and start integrating it.
In this informative, new webinar we will share relevant and realistic ways to improve your engagement scores using the HR strategies and technology you already use every day! No more bolting on software - no more engagement plans of the month - these are real-life case studies, statistics and strategies you can use today to integrate and improve your engagement scores.
Learn 4 ways strategic HR departments are using integrating engagement including:
1. Engaging Applicants - how to increase the number of quality hires with less work
2. Engaging Employees - the guaranteed way to cut turnover 20% in your first year!
3. Engaging Line Managers - how to get managers to embrace your engagement program
4. Engaging the C-Suite - how to get buy-in for your engagement goals
Plus, get the template for creating your own Engagement Roadmap! If you have an employee engagement initiative this year – you won’t want to miss this webinar. This content-packed webinar is great for HR leaders and management of virtually any sized company.
To learn more, visit http://hrsoft.com
Strategic Recruiting at Any Size: 5 Programs You Can Start Building NowBambooHR
You don’t need endless time and money to build effective recruiting programs in your organization. You just need the right plan. Tune in to the webinar to learn how you can get started.
Driving Better Performance with Better Feedback in 2020BambooHR
Imagine you have to drive somewhere you’ve never been before. Now, imagine you have to get there without any directions—nothing but the end goal in mind. Most drivers would make it there eventually, but only after quite a few wrong turns. There’s no question the trip would be much easier with clear feedback to adjust your course along the way.
Performance management is the same way. If you don’t provide consistent feedback, your employees might feel like they’re driving without directions. Not only is this frustrating and confusing for your people, but it also holds your organization back from progressing at full speed.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
Is employee turnover a serious issue for your organization? Are your current engagement programs and surveys no longer effective? Chances are you have the right intentions, but just the wrong tools.
In this informative webinar, Dick Finnegan, the leading Stay Interview expert and author of the best-selling SHRM book in history, The Power of Stay Interviews, will reveal how HR professionals are using Stay Interview programs to dramatically lower turnover costs and improve employee engagement for organizations of all sizes.
Key takeaways will include:
1. Rethinking Retention - 3 reasons most retention programs don't work & how to avoid them.
2. Stay Interview Structure - How to build an efficient & effective Stay Interview program (that line managers will use!)
3. Stay Interview Strategy - How to use Stay Interviews to achieve strategic HR, effective line managers and engaged employees
4. Stay Interview Solutions - How to build a business case for your Stay Interview program that guarantees ROI (and makes you look like a rockstar!)
Regardless of industry, company size or department function, turnover is a very real bottom line cost that can be measured in lost productivity, performance or profitability. In this webinar, we will share how leading organizations are using stay interviews to dramatically cut turnover costs using a proven method that can be implemented by any sized team.
How Managers Can Help Employees Set Goals | SoGoSurveySogolytics
A new year means a new opportunity to set yourself, your team, and your company up for success. As a manger, these tips can help you support your employees in developing and sticking with goals that will really make a difference.
How HR Can Balance Compliance, Vision, and the Employee ExperienceBambooHR
oin Libby Mullen from BizLibrary and Cassie Whitlock from BambooHR as they discuss how HR professionals can balance the demands of legal, leadership, and employee concerns. We’ll cover four key facets where HR’s efforts will be the key factor in producing desirable results, like increased employee engagement, higher productivity, and strong company culture. With this new mindset, HR will finally have the time, know-how, and buy-in to focus on the human side of human resources.
This is an example of a presentation job candidates are using to win interviews and land jobs.
Develop your own interview winning presentation at www.interviewbest.com.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
The Art and Science of Developing CSMs That Love Their Job - CSSummit18Totango
Presented by Chris McNamara, VP of Customer Success at Glassdoor, at Customer Success Summit 2018, Track 3.
Does it really matter whether your Customer Success Managers love their jobs? In this session I explore the linkage between employee engagement and business outcomes, sharing some of my experiences cultivating engagement at Glassdoor, focusing in particular on career progression.
How to Give Feedback and Performance Reviews Like a Coach, Not a BossBambooHR
Did you have a favorite coach when you were younger?
Were they your favorite because of the way they led you and your team through successes and failures? How they gave encouraging feedback? The trusting relationship you had? A good manager and employee relationship should mimic the investment your favorite coach had in you and your team.
According to a 2018 Workplace Learning Report, 94 percent of employees would stay at a company longer if it invested in their career more. But your HR team probably doesn’t have the bandwidth to coach each employee. Turning your managers into coaches who can provide employees with support and give constructive feedback will help both individuals and the company succeed.
Join BizLibrary and BambooHR as they explain the importance of developing coaching skills in your managers, so you can retain your talent and lead your company to success.
Template presentation when interviewing for a job, to talk about your experience and why you are a good fit. This is for finance FP&A in particular but can be changed for others.
Last year in one of our most popular webinars ever, we revealed "The Stay Interview Secret". Now that people have heard and read about Stay Interviews, and the HR world is buzzing about them, the question we get is - how do we get started with Stay Interviews?
Lucky for you we have invited the predominant Stay Interview expert and best-selling SHRM author, Dick Finnegan, back to show you how. Based upon his book, The Power of Stay Interviews (the best-selling book in SHRM history) you will learn the inside secrets being used by strategic HR departments to easily setup successful Stay Interview programs that are creating dramatic retention results.
For the first time ever, Dick Finnegan will be sharing in a public webinar the “how-to” of Stay Interviews. This webinar will provide a quick start plan for the structure, strategies and the systems you need to easily start your own Stay Interview program today! We will also share successful case studies on how others are using Stay Interviews to cut turnover, and reveal helpful tips for managers from Dick’s upcoming book.
In this content-packed webinar, you will learn:
1. The 5 best questions to ask in a Stay Interview
2. How to setup a successful Stay Plan
3. Easy ways to forecast and measure retention improvement
4. Tips for teaching managers how to become Stay Interview masters
Don’t miss this limited opportunity to learn the structure and strategy behind successful Stay Interviews with Dick Finnegan. After the webinar, Dick will be taking your live questions to help get you started.
Plus! Win a chance for a free Stay Interview manager training for your company!
Onboarding Designed to Engage and Delight Customers by Dan Fisher and Gerry G...Engage
One of the keys to engaging customers effectively is to onboard and train your new hires quickly and effectively. Systematically well-trained employees who have fully bought in are enabled to engage and delight customers, helping your business grow. In this session with Dan Fisher and Gerry Gadoury, learn what common mistakes to avoid and best practices to implement to effectively hire, onboard, and train your new hires.
5 Ways to Prepare Your Organization for a Successful 2020BizLibrary
It’s that time of year again, time to start planning for next year!
As we approach the final months of 2019, it’s helpful to use this year’s successes to create a plan for next year and beyond. But, that can be easier said than done. With an abundance of opinions from leadership and staff and data collected from research, it’s overwhelming trying to prioritize what needs to be done. And when things get overwhelming, it often leads to nothing taking priority.
You don’t have to figure out this plan alone! Join Libby Mullen from BizLibrary and JD Conway from BambooHR as they discuss five strategies every company should use. These strategies come from simple concepts that you can easily implement at your organization to put you on the path to success.
During this webinar you’ll learn:
- Why culture is an important factor for any successful company, and how to align culture to company goals.
- How continually supporting your employees throughout the employee journey makes it easier to plan for the future.
- A five-part game plan that will guide you to organizational success in 2020.
How to Create a Culture of Feedback (and Why You Should)BambooHR
While doing an annual employee review is great, once-a-year feedback is not enough. According to a 2019 study by Gallup, employees are 2.7 times more likely to be engaged in their jobs and 3 times more likely to do "outstanding" work when when they receive regular, weekly feedback. Your employees want to hear from their managers! But how do you get managers into the habit of giving regular feedback?
Join Jack Altman from Lattice and Liz Weber from Weber Business Services as they teach you how to create a culture of feedback at your organization and show you why a culture of feedback is so essential.
Employee idea programs are really great, bringing out new efficiencies and innovations as well as boosting employee engagement. But to make them work you'll need to set the right goals and targets. Learn how in this presentation!
The Engagement Roadmap
4 Ways to Improve Engagement Scores Using Your Own HR Strategy & Technology
With all the buzz about engagement over the past few years, the reality is that most programs are not generating measurable, bottom-line results. But the problem is not necessarily what you are doing, but rather how you are doing it!
While many of these engagement ideas sound great on the surface, the reality is "bolting on" various engagement tools only creates a more complicated, expensive and ineffective approach. It's time to stop forcing engagement and start integrating it.
In this informative, new webinar we will share relevant and realistic ways to improve your engagement scores using the HR strategies and technology you already use every day! No more bolting on software - no more engagement plans of the month - these are real-life case studies, statistics and strategies you can use today to integrate and improve your engagement scores.
Learn 4 ways strategic HR departments are using integrating engagement including:
1. Engaging Applicants - how to increase the number of quality hires with less work
2. Engaging Employees - the guaranteed way to cut turnover 20% in your first year!
3. Engaging Line Managers - how to get managers to embrace your engagement program
4. Engaging the C-Suite - how to get buy-in for your engagement goals
Plus, get the template for creating your own Engagement Roadmap! If you have an employee engagement initiative this year – you won’t want to miss this webinar. This content-packed webinar is great for HR leaders and management of virtually any sized company.
To learn more, visit http://hrsoft.com
Strategic Recruiting at Any Size: 5 Programs You Can Start Building NowBambooHR
You don’t need endless time and money to build effective recruiting programs in your organization. You just need the right plan. Tune in to the webinar to learn how you can get started.
Driving Better Performance with Better Feedback in 2020BambooHR
Imagine you have to drive somewhere you’ve never been before. Now, imagine you have to get there without any directions—nothing but the end goal in mind. Most drivers would make it there eventually, but only after quite a few wrong turns. There’s no question the trip would be much easier with clear feedback to adjust your course along the way.
Performance management is the same way. If you don’t provide consistent feedback, your employees might feel like they’re driving without directions. Not only is this frustrating and confusing for your people, but it also holds your organization back from progressing at full speed.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
Is employee turnover a serious issue for your organization? Are your current engagement programs and surveys no longer effective? Chances are you have the right intentions, but just the wrong tools.
In this informative webinar, Dick Finnegan, the leading Stay Interview expert and author of the best-selling SHRM book in history, The Power of Stay Interviews, will reveal how HR professionals are using Stay Interview programs to dramatically lower turnover costs and improve employee engagement for organizations of all sizes.
Key takeaways will include:
1. Rethinking Retention - 3 reasons most retention programs don't work & how to avoid them.
2. Stay Interview Structure - How to build an efficient & effective Stay Interview program (that line managers will use!)
3. Stay Interview Strategy - How to use Stay Interviews to achieve strategic HR, effective line managers and engaged employees
4. Stay Interview Solutions - How to build a business case for your Stay Interview program that guarantees ROI (and makes you look like a rockstar!)
Regardless of industry, company size or department function, turnover is a very real bottom line cost that can be measured in lost productivity, performance or profitability. In this webinar, we will share how leading organizations are using stay interviews to dramatically cut turnover costs using a proven method that can be implemented by any sized team.
How Managers Can Help Employees Set Goals | SoGoSurveySogolytics
A new year means a new opportunity to set yourself, your team, and your company up for success. As a manger, these tips can help you support your employees in developing and sticking with goals that will really make a difference.
Taking the Pain Out of Performance Reviews - Webinar 05_22_14BizLibrary
In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization.
In this webinar we'll discuss:
The role of performance management.
Why we do performance reviews?
Key strategies for effective performance management.
Continuous learning and development.
www.bizlibrary.com
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
How do I develop my employees? With this step-by-step plan, you can strategically develop your employees. Discover how to leverage your staff to achieve shared and individual (business) goals. This slide is specifically designed for entrepreneurs, directors, and managers in innovative and dynamic companies.
Avy-Loren is a Strategic Global Business Consultant that also provides a narrow audience of CEOs, Senior Executives, and Leaders specialized and bespoke Advisory, Coaching, Mentoring, Training, and strategic consulting services, and with expertise in startups and developing CEOs and leadership skills and training.
As a trusted advisor to hundreds of CEOs around the globe, CEOs and leaders seek out his unique services that are customized for the specific needs of the individual. As a result, he earned the nickname "CEO Whisperer" by his clients due to his unique ability to tap into their minds, helping them achieve their desired objectives both professionally and personally.
How do you get greater productivity out of your already existing workforce? The answer is education and learning. Learning is the equivalent of a software upgrade for the human mind, which makes your workforce capable of doing more tasks, or tasks faster because more people have the required skills to do different tasks. Deploying a Business Learning System therefore creates flexibility and is a great moral booster, and helps employee retention and succession planning alike. The presentation explains how to deploy a BLS, and why you should. If you like what you see, than don't be afraid to contact me at honestvalu@gmail.com, to either deploy a BLS at your work, produce a educational presentation for your company training needs, or other educational, promotional, or Consulting needs. Remember... We always give you an Honest Value!
How to Hire the Perfect Conversion Rate Optimization ExpertHireQuotient
1. Define Your Goals and Expectations
Before starting the hiring process, clearly define what you aim to achieve through CRO. Whether it's increasing e-commerce sales, boosting sign-ups, or improving lead quality, having clear objectives will help you assess candidates based on their ability to meet these goals.
2. Use a Detailed Job Description
Refer to the job description template provided earlier to create a detailed posting that outlines the skills, experience, and qualities you are looking for. A comprehensive job description will attract candidates who are better suited to your specific needs.
3. Leverage Various Recruitment Channels
Post the job across multiple channels to reach a broad audience. This includes industry-specific job boards, professional networking sites like LinkedIn, and social media platforms. Additionally, consider reaching out to your professional network for referrals, as they can lead to high-quality candidates.
4. Screen Resumes for Key Skills
Look for candidates with a proven track record in CRO, including experience with A/B testing, user research, analytics, and web optimization. Also, consider their experience with the tools and technologies relevant to the role.
5. Conduct Thorough Interviews
Prepare a list of questions that delve into the candidate's experience, problem-solving skills, and understanding of CRO principles. Discuss specific projects they've worked on and the results they achieved. This will give you insights into their approach to optimization and ability to drive results.
6. Evaluate Technical and Analytical Skills
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Ensure the candidate's work style and values align with your company culture. A CRO Expert who is a good cultural fit will be more likely to collaborate effectively with your team and contribute to a positive work environment.
8. Check References
Speaking with former employers or clients can provide additional insights into the candidate’s performance, work ethic, and impact on previous CRO initiatives.
9. Make a Competitive Offer
Once you've identified the right candidate, make an attractive offer that reflects the value they will bring to your team. Include not just salary, but also benefits, opportunities for growth, and any unique perks your company offers.
10. Ensure a Smooth Onboarding Process
Provide a comprehensive onboarding process that introduces the new hire to your company’s products, services, and marketing strategies. This will help them hit the ground running and start making an impact more quickly.
Read the full article here: https://www.hirequotient.com/how-to-hire/conversion-rate-optimization-expert
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I Signed Up for Eharmony- What Human Resources Can Learn from Dating SitesMary Ward
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This presentation shows how career development professionals can utilize Career Development Facilitator Training to gain needed professional development credentials while also creating a strategic plan for their organization
This workshop walks through the basics of job interviewing, including information on behavioral based interviewing. Designed for Athens State University Students and Alumni.
This presentation, given virtually to Athens-State University students and alumni helps individuals take their resumes to the next level by focusing on results.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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5. The tiers of job postings
Old Way: Put a
sign in your
window
New Way: post on
your webpage
Key: Are you an
employer of choice
or a frequented
place of business?
6.
7.
8. The tiers of job postings
Old Way: put an
ad in the
newspaper
New Way:
advertise on job
posting sites
Key: Find the right
fit for you
11. The tiers of job postings
Way 1: Staffing agency
Way 2: Headhunter
Key to 1: Do you need to
give people a trial run?
Key to 2: Do you need
specific expertise and have
no time to recruit?
12.
13.
14.
15.
16. Go Find them!
Old Way: Network
in person
New Way: Network
through professional
social media.
Key: Recruiting the
passive job seeker
leads to the most
successful hires.
17. QuickTime™ and a
H.264 decompressor
are needed to see this picture.
35. Coach Success
The Performance
Development Plan
Use the following scale to rate the employee on the following factors:
1= No Experience- Needs Significant Improvement
2= Little Experience- Improvement Needed
3= Satisfactory/Average
4=Above Average
5=Excellent
Category
Self-Rating
a.Technical Skills _________
b. Technical Knowledge _________
c. Quality of Work Product _______
(comprehensive, accurate, timely, etc.)
_________
36. Coach Success
The Performance
Development Plan
Discuss Questions Such As:
1. What professional goals would you like to set
for yourself to be accomplished in 6 months?
2. What factors contribute to your success here?
3. What factors have limited your success here?
So important because people are your greatest asset- company value is focused on this How do you maximize that greatest asset? You recruit, select and retain the right people- just don’t want want medicore people... gives you a competitive advantage -tell them to ask questions as they arise- casual
music to illustrate? Whole point of recruitment and selection and retention is to find “rock stars” that help you make money- grow your business What is a rock star? -Makes a name for themselves in what they are good at- they’ve found their tune and they sing it -Someone who produces results for your company -Plays well with others, co-exists with people in productive ways -has a level of loyalty
Recruitment Picture of help wanted sign How do you recruit? Where do you advertise?
A hierarchy in terms of effectiveness, cost generally increases as you step up the ladder. KEY TO IT ALL- KNOW WHO YOU ARE TARGETING AND WHAT METHOD WILL REACH THEM, will show a tool to do this a little bit later in the presentation 1. Help wanted ad 1. Put a help wanted ad up in your window.... -in the age of digital/virtual media, thats like posting it on your web page -attitude of you come to us -if you are an employer of choice you can probably do this, at least for positions where there is a good supply of labor -cost- virtually nothing -for entry level positions- walking in the front door and asking for a job leads to jobs for 47 out of 100 people 2. Advertise the opening -old days, put it in print newspaper. We now know the newspaper business is declining, but may still be the way to go if you are looking for unskilled labor -age of virtual- post on a job posting site- so many different ones now find the fit for you- do you need to post something just to the local market, a more national recruiting market
KEY TO IT ALL- KNOW WHO YOU ARE TARGETING AND WHAT METHOD WILL REACH THEM So in the old days you: 1. Put a help wanted ad up in your window.... -in the age of digital/virtual media, thats like posting it on your web page -attitude of you come to us -if you are an employer of choice you can probably do this, at least for positions where there is a good supply of labor -cost- virtually nothing -for entry level positions- walking in the front door and asking for a job leads to jobs for 47 out of 100 people
Ad at DSW recently- helped wanted sign in their door- does this work for them? good in a retail or resturant setting where traffic is frequent- targeting their customers for employees
2. Advertise the opening -old days, put it in print newspaper. We now know the newspaper business is declining, but may still be the way to go if you are looking for unskilled labor -age of virtual- post on a job posting site- so many different ones now find the fit for you- do you need to post something just to the local market, a more national recruiting market
2. Advertise the opening -old days, put it in print newspaper. We now know the newspaper business is declining, but may still be the way to go if you are looking for unskilled labor -age of virtual- post on a job posting site- so many different ones now find the fit for you- do you need to post something just to the local market, a more national recruiting market
Discuss where each one may or may not be a fit for your opening national sites- can be expensive, but generate a lot of traffic. Do you need to recruit from a national market? -for job seekers, looking at these sites and applying leads to jobs for 8 out of 100- low odds, low odds translate to you too- or you have to sort through a lot to get a good apple Looking for talent locally? local newspaper or chamber site may be beneficial, alabama job link w/ the career center- search resumes create a posting for free -range in price (some free) -mention posting on careerpathway.info page and facebook page Looking for a specific skill set? Check with your professional organization you belong to- example- SIOP for people in I/O Psychology -leads to jobs for 7 out of 100 people -College Career Centers for entry level or intern talent for job seekers, responding to these
A hierarchy in terms of effectiveness, cost generally increase as you step up the ladder. KEY TO IT ALL- KNOW WHO YOU ARE TARGETING AND WHAT METHOD WILL REACH THEM 3. Hire a headhunter or a staffing agency to do the work for you.
By far the most expensive method. Most staffing agencies charge a rate based on they hourly rate, headhunters typically charge a percentage of the positions salary. -staffing agencies/headhunters- lead to jobs for 4 to 22 out of 100 job seekers, still pretty low odds and very expensive, but you get expertise and saved time which may be extremely valuable to you
Describe story where someone drove by Sage and Bailey’s house and knocked on the door to ask if their boat was for sale. Bailey politely told them it wasn’t, and Sage came home and said that as far as he was concerned, everything they had was for sale for the right price (maybe less their child :) Well, everyone, even those currently employed are for hire.
Well, everyone, even those currently employed are for hire. Example of Kristy at Krystal, friendliest drive through person they had ever met. The clinic needed a receptionist that was friendly and customer service oriented, and they pulled through the drive thru one day and asked her if she was interested in the job! Always be on the lookout for the rockstars, in the drive thru line, at church, in a meeting with a client or a customer, seek them out and find them. Ask colleagues if they know a rock start they would recommend if you have an opening. You can get the best. The pre-requisite is that you have to be out there meeting people- We tell private job seeking clients that networking is the most proven way to find a job- well it would make sense then that is is the best way to find people too! Well first of all, you have to know they are a rock star, and the selection methods I’m going to talk about next don’t necessarily guarantee a 100% hit that they are if you don’t know them beforehand. People tend to be on their best behavior when interviewing, etc.
In terms of cost, this often less expensive than all the others
-”old” way- network -asking friends for job leads leads to jobs for 34 out 100 seekers -asking family leads to jobs for 27 out of 100 seekers -virtual way- network virtually through LinkedIn
In the virtual world, we call these people “the passive job seeker” and LinkedIn is one great way to seek them out. Pull up linkedin- search for “recruiter” search for people, companies, by skill, etc Search for people who have the skills and expertise you need, glowing recommendations, look at resumes and contact them about openings you have.- basic account will only show people who you are connected to -join groups relevant to your industry to connect to more people Click on Upgrade screen- will show you what you can pay for to find people (hiring a headhunter, may do this as one of their strategies) Click on profile views on profile page- May even want to check out who has looked you up- that may be a lead There are exceptions to this rule, but generally, those that are currently employed, and happily currently employed, may be the best of the rock stars
Grow your own- Outside of the stair steps, because you are going to have to use the steps to find someone in the first place, but may be the best place to grow someone into a rock star employers responsibility in the skills gap: Connect to what I’m going to talk about in retention- coaching, developing and training people for success Unemployment Is Up. Why Is It So Hard to Find the Right Hires? Wharton professor Peter Cappelli argues in a new book that companies need to recruit talented people, and train them--the way they used to. When describing the skills shortages plaguing their companies, CEOs sound like the Ancient Mariner: Water, water everywhere, nor any drop to drink! Even with the unemployment rate at 8.2%, business leaders complain there aren't enough people qualified to fill "today's jobs," shorthand for positionsthat require expertise in specific technologies or pretty much anything in health care. Usually, America's schools are the fall guys. Primary education, we are told, does a lousy job imparting the fundamentals of math and science. Colleges graduate too many liberal arts majors, when they graduate people at all. Peter Cappelli is having none of it. In Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It , which was released today by Wharton Digital Press, the University of Pennsylvania management professor argues that employers are largely to blame for their hiring troubles. Their sins include larding job descriptions with an impossible number of requirements, including many that only people who have already done that exact job can meet. They also rely too much on software to screen thousands of applications, which dooms promising candidates whose resumes lack the precise words that alert such programs. Cappelli thinks companies should switch from "buy" to "build" orientations: instead of shopping for perfect-out-of-the-box outsiders, they should expand training programs and offer apprenticeships. Inc. editor-at-large Leigh Buchanan spoke with Cappelli about getting the right people into the right seats. First off, I want to commiserate with your son, who studied classics and had trouble finding a job after college. My son graduated two weeks ago. History major. We are not optimistic. Sometimes the temp world is out there for these guys, even though I haven't quite encouraged my son to do that yet. He's had a couple of jobs but they were like warehouse employee. Then he went back to school and got a phlebotomy certification to work in health care. Since then he's been looking for health-care jobs but couldn't get those either. I was in China in February and they have the same problem: that college graduates aren't doing very well, particularly when compared to factory workers. The Chinese really did take education seriously. They are very shaken up by this. While working on the book, did you talk to any job seekers who felt the school system had failed them? No. And when you follow up on the surveys of hiring managers asking about their concerns, they pretty much never talk about deficiencies in academic skills. When they rank the issues they say are important, academic skills are way, way down near the bottom. What they do complain about is work experience. They want someone who has done this exact job before and doesn't need training. The question is: is that a legitimate complaint? Because kids like yours and mine haven't had three years doing phlebotomy or sales or coding. It doesn't indicate there's something wrong with the applicants. It indicates something has changed on the employers' side. What they are expecting now is completely unrealistic. Why have employers' expectations become so inflated? Is it because the pool of job seekers has grown enormous? Part of it is that they can afford to get picky in a downturn. Part is that they believe they should be able to find these perfect people. It's irrational. They are leaving vacancies unfilled for months and months while they hunt for somebody who could come in tomorrow and do the job. They are passing by people who would take a few days of training to get up to speed. They don't know what it costs to keep these positions vacant or how little it would cost to give people a few days of ramp-up. Recommended Videos What a Serial Entrepreneur Can't Resist Eboo Patel: How to Build an Inspiration al Business Meet the Husband-Wife Team Behind Bab ysitter Site Sittercity The other, longer-term trend is that companies have stopped developing people internally . They've stopped hiring kids out of college and grooming them for management ranks. That means they no longer have their own training and development departments. Once you get rid of the systems for developing people, you no longer have a choice--you have to recruit outsiders. So now everyone is chasing the same people, who are doing exactly the same job that these companies have vacant. Of course it's hard to find enough of those people to go around. But that doesn't mean there's anything wrong with the labor market. I find astonishing the statistic that only 21% of US employees have received any kind of employer-provided training in five years. All I ever hear business leaders say is "hire for attitude, train for skills." Are they lying? There's this enormous disconnect between what employers think is going on in their organizations and what is actually going on. There's also often a disconnect between what the top human-resource person thinks is going on and what goes on down the line. Companies have so gutted their human-resource departments, and everything is now automated. So a lot of people don't have a feel for what's going on. These surveys asking hiring managers about job candidates are completely at odds with what you hear from CEOs. Who is right? I would say the hiring managers. Increasingly I hear companies let departing employees compose the job descriptions used to hire their replacements. Is that helpful? When you ask an individual what is required to do your job, they tend to inflate it because it makes their work look more important, which helps their resume. It's never a good idea to ask self-interested people to provide reliable information. The better thing would be to have some expert in human resources cook these job descriptions up. That's how it used to work. They're reality testers. They ask: Do you really need a Ph.D. to do this job? Is it still a best practice to develop pipelines of talented people who can be popped into vacancies as they occur? CEOs like Kevin Ryan over at Gilt Groupe are fantastic at that. In the '70s, every company used to do this. The single biggest block of time on the CEO's calendar was talent reviews where they assessed their people and tried to figure out what they needed next. Now people aren't even aware that their companies used to have all these development programs and job-rotation programs and things like that. Because they were hired from the outside, so they have no institutional memories. I agree that using software to evaluate employment applications is like trying to do calligraphy while wearing Mickey Mouse gloves. But if you are deluged with thousands of applications, what alternative do you have? That's part of the conundrum. At least initially, companies were using software to make it easier for people to apply for jobs. They seemed to think that if you just got lots of applicants, it boosts their quality. So there's no way you could process all these things by hand. They have to automate some of it. The question is whether they have to take all the human judgment out of it. As we've discussed, there's a problem with the way jobs are described and what the requirements are. Hiring managers say whatever they want and it gets coded into the software. There are lots of points where you could use software to do some of the screening for you. But in an effort to get their costs down, companies have taken all the humans out of the process, and with it all the human judgment. It ends up being pound-foolish. Is there any data that compares the hiring success of large companies with that of smaller and start-up companies? Smaller businesses, I presume, are much less likely to relegate applicant evaluation to software systems. Many don't even have HR departments. My guess is smaller companies are better at [hiring] for the reasons you are describing. If you look at it on paper the smaller companies would probably complain that their costs per hire are greater than those of big companies. But it's because of the quirkiness of internal accounting where all we can see are the current costs. We can't see long-term costs or the benefits of better hires. Also, people have to be broad in those kinds of companies. You can't have these long lists of micro-requirements. Smaller companies probably are paying more attention to attitude than to credentials and experience. In the book, you mention Rich Sheridan, CEO of Menlo Innovations. Last year I sat in on a hiring session at his company. Twice a year, Menlo brings together all 30 or so job applicants for an evening and pairs them off to work on different projects and exercises. They switch pairs three times, and the stated objective is to make your partner look good enough to get hired. In a country that lives and dies by innovation, could we better compete if more companies were like Menlo and got innovative about how they hire? You have to be innovative because clever applicants know how to game the system. One of the most effective ways to hire is with behavioral interviewing. Tell me about a time when you did blah blah. But applicants know how to answer those questions. So you've got to innovate to stay ahead of them. Some companies are very good at that. There are famous stories about Disney, which sort of misdirects applicants during group exercises, where you think you are supposed to demonstrate how smart you are but they are actually looking for something different. A generation ago companies used to be very smart about this stuff. They would spend days interviewing people. They used psychologists. Since employers seemed determined to outsource training, should we be developing new kinds of vocational schools? Or at least opening more vocational schools? Vocational education is a mess. It seems way under-funded. To the extent to which employers have a legitimate complaint around skill issues, it does relate to vocational education programs. But the schools have a legitimate complaint as well, in that the employers have to help them stay up-to-date. If you think about this as a supply-chain problem, it would be crazy for a company to say, we're getting a key component from suppliers but we're not going to talk to them. We're just expecting they are going to produce exactly what we want. That's the way most employers deal with schools. How will we wean companies off cheap or unpaid internships and get them to adapt more substantive apprenticeship programs? I don't think we can rely on enough employers to act because they are civic-minded. In the '90s, companies participated in these kinds of programs because they thought it was right for the community. And after a while they realized it was working for them as well. We have to help businesses understand that it's cheaper to develop people from within. Appeal to their self-interest. That usually works.
In the virtual world, we call these people “the passive job seeker” and LinkedIn is one great way to seek them out. Pull up linkedin- search for “recruiter” search for people, companies, by skill, etc Search for people who have the skills and expertise you need, glowing recommendations, look at resumes and contact them about openings you have.- basic account will only show people who you are connected to -join groups relevant to your industry to connect to more people Click on Upgrade screen- will show you what you can pay for to find people (hiring a headhunter, may do this as one of their strategies) Click on profile views on profile page- May even want to check out who has looked you up- that may be a lead There are exceptions to this rule, but generally, those that are currently employed, and happily currently employed, may be the best of the rock stars
So one way or another, you’ve got a pool of applicants, or maybe a couple of rock stars you’ve discussed your job with, how do you pick the best person? First you have to know what relevant job performance is for a position; outline in a job description and indicate what is most important Design your selection based on what is relevant to job performance
Two things you have to select for: 1. Skill- can they do your job. If you are recruiting for a welder- can they weld; for a server, can they wait tables- take people’s orders and get them right, deliver them to a table, clean up and make correct change or run a credit card transaction. 2. Will- do they have the self-motivation, passion or desire to do your job. Do they love to weld? Do they like to greet customers with courtesy and accuracy, etc. Do they fit in with the culture also plays a role in the skill equation. Most important factor if you are growing your own talent/rock star
Do you take their word for it that they can weld or that they can weld because their resume says they worked as a welder, or do you test to make sure they can do the job? -Job samples -tests designed to assess skill or knowledge- workkeys, ex: blue cross had a customer service test to make sure that people could operate a mouse, follow directions on a phone and click w/ the computer at the same time, etc.
Focus on how this also should cater to cultural fit and co-existing in a work environment - job fit tests- example- Nucor- “Are you willing to work in temperatures that exceed 100 degrees” -Do you follow directions to the end, or do you employ short cuts to fix things?” Personality tests- talk about different ones- DISC, Hogan, Myers Briggs, etc.
-joke about showing videos when find funny at the EDA office- Insert one? to assess cultural fit http://www.youtube.com/watch?v=zDy63RfVZD4&feature=related
picture of an ink blot Personality tests- talk about different ones- DISC, Hogan, Myers Briggs, etc. - all not as valid as a selection instrument as they are for development or team building purposes Description of each here: advantages/disadvantages; use for certain positions? not going to be your only selection tool- but help assess culture and co-existence fit, also good for particular types of positions- ex: sales people need to be extraverts, etc.
picture of an ink blot Personality tests- talk about different ones- DISC, Hogan, Myers Briggs, etc. - all not as valid as a selection instrument as they are for development or team building purposes Description of each here: advantages/disadvantages; use for certain positions? DISC- D- dominance- task oriented, problem solver I-influencer- people oriented, outgoing S- steady- loyal and stable, feeling oriented, team players C- compliant- details- analytical, loves rules 1. personality fit for the job- a high C- detail oriented person is going to be a better accountatn than an outgoing people oriented i, if you are hiring an accountant and they show up as a high i, may provoke you to ask some interview questions that assess fit, asking about tolerance for errors, examples of when they’ve made errors and why, etc. 2. fit within the team or with their leader- If you are a high D who leans towards the C side - so you are results oriented and don’t really like people, is hiring an assistant who is a strong S, who is very feeling oriented going to go home crying every day b/c of your orientation? not going to be your only selection tool- but help assess culture and co-existence fit, also good for particular types of positions- ex: sales people need to be extraverts, etc.
ASSESSING BOTH AT ONCE 1. Behavioral based interviews- Past behavior predicts future performance ex: of questions: Will (culture): Tell me about a time that you had a conflict with a co-worker. How did you handle it. Skill and will: Tell me about a time that you had a customer complain to you in person. What was the situation and how did you address it?” More skill based: “Describe a time that you had a machine fail. How did you determine what was wrong and how did you go about fixing it?” research shows interviews should: rapport building should take place at the beginning of the interview have evaluation standards that score each item/question asked ? should reflect assessing job related behaviors ask the same questions of all applicants have the same person(s) interview all applicant source- Human Resource Selection- Gatewood, Feild, Barrick Come work for a day: 1. assesses whether they can do the job 2. assesses how they interact with the team 3. gives them a realistic job preview- what the job is, how much a day’s pay is work
How do you keep a rock star? 1. Let them know what tune you’re singing to- what defines success? have a job eval prepared and go over it with them on the first day. 2. Give them “voice lessons”- coach constantly- provide feedback regularly 3. Tell them they are rock stars- give praise, put in 5 things praise should be from AIDT class
*Make a point to mention that compensation is a factor in this. Not going to cover it for the sake of time and because it so unique to an industry, company, size community etc. but will be happy to discuss it within anyone afterwards, because it is one of the keys.
Everyone wants to know “What is expected of me?”
Keys to Retention: 1. Let them know what tune you’re singing to- what defines success? Do you need a Carrie Underwood or a 50cents? have a job eval prepared and go over it with them on the first day. Through your selection process they should already have a clear picture of this
So you use a performance evaluation to tell people how they are useful to you as employee. This tells them how they can be successful. Sample of one here Some tips: Give them their performance evaluation when they start- on their first day, go over it. Could be accompanied by their job description if they don’t already have a copy. -different dimensions should be “worth” different things- if everything is important nothing is- define what is MOST important on through weighting different dimensions -Review at 90 days -use for yearly review from then on -It is behavior based!
What you define for success should be largely within their control
If you’ve answered- What is expected of me? Next- everyone wants to know, “Where do I stand? and they wanted that answered through a fair and accurate perception of performance to coach success, you have to be present to see it- when is being demonstrated and when it isn’t Source: Performance Management- Putting Research into action pg. 123-124 It is behavior based You are coaching both skill and will issues communication- constant is a must; this does NOT mean mirco managing- get out of their way if they know what they are doing and do it well- communicating just means telling them they are doing it well and resassuring that you are there if needed casually coach it- right when you see it- good job formally coach it- through the job evaluation method just discussed Development plan semi annually-next slide
Sit down at least twice a year with some kind of development questionnaire- you both fill it out and focus on areas where answers differ- whether they think more highly of themselves than you do or vs versa, or they have different goals or areas they want to develop than you do. -Use both skill and will categories Set a course of action for addressing areas for improvement and establishing meeting commonly agreed upon goals
Sit down at least twice a year with some kind of development questionnaire- you both fill it out and focus on areas where answers differ- whether they think more highly of themselves than you do or vs versa, or they have different goals or areas they want to develop than you do. -Use both skill and will categories Set a course of action for addressing areas for improvement and establishing meeting commonly agreed upon goals Shows people you care about their success and development makes for sure you are on the same page with them about what you need them to do and be to develop and be successful
First and foremost- do it! Most of the problems are that the feedback is never given because people are afraid to 1. Give negative feedback b/c they feel it is confrontational 2. Don’t take the time to either notice positive behavior or give feedback when it happens - specific, behavioral based- not personality based. Specific: “I noticed where you have been late to work the last 3 days...”. Not, “You’ve been lazy the last three days not being at work on time...” -timely- Not a week after they come in late. -sandwich it “Joe, you’re a valued member of our team, in fact, your ability to respond to our customers with empathy and accurately is exceptional. However, I’ve noticed the last 3 days you have been more than 15 minutes late for work. That hampers not only your ability to answer customer calls on-time, but it hurts the morale of other team members who are here on time.” -allow for them to discuss and respond- 2 way dialogue- “Is there anything that has been prohibiting you from getting to work on time the last few days?” -Joe may say his wife is out of town and he is just having trouble getting himself and the kids ready on time. He voluntarily will probably say that he’ll make more of an effort to be on time, he didn’t realize it his tardiness was impacting both customers and his co-workers.” Sandwich it back- Joe, like a said you’re a key component of our customer service team, I appreciate your hard work.
1. Specific 2. Behavior Based -Explain how it affects others in terms of behavior - specific, behavioral based- not personality based. Specific: “I noticed where you have been late to work the last 3 days...”. Not, “You’ve been lazy the last three days not being at work on time...” -Or- “I noticed that you and Sarah having a confrontation yesterday in the hall. You raised your voice and told her she was stupid. This isn’t acceptable here. Instead of I heard you and Sarah having a confrontation in the hall yesterday. You were moody and rude and talked to her like she was stupid.” -timely- Not a week after they come in late. -sandwich it “Joe, you’re a valued member of our team, in fact, your ability to respond to our customers with empathy and accurately is exceptional. However, I’ve noticed the last 3 days you have been more than 15 minutes late for work. That hampers not only your ability to answer customer calls on-time, but it hurts the morale of other team members who are here on time.” -allow for them to discuss and respond- 2 way dialogue- “Is there anything that has been prohibiting you from getting to work on time the last few days?” -Joe may say his wife is out of town and he is just having trouble getting himself and the kids ready on time. He voluntarily will probably say that he’ll make more of an effort to be on time, he didn’t realize it his tardiness was impacting both customers and his co-workers.” Sandwich it back- Joe, like a said you’re a key component of our customer service team, I appreciate your hard work.
3. Timely So you don’t talk to Joe a week after he has come in late and the last 3 days he has been on time. You don’t talk to your person who had a confrontation with Sarah a week after the confrontation. It may have gotten better or worse, but it needs to be taken care of then. Also, you may need to talk with both of them and once in a timely matter and serve as a mediator to solve co-existing problems. Your job as the leader is to keep the conversation on track- make sure it is behavior based, not personality based and mediate issues. Don’t the meeting without a solution to the issues at hand.
4. Sandwich it -sandwich it “Joe, you’re a valued member of our team, in fact, your ability to respond to our customers with empathy and accurately is exceptional. However, I’ve noticed the last 3 days you have been more than 15 minutes late for work. That hampers not only your ability to answer customer calls on-time, but it hurts the morale of other team members who are here on time.” Or- Joe I heard you and Sarah having confrontation in the hall yesterday.... describe behaviors exhibited. You are valued individual contributor here, but teamwork is an important component to success here. -allow for them to discuss and respond- 2 way dialogue- “Is there anything that has been prohibiting you from getting to work on time the last few days?” “ What has been the issue with your and Sarah’s dispute?” -Joe may say his wife is out of town and he is just having trouble getting himself and the kids ready on time. He voluntarily will probably say that he’ll make more of an effort to be on time, he didn’t realize it his tardiness was impacting both customers and his co-workers.” Joe may say Sarah is moody and defensive, here you direct him to be behavioral based, not personality based. By asking, well do you say she is moody? can you describe what she does when she is moody? Resolve it till you get to a point where you can come to agreement on what behaviors/performance is acceptable Sandwich it back- Joe, like a said you’re a key component of our customer service team, I appreciate your hard work.
6. Two-way dialogue -allow for them to discuss and respond- 2 way dialogue- “Is there anything that has been prohibiting you from getting to work on time the last few days?” What has been the issue with your and Sarah’s dispute?” -Joe may say his wife is out of town and he is just having trouble getting himself and the kids ready on time. He voluntarily will probably say that he’ll make more of an effort to be on time, he didn’t realize it his tardiness was impacting both customers and his co-workers.” Joe may say Sarah is moody and defensive, here you direct him to be behavioral based, not personality based. By asking, well do you say she is moody? can you describe what she does when she is moody? Resolve it till you get to a point where you can come to agreement on what behaviors/performance is acceptable Sandwich it back- Joe, like a said you’re a key component of our customer service team, I appreciate your hard work.
at the root of us all, we just want to feel valued and useful. Many people are, but they aren’t told they are. And if they’re told, sometimes actions speak louder than words- say “your great” but nothing is tied to it based on what is motivating to them -Don’t make the mistake of giving your rock star all the work and letting others off with less. You may subconsciously think it is motivating to them- hey I trust you, I’m giving you the biggest work load. Even though you are working 12 hours a day at the same rate I pay Joe who produces half your results and is annoying, you still just gotta know your my rock star because I give you all the work! Reward those who work hard with what is motivating to them- more money, time off, professional development opportunities, opportunities to lead, etc.
1. Timely - All rewards should be given immediately after the behavior is demonstrated. If someone completes a project on time and on budget, lands a new deal for your company or department, goes the extra mile to help a coworker, fixes a machine that has been down for over a week, etc., you should thank or reward the person for that effort right away. Don't wait until next week and definitely don't wait until their next performance review. 2. Specific - Reference what behavior or action you want to continue. A pat on the back or a "that-a-boy" may leave someone wondering exactly what you are praising them for. For example, a good specific praise may be, "Jim, I really appreciate how you stayed late to help John complete the quarterly mail outs. It not only helped him understand how they are done, but it gave him the confidence to know that you care and that he can handle it on his own next time." 3. Sincere - People can see through a rehearsed or forced reward or praise. Don't say it or give it if you don't mean it. Actions speak louder than words sometimes 4. Personal- This is where what motivates one person, may not motivate another. Jim stayed late, so he may want an afternoon off to spend time with his family. He would find this rewarding. John, however, may value a gift card to the Starbucks down the street since he is addicted to those chi lattes. The key to this one is to know your people. 5. Proportional- All rewards should be in proportion to the time and effort expended on the behavior you want to continue. Staying late one night may only warranted a sincere thank you. Staying late all all month may warrant a day off, or more. If staying late for a month led to saving a key customer account and helping land another key customer that is going to double your revenue, a bonus check in proportion to the revenue or profit generated may be in order.