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2016 Workforce Solutions Conference

Session 301 – Recruiting a

Diversified Workforce

May 25, 2016 ~ 12:45 – 1:45

p.m.

Larry MorganHanratty and Associates

Introductions

� Larry Morgan, MAIR, SPHR, SHRM- SCP, GPHR

� Hanratty and Associates HR Advisor

� Orion HR Group, LLC

� Over 30 years of HR experience for organizations including National Car Rental, Best Buy, Lawson Software, HB Fuller, Grant Thornton, JD Edwards, CUNA Mutual Group

� Adjunct / Community Faculty at Metropolitan State University, U of M Continuing Education and St. Mary’s University

� Instructor for SHRM and IFEBP

Diversified workforce planning

� What do we mean by diversified workforce planning?

� How does workforce planning work in your

organization?

� Look at diversity in your community

� Affirmative Action issues

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Talent wars are back…..

� Lowest unemployment rates in 30 years

� More churn

� More competition in the marketplace

� Changing expectations of the candidates

� More diversity in candidates

� Multiple cultures and languages� Boomers retiring but slowly (phased retirement)

� Fewer entrants to labor market

� Higher demand for services

� Speed of change including job skills

� Global job market

� Labor Econ 101 – high demand, low supply…..

Creative hiring

� Alternative sources

� Generating a significant candidate pool

� Obtaining and retaining a talented and diverse employee population

� Cost effective hiring methods

� Hiring the best candidates with the most chance of success in the position

� Integrate with organization values and culture

� Belief in organization mission

“Best practices include taking more time in the hiring

decision process”

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Strategic staffing

� Proactive

� Touchpoint mapping

� Traditional and nontraditional workforce

� Out of box thinking

� Persons who can grow with position and organization

� Provide training – ESL, literacy, skills

� Going beyond the basics in recruiting

Understand the process flow

1. Identify the specific needs and options (profile)2. Review / write job description and grade

3. Affirmative Action needs?4. Recruitment sources5. Interview

6. Select7. Background and reference check8. Offer

9. Onboarding10. Training and formal career pathing

Recruitment sources• Be creative

• Engage marketing department

• Set up marketing genius teams

• Use media and community relations

• Testimonials and video / photos showing diversity in action

• Postings in alternative locations

• Leaflets and banners

• External ad – classified, internet, trade, professional association

• Employee referral programs

• Connect with community organizations

• Train to hire

• Job fair and open house

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Consider alternative workforce

options

� Immigrants

� ESL

� Temp to hire

� Retirees

� Students

� Secondary wage earners

� Part time

� Job share arrangements

� Visa sponsorship

� Development

disability programs

� Dislocated worker

programs

Touchpoint mapping

� Build your brand

� Consistent but identify targets

� Where are you likely to encounter groups

� What / where are key areas

� How to gain attention

� Generate press

One size does not fit all

� Temp to hire

� School affiliations including internships

� Senior centers

� Craigslist

� Grocery store

� Senior centers

� Partner with religious organizations and

immigration support

� Daycare postings

� Laundromat

� Linked in

� DEED

� Hold workshops

� Free training

� Hiring bonus

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Define the job clearly

� Why does the job exist?

� Primary duties

� KPI’s

� Minimum vs. preferred requirements

� Education

� Experience

� Core competencies

� Hire for potential and cultural fit

� Know the compensation market

� Be aware of pay compression

Develop your employment

brand…..

� EVP

� Training and development

� Integrate vision, value proposition, mission

� Solidify the identity

� Define what it means to work here

� What experience will you have

More than...

� A recruitment slogan, logo or tag line� A statement of core values

� HR policies and practices

It is...

� A relationship with employees

� A reputation among prospective employees and placementagencies

� A commitment to the employee/employer relationship

� A value system that is integrated throughout the organization

(“real” and believable)� Relevant to current and prospective employees

Employer brands are…

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Build and use your brand

� Develop a brand strategy� Internal and external should be seamless and

integrated� What content?� Who approves?� Reflect organization “heart” and culture

� Develop a social media strategy� Determine who is in charge of social media� Website for career postings� Internal and external benefit information� Compensation philosophy� Define the experience� Delivery methods and updating to keep “fresh”� Flash video and testimonials

Building Affinity Groups

� Diversity and inclusion are part of your EVP strategy- promote

� Consider different support groups within the

organization as part of recruitment

� Women’s leadership

� Race

� Religion

� Generations

� Young professionals

� Retirees

Internal and external training

� Basic skills

� Hygiene

� English, math, literacy

� Certifications

� Tuition reimbursement

� Regular lunch and learns

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Recruiting- EVPWhat’s your EVP – Employee Value Proposition?

� Why do employees join and stay with your organization?

� What is your brand?� Link to mission� What are your external views?

� Website� DEED� Twitter� Employment application� Career fairs� Employees� Community

Using Social Media to define

your EVP

� What makes your organization different?

� Key points of differentiation

� Why should people come and work for you?

� Why should they stay?

Employees = Marketing Brand

Ambassadors

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What do employees or former

employees say about you?

Top US Social Media SitesMay 2016

� 72% of online users are social networking site users

� Only 28% of organizations have a social media strategy

� 39% of organizations monitor employee social media activities on company owned devices

� 20% of organizations use social media for internal communications

� 40% have a formal social media policy

� 33% of organizations with a policy report taking disciplinary action against employees.

� 42% of LinkedIn users regularly update their profile information

� Silver surfers are fastest growing internet users

Source: SHRM, 2012 and Digital Insights, 2013

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Question:

What innovative / creative strategies

have you used to attract candidates

to your organization?

Best practice:

Spend more time and involve more staff on selection

� Who interviews?

� Subordinates?

� Other incumbents?

� Panel?

� Group / peer interviews

� Behavior based interviewing

� Realistic job previewing

� Job shadowing

� Meet with future peers

Question

What is your favorite interview

question?

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Three questions using your

“inner voice”

� Can they do the job?

� Can they or could they do the job here?

� What help would they need?

� Will they do the job here?

Best Practice:

Onboarding

� “Right from the Start” and “The First 90 Days”

� Onboarding lasts one year

� Rules of the Road

� Buddy system

� Re-recruit employees daily

� 90 day formal review

Clear expectations

� Define KPI’s

� Explain accountabilities

� How will the employee be measured?

� Day to day feedback

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Career Pathing

� Where are you going in your career?

� What are your needs?

� Training

� Diversity and inclusion training

Workplace expectations

� What do you need?

� What motivates you?

� What is most critical to you?

� Training- culture, diversity, generational

differences, feedback

� Mentoring / coaching

� Compensation

� Benefits

� Schedule flexibility

� Work / life balance

Maslow – revisitedThe Commitment Pyramid

Work / life effectiveness

Recognition

Sufficient Compensation

Support & Control over work

Career opportunities

Respected organization

Foundation

Drivers

Enablers

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Career Pathing

� 2015 Korn Ferry / Hay Group Study

� 2/3 or respondents indicated career development

and training at top of list for alternative rewards

� 57% of employees, including executive said career development was top need, higher than compensation

� 70% of employees said they were disappointed in

organizations growth opportunities

� Lack of opportunities was primary reason for departure

Trust and Transparency

� 2015 Study by the APA

� 25% of employees don’t trust their employers

� 50% believe their employer is “up front” with them

� Clear linkage between trust and engagement

� Early announcements

� Information regarding organization direction

� Linkage between hard work and engagement and perception they deserve to hear firsthand

about any organization changes

� Get control of the messaging

Question:

What do the BEST employees in your

organization need and want to be satisfied?

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Engagement of talent

� Show ‘em the love

� Re-recruit them daily

� Career development

� Reward system differentiates and supports

� Identify the specific behaviors with clear messaging

� Reward not only the results, but the

behaviors

� Diversity, inclusion, respect are critical

Lessons Learned…

� Clear hiring practices

� Clear EVP

� Hire for skills AND organization fit

� Clear career pathing

� Emphasis on training and matrix / rotation

� Cultural fit

� Clear communication, trust and transparency

� Re-recruit daily

Larry Morgan SPHR, SHRM- SCP, GPHR, MAIR

Larry.morgan@orionhr.com

www.orionhr.com

763-746-7861

952-210-0742

Larrym@hanrattyassoc.com

Questions?