Managing the Trifecta: Finding People Keeping People ...Finding people Word of mouth Niche job boards (BankTalentHQ), LinkedIn, etc. Looking when you’re not looking; geography matters

Managing the Trifecta:

Finding PeopleKeeping People

Managing Turnover

www.skillsmastery.com

Three Legs:Find

Attract/KeepManage


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


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


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


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


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


Partners in your Process

Colleges Networking organizations Look outside the box Market leaders

Interim recruitersHigh

school/apprenticeship programs

Internships


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


Good news You’re hired

If not working out, deal swiftly

Regular consistent feedback

First day, first impression forward


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


Managers and Leaders

TEACH THEM HOW TO INVEST IN THIS GROUP –TRICKLE DOWN EFFECT

IS HUGE

TRAINING COACHING AND EXPERIENCES

BUILD TRUST



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


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?


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


The Elephant in your Room


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


“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


“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


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.


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


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


Thank you

• Donna Flynn• (630)624-4319

• [email protected]• www.skillsmastery.com• @SkillsMastery Gr

• BankTalentHQ• www.banktalenthq.com

mailto:[email protected]

http://www.skillsmastery.com/

http://www.banktalenthq.com/

Documents

Managing the Trifecta: Finding People Keeping People ...Finding people Word of mouth Niche job boards (BankTalentHQ), LinkedIn, etc. Looking when you’re not looking; geography matters