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McKinley Solutions Inc. © 1
Attract, Engage, Retain,
“A Great Team”
McKinley Solutions Inc. © 2
Attracting
The Right People
4
Brand
A brand is a person’s gut feeling about
a product, service, or organization
•Brand is not a logo
•Brand is not an identity
•Brand is not a product
5
What is your employment brand
saying?
What are your strategies to
reach your target job
seekers?
Why use
Employment Branding?
1. Branding is the only long term recruiting
and retention strategy.
2. Employment branding and employee
referral programs are the two most
effective talent management practices.
Every organization has
3 primary brands…
1. Its product brand…
2. Its company brand…
3. Its employer brand…
What are your brands saying?
And are they conveying a similar image the
same message?
Who is saying what?
What would employees say?
What would the public say?
Why Build?
• Building awareness, spreading the word
• Providing support and motivation
• Coordinating unified approach
• Involving those affected
• Help people take action
• Customizing messages
• Humanizing the issues
Sources of Hires
Employment Website 21%
Referrals 19 %
General Job Boards 15%
Search Firms 10%
Campus Recruiting 8%
Other 6%
Niche Job Boards 6%
Social Networking 5%
Elements of
Employment Branding
1. Image management program
2. Your great management practices are
talked about
3. Potential applicants think “WOW!,
someday I‘d like to work there!
4. Proactively spreads the word online
5. Employees spread stories , testimonials
and highlight practices
Why work here?
• Originally, why did you choose to work for
this company?
• What are the top 3 factors that have enabled
your success in your current position?
• What do you feel differentiates this
organization from others for whom you could
work?
• What would you tell a prospective hire to this
company?
Your Branding
Worksheet
1.What is Your Vision?
2.What is Your Purpose?
3.What Are Your Values and Passions?
4.What Are Your Goals?
5.What Are Your Brand Attributes?
Your Personal
Branding
Worksheet
6. What are your are Strengths?
7. How Do Other People Describe You?
8. What are your Weaknesses?
9. Who Is Your Target Audience?
10.What Differentiates You From Your Competition?
1. Can you explain in less than 15 seconds what value your
brand provides the world?
2. Can you explain in less than a minute your vision for your
brand?
3. What are your 3 biggest challenges and what are you doing
about them?
4. What are the 3 biggest opportunities and how are you
planning to exploit them?
5. Do you spend time each week on your own development?
10 Questions to Develop
Your Brand
6.Would you follow your blog?
7.Would you follow your tweets?
8.Are they representative of the brand personality you
are trying to portray?
9.When was the last time you Googled our company -
and were you wowed!
10.What three words would a new employee and an
existing employee use to describe your company?
10 Questions to Develop
Your Brand
What is your brand?
18
What is your brand saying?
Why should their brand be a
part of your brand?
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
20McKinley Solutions Inc. ©
Take Action Now
Company Employment Page
1.Have a dedicated page !
2.Link to front page of main site
3.Say why candidate should work
at your company
4.Have departmental overviews
5.Get staff testimonials
Job Boards & Ads
Local “cost effective” job boards
help
National job boards (Workopolis &
Monster) DO NOT WORK
Use cost effective ads to help drive
traffic to your roles, BUT send
them to your employment page,
DO NOT continue to accept
resumes
Post The Right Ads
• Increase traffic for your tougher roles
to fill or all roles to keep candidates coming
• Kijiji is one if the most trafficked websites
in Canada for jobs
• Craigslist is the 9th most visit site in North
America and the one of the largest job
posting systems in the world
• AND they are FREE !!!
Email Communications
• Get email addresses from/for all your key staff
• Start a conversation with your staff – email and in
social media
• 20% of successful hires are through referrals
Social Media NOT a
fad it’s a REALITY
Social Networking
~ Join the conversation ~
• The conversation is happening – good or
bad it is happening, period.
• Today it happens at the speed of light and
online!
• What is your online presence?
• Today it needs to be more than just a web
site!
• Do you allow your staff on Facebook?
• How are you networking to reach staff?
27
The BIG 4.5 Platforms
28
Additional Platforms
29
Next Steps
1. Get content on your company job page
2. Stop accepting resumes, NOW
3. Create a separate “jobs/employment” page
4. Join the conversation – the social web
5. Train to hire for FIT
6. Look for good candidates all the time
7. Enjoy the journey!
How do you get the
message out?
31
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
33McKinley Solutions Inc. ©
Take Action Now
Selecting
The Right People
Train Hiring Managers
Hire for fit with
manager
Hire for fit with the job
Hire for fit with team
Hire for fit with the
company
FIT
“63% of all hiring
decisions are made
during the first 4.3
minutes of an interview.”
SHRM Study, reported in USA Today
A scary truth…
…so, what on earth are we doing in the remaining
40.7 minutes of the screening interview?
Top Performers
• Learn quickly and do not get caught up
on the wrong details
• Take “ownership” & responsibility for
their actions
• Can handle stress and establish rapport
with members, staff and management
• Fit with the team
Looking In
• Listen
–To the staff/clients
• Learn
–Learn from the past
• Layout
–Layout a plan
Company Fit
Attitudes,Values,
Demeanor,
Appearance,
Integrity
?
Skill Fit
Education,
Training,
Experience,
Skills, Etc.
“Checking the Past”
The Selection Process is...
“& Reviewing the Present”
“…to predict future retention and productivity
Here’s what
you see & hire/promote…
Here’s what
you get!
Here’s what
you get!
Here’s what
you see & hire/promote…
Company Fit
Attitudes,Values,
Demeanour,
Appearance,
Integrity
…in predicting retention and productivity
The missing third is...
Job Match
Personality,
Abilities,
Interests
Skill Fit
Education,
Training,
Experience,
Skills, Etc.
Interviews have a 14%
success rate in
identifying
superior people!
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
45McKinley Solutions Inc. ©
Take Action Now
Designing Training
Programs
McKinley Solutions © 2008
Designing a Training Program
ADDIE Design Model
Analyze Design Develop Implement Evaluate
McKinley Solutions © 2008
Designing a Training Program
Analyze
Identify: the learning need; goals &
objectives; the audience’s needs; existing
knowledge; other
Consider: the learning environment; any
constraints; delivery options; timeline
Designing a Training Program
Design
Outline how to reach instructional goals
Describe audience, learning styles
Write objectives, test items
Select delivery system
Determine sequence of instruction
Designing a Training Program
Develop
Generate lesson plans and
materials
Develop instruction, media and
supporting documentation
Designing a Training Program
Implement
Delivery in classroom, lab, on computer
Purpose-effective and efficient delivery to …
1. promote the students' understanding of material
2. support the students' mastery of objectives
3. ensure transfer of knowledge to the job
Designing a Training Program
Evaluate
McKinley Solutions © 2008
Designing a Training Program
What about
“transfer”?
Research indicates most of the investment
in traditional training and development is
wasted - most knowledge and skills
gained in training (as much as 80%) is not
fully applied on the job
Forgetting Curve
Days
Retraining Information
Days
McKinley Solutions © 2008
What is the Current
Performance?
Your objective is to compare the expected
(desired) behaviors and accomplishments
with current performance.
McKinley Solutions © 2008
What is the Performance Gap?
In other words
“What is the difference
between the service
standards the club would
like to offer and what is
currently being offered?”
McKinley Solutions © 2008
Three
dimensions
of a
Performance
Gap
1. Magnitude
2. Value
3. Urgency
Motivating and Retaining Top
Talent through Employee
Engagement
Improving employee engagement is
important because engaged
employees have:
51% lower turnover
27% less absenteeism
18% more productivity
12% higher profitability
Designing a
Training Program
Identify
service needs
and
expectations
Assess
Service
performance
gap
Identify
reasons for
performance
gap and
options for
interventions
Select and
develop
interventions
Implement
Monitor
Maintain
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
63McKinley Solutions Inc. ©
Take Action Now
Leading Training
“I never teach my pupils; I
only attempt to provide the
conditions in which they can
learn.”
Albert Einstein
What is
Training?
Ask Questions as Opposed
to Giving Information
Training Lecturing
Asking Telling
What Does a Trainer Intend
to Do?
Increase
Understanding
Facilitate
Memorisation
and Recall
Encourage Use
Instructional Methods
Content
Centred
Learner
Centred
Training Structure
Reinforce Learning
Sessions
Session 1Session 1 Session 2 Session 2  ...... Session 5Session 5
Course Introduction
One idea per slide is easy
to digest.
Complete sentences
increase learning.
Use simple graphics
The Basic Presentation Checklist
1. Develop the elevator speech.
2. What question are you answering?
3. Create the opener.
4. Craft the ending
5. Put it all together and eliminate the
extraneous.
6. Rehearse, preferably in the room.
7. Check location and technology.
8. When the time comes, be ready.
Training
through
Storytelling
Story Telling
Stories are the creative conversion of life itself into a
more powerful, clearer, more meaningful
experience. They are the currency of human
contact.
—Robert McKee
37 grams of saturated fat in a medium bag of movie
buttered popcorn is unhealthy – the daily
recommended max is 20 grams.
"A medium-sized 'butter' popcorn at a typical
neighborhood movie theater contains more artery-
clogging fat than a bacon-and-eggs breakfast, a Big
Mac and fries for lunch, and a steak dinner with all
the trimmings - combined!“
The message stuck!
Story Telling
Simplicity
Unexpectedness
Concreteness
Credibility
Emotions
Stories
Beyond Delivery
and Repetition
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
80McKinley Solutions Inc. ©
Take Action Now
Training Content
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
Start With WHY?
Create Clarity
1.Why do we exist?
2.How do we behave?
3.What do we do?
4.How will we succeed?
5.What is most important right now?
6.What must we do?
Communication &
Perception
How many
legs do you
see?
Strive first to understand,
then be understood
Everyone wants to be heard and understood
for who they are. Each person wants to be
appreciated and valued.
When you listen, magic happens.
Listening allows a leader to been seen as a
servant, not parent, judge, or critic. Listening
builds others. Listening builds trust.
What are we really saying?
Words
Tone Body
Language
Communication is 7% about WHAT you say
and 93% about WHO you say it to!
7%
55%
38%
How do you think the communication pie is divided?
Definition
com·mu·ni·ca·tion
• an act or instance of transmitting
• a process by which information is exchanged
between individuals through a common system
of symbols, signs, or behavior
communication
• c.1384, "to impart, share," lit. "to make common”
© 2011 McKinley Solutions
Model for Communication
© 2011 McKinley Solutions
Stages in the Listening
Process
Hearing Attention Understanding Remembering Evaluating Responding
Fission vs. Fusion
Division of labour, separation, split apart,
individualism
Control ”over” others.
Clear boundaries, information and responsibilities
by levels and functions
Organizational goals, targets, rules, standards:
1.Hierarchy of authority 3. Organizational Control
2.Bottom Line 4. Individual Incentives
Fission vs. Fusion
Joining, coming together, connection, relationship,
community.
Control ”with” others.
Absence of boundaries, sharing or information and
responsibility, unity, wholeness.
Common ground of shared vision, values, norms,
outcomes.
1.Mindfulness
2.Vision
3.Heart
4.Communication
5.Courage
6.Integrity
Conventional
1. Talk
2. Persuade other to act
3. Focus on work issues
4. Transmit data
5. Cultivate impersonality
Fusion
1. Listen
2. Discern other’s needs
3. Focus on big picture,
frame of reference,
meanings.
4. Transmit symbolic
images, stories
5. Cultivate face-to-face
contact
Communication Shift
© 2011 McKinley Solutions
Conventional
6. Assign next task
7. Direct message to
“head”
8. Answer questions
9. Controlled access
Fusion
6. Celebrate completed task
7. Direct message to “heart”
8. Ask questions
9. Flood information across
boundaries
Communication Shift
Know What You Really Want
Conversation. Focus on What you 
Want Out of the ConversationAsQ: What do I really want:
 for myself?
 for the other person?
 for the relationship?
 for the organization?
Make It Safe:
Purpose and Respect
Which condition of safety is at risk?
Mutual Purpose
Do others believe you care about
their goals?
Mutual Respect
Do others believe you respect
them?
4 - Step Feedback Model
• Step 1 Identify the behavior
• Step 2 Describe the effects of behavior
• Step 3 Describe change you would like
to see
• Step 4 Gain commitment to change
4 Generations in the Workplace
This is the first time in Canadian history
that we have had 4 generations working
simultaneously within the workplace.
Each generation has distinct attitudes,
behaviours, expectations, habits and
motivational buttons.
4GenerationsintheWorkplace
GenerationalFeedback
Generational Feedback
Traditionalists – “No
news is good news.”
Boomers – “Feedback
once a year and lots of
documentation.”
Xers – “Sorry to interrupt
but how am I doing?”
Millennials – “Feedback
whenever I want it at the
push of a button.”
The Five Dysfunctions of Team
#1: Absence of Trust
#2: Fear of Conflict
#3: Lack of Commitment
#4: Avoidance of Accountability
#5: Inattention to Results
1. Choosing status over results.
2. Choosing popularity over accountability.
3. Choosing certainty over clarity.
4. Choosing harmony over productive conflict.
5. Choosing invulnerability over trust.
The Five Temptations
of a Leader
Build a Cohesive
Leadership Team
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
I will be COMMITTED, when I am ACCOUNTABLE for a project, for making it happen and
seeing it through to its completion.
I will be responsible for ASKING for SUPPORT prior to the deadline date when I am faced
with challenges in meeting my deadlines or completing a task. Missing a deadline is
unacceptable.
I will not use the excuse that someone else has not done their job, or that there are no
resources as the reason why I am unable to achieve the expectations. I am here to think
and bring forth suggestions, ideas and/or solutions.
I will be responsible for the INTEGRITY of the information that I am providing. The work
that I deliver will never be less than outstanding and IMPECCABLE.
I will not complain, I will make a request for which I am entitled to a:
yes – by when? or no – Why not?
I will work as a team, GIVING AND RECEIVING SUPPORT, fostering a win / win working
environment.
I will acknowledge the success of my colleagues.
I need to know and/or provide the objective of every meeting that I initiate and/or attend
so as to contribute effectively.
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
106McKinley Solutions Inc. ©
Take Action Now
Performance Reviews
& Goal Setting
The Right
People Matter
So now that you have the right people
– how are you going to manage them?
Through:
Performance Evaluation
Performance Recognition
Objectives
What could you measure?
What do you measure?
What should measure?
Learning Objective
A learning objective is a statement
that describes what the learner will
be able to do upon completion of
the learning experience.
ABCD’s of Learning
Objectives
A = Audience expected to
perform the desired behaviour
B = Behaviour that the learner
can now engage in
C = Condition(s) under which
the objectives should be attained
D = Degree of competency expected
upon completion of the objective
Goal vs. Learning Objective
A GOAL is a statement of the intended general outcome
of an instructional unit or program.
A goal statement describes a more global learning
outcome.
A learning objective is a statement of one of several
specific performances, the achievement of which
contributes to the attainment of the goal.
A single GOAL may have many specific subordinate
learning objectives.
Performance Goal vs
Learning Objectives
Performance goal – need to be realistic
and attainable.
Learning objectives – are derived from
breaking down the performance goal into
specific steps.
Performance Goals
Performance goals are about “winning positive 
judgments of your competence and avoiding 
negative ones. In other words, when 
individuals pursue performance goals they’re 
concerned with their level of intelligence or 
expertise: They want to look smart (to 
themselves or others) and avoid looking 
dumb.” A person usually does this by playing it 
safe. 
Learning Goals
Learning goals are ones that are about
increasing your competence. “It reflects a
desire to learn new skills, master new
tasks, or understand new things—a desire
to get smarter, more proficient.”
Goals vs. Goal Setting
Goal – The purpose toward which an
endeavor is directed; an end; an objective
Goal Setting – To set or adjust for proper
functioning.
Why People Do
Not Set Goals
• Do not understand importance of goals
• Do not know how to set goals
• Fear of failure
• Fear of rejection
• Why else?
• Why not at your company?
Benefits of Individual
Performance Goals
• Encourage employees to attain new
achievements
• Reward them with a sense of accomplishment
when the goals is achieved
• Link their actions directly to the objectives and
plans of the organization
• Goals give employees control over their own
jobs and give managers a tool for monitoring
their own performance.
What? (Personal)
• What (exactly) do I want to achieve?
• What really matters to me?
• What do I contribute to my family/
organisation/friends?
• What opportunities are there for me to
develop?
• What do I really want to do?
• What is holding me back?
What? (Skills and Strengths)
• What are my strengths?
• What am I consistently good at?
• What is the evidence that I perform well at an 
activity?
• What do I enjoy doing? 
• What am I enthusiastic about?
• What activities make me feel stronger when I do 
them?
• What skills are required for the next job I would 
like to do?
Why? (Personal)
• Why am I here?
• Why do I want to develop a particular skill?
• Why do I do what I do?
• Why do I want to do this job/career/vocation?
• Why do I spend so little time using my
strengths?
• Why do I enjoy doing that particular activity?
How? (Personal)
• How will the situation be different if I use my
strengths more in my job?
• How do I prefer to work (e.g. alone or in a group)?
• How do I learn?
• How can I make a contribution in my work?
• How can I measure my performance?
• How do I view work - is it a job, a career or a
vocation?
• How will a development activity help me grow?
• How can I overcome any barriers to my
development?
When? (Personal)
• When do I perform best?
• When do I perform less effectively?
• When do I learn best?
• When was the last time I participated in a
development activity?
Where? (Personal)
• Where do I perform best?
• Does it matter where I use my strengths?
• Is the place important?
• If so, why?
• Where are the gaps between opportunities and
my strengths?
• Where am I now?
• Where do I want to be next year/in five years?
Who? (Personal)
• Who can give me objective feedback
about my performance?
• Does it matter who I work with?
• Who can help improve my performance?
• Who do I work best with?
• Who knows most about the situation?
• Who could I learn most from?
• Who am I?
5 Steps to
Effective Goal Setting
1. Identify the goal or objective
2. Give yourself a timeline or deadline
3. Write down the Strategies that are going to 
help you achieve the goal.
4. Write down the actions required to achieve 
the goal.
5. Take action
Process
5 Components
of an Effective Goal
Why Manage
Performance?
So why do we manage performance in the
first place?
• To reach organizational mission and goals
• Encourage and reward behaviors aligned
with organizational mission and goals
• Curb or redirect non-productive activities
OGSA -  Attract, Select, Train and Retain, A Great Team - McKinley Solutions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
131McKinley Solutions Inc. ©
Take Action Now
Challenge of Change
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
133McKinley Solutions Inc. ©
Take Action Now
1. Why are we changing?
2. What is in it for me?
3. What can we/I to do
differently?
4. What tools/support do we
have?
5. How will we be
measured?
© 2011 McKinley Solutions
Guiding Questions
Clear Direction?
• Where are you going?
Clear Strategy?
• How are you going to get there?
Clear set of Expectations?
• What does your team expect
from you ?
• What do you expect from the
team?
135McKinley Solutions Inc. ©
The Challenge of Change
McKinley Solutions Inc. © 136
Mark R. Thompson
w: www.mckinleysolutions.com
e: mark@mckinleysolutions.com
t: 888-769-1577 x 222
www.twitter.com/mckinleysolns
www.slideshare.net/mckinleysolutions
www.flickr.com/photos/mckinleysolutions
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www.linkedin.com/company/mckinley-solutions

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OGSA - Attract, Select, Train and Retain, A Great Team - McKinley Solutions

  • 2. Attract, Engage, Retain, “A Great Team” McKinley Solutions Inc. © 2
  • 4. 4
  • 5. Brand A brand is a person’s gut feeling about a product, service, or organization •Brand is not a logo •Brand is not an identity •Brand is not a product 5
  • 6. What is your employment brand saying? What are your strategies to reach your target job seekers?
  • 7. Why use Employment Branding? 1. Branding is the only long term recruiting and retention strategy. 2. Employment branding and employee referral programs are the two most effective talent management practices.
  • 8. Every organization has 3 primary brands… 1. Its product brand… 2. Its company brand… 3. Its employer brand… What are your brands saying? And are they conveying a similar image the same message?
  • 9. Who is saying what? What would employees say? What would the public say?
  • 10. Why Build? • Building awareness, spreading the word • Providing support and motivation • Coordinating unified approach • Involving those affected • Help people take action • Customizing messages • Humanizing the issues
  • 11. Sources of Hires Employment Website 21% Referrals 19 % General Job Boards 15% Search Firms 10% Campus Recruiting 8% Other 6% Niche Job Boards 6% Social Networking 5%
  • 12. Elements of Employment Branding 1. Image management program 2. Your great management practices are talked about 3. Potential applicants think “WOW!, someday I‘d like to work there! 4. Proactively spreads the word online 5. Employees spread stories , testimonials and highlight practices
  • 13. Why work here? • Originally, why did you choose to work for this company? • What are the top 3 factors that have enabled your success in your current position? • What do you feel differentiates this organization from others for whom you could work? • What would you tell a prospective hire to this company?
  • 14. Your Branding Worksheet 1.What is Your Vision? 2.What is Your Purpose? 3.What Are Your Values and Passions? 4.What Are Your Goals? 5.What Are Your Brand Attributes?
  • 15. Your Personal Branding Worksheet 6. What are your are Strengths? 7. How Do Other People Describe You? 8. What are your Weaknesses? 9. Who Is Your Target Audience? 10.What Differentiates You From Your Competition?
  • 16. 1. Can you explain in less than 15 seconds what value your brand provides the world? 2. Can you explain in less than a minute your vision for your brand? 3. What are your 3 biggest challenges and what are you doing about them? 4. What are the 3 biggest opportunities and how are you planning to exploit them? 5. Do you spend time each week on your own development? 10 Questions to Develop Your Brand
  • 17. 6.Would you follow your blog? 7.Would you follow your tweets? 8.Are they representative of the brand personality you are trying to portray? 9.When was the last time you Googled our company - and were you wowed! 10.What three words would a new employee and an existing employee use to describe your company? 10 Questions to Develop Your Brand
  • 18. What is your brand? 18 What is your brand saying? Why should their brand be a part of your brand?
  • 20. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 20McKinley Solutions Inc. © Take Action Now
  • 21. Company Employment Page 1.Have a dedicated page ! 2.Link to front page of main site 3.Say why candidate should work at your company 4.Have departmental overviews 5.Get staff testimonials
  • 22. Job Boards & Ads Local “cost effective” job boards help National job boards (Workopolis & Monster) DO NOT WORK Use cost effective ads to help drive traffic to your roles, BUT send them to your employment page, DO NOT continue to accept resumes
  • 23. Post The Right Ads • Increase traffic for your tougher roles to fill or all roles to keep candidates coming • Kijiji is one if the most trafficked websites in Canada for jobs • Craigslist is the 9th most visit site in North America and the one of the largest job posting systems in the world • AND they are FREE !!!
  • 24. Email Communications • Get email addresses from/for all your key staff • Start a conversation with your staff – email and in social media • 20% of successful hires are through referrals
  • 25. Social Media NOT a fad it’s a REALITY
  • 26. Social Networking ~ Join the conversation ~ • The conversation is happening – good or bad it is happening, period. • Today it happens at the speed of light and online! • What is your online presence? • Today it needs to be more than just a web site! • Do you allow your staff on Facebook? • How are you networking to reach staff?
  • 27. 27
  • 28. The BIG 4.5 Platforms 28
  • 30. Next Steps 1. Get content on your company job page 2. Stop accepting resumes, NOW 3. Create a separate “jobs/employment” page 4. Join the conversation – the social web 5. Train to hire for FIT 6. Look for good candidates all the time 7. Enjoy the journey!
  • 31. How do you get the message out? 31
  • 33. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 33McKinley Solutions Inc. © Take Action Now
  • 35. Train Hiring Managers Hire for fit with manager Hire for fit with the job Hire for fit with team Hire for fit with the company FIT
  • 36. “63% of all hiring decisions are made during the first 4.3 minutes of an interview.” SHRM Study, reported in USA Today A scary truth… …so, what on earth are we doing in the remaining 40.7 minutes of the screening interview?
  • 37. Top Performers • Learn quickly and do not get caught up on the wrong details • Take “ownership” & responsibility for their actions • Can handle stress and establish rapport with members, staff and management • Fit with the team
  • 38. Looking In • Listen –To the staff/clients • Learn –Learn from the past • Layout –Layout a plan
  • 39. Company Fit Attitudes,Values, Demeanor, Appearance, Integrity ? Skill Fit Education, Training, Experience, Skills, Etc. “Checking the Past” The Selection Process is... “& Reviewing the Present” “…to predict future retention and productivity
  • 40. Here’s what you see & hire/promote… Here’s what you get!
  • 41. Here’s what you get! Here’s what you see & hire/promote…
  • 42. Company Fit Attitudes,Values, Demeanour, Appearance, Integrity …in predicting retention and productivity The missing third is... Job Match Personality, Abilities, Interests Skill Fit Education, Training, Experience, Skills, Etc.
  • 43. Interviews have a 14% success rate in identifying superior people!
  • 45. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 45McKinley Solutions Inc. © Take Action Now
  • 47. McKinley Solutions © 2008 Designing a Training Program ADDIE Design Model Analyze Design Develop Implement Evaluate
  • 48. McKinley Solutions © 2008 Designing a Training Program Analyze Identify: the learning need; goals & objectives; the audience’s needs; existing knowledge; other Consider: the learning environment; any constraints; delivery options; timeline
  • 49. Designing a Training Program Design Outline how to reach instructional goals Describe audience, learning styles Write objectives, test items Select delivery system Determine sequence of instruction
  • 50. Designing a Training Program Develop Generate lesson plans and materials Develop instruction, media and supporting documentation
  • 51. Designing a Training Program Implement Delivery in classroom, lab, on computer Purpose-effective and efficient delivery to … 1. promote the students' understanding of material 2. support the students' mastery of objectives 3. ensure transfer of knowledge to the job
  • 52. Designing a Training Program Evaluate
  • 53. McKinley Solutions © 2008 Designing a Training Program
  • 54. What about “transfer”? Research indicates most of the investment in traditional training and development is wasted - most knowledge and skills gained in training (as much as 80%) is not fully applied on the job
  • 57. McKinley Solutions © 2008 What is the Current Performance? Your objective is to compare the expected (desired) behaviors and accomplishments with current performance.
  • 58. McKinley Solutions © 2008 What is the Performance Gap? In other words “What is the difference between the service standards the club would like to offer and what is currently being offered?”
  • 59. McKinley Solutions © 2008 Three dimensions of a Performance Gap 1. Magnitude 2. Value 3. Urgency
  • 60. Motivating and Retaining Top Talent through Employee Engagement Improving employee engagement is important because engaged employees have: 51% lower turnover 27% less absenteeism 18% more productivity 12% higher profitability
  • 61. Designing a Training Program Identify service needs and expectations Assess Service performance gap Identify reasons for performance gap and options for interventions Select and develop interventions Implement Monitor Maintain
  • 63. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 63McKinley Solutions Inc. © Take Action Now
  • 65. “I never teach my pupils; I only attempt to provide the conditions in which they can learn.” Albert Einstein What is Training?
  • 66. Ask Questions as Opposed to Giving Information Training Lecturing Asking Telling
  • 67. What Does a Trainer Intend to Do? Increase Understanding Facilitate Memorisation and Recall Encourage Use
  • 70. One idea per slide is easy to digest.
  • 73. The Basic Presentation Checklist 1. Develop the elevator speech. 2. What question are you answering? 3. Create the opener. 4. Craft the ending 5. Put it all together and eliminate the extraneous. 6. Rehearse, preferably in the room. 7. Check location and technology. 8. When the time comes, be ready.
  • 75. Story Telling Stories are the creative conversion of life itself into a more powerful, clearer, more meaningful experience. They are the currency of human contact. —Robert McKee
  • 76. 37 grams of saturated fat in a medium bag of movie buttered popcorn is unhealthy – the daily recommended max is 20 grams. "A medium-sized 'butter' popcorn at a typical neighborhood movie theater contains more artery- clogging fat than a bacon-and-eggs breakfast, a Big Mac and fries for lunch, and a steak dinner with all the trimmings - combined!“ The message stuck! Story Telling
  • 80. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 80McKinley Solutions Inc. © Take Action Now
  • 84. Create Clarity 1.Why do we exist? 2.How do we behave? 3.What do we do? 4.How will we succeed? 5.What is most important right now? 6.What must we do?
  • 86. Strive first to understand, then be understood Everyone wants to be heard and understood for who they are. Each person wants to be appreciated and valued. When you listen, magic happens. Listening allows a leader to been seen as a servant, not parent, judge, or critic. Listening builds others. Listening builds trust.
  • 87. What are we really saying? Words Tone Body Language Communication is 7% about WHAT you say and 93% about WHO you say it to! 7% 55% 38% How do you think the communication pie is divided?
  • 88. Definition com·mu·ni·ca·tion • an act or instance of transmitting • a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior communication • c.1384, "to impart, share," lit. "to make common” © 2011 McKinley Solutions
  • 89. Model for Communication © 2011 McKinley Solutions
  • 90. Stages in the Listening Process Hearing Attention Understanding Remembering Evaluating Responding
  • 91. Fission vs. Fusion Division of labour, separation, split apart, individualism Control ”over” others. Clear boundaries, information and responsibilities by levels and functions Organizational goals, targets, rules, standards: 1.Hierarchy of authority 3. Organizational Control 2.Bottom Line 4. Individual Incentives
  • 92. Fission vs. Fusion Joining, coming together, connection, relationship, community. Control ”with” others. Absence of boundaries, sharing or information and responsibility, unity, wholeness. Common ground of shared vision, values, norms, outcomes. 1.Mindfulness 2.Vision 3.Heart 4.Communication 5.Courage 6.Integrity
  • 93. Conventional 1. Talk 2. Persuade other to act 3. Focus on work issues 4. Transmit data 5. Cultivate impersonality Fusion 1. Listen 2. Discern other’s needs 3. Focus on big picture, frame of reference, meanings. 4. Transmit symbolic images, stories 5. Cultivate face-to-face contact Communication Shift
  • 94. © 2011 McKinley Solutions Conventional 6. Assign next task 7. Direct message to “head” 8. Answer questions 9. Controlled access Fusion 6. Celebrate completed task 7. Direct message to “heart” 8. Ask questions 9. Flood information across boundaries Communication Shift
  • 95. Know What You Really Want Conversation. Focus on What you  Want Out of the ConversationAsQ: What do I really want:  for myself?  for the other person?  for the relationship?  for the organization?
  • 96. Make It Safe: Purpose and Respect Which condition of safety is at risk? Mutual Purpose Do others believe you care about their goals? Mutual Respect Do others believe you respect them?
  • 97. 4 - Step Feedback Model • Step 1 Identify the behavior • Step 2 Describe the effects of behavior • Step 3 Describe change you would like to see • Step 4 Gain commitment to change
  • 98. 4 Generations in the Workplace This is the first time in Canadian history that we have had 4 generations working simultaneously within the workplace. Each generation has distinct attitudes, behaviours, expectations, habits and motivational buttons. 4GenerationsintheWorkplace
  • 99. GenerationalFeedback Generational Feedback Traditionalists – “No news is good news.” Boomers – “Feedback once a year and lots of documentation.” Xers – “Sorry to interrupt but how am I doing?” Millennials – “Feedback whenever I want it at the push of a button.”
  • 100. The Five Dysfunctions of Team #1: Absence of Trust #2: Fear of Conflict #3: Lack of Commitment #4: Avoidance of Accountability #5: Inattention to Results
  • 101. 1. Choosing status over results. 2. Choosing popularity over accountability. 3. Choosing certainty over clarity. 4. Choosing harmony over productive conflict. 5. Choosing invulnerability over trust. The Five Temptations of a Leader
  • 104. I will be COMMITTED, when I am ACCOUNTABLE for a project, for making it happen and seeing it through to its completion. I will be responsible for ASKING for SUPPORT prior to the deadline date when I am faced with challenges in meeting my deadlines or completing a task. Missing a deadline is unacceptable. I will not use the excuse that someone else has not done their job, or that there are no resources as the reason why I am unable to achieve the expectations. I am here to think and bring forth suggestions, ideas and/or solutions. I will be responsible for the INTEGRITY of the information that I am providing. The work that I deliver will never be less than outstanding and IMPECCABLE. I will not complain, I will make a request for which I am entitled to a: yes – by when? or no – Why not? I will work as a team, GIVING AND RECEIVING SUPPORT, fostering a win / win working environment. I will acknowledge the success of my colleagues. I need to know and/or provide the objective of every meeting that I initiate and/or attend so as to contribute effectively.
  • 106. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 106McKinley Solutions Inc. © Take Action Now
  • 108. The Right People Matter So now that you have the right people – how are you going to manage them? Through: Performance Evaluation Performance Recognition
  • 109. Objectives What could you measure? What do you measure? What should measure?
  • 110. Learning Objective A learning objective is a statement that describes what the learner will be able to do upon completion of the learning experience.
  • 111. ABCD’s of Learning Objectives A = Audience expected to perform the desired behaviour B = Behaviour that the learner can now engage in C = Condition(s) under which the objectives should be attained D = Degree of competency expected upon completion of the objective
  • 112. Goal vs. Learning Objective A GOAL is a statement of the intended general outcome of an instructional unit or program. A goal statement describes a more global learning outcome. A learning objective is a statement of one of several specific performances, the achievement of which contributes to the attainment of the goal. A single GOAL may have many specific subordinate learning objectives.
  • 113. Performance Goal vs Learning Objectives Performance goal – need to be realistic and attainable. Learning objectives – are derived from breaking down the performance goal into specific steps.
  • 115. Learning Goals Learning goals are ones that are about increasing your competence. “It reflects a desire to learn new skills, master new tasks, or understand new things—a desire to get smarter, more proficient.”
  • 116. Goals vs. Goal Setting Goal – The purpose toward which an endeavor is directed; an end; an objective Goal Setting – To set or adjust for proper functioning.
  • 117. Why People Do Not Set Goals • Do not understand importance of goals • Do not know how to set goals • Fear of failure • Fear of rejection • Why else? • Why not at your company?
  • 118. Benefits of Individual Performance Goals • Encourage employees to attain new achievements • Reward them with a sense of accomplishment when the goals is achieved • Link their actions directly to the objectives and plans of the organization • Goals give employees control over their own jobs and give managers a tool for monitoring their own performance.
  • 119. What? (Personal) • What (exactly) do I want to achieve? • What really matters to me? • What do I contribute to my family/ organisation/friends? • What opportunities are there for me to develop? • What do I really want to do? • What is holding me back?
  • 120. What? (Skills and Strengths) • What are my strengths? • What am I consistently good at? • What is the evidence that I perform well at an  activity? • What do I enjoy doing?  • What am I enthusiastic about? • What activities make me feel stronger when I do  them? • What skills are required for the next job I would  like to do?
  • 121. Why? (Personal) • Why am I here? • Why do I want to develop a particular skill? • Why do I do what I do? • Why do I want to do this job/career/vocation? • Why do I spend so little time using my strengths? • Why do I enjoy doing that particular activity?
  • 122. How? (Personal) • How will the situation be different if I use my strengths more in my job? • How do I prefer to work (e.g. alone or in a group)? • How do I learn? • How can I make a contribution in my work? • How can I measure my performance? • How do I view work - is it a job, a career or a vocation? • How will a development activity help me grow? • How can I overcome any barriers to my development?
  • 123. When? (Personal) • When do I perform best? • When do I perform less effectively? • When do I learn best? • When was the last time I participated in a development activity?
  • 124. Where? (Personal) • Where do I perform best? • Does it matter where I use my strengths? • Is the place important? • If so, why? • Where are the gaps between opportunities and my strengths? • Where am I now? • Where do I want to be next year/in five years?
  • 125. Who? (Personal) • Who can give me objective feedback about my performance? • Does it matter who I work with? • Who can help improve my performance? • Who do I work best with? • Who knows most about the situation? • Who could I learn most from? • Who am I?
  • 126. 5 Steps to Effective Goal Setting 1. Identify the goal or objective 2. Give yourself a timeline or deadline 3. Write down the Strategies that are going to  help you achieve the goal. 4. Write down the actions required to achieve  the goal. 5. Take action
  • 128. 5 Components of an Effective Goal
  • 129. Why Manage Performance? So why do we manage performance in the first place? • To reach organizational mission and goals • Encourage and reward behaviors aligned with organizational mission and goals • Curb or redirect non-productive activities
  • 131. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 131McKinley Solutions Inc. © Take Action Now
  • 133. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 133McKinley Solutions Inc. © Take Action Now
  • 134. 1. Why are we changing? 2. What is in it for me? 3. What can we/I to do differently? 4. What tools/support do we have? 5. How will we be measured? © 2011 McKinley Solutions Guiding Questions
  • 135. Clear Direction? • Where are you going? Clear Strategy? • How are you going to get there? Clear set of Expectations? • What does your team expect from you ? • What do you expect from the team? 135McKinley Solutions Inc. © The Challenge of Change
  • 137. Mark R. Thompson w: www.mckinleysolutions.com e: mark@mckinleysolutions.com t: 888-769-1577 x 222 www.twitter.com/mckinleysolns www.slideshare.net/mckinleysolutions www.flickr.com/photos/mckinleysolutions www.facebook.com/mckinleysolutions www.linkedin.com/company/mckinley-solutions