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Innovation Camp Presentation For Feb2627

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Innovation Camp Presentation For Feb2627

  1. 1. Finding, Hiring, & Leading Talent Innovation Camp For Entrepreneurs Feb 26 th , 2010
  2. 2. Finding, Keeping and Leading Talent <ul><li>As an entrepreneur, what are your biggest people or talent challenges? </li></ul><ul><ul><li>Finding talent to join your team? </li></ul></ul><ul><ul><li>Assessing their skill sets, personality and fit? </li></ul></ul><ul><ul><li>Keeping talent motivated? </li></ul></ul><ul><ul><li>Knowing when to let talent go? </li></ul></ul><ul><ul><li>Where do you start? </li></ul></ul>
  3. 3. It starts with: the sourcing process <ul><li>Plan Ahead </li></ul><ul><li>Define Your Job Objectives and Specifications </li></ul><ul><ul><li>Develop an overview of your business and culture </li></ul></ul><ul><ul><li>Define position's scope and responsibilities, compensation package, reporting relationships and profile of the desired candidate </li></ul></ul><ul><ul><li>Develop the sourcing and recruiting strategy </li></ul></ul><ul><ul><li>Develop the interviewing/selection process </li></ul></ul>
  4. 4. Lets review your Talent Sourcing Strategy- where do you find them? <ul><li>The sourcing channels could include any of the following: </li></ul><ul><li>Social Networking – Use LinkedIn, Facebook, Twitter, JigSaw, Plaxo, Ryze, Spoke, Namyz </li></ul><ul><li>Direct Recruitment - identify target companies and identify candidates who possess the targeted skill set and proactively contact them to present your opportunity. </li></ul><ul><li>Web-based Mining - utilize web mining technology to identify and source potential candidates. </li></ul><ul><li>Advertising - advertising initiatives focused on communicating your opportunities to key markets, professional associations and societies. </li></ul><ul><li>Web-based Job Postings - identify a number of Internet career boards and job posting sites targeting the passive job seeker. </li></ul><ul><li>Affinity Associations - relationships with affinity groups and educational institutions that become valuable resources for the attraction of diversity candidates. </li></ul>
  5. 5. The Research Triumvirate <ul><li>Google, LinkedIn & Jigsaw – useful for folks seeking both opportunities and talent. </li></ul>
  6. 6. site:LinkedIn.com -intitle:directory chemist &quot;Greater St. Louis&quot;
  7. 7. site:LinkedIn.com -intitle:directory &quot;director&quot; and R&D and chemist &quot;Greater St. Louis&quot;
  8. 8. This is where Jigsaw can help
  9. 9. Jigsaw lets you filter your potential contacts before you select them.
  10. 10. Once we select one of the contacts <ul><li>we have contact information for the Lab Manager. Priceless ! </li></ul>
  11. 11. More Sourcing strategies <ul><li>Direct Sourcing </li></ul><ul><ul><li>Targeted Companies </li></ul></ul><ul><ul><li>Contact databases </li></ul></ul><ul><ul><li>Friends of friends in your network </li></ul></ul><ul><ul><li>Referrals </li></ul></ul><ul><ul><li>College Relations </li></ul></ul><ul><ul><li>Vocational Centers </li></ul></ul><ul><ul><li>State and local Job Retraining Programs </li></ul></ul><ul><ul><li>Research Driven Employment Fairs </li></ul></ul><ul><li>Web-Based Sourcing </li></ul><ul><ul><li>Affinity Groups/Industry Associations </li></ul></ul><ul><ul><li>Strategically Place Banners and Sponsorships </li></ul></ul><ul><ul><li>Social Networking </li></ul></ul><ul><ul><li>Internet research: Google, Boolean strings </li></ul></ul><ul><ul><li>Competitor sites </li></ul></ul><ul><li>Traditional Media </li></ul><ul><ul><li>Industry Newspapers/Periodicals </li></ul></ul><ul><ul><li>Local Media Placement (print/radio/direct mail) </li></ul></ul>
  12. 12. The sourcing process <ul><li>Candidate Development Process </li></ul><ul><ul><li>Identify target sources using social networking, contact databases and network of contacts </li></ul></ul><ul><ul><li>Identify candidates, including internal and external referrals as appropriate </li></ul></ul><ul><ul><li>Screen and evaluate candidates </li></ul></ul><ul><ul><li>Narrow list of candidates and review profiles </li></ul></ul><ul><ul><li>Facilitate interviews of candidate, self, advisors, those who know your business plan and challenges </li></ul></ul><ul><ul><li>Obtain feedback from interviewers </li></ul></ul><ul><ul><li>Feedback from candidates </li></ul></ul><ul><ul><li>Integrate with assessment tools </li></ul></ul><ul><ul><li>Conduct Reference Checks as you go along (before you fall in love with a candidate) </li></ul></ul>
  13. 13. The hiring process <ul><li>Pay/ salary/compensation/rewards </li></ul><ul><ul><li>Alternatives to traditional rewards </li></ul></ul><ul><li>Offer Management </li></ul><ul><ul><li>Developing the offer </li></ul></ul><ul><ul><li>Conduct final Reference Checks </li></ul></ul><ul><ul><li>Conduct any post offer testing that is required </li></ul></ul><ul><ul><li>Discuss the offer parameters with candidate </li></ul></ul><ul><ul><li>Write up offer letter with all details </li></ul></ul><ul><ul><li>Request response to offer by </li></ul></ul>
  14. 14. After the offer, the interview/selection process is not done! <ul><li>Confirm the start date </li></ul><ul><li>Announce the new hire internally </li></ul><ul><li>Press release to local and regional media </li></ul><ul><li>Internal administrative prep for new hire </li></ul><ul><ul><li>Payroll set up </li></ul></ul><ul><ul><li>Office space/tools </li></ul></ul><ul><ul><li>Systems security/passwords </li></ul></ul><ul><ul><li>Benefits set up </li></ul></ul><ul><li>Prepare on boarding/orientation plan </li></ul><ul><li>Welcome the new person, get them engaged, excited and involved, so they know they also made the right decision to join you! </li></ul>
  15. 15. On Boarding/Orientation: The selection process continued <ul><li>Day One Activities </li></ul><ul><li>Week One Activities </li></ul><ul><li>Employee referrals </li></ul><ul><li>First month plan </li></ul><ul><li>Stay interview </li></ul><ul><li>90 day plan </li></ul><ul><li>6 month plan </li></ul><ul><li>Annual goal and objectives </li></ul>
  16. 16. Building an Onboarding Program <ul><li>Make it fun and interesting </li></ul><ul><li>Don’t overwhelm employees </li></ul><ul><li>Think about the employee’s perspective </li></ul><ul><li>Use technology </li></ul><ul><li>Make use of mentors </li></ul><ul><li>Conduct follow-up interviews </li></ul>
  17. 17. Building an Onboarding Program <ul><li>Company / Departmental Overviews </li></ul><ul><li>Job Expectations </li></ul><ul><li>Policies and Procedures </li></ul><ul><li>Administrative Housekeeping Items </li></ul>
  18. 18. Going forward: Avoiding the bad hire or the bad employee! <ul><li>Stay close to employees </li></ul><ul><li>Regularly re-calibrate goals/expectations </li></ul><ul><li>Don’t assume no news is good news </li></ul><ul><li>Establish on going 2 way performance reviews </li></ul><ul><li>Link pay to performance, incent employees by aligning their goals with yours </li></ul>
  19. 19. Positive employee relations <ul><li>Reward and recognition </li></ul><ul><li>Regular employee communications </li></ul><ul><li>Celebrate success </li></ul><ul><li>Community/Participation-Involvement </li></ul><ul><li>Keep performance issues private </li></ul><ul><li>Focus performance issues on improvement as opposed to discipline </li></ul><ul><li>Remove discipline problems promptly </li></ul><ul><li>Start a talent review and succession planning process now! </li></ul>
  20. 20. Moving on - termination <ul><li>When, how, and why </li></ul><ul><ul><li>Set clear standards, goals and objectives with deadlines </li></ul></ul><ul><ul><li>Communicate regularly and often </li></ul></ul><ul><ul><li>Voluntary </li></ul></ul><ul><ul><li>Involuntary: for cause, malfeasance or bad fit </li></ul></ul><ul><li>Determine a process before it happens </li></ul><ul><ul><li>Be consistent </li></ul></ul><ul><ul><li>Treat people fairly: performance improvement, notice </li></ul></ul><ul><ul><li>Severance only with a written release </li></ul></ul><ul><ul><li>Future References </li></ul></ul>
  21. 21. Moving on - termination <ul><li>Keep good records of previous conversations, document </li></ul><ul><li>When you are in a jam: </li></ul><ul><ul><li>Get advice from experts </li></ul></ul><ul><ul><ul><li>HR professionals first </li></ul></ul></ul><ul><ul><ul><li>Labor/employment lawyers last </li></ul></ul></ul>
  22. 22. Questions and Answers! <ul><li>Lisa Rokusek </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>Executive Recruiter </li></ul></ul><ul><ul><li>Agent HR </li></ul></ul><ul><ul><li>314.431.5083 </li></ul></ul><ul><li>[email_address] </li></ul><ul><ul><li>Senior HR Consultant </li></ul></ul><ul><ul><li>314-374-7025 </li></ul></ul><ul><ul><li>http:// www.linkedin.com/in/jeffstruve </li></ul></ul>

Notes de l'éditeur

  • What are your biggest challenges today? Why are you here? How many of you are planning on hiring new talent soon or are in the process today? How many of you came here to learn techniques to keep good talent in your new organization? How many of you are here because you need to know how to help someone leave your organization?
  • The most important part of adding to your team is to plan ahead and define what you need, before you see it!
  • Develop and execute multi channel sourcing and recruitment strategies. The objective is to source and attract a qualified candidate pool while managing cost per hire and improving overall quality and efficiency of the talent acquisition process
  • Recruiters like LinkedIn. It is a powerful as a research tool, and since job seekers and recruiters have a lot in common (we need to get in touch with the right people) it can be very useful to us both. Folks use it a couple of ways: An online list of personal contacts with tight control. A big open network of anyone and everyone they know. I fall into the latter category and happily embrace the title of “promiscuous networker”. I think as a recruiter it is helpful for obvious reasons. Last time I checked I had 16,500 direct connections and had access to over 24 million people on LinkedIn. That is kind of cool, but that and 5 bucks will barely buy me a latte at Starbucks. Like many things, it is not the size of your network, it is how you use it. Consider LinkedIn as a partial company directory of many companies in the global economy. Key words: Partial and many. Remember, LinkedIn is not a complete list. There is no such thing. The impossibility of compiling an accurate list of workers and contact information is a big part of why we are part of such a challenging and lucrative industry. People move around like grains of sand in a desert. In the current economy this movement is more like desert sand in a windstorm. In our current turbulent times, people that simply send out emails with resumes will not find success. That activity is just a variation of the post and pray method of recruiting - inherently passive and bound to fail. Instead of posting and praying for a response, we need to hunt our prey. Research shows us (hunters) where our prey (folks with special skills and/or the people that buy them – or in your case people who are hiring folks with YOUR skillset) live and work. ***Remember, the best tool in our arsenal is the least passive one – the phone.*** Lets say you don’t have 16K direct contacts like some folks out there. LinkedIn is still a great research tool, especially coupled with Google. LinkedIn, like many social networking sites, dumps information out onto the web, and is accessible via search engines. So no matter the number of people in your network, you have the ability to mine for everyone that is part of LinkedIn.
  • This is a very simple search string to mine LinkedIn contacts from Google. This particular string is for chemists in St. Louis, but it is customizable: Please note our results were 47,000 chemists in St. Louis. 47,000 is a lot. Lets tweak the results by adding some more terms.
  • But how many of us are comfortable picking up the phone and calling in to companies with multiple locations, or even one big one? Phone calls are not so easy in a world where gatekeepers go to boot camps to train on how to get rid of salespeople and recruiters (or salespeople who are recruiters). Plus, if these folks aren’t your direct connections how do you send them email without knowing how the email addresses are set up. It can be daunting. We have all made 5 phone calls to try to get a live person and hit the dead end of disconnected numbers, uncooperative gate keepers or the plain difficulty of finding a good number to start. Rejection is no fun – which is the dirty secret of why email is so seductive. Personally, I am both lazy and anxious. If I feel like I am wasting my time I get nervous and go on to do something with a quicker payoff. But that next call might have netted my best prospect. I can’t afford to give up too soon, so I look for ways to streamline my efforts to get to the prospect with the least effort.
  • Fresh contact information maintained by other users. Cha-Ching! If you are new to LinkedIn you may not have noticed how may profiles are out of date. When we rely on folks to update their own information it can get dicey when the novelty wears off. That is part of the reason I enjoy Jigsaw so much. Oh, and it is free, at least it was last I checked. There was a play to avoid paying version that allowed you to enter contact info off all those business cards we never use. You got points for entering data that would allow you to dig up company phone numbers and email address structures.
  • We can chat about the ethics of entering other folks contact information, but I figure if they stick it in a fishbowl to win a free lunch it is fair game.
  • Well, not really. At this point we have a long way to go. Still, starting here is easier and more effective than just mailing out a boatload of resumes. We know something about how Jost, or any other company we research organizes phone extensions and email addresses. We are now able to more comfortably add some ACTIVE phone calls in to the passive emails and improve the odds of getting through to our prospects.
  • Ask candidates detailed questions about their past experience in similar circumstances Ask references the same questions or seek the same information from references Get a wide variety of references from candidate, but develop your own list of references based on where the person worked thru people in your own network who can give you candid information. Use social networks, business associations, volunteer groups, etc
  • Make certain your new hire feels welcome from Day One. Below are a few basic ideas: 􀂃 Order business cards in advance so you can provide them on the first day. 􀂃 Have the workstation and (working) computer ready with a working email address. 􀂃 Schedule someone to take the new hire to lunch on their first day. . Employee retention - Reinforce in your new employees’ minds that they made the right decision. 2. Employee engagement - Inspire and engage your new hires, so they feel excited about working for you and making a contribution. 3. Employee productivity - Help your new employees “get up to speed” faster, so they’re producing at peak levels sooner.
  • Objectives of Employee Onboarding Finally, from either the employee&apos;s or employer&apos;s perspective, the high-level objectives of a good onboarding program include: Helping the employee to identify with their new employer. Allowing the employee to understand some of the company&apos;s values and priorities. Building an optimistic attitude towards the company. Avoiding misunderstandings. Helping the employee feel valued. Encouraging socialization and creating a sense of belonging. Reducing new employee anxiety. Setting of performance expectations. Decreasing the learning curve. Decreasing new hire turnover or increasing retention of key skill sets during the most vulnerable time (1 st year!)
  • Before we introduce our onboarding checklist, it&apos;s important to take the goals and objectives of such a program and create modules of information around each.  This means a good onboarding program must address: Company / Departmental Overviews Job Expectations Policies and Procedures Administrative Housekeeping Items
  • Before we introduce our onboarding checklist, it&apos;s important to take the goals and objectives of such a program and create modules of information around each.  This means a good onboarding program must address: Company / Departmental Overviews Job Expectations Policies and Procedures Administrative Housekeeping Items
  • Poor retention, turnover problems always boil down to a common thread&gt; Lack of clear communications and poor planning. If you have done your job right of determining the skill set needed, sourced and screened well on the front end, then it comes down to your leadership and management style. Poor performance usually is an idicator of poor leadership, mentoring, monitoring, or development issues.
  • Build a hi performing workplace! Use the one minute manager approach: Recognize achievement when it happens Correct problems in performance when they happen Never assume problems will take care of themselves. Allowing poor performance to continue without discussing ramifications will lead to ongoing performance issues.
  • Create a plan to deal with poor performers before you ever have any. Don’t wait for the pressure of a bad hire to force you have the first discussion. Always meet in private and describe the situation that is causing the problem. Work with the person on solutions, gain their input to solving the problem, continue to manage performance.
  • Lets LinkIn and share networks……