managing the trifecta: finding people keeping people ...finding people word of mouth niche job...
TRANSCRIPT
Managing the Trifecta:
Finding PeopleKeeping People
Managing Turnover
www.skillsmastery.com
Three Legs:Find
Attract/KeepManage
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Year In Review
• Best job market in over a decade; more vacancies than unemployed workers• Video interviewing/phone commonly used/assessments• Employers focused on a positive interview experience• Technology and business savvy skills in demand (IT, customer service)• Robots are not taking human jobs, but supporting them as allies• Year of the woman – female representation increased on many fronts (political,
board representation, CEO and C-Suite representation)• Employer data increased significantly, comes with ethical responsibility• Business degrees and engineering were sought after• the U.S. unemployment rate hit new lows• Gen Z enters the workforce; GIG economy is way smaller than people thought
• Information provided from Glassdoor.com
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What’s happening now
• Diversity inclusion is now part of how we do business
• Employers may need to be more transparent about data and its use
• More jobs than people; Retirements; 2nd careers, people working longer; overqualified
• Remote years and gap years• Need for technical skills/trades• Student loan borrowing is high; on
average $37,000 in student loans per borrower
• Companies report a lack of soft skills/EQ
• Culture fit is playing a huge role in hiring
• Gen Z workers want flexibility within confines of regular employment
• Employers need to go to where talent is and with amenities workers want; 70% or more of applications are in their metro areas
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2019 Trends
• New paradigms for job search; moving toward job-matching• Focus on employee experience
• Data and tech are in high demand, however they trend towards non-tech jobs within those sectors. Moving beyond engineers to sales people, etc.
• Traditional companies are trying to position themselves as more ‘tech’ companies.• Hiring based on skills not degrees. EQ skills are important and lacking.
• Companies are focusing on a sense of belonging; expanding on individual uniqueness, creativity and using that as a competitive force.
• Microscopic view on ‘walking the talk’• Baby boomers retiring in droves; births down. Workforce numbers will be growing slowly. Few
workers to hire.
What’s coming
• Tight labor market will persist for decades.
• Make your hires count: support their work through automation, augmentation
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Finding people
Word of mouth
Niche job boards (BankTalentHQ), LinkedIn, etc.
Looking when you’re not looking; geography matters
Community advisory boards, community organizations, outreach
Getting into colleges early; partnering with technical schools
Social media strategies
Look at overqualified people differently; considering interim, contract, temp to perm and 2nd career workers
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Proactive recruiting
Recruiting before you have the position; building a talent pipeline
Forward thinking, not reacting; hunter versus farmer recruiting strategy
Use of social media
Relationship-driven; culture based and patient
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Partners in your Process
Colleges Networking organizations Look outside the box Market leaders
Interim recruitersHigh
school/apprenticeship programs
Internships
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Making yourself attractive
Exciting work/culture
Community focus/social cause
Personality and social media brand/presence
Creative learning opportunities
Solving problems (paying off college tuition, flexibility, family leave)
Your brand (Glassdoor, social media, community, etc.)
Be prepared to pay (equality, fairness, opportunity)
Formal coaching and mentoring
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Good news You’re hired
If not working out, deal swiftly
Regular consistent feedback
First day, first impression forward
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Keeping People
Sort your team (who stays who can go)Sort
Invest in the development of your As & BsInvest in
Training; coaching; team opportunities; learningTraining
Move your C’s up or outMove
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Managers and Leaders
TEACH THEM HOW TO INVEST IN THIS GROUP –TRICKLE DOWN EFFECT
IS HUGE
TRAINING COACHING AND EXPERIENCES
BUILD TRUST
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Project Aristotle:
• In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea
Trust Busters
Blame
Triangulation
Defensiveness
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Managing Turnover
You don’t manage
turnover you manage people
Stop judging it
Neither good nor bad
Are you turning over the right people and/or hiring better
replacements?
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No behavior goes unexplained
Transparency isn’t sometimes
If you don’t share what’s going on; people invent their own story
Share what you can be clear about what you can’t
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The Elephant in your Room
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So what are organizations doing?
• Soft skills and culture fit becoming more important• Hiring slowly……….
• Use of assessments and tools early on• Ongoing onboarding• Coaching early on
• Talking about succession early• Focusing on employee benefits inside and outside• Looking at equitable and fair pay
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“We’re fighting competitors not each other”
• Interviews are auditions• 44% of employees age 30 or younger
• Football tournaments; monthly cook-offs; weekly happy hours
• Be nice – culture of kindness and honestly• CEO randomized lunches
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“Creating Fun and a Little Weirdness”• Everyone trains in the call center
• No temporary hires; everyone pitches in during ‘crunch’ time
• Employee led tours
• Employees graduate after training, scavenger hunts to find things and get to know people
• Managers required to spend 20% of time on teambuilding activities
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Some ‘Great Place to Work” Bank Strategies
Pay it Forward –teams get $150 to
go out and do small acts of
kindness.
Paid volunteer time.
Choice contributions -
$1000 to each full-time employee;
$500 to each part-time. They do
what they see fit and give to whatever
organization they like.
Transparency is free - sharing
decisions and why they were made
openly with employees.
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Some “Great Place to Work” Bank Strategies
Unlimited PTO for volunteer work
Mentor/coaching programs early on
Lunch with leaders; peer group opportunities
Trust, listening, openness to ideas
Flex work opportunities; wellness and balance
Employee blogging
Personal notes/calls from the CEO
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Protect the Family
• Hire slow; fire quick; hiring is a courtship• At Zappos, you are offered $2,000 to leave if you feel you’re not a fit after completion of training• Graceful leave policy at Jellyvision; leaving on good terms. 3, 4, 5, 6 months or even longer. If you let them know, bonuses are pro-rated, etc. Works both ways Jellyvision puts you on notice also.• Eliminate your poor performers
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Thank you
• Donna Flynn• (630)624-4319
• [email protected]• www.skillsmastery.com• @SkillsMastery Gr
• BankTalentHQ• www.banktalenthq.com