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RECRUITMENT AND RECRUITMENT AND RETENTIONRETENTION
One thing that makes our lives easier as leaders is who we hire and how we do it!
Recruitment and retention strategies are important means for attracting and retaining skilled employees particularly when there is high staff turnover, a competitive job market and labour shortages.
HOW DO WE PREPARE TO MEET BETTY?
In preparation to meet Betty, we need to make sure that our “ducks are in a row” – that we as an organization have carefully considered what we have to offer to attract and retain quality Early Childhood professionals.
ASK YOURSELF……ASK YOURSELF……What do people want in their
jobs?What are their motivators?What does my program offer that
prospective employees desire?
In many instances, employee performance is determined by 3 things:
Ability (training can be provided)Work environment (environment
can be altered)Motivation (this solution is more
complex!)
Research shows that employee Research shows that employee motivation falls into 2 categories: motivation falls into 2 categories: MaintainersMaintainers & & MotivatorsMotivators
MAINTAINERS (factors that must be kept at a satisfactory level):
Salary & fringe benefitsOrganizational policiesWorking conditionsJob securitySupervision
MOTIVATORS (factors that create an inner desire to work by satisfying certain needs that are important to the individual employee):
AchievementRecognitionJob positionResponsibilityAdvancement
RANKING MOTIVATORS…RANKING MOTIVATORS…
Rank the following motivators in terms of how effective they would be for motivating you. Now go back and identify what you think your staff would choose.
LESSONS LEARNED….LESSONS LEARNED….
1. What motivates you may not motivate them!
If we misinterpret or assume what is important to our employees, we may choose methods of motivation that are entirely off base!
2. Not all employees respond to the same motivations.
Motivation is an individual thing!
3. As a manager, you cannot motivate anyone!
You can only provide an environment that encourages employee’s self-motivation. Motivation is getting people to do what you want them to do because THEY WANT TO DO IT!
4. Offering various motivators to fulfill individual needs!
Salary & Fringe BenefitsSalary & Fringe Benefits Most people are motivated by
money at least for their basic needs Money not often the primary
motivator – some nonfinancial motivators are more effective than extra cash in building long-term employee engagement
We do have to ensure however that we are equitable within our market
Organizational PoliciesOrganizational PoliciesKnow your organization’s vision
and values (this will be important both in recruitment and retention – embodies what we care most about and what we stand for!)
THE VALUE OF VALUESTHE VALUE OF VALUESOur values embody what we stand for
and provide the basis for our decisionsOur values direct how we respond and
react to situationsVALUES EXERCISE – In your group, choose the value most important to
you. In your group, share your value and
why it is important. How is it reflected in your work?
VALUES EXERCISE VALUES EXERCISE
Look at the photos provided and define what values may be at
work.How does this make you feel?
Can you relate this to your own experience?
How could you use this tool for staff development or
interviewing?
Organizational Policies Organizational Policies (cont.)(cont.)Be involved in regular
conversations about why we have the policies we do and what they look like in real practice
Defined job description
Working ConditionsWorking ConditionsResearch shows that staff leave or do
not join an organization for many reasons including better job opportunities, more positive working conditions, career advancement, and better work/life balance (particularly for women as changes to the family tend to impact upon them)
HOW CAN WE SUPPORT BETTER WORK/LIFE BALANCE FOR OUR
EMPLOYEES?
10 Most Essential Work Life 10 Most Essential Work Life Balance Retention & Balance Retention & Attraction StrategiesAttraction Strategies(As identified by the Gov’t Health
Sector)1.Flexible working hours2.Part-time work or job sharing
arrangements3.Reasonable working hours4.Access to child care5.Flexible leave arrangements6.Safety & Wellbeing
7. Personal needs8. Casual staff on board9. Job mobility10.Leave in single days
WHAT MIGHT THIS LOOK LIKE IN OUR SETTINGS?
1. Flexible working hours (consultative rostering arrangements)
2. Part-time work or job sharing arrangements
3. Reasonable working hours4. Access to child care (on site, cost
reduction, payroll deductions)5. Flexible leave arrangements (time
off for school holidays, appt’s, child illness)
6. Safety & Wellbeing (appropriate breaks, access to staff room, access to health & wellness programs, onsite parking)
7. Personal needs (telephone access, schedule meetings taking into consideration needs of employee’s family,)
8. Casual staff (having relief staff available alleviates stress)
9. Job mobility10. Leave in single days (personal
leave days as part of sick package, mental health days)
Working conditions also include quality of environment (access to materials needed, physical layout)
Job Security / SupervisionJob Security / SupervisionProviding regular support /
feedback and opportunities for reflection with Supervisor and peers
Regular staff meetings to come together as a group to share experiences
Achievement / Achievement / RecognitionRecognition
Recognizing contributionsRespect for employees as unique
individuals
Job Position / Responsibility / Job Position / Responsibility / AdvancementAdvancement
Encouragement of learning, growth & skills (PD opportunities paid for, time provided, etc)
Interesting workKnowing how I fit inKnowing why things are being done
(transparency)Getting information about organizationPromotion opportunities (internal jobs,
tasks)Having control over how I do my work Involvement in decisions that affect me
(task)
Decision MakingDecision Making
Categories include:1.Unilateral – decisions best made by
you alone.2.Consultative – decisions that are best
made by you with input from your staff
3.Collaborative – decisions that can be made jointly by you and your staff
4.Delegated – decisions that should be made by the teachers exlusively
TASK: Share a list of decisions that have been made at your program using the descriptions above.
Take time to complete Exercise 6 – review the listed items relating to areas in which teachers typically want more decision making influence. Indicate those things that you currently do, and those you may be able to implement in the future.
Interesting Fact…Interesting Fact…
It has been estimated that the cost of replacing a staff member is anywhere between $20,000 - $50,000 per employee (advertising costs, time to interview/orient to bring new employee up to level of departing employee)
Improving staff retention must therefore generate cost savings!