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Getting the Right People on the Bus

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Best Practices of Retention
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Getting the Right People on the Bus

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Selection and hiring effectively is based on benchmarking the job/position. This presentation shows how it is done.

Selection and hiring effectively is based on benchmarking the job/position. This presentation shows how it is done.

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Getting the Right People on the Bus

  1. 1. The Raymond Soroka Breakfast Series<br />
  2. 2. Getting the Right People on the Bus<br />Dr. Shayne Tracy<br /> Newhouse Partners<br /> October 20, 2010<br />
  3. 3. AboutNewhouse Partners<br /> We partner with senior management and business owners as “trusted advisors” to provide ongoing counsel and resources to maximize business value <br /> in human capital, sales and marketing, finance and operations.<br />
  4. 4. Finances of Turnover<br />
  5. 5. Turnover from a Financial Perspective<br />There are hard costs e.g. severance, legal<br />There are soft costs e.g. training new employee<br />There are hidden costs e.g. customer satisfaction<br />12% average turnover in businesses<br />We fail to understand the full impact of turnover because cost are distributed across many different company departments & accounts.<br />No one person is tasked with quantifying the costs<br />
  6. 6. “One of the most significant causes of employee turnover, poor performance and productivity, low job satisfaction and engagement and corporate conflict is the mismatch between the position/job description and what the employee actually believes they are expected to do”<br /> Dr. Shayne Tracy<br />
  7. 7. The Power of <br />the Position/Job Description<br /><ul><li>Retention
  8. 8. Performance
  9. 9. Productivity
  10. 10. Satisfaction
  11. 11. Engagement
  12. 12. Attraction</li></li></ul><li>
  13. 13.
  14. 14.
  15. 15.
  16. 16. Sample Key Accountabilities<br />
  17. 17. Behavioural Indicators<br />Benchmarked Position/Job Competencies<br />Interview Questions<br />
  18. 18.
  19. 19. Candidate Competency<br /> Assessment<br /> Job-Candidate Comparison<br />
  20. 20. Alignment of Position to People + Right People in the Position = Success <br /><ul><li>Well defined positions determine a company’s performance and</li></ul>productivity<br /><ul><li>Orientation, training, compensation, performance review, succession are </li></ul>aligned with the position/job description<br /><ul><li>Position Benchmarking accurately identifies work motivators, requisite</li></ul>behaviours and soft skill attributes necessary to perform the tasks and<br />activities<br /><ul><li>Behaviour and values tend to be fixed but can be adapted </li></ul>Important to assess them up front<br />
  21. 21. Alignment of Position to People + Right People in the Position = Success <br /><ul><li>Matching a position benchmark to a candidate’s talent model</li></ul>generates a better “fit” which fosters employee engagement and<br />satisfaction<br /><ul><li>The right person with the right talent in the right position delivers</li></ul> peak performance (quality) and optimum productivity (quantity) <br /><ul><li>Gaps in skill attributes can be closed with training, learning and</li></ul>development <br /><ul><li>Precision “talent mapping” dramatically enhances top level</li></ul>performance and improves job satisfaction and retention rates.<br />
  22. 22. The Power of <br />the Position/Job Description<br /><ul><li>Retention
  23. 23. Performance
  24. 24. Productivity
  25. 25. Satisfaction
  26. 26. Engagement</li></li></ul><li>TEN STRATEGIES TO KEEP GOOD PEOPLE<br />Make sure everyone knows what is expected of them. Have a clear, concise description of the job and the expectations of the person in that job.<br />2. Let your talented people experience other jobs<br /> within the organization. Take advantage of the<br /> multiple skills your talented people possess.<br />3. Make sure your people have all the tools and<br /> knowledge necessary to do the job right. <br /> Know their strengths and their physical needs.<br />
  27. 27. TEN STRATEGIES TO KEEP GOOD PEOPLE CONT’D*<br />4. Make sure you have a fast track for distributing<br /> important information to your people. Nothing<br /> turns off talent quicker than to find out about<br /> company strategy after the fact.<br />5. Know what your people can and will do. <br /> Give them the opportunity to do those things e very day.<br />6. Freely give genuine encouragement and praise publically and privately. Spend time with your people<br />
  28. 28. 7. Give managers the responsibility of having a<br />development plan for talented people on their team<br />and assume a partnership role with the employee to<br />get it done.<br />8. Get to know people and continually update your<br />understanding of your key people. Revisit people on<br />a regular basis; their needs and wants change.<br />9. Train managers in productivity coaching and hold<br />managers accountable for talent development within<br />their units.<br />10. Teach and train managers in the art of High Touch.<br />People want to be respected, recognized, and<br />rewarded for outstanding performance<br /> *Adapted from Stephen J. Blakesley is Managing Partner of GMS Talent L P<br />TEN STRATEGIES TO KEEP GOOD PEOPLE CONT’D<br />
  29. 29. Questions?<br />
  30. 30. What is the best time to Benchmark a job?<br />When you are creating a new position<br />When you are restructuring your business<br />When you have a vacancy to be filled<br />When you create a new org chart<br />
  31. 31. Newhouse Partners<br />1472 Postmaster Drive, Suite 11 Oakville, ON L6M 2Y7 Office: 416.873.8684    <br />www.newhousepartners.com<br />

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