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WEDNESDAY APRIL 1ST 2015
ATTRACTING AND RETAINING TOP TALENT
HUMAN RESOURCES SYMPOSIUMFROM THE BALANCE SHEET TO THE TALENT POOL
• Enrique Washington
THE TALENT LAB
TODAY’S TALENT FROM THE TALENT LAB
WHY ARE WE HERE?
GOALSUnderstand Collaborate Act• Trends related to talent• Talent Acquisition as a System• Science in talent selection
• Use the knowledge in the room• Stay connected
• Use the information/ examples/contacts for your organization
THE TALENT LAB
CHANGING WORLD OF WORK
Macbook Air
THE TALENT LAB
https://www.youtube.com/watch?v=XrJjfDUzD7M
• How are these trends manifesting themselves in your work life? personal life? • Implications for jobs? preparedness… selection…development…
• Implications for the way organizations manage talent?
TRENDS
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ACQUIRING TALENT IS PART OF A LARGER SYSTEM
Organizational Results
Organizational Strategy
Talent Strategy
Talent Enablers
Talent Acquisition
Model
Identify
On-Boarding
Hire
Assess
Attract
Source
THE TALENT LAB
TODAY’S SESSION
PART I
TALENT PLANNING
TALENT PLANNING
PREDICTING
INTERVIEWING IDENTIFYING,
ATTRACTING & SOURCING
CANDIDATEASSESSMENT SELECTION STRATEGIES
PART 2
TALENT PROFILING
PART 3
TALENT SOURCING
PART 5
TALENT ON-BOARDING
PART 4
TALENT ACQUISITION
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PART ITALENT PLANNING
TALENT PLANNING: WHAT IS IT?PROCESS• To identify the number and types of skill sets needed to fulfill organizational goals for the future
PLAN OF ACTION• To make sure the pipeline has sufficient talent to allow the organization to succeed.
THE TALENT LAB
TALENT PLANNING: PROCESS
Step 1: Determine the Strategic Direction
Step 2: Conduct a Talent Analysis
Step 3: Implement Talent Plan
Step 4: Monitor, Evaluate and Revise
• Determine future functional requirements via strategic planning & budgeting process.
• Analyze supply: Determine current Talent profile.• Analyze demand: Develop future Talent profile.• Analyze gap: Identify discrepancy between supply and demand analyses.• Develop strategy: Recommend solutions to reduce shortages and surpluses in the number of staff and needed skills.
• Communicate Talent plan• Implement strategies to reduce gaps and surpluses
• Assess what is working and what is not working.• Make adjustments to the plan.• Address new organizational issues that affect the workforce.
THE TALENT LAB
PART IIDEFINING TALENT REQUIREMENTS
COMPLETE JOB MODEL
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COMPETENCIES
OBJECTIVES ROLE
• Knowledge• Skills• Motivation
• Business• Professional
• Responsibilities• Outcomes Expected• Indicators of Success
The knowledge, skills and motivations needed for this role.
Specific Objectives that focus the role on what is important in the short term
The core definition of a particular job: purpose responsibilities, performance, measures
DEFINING TALENT REQUIREMENTSSamples from a Competency Library
Action-OrientedCompetencies
InterpersonalCompetencies
IntellectualCompetencies
• Driving results • Following procedures• Taking decisive action• Managing stress• Planning and Organizing
• Setting directions• Building Relationships• Display ethical behavior• Influencing Others• Communicating• Working across cultures
• Thinking commercially• Interpreting complex information• Applying technical knowledge• Analyzing problems• Thinking creatively• Developing strategies
THE TALENT LAB
DEFINING TALENT REQUIREMENTS
Who you are What you do What you accomplish
• Personality• Ability• Motivation• Knowledge• Experience• Values
• Listening• Taking action• Analyzing details• Communicating
• Achieving objectives• Closing sales• Satisfying customers• Maintaining inventory• Meeting expectations
ENVIRONMENTAL INFLUENCES AND CONSTRAINTS
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PROFILING THE JOB
Traditional Job Description
The Person The Jobvs
Having Doingvs
Performance Profile
1. BS degree2. 2-4 years sales experience3. Industry background required4. Product knowledge essential5. Strong interpersonal skills6. Good solution selling skills
1. Achieve quota within 90 days2. Obtain 20% new customers / month3. Conduct thorough needs analysis4. Coordinate proposals with engineering5. Prepare detailed cost / benefit analysis6. Manage multiple projects in intense environment.
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PART IIITALENT SOURCING
TALENT STRATEGY: BLUEPRINT AND PLANS Action plan to identify, attract and source in order to achieve organizational goals
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UNDERSTANDING THE TALENT ECO SYSTEM
Achieving The Right Talent Balance
Hire Internally
Hire External
Develop Internally
Outsource
Contingent Workers
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TWO ASPECTS OF SOURCING
Attracting
Talent Sourcing
Finding
+ =
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TALENT SOURCING: METHODS AND TOOLS
• Position Marketing • Talent Community
NICHE SITES
• Scrape job boards• Pay-per-click • One source for candidates• Talent Community
• Targeted network• Reach passive candidates• Talent Community
THE TALENT LAB
REFERRALS
CAREER SITES
JOB BOARDS
DIRECT SOURCE
COLLEGE
3RD PARTY
TEMP-TO-HIRE
PIPELINES
REHIRES
CAREER FAIRS
WALK-INS
OTHER
SOURCING TRENDS: WHERE DO HIRES COME FROM?
For a full copy of the report can be found at www.careerxroads.com
In 2014, 50 organizations with 1500 to over 200, 000 employees responded to a source of hire survey conducted by CareerXRoads.
PARTIAL LIST OF KEY FINDINGS:* LinkedIn Continues To Build * Sourcers Are Becoming An Integral Part of Talent Acquisition * 42% of Hires Are Through Internal Movement and Promotions
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2014 SOURCE OF HIRE
SOURCEReferrals Career
Sites
Job boards
Direct Source
College
3rd Party
Temp-to-hire
Pipelines
Rehires
Career Fairs
Walk-ins
Other
Source: www.careerxroads.com
24.5
23.4
18.1
6.8
5.5
3.1
1.5
3.3
1.2
2.3
0.3
7.2
28
9.8
20.1
9.1
6.6
2.8
2.1
4.3
1.9
2.2
0.8
8.8
2013 2012 2011
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19.2
19.1
15.4
12.1
7.5
5.9
4.4
3.9
3.9
1.4
0.9
0.7
6.3
Talent Communities
PART IVTALENT ACQUISITION
WHY IS TALENT SELECTION HARD?
THE TALENT LAB
Persistent Pattern of Behavior
Associated with Thoughts and Feelings
Enabled byKnowledge, Skill, Ability andOther Characteristics
and Driven by Values, Attitudes, Beliefs, and Personality
THE SCIENCE OF EMPLOYEE SELECTION
Most Effective
UnstructuredProcess
Systematic Application & Screening Process
…plus validated Assessments
...plus Behavioral Interviews
LeastEffective
VA
LID
ITY
THE TALENT LAB
TALENT ACQUISITION: STAFFING ASSESSMENTS
FUTUREPERFORMANCE
“WHAT CAN THEY DO?” “WHAT
HAVE THEY DONE?”• Personality
• Measures• Cognitive Ability Measures• Physical Ability Tests Simulations
• Resume Screens• Knowledge & Skills Tests• Behavioral Interviews• Background Checks• Qualification & Experience • Questions• Drug Tests“WHAT DO THEY
WANT TO DO?”Culture and Organizational Fit Measures Career & Job Interest Inventories Motivational Questionnaires
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THE INTERVIEWAN IMPERFECT FORM OF HUMAN COMMUNICATION DESIGNED TO INCREASE THE PREDICATIVE VALIDITY OF POTENTIAL EMPLOYER-EMPLOYEE RELATIONSHIPS.
INTERVIEW BEST PRACTICES
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Design Preparation Deliver
• Structure • Feedback
• Educate• Pre-interview• Post-interview
• Panels• Evaluation tool• Measure
TALENT ACQUISITION: INTERVIEW PROCESS STEPS
Preparing for the interview
Opening the interview
Gathering Fact Based Data
Closing the interview
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TALENT ACQUISITION: Candidate Evaluation
TALENT ACQUISITION: CANDIDATE EVALUATION What do you need to rate candidates?• Competencies • Notes• Information from other staffing assessments• Rating Scale
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TALENT ACQUISITION: CANDIDATE EVALUATION
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PART VON-BOARDING AND INTEGRATING EMPLOYEES
WHY ON-BOARDING?
Source: SHRM
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Planning, Orientation, Socialization, Development and Monitoring
1.PLANNING
2.ORIENTATION
A good onboarding and socialization process starts with planning and setting the stages for a positive experience.
The new hire orientation (NHO) stage occurs one to two weeks after a hire has been confirmed.
3.SOCIALIZATIONThe socialization stage occurs over the course of the employee’s first three months with the organization.
4.DEVELOPMENTThe development stage takes place six months after the hire has been made.
5.MONITORINGThe monitoring stage is focused on measuring and evaluating intergration progress.
ON-BOARDING MODEL
PROCESS
SAMPLE MODEL
Targeted Research
Position Marketing
Recruiting Report Update
Multiple Hurdle Assessment
Candidate Qualification Summary
Recruiting Report Update
Offer Letter
Final Report
Client Satisfaction Survey
Pre-Onboarding Plan
Readiness Report
Development Plan
Feedback
Service Level Agreement
Success Profile
Timeline
Recruiting Strategy
Company and Position Overview
Outreach
RESEARCH REPRESENTATION
Customer Interviews
MARKET RESEARCH
NEEDSASSESSMENT
On-Site Interviews
TALENT SELECTION DECISIONFACILITATION
Offer Acceptance
OFFERDEVELOPMENT
RELATIONSHIPMANAGEMENT
360˚
90-DAY PLAN ON-BOARDINGDEVELOPMENT
SureHire™
INITIATE GENERATE EVALUATE HIRE ONBOARDING
ON-BOARDING ROADMAPThe Road Map to Getting New Hires Engaged (Example)
STAKEHOLDERS
CEO
HIRING MANAGER
HR
IT
ON BOARDING NAVIGATOR
NEW HIRE
OTHER
PRE-BOARDING PRIOR TO START DATE
ARRIVAL ORIENTATION SOCIALIZATION, DEVELOPMENT & MONITOR
DAY 1 WEEK 1 WEEK 2 WEEK 3 WEEK 4 MONTH 1 MONTH 3 MONTH 4 TO 6
• Send welcome aboard letter
• Discuss Success Profile• Team introductions• Discuss results of the assessments
• Lunch• Discuss Organization Culture* Develop goals
• Follow on HR related questions
• Setup voicemail
Career Development Module • Discuss career development action plan
Check-in• Feedback on the orientation process
Check-in• Confirm understanding of HR related information
Check-in• Feedback on assimilation• Feedback on learning opportunities
Check-in• Goals check-in• Performance feedback
Feedback• Complete feedback survey on process
Check-in• Onboarding process feedback
• Process paperwork• Send Employee ID • Review Benefits
• Activate system access and communicate password
• Overview of the office guidelines • Tour of the offices & introductions
• Enroll in benefits• Sign paperwork
• Assign On- boarding navigator• Send out announcement to the team • Identify meetings for the new hire to attend
• Purchase online gift • Coordinate workspaace • Send welcome letter & paperwork
• Setup Computer and email• Setup phone • Contact new hire• Coordinate new hire events• Schedule lunches in week one
• Review welcome packet• Take onboarding assessment
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RELEASE DATE: May 14, 2015
PUBLISHER: Business Expert Press
WEBSITE: http://businessexpertpress.com/books/competencies-work-providing-common-language-talent-management
THANK YOU!QUESTIONS?
OUR GOAL:Walk away with information that can and will be applied.
ONE THING YOU LEARNED…?
Enrique WashingtonGenerator Group, [email protected]
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