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How To Hire Top Talent To Create A Purpose Driven Organization | Y Scouts
The document discusses the importance of purpose-driven companies and the role of engagement in enhancing profitability, highlighting Gallup's survey results on employee engagement levels. It features testimonials from individuals who joined the Y Scouts talent community, emphasizing their passion, dedication, and the desire to make meaningful contributions to their organizations. It concludes with implications for businesses on discovering their purpose and engaging employees to align them with their organizational missions.
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How To Hire Top Talent To Create A Purpose Driven Organization | Y Scouts
- 1. Building Purpose-Driven Companies What’sYour Why? VSHRA East Valley Learning Series Brian Mohr Y Scouts
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- 4. Where Are WeNow? • 9/11 • The 2008 economic crash • Technology & the internet • Gen Y
- 5. Engagement By Numbers •Gallup Q12 Survey Results – Engaged = 29% – Disengaged = 52% – Actively Disengaged = 19% • 60% of workers would change careers if they could do it over again (Yahoo! & Parade Magazine)
- 6. Engagement Drives Profitability -79.5 -45.6 -29.9 -18.1 -8.7 0.0 8.7 18.1 29.1 44.1 78.7 -100 -80 -60 -40 -20 0 20 40 60 80 100 EngagementPercentile Average%Gain/LossinProfitability Source: Gallup Meta-Analysis Copyright © 2005 The Gallup Organization, Princeton, NJ. All rights reserved
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- 8. So What’s Missing?TheExperiment
- 11. Why did Kristinjoin the Y Scouts Talent Community? I have decided to join the Y Scouts Talent Community because you understand that the best people don't check their passion at the door to the workplace; their passion is part of their work and infuses all that they do. I am one of those people who loves being part of a team that brings innovative, holistic and empowering solutions to market. So as I look towards the next step in my career, I want to harness that passion to create value for the company and those they serve. Why is Kristin a great candidate? A company would want me on their team because I bring passion, dedication and innovative solutions to drive positive bottom-line results that consistently exceed expectations. Why does Kristin work? In all that I do - both personally and professionally - I work to make the world a better place to live and give people the tools to empower their own lives.
- 12. Meet Francesca Why didFrancesca join the Y Scouts talent community? The Y Scouts approach is ideal for me and many I know, because it focuses on the right things that I believe will make placement successful. I can add so much value if my passion and purpose are engaged in my work. I cannot stand a show-up-from-9-to-5 kind of job. I want to be inspired to go above and beyond every day that I work. To find the "hidden" value most people wouldn't look to find. Why is Francesca a great candidate? I am highly purpose-driven, and that energizes me to constantly go above and beyond to get results. I see opportunity everywhere and love getting clever and creative to build collaborations that drive value. I love working in teams and supporting others. Challenges do not daunt me-- I am inspired to find solutions. I bring expertise in marketing, strategic planning, relationships, team management, technology, corporate social responsibility, and community engagement. If an organization is looking for solid strategies, detailed planning, team cohesion, fresh ideas, well- communicated value, relationships and referrals, and of course building business value through social value, I can significantly contribute to those goals. Why does Francesca work? To build business value through social value
- 13. Meet Roy Why didRoy join the Y Scouts talent community? You are different. Your platform makes sense, your objectives are clear. That being said, I am seeking my "Y" and throughout my search I've seen various forms of recruitment and job search sources but yours is different. I feel the Y Scouts Talent Community looks like it could be a tremendous resource in helping me find the unique, purposeful fit I seek. I am absolutely looking for that intersection of passion, purpose and work. When I heard about Y Scouts from a colleague I was immediately interested in learning more. Here I am... Why is Roy a great candidate? Well, I'm different. Not your ordinary, run-of-the-mill business development, communications or marketing executive or business manager. I've experienced diverse industries, companies and organizations, from consumer to security, from business to political. I'm entrepreneurial, mission-oriented and bring a versatile skill set that includes strategic, creative and collaborative abilities. I enjoy a challenge and love rolling up the sleeves, leading or being a part of a team. I want to make a meaningful contribution by engaging my skill set, experience and vision within an organization that in and of itself is making a contribution towards....something. Bettering humanity? Securing our communities? Developing leadership? Helping others succeed? It could be a number of missions (business or non- profit) that inspire me to engage and dedicate. I think possessing the desire to contribute towards a mission is a primary reason an organization would want me on their team. Most critically, I will bring a dedicated effort and passion to the given mission. Loyalty to the organization, team and the mission. Why does Roy work? Originally it was to earn a million dollars but now it's to create impact, make a difference and to help others in any number of ways..
- 14. Pleasure Engagement Meaning Pursuit of pleasure,engagement, and meaning: Relationships to subjective and objective measures of well-being, Stephen Schueller & Martin Seligman, 2009
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- 21. Purpose Matters. NowWhat?
- 22. Implications for Youand Your Business 1. What’s Your Why? 2. How can you help others find and pursue their purpose? – Your employees – Your new hires 3. How can you develop and focus your managers and employees on their strengths?
- 23. Building Your Foundationon Purpose Purpose Discovery Promise Making Alignment of Strengths (Mngt & Employee Development) Phase I DISCOVERING Phase II PROMISING Phase III LIVING Alignment of Practices (Hiring, Evals, Rewards, …) New Hires
- 24. Recruiting on Purpose 1.Advertise opportunities by starting with Purpose (Share Your Why) 2. Leave room in your job ads for candidates to engage – let them ‘own’ the role 3. Leverage scientific assessment tools to help define success
- 25. Brian Mohr – brian@yscouts.com –480-374-7104 direct – @brianmohr – @Yscouts – www.yscouts.com
Editor's Notes
- #3 In one sentence, please write down why you get up to go to work everyday (not for the paycheck)? – provide a few minutes- Was this difficult, and was this the first time you’ve truly thought about this question?Does your purpose drive you every single day?Do you think this same purpose drives the majority of your employees every day? Do you know why your employees come to work each day?
- #4 Industrial Revolution (1760 – 1840)Started in Britain and spread to western Europe and USBoth adults and children workedHiring blue-collar workers relied on employee referrals, specifically through family networks On-the-job training rather than reliance on educationWhite-collar firms worked differently - they relied on high-school education rather than on on-the-job training, getting trained workers at zero costScientific ManagementIn 1909, Frederick Taylor published “The Principles of Scientific Management” in which he proposed that by optimizing and simplifying jobs, productivity would increaseTaylor's four principles:Replace working by "rule of thumb," or simple habit and common sense, and instead use the scientific method to study work and determine the most efficient way to perform specific tasks.Rather than simply assign workers to just any job, match workers to their jobs based on capability and motivation, and train them to work at maximum efficiency.Monitor worker performance, and provide instructions and supervision to ensure that they're using the most efficient ways of working.Allocate the work between managers and workers so that the managers spend their time planning and training, allowing the workers to perform their tasks efficiently.Bureaucratic and Administrative ManagementMax Weber (1864-1920) was a German sociologist who approached management by focusing on organizational structure, dividing organizations into hierarchies with clear lines of authority and controlWork specialization and division of laborAbstract rules and regulationsImpersonality of managersHierarchy of organization structureMax Weber (1864-1920) was a German sociologist who approached management by focusing on organizational structure, dividing organizations into hierarchies with clear lines of authority and control. This meant that managers were given “legal authority” based on their position in the organizational structure, to enforce rules and policy.Weber’s bureaucratic system helped large organizations to function in a more stable, organized and systematic manner. However, by doing away with personality based or charismatic leadership, individuality and creativity is often sacrificed. Bureaucratic leaders and workers are required to obey rules and do only what they are told. The result is that these leaders seldom think “outside the box” and therefore find it very difficult to adapt to changing environments and new challenges.Human Relations ManagementElton Mayo (1880-1949), a Harvard professor who proposed that managers should become more “people-orientated”“Logical factors were far less important than emotional factors in determining productive efficiency”Use social groups and “group pressure” as opposed to organizational structuresRevolutionized the role of managersElton Mayo (1880-1949) was a Harvard professor who proposed that managers should become more “people-orientated” (Smit & Cronjé, 2002, p43). Conducting experiments on conditions in the workplace and incorporating the well-published findings of the Hawthorne Studies, Mayo declared that “logical factors were far less important than emotional factors in determining productive efficiency” (George, 1968, p129). He concluded that participation in social groups and “group pressure”, as opposed to organizational structures or demands from management, had the strongest impact on worker productivity (Smit & Cronjé, 2002, p43).Mayo’s findings once again revolutionized the role of managers in organizations. The work performed by individuals has to satisfy their “personal, subjective” social needs as well as the company’s productive requirements. He and other proponents of this movement therefore called for managers to “accept a new role” in their relationship with workers; develop a new concept of authority; and help foster a new social order in the workplace (George, 1968). In practice managers were encouraged to consult workers about change, take note of their views, and to show concern for their physical and mental health (Wren, 2005, p. 293).NEO CLASSICAL THEORY — HUMAN RELATIONS APPROACH This school of thought developed between 1920s to 1950s felt that employees simply do not respond rationally to rules, chains of authority and economic incentives alone but are also guided by social needs, drives and attitudes. Hawthorne Studies at GEC etc., were conducted then. It was quite natural that in the early phases of the industrial revolution, the emphasis was on development of techniques and technology. The attention to the human factor was the salient aspect of this school of thought. This attention was to serve as a precursor to the development of behavioural sciences.Operations Management / Management ScienceApplication of statistics, optimization models, information models and computer simulations to achieve organizational effectiveness.Three main branches:Management Science (It stresses the use of mathematical models and statistical methods for decision-making.) SIX SIGMAOperations Management (It deals with the effective management of the production process and the timely delivery of an organization’s products and services. LEANManagement Information Systems. (Management information systems focuses on designing and implementing computer-based information systems for business organizations.)http://www.strategicleadershipinstitute.net/news/the-historical-evolution-of-management-theory-from-1900-to-present-the-changing-role-of-leaders-in-organizations-/
- #8 TRANSITION:Many of usdon’t trust our managerorthecompanyweworkfor. Ourworkenvironmentdoesnotengageus, letalonestimulateourcreativethinking.And thiscarriesoverdirectlytothe performance and success of ourselves, and thecompanyweworkfor.So whatismissing? Wethinkitis PURPOSE. Letustellyouwhy.
- #9 TRANSITION:Many of usdon’t trust our managerorthecompanyweworkfor. Ourworkenvironmentdoesnotengageus, letalonestimulateourcreativethinking.And thiscarriesoverdirectlytothe performance and success of ourselves, and thecompanyweworkfor.So whatismissing? Wethinkitis PURPOSE. Letustellyouwhy.
- #15 Pleasure, engagement, and meaning are alluniquepredictors of individuals’ well-being. Weexploredtherelationshipbetweenthepursuit of each of thesepathways and well-being. Participants (N = 13,565) visited a website and completed a measureabouttheirorientationtowardpleasure, engagement, and meaning as a pathwaytohappiness as well as measures of subjective and objectivewell-being (OWB). Allthreepathwayscorrelatedwithhigherlevels of subjectivewell-being (SWB). Pursuingengagement and meaning, however, were more stronglyrelatedto SWB thanpursuingpleasure. Objectiveindicators of well-being, includingmeasures of occupational and educationalattainment, displayed a similar pattern, withengagement and meaningpositivelyrelated, whereaspleasurewasnegativelyrelated. Althoughtheseresults are merelycorrelational, itsuggeststhatengaging and meaningfulactivitiesmayhavestrongerinfluencesonwell-beingthanpursuingpleasure.
- #23 What is YOUR purpose? What are YOU passionate about? (start with yourself)Fulfillment comes from serving, from givingWhat will you do with what has been given to you (your income, influence, talents) (Rick Warren)What difference am I making to people around me (who am I helping)? (Clay Christianson: How will I measure my life?)2. Employees Instill discussions about purpose and passion – start with your managersAs HR, you are the casting directors – get close to people so you can help get the right person in the right roleThis INCLUDES taking people out that don’t fit the purpose or values and needs of the companies2.New HiresThe values and purpose of a person are not visible on LinkedIn or the resume. Need to incorporate this into your interviews or hire Yscouts to help you with your search.3. Strengths – see next slide. Remember the Engagement Pathway to Well Being (Seligman)
- #24 From interviewing companies that pursue Purpose we learned:I. Discovery – It can take and evolve over a several years before it’s “born”