Strategic Workforce Retention & Developmentservice.clearservice.com/brennan/campaignimages/1/... ·...
Transcript of Strategic Workforce Retention & Developmentservice.clearservice.com/brennan/campaignimages/1/... ·...
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Strategic Workforce Retention & DevelopmentTalent Management in Turbulent Times
www.HiringSmart.ca
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80% of the workforce is in some stage of
disengagement from their work
We have a Dismal Record
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Only 14% of the workforce is in a role that draws from their strengths most of the time
We have a Dismal Record
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94% of senior HR Professionals surveyed assert that their current workforce is
unprepared to deliver on company goals and meet business challenges
We have a Dismal Record
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Funny Thing…
The issues and challenges facing HR Managers haven’t changed much in over half a century…
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Funny Thing…
Neither has the hiring process…
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Strategic Workforce Retention & DevelopmentTalent Management in Turbulent Times
www.HiringSmart.ca
Agenda
Three Bold Statements
Strategic Workforce Development
Harnessing the Chain Reaction
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Strategic Workforce Retention & DevelopmentTalent Management in Turbulent Times
www.HiringSmart.ca
Agenda
Three Bold Statements
Strategic Workforce Development
Harnessing the Chain Reaction
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Three Bold Statements
1. We’ve been measuring the wrong things. (and actually perpetuating our problem in the process)
2. We have to learn to fish where the fish are. (they’re not where Grandpa used to find them)
3. Résumés are dead. (sorry, but they are)
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1. We’ve Been Measuring the Wrong Things…
Our First Bold Statement:
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Talent Management: Measuring what Matters
Turnover
Customer Satisfaction
Profit
Productivity
Yield
Waste
Cost
ROIEBITDA
Sales
Earnings
Headcount
Fit with Manager
Fit with the Job
Fit with the Team
Fit with Company
ENGAGEMENT
Trailing IndicatorTrailing IndicatorLeading Indicators
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Gather the right data
Learn as you go
Make the necessary adjustments
Engage the Knowledge Chain Reaction
Where to Begin?
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2. We Have to Learn to Fish Where the Fish Are…
Our Second Bold Statement:
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The game has changed…
What is your attraction strategy?
How many attraction strategies do you have?
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Do you think they read Ads?
Yeah, Right!
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So… Where do they get their Info?
Web 2.0 plus
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The Prize for most innovative idea...
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Web Presence is Crucial!
If they can’t find
you online…
They won’t find
You.
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Everyone is Do’in It!
50% of Canadians
Average of 140 “friends” Business/professional
2x / 3 months
73% of all Canadians over 18
91% - Income over $95,000
47% - Income under $24,000
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Where are Yesterday’s Classifieds Today?
Over 2M unique visitors every month
• Over 9B page views/month
• 30M unique visitors
• 9th place overall in N.A.
• Over 2M new job listings/month
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You have to Give to Get
When you build your employment brand in Social Networks and online communities, you
Reach people you’ve never met beforeExpand the reach of your brandBecome part of the conversation
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3. Résumés are Dead…
Our Final Bold Statement:
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Attracting the Right Pool of Talent
… it’s more important than ever
before to do the unconventional
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Whom are you Reaching?
•Active – Those actively seeking new opportunities?
•Passive – The minority who are fully engaged?
•Poised – The majority who are moderately disengaged but not looking?
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Why Target the Poised?
• Typically better performers
• Typically more loyal
• Typically have better relationships at work
… but they typically don’t read the job ads or have a current résumé.
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Three Bold Statements
1. We’ve been measuring the wrong things. We need to learn to lead with Fit and Quality Measures
2. We have to learn to fish where the fish are. Building relationships online is crucial to attraction
3. Résumés are dead. They block your access to talent and fit
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Strategic Workforce Retention & DevelopmentTalent Management in Turbulent Times
www.HiringSmart.ca
Agenda
Three Bold Statements
Strategic Workforce Development
Harnessing the Chain Reaction
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Strategic Workforce Development
1. Environmental Scan
2. Current approaches to Workforce Planning
3. Integrating Fit into our HR Processes
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Environmental Scan
In North America we are going to have more jobs than we will have people to fill them.
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3030Source: Employment Policy Foundation analysis and projections of Census/BLS and BEA data.
Millions of People
Expected Labor Force and Labor Force Demand
0
50
100
150
200
250
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
Labor Needed
Labor Available
The Lines Are Crossing: A Growing Shortage of Workers
140142144146148150152154
2004
2005
2006
2007
2008
Environmental Scan
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Environmental Scan
The population is aging significantly
Growth in the working age population has declined
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32
In 2000, A Fairly “Young” World ...
Under 5% 5% to 12.4% 12.5% to 20% Above 20%
Source: U.S. Census Bureau
Percent of Population Age 60+ 2000
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33
... Rapidly Aging by 2025
Source: U.S. Census Bureau
Under 5% 5% to 12.4% 12.5% to 20% Above 20%
Percent of Population Age 60+ 2025
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3434
Screeching to a Halt
-50%
0%
50%
100%
150%
200%
Source: Deloitte Research/UN Population Division (http://esa.un.org/unpp/) It’s 2008: Do You Know Where Your Talent Is? Why Acquisition and Retention Strategies Don’t Work, p.6
Mexico Brazil India China South Australia Canada US Netherlands Spain France UK Russia Italy Japan GermanyKorea
1970-2010 2010-2050
Growth in the Working-Age Population
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Workforce Challenges
There are also “Generation Gap”issues that challenge your employees’ability to work together effectively
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Relationships are Broken
Research indicates that 85% of employees leave their job due to conflicts in the supervisor-employee relationship.
Executives were found to spend a minimum of one month per year dealing with personality conflicts
Source: Robert Half International
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Lack of depth is crippling
Average time on the job for people under 35 is less than 3 years
75%-85% of workers (under 35) expect to be employed by a new company within 12 months
1/3 of all people under 35 are in their first year of employment with their employer
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The Case for Strategic Workforce Planning
These statistics are not isolated or temporary…this is the new “normal”
“Riding it out” is not an option – the spoils will go to those who act
Let’s look at a framework for Strategic Workforce Planning
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ENGAGE
YOURCOMPANY
IDENTIFY(Scan the Environment)What do you have?What do you need?
Now & Future
Basic Strategic Workforce Planning Matrix
LEADERSHIP PIPELINE
(Bench Strength)
TRACKING
RETENTION
MEASURE RESULTS
(ROI)
ATTRACT/ACQUIRE
DEVELOPHow, Where, Who
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Workforce Development Framework
1. Understanding employee fit /compatibility in current job
2. Understanding motivation and stress/conflict behaviors and
adapting to change
3. Optimizing working relationship with their
direct supervisor
4. Optimizing relationship with their work teams
5. Optimizing their leadership skills Employee
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Workforce Planning Methodology
Begin with taking a current “Inventory”:
Using an Excel type spreadsheet, compile some information on your total employee base:
• Include name, position (job title), Mission critical/not, length of service, current age, department…
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Workforce Planning Methodology
Other information could include:
• Senior Management/ Management/Supervisory?
• Exempt, non-exempt?
• Training and certificates
• Positions Held
• Promotable or not?
• Any other useful information…
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Workforce Planning Methodology
Factor in Performance History:
1 = Top, Solid Performer
2 = Good on the job
3 = Improvement in performance would be helpful
4 = Marginal performance
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Workforce Planning Methodology
What could this kind of information be used for? Things like:
• Proportion of workforce over 60
• Bench strength (succession planning)
• Distribution of performance
• Scan across departments, managers
• Many other applications…
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Superior Producers
Top 16%
Average Producers
Middle 68%
Poor Producers
Bottom 16%
A Different View of Performance
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Why does this matter?Unskilled / Semi-skilled
• ‘Average’ workers output = 19% more than ‘Non-producers’• ‘Superior’ workers output = 19% more than ‘Average’• ‘Superior’ workers output = 38% more than ‘Non-producers’
Skilled
• ‘Average’ workers output = 32% more than ‘Non-producers’• ‘Superior’ workers output = 32% more than ‘Average’• ‘Superior’ workers output = 64% more than ‘Non-producers’
Management / Professional
• ‘Average’ workers output = 48% more than ‘Non-producers’• ‘Superior’ workers output = 48% more than ‘Average’• ‘Superior’ workers output = 96% more than ‘Non-producers’
Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings”
Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.
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Imagine yours is a small company with…
50 Unskilled / Semi-skilled Workers
25 Skilled Workers
10 Managers
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X 0.19 =
Average Salary?
Your cost per ‘Average’
# in this category
X = Unskilled
Skilled
Total Exposure if all ‘average’ (total i + ii + iii)
(i)
Manage’t
X 0.32 = X = (ii)
X 0.48 = X = (iii)
= (iv)
Cost of ‘Average’ vs. ‘Superior’ Performers
Your cost if all in this category ‘average’
$20,000 $3,800 50 $190,000
Percentage of salary investment at risk =
$40,000 $12,800 25 $320,000
$60,000 $28,000 10 $280,000
$790,000
30%
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Fit as a Prerequisite of Performance
1. Understanding employee fit /compatibility in current job
2. Understanding motivation and stress/conflict behaviors and
adapting to change
3. Optimizing working relationship with their
direct supervisor
4. Optimizing relationship with their work teams
5. Optimizing their leadership skills Employee
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Working from Fit changes everything…
Placing your hiring process online and basing your systems on data
about the four key aspects of fit changes
How you InterviewHow you Assess Candidates, andHow you manage your Talent
…it even changes the things that make you twitch!
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Changing how you Interview
In the first interview, the candidate is in the driver’s seat like never before…
They choose the time and placeThey choose the job(s) they wishThey decide to continue in the process or not
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Changing how you Interview
For your part, interviewing for fit means learning some new tricks
Written and oral – different pathways, different information
Tertiary interview questionsUnderstanding the Big Three factors that
distinguish top performers from the rest
How they learnHow they accept responsibilityHow they use their sense of humour
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Results
Behaviors
Beliefs
Attitudes
Changing how you Interview
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“WHO” FactorsAttitudes ExperiencesValues Learning StyleBeliefs Thinking StyleParadigms MotivatorsFilters Fears
“HOW” FactorsRelationships TeamingApproach to work Communication Problem Solving RespectEngaging Others ListeningHumour Diffusing Conflict
“WHAT” Factors
ExperienceCredentialsEducationAccomplishments Performance
Candidate
Changing how you Interview
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Attitudes drive the behaviors… which drive outcomes. We unearth candidate attitudes:
Towards styles of supervision
Towards types of work
Towards types of customers and coworkers
Towards integrity, reliability, work ethic
Interviewing for what matters…
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Assessing for Fit
In looking at any range of performance, what could explain why you have some “top performers” and some “marginal performers”?
The main variables of performance relate to fit (remember Engagement and ROI)
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Assessing for Fit
Understanding distortion is critical
Must measure what mattersHighlight differences between top performers and others
Must allow easy contrasting of individual to role/others
No such thing as pass/fail
Toolbox must cover all four aspects of fit
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Profile XT
Window to who the person is… ‘core’ aspects of hardwiring that do not change appreciably over time
It is a Normative tool
Suitable from pre-hire through termination
Covers Fit with Job, Manager and Team
Full suite of reportsPlacement
Coaching
Career Planning/Succession Planning
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Thinking Style
Occupational Interests
Behavioral Traits
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Enterprising
Financial/Admin
People Service
Technical
Mechanical
Creative
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Profile XT
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PXT Job Summary Graph
• One-page graphical summary of candidate vs. position
• All critical information
• For experienced users
• Useful in multi-candidate reviews
• Quick overview of current staff
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PXT Succession Planning Report
• One candidate vs. multiple positions
• Percentage match
• For succession planning, promotion, career planning uses
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Layering in Style
Window to how the person is acting… aspects of personality that do reflect the environment
Not for pre-hire – best for understanding relationships with Manager and Team
Measures:• Productivity• Quality of Work• Initiative• Teamwork• Problem Solving• Ability to Change
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Profiles Performance Indicator
Yields critical information:
• Response to job related stress and conflict
• Reviews whether an individual tends to be self-motivated or requires external motivation
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Aspects of Culture Fit
Step One Survey:
• Prehire tool only
• Measures attitudes towards Integrity, Reliability, Work Ethic and Substance Abuse
• Generates scores and personalized interview guide
• Helps you understand who you are attracting and keeping
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Aspects of Culture Fit
Customer Service Profile:
• Checks alignment in current culture and in new hires
• Measures attitudes towards key aspects of customer service philosophies
• Five different industry-specific versions
• Generates training plan for each individual and for the organization
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Growing your Leaders
One of the early questions was “are your mission critical positions secure?”
In other words, “How’s your Leadership Pipeline?”
One of the best processes for Leadership Development is 360 degree feedback – but only if it’s done right!
Fosters continuous improvement to make today’s leaders better and to prepare the leaders of tomorrow
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Gap Analysis
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Leadership 360 Process
Individual Development Plan is developed
After a time frame, another Checkpoint is done, improvement noted, and new objectives established
Organizational Management Analysis creates an Organizational Development Plan and a summary of training needs
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Review
A careful approach to Workforce Planning will yield:
Improved Retention
Improved Productivity
Higher Engagement
Reduced Turnover
Greater Working Synergy
INCREASED PROFITS
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Review
Investing in taking an inventory and building a plan will give you one of the most significant returns on investment that you can make today
Engaged people will always compensate for flawed processes and adapt to carry your business through difficult times… no process will ever compensate for disengaged people!
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Strategic Workforce Retention & DevelopmentTalent Management in Turbulent Times
www.HiringSmart.ca
Agenda
Three Bold Statements
Strategic Workforce Development
Harnessing the Chain Reaction
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The Knowledge Chain Reaction
(1) Know how to attract better candidates
Learn what’s working (and not) with your current hiring processUncover where your best candidates are coming fromUnderstand how to attract the right talent
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(2) Know who you’re hiring
Start measuring what matters – “who” the candidate really is and “how” they will perform in the jobCollect more relevant information about candidates before they come in for an interviewMake it easier for managers to make better hiring decisions
The Knowledge Chain Reaction
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(3) Know what makes a good fit
Discover why some people fit and others don’t Begin selecting all candidates based on fitLearn how to best support new employees and set them up for success
The Knowledge Chain Reaction
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(4) Know how to engage your existing people
Apply what you’ve learned about fit to existing employeesBegin matching each employee with the right job and the right team Become better equipped to address the underlying issues impacting performance
The Knowledge Chain Reaction
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(5) Know how to create the right culture for success
Create a more engaged workforce focused on helping you achieve your business objectivesLearn to harness employee strengths so you can increase organizational capacity Turn your people into a competitive advantage
The Knowledge Chain Reaction
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Summary
Three Bold StatementsMeasure what matters
You need to fish where the fish are
Résumés are dead
Strategic Workforce PlanningWeathering the storm is not a strategy
Taking inventory and building a plan is not hard
Fit gives you the critical handles to secure consistently superior results
Harnessing the Chain Reaction
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Thank You!
For further information, or to receive a copy of this
presentation, please contact us
HiringSmart(800) 513-7277