building your team: finding, getting, and keeping the employees you need for business success
TRANSCRIPT
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Building Your Team: Finding, Getting, and Keeping the Employees You Need for Business SuccessCourse # -Build_BP17
Phyllis G. HartmanApril 5, 2017
Build Pittsburgh 2017David L. Lawrence Convention Center Provider #: A217
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Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.
This course is registered with AIA
CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner ofhandling, using, distributing, or dealing in any material or product._______________________________________Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.
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This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the
presentation without written permission of the speaker is prohibited.
PGHR Consulting, Inc.
© PGHR Consulting, Inc.
Copyright Materials
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W e a r e f i n d i n g t h a t w e a r e l i v i n g i n a V U C A w o r l d ( v o l a t i l e , u n c e r t a i n , c o m p l e x , a n d a m b i g u o u s ) , a n d k e e p i n g t h e b e s t t a l e n t f o r o u r b u s i n e s s e s s e e m s a t t i m e s i m p o s s i b l e . J o i n u s f o r a d i s c u s s i o n o n t h e h i r i n g a n d r e t e n t i o n c h a l l e n g e s w e f a c e a n d l e a r n e f f e c t i v e s t r a t e g i e s f o r b e t t e r r e s u l t s . T h i s c o u r s e w i l l e x p l o r e a p p r o a c h e s t o f i n d i n g a n d r e c r u i t i n g t h e c a n d i d a t e s y o u n e e d a n d t o e s t a b l i s h i n g a s e l e c t i o n a n d h i r i n g p r o c e s s t h a t z e r o s i n o n t h e b e s t c a n d i d a t e . T h e c h a l l e n g e s f a c e d d u e t o c o m p e t i t i o n a n d i f y o u a r e a s m a l l e r e m p l o y e r , a s w e l l a s l e a r n i n g h o w t o r e a c h y o u n g e r p r o f e s s i o n a l s w h o w a n t d i f f e r e n t t h i n g s f r o m a n e m p l o y e r a l s o w i l l b e c o v e r e d . P a r t i c i p a n t s w i l l l e a r n s t r a t e g i e s f o r r e t a i n i n g a n d d e v e l o p i n g y o u r m o s t v a l u e d s t a f f s o t h a t y o u d o n ' t n e e d t o f a c e c o n s t a n t r e c r u i t m e n t c o s t s .
Course Description
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Learning Objectives
1. Apply methods for attracting the best candidates for your company
2. Develop a toolkit of resources that can be applied to selecting the right candidates
3. Utilize strategies for hiring and on-boarding the individual you want so that you can develop good internal hiring processes
4. Utilize information on the latest strategies for retaining employees
At the end of the this course, participants will be able to:
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The Employment Relationship
From command & control to partnershipEmployees are “consumers” Glassdoor ,
Great Place to WorkEmployment brand – employee focus
Organizations that invest in employer branding are three times more likely to make a quality hire
Source: Brandon Hall, The True Cost of a Bad Hire, September 2015
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Why would people want to work here?
An employment brand “communicates who the company is, what it stands for, how people get things done, and how the company is differentiated from competitors” – Libby Satrain, Yahoo, Brand from the Inside
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Use Your Brand to Recruit
https://www.youtube.com/watch?v=iSSMZgo1640&index=5&list=PLoo0Uc8JcKK9gJCJuFQo7FutRAEMXmOUE
Royal Philips Electronics – makes defibrillators – “work for a company that touches people’s lives”
Ernst & Young – “Whenever you join, however long you stay, the exceptional EY experience lasts a lifetime”
Gensler – “Make your mark”
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Create a posting
Job title – clear, simple ideas Zip Recruiter https://www.ziprecruiter.com/
Succinct – 60% read on mobile device
Complete/honest
Gender neutral – 42% better responses
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Internal Sources
Post
Database - skill, knowledge, ability, proficiency
Cross train Gives you flexibility now! Keep people engaged less plateaued
Employee referrals
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Where do candidates look?
Websites of organizations they have interest in 77%
Referrals from current employees - 71%
Suggestions from family members or friends - 68%
Online job sites - 58%
Gallup
Make visible, include employment brand
Encourage them
Internal postings
Use the most effective
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Internet postings
Specific vs. large/generalFree - Careerlink, Social Service, Professional
Orgs.LinkedIn Career – Lite/Corp/advanced people
searchGroups (LinkedIn, Yahoo, Google+)Reviews (Glassdoor, Vault, Great Rated!)Facebook 1.8 million users
Small/local Company page New FB Jobs page -
https://resources.workable.com/tutorial/how-to-post-a-job-on-facebook
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Other tactics
PartnershipsVolunteer speaker Teachhttps://www.collegerecruiter.com/Job fairsNetworksChanging companies
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Selection Process
Analysis of application/resume’Screening interview In-depth interview
Test/evaluationBackground
Offer
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Applications/Resumes
Look for: Gaps in information Location/proximity Education Direct job
experience In-direct experience
Suzie Q
Work Experience
Education
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Applications
Job-related, nondiscriminatory dataAsk for : Basic personal/work dataAvoid: SS# Dates of Education CriminalInclude: EEO, truthfulness statements Signature
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Interview Questions
Risky◦ Gender, marital status,
family issues◦ Race, creed, national
origin◦ Religion◦ Veteran Status◦ Age◦ Disability◦ Gender identity
OK
Job Related
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Question TypesBehavioral:
What represents the best…
How would/did you handleDemonstration:
Outline…Trait:
Like Least Favorite
Whole Person Hobbies, interests,
passion
Avoid – Yes/No questions
• Tell me something about yourself that I can’t see on your resume’
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Interview Process
Prepare yourself & othersWrite out questionsAsk same questions of ALLProvide basic information about the jobPut the candidate at easeHave benefits information availableDe-brief
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Testing
Pre-employmentCurrent
skills/knowledge◦ performance/work
sampleFuture potential
◦ ability, aptitude, psychomotor
Other◦ personality, honesty,
polygraph
Pre-employment-Post Offer◦ Physicals◦ Drug
Must be: Reliable - consistently
predicts future behavior
Valid - measures “real” job skills accurately
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Reference Checking
AcademicWork FinancialPersonal
CAUTIONprivacydefamationnegligent
hiring
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Hiring
Make the offer Verbal & in writing Never state annual salary
Provide 1st day plan, informationHave a workstation, equipment readyCheck back often – decision to stay made in
1st 6 months
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Start Retention Early Before the new employee joins:
• Provide access to internal website & directory
• Highlight co activities – i.e., volunteer activities & holiday events
• For fun: Ask new hire to complete a quick survey with questions that ask his or her favorite candy & restaurant
On Day 1:
• Have a welcome message ready on his or her computer: “Welcome Steve to the Accounting Department”
• Have a bag of his or her favorite candy on the desk to share with new colleagues & a restaurant gift card
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Why Engage Employees?
They stay - 51% of employees are looking to leave
They contribute:
https://www.youtube.com/watch?v=y4nwoZ02AJM&index=1&list=PLCDJe_hdM2Jjzp-gawhqJm9BAk4ngvzmJ
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Keeping Good Employees
Managers = 70% of variance in engagement (Gallup)
84% Gen Y & 77% Boomers want open, regular, honest feedback (15Five)
2:1 more satisfaction if employees can make social or environmental impact on the job (Rutgers University)
45% Gen Y want career development (Korn Ferry Hay)
Train managers
Be transparent
Provide Involvement opportunities
Offer development
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Give up to 10% of pay for flexibility
Employees working remotely spent more time doing so
FlextimeCompressed Work
WeekPart-TimeJob SharingTelecommuting
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Questions
???????
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This concludes The American Institute of Architects Continuing Education Systems
Course
Phyllis G. Hartman, SHRM, SCPPGHR Consulting, Inc.PO Box 63Ingomar, PA [email protected]
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