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Selecting Candidates for Engagement and Retention
Presented by:
Kevin SheridanCEO and Founder of HR Solutions, Inc.
June 10, 2010
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Agenda:Selecting Candidates for
Engagement and Retention
What is Engagement?
Dispel myths on subjective recruitment measures
Identify a 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
National trends in Employee Engagement
Q & A
What is Engagement?
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
Levels of Engagement
Source: HR Solutions’ National Employee Engagement Study
Three Types of Employees:
1. ENGAGED• Highly Engaged and committed to the
mission, vision, and values of the organization.
2. AMBIVALENT • They are not apt to “going the extra mile” or
have strong spirit and enthusiasm. Not likely to quickly volunteer for extra assignments or lea roles. They often can feel unappreciated, and at times, unimportant.
3. DISENGAGED• Negative energy, they focus on problems.
Why Engagement Matters: What separates Good from Great?
Recognition/Rewards
Supervisory/Management
Personal Awareness/Commitment
Organizational Effectiveness
CoworkerPerformance/Cooperation
Engagement
Why is Engagement Important?
Engaged Employees work harder and produce higher quality work than Disengaged Employees
Engaged Employees are 3.5 times more likely to stay with their employer, lowering turnover costs
Satisfied employees are linked to satisfied customers at a correlation coefficient of .85
HR Solutions’ Engagement Model
Dispelling Myths on Subjective Recruitment
Measures
Recruiting Myths - Busted
Myth #1If a candidate went to ABC University or workedfor XYZ Company, they must be the perfect fit forthis position.
BustedAlthough education and work experience can beimportant, this measure alone is a poor way ofassessing a candidate’s fit and skill set.
Recruiting Myths - Busted
Myth #2Setting extremely narrow criteria for qualificationswill help “weed out” the candidates that would not be good for this job.
BustedSetting narrow criteria can actually exclude the topcandidates an organization is trying to find. A moreeffective way of determining fit and qualifications isthrough behavioral interview questions.
Recruiting Myths - Busted
Myth #3An interview is for the employer to assess the job candidate.
BustedAn interview allows the employer and job candidate toassess each other and determine a possible mutuallybeneficial fit. A good interview is a strong informationalexchange, not a one-sided conversation.
Recruiting Myths - Busted
Myth #4An interviewee only needs to meet with one person fromthe organization.
BustedAllowing multiple interviewers to assess different aspectsof a candidate’s qualifications and fit generally yields to amore accurate and thorough evaluation.
Identifying a Candidate’s Fit Within the
Organizational Culture
““Engagement Predictors” during the selection process:
Adaptability Passion for the Work Emotional Maturity Positive Disposition Self-efficacy Achievement Orientation
Recruiting Measures: Select the Right People
Tools for Selecting Engaged Employees:
Situation judgment interview questions Structured behavior interviews Personality tests Combination of multiple methods
Recruiting Measures: Select the RightRight People
Best Practices and Low-Cost Tips to Engage
Early and Often
Typically, What Happens on a New Employee’s First Day on the Job?
Not met at the front door Given employee manual to read front
to back Voice mail doesn’t work Computer isn’t set up No one scheduled to train them Not welcomed by staff Not given bathroom key Supervisor not there to introduce to
the team Work area dirty or still containing
other employees belongings
One in 25 new employees quits on their first day.Source: Judy Enns, Managing Director or HR Solutions Search and Staffing
Onboarding New Employees:The Right WayThe Right Way
Successful employee integration:
First day should be a celebration! Meet with manager Teambuilding event
– Lunch– Meeting– Training
Clear definition of role Provided with business card Overview of the strategy and mission Go-to list Performance evaluation process/metrics
Engage Early and Often
Length of Service OJSActivelyEngaged 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%
HR Solutions’ Research – Engagement Statistics by Tenure from January 2008 to May 2009.OJS = Overall Job Satisfaction Scores.
Engage Early and Often
The steep decline of Engagement levels from 36% to 17% after one year of service is astonishing;
This is a wake-up call for organizations, regardless of industry or size, to develop ongoing strategies to create Engaged workplaces and continually seek employee feedback to measure levels of Engagement and affect positive change.
Proactively solicit feedback from new hires to further ensure their success, such as a survey for all new employees within the first 90 days.
Career Development
Open Communications
Direct Supervisor/Manager Leadership Abilities
Senior Management’s Relationship with Employees
Strategy/Mission
Employee Recognition Programs
Organizational Culture- Diversity, Inclusion, Openness, Innovation, Freedom to Make Mistakes
Determination of key drivers based on survey responses in ourNational Normative Database, representing over
3.3 million participants and 3,400 organizations.
Top Drivers of Employee Engagement
Recognition surpasses pay as the toptop motivator for younger generations Recognition is a free or low-cost way to Engage Employees
Recognize frequently and publicly
Retain Top Performers:Create a Recognition Culture*Create a Recognition Culture*
OLD WAY
Every 5 Years
Every Year
Every Month
NEW WAY
Yearly
Monthly
Real Time
Studies show that supervisors should
recognize employees every seven days to be effective.
*Source: Michael C. Fina, Total Recognition Strategy
Audience Participation
A. Employees
B. Managers
C. Responsibility Should be Shared
D. I’m Not Sure
Who Do YOU Think Should Be Primarily Responsible for Workplace Engagement?
Vote on the right side of your screen
Getting Employees Involved in Their Own Engagement
Key preventative measures to ensure this mistake does not occur:
– Empower employees to learn their own level of Engagement
– Encourage employees to take ownership of their Engagement
The greatest mistake organizations make is focusing efforts to increase Employee Engagement solely on management and the organization.
Audience Participation
What is the TOP reason cited by employees withone to five years tenure as to why they wouldconsider resigning?
A. Supervisor/Manager
B. Pay
C. Benefits
D. Lack of Career Advancement
E. Other
Engagement Research by HR Solutions, Inc. found that 37% of employees responded “Strongly Agree” or “Agree” when asked the following question:
“I thought of resigning in the last six months.”
Vote on the right side of your screen
The Top Five Ways to Retain Engaged Employees
1. Desired Job Content.
2. Career Development.
3. Positive Organizational Culture.
4. Compensation Plans/Benefits Plans.
5. Maximize Diversity and Generational Strengths.
Generational Differences
Generational Issues
Address generational issues before they arise.
1. Explain the value and worth of older employees to younger employees.
2. Allow older employees to see that they can grow from the knowledge of younger employees as well.
Predispositions of individuals in the workplace can obviously cause strife and loss of productivity or underutilization of talent.
Traditionalists Retention Factors:Born 1929- 1946: Size: 27 Million Respectful for authority Value duty and sacrifice Value accountability Strong work ethic Strong interpersonal skills Believe promotions and
recognition come with job tenure
Loyalty to employer and expect employer loyalty to them
Retention Tips: Tap their strong ties with
the community Empower them to be
ambassadors of the organization
Baby Boomers Retention Factors:Born 1947- 1965: Size: 76 Million Individuality Driven by goals for success Believe in teamwork Emphasize relationship building Want work-life balance Career equals identity Financial success Empowerment
Retention Tips: Treat as equals Take a democratic approach within
the team Leverage their ability to mentor new
employees Offer a flexible environment that
balances work and retirement
Retention Tips: Link their contributions to the
“big picture” Offer learning & training
opportunities Employee involvement Flexibility to meet deadlines Focus on results
Born 1966- 1979:: Size: 60 Million Self-reliant Highly educated Questioning and risk adverse Loyal to people, not the
organization Want open communication Value control of their time Focused on career advancement & skill development Value flexibility Outcome over process
Generation X Retention Factors:
Retention Tips: Create a collaborative and feedback
oriented work environment Ensure training program is comprehensive Structured, supportive work environment Frequent recognition for achievements Developmental opportunities Volunteer opportunities Link with on-call mentors Use cross-training technique
Born 1980- 1992: Size: 88 Million Image conscious Constant recognition Value instant gratification Team-oriented Want open communication Search for mentors Want a job that provides personal fulfillment Searching for stress relief Work-life balance Career development Race/ethnic identification of reduced
importance
Millennials Retention Factors:
National Trends in Employee Engagement
Engagement Effect:• More job opportunities for those
who are currently employed • Predicted rise in voluntary leave
Raising Engagement levels becomes even more crucial for controlling turnover rates and keeping top performers.
(Slow) Economic Improvement: 29% of organizations plan on hiring
in the next six months Up from 24% in Fall 2009(Society for Human Resources Management, Workplace Visions
Study by the National Association for Business Economics, Jan 2010)
National Trends
National Trends Engagement – Diversity Link
Maximize Diversity and Generational Strengths. Demonstrate that Diversity is a priority for the organization.
0%
20%
40%
60%
80%
100%
StronglyDisagree
Neither StronglyAgree
Job Satisfaction
Diversity Satisfaction
