Copyright University of Reading

RECRUITMENT & RETENTION OF STAFF

“ATTITUDE IS EVERYTHING!”

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Keith A. Hill –Associate Director of Technical Services, University of Reading

KEITH HILL!

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•8 years in Higher Education, 8 in Housing

•Specialist Advisor to the NTDC

•Has an appalling cat

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YOUR OWN ORGANISATION

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•Follow your own organisation’s policies and procedures

•Take up any available training on recruitment and selection

TOP SECRET RECRUITMENT TRAINING

• Don’t get sued

• Don’t get sued

• Don’t get sued

• Don’t get sued

• How to use the online system

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DISCRIMINATION

• Recruitment is a discriminatory practice.

• the unjust or prejudicial treatment of different categories of people, especially on the grounds of race, age, sex, or disability.

OR

• recognition and understanding of the difference between one thing and another.

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DESIGNING A GOOD JOB ADVERT

• Basic information – probably prescribed by your organisation

• Title

• Salary

• Location• Overview of duties and level of responsibilities

• Only key factors

• Be welcoming

• Be succinct

• Sell your organisation• KNOW YOUR AUDIENCE

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THE UNSPOKEN DIVERSITY

• Diversity is important to a staff team – but why?

• Diversity of thought and of approach!

• Shortlist a variety of candidates, not a series of clones

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BAD BETTER

Knowledge of theoretical organic chemistry

Knowledge of theoretical and practical chemistry

Knowledge of theoretical inorganic chemistry

Experience of working in an educational environment

Knowledge of chemical laboratory equipment, setup and maintenance

Analytical and problem-solving skills

PROPER PREPARATION…• 30-45 minutes per candidate

• Put your candidate at ease

• Start by giving them information about the role and the organisation

• Explain the interview structure and what is expected of them

• Reinforce that they should take their time, thinking is good, and it’s totally OK to ask that question to be repeated or ask for clarification

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ALL THE RIGHT QUESTIONS• Plan questions in advance

• All candidates get the same questions

• Follow ups, clarifications are acceptable

• Know what the right answers are

• Don’t replicate the application process

• It’s OK to steer and prompt, but note that you did so

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KINDS OF QUESTIONS• Open questions

• Not “Can you?”, instead “Tell me about?”

• Examples from your experience• ‘Experience’ - not career

• Why are you here?

• “What attracted you to the role?”

• Scenario questions

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BAD BETTERSo what did you study in your degree? What are some of your skills and how

will they benefit our department?

Are you a good team player? Can you give an example from your experience where teamwork was important and what you did as part of that team?

It’s pretty full on around here, are you sure you can handle it?

What are some of the challenges of working in a high pressure workplace, and how can these be managed?

What’s your greatest weakness? Are there any areas you feel you will need support in, or need to develop in order to fulfil this role?

THE BIG DECISION• Opportunity for applicant to ask questions

• ‘When will I hear from you?’

• Follow any scoring systems or other procedures set down by your organisation

• Making the offer is the final chance to ensure everyone is happy

• Maintain accurate notes in professional language

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WHY RETENTION?

• Recruitment is time consuming

• Recruitment costs money

• Training and induction costs time and money

• Possible morale consequences

• Your values and organisational culture are embedded in your team members

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STAFF RETENTION

•Why do staff leave?

•Why do staff stay?

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REASONS FOR LEAVING• Salary and other benefits

• Lack of training and development

• Dissatisfaction with other staff

• Lack of appreciation/esteem

• Lack of career progression

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REASONS FOR STAYING• Well rewarded

• Challenging and interesting work

• Trusted and empowered

• Valued and involved

• Promoted

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REASONS FOR LEAVING REASONS FOR STAYING

Well rewarded Salary and other benefits

Lack of training and development

Dissatisfaction with other staff

Lack of appreciation/esteem Trusted and empoweredValued and Involved

Lack of career progression Promotion

Challenging and interesting work

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REASONS FOR LEAVING REASONS FOR STAYING

Well rewarded Salary and other benefits

Lack of training and development Good development opportunities

Dissatisfaction with other staff Friendly workplace with good communication

Lack of appreciation/esteem Trusted and empoweredValued and Involved

Lack of career progression Promotion

Bored Challenging and interesting work

MONEY MAKES THE WORLD GO ROUND

• May be difficult within a large organisation

• Other ways to financially reward• Lump sum award

• Celebrating success vouchers

• Accelerated increment

• Annual pay increments

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NEVER NOT GETTING BETTER• Training and development motivates some, but not all staff

• For new staff and staff early in their career, the basics come first

• Consider:

• the needs of your team/organisation

• possible future developments

• the interests and aspirations of your team member

• Could there be an internal opportunity?

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TEAMWORK MAKES THE DREAM… SOMETHING• Challenge disagreements, discreetly and sensitively

• If you need to, your HR partner can help you with advice on bullying or harassment

• Could be an issue with a lecturer or researcher

• A ‘technical family’ helps

• Is the problem ‘you’?

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PRIDE AND JOY• Technical Networks via the NTDC and HEaTED

• Encourage your organisation to sign up to the Technician Commitment

• Two of its four pillars are Visibility and Recognition

• Professional Registration

• IST’s RSciTech, RSci and CSci statuses

• New Registered Creative Industries Practitioner

• Fellows of Higher Education Academy

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UP AND UP THE ZIGGURAT• Ensure there is a visible path for advancement

• Identify candidates interested in promotion

• Support this, including proactive management training• Greater responsibility

• Possible secondment to other teams

• Identify those interested and present opportunities

• Might lead to staff leaving

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BOOOOORING…• Sadly some repetitive tasks are unavoidable

• Try to break up repetitive tasks with other duties.

• Reward achievement with engagement in other areas

• Depends on individual tastes

• Encourage input into planning and development

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AND FINALLY…

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FAILURE IS RELATIVE• Staff will leave

• They hay have always intended to use this as a stepping stone

• Retirement, ill health, changes of circumstance

• But learn through exit interviews

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BREAKOUT

• Group 1 – Recruitment –One thing you could do differently, stop doing or start doing, to improve recruitment

• Group 2 – Retention –One thing you could do differently, stop doing or start doing, to improve staff retention

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