Recruit To Retain

Recruit to Retain
Build a Recruiting Culture.
Repair Your Talent Brand.

Gunn & Associates, Inc.
http://www.gunnassoc.com
Rev. February 2009

Table of Contents
1. Visible Corporate Recruiting Culture
2. Entire Recruiting Cycle Measured
3. Business Units Accountable
4. Job Seeker as Customer!
Vision
5. Workforce Planning
6. Recruiter Training
Hour Glass
7. On - Boarding
8. Teams of 2
9. ATS ++
Work Plan
10. Q!
R2R

Recruit to Retain
© Gunn & Associates, Inc.

Recruiting Culture Scorecard
Corporate Enterprise Recruiting Department
Employee Referral Program Fair Recruiter Allocation
1.  1. 
Employer Brand Recruiter Broad Skills
2.  2. 
Hiring Manager Skills Recruitment Branding
3.  3. 
Employment Value Proposition Recruiting Dept. Leadership
4.  4. 
Comm./PR Staff Support Hiring Manager Trust
5.  5. 
Job Seeker Satisfaction Co-Brand with Top Suppliers
6.  6. 

Business Engagement Technology
Resume Database Retrieval
1. 
Cross-Functional Cooperation
1. 
ATS Effectiveness
2. 
Recruiting Cycle Events Tracked
2. 
Career Website Influence
3. 
Hiring Manager/Recruiter Roles
3. 
Workforce Planning Tools
4. 
Hiring Managers Evaluated
4. 

Online Survey:
http://www.surveymonkey.com/s.aspx?sm=B_2fDAEOxa8zFq5Y7Fq1ukQg_3d_3d
http://recruittoretain.blogspot.com/
Recruit to Retain

Recruiting Cycle
Recruiting Cycle Event Days Cumulative
Observe Need — Day One 1 1 Start
Open and Approve Requisition 5* 6
Source Internal/External Candidates 5* 11
Screen and Pre-qualify Candidates 5* 16
Phone Interview Top Candidates 10 * 26
Complete Interview Assessments 2 28
Schedule 2nd Interviews (in-person) 5* 33
Interview Results — Hire Decision 1 34 Offer
Craft Offer and Receive Approvals 2 36
Extend Offer (verbal + FEDEX) 2 38
Candidate Accepts (drug/background screenings) 8 46 Accept
Three Weeks Vacation Approval 2* 48
On-boarding Logistics Delay 3* 51
1st Day
Candidate Gives Notice — Starts 14 65

65 Days
* How do we shorten these event time frames?

© Gunn & Associates, Inc. Recruit to Retain

Define “Relationship Recruiting”
You get one try so don’t mess it up… select only one:

[ ] dating job seekers
[ ] hiring relatives
[✔] treating job seekers like customers
[ ] networking through Aunt Mary

(there is only one “best” answer)


Relationship Recruiting
Management 101:
“Relationship Recruiting” views the

Job Seeker as the Customer.
  Job seeker, now employee, remains the customer

  Hiring manager now
•  coach and mentor
•  clearing obstacles so his customer succeeds!

Recruit to Retain

Quality of Hire
1. Role
2. Structured
Analysis
Screening *

3. Candidate
7. Continuous Interviewing
“QoH”
Improvement Treatment **

6. Source 4. Recruiting
of Hire Cycle Metrics
5. Satisfaction
Surveys
* AllianceQ with QuietAgent
(+ Professional Assessments)
** On-Boarding Excellence Also
Recruit to Retain

Workforce Planning a Priority?
Impending Events!
Impending Event:
An aging workforce
 
severe skills shortages
 
estimated 75% of workers are looking to change jobs in the
 
U.S. skills and knowledge-based economy

HR Leadership:
Share internal workforce and climate data
1. 
Drive awareness of the external environment
2. 
Spur engagement and retention initiatives
3. 
Launch WORKFORCE PLANNING - even an elementary start
4. 

Recruit to Retain

Workforce Planning - Actions
Action #1: Workforce Planning at Top of Corporate Agenda
1.  Appoint HR the Champion
Business Intelligence | Metrics | Staffing Forecasts | Workforce Scenarios

2.  Forecast where current trends are taking the organization
3.  Build future scenarios based upon recruitment effectiveness trends
Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs

4.  Require top management to influence “bottoms up” momentum
5.  Conduct workshops that make
  Workforce planning principles institutionalized
  Workforce planning as EPS relevant
  Line managers as skilled practitioners

HR facilitates workforce planning analysis and reporting.
Recruit to Retain

Workforce Planning
Operational versus Strategic

From Operational To Strategic
12-month planning horizon with
1. 
3 or 5-year horizon that matches
1. 
quarterly focus organization strategic plan
Input of internal data with Input of internal and external
2. 
2. 
demographics, biz strategies, global
management decisions
trends, etc.
Outputs usually a staffing plan and
3. 
Outputs are HR People strategies
3. 
skill gap analysis Scenarios use futuring techniques to
4. 
Scenario planning using staffing question current paradigms
4. 
Forecasting not only priority – the
5. 
models and variables
process is more comprehensive
Forecasting is key focus
5. 
Business owns and HR facilitates
6. 
HR owns with business input
6. 
Focus by strategic management
7. 
Focus by operations and line
7. 
executives and Board
management
Aligns to strategic plan
8. 
Aligns to business plan
8. 

Credit to Aruspex.com and
Conference Board Working Group

Recruit to Retain

Three Recruiting Arenas
#1 Employee
Reassignments

#3 Contractor
#2 External New
Acquisition
Hires

Opportunity: Recognize all three arenas need integration and the latest web –
based technologies that match and rank pre-qualified resumes to open postings
as the hiring manager opens only one requirements document in any arena.


Internal Branding
Badge Side One Badge Side Two

Recruit to Retain

Management Time:
Who’s Got The Monkey?
Here’s a classic discipline that will have the boss thanking you and your
subordinates bragging about your delegation skills. Learn more about
assigning, delegating, and controlling? Order from Harvard Business Online.

Employee Initiative/Manager Trust Value to Organization *
1. Take Action / Advise Routinely Highest Value
2. Take Action / Advise Immediately Higher Value
3. Recommend / Take Action High Value
__________________________________________________________________________________________

4. Ask What To Do Low Value
5. Watch / Wait / No Action No Value
Adapted from Management Time: Who's Got The Monkey? | William Oncken, Jr. and Donald L. Wass | Harvard Business Review January 1990

Order from Harvard Business Online: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=99609

Workforce
© Gunn & Associates LLC
Planning Plus

New Employee Satisfaction
Employee “new hires” complete 30 days after start dates:
 

Rating Importance
Recruitment process was professional [ ] []
Recruitment process was responsive [ ] []
New job very interesting to me [ ] []
Coworkers and manager welcomed me…
… I feel a sense of belonging [ ] []
Role requirement fits my skills [ ] []

Rating Importance
4 far exceeds expectations 3 most important
3 exceeds expectations 2 more important
2 meets expectations 1 important
1 falls short of expectations

Recruit to Retain

Hiring Manager Satisfaction
Hiring managers complete 30 days after start dates:
 

Rating Importance

Quality of candidates presented [ ] [ ]
Speed of candidate referrals [ ] [ ]
New hire start on time [ ] [ ]
New hire fit within team and culture [ ] [ ]
New hire fit skills to role requirements [ ] [ ]

Rating Importance
4 far exceeds expectations 3 most important
3 exceeds expectations 2 more important
2 meets expectations 1 important
1 falls short of expectations

Recruit to Retain

SET IT HIGH.

These factors strengthen workforce motivation and retention:

Belonging
Employees desire a sense of belonging, to be a part of the Team.
• 
Communications and engagement initiatives are fundamental.

Achievement
Employees want to achieve goals in work that matches their interests
• 
and skills; they want to have an impact on the business.

Recognition
Employees appreciate all forms of recognition, both formal and
• 
informal. “Thank you” in various forms will go a long way…

Recruit to Retain

Value  | Effort/Cost  Value | Effort/Cost 
Job Seeker as Customer R2R Culture
Employer Brand
On-boarding Employment Value Proposition
Recruiters Trained Workforce Planning
Teams of 2 ATS
HMs Trained Supplier Co-Branding
BU Accountability
Recruiting Cycle Measured

Value  | Effort/Cost  Value | Effort/Cost 

Employee Referral Program

PR/Com. Staff Help Recruiters
Career Web Site Impact


Reference Slides
PAGE
Business Intelligence
19. 
Climate Surveys
20. 
Diversity
21. 
Executive Interviews
22. 
Executive Interview Questions
23. 
FPL Recruiting Culture Under Construction
24. 
Manager Success? No Accident.
25. 
Job Demand [IT] Data
26. 
Labor Trends [IT] Impending Events
27. 
Labor Trends [IT] Actions
28. 
Managers Schedule Time
29. 
Manager Tasks
30. 
Problem Solver Self-Assessment
31. 
Quality of Hire
32. 
Recruiter Monthly Reports
33. 
Recruiter Role
34. 
Recruiter Self-Assessment
35. 
Succession Planning
36. 
Talent Defined
37. 
Talent Scouts
38. 
Task Force Developmental Experiences
39. 
What Makes an Organization Extraordinary?
40. 

Recruit to Retain

Business Intelligence
HR leadership pursues evidence-based management by
 
sourcing business intelligence from payroll, employee
surveys, financial systems, “BI” software, labor market
trends, industry benchmarks, etc.
Urgent Questions:
 
Are today’s recruitment programs hiring future leaders?
1. 
Who are the top performing employees across the enterprise?
2. 
Which high performers are at risk of leaving?
3. 
What can we do to retain top performers?
4. 
What skills gaps prevent our goal achievement?
5. 
Which employees are ready for leadership positions?
6. 
What is our three-year staffing forecast?
7. 

Recruit to Retain

Climate Surveys
How do we determine if Generation X is interested in more than
 
flexible work schedules and advancement?

How will we learn if our Generation Y “20-something” staff just
 
want attention and more time off?

What will we do to engage our Boomers so this “Gray Power” is
 
harnessed to strengthen our competitive advantage?

Institutionalize employee opinion or “climate” surveys [perform
1. 
annually]
2.  Analyze survey results and assign action plans to leadership who can
assign problem solving to high performing and high potential staff
3.  Recognize leadership and hi-potential staff who direct corrective
action implementations
4.  Report regularly to entire employee population on status of actions

Recruit to Retain

Diversity
Strengthen your brand. Earn Fortune Magazine recognition!
“50 Best Companies for
Asians, Blacks, and Hispanics”
Consider:
  Fastest growing minority groups? Hispanic #1 and Asian #2
  Recognize managers who build diverse and talented workplaces that
support employee motivation, achievement, and retention!
  Promote minorities in company literature and recruitment efforts.
  Brochures for your Employee Referral Program that picture diversity
employees… a terrific program theme is “Someone Just Like You!”

Recruit to Retain

Executive Interviews [“EI”]
Executive or “Skip Level” Interviews
  C-level, president, VP, and director levels perform
  The “EI” is a one-on-one conversation [aka interview]
  Veteran high performers and high potential staff are invited to
conversational meetings twice a year
  Structured interview data is collected, analyzed, and applied to
engagement and retention programs
  Benefits
Executive management models leadership
• 
Leadership shares vision and values with future leaders
• 
Organization keeps the “right people on the bus”
• 

See ten E.I. questions on the next slide
 

Recruit to Retain

Executive Interview Questions
These meetings seek to inform, engage, motivate and retain:

How have we made you feel a part of the team?
1. 

Describe how you are kept informed of company and business unit goals and successes.
2. 

What can I do to keep you and your colleagues better informed?
3. 

What would you say are strengths within our corporate culture?
4. 

How does our corporate culture support your desire to have a greater impact on the job? Or is our
5. 
culture supportive at all?

Are you supervised in a way that motivates you to perform at your highest? Tell me about this.
6. 

Does your leadership provide you with the resources and work assignments that allow you to
7. 
contribute and grow your skills?

What additional resources do you need to improve your performance and broaden your
8. 
contributions?

How have you been recognized for your contributions?
9. 

How can we do a better job of “saying thanks” for a job well done?
10. 

Recruit to Retain

FPL Recruiting Culture Under Construction
FPL afforded a wonderful opportunity for innovative problem solving…
Environment
Recruiter allocation less than 8% of HR staffing [employees]
• 
Contract recruiters 73% of total [benchmark 9.5%]
• 
Acceptances up 55% to 1,298 January thru May 2008
• 
Exempt Hires up 54% to 456 January thru May 2008 [centralized travel budget]
• 

Innovation Launched
Taleo, Gartner “execution and visionary” leader, selected with FPL staff signed
1. 
up for SIG participation – http://www.taleo.com
AllianceQ Founding Member [QuietAgent technology] BIG expense reductions
2. 
Problem Solver traits introduced into culture with COO support
3. 
Recruiters given leadership mission, training, scorecard, and recognition
4. 
Retirement Jobs .com with Age Friendly certification enhancing FPL brand –
5. 
http://www.retirementjobs.com
Hire Vue ability to reduce applicant travel expenses – http://www.hirevue.com
6. 
ZRG products for web-based interview assessments and written evaluations –
7. 
http://www.ZRGroup.com

Recruit to Retain

Job Demand [IT] Data
Five of ten fastest growing jobs between 2006 and 2014 are in information
 
technology [Bureau of Labor Statistics]

Federal government will spend $92 billion on IT by 2010.
 

IT hiring strongest in the following areas [Dice.com data]:
 
New York/New Jersey
 
Silicon Valley
 
Washington D.C.
 
Los Angeles
 
Chicago
 

IT skills in high demand:
 

Windows and Unix operating systems
 
Oracle and SQL databases
 
C, C++ and .Net programming languages
 

Recruit to Retain

Labor Trends [IT] Impending Events

Impending Events
One in six workers in all jobs and industries will be age 55 or older by
 
2010 (U.S. Department of Labor)

21 million new IT workers needed in the next five years and a four
 
million worker shortfall is expected (former Labor Secretary Robert Reich)

39% decrease computer science students from 2000 to 2004 (Computing
 
Research Association )

Large IT worker layoffs during the 2000-2001 recession and too few
 
entry-level workers identified to take IT roles of retirees.

Recruit to Retain

Labor Trends [IT] Actions
Actions
Senior workers age 45 to 74 have a desire to continue working so retain
 
older workers [AARP]
Flexible schedules like flex start/stop and “9/80”
 
More challenging projects, higher impact, on-the-job learning
 
Recognition, mentoring and leadership roles
 
Telecommuting
 
Lighter responsibilities or reduced hours – medical benefits over pay
 

Recruit college, technical school, other entry staff. A SIM study indicates
 
that many companies want to build next generation workers by hiring
into roles often outsourced
System administrator – retain/develop/promote
 
Help desk worker – retain/develop/promote
 
Programmer – retain/develop/promote
 

Drive productivity through continual process improvement, employee
 
development, modernization, and consolidations

Recruit to Retain

Manager Recruiting Tasks
Recruiting & Staffing Activities

1.  Plan with recruiter, Human Resources staff and/or resource manager
2.  Adjust hiring forecast
3.  Consider re-hiring strong performers who resigned over past years
4.  Develop and prepare current staff for transfer/promotion
5.  Evaluate resumes (“24 Hour Rule”)
6.  Conduct telephone interviews (“24 Hour Rule”)
7.  Schedule and perform in-person interviews
8.  Complete interview evaluation forms and authorizations
9.  Search internal databases for skills and resumes
10.  Open new requisitions including future staffing needs from workforce plans
11.  Sell our company as the place to work
12.  Welcome new hires on Day One and assign a mentor

Remember, you’re always recruiting!

Managers Schedule Time
  No Openings? Hiring managers invest an hour weekly to update
resource forecasts and review resumes within pipeline to support
business growth

  Openings? Commit six to eight hours weekly to recruitment, interview,
and selection activity

•  ad hoc hours during week or
•  regular schedule such as

~ 4:00PM - 6:00PM Thursdays
~ 8:00AM - 12:00 noon Fridays

Expert staffing drives high performance,
sustained customer satisfaction,
and revenue growth.


Manager Success? No Accident.
Promote from within or hire from the outside?
  70% - 80% promotions net continuity and workplace motivation as benefits
  20% - 30% new hires net new viewpoints and culture change

Train managers to:
1.  Understand employee motivation within the Belonging-Achievement-Recognition
framework… employees value the quality of their role, pride in their organization,
autonomy, learning, having an impact…
Evaluate employee performance and identify employee potential
2. 
Perform role of mentor
3. 
Consider prior success as the predictor of future success but also seek “problem
4. 
solving” skills and “learning agility” in new hires for all roles
Attract, retain, and develop staff and then unselfishly “launch” them across
5. 
business units
Collaborate together on rating high potential employees who should perform
6. 
developmental assignments and task force training under different managers
Seek different jobs for themselves to develop their management skills
7. 
Realign incentive pay to recognize leadership competencies
8. 

Recruit to Retain

Problem Solver Self-Assessment
Solutions Focused []
1. 

Open to reason []
2. 

Treat others with respect []
3. 

Identify issues and explore alternatives []
4. 

Take responsibility for own behavior []
5. 

Self control including tongue []
6. 

Intent listener to others opinions []
7. 

Peacemaker – turns conflict into problem solving []
8. 
Champion Problem Classification
Stays objective regardless of environment []
9. 
Points
Champion 34 - 39
Straightforward – presents information accurately []
10. 
Skillful 27 - 33
Novice 20 - 26
Willing to confront; attacks problems not people []
11. 
Future < 20

Open to feedback – teachable, eager to learn []
12. 

Personal style promotes dialogue and good relations []
13. 

Total Score: []
Rating Key: 3 = strength 2 = skill 1 = development need

Recruit to Retain

Quality of Hire = “QoH”
Understand QoH indicators and build a great workplace.
Role Analysis. What experience, skills, and competencies are required for each role?
1. 
Job fit is 85% of employee motivation.
• 
Structured Screening. Evaluate candidates with technology and multiple interviews.
2. 

Candidate Experience and On-Boarding. Keep job seekers informed.
3. 
The job seeker is the customer
• 
The hiring manager and recruiter honor the “24 hour” candidate feedback rule
• 
Recruiting Cycle Metrics.
4. 
time-to-start, submission to interview ratio, interview to offer ratio, other
• 
first year retention rates, cost of turnover, turnover by performance, etc.
• 
Satisfaction Surveys. Assess manager and new employee data 30 days after start date.
5. 

Source of Hire. By each position know the best sources for each key role.
6. 

Continuous Improvement. Regularly fine tune all recruitment processes.
7. 

Recruit to Retain

Recruiter Monthly Report Due 3 rd WD Monthly
Date: ___________ Recruiter Name: _____________________________

Present Workload # REQS ____ # Jobs ____ # Hiring Managers [active REQS] ____
1. 

Estimated Resume Submission to Interview Ratio 50% + ____ 25% - 50% ____ < 25% ____
2. 

Top Accomplishment Past Month _________________________________________________
3. 

Most Difficult Issue in Need of Resolution ____________________________________
4. 
Expected Resolution date ____ Need Management Assistance? [ ] Yes [ ] No
• 

Resource Needs Next 90 Days ______________________________________________
5. 

Hires Past Month [start dates] Total ____ Females ____ Minority ____
6. 

Monthly I Confirm with All Hiring Managers
7. 
[ ] Current Status All Openings [ ] Future Openings from Workforce Plans
• 
[ ] Openings Priorities [ ] Openings to Hold, Delay, Close
• 

Recruit to Retain

Recruiter Role
1.  Coach managers and clear obstacles for them throughout the recruiting cycle.
2.  Facilitate the effective use of systems.
3.  Maintain qualified candidate flow and pre-qualify, refer, interview, assess,
recommend, and negotiate as needed.
4.  Recognize the job seeker as “customer” and promote the “24-hour rule.”
5.  Ensure sustained and consistent EEO outreach and results.
6.  Support building a pipeline of quot;problem solversquot; we can't wait to hire!
7.  Provide recruiting support that grows the business.
8.  Perform with enthusiasm and high energy the roles of:
  Coach – promote an effective and consistent process
  Reporter – share metrics so we know how we’re doing
  Representative – escalate issues and share successes
  Recruiter – provide tailored, flexible and full-cycle support

Recruit to Retain

Recruiter Self-Assessment
Rating

Coach hiring managers in recruitment and selection and collaborate closely with them []
1. 

Full cycle skills [source, qualify, assess, refer, recommend, persuade, negotiate, close, etc.] []
2. 

Maintain qualified candidate pipelines []
3. 

Professional/responsive as job seeker is treated as customer []
4. 

Rank talent on job history, motivation, KSA and accomplishments, education, competencies []
5. 

Continual improvement in systems, processes and problem solving []
6. 

Report with accuracy and clarity and escalate unresolved problems []
7. 

Recruit diversity []
8. 

Demonstrate confidence, good judgment and prudent risk-taking []
9. 

Model dependability, enthusiasm, integrity, collaboration, passion, high energy []
10. 

Total Score:
Rating Key: 3 = strength 2 = skill 1 = development need

Champion 30 – 28 | Skilled 27 – 24 | Novice 23 - 18
 
Recruit to Retain

Succession Planning
Q: What priority do you assign to building leadership talent pools? A: Priority #1.
Comment: Layers of middle management lost in corporate reorganizations over the past
decade have created severe leadership shortages.
Actions

Promote the right people into the right roles at the right times
1. 
Career Profiles | Career Development Plans |Data Management System | Confidentiality
• 
Identify highly skilled leaders and potential leaders including diversity
• 
Keep Gap Analysis dynamic – today’s staff competencies versus tomorrow’s competency needs
• 
Scenario plan on the future vision of your enterprise
• 
Involve senior management in collaboration and review
• 

2.  Utilize following in developing leadership
Assessments | Training | Job Rotation | Task Force Work | Temporary Assignments | Mentoring

3.  Benefit
•  Lower turnover costs and lower hiring costs
•  Higher employee trust, confidence, morale and retention

Recruit to Retain

Talent Defined
“What is talent?”
HR executives at 250 large/midsized North American organizations defined talent
86% senior leaders
 
82% employees with leadership potential
 
76% key contributors/technical experts
 
48% entry level employees with leadership potential
 

“War for Talent” is again perceived by employers
 

“Talent” possesses critical skills and performs at highest levels
 

“Leaders” perform their best work and help others do the same
 

Towers Perrin Survey 2006

Recruit to Retain

Talent Scouts
“Talent Scouts” are employees with recruiter competencies,

acting as occasional recruiters while building your recruiting culture!
Talent Scouts
add a dimension to your Professional Development Program and
 
scalable recruiting power without hiring new recruiters
 

Program
  Executives nominate staff with recruiter competencies
  20 to 40 hours weekly over 60 to 90-day assignment
  8 to 16 hours weekly for 12-month assignment
  Talent Scouts
  have been successful referring high caliber new hires
  are high potential employees who will benefit from this experience
are assigned recruiters who coach in process, tools, style, and employment law
 
coach recruiters in IT, applications and other functional nomenclature
 
success advertised as a promotion to the Employee Referral Program
 

Recruit to Retain

Task Force Developmental Experiences
Business schools strive to simulate reality in leadership case studies. But your
 
business can assign high-potential staff to solving relevant, complex and real-life
business challenges.

Task Force
1.  Participants
a.  gain broad, big picture perspective by working on a cross-functional task force team
b.  learn to appreciate the views of other functions as articulated by other participants
c.  exercise their skills in listening, collaboration, and persuasion
2.  Corporate Culture
  strengthened by local heroes or champions born from task force success
3.  Assignments
a.  communicate context and theory up front
b.  contain written charter, purpose, development goals, and commitment duration
require participant to contribute and grow their creative problem solving skills
c. 
d.  involve participants actively so they do not become observers
e.  monitor learning by post task force coaching and debriefing

Recruit to Retain

Q: What makes an organization
EXTRAORDINARY?

A: Talent.

Build your talent brand.
Talk with us. G&A.


Recruit To Retain

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