Recruiting & Retention:

How to Win the War for Talent Today

& Keep Them Tomorrow

Martin Plumlee

August 9, 2018

Today’s Agenda

• Introduction

• Engagement & Retention Formula

• Effective Employee Hiring (EH)

• Candidate Emotional Intelligence (CEQ)

• Strategic Onboarding (SO)

• Result: Increased Short-Term Engagement (STE)

• Training & Development (TD)

• Endstate: Long-Term Retention (LTR)

• Wrap-up / Q&A

• Contact Information

Winning Objectives

• Walk away with at least two (2) actionable ideas

• Increase dialogue w/n your organization; result in:

A) More Effective Hiring Processes

B) Increased Training & Development That

Improves Long-Term Retention

• Please remember these talent & sales maxims:1. “Time Kills All Deals”

2. “Talent has opportunity AND choices”

3. “Talent fortified with experience has MANY choices”

• Recommended Maxim:

“Matching Talent with Opportunity”

Hiring & Retention Formula:

EH + CEQ + SO > STE + TD = > LTR

Effective Hiring

EH > STE

Employee Motivation Factors

• Compensation

• Advancement

• Team

• Organization

• Actual Work

• Recognition

• Security

• Lifestyle What is your reality?Gen X’ers? Millennials?

Do We Know Our Team?

• What motivates your individual performers?

• Are you trying to motivate with reward$ when all they

want is recognition?

Effective HiringJob Description

1. An accurate & current job description

Qualifications | Knowledge & Skills:

• Experience required

• Education and/or certifications

• Analytical / job essential skills (quantifiable)

• Critical interpersonal skills (qualitative)

Job Requirements:

• Key tasks

• Percentage per function or responsibility

• Measurements for performance

Effective HiringOther Keys

2. Consistent interview questions

• HR & Recruiting

• Hiring Managers

• Executive Team

3. Staying on the “Train of Expediency”

• “Time kills ALL deals”

• Ridden a “bullet train”?

• Fast, Safe, Efficient, Highly Engineered…just like your (improved/new) hiring process!

2 Keys

1. Entire hiring chain: “same page”

2. It matters how we follow-up, as well as our graciousness and humility

Effective Interview Questions

1. Experience verification questions

• Evaluate features of your background.

• Example: "What were your responsibilities in that position?"

2. Opinion questions

• Analyze how a candidate responds in a series of scenarios.

• Examples: "What would you do in this situation?" and "What are your strengths and weaknesses?"

3. Behavioral questions

• Objectively measure past behaviors as a predictor of future results.

• Examples: "Can you give me a specific example of how you did that?" and "What were the steps

you followed to accomplish that task?”

4. Competency questions

• Align a candidate’s past behaviors with specific competencies which are required for the position.

• Examples: "Can you give me a specific example of your leadership skills?" or "Explain a way in

which you sought a creative solution to a problem.”

Effective Interview Questions5. Case questions

• Evaluate a candidate’s problem-solving abilities

• How he/she would analyze and work through potential case situations

• Example: "How many restaurants are there in the Nashville MSA?"

6. Situational questions

• Get past your pre-programmed answers

• Does the candidate generate original thoughts/answers?

• Used primarily to test a candidate’s ability to think on their feet

Examples:

“If I asked one of your former managers “how do I best manage you” what would that manager tell me?

"What is the most challenging situation you have faced in the workplace in the last 5 years?”

Follow-up Question: “How did you grow from this?”

Can we better prepare for interviews?Will this ensure better retention on front end?

Candidate Emotional Intelligence

(CEQ)

Emotional Intelligence (EQ)According to DISC

Task Driven vs People Oriented?

Fast-Pace vs. Slow-Pace?

Emotional Intelligence (EQ)According to DISC

How does your team member| executive view their

role?

Emotional Intelligence (EQ)

1. Definition

“The capacity to be aware, control and express one’s emotions, and to handle

interpersonal relationships judiciously and empathetically.”

2. Why is EQ so important in 2018?

“EQ is the key to both personal and professional success.” – Author Unknown

(see next slide)

3. EQ is usually the answer to the “why did I not get that promotion” question….

1. Measuring EQ is easy2. EQ is like a muscle; it can grow!

EQ by the Numbers

Any surprises? Why?

Source: TalentSmart Website

Strategic Onboarding

(SO)

Strategic Onboarding (SO)

• When does Onboarding begin?

• Day #1 is too late!

• Highly emotional time:

• A significant life event!

• One of the top 5 LIFE stressors:

• A new job

• Thoughts?

Key Onboarding Statistics

These numbers might be a wakeup call…

Strategic Onboarding (SO)The WHY…

Takeaways:

1. Create an experience!

2. Build credits in your company’s account!

Our Desired Endstate

• Proper onboarding is CRITICAL to the

employee-employer relationship

• Every job requires initial training, orientation

and/or onboarding

Onboarding sets the TONE:

present and future!

• Drives EVERYTHING:

A. future performance

B. ability to achieve stated goals

C. overall position satisfaction

D. long-term retention

Strategic Onboarding 5 Power Steps

1. All about PLANNING!

• Proper Planning Prevent Poor Performance (4 P’s)

• Think “Constitution vs. Contract”

2. Gear and Goodies

• Phone, Computer, Stapler, Scissors, Paper, Pens, Business Cards, etc

• Company Swag:

• Company Shirt / Coffee Mug / Flair…lapel pins, business

3. Team/Department/Company/Executive Introductions

• Mentor/Peer – aka “Battle Buddy”

• Within first 48 hours, make every effort to introduce AND allow key hires

to meet and (briefly) speak with the TOP FIVE Leaders

• Team Lunch Day 1 (or by end of Week #1)

Strategic Onboarding 5 Power Steps

4. Job Shadowing

• Assigned Role

• Others in Department:

• more understanding of company/process/what success looks like…

• Increased buy-in from all parties

5. Collaborate on Feedback Plan

• Initial manager’s meeting

• Begin discussion of “political road map”

• “Key player” hot buttons – “Practice…”

Takeaways:

A. Hard Work with a BIG Payoff

B. Get your team involved

Creating a Successful Onboarding Plan1. Create an agenda for your new employee’s first week - plan in advance

2. Create a comfortable work area for the new team member – build their confidence and VALUE

• Fill desk with supplies, important documents such as organizational charts, etc. for the employee’s review.

3. Provide new employees with welcome gift(s) – build brand loyalty

• To help the new hire immediately feel like part of the team, place any branded materials you offer on the desk,

such as a t-shirt, coffee mug, or pens.

4. Send out helpful information – minimize stress

Help soothe a new employee’s first day jitters by clearly communicating any/all first day information

• Dress code, parking rules, directions to office, and who to ask for when upon arrival

5. Help new hires get the lay of the land

On the new hire’s first day, conduct a tour of the office

- Include simple, but essential, information such as:

desk location, break room location, copier, mailboxes

encourage existing team members to engage and assist

Importance of New Hire OnboardingFirst Week

Block off time for orientation:

• Use the new hire’s first day as more of an orientation day than a work day

• Try to have current team members take the new employee out for lunch

• Set aside time for filling out paperwork, introductory meetings, and casual conversation

Plan a manager’s meeting

• Sometime during the first week, set aside time for the new hire to meet with their

immediate manager (preferably day 2 or 3)

• Use this meeting to give the manager time to get to know the new team member, share

their management style, and explain future expectations

• Coach new team member about the ramp-up process will be like in the first month or two

on the job – BE REALISTIC!

Short-Term Engagement

(STE)

Short-Term Engagement (STE)

We want you on the right side!!!

Short-Term Engagement1. Open and Honest Communication - Trust

• Financials

• Emails & Newsletters

• Social Media

2. Performance Indicators

• S.M.A.R.T Goals

• Real-world/user-friendly performance management system

3. Rewards & Recognition

• Financial Incentives (Bonuses, Raises, Trips, Stock)

• Public Gratitude / “Thank You by the CEO”

4. We are ALL Human

• Wellness Programs

• Virtual Office (1-2 Days a week)

• Flex Scheduling

• Others in Department…more understanding of company/process/what success looks like…BUY-IN

Takeaways:

A. E-FTE = P-FTE

B. Increased loyalty and innovation

Source: J. Daugherty, CPI,

November 2014

Training & Development

(TD)

Training & Development (TD)Leveraging Personality Type to Achieve Proper Training Outcomes

How does your employee approach conflict?

Training & Development (TD)First 3 Months

Invest in training

• A new hire’s first 90 days on the job should be looked at as an initial training

period.

• Train new employee on everything!

Allow for job shadowing

• Great way to train your new hires is to have them shadow other workers.

• Cross training your workers: have them shadow employees in every

department

How are you doing currently? Have you learned something for use at your company?

Long-Term Retention

(LTR)

Long-Term Retention (LTR)1. Promote from Within

• Starts with a Strategic Intern Program

• Consider Hiring from Military/Industry External Candidates

2. Professional Growth

• Stretch Assignments

• Delegate

• Organizational and Individual Training (think experience-based)

• “Safe to Fail” Culture

Benefits:

A. Knowledge continuity

• Proprietary Information Stays in-house

• Drives Innovation and Expansion

B. Results in greater retention

• Cost to Acquire New employees: 2-4x that of retaining

• More Predictability, Less Churn, Higher Morale

Takeaways:

A. Hire early and often; get outside the box!

B. Provide unique opportunities for employees to try new experiences

Source: “10 Principles of

Strategic Leadership”

Referenced Sites

• “Job Shadowing as Part of the Interview Process” by Ashley Lauren Perez

• “How Onboarding Executives is Key to Success” by Career Partners International (CPI)

• “Is Employee Development Really Important?” by Mike McDannell (CPI)

• “10 Principles of Strategic Leadership” by Jessica Leitch, David Lancefield and Mark Dawson

• “What ‘Employee Engagement’ Really Mean (and Why you Should Care) by John Daugherty (CPI)

Contact Details

Martin PlumleePhone:

615.777.8526

Email:

martin@plumleeassociates.com

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