This document discusses various recruitment and retention strategies for businesses. It outlines challenges such as a shortage of college-educated workers and retiring baby boomers. It recommends strategies to reduce turnover like improving communication, training, and career development opportunities. It also suggests targeting passive job seekers, focusing on performance over skills, and promoting the business as a destination employer through internships and community involvement.
The document discusses recruiting and retention strategies for businesses in agriculture. It notes that 50% of the agriculture employee base will retire in the next 10 years as baby boomers leave the workforce. There is also limited supply of potential employees in rural areas and a decreasing number of graduates with agriculture degrees. The presentation recommends focusing on retaining current employees by improving internal communication, developing career paths, and emphasizing growth opportunities. It also suggests recruiting passive job seekers by highlighting the future impact, challenges, and opportunities a role provides rather than just listing job requirements.
This document discusses strategies for recruitment, retention and succession planning for employers. It notes that 50% of the agriculture employee base will retire in the next 10 years. There is a shortage of qualified candidates with agricultural backgrounds. Retention is key to succession. Building a strong bench of existing employees and reducing turnover is important. Effective internal and external communication is essential for retention. Hiring should focus on a candidate's potential performance and behavioral characteristics rather than just skills and experience.
This document summarizes a presentation on recruitment and retention strategies for businesses facing challenges hiring and keeping employees. It discusses how the agricultural labor market will see shortages in the coming years due to retirements, fewer students majoring in agriculture, and increased competition for skilled workers. The presentation provides strategies for businesses to "weatherproof" themselves including reducing turnover by focusing on employee satisfaction, streamlining hiring to find the right cultural fits, developing employees, and establishing a strong employer brand to attract top talent. It emphasizes the importance of communication, knowledge transfer within companies, and leaders who champion continuous internal recruiting.
How Experienced Workers are Re-energizing the WorkforceAARP
The document discusses how experienced workers aged 50+ are becoming increasingly important to the workforce. By 2022, workers aged 50+ will make up 35% of the workforce, increasing 62% since 2002. Employers value the experience, institutional knowledge, problem-solving skills, and reliability that experienced workers provide. Surveys find most employers believe experienced workers are valuable assets for training, mentoring, and addressing skills gaps. The document encourages experienced workers to recognize their strengths and rethink opportunities to remain engaged in the workforce.
Fulfilling the American Dream: Liberal Education and the Future of WorkRobert Kelly
The document summarizes key findings from surveys of over 1,000 business executives and hiring managers regarding their views on the value of a college education and the preparedness of recent college graduates. Some of the main findings include:
- Most executives and hiring managers express confidence in colleges/universities and see a college degree as important or very important. However, many think colleges need to improve in ensuring graduates have the skills needed for the workplace.
- Employers find it difficult to fill many open positions and want colleges to better prepare graduates for success in entry-level jobs and ability to advance.
- Executives prioritize skills like critical thinking, written communication, and problem-solving but feel graduates are less
American Society for Quality - Employee Engagement Presentation TalentMap
Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
Hiring volumes and budgets are increasing in South Africa, with over half of recruiting leaders projecting growth. Internal hires are the top source of quality hires. While most companies believe talent brand is important, fewer measure or invest enough in it. Mobile behaviors are rising globally, and companies are adapting by optimizing for mobile. Passive candidate recruiting and job matching technologies may reshape the future of recruiting.
The document discusses recruiting and retention strategies for businesses in agriculture. It notes that 50% of the agriculture employee base will retire in the next 10 years as baby boomers leave the workforce. There is also limited supply of potential employees in rural areas and a decreasing number of graduates with agriculture degrees. The presentation recommends focusing on retaining current employees by improving internal communication, developing career paths, and emphasizing growth opportunities. It also suggests recruiting passive job seekers by highlighting the future impact, challenges, and opportunities a role provides rather than just listing job requirements.
This document discusses strategies for recruitment, retention and succession planning for employers. It notes that 50% of the agriculture employee base will retire in the next 10 years. There is a shortage of qualified candidates with agricultural backgrounds. Retention is key to succession. Building a strong bench of existing employees and reducing turnover is important. Effective internal and external communication is essential for retention. Hiring should focus on a candidate's potential performance and behavioral characteristics rather than just skills and experience.
This document summarizes a presentation on recruitment and retention strategies for businesses facing challenges hiring and keeping employees. It discusses how the agricultural labor market will see shortages in the coming years due to retirements, fewer students majoring in agriculture, and increased competition for skilled workers. The presentation provides strategies for businesses to "weatherproof" themselves including reducing turnover by focusing on employee satisfaction, streamlining hiring to find the right cultural fits, developing employees, and establishing a strong employer brand to attract top talent. It emphasizes the importance of communication, knowledge transfer within companies, and leaders who champion continuous internal recruiting.
How Experienced Workers are Re-energizing the WorkforceAARP
The document discusses how experienced workers aged 50+ are becoming increasingly important to the workforce. By 2022, workers aged 50+ will make up 35% of the workforce, increasing 62% since 2002. Employers value the experience, institutional knowledge, problem-solving skills, and reliability that experienced workers provide. Surveys find most employers believe experienced workers are valuable assets for training, mentoring, and addressing skills gaps. The document encourages experienced workers to recognize their strengths and rethink opportunities to remain engaged in the workforce.
Fulfilling the American Dream: Liberal Education and the Future of WorkRobert Kelly
The document summarizes key findings from surveys of over 1,000 business executives and hiring managers regarding their views on the value of a college education and the preparedness of recent college graduates. Some of the main findings include:
- Most executives and hiring managers express confidence in colleges/universities and see a college degree as important or very important. However, many think colleges need to improve in ensuring graduates have the skills needed for the workplace.
- Employers find it difficult to fill many open positions and want colleges to better prepare graduates for success in entry-level jobs and ability to advance.
- Executives prioritize skills like critical thinking, written communication, and problem-solving but feel graduates are less
American Society for Quality - Employee Engagement Presentation TalentMap
Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
Hiring volumes and budgets are increasing in South Africa, with over half of recruiting leaders projecting growth. Internal hires are the top source of quality hires. While most companies believe talent brand is important, fewer measure or invest enough in it. Mobile behaviors are rising globally, and companies are adapting by optimizing for mobile. Passive candidate recruiting and job matching technologies may reshape the future of recruiting.
The document summarizes recruiting trends in India for 2016 and beyond. Some key findings include:
- Quality of hire is considered the most valuable performance metric by talent leaders. It is primarily measured through new hire performance evaluations and time to productivity.
- Employee referrals have re-emerged as the top source of quality hires. India leverages referrals extremely well compared to other countries.
- Employer brand is growing as a shared priority and responsibility between talent acquisition and marketing. Social professional networks remain effective for employer branding.
- Employee retention has become a top priority, but internal hiring is not prioritized at the same level. Many companies lack formal internal hiring programs.
Companies that are successful focus on understanding customer needs, exceeding customer expectations, and focusing on key priorities. They incorporate this customer-focused strategy into well-defined plans. Successful companies also use tools like assessments, competency models, 360-degree feedback, and succession planning to guide how they organize, staff, and develop their employees. This helps them with challenges like hiring top performers, developing current employees, managing performance, and planning for the future.
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansCareerBuilder
Looking to take your 2016 recruitment strategy to the next level? Check out slides from CareerBuilder’s latest webinar: Health Care Workforce Trends to Fuel Your 2016 Strategic Plan.
Learn more about:
- How the satisfaction of your workforce directly impacts patient referrals
- What employees are looking for when it comes to recognition, feedback and training
- How candidates feel about the overall application and interview process, and how that perception impacts their feelings toward your organization
Looking for more resources to have a successful 2016? Check out our Fall Health Care Resources landing page, where you can also find the full recordings for all of our latest webinars: http://bit.ly/1MTpUKO
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
This document discusses the results of a survey of nearly 500 healthcare professionals about their job search plans and preferences for recruitment. Some key findings include:
- 42% plan to look for a new job in the next 3 months and 64% in the next year, with top reasons being salary/compensation, career growth opportunities, and relationships with managers.
- When being recruited, healthcare professionals value transparency about job pros/cons, recruiters who understand their experience, and good communication skills from recruiters.
- The most common ways healthcare professionals learn about openings are online job sites, former coworkers, and recruiters.
- Employer reputation, recommendations from colleagues, and online reviews influence job decisions more than recruiters
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
2016 Hot Firm & A/E Industry Awards: Analysis of Awards WinnersChristina Zweig
Research and data about the winners of Zweig Group's 2016 Best Firms To Work For, 2016 Hot Firm List, and attendees of the 2016 Hot Firm & A/E Industry Awards Conference. The fastest growing and best firms to work for in the architecture, engineering, planning and environmental consulting industry
The document summarizes key points from Payscale's 2022 Compensation Best Practices Report. It discusses labor challenges such as higher turnover and difficulties attracting talent. It also covers pay increases that are higher than usual, with average increases over 3% for some industries. Additionally, it addresses pay equity being a priority for more organizations and compensation strategies becoming more formalized. Overall it analyzes compensation trends and challenges based on a survey of thousands of respondents.
Kate Hastings, Global Director, Insights, LinkedIn
Rajeev Mendiratta, VP, Head Workforce Management and Oversees Operations, Wipro
Melissa Thompson, Executive Director, Citrix
Hannah West, Global Resourcing and Employer Brand Manager, AXA
Stephanie Bevegni, Content Marketing Manager, Talent Solutions, Linkedin
To truly influence business decisions, you need to know what’s top of mind among your peers. In this session, LinkedIn researchers reveal emerging recruiting trends, upcoming challenges and opportunities ahead worldwide. You'll also hear from talent acquisition leaders about these trends, and how they are using this data to become a true business partner in 2016 and beyond.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
If you’re frustrated with the mostly mediocre results produced by your current corporate employee referral program, it is important to realize that with only a handful of action steps you can dramatically improve both the quality and the volume of referrals. Referral Program managers need to realize that there is a growing performance gap between average referral programs and the emerging advanced ones. Advanced programs result in referrals reaching nearly 50% of all hires and they can receive as many as 8 referrals for each open job. These advanced programs can produce the highest quality, the fastest hires and even lower-cost hires than other sources. The keys to dramatically improving your results include understanding how to motivate your employees and managers to produce high-quality referrals, how to proactively seek out referrals, how to assign referrals and how to expand program coverage to increase referrals. Common referral program errors will also be highlighted and solutions for each will be provided. The webinar leader, Dr. John Sullivan, is the leading global expert in referral program design. During this highly interactive session, he will provide you with tips, action steps, best practices and he will answer your questions. As competition for top talent increases, upgrading your program to the next level is becoming an essential strategic step that can no longer be postponed.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
The document summarizes the key findings of a SHRM survey on 2013 holiday and year-end activities. It found that about two-thirds of organizations hold end-of-year parties for employees, with 60% being off-site. Nearly half of organizations do not participate in gift exchanges, while 78% participate in charitable donations. The survey provides details on party attendance, budgets, and other policies for 817 HR professionals in October-November 2013.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
This document discusses trends in employee engagement for 2016. It identifies two key trends: focusing on employee happiness rather than just engagement, such as through unique recognition programs that acknowledge contributions and efforts to enhance workplace culture; and asking more from managers by training and empowering them to recognize employees through meaningful rewards and measuring their recognition efforts. The document urges readers to explore four additional engagement trends for 2016 by downloading the full article.
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
2013 QA Summit for Digital Healthcare Marketing Presentation GuideJim Spillson
The first ever QA Summit for Digital Healthcare Marketing took place in October 2013 and more than 20 agencies and organizations attended. This guide includes presentations from all the speakers at the event.
Speakers: Jim Spillson, Joe Shields, Ben Currie, Elizabeth Estes, Michael Morowitz, Shachar Schiff
This program was developed in a middle school in New Jersey to help English Language Learners (ELLs) succeed in science class. The program groups ELL students by English proficiency level and has them work collaboratively to learn science concepts, create their own textbook, and then teach each other. This peer-to-peer learning approach improved student outcomes and reduced disciplinary issues compared to traditional instruction methods. The program shows that allowing students to leverage their strengths and teach one another can lead to greater academic success.
El síndrome de latigazo es una lesión de los tejidos blandos del cuello causada por la aceleración y desaceleración repentina de la energía transmitida al cuello, lo que estira los músculos y ligamentos cervicales. Los síntomas comunes incluyen dolor en el cuello. Los estudios de imagen como rayos X ayudan a descartar lesiones óseas y evaluar la rotación del cuello.
Challenges in promoting and institutionalizing community participatory planning Bob Eko Kurniawan
The document discusses challenges in promoting community participation in government planning and budgeting in Indonesia. It summarizes a case study of community empowerment initiatives in North Jakarta that aimed to better integrate community input into development processes. Key challenges included the schedule for participatory planning not allowing adequate deliberation across levels of government. The case study found that establishing sub-district working groups and vulnerability assessments helped engage communities and local officials in planning. It also helped integrate community-level resilience action plans into annual development planning cycles from the city up to the provincial level.
The document summarizes recruiting trends in India for 2016 and beyond. Some key findings include:
- Quality of hire is considered the most valuable performance metric by talent leaders. It is primarily measured through new hire performance evaluations and time to productivity.
- Employee referrals have re-emerged as the top source of quality hires. India leverages referrals extremely well compared to other countries.
- Employer brand is growing as a shared priority and responsibility between talent acquisition and marketing. Social professional networks remain effective for employer branding.
- Employee retention has become a top priority, but internal hiring is not prioritized at the same level. Many companies lack formal internal hiring programs.
Companies that are successful focus on understanding customer needs, exceeding customer expectations, and focusing on key priorities. They incorporate this customer-focused strategy into well-defined plans. Successful companies also use tools like assessments, competency models, 360-degree feedback, and succession planning to guide how they organize, staff, and develop their employees. This helps them with challenges like hiring top performers, developing current employees, managing performance, and planning for the future.
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansCareerBuilder
Looking to take your 2016 recruitment strategy to the next level? Check out slides from CareerBuilder’s latest webinar: Health Care Workforce Trends to Fuel Your 2016 Strategic Plan.
Learn more about:
- How the satisfaction of your workforce directly impacts patient referrals
- What employees are looking for when it comes to recognition, feedback and training
- How candidates feel about the overall application and interview process, and how that perception impacts their feelings toward your organization
Looking for more resources to have a successful 2016? Check out our Fall Health Care Resources landing page, where you can also find the full recordings for all of our latest webinars: http://bit.ly/1MTpUKO
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
This document discusses the results of a survey of nearly 500 healthcare professionals about their job search plans and preferences for recruitment. Some key findings include:
- 42% plan to look for a new job in the next 3 months and 64% in the next year, with top reasons being salary/compensation, career growth opportunities, and relationships with managers.
- When being recruited, healthcare professionals value transparency about job pros/cons, recruiters who understand their experience, and good communication skills from recruiters.
- The most common ways healthcare professionals learn about openings are online job sites, former coworkers, and recruiters.
- Employer reputation, recommendations from colleagues, and online reviews influence job decisions more than recruiters
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
2016 Hot Firm & A/E Industry Awards: Analysis of Awards WinnersChristina Zweig
Research and data about the winners of Zweig Group's 2016 Best Firms To Work For, 2016 Hot Firm List, and attendees of the 2016 Hot Firm & A/E Industry Awards Conference. The fastest growing and best firms to work for in the architecture, engineering, planning and environmental consulting industry
The document summarizes key points from Payscale's 2022 Compensation Best Practices Report. It discusses labor challenges such as higher turnover and difficulties attracting talent. It also covers pay increases that are higher than usual, with average increases over 3% for some industries. Additionally, it addresses pay equity being a priority for more organizations and compensation strategies becoming more formalized. Overall it analyzes compensation trends and challenges based on a survey of thousands of respondents.
Kate Hastings, Global Director, Insights, LinkedIn
Rajeev Mendiratta, VP, Head Workforce Management and Oversees Operations, Wipro
Melissa Thompson, Executive Director, Citrix
Hannah West, Global Resourcing and Employer Brand Manager, AXA
Stephanie Bevegni, Content Marketing Manager, Talent Solutions, Linkedin
To truly influence business decisions, you need to know what’s top of mind among your peers. In this session, LinkedIn researchers reveal emerging recruiting trends, upcoming challenges and opportunities ahead worldwide. You'll also hear from talent acquisition leaders about these trends, and how they are using this data to become a true business partner in 2016 and beyond.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
If you’re frustrated with the mostly mediocre results produced by your current corporate employee referral program, it is important to realize that with only a handful of action steps you can dramatically improve both the quality and the volume of referrals. Referral Program managers need to realize that there is a growing performance gap between average referral programs and the emerging advanced ones. Advanced programs result in referrals reaching nearly 50% of all hires and they can receive as many as 8 referrals for each open job. These advanced programs can produce the highest quality, the fastest hires and even lower-cost hires than other sources. The keys to dramatically improving your results include understanding how to motivate your employees and managers to produce high-quality referrals, how to proactively seek out referrals, how to assign referrals and how to expand program coverage to increase referrals. Common referral program errors will also be highlighted and solutions for each will be provided. The webinar leader, Dr. John Sullivan, is the leading global expert in referral program design. During this highly interactive session, he will provide you with tips, action steps, best practices and he will answer your questions. As competition for top talent increases, upgrading your program to the next level is becoming an essential strategic step that can no longer be postponed.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
The document summarizes the key findings of a SHRM survey on 2013 holiday and year-end activities. It found that about two-thirds of organizations hold end-of-year parties for employees, with 60% being off-site. Nearly half of organizations do not participate in gift exchanges, while 78% participate in charitable donations. The survey provides details on party attendance, budgets, and other policies for 817 HR professionals in October-November 2013.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
This document discusses trends in employee engagement for 2016. It identifies two key trends: focusing on employee happiness rather than just engagement, such as through unique recognition programs that acknowledge contributions and efforts to enhance workplace culture; and asking more from managers by training and empowering them to recognize employees through meaningful rewards and measuring their recognition efforts. The document urges readers to explore four additional engagement trends for 2016 by downloading the full article.
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
2013 QA Summit for Digital Healthcare Marketing Presentation GuideJim Spillson
The first ever QA Summit for Digital Healthcare Marketing took place in October 2013 and more than 20 agencies and organizations attended. This guide includes presentations from all the speakers at the event.
Speakers: Jim Spillson, Joe Shields, Ben Currie, Elizabeth Estes, Michael Morowitz, Shachar Schiff
This program was developed in a middle school in New Jersey to help English Language Learners (ELLs) succeed in science class. The program groups ELL students by English proficiency level and has them work collaboratively to learn science concepts, create their own textbook, and then teach each other. This peer-to-peer learning approach improved student outcomes and reduced disciplinary issues compared to traditional instruction methods. The program shows that allowing students to leverage their strengths and teach one another can lead to greater academic success.
El síndrome de latigazo es una lesión de los tejidos blandos del cuello causada por la aceleración y desaceleración repentina de la energía transmitida al cuello, lo que estira los músculos y ligamentos cervicales. Los síntomas comunes incluyen dolor en el cuello. Los estudios de imagen como rayos X ayudan a descartar lesiones óseas y evaluar la rotación del cuello.
Challenges in promoting and institutionalizing community participatory planning Bob Eko Kurniawan
The document discusses challenges in promoting community participation in government planning and budgeting in Indonesia. It summarizes a case study of community empowerment initiatives in North Jakarta that aimed to better integrate community input into development processes. Key challenges included the schedule for participatory planning not allowing adequate deliberation across levels of government. The case study found that establishing sub-district working groups and vulnerability assessments helped engage communities and local officials in planning. It also helped integrate community-level resilience action plans into annual development planning cycles from the city up to the provincial level.
Ryan Leslie: Reputation Management: RevisitedSean Bradley
This document discusses best practices for reputation management and collecting online reviews. It begins by looking at failed strategies from the past, such as inappropriate requests for 5-star reviews. It then outlines four best practices: 1) Strive for customer stories rather than star ratings alone, 2) Manage your own personal brand online, 3) Use intrinsic motivation rather than financial incentives to encourage reviews, and 4) Adopt a lifecycle approach where salespeople obtain reviews throughout the customer experience. The document emphasizes that reviews provide a record of customer experience and that negative reviews present opportunities for improvement.
1. CNO Financial reported financial and operating results for 1Q13 with earnings growth across its core business segments and higher operating EPS compared to 1Q12.
2. Investment income increased due to growth in invested assets and a targeted credit strategy, while underwriting margins remained strong.
3. Capital levels remained high with an RBC ratio of 366% and leverage of 19.5%, and the company deployed capital by repurchasing convertible debt.
The music video is for the song "Take Off" by Chipmunk featuring Trey Songz. It was released on July 15th 2011. The video uses various shot types and angles to convey meaning and establish the location and artists. It tells a story of love and betrayal between Trey Songz and a female character through their lyrics and interactions captured in the shots. Overall it is an interesting video that catches the audience's attention through its visual narrative.
This document summarizes a study that uses quantum chemical calculations and density functional theory to analyze how five polydentate Schiff base compounds act as corrosion inhibitors for iron in acidic and alkaline media. The study calculates structural parameters like HOMO, LUMO, and dipole moment for the compounds and correlates them with experimental inhibition efficiencies. Both the experimental and theoretical calculations show that inhibition efficiency increases with higher HOMO and lower energy gaps. The compounds adsorb on the iron surface, blocking reaction sites and forming complexes with iron ions in solution. Adsorption is spontaneous, exothermic, and governed by a physical mechanism. The compounds act as mixed or cathodic inhibitors depending on the media. Thermodynamic parameters were estimated,
The document discusses sustainability efforts at the National Library of Australia (NLA). It outlines how the NLA has implemented various initiatives to use less energy, water, and paper. This includes turning off unused equipment, replacing inefficient equipment, insulating windows, installing LED and motion-sensor lighting, actively managing air conditioning schedules, replacing water meters, printing double-sided, and increasing recycling. As a result of these efforts, the NLA has seen reductions in energy and water usage as well as increases in the amount of materials recycled.
This document provides guidance on creating an effective social media policy for a company. It defines what a social media policy is and why companies need them to protect themselves, employees and customers. It lists different types of social media policies and offers templates. It also gives principles for appropriate social media use called the "5Rs" and advises checking laws regarding social media. The document provides many resources for creating policies like templates, checklists, and advice from experts. It aims to help companies draft comprehensive yet clear social media policies.
The document discusses a survey conducted by CADMUN students to determine the viability of selling CADMUN merchandise. The survey found that people would be willing to buy CADMUN products, pay $50-$100, and that cell phone cases were the most popular option. Based on this, the students decided to order 4 iPhone 5 cases to sell for $120 Mexican pesos each. They received 24 total orders for iPhone 4 and 5 cases, which will generate a $480 Mexican peso profit.
Talybe bioequo - detergenti biologici ed equosolidali alla spinaLiberoMondo
Da dove arrivano le materie prime che compongono i detersivi Talybe?
Perché puntare molto sulla formula del prodotto sfuso in bottega?
Perché il riuso è parecchio più vantaggioso di qualsiasi altro tipo di riciclo, e quali studi concreti lo dimostrano?
Scaricate l'agevole e sintetica guida in pdf che, passo dopo passo, risponde a queste ed altre domande e svela le principali caratteristiche e specificità di una linea di prodotti che è entrata ormai in molte case e ha aiutato migliaia di persone a rendere "bioeque" tante piccole ma importantissime attività quotidiane.
The document outlines the agenda and logistics for the Coach Retreat Boston 2014 event. It provides details about the facilitators, event sponsors, and describes that the retreat will involve coaching exercises and techniques like free style coaching, click rewind, yes and coaching, appreciative inquiry, solution focused coaching, crucial conversations, and real options. It concludes with information on how to stay connected after the event.
The document discusses the inhibitory effect of semicarbazide, thiosemicarbazide, and sym-diphenylcarbazide on the corrosion of aluminum in hydrochloric acid and sodium hydroxide solutions. Thermometric, weight-loss, and polarization methods were used to study the effect. The inhibitors showed higher inhibition efficiency in acidic solutions than alkaline solutions. The inhibitors were found to be cathodic inhibitors that adsorb onto the aluminum surface. Adsorption of the inhibitors followed the Frumkin isotherm and increased in the order: sym-diphenylcarbazide > thiosemicarbazide > semicarbazide.
This document discusses challenges in hiring and retaining employees in the agriculture industry. It notes that 50% of the agriculture workforce will retire in the next 10 years as Baby Boomers retire. There is currently a limited talent supply in rural areas and decreasing graduates with agriculture degrees. The document provides suggestions on how companies can become destination employers, including improving hiring, onboarding, and employee engagement to attract and retain top talent.
Ag 1 source becoming a destination employer - kalmbach presentation draftAg 1 Source
The document discusses strategies for companies in the agriculture industry to address challenges in hiring and retaining employees. It outlines how demographic and economic shifts have created a "perfect storm" with an aging workforce and fewer qualified candidates. The presentation provides recommendations for companies to become "destination employers" by focusing on assessing candidates thoroughly, promoting their value proposition, improving recruiting efforts, and implementing strong onboarding programs. The goal is for current employees to refer to the company as the best place to work and for future employees to see it as the ultimate career destination.
The document discusses strategies for becoming a destination employer through effective hiring, onboarding, and retention practices. It notes that the agriculture industry faces a shortage of qualified workers due to an aging workforce and declining graduation rates. It also discusses challenges in recruiting and retaining employees. The document provides recommendations around assessing candidates, defining target employees, improving the hiring process, developing strong onboarding programs, and focusing on continuous recruiting, communication, and engagement to boost retention.
Ag 1 source becoming a destination employer finalAg 1 Source
This presentation discusses how to become a destination employer by focusing on hiring, retention, engagement, onboarding, recruiting, and communication. It recommends having strong onboarding and communication programs to support hiring and retention. Retention is increased through engagement strategies like ensuring employees understand how their roles contribute to company goals. Recruiting is improved by promoting career opportunities and enhancing assessment processes. Overall, the presentation emphasizes the importance of seeing all areas as interconnected and focusing on employee needs for trust, hope, worth and competence.
The document discusses effective strategies for recruiting and retaining employees in the agriculture industry. It notes that 50% of the current agriculture employee base will retire in the next 10 years, decreasing the available workforce. Additionally, agriculture degree graduation rates are falling while industry consolidation has pushed some out of agriculture jobs. The document provides tips for improving recruitment, such as clearly defining job requirements and candidate expectations. It also stresses the importance of making a company seem like an attractive career opportunity during interviews to attract top candidates. Overall, the document advocates developing a strong employee value proposition to outweigh the costs for candidates to leave their current positions.
The document discusses strategies for recruitment and retention in businesses. It notes challenges like an aging workforce, lack of college-educated workers, and high turnover. To address these, the summary recommends reducing turnover by understanding why employees leave, focusing on an employee's future growth over skills, and becoming an attractive "destination employer" with competitive benefits, training programs, and a strong culture. Hiring should emphasize job performance and fit rather than just qualifications to attract and retain the best talent.
The document discusses strategies for businesses to survive challenges in recruiting and retaining employees. It notes a "perfect storm" is approaching as the labor supply shrinks due to fewer applicants with agricultural backgrounds, aggressive competitors, high retirement rates, and high employee turnover. To weatherproof organizations, the document recommends reducing turnover, streamlining hiring, becoming flexible employers, and establishing a destination workplace culture focused on employee development, engagement, and satisfaction over compensation.
Bob Ferguson
Director of Network and Business Development at True Market Solutions
Co-chair of the Fairfield Go-Green Commission
Member of the board of Clean Economy Solutions
Bob has a varied background as a business and community leader. In addition to running his family’s Shaklee business, he is Director of Network and Business Development at True Market Solutions. He co-chaired the Fairfield Go-Green Commission, and serves on the boards of Clean Economy Solutions, The Orpheum Theater and the What If? Foundation. He’s happily married to Sandra, and the proud father of four and grandfather of two. His personal interests include classical guitar performance, tennis, gardening, cycling, practicing and teaching Transcendental Meditation, and thinking about how human beings can return to a state where they function as harmoniously as a tree.
NSI 2014: The “Why” of Strengths and the “How” of HopeNaviance
In this Gallup keynote address presented by Brandon Busteed, learn how students chase academic success, a good job, and a great life by doing what they do best and by being hopeful throughout the process.
Developing Talent Acquisition Strategies for the Fully - Employed40hrsvn
- 79% of the fully-employed professional workforce in North America are satisfied or very satisfied with their current jobs, though only a slight increase since 2010. However, job seeking activity has not decreased and more are actively looking or open to new opportunities.
- Despite high job satisfaction levels, 55% of very satisfied and 90% of satisfied employees would consider changing jobs for the right opportunity. Retention of all employees, but especially high performers, could become an issue if the economy strengthens.
- In order to attract and hire passive candidates, companies need recruiting strategies tailored to candidates' career zones and long-term career needs, rather than relying solely on job descriptions and standard hiring processes designed for active job seekers.
This survey from SHRM examined how California organizations leverage employee benefits to recruit employees at all levels and highly skilled employees. Key findings include:
- 33% of California organizations reported using benefits to recruit all employees, compared to 26% nationally. Top benefits used were health care and retirement.
- 35% used benefits to recruit highly skilled employees, compared to 30% nationally. Health care was the most used benefit.
- For both employee groups, organizations expected retirement and health care benefits to increase most in importance for recruitment in the next 3-5 years.
#1NWebinar: Talent Brand - The Missing Piece of Your Brand PuzzleOne North
Talent Development Manager Sarah Mueller describes the untapped element of brand every professional services organization should be taking advantage of: the Talent Brand. Attracting, engaging and retaining top talent is an essential activity for marketers and HR professionals alike, but what really helps a company stand apart from the rest in a highly competitive talent market is a well-defined and unique talent brand.
During her presentation, Sarah broke down the meaning of a talent brand, showed what a successful talent brand in action looks like and described the tools needed to start your own talent brand initiative.
The document provides key findings from a 2014 staffing and recruiting trends survey. It finds that 77% of respondents met or exceeded revenue goals in 2013, though growth plans for 2014 are more conservative. Total placements was the top performance metric for the third year. The average fill rate was 46% and hit rate increased to 40%. Temporary placements had the fastest time-to-fill at 6 days on average. Most firms generate over half their revenue from repeat clients, though some rely too heavily on a single large client. Candidate shortages remained an issue, with existing applicant tracking systems providing the best source of qualified candidates.
Three key insights about what high tech professionals in the US and Canada want from recruiters:
1. 65% of high tech professionals are passive candidates, meaning they are open to new opportunities but not actively job searching.
2. The top three factors that would entice high tech professionals to accept a new job are better compensation, improved work-life balance, and ability to make an impact.
3. When first contacted by recruiters, high tech professionals want to understand why the recruiter believes they are a good fit for the role.
This document summarizes the findings of a SHRM survey on how organizations in California leverage employee benefits to recruit employees. Some key findings include:
- 33% of California organizations reported leveraging benefits to recruit all employees, compared to 26% nationally. Top benefits used were health care and retirement.
- 35% of organizations used benefits to recruit highly skilled employees, compared to 30% nationally. Health care was the most used benefit.
- For both all and highly skilled employees, retirement and health care benefits were predicted to increase most in importance for recruitment in the next 3-5 years.
The Impact of Informed Candidates on Your BusinessTALiNT Partners
Joe Wiggins, Head of Communications at Glassdoor presented at Talent Leaders Connect - The Year Ahead and Candidate Experience 2018. He covered the characteristics of informed candidates and what they are looking for,
the benefits of interviewing and hiring informed candidates
and the challenges in attracting informed candidates plus tips for recruiters.
This document provides insights from a study of over 10,000 job changers on LinkedIn about why and how people change jobs. Some key findings include:
1) The top reason people change jobs is for career opportunity/advancement. Appeal to career growth when recruiting.
2) 1 in 3 job changers changed careers entirely, so don't dismiss career changers and look for transferable skills.
3) Referrals are the top channel people use to discover new jobs, so invest in employee referrals for recruiting.
4) Candidates' top obstacle is not knowing what a company is like to work for, so showcase your talent brand to attract candidates.
Similar to Texas Agricultural Cooperative Council Presentation (20)
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
12. Today’s Younger Employees
• Fewer Have Agricultural Backgrounds.
(UC Davis Claims Less Than 5% In The College Of Ag Have Ag Backgrounds.)
• More Ag Background Students Are Returning Back
To Their “Baby Boomer” Parents’ or Grandparents’
Operations.
• Student Population Is Now About 60% Female And
40% Male. Complete Reversal From 5 Years Ago.
The most trusted and reliable recruiting firm in the agriculture industry
17. The common denominators to turnover
1. The need for TRUST. Expecting the company to deliver on it’s
promises, be honest in communications, and compensate fairly
2. The need to have HOPE. Believing that you will grow, develop
skills, and have opportunity of increased responsibility or career
progress leading to higher pay
3. The need to feel sense of WORTH. If you do your best, work
hard, you will be recognized for you contributions
4. The need to feel COMPETENT. You will be matched to your
job, use your talents, be challenged, receive training, see the
results of your work, and obtain regular feedback on your
performance
Bottom-line solution: Communication with your employees!
The most trusted and reliable recruiting firm in the agriculture industry
23. The Early-bird Source Strategy
Change in Growth, Impact, and Satisfaction Over Time
The most trusted and reliable recruiting firm in the agriculture industry
Growth&Impact
Time
Explorers Tiptoers Searchers Networkers Hunters &
Posters
Super Passive
28%
40% 15% 9% 8%
Early-birds Leftovers
Career Move Better Job Good Job
83% 17%
Diminishing
Job Returns
Lateral Any Job
Key Points
Target Early-birds
Ask, “How long have you been looking?”2011 LinkedIn Survey of 4,550
fully-employed professionals
ActivePassive
30. Hire with your Head, by Lou Adler
• Performance Based Hiring
• Choose first based on the ability to do the job
• Define Success, Not Skills
• Decide if you like the person after you have
determined performance potential
• Then sell them on your Value Proposition
The most trusted and reliable recruiting firm in the agriculture industry
31. Hire by Behavior vs. Skills
• When studying your best __________ -what traits do they
have? This is really what we look for in an interview
• Focus
• Detail
• Discipline
• Mechanical Aptitude
• Sense of Urgency
• Dedication
• Timeliness
• Dependability
• Adaptability
Question – How many of these traits are found on the
resume?
The most trusted and reliable recruiting firm in the agriculture industry
34. Destination Employer examples – Retailer -IL
• Developing a system to drive personal development and retention
– Create an understanding for existing employees of what is required in current role, before they will be
considered for promotion
– Re-write job descriptions to include “minimum required experience”
– Implement plan to assist hiring managers to use this as a tool to create training plans for those who want to
move up in the company
• Create an image to be a “Destination Employer” for their market area
– Train young employees to be ambassadors of the company
– Implement a recruiting plan that will send the ambassadors to FFA chapters, vo-tech career
fairs, etc
– Create strategies to leverage scholarship program for improved image and recruiting
– Develop marketing strategies (brochure, website, etc) that will provide career opportunity
information
• Improved hiring process
– Consistent interview methods across the company
– Reduce time from referral to hire
– Train hiring managers on proper interview techniques
– Create resources to improve interview experience for both hiring manger and candidate
The most trusted and reliable recruiting firm in the agriculture industry
35. Destination Employer examples – IL cont.
• Students tell others – Key to the Brand Building of the business
• “Indentured servant” – not necessarily top of class
– Work for the business on the weekends, going to Vo-tech
– Summer work program and student loan guarantees
• Getting in front of students in high school is critical
– Seeking the non-4 year college student
– Wants to be the agricultural destination for hourly employees
– Part of performance evaluation includes community involvement – Brand Builder
• 75% of an HR Manager’s time is spent trying to find the hourly employees
• Your customer’s image of your business is represented more frequently by
your hourly employees vs. your salaried…
• The best Sales people may not necessarily have that 4 year college degree
• This creates a future pathway for an entry level employee
The most trusted and reliable recruiting firm in the agriculture industry
36. Destination Employer examples-Ag Tech/ Parts Management
Tuition Assistance Program
• JD Dealership group based in SW Nebraska (Company) - is offering tuition assistance to qualified
individuals to attend the John Deere Company partnership college programs including Southeast
Community College in Milford, NE and Garden City Community College in Garden City, KS, for
vocational instruction relating to agricultural service technician training or parts department
management training.
• Company will advance all or a portion of the quarterly, full-time tuition, books, fees, together with
customary cost for room and board and curriculum related tools, for the stated academic year.
• This advance is subject to the terms and conditions stated in the Company Tuition Assistance
Contract and also includes the following requirements:
1. Approval by Company Management team.
2. Acceptance to the above mentioned community colleges.
3. Student must maintain a cumulative GPA of 3.0 or higher.
4. Work experience will be completed at one of the Company dealership locations. Student will
earn a competitive wage during this time.
5. Company provides required student uniforms for the college program.
6. Upon successful graduation from the program, student agrees to accept an offer of
employment from Company on an “at will” basis.
Company is a growth-oriented multi-store John Deere Dealership with 11 locations in Western
Kansas, Western Nebraska, Eastern Colorado
The most trusted and reliable recruiting firm in the agriculture industry
37. Destination Employer examples - Deere
• Engaging mature workers
– Provides them with opportunities to recreate their jobs or lead special projects
– After retiring, can be rehired as contingent workers. Less then 10% of retirees use this service
• Knowledge Management
– Uses mentoring and coaching most often
• Leadership Development Activities
– Talent reviews are conducted on a monthly basis with the senior office.
– Brokers talent across the organization to provide star performers with development
assignments
• Benefit Plans
– Does not have a formal phased retirement program
– Has a part-time employment program that provides different benefits based on hours
worked. Some features benefit part-time workers and some disadvantage them
– Created a new retirement program in 1997. Under the highest average pay pension plan, a
part-time employee would continue to earn full service credit, but the part-time pay would
not likely be included in the calculation
The most trusted and reliable recruiting firm in the agriculture industry
39. Retaining Employees After You Hire
Them--Onboarding
1. The First Day Is Critical.
2. Send Welcome Letter Or Card Prior To Their Arrival.
3. Put Yourself In Their Shoes.
4. Introduce The New Employee To Others.
5. Make Sure Lunch Arrangements Are Made.
6. Provide Meaningful Orientation.
7. Keep Them Up To Date Through Training.
8. New Employees Make Their First Impression In Minutes As To
Whether They Made The Right Choice Of Going To Work For You.
The most trusted and reliable recruiting firm in the agriculture industry