How to Attract, Hire and Retain the Highest Caliber

Workforce

Presented by:Leslie Askanas

Askanas Human Resources Consulting

Overview Recognize generational differences Why people leave a job Agency culture – what is it? Where to advertise Evaluate your Senior Management team Attract and recruit the right people Know your competition Retention strategies

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Generational Impact on Organizations

Human Resources management will become a critical success factor as organizations have to focus on: Recruitment Retention of employees of all ages Succession planning Work-life balance Career development

Why do we need to be aware of Generational Differences? We have four generations in the

workforce at the same time with different values

Need to understand key generational differences in order to both attract and retain good employees

The Veterans/Pre-Baby Boomers

1922 - 1946

Core Values: Self sacrifice Black and white world view Traditional

Work Values: Loyalty Dependability Persistence Hard Working Authoritarian

Baby Boomers1946 - 1964

Core Values: Optimist Entitlement Self-fulfillment Non-conformist

Work Values: Workaholic Acceptance of stress Team-oriented Importance of title Demanding of respect and sacrifice from sub-ordinates

Generation X1964 - 1982

Core Values: Comfort with technology Adaptive to change Non-traditionalism Acceptance of diversity Confidence Immediate gratification

Work Values: Working within system Sacrifice personal life for advancement (although strive for

balance) Insecure Desire to be recognized

Generation Y1982 -

Core Values: “Street Smart” Adaptive to change Optimistic Expect diversity Knows how to network

Work Values: Independence and autonomy Challenge seeking Variety seeking Entrepreneurial Distrust of authority Continuous development of skills Lack of loyalty Work-life balance Fun

Why People Leave A Job 80%-90% of management leave

their job for reasons NOT related to money

Key Reasons The job itself Their manager The work environment Advancement opportunities

Why People Leave A Job-Con’t Culture and reputation Effective leadership

Why People Leave A Job(Korn/Ferry International Survey – April 2006)

What could be improved to make it attractive to stay?

Empowering employees to make decisions 42%

Creative advancement and career development opportunities (for middle management make tiers) 32%

Better work-life quality 16%

More attractive compensation packages 6%

Create Value

Align People Processes

Enlighten Leadership

Develop Excellent Managers

Establish a Culture of Excellence

Agency Culture – What is it? Personality of the agency Expressed in the architecture,

interior, design of office, what people wear to work, and how people communicate

It is how titles are utilized Culture is shaped by the agency’s

leaders and senior managers

Employee Needs Within the Corporate Culture

The need for trust The need to feel competent

Indicators of Culture Whether conflict is addressed directly,

indirectly, or ignored Training, continuing education, and

skills development programs available to workers

How much and how often senior managers interact with employees

How information is shared – in writing, in person, electronically, by phone, or during meetings

How do you Assess your Current Culture

Answer the following questions What 5 words describe your agency? Who gets promoted? What behaviors are rewarded? Who fits in and who doesn’t?

Evaluate Your Senior Management Team

Does management pay attention to and reward the strongest employee’s?

Does management know the talent within your organization?

Are your managers managing everyone the same way?

Evaluate Your Senior Management Team Con’t

Questions to consider: Does management promote or discourage

innovation and risk taking? Does management reward employees for

coming up with new ideas and challenging old ways of doing things or punish them?

Do nonconformists fit in or do they get pushed out?

Is change normal in your agency or do managers protect the status quo?

Advertisement In-house career site Employee referral Internet recruitment

Professional networks Professional nonprofit recruiters Newspapers – Least effective

Attract and Recruit the Right People

Pitch your mission Discuss the culture in your agency

Know your benefits Look for qualifications and potential

Research the going rate Go the extra mile Ask the right questions

Know Your Competition

What does your competition offer that you don’t?

What do you offer that your competition doesn’t? Flexibility Training – Professional development

What Sets your Agency Apart from the Competition

Work environment Training – Professional

Development Know your benefit package What involvement does your

agency have in the community?

What Most Candidates Are Looking For

Opportunity to help people Benefit package Challenging work Learning new skills Opportunity for advancement Motivated by public and personal

recognition Competitive Salary

Create a Formal On-Boarding Process

Start retaining from day one – first impressions count Clear job descriptions What are the objectives of the job? How do the objectives relate to the

goals of the organization? Conduct post interviews

Retention Strategies Positive (friendly) work environment Involve in plans and decisions Solicit their ideas and opinions Create opportunities for employees to learn

and grow Actively listen to employees concerns Share information promptly, openly and

clearly Include management in decision making

Retention Strategies Con’t Celebrate successes and

milestones reached Praise publicly and in private

Reward outstanding performance Make job as challenging as

possible and ensure staff have tools to do their job Communication

Retention Strategies Con’t Reward/Compensate

Offer a competitive benefits package Link pay to performance Consider non-cash awards and

incentives Promote from within if possible

Conclusion

Remember that most people who work in the nonprofit sector do so to make a difference. Take the time to remind your employees what they are working so hard to achieve and thank them, on a regular basis, for their contributions to realizing that goal.