Here are the key points from the Gallup poll questions: - Employees want clear expectations of their roles - They need the proper resources and tools to do their jobs well - Using their strengths leads to higher engagement - Recognition and praise motivate performance - Caring leaders who value people increase engagement - Opportunities for growth and development retain talent So in summary, the Gallup questions focus on clarity of expectations, resources, strengths-based work, recognition, caring leaders, and development - all factors that increase employee engagement when present.

1. Recruiting the Talent Within
November 19, 2008

2. Your Speaker Today
Anne Nimke is a seasoned veteran in the world of RPO, talent
strategy and performance improvement. Adept at creating staffing
models, Anne understands solutions need to align with the
strategic objectives of the business to achieve an organization’s
maximum performance capacity. She has an extensive experience
developing talent lifecycle strategies, driving employment branding
and positioning, aligning recruitment and on‐boarding initiatives,
and ensuring sustainable performance through process change,
Anne Nimke
integrated technology and metric development.
Co‐founder &
Executive Consultant Anne is a cum laude graduate of Marquette University. She is past
president of HRMA, SHRM State Conference Chair, and currently
Vice Chair of RPO Alliance and member of SHRM Staffing Special
Expertise Panel and HROA.
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3. Pinstripe, Inc. designs, builds and manages high‐performance, large scale talent
acquisition solutions. For clients in industries that include financial services,
technology, telecommunications, healthcare and others, Pinstripe’s innovative
approach to Recruitment Process Outsourcing (RPO) integrates sourcing,
recruiting, hiring, on‐boarding, and engagement into a complete, end‐to‐end
outsourced acquisition and retention solution. For healthcare organizations,
Pinstripe’s Healthcare Group offers the provider‐side experience it takes to help
clients reduce their recruitment and labor costs while continuing to provide the
highest quality of patient care.
More information is available at
www.pinstripetalent.com or www.pinstripehealthcare.com
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4. Polling Question
Please describe your current role…
Recruiter or Recruiting Leader – 29%
HR Manager / Director or above- 42%
HR Generalist / HR Specialist (non recruiting) – 20%
Hiring Manager / Executive - <1%
Other – 8%
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5. Recruiting the Talent Within
is NOT about a better
internal posting process!

6. Agenda – Recruiting the Talent Within
• Business Case – Why bother?
• Internal Recruiting
• High Potential & Engaged Employees
• Talent Management
• Be a Choice Employer & Talk About It!
• What Gets Measured Gets Done!
• Question and Answer
For a copy of the presentation –
Email: animke@pinstripetalent.com
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7. Business Case
• Domestic and Global War for Talent
– Offshoring; Remote workers to electronic; Immigrants; Working 24x7; Job
migration; Global talent supply chain
• Cost of Replacing Talent
– Retiring Talent; Turnover; # years of work experience lost
– It takes 2 new employees to replace 1 skilled worker – Forrester
• Demographic Trends Point to a 11m worker shortfall
– 15% fewer 35 to 45 year olds; Baby boomer retirements
– Vacated jobs + newly created jobs = 33 to 55m open positions
– 11m to 23m person talent shortage by turn of the decade
• Reengineering and automation has run its course in many firms
• Net: The market is tough…and getting tougher
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8. Talent Impacts Financial Performance
• Talent is strongly linked to superior financial performance
• A Fortune 500 company can realize a $70m‐160m bottom line increase,
with a 10 point increase in its Talent Quotient
• 70% of value of NASDAQ is Intellectual or Intangible Asset Value (IAV) a
complete reversal from just over a decade ago; 50% of total American
capital markets
Source of Value Comparing the Best and
Source of Value Worst HR Systems
120%
120% Bottom 10% Top 10%
100%
100% 15%
80% 38% 15% Employee Turnover 34.09% 20.87%
80% 62% 38%
Tangible Assets Sales Per Employee $158,101 $617,576
60% 62% Tangible Assets
60% Intangible Assets
Intangible Assets
Market Value to Book Value 3.64 11.06
40% 85%
40% 62% 85% % Jobs filled from within 31% 53%
20% 38% 62% % with formal staffing plan 3% 48%
20% 38%
0%
% qualified for >1 job 2% 63%
0%
1982 1992 1998
# Hrs training for new EEs 3 5
1982 1992 1998
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Hewitt Study Huselid Study 8
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9. Polling Question
Are any of your company's dealing with
issues related to...(check all that apply)*
Skill Shortages - 186
Multi-generations in the workforce - 138
Economic downturn - 186
Globalization - 25
Increasingly aggressive competition -125
*Responses are actual numbers, not percentage)
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10. Retention is the #1 Concern
DDI/Sheffield Survey
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11. Does your organization have …
A Vicious Talent Cycle … a revolving door
Where top performers and high potentials are finding it easier and
easier to find new opportunities (leave) while underperforming
employees will stay because they have no choice (unless
terminated).
OR?
A Virtuous Talent Cycle … a safe and dynamic culture
Where top performers and high potential employees are engaged
and encouraged to grow within your company and contribute to its
culture and success while achieving personal goals.
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12. Internal Recruiting
Reduce:
• Cost Per Hire
• Time to Fill
Improve:
• Talent Pool
• Engagement and Employee Relations
• Retain Intellectual Property
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13. What are we talking about?
Re‐recruit
Internal Promote
Recruiting From
within
Keeping
Talent The Career
Mgmt Talent Pathing
Within
Reduce Succession
Turnover Planning
Retention
Programs
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14. Your Talent Pool
No doubt you are doing more than the “Post and Pray”
for external candidates
Active Candidates
Qualify job search criteria and ensure robust recruitment marketing to
candidates looking for a job now ‐ online and off on web and in your
current ATS & CRM
Selective Candidates
Research and mine resume/ candidate database for candidates
actively…daily
Passive Candidates
Find and maintain relationships with currently employed talent that might
not be looking to change jobs today
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15. Your Talent Pool
Internal Candidates
Create robust communication to current employee database and insure
employees in (or out) of the career path are recruited
Active Candidates
Qualify job search criteria and ensure robust recruitment marketing to
candidates looking for a job now ‐ online and off on web and in your
current ATS & CRM
Selective Candidates
Research and mine resume/ candidate database for candidates
actively…daily
Passive Candidates
Find and maintain relationships with currently employed talent that might
not be looking to change jobs today
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16. Your Talent Pool
Internal Candidates
Create robust communication to current employee database and insure
employees in career path are recruited
You need to do more than the “Post and Pray”
for internal candidates
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17. If you feel your employees won’t
leave…think again!
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18. What does “Internal Recruiting” look like?
Basics
• Open positions available to all
employees
– Intranet
– Career site
• The process is published
• “Next opportunity” is part of
performance mgmt discussions
• Current “promoted from within”
employee stories known widely
• Culture of “promote from within”
• Less‐restrictive “time in current job”
• Employee Referral Programs
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19. What does “Internal Recruiting” look like?
Basics Proactive
• Open positions available to all • Basics + …
employees • Internal job fairs
– Intranet • Recruiters “find/recruit” internal
– Career site candidates
• The process is published • Strong internal “candidate care”
• “Next opportunity” is part of • Process is robustly marketed
performance mgmt discussions • Career Paths are published
• Current “promoted from within” • Posting for lateral moves and job
employee stories known widely shadowing available
• Culture of “promote from within” • Next job self‐service training
• Less‐restrictive “time in current job” • New EE Orientation includes how
• Employee Referral Programs to post for next job
• Re‐recruit your lost employees –
exit interviews
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20. Polling Question
Please describe your current internal
recruiting practice…
Post and Pray with no plans to enhance - 10%
Post and Pray with plan to improve – 35%
Basic with no plans to enhance – 10%
Basic with plan to improve – 33%
Proactive – 12%
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21. Retain High Potential and
Engaged Employees
Improve:
• Quality of Workforce
• Bench
• Productivity
• Engagement
Reinforce:
• Performance Culture
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22. The old adage about people being your
greatest asset is not true.
People aren’t your greatest asset.
The RIGHT PEOPLE are!
Jim Collins, Good to Great
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22

23. High Performers vs. High Potential
• Only 28% of high performers are also high potential
• High Potential = High Performer PLUS
– Learning Agility
– Leadership Ability
– Desire to Advance
– Breadth of Experience
– Not Risk Averse
– Interpersonal Skills
– High Engagement and Motivation
Corporate Leadership Council
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24. Good People are Great for Business
McKinsey and Co.
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25. Engaged Employees
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26. Engaged Employees are MORE LIKELY to:
• Stay with your organization despite competitive offers
• Demonstrate alignment between their individual goals
and organizational success
• Express a consistently positive viewpoint
• Exert discretionary effort that contributes exponentially
to business results
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27. Workforce Surveys
Only 20% of employees are highly engaged; A recent Gallup Index reveals that,
on average, about 70% of US workers are “not engaged” or are “actively
disengaged” with their work.
Engaged employees are more likely to “learn and change”,
offer creative ideas and
involve customers in innovation and improvement processes.
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28. Workforce Survey ‐ Gallup Poll
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best everyday?
4. In the last week, have I received recognition or praise for doing great work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co‐workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
“The only way to generate enduring profits is to begin by building the kind of
work environment that attracts, focuses, and keeps talented employees.”
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29. 7 Drivers of Employee Engagement
• Opportunity • Leadership
– Growth/Development – Credibility
– Advancement – Trust
– Interaction • Culture & Purpose
• Job Tasks – Sense of Purpose
– Impact – Organizational
– Challenge/Interest – Values & Behaviors
– Status/Pride • Total Compensation
• Relationships – Pay/Financial
– Co‐workers – Recognition
– Managers • Quality of Work Life
– Customers – Physical Environment
– Work/Life Practices
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30. Talent Management
Improve:
• Talent Trajectory
• Retention
Create or Reinforce
• Choice Employer Status
• High Performance Culture
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31. Talent Trajectory ‐ Now and Future
TODAY 2009 2010
# OF EMPLOYEES
** # of Standard
Deviations from mean
performance levels
mean
performance
level today PERFORMANCE & PRODUCTIVITY
Quality of Hire The Talent Within Challenge & Opportunity
The single biggest determinant of Development of the diverse and The challenge and the opportunity
departmental and organizational high performing employees at is for organizations to move their
performance. each level. curve to the right.
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32. Talent Management
Traditional Talent Management:
• Endpoints of traditional talent management process
– Hiring
– Performance Management
– Turnover
• PAST focused
• Measures goals and behavior
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33. Talent Management
Traditional Talent Management:
• Endpoints of traditional talent management process
– Hiring
– Performance Management
– Turnover
• PAST focused
• Measures goals and behavior
Today’s Talent Management MUST:
• Integrate with the business
• Link Business Priorities + Critical Workforce Issues
• Drive results by enhancing organization’s
– Capability
– Commitment and
– Alignment
• FUTURE focused
• Measures performance, EMPLOYEE INTERESTS and POTENTIAL
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A cultural mindset - Talent Mindset vs. Labor Mindset 33

34. Polling Question
Our organization’s focus on
talent management is:
Very uninvolved – 6%
Uninvolved – 15%
Informed but not involved – 44%
Involved - 29%
Very involved - 6%
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35. Be a Choice Employer and
Talk About It!
Improve:
• Organization’s Brand Equity
• Customer Impact
• Recruitment Marketing Success
• Morale
Reduce:
• Voluntary Turnover
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36. Your Workforce Has Changed –
Has Your Organization?
OLD PARADIGM NEW PARADIGM
• Job Security • Employability is security
• Longitudinal Career Paths • Alternate career paths
• Job/Person Fit • Person/Organization fit
• Organization Loyalty • Job/Career Loyalty
• Career Success • Work/Life Balance
• Academic Degree • Continuous Learning
• Position & Title • Competency Development
• Full Time Employment • Flexibility in Employment
• Retirement • Career Sabbaticals
• Single Jobs/Careers • Multiple Jobs/Careers
• Change in jobs based on fear • Change in jobs based on growth
• Promotion highly tenure based • Promotion highly performance based
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37. Job Dissatisfaction
Employees are:
• Fearful about losing their jobs
• Overworked due to the large number of cutbacks
• Unappreciated for the hard work and stress that they are enduring
• Resentful about the lack of respect they are receiving
Bruce Katcher – The Survey Doctor
Author of 30 Reasons Why Employees Hate Their Managers
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38. First Impressions DO Count!
• 4% left their job after a disastrous first day
• 9% seriously considered quitting
• 54% believe “first impressions”
affect performance
• 60% report “losing sleep” before
the first day
Improved Performance
Impaired Performance
No Effect
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39. So What’s Love Got to Do With It?
Your employees are getting oriented to your company whether you
have a program or not!
The orientation they are getting
MAY NOT be the one you want or intend.
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40. So What’s Love Got to Do With It?
Your employees are getting oriented to your company whether you
have a program or not!
The orientation they are getting
MAY NOT be the one you want or intend.
• Employees who complete orientation reach full
productivity 60 days faster and they found they reduced
their turnover by 40%
• 69% more likely to stay employed after 3 years if they
completed orientation
Research has confirmed employees that connect with the company
within the first 90 days, stay with the company significantly longer.
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41. Tools to Identify Potential* and Interest
• Training and Education • Company Processes
– Internal and External Training – Succession Planning
– Internal Hiring Priority
– Tuition reimbursement
– High Potential* Tracking & Development
– Learning Management Systems – Talent Assessments and Talent Review
Meetings
• Learning from Others
– Performance Appraisals* • Experiences and Opportunities
– Non‐profit Boards – On the job training
– Mentor Programs – Job shadowing request process
– Talent review meetings – Simulations
– Career Development Plans – Project Assignments /Task Force
– Executive Involvement – Cross Training
– Encourage Informational Interviews – Job Rotation/Mgmt Tracking
Corporate Leadership Council
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42. Employment Branding
• Branding ‐ A way to differentiate the employment experience
– An emotional connection with internal/external audiences
– Highlighting ‘points of difference’
– Branding should be consistent with the consumer brand/culture
• Guiding Principles of branding
– COGNITIVE: Understand ‐ Believe ‐ Engaged
– BEHAVIORAL: Deliver ‐ Tell the story ‐ Link to HR Systems
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43. Internal Branding
Core Creative
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44. What Gets Measured
Gets Done!
• Know Your Organization
• Identify Where Change is Needed
• Build Business Case
• Communicate Impact and ROI
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45. We Know….
• How every dollar is spent…
• Where our product inventory is…
• Where every computer, printer, copier and phone is located…
• Everything about all our leases and contracts…
• Customer and prospect contact information and more…
• BUT….how well do we know the talents and career interests of our
current employees?
Doris Sims, SPHR
www.SuccessionBuilders.com
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46. Do you have internal hiring metrics?
• Segment your hiring statistics Internal vs External
– Quality of Hire – Demographics
– Time to Productivity – Age
– Time to Fill – Geography
– Cost per Hire – Diversity
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47. Improved Ramp‐up Time
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48. What Impacts Engagement?
• Find the triggers that make your employees stay/leave
• Utilize turnover stats, exit interviews, employee and
management surveys
Saratoga
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49. Cost of Turnover
Costs include:
• Lost productivity during a vacancy
• Diminished productivity of the team and managers Average turnover
who are covering for a vacant position cost equals one year's
• Diminished productivity of the team and managers salary and benefits.
who are training the new hire
• Increased labor costs due to overtime or contractors Average of 12 to 40%
needs of pre‐tax
• Hiring and on‐boarding costs company earnings
• Other more difficult to quantify impacts:
– Decreased customer satisfaction Average
– Increased future turnover 1.5 – 2.5 x salary
– Loss of institutional knowledge
Saratoga
TURNOVER CALULATORS
http://www.blr.com/landingPR/index.aspx?landingPRID=1
www.caliperonline.com/solutions/turnover.shtml
http://acw.aon.com/wfs/Router?PAGE_NAME=TCE_INPUT
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50. Measuring Turnover
• If you are loosing High Potentials, High Performers and Great
Experience – The first step is acknowledging the problem.
• Turnover ‐ % of employees leaving the organization
total number of employees
• Retention Index – rate of turnover within a “group/category” as
compared to average turnover
• Segment your turnover statistics and compare to the average to
identify talent gaps and leaks
– Job family/title – Demographics
– Longevity – Age
– Geography
– High performers – Diversity
– Level within organization
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51. Hewitt's Talent Quotient
• Prioritization of investment dollars in people programs
• An objective ranking of the firm's track record in attracting
and retaining pivotal employees compared with other
organizations
• An understanding of flight risk of pivotal employees based
on demographics and diversity factors
• Fact‐based evaluation of people programs to bolster
information from employee opinion surveys
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52. Recruiting the Talent Within
CONCERNS
Self‐nomination process may be unsatisfactory to all stakeholders
You have no “bench”
Current employee talent pool may not have the what is needed
Filling one gap may create another
May inhibit new ideas/diversity within org.
Lower morale for those not selected
Attention needed to curb tendency toward “favorites” or incumbent
Waste of time if the manager already knows who they want to hire
Process not defined or implemented well
Internal “candidate care” is as important as external candidate care – if you aren’t doing
it well for external candidates you might not for internal
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53. Recruiting the Talent Within
BENEFITS
Capitalizes past investments in recruiting & training current employees
Reinforces “culture” of retention and career opportunities
Rewards performance and potential
Reinforces employee engagement
Improves morale and promotes positive employee relations
Allows hiring managers data on current employee which is more likely to be more reliable
than info on external candidates
Usually is a lower overall cost per hire: CPH & pay of external usually greater than internal
Usually faster Time to Fill than hiring externally
Pro‐active internal recruiting may create greater success. Why? Current post and
pray/self‐nomination process can be unsatisfactory to all stakeholders
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54. Summary
Re‐recruit
Internal Promote
Recruiting From
within
Keeping
Talent The Career
Mgmt Talent Pathing
Within
Reduce Succession
Turnover Planning
Retention
Programs
If you aren’t recruiting your current talent –
you may be the only company who isn’t!
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55. Are you
of the talent you want to attract
and retain?
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56. Thank You – Any questions?
If you would like a copy of the
presentation or have individual
questions – contact:
Anne Nimke
262‐754‐5060
animke@pinstripetalent.com
Join Pinstripe for Future Webinars!
Visit www.pinstripetalent.com/events for more information
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