Selecting Candidates for Engagement and Retention
•Télécharger en tant que PPT, PDF•
3 j'aime•3,145 vues
This PowerPoint deck will examine real ways to measure quality of hire and impact the value of talent on an organization. Learn how to: * Dispel myths on subjective recruitment measures * Assess candidates for traits and competencies that are true identifiers of engaged employees within your organization * Identify candidate’s fit within the organizational culture * Provide best practices and low-cost tips to engage early and often. * Discuss the generational differences in workplace concerns and about national trends in employee engagement.
![Agenda: Selecting Candidates for Engagement and Retention ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Selecting Candidates for Engagement and Retention
Similaire à Selecting Candidates for Engagement and Retention (20)
Plus de Monster
Plus de Monster (20)
Dernier
Dernier (20)
Selecting Candidates for Engagement and Retention
- 1. Selecting Candidates for Engagement and Retention Presented by: Kevin Sheridan CEO and Founder of HR Solutions, Inc. June 10, 2010 The Webinar Will Begin Shortly If you cannot hear music, or the presenter to today's webinar, please use our toll-free call in number. Number: 888-469-1348 Pass code: 2940000 Follow on Twitter : #monsterlive
- 4. What is Employee Engagement ? Create a Magnetic Culture ® Engaged Employees share a strong desire to be part of the value that the organization creates. These are the employees who choose to exert discretionary effort to provide better outcomes for customers and the organization. A Magnetic Culture ® is one that draws talented employees to the workplace, empowers them, and sustains an environment in which they are less likely to leave
- 6. Why Engagement Matters: What separates Good from Great? Engagement Recognition/Rewards Supervisory/ Management Personal Awareness/ Commitment Organizational Effectiveness Coworker Performance/ Cooperation
- 8. HR Solutions’ Engagement Model
- 9. Dispelling Myths on Subjective Recruitment Measures
- 10. Recruiting Myths - Busted Myth #1 If a candidate went to ABC University or worked for XYZ Company, they must be the perfect fit for this position. Busted Although education and work experience can be important, this measure alone is a poor way of assessing a candidate’s fit and skill set.
- 11. Recruiting Myths - Busted Myth #2 Setting extremely narrow criteria for qualifications will help “weed out” the candidates that would not be good for this job. Busted Setting narrow criteria can actually exclude the top candidates an organization is trying to find. A more effective way of determining fit and qualifications is through behavioral interview questions.
- 12. Recruiting Myths - Busted Myth #3 An interview is for the employer to assess the job candidate. Busted An interview allows the employer and job candidate to assess each other and determine a possible mutually beneficial fit. A good interview is a strong informational exchange, not a one-sided conversation.
- 13. Recruiting Myths - Busted Myth #4 An interviewee only needs to meet with one person from the organization. Busted Allowing multiple interviewers to assess different aspects of a candidate’s qualifications and fit generally yields to a more accurate and thorough evaluation.
- 14. Identifying a Candidate’s Fit Within the Organizational Culture
- 17. Best Practices and Low-Cost Tips to Engage Early and Often
- 20. Engage Early and Often HR Solutions’ Research – Engagement Statistics by Tenure from January 2008 to May 2009. OJS = Overall Job Satisfaction Scores. Length of Service OJS Actively Engaged Ambivalent Disengaged All Employees 76% 24% 59% 17% Less than One Year 81% 36% 53% 11% One to Five Years 74% 17% 67% 16% Six to Ten Years 77% 19% 70% 11% Eleven to Twenty Years 79% 20% 70% 10% Twenty-one years + 86% 25% 69% 6%
- 34. National Trends in Employee Engagement
- 37. Questions/Comments? Please forward any additional questions to: [email_address]
Notes de l'éditeur
- HR Solutions’ definition of Engagement focuses on two components. Creating a Magnetic Culture ® which draws talented individuals, engages them, empowers them, and makes it less likely that they will leave the organization. Second, our Engagement approach quantifies the number of employees choosing to exert discretionary effort to provide better outcomes for patients and the organization.
- When multiple people are interviewing a candidate, it is best to divide the interview into sections addressing specific topics so the candidate is not answering the same questions over and over. An example of different assessments could be employment history, cultural fit and technical skills.
- The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique combination of training and employment screening. After receiving instruction in 12 essential skills, job applicants were expected to successfully demonstrate these skills. Richard Wellins is quoted as saying, "If you have a turnover problem ... 8 of 10 times it may very well be due to selection of personnel rather than (lack of) training.“
- The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique combination of training and employment screening. After receiving instruction in 12 essential skills, job applicants were expected to successfully demonstrate these skills. Richard Wellins is quoted as saying, "If you have a turnover problem ... 8 of 10 times it may very well be due to selection of personnel rather than (lack of) training.“
- When engagement scores suffer such a significant drop after the first year on the job, it’s clear that employees don’t feel like they’re getting what they were promised or they are not a good fit for the organization that hired them. Once the honeymoon is over, they’ll start to look for another position, particularly if they are Gen X or Millennials. According to a recent SHRM study- More than 59% of employees who leave an organization do so between six months and one year. Of those who stay, another 50% leave before two years of employment. These means 79.5% of your employees never make it beyond the two year mark!
- ERG’s – employee resource groups not only promote diversity within the organization, they also provide excellent opportunities to keep your traditionalist and older boomer employees as company advocates. 63-80 years old. Experience in the workplace just as important as a college degree
- Baby boomers are diverse: Immigration has played a major role in increasing the diversity of the baby boomers. Diversity has not led to equality: Baby boomers are the first generation to come of age after the Civil Rights era. Yet the authors found differences of income according to race, ethnicity and country of birth so entrenched that, in effect, they are ethnic classes. Redefine Retirement/Flexible Work Schedules - 76% of boomers want a gradual retirement.
- Divorce and working moms created "latchkey" kids out of many in this generation. This led to traits of independence, resilience and adaptability. Generation X feels strongly that "I don't need someone looking over my shoulder." For this generation there isn't a career ladder. There's a career lattice. They can move laterally, stop and start, their career is more fluid. Instead of remaining loyal to their company, they have a commitment to their work, to the team they work with, and the boss they work for. For example, a Baby Boomer complains about his dissatisfaction with management, but figures its part of the job. A Gen Xer doesn't waste time complaining-she sends her resume out and accepts the best offer she can find at another organization. Gen Xers work best when they're given the desired outcome and then turned loose to figure out how to achieve it. This means a mentor should guide them with feedback and suggestions, not step-by-step instructions.
- You don’t “retain” them, you “evolve” them. Because they appreciate structure and stability, mentoring Millennials should be more formal, with set meetings and a more authoritative attitude on the mentor's part. Provide lots of challenges but also provide the structure to back it up. This means breaking down goals into steps, as well as offering any necessary resources and information they'll need to meet the challenge. You might consider mentoring Millennials in groups, because they work so well in team situations. That way they can act as each other's resources or peer mentors.
- You don’t “retain” them, you “evolve” them. Because they appreciate structure and stability, mentoring Millennials should be more formal, with set meetings and a more authoritative attitude on the mentor's part. Provide lots of challenges but also provide the structure to back it up. This means breaking down goals into steps, as well as offering any necessary resources and information they'll need to meet the challenge. You might consider mentoring Millennials in groups, because they work so well in team situations. That way they can act as each other's resources or peer mentors.
- Yet, One to Fivers feel their organizations fall short in their Diversity efforts. Almost every tenure group is at norm or above; However, One to Fivers are a full 6 points below in the diversity dimension Norm: 87, one to fivers: 77% favorable