Build a Recruiting Culture

Recruit to Retain
Build a Recruiting Culture.
Repair Your Talent Brand.

Gunn & Associates, Inc.
http://www.gunnassoc.com
Rev. February 2009
© G&A July 2008

Table of Contents | Recruit to Retain
1. Recruiting Culture Scorecard - Visible
2. Full Recruiting Cycle Measured
3. Business Unit Accountability
Hour Glass
4. Job Seeker the Customer!
Urgency
5. Workforce Planning

Vision 6. Recruiter Training

Work Plan 7. On - Boarding
8. Teams of 2
9. ATS ++
Talent Brand
Enrich
10. R-R

www.gunnassoc.com © Gunn & Associates, Inc. Recruit to Retain

Recruiting Culture Scorecard
Corporate Enterprise Recruiting Department
1.  Employee Referral Program 1.  Fair Recruiter Allocation
2.  Employer Brand 2.  Recruiter Broad Skills
3.  Hiring Managers Supported 3.  Recruitment Branding
4.  Employment Value Proposition 4.  Recruiting Dept. Leadership
5.  Comm./PR Staff Support 5.  Hiring Manager Trust
6.  Job Seeker Satisfaction 6.  Co-Brand with Top Suppliers

Business Engagement Technology
1.  Cross-Functional Cooperation 1.  Resume Database Retrieval
2.  Recruiting Cycle Events Tracked 2.  ATS Effectiveness
3.  Hiring Manager/Recruiter Roles 3.  Career Website Influence
4.  Hiring Managers Evaluated 4.  Workforce Planning Tools


Recruiting Cycle
Recruiting Cycle Event Days Cumulative
Observe Need — Day One 1 1 Start
Open and Approve Requisition 5* 6
Source Internal/External Candidates 5* 11
Screen and Pre-qualify Candidates 5* 16
Phone Interview Top Candidates 10 * 26
Complete Interview Assessments 2 28
Schedule 2nd Interviews (in-person) 5* 33
Interview Results — Hire Decision 1 34 Offer
Craft Offer and Receive Approvals 2 36
Extend Offer (verbal + FEDEX) 8 46 Accept
Three Weeks Vacation Approval 2* 48
On-boarding Logistics Delay 3* 51
Candidate Gives Notice — Starts 14 65 1st Day

65 Days
* How do we shorten these event time frames?

© Gunn & Associates, Inc. Recruit to Retain
www.gunnassoc.com

Define “Relationship Recruiting”
You get one try… check ✔ one box:

[ ] dating job seekers
[ ] hiring relatives
[ ] treating job seekers like customers *
[ ] networking through Aunt Mary

* There is only one best answer…


Relationship Recruiting
Management 101:
“Relationship Recruiting” views the
Job Seeker as the Customer.
  Job seeker, now employee, remains the customer

  Hiring manager now
•  coach and mentor
•  clearing obstacles so his customer succeeds!


Quality of Hire
1. Role
Analysis 2. Structured
Screening *

3. Candidate
7. Continuous Interviewing
Improvement “QoH” Treatment **

6. Source 4. Recruiting
of Hire Cycle Metrics
5. Satisfaction
* AllianceQ with QuietAgent Surveys
(+ Professional Assessments)
** On-Boarding Excellence Also

Workforce Planning a Priority?
Impending Events!
Impending Event:
  An aging workforce
  severe skills shortages
  estimated 75% of workers are looking to change jobs in the
U.S. skills and knowledge-based economy

HR Leadership:
1.  Share internal workforce and climate data
2.  Drive awareness of the external environment
3.  Spur engagement and retention initiatives
4.  Launch WORKFORCE PLANNING - even at operational level


Workforce Planning - Actions
Action #1: Workforce Planning at Top of Corporate Agenda
1.  Appoint HR the Champion
Business Intelligence | Metrics | Staffing Forecasts | Workforce Scenarios

2.  Forecast where current trends are taking the organization
3.  Build future scenarios based upon recruitment effectiveness trends
Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs

4.  Require top management to influence “bottoms up” momentum
5.  Conduct workshops that make
  Workforce planning principles institutionalized
  Workforce planning as “EPS relevant”
  Line managers become skilled practitioners

HR facilitates workforce planning analysis and reporting.


Workforce Planning
Operational versus Strategic

From Operational To Strategic
1.  12-month planning horizon with 1.  3 or 5-year horizon that matches
quarterly focus organization strategic plan
2.  Input of internal and external
2.  Input of internal data with demographics, biz strategies, global
management decisions trends, etc.
3.  Outputs usually a staffing plan and 3.  Outputs are HR People strategies
skill gap analysis 4.  Scenarios use futuring techniques
to question current paradigms
4.  Scenario planning using staffing 5.  Forecasting not only priority – the
models and variables process is more comprehensive
5.  Forecasting is key focus 6.  Business owns and HR facilitates
6.  HR owns with business input 7.  Focus by strategic management
7.  Focus by operations and line executives and Board
management 8.  Aligns to strategic plan
8.  Aligns to business plan

Credit to Aruspex.com and the
Conference Board Working Group


Three Recruiting Arenas
#1 Employee
Reassignments!

#2 Recruit New #3 Contractor
Hires Acquisition

Opportunity: Recognize all three arenas need integration and the latest web –
based technologies that match and rank pre-qualified resumes to open postings
as the hiring manager opens only one requirements document for any arena.


Internal Branding
Badge Side One Badge Side Two

www.gunnassoc.com

Management Time:
Who’s Got The Monkey?
Here’s a classic coaching principle you can put into practice. The boss will thank
you. Your staff will brag about you. Because the abilities to expertly assign,
delegate and control are highly valued competencies for all leaders.

Employee Initiative | Manager Trust Value to Organization
1. Take Action | Advise Routinely Highest Value
2. Take Action | Advise Immediately Higher Value
3. Recommend | Take Action High Value
________________________________________________________________________________________________

4. Ask What To Do Low Value
5. Watch / Wait / No Action No Value
Adapted from Management Time: Who's Got The Monkey? | William Oncken, Jr. and Donald L. Wass | Harvard Business Review January 1990

Order the paper from Harvard Business Online: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=99609


New Employee Satisfaction
  Employee “new hires” complete 30 days after start dates:
Rating Importance
Recruitment process was professional [ ] [ ]
Recruitment process was responsive [ ] [ ]
New job very interesting to me [ ] [ ]
Coworkers and manager welcomed me…
… I feel a sense of belonging [ ] [ ]
Role requirement fits my skills [ ] [ ]

Rating Importance
4 far exceeds expectations 3 most important
3 exceeds expectations 2 more important
2 meets expectations 1 important
1 falls short of expectations

www.gunnassoc.com

Hiring Manager Satisfaction
  Hiring managers complete 30 days after start dates:
Rating Importance

Quality of candidates presented [ ] [ ]
Speed of candidate referrals [ ] [ ]
New hire start on time [ ] [ ]
New hire fit within team and culture [ ] [ ]
New hire fit skills to role requirements [ ] [ ]

Rating Importance
4 far exceeds expectations 3 most important
3 exceeds expectations 2 more important
2 meets expectations 1 important
1 falls short of expectations


SET IT HIGH.

These factors strengthen workforce motivation and retention:

Belonging
•  Employees desire a sense of belonging, to be a part of the Team.
Communications and engagement initiatives are fundamental.

Achievement
•  Employees want to achieve goals in work that matches their
interests and skills; they want to have an impact on the business.

Recognition
•  Employees appreciate all forms of recognition, both formal and
informal. “Thank you” in various forms will go a long way…

www.gunnassoc.com

Value  Value  #
R2R* Culture
Job Seeker as Customer Employer Branding
HM Training AllianceQ + QuietAgent Employment Value Proposition
Workforce Planning
Recruiters Trained On-boarding
Career Web Site Interactive
BU Accountability
Recruiting Cycle Measured
Teams of 2 [R-HM]
Supplier Co-Branding
Effort-Cost  ATS Effort-Cost 

Value  # Value 

Employee Referral Program

PR/Com. Staff Help Recruiters

Effort-Cost  # Effort-Cost #

* R2R = Recruit to Retain © Gunn & Associates, Inc. Recruit to Retain

Reference Slides
PAGE
19.  Business Intelligence
20.  Climate Surveys
21.  Diversity
22.  Executive Interviews
23.  Executive Interview Questions
24.  FPL Recruiting Culture Strengthened
25.  Manager Success? No Accident.
26.  Job Demand [IT] Data
27.  Labor Trends [IT] Impending Events
28.  Labor Trends [IT] Actions
29.  Managers Schedule Time
30.  Manager Tasks
31.  Problem Solver Self-Assessment
32.  Quality of Hire
33.  Recruiter Monthly Reports
34.  Recruiter Role
35.  Recruiter Self-Assessment
36.  Succession Planning
37.  Talent Defined
38.  Talent Scouts
39.  Task Force Developmental Experiences
40.  What Makes an Organization Extraordinary?


Business Intelligence
  HR leadership pursues evidence-based management
by sourcing business intelligence from payroll,
employee surveys, financial systems, “BI” software,
labor market trends, industry benchmarks, etc.
  Urgent Questions:
1.  Are today’s recruitment programs hiring future leaders?
2.  Who are the top performing employees across the
enterprise?
3.  Which high performers are at risk of leaving?
4.  What can we do to retain top performers?
5.  What skills gaps prevent our goal achievement?
6.  Which employees are ready for leadership positions?
7.  What is our three-year staffing forecast?


Climate Surveys
  How do we determine if Generation X is interested in more than
flexible work schedules and advancement?

  How will we learn if our Generation Y “20-something” staff just want
attention and more time off ?

  What will we do to engage our Boomers so this “Gray Power” is
harnessed to strengthen our competitive advantage?
1.  Institutionalize employee opinion or “climate” surveys [perform
annually]
2.  Analyze survey results and assign action plans to leadership who can
assign problem solving to high performing and high potential staff
3.  Recognize leadership and hi-potential staff who direct corrective
action implementations
4.  Report regularly to entire employee population on status of actions


Diversity
Strengthen your brand. Earn Fortune Magazine recognition!
“50 Best Companies for
Asians, Blacks, and Hispanics”
Consider:
  Fastest growing minority groups? Hispanic #1 and Asian #2
  Recognize managers who build diverse and talented workplaces that
support employee motivation, achievement, and retention!
  Promote minorities in company literature and recruitment efforts.
  Brochures for your Employee Referral Program that pictures diversity
employees… a terrific program theme is “Someone Just Like You!”


Executive Interviews [“EI”]
Executive or “Skip Level” Interviews
  C-level, president, VP, and director levels perform
  The “EI” is a one-on-one conversation [aka interview]
  Veteran high performers and high potential staff are invited to
conversational meetings twice a year
  Structured interview data is collected, analyzed, and applied to
engagement and retention programs
  Benefits
•  Executive management models leadership
•  Leadership shares vision and values with future leaders
•  Organization keeps the “right people on the bus”
  See ten E.I. questions on the next slide


Executive Interview Questions
These meetings seek to inform, engage, exchange, motivate and retain:
1.  How have we made you feel a part of the team?
2.  Describe how you are kept informed of company and business unit goals and successes.
3.  What can I do to keep you and your colleagues better informed?
4.  What would you say are strengths within our corporate culture?
5.  How does our corporate culture encourage you to contribute your best? Is our culture supportive?
6.  Are you supervised in a way that motivates you to perform at your highest? Tell me about this.
7.  Does your leadership provide the resources and work assignments that allow you to grow your skills?
8.  What additional resources do you need to improve your performance contributions?
9.  How have you been recognized for your contributions?
10.  How can we do a better job of “saying thanks” for a job well done?


FPL Recruiting Culture Strengthened
FPL Group experienced innovative problem solving 4Q2007 – 2Q2008…
Environment
•  Recruiter staff allocation less than 8% of total HR headcount
•  Contract recruiters 73% of total recruiter staff [benchmark 9.5%]
•  Acceptances up 55% to 1,298 January thru May 2008
•  Exempt Hires up 54% to 456 January thru May 2008 [centralized travel
budget]

Innovation Launched
1.  Taleo, Gartner “execution and visionary” leader, selected with FPL staff
signed up for Special Interest Group participation – http://www.taleo.com
2.  AllianceQ Founding Member [QuietAgent technology] expense reductions
3.  Problem Solver traits introduced into culture with visible COO sponsorship
4.  Recruiters given leadership mission, training, scorecard, and recognition
5.  Retirement Jobs .com with Age Friendly certification enhancing FPL brand
– http://www.retirementjobs.com
6.  Hire Vue ability to reduce applicant travel expenses –
http://www.hirevue.com
7.  ZRG products for web-based interview assessments and written evaluations
– http://www.ZRGroup.com

www.gunnassoc.com

Job Demand [IT] Data
  Five of ten fastest growing jobs between 2006 and 2014 are in
information technology [Bureau of Labor Statistics]

  Federal government will spend $92 billion on IT by 2010.

  IT hiring strongest in the following areas [Dice.com data]:
  New York/New Jersey
  Silicon Valley
  Washington D.C.
  Los Angeles
  Chicago

  IT skills in high demand:
  Windows and Unix operating systems
  Oracle and SQL databases
  C, C++ and .Net programming languages


Labor Trends [IT] Impending Events
Impending Events
  One in six workers in all jobs and industries will be age 55 or older
by 2010 (U.S. Department of Labor)

  21 million new IT workers needed in the next five years and a four
million worker shortfall is expected (former Labor Secretary Robert
Reich)

  39% decrease computer science students from 2000 to 2004
(Computing Research Association )

  Large IT worker layoffs during the 2000-2001 recession and too few
entry-level workers identified to take IT roles of retirees.


Labor Trends [IT] Actions
Actions
  Senior workers age 45 to 74 have a desire to continue working so
retain older workers [AARP]
  Flexible schedules like flex start/stop and “9/80”
  More challenging projects, higher impact, on-the-job learning
  Recognition, mentoring and leadership roles
  Telecommuting
  Lighter responsibilities or reduced hours – medical benefits over pay

  Recruit college, technical school, other entry staff. A SIM study
indicates that many companies want to build next generation
workers by hiring into roles often outsourced
  System administrator – retain/develop/promote
  Help desk worker – retain/develop/promote
  Programmer – retain/develop/promote

  Drive productivity through continual process improvement,
employee development, modernization, and consolidations


Manager Recruiting Tasks
Recruiting & Staffing Activities

1.  Plan with recruiter, Human Resources staff and/or resource manager
2.  Adjust hiring forecast
3.  Consider re-hiring strong performers who resigned over past years
4.  Develop and prepare current staff for transfer/promotion
5.  Evaluate resumes (“24 Hour Rule”)
6.  Conduct telephone interviews (“24 Hour Rule”)
7.  Schedule and perform in-person interviews
8.  Complete interview evaluation forms and authorizations
9.  Search internal databases for skills and resumes
10.  Open new requisitions including future staffing needs from workforce plans
11.  Sell our company as the place to work
12.  Welcome new hires on Day One and assign a mentor

Remember, you’re always recruiting!

Managers Schedule Time
  No Openings? Hiring managers invest an hour weekly to update
resource forecasts and review resumes within pipeline to support
business growth
  Openings? Commit six to eight hours weekly to recruitment,
interview, and selection activity
•  ad hoc hours during week or
•  regular schedule such as
~ 4:00PM - 6:00PM Thursdays
~ 8:00AM - 12:00 noon Fridays

Expert staffing drives high performance,
sustained customer satisfaction,
and revenue growth.


Manager Success? No Accident.
Promote from within or hire from the outside?
  70% - 80% promotions net continuity and workplace motivation as benefits
  20% - 30% new hires net new viewpoints and culture change

Train managers to:
1.  Understand employee motivation within the Belonging-Achievement-
Recognition framework… employees value the quality of their role, pride in
their organization, autonomy, learning, having an impact…
2.  Evaluate employee performance and identify employee potential
3.  Perform role of mentor
4.  Consider prior success as the predictor of future success but also seek
“problem solving” skills and “learning agility” in new hires for all roles
5.  Attract, retain, and develop staff and then unselfishly “launch” them across
business units
6.  Collaborate together on rating high potential employees who should perform
developmental assignments and task force training under different managers
7.  Seek different jobs for themselves to develop their management skills
8.  Realign incentive pay to recognize leadership competencies


Problem Solver* Self-Assessment
1.  Solutions Focused [ ]
2.  Open to reason [ ]

3.  Treat others with respect [ ]

4.  Identify issues and explore alternatives [ ]

5.  Take responsibility for own behavior [ ]
6.  Self-control including tongue [ ]

7.  Intent listener to other opinions [ ] Rating Key:
3 = strength
8.  Peacemaker – turns conflict into problem solving [ ] 2 = skill
1 = needs development
0 = no confidence in ability
9.  Objectivity maintained regardless of environment [ ]
Problem Solver
10.  Straightforward – presents information accurately [ ] Self-Assessment Points
11.  Willing to confront; attacks problems not people [ ] Champion 39 - 34
Very Skilled 33 - 27
12.  Open to feedback – teachable, eager to learn [ ] Skilled 26 - 20
Novice* 19 or lower
13.  Personal style promotes dialogue and good relations [ ]
* Mentor Needed
Total Score: [ ]

* G&A thanks Dr. D.D. (Don) Warrick for his studies of Problem Solver and Resister / Hard-Core Resister behaviors.
Don Warrick and Robert Zawacki, University of Colorado, co-authored “High Performance Management”

Quality of Hire = “QoH”
Understand QoH indicators and build a great workplace.
1.  Role Analysis. What experience, skills, and competencies are required for each role?
•  Job fit is 85% of employee motivation.
2.  Structured Screening. Evaluate candidates with technology and multiple interviews.
3.  Candidate Experience and On-Boarding. Keep job seekers informed.
•  The job seeker is the customer
•  The hiring manager and recruiter honor the “24 hour” candidate feedback rule
4.  Recruiting Cycle Metrics.
•  time-to-start, submission to interview ratio, interview to offer ratio, other
•  first year retention rates, cost of turnover, turnover by performance, etc.
5.  Satisfaction Surveys. Assess manager and new employee data 30 days after start date.
6.  Source of Hire. By each position know the best sources for each key role.
7.  Continuous Improvement. Regularly fine tune all recruitment processes.


Recruiter Monthly Report Due 3 rd WD Monthly
Date: ___________ Recruiter Name: _____________________________

1.  Present Workload # REQS ____ # Jobs ____ # Hiring Managers [active REQS] ____

2.  Estimated Resume Submission to Interview Ratio [ ] 50% + [ ] 25% - 50% [ ] < 25%

3.  Top Accomplishment Past Month _________________________________________________

4.  Most Difficult Issue in Need of Resolution ____________________________________
•  Expected Resolution date _______ Need Management Assistance? [ ] Yes [ ] No

5.  Resource Needs Next 90 Days ______________________________________________

6.  Hires Past Month [start dates] Total ____ Females ____ Minority ____

7.  Monthly I Confirm with All Hiring Managers
•  [ ] Current Status All Openings [ ] Future Openings from Workforce Plans
•  [ ] Openings Priorities [ ] Openings to Hold, Delay, Close


Recruiter Role
1.  Coach managers and clear obstacles for them throughout the recruiting cycle.
2.  Facilitate the effective use of systems.
3.  Maintain qualified candidate flow and pre-qualify, refer, interview, assess,
recommend, and negotiate as needed.
4.  Recognize the job seeker as “customer” and promote the “24-hour rule.”
5.  Ensure sustained and consistent EEO outreach and results.
6.  Support building a pipeline of "problem solvers" we can't wait to hire!
7.  Provide recruiting support that grows the business.
8.  Perform with enthusiasm and high energy the roles of:
  Coach – demonstrates efficient and consistent processes
  Analyst – shares metrics so we know how we’re doing
  Reporter – escalates issues and shares successes
  Recruiter – provides tailored, flexible and full-cycle support

www.gunnassoc.com Recruit to Retain
© Gunn & Associates, Inc.

Recruiter Self-Assessment
Rating
1.  Coach hiring managers in recruitment and selection and collaborate closely with them [ ]
2.  Full cycle skills [source, qualify, assess, refer, recommend, persuade, negotiate, close, etc.] [ ]
3.  Maintain qualified candidate pipelines [ ]
4.  Professional/responsive in keeping job seeker feeling like the customer [ ]
5.  Rank talent on job history, motivation, KSA and accomplishments, education, competencies [ ]
6.  Continual improvement in systems, processes and problem solving [ ]
7.  Report with accuracy and clarity and escalate unresolved problems [ ]
8.  Recruit diversity [ ]
9.  Demonstrate confidence, good judgment and prudent risk-taking [ ]
10.  Model dependability, enthusiasm, integrity, collaboration, passion, high energy [ ]
Total Score: [ ]
Rating Key:
3 = strength
2 = skill
1 = needs development
0 = no confidence in mastery
Recruiter Rating
Champion 30 – 28
Skilled 27 – 24
Novice 23 – 18

Succession Planning
Q: What priority do you assign to building leadership talent pools? A: Priority #1.
Comment: Layers of middle management lost in corporate reorganizations over the past
decade have created severe leadership shortages.
Actions

1.  Promote the right people into the right roles at the right times
•  Career Profiles | Career Development Plans |Data Management System | Confidentiality
•  Identify highly skilled leaders and potential leaders including diversity
•  Keep Gap Analysis dynamic – today’s versus tomorrow’s staff competency needs
•  Scenario plan on the future vision of your enterprise
•  Involve senior management in collaboration and review

2.  Utilize following in developing leadership
Assessments | Training | Job Rotation | Task Force Work | Temporary Assignments | Mentoring

3.  Benefit
•  Lower turnover costs and lower hiring costs
•  Higher employee trust, confidence, morale and retention


Talent Defined
“What is talent?”
HR executives at 250 large/midsized North American organizations defined talent
  86% senior leaders
  82% employees with leadership potential
  76% key contributors/technical experts
  48% entry level employees with leadership potential

  “War for Talent” is again perceived by employers
  “Talent” possesses critical skills and performs at highest levels
  “Leaders” perform their best work and help others do the same
Towers Perrin Survey 2006


Talent Scouts
“Talent Scouts” are employees with recruiter competencies,

acting as occasional recruiters while building your recruiting culture!

Talent Scouts
  add a dimension to your Professional Development Program and
  scalable recruiting power without hiring new recruiters

Program
  Executives nominate staff with recruiter competencies
  20 to 40 hours weekly over 60 to 90-day assignment
  8 to 16 hours weekly for 12-month assignment
  Talent Scouts
  have been successful referring high caliber new hires
  are high potential employees who will benefit from this experience
  are assigned recruiters who coach in process, tools, style, and employment law
  coach recruiters in IT, applications and other functional nomenclature
  success advertised as a promotion to the Employee Referral Program

www.gunnassoc.com

Task Force Developmental Experiences
  Business schools strive to simulate reality in leadership case studies. But your
business can assign high-potential staff to solving relevant, complex and real-life
business challenges.

Task Force
1.  Participants
  gain broad, big picture perspective by working on a cross-functional task force team
  learn to appreciate the views of other functions as articulated by other participants
  exercise their skills in listening, collaboration, and persuasion
2.  Corporate Culture
  strengthened by local heroes or champions born from task force success
3.  Assignments
  communicate context and theory up front
  contain written charter, purpose, development goals, and commitment duration
  require participant to contribute and grow their creative problem solving skills
  involve participants actively so they do not become observers
  monitor learning by post task force coaching and debriefing


Q: What makes an organization EXTRAORDINARY?
A: TALENT. Selecting the exceptional from the best.

Recruit, engage, and retain skilled individuals who
Align with the core values of your enterprise.
Higher profits? Hire talent.
Build your talent brand. Talk with us. G&A.

Build a Recruiting Culture

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