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Becoming a Destination Employer

The most trusted and reliable recruiting firm in the agriculture industry© Ag 1 Source

Mike Smith, President/CEOMark Waschek, VP-Agronomy

Presented December 4, 2013ARA National Convention

This is what it looks like- Current employees refer to you as the best

place to work- The marketplace sees your organization as

a great place to establish a career - Future employees see your company as

the ultimate career destination


Here is how you get it done- Retention is high/Turnover is low- Strong brand image- Exceptional communication & marketing- Of the people, by the people, for the people- Talent comes to you looking for an

opportunity


A Three Legged Stool

- Hiring- Retention- Engagement


Even The Strongest Legs Need Support

Onboarding + Recruiting = HiringCommunication + Recruiting = EngagementOnboarding + Communication = Retention



Why Change?- Current unemployment – 7.5%

- Largely the un/under educated- Largely metropolitan areas

- Boomer vs. Millennial- Set to retire 2 for 1 over next

ten years- Average Farm worker wages

- Your customers may now be your competitors for employees


Review Prior PresentationsRecruiting & Retention Strategies

The Perfect Storm

Get more information at:www.ag1source.com/more


http://www.ag1source.com/more

Your Target• Despite what many managers think, most candidates

that we can find are not just waiting on the sidelines for someone to hire and put in the game.

• The best candidates are already employed

• Your traditional HR system of post and wait will not work• The “best”


Destination EmployerThe Whole Is Greater Than The Sum Of Its Parts

Onboarding + Recruiting = HiringCommunication + Recruiting = EngagementOnboarding + Communication = Retention


Interactive Questions – Getting startedWould you say that finding employees is the #1 problem in your business?

YesNo


Hiring

The most trusted and reliable recruiting firm in the agriculture industry

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The New Mindset1. Focus on impact, opportunity, challenge

2. Full and coordinated engagement of the management team

3. Streamlined and defined process


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Assess for Success 1. Talent to do the work2. Motivation to do the work3. Performance Trend - Topgrading4. Team Leadership – ability to persuade,

motivate, and cooperate5. Problem solving


Assess for Success6. Planning Management and Organization7. Cultural fit8. Character - Values and goals9. Potential10.Relevant past accomplishments


Take Home Projects

• Provide candidates with a performance objective or existing problem

• Candidate presents solution in a give and take discussion

• Enables panel assessment


Understand Job Change FactorsCareer decisions are weighted in this order1.The quality of the Job2.The quality of the Hiring Manger3.The quality of the Team4.The quality of the company5.The compensation package


The Offer - Anticipate Their Thoughts• The Value of a new position must hold some level of

Improvement in quality of life AND an Advancement of their Career

• See the position through the “candidate’s eyes” – there is safety (lower risk premium) in not making a change

• Limit the impact of the Cons where possible• Help your candidate see the total Value

The most trusted and reliable recruiting firm in the agriculture industry© 2013 Ag 1 Source

Interactive Questions - HiringOnce you begin receiving applications or referrals, how long does it take to complete your hiring process on average?

Less than 3 weeks3-6 weeksMore than 6 weeks


Retention


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Lack of RespectLack of leadershipFavoritismPoor employee relationsIncompetenceLack of Technical Skills

Retention


Gro

wth

& Im

pact

Time

Source: 2011 LinkedIn Survey of 4,550 fully-employed professionals

Passive Candidate Active Candidate

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Visit Croplife.com for more in depth results from our Employee Satisfaction Survey.

Search :Ag1Source


Your employees are the image of the company. They represent the company

24 hours a day, 7 days a week.


How Do You Measure Satisfaction?I don’t care what your employees say to you in their review, I want to know what they are saying to friends every Friday night!!- Mark Waschek


Adults Age 25-34 Who Are Married


Interactive Questions - RetentionWhat is your annual turnover percentage? (how many employees you must hire to replace those that left divided by your overall headcount)

Less than 10%10-20%More than 20%


Engagement


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Engagement- Forbes article – Sept, 2013: “I Hate My Job”

- Recent study – only 29% of workforce fully engaged- Highly engaged employees 2X more likely to be top

performers- Key factor – an employee’s relationship with their

supervisor- Best Companies for engagement

- DHL - recognition- SAP - articulating the why- Southwest Airlines – Living the Brand


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Engagement• Engagement is a 2 Way interaction• Engaged employees will emulate their leader• Common acronyms- Authentic – Receptive – Involved – Proactive –

Energized – Achievers – Advocates - In Demand - Communicative


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Engagement• Employees are energized around the

organization’s CORE mission-the WHY you exist

• Employees must know why their job is important to the success of the company


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• Set the tone. Effective and enthusiastic communication is crucial to building a common purpose

• Check your vision. Energize your project team around a shared vision. Not just tasks: champion the WHY and paint a clear picture

• Got trust? Trust will be shattered with sudden change directions or broken promises.


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Communicate, communicate, communicate

• Listen up! Communication involves both talking and listening.

• Questions engage the brain more than statements.


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Communicate, communicate, communicate

Interactive Questions - EngagementHow high of a percentage of fully engaged employees do you believe that you have?

Less than 30%30-50%More than 50%


Onboarding


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Onboarding – Must not forget the importance onboarding has in communicating

the value to other new recruits– The experience will be told to many outside of the company– 5 elements as per the white paper:

• Pre-hire Experience• First Day• Onboarding includes – initial and long term goals• Internal Communications• It’s all about the Future

They will tell others about their experience – The question is - what will they tell others?


Onboarding – More than orientation• Focus on Compliance, Clarification, Culture, and

Connection• Pre-scheduled one on one time with supervisor

throughout first 100 days• Alignment - everyone understands new employee's

role/responsibility and expectations BEFORE they arrive• Mentors in entry level roles especially• Well defined day one. Formal, but fun


Onboarding – What you do• Celebrate arrival of new employee• 100 day action plan• Communicate with new employee - they understand

how they can have impact, planned out for a full year• 100 - 200 - 300 day goal success (supervisor/mentor)• Continued communication prior to start• Encourage learning between acceptance and start date• Regular feedback


Test Your Hiring and OnboardingAfter a few weeks to a month of training, Zappos management offers every new employee the opportunity to walk out the door

Offer includes:•Wages you have earned during training•A check for $3,000

2-3% accept, which is far less expensive than keeping those potentially bad hires


One size does not fit all


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Baby BoomersCurrent age: mid 50s – late 60s

•Focused on the process•Clearly defined Onboarding map•Extend Onboarding Beyond 6 months•Level of Respect

Gen XCurrent age: mid 30s – early 50s

•Focused on learning (Entrepreneurial)•Mentor Program•Objectives & Timelines in Onboarding•Work/Life Balance

Gen YCurrent age: under 32

•Focused on social•Enable Contribution•Link Onboarding to Learning•Flexibility/Buddy system/Networking

Interactive Questions - OnboardingDo you have a great first day program?YesNo

Does your onboarding program include steps beyond 100 days?YesNo


Recruiting


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Common Recruiting Challenges• Poorly designed website • Cumbersome application/interview

process• Management disengaged with the entire

recruiting/hiring/onboarding cycle


4 Steps Improve Your Odds

• Establish a clear understanding of the role • Enhance your assessment process• Promote career challenges and

opportunities• Stop selling and start recruiting


A failure to plan, is a plan to failEstablish a clear understanding of the role• Know who you are looking for• Agree on “must haves” vs. “nice to haves”• Determine the performance objectives• Resume describes the “what” and “where”, so focus

on the “how” • Define the expectations of the role (1 month, 3

months, 1 year, 5 years) – what is considered success?The most trusted and reliable recruiting firm in the agriculture industry© 2013 Ag 1 Source

The Power of First Impressions

Enhance your assessment process• Define your process before you start the search• Who will be involved• Defined timeline• Set candidate expectations


What Is Your Value Proposition?

Promote Challenges and Opportunities• Why would they want to work for your

organization?• What challenges and opportunities lie ahead• Paint a clear picture of the future• Make the conversation about career

move – not compensation


Interactive Questions - RecruitingDo you have a company ambassador?YesNo

Do you have an employee referral program?YesNo


Communication


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The need for TRUST

• Expecting the company to deliver on it’s promises, be honest in communications, and compensate fairly

Management function – Lead by example


The need to have HOPE• Believing that you will grow, develop

skills, and have opportunity of increased responsibility or career progress leading to higher pay

Management function – Show the path


The need to feel sense of WORTH• If you do your best, work hard, you will

be recognized for you contributions

Management function – Find ways to equally recognize and coach


The need to feel COMPETENT• You will be matched to your job, use your

talents, be challenged, receive training, see the results of your work, and obtain regular feedback on your performance

Management function – provide training all along the Path


Improving Internal CommunicationWhy do we need to communicate?

Employees want to know…how their role fits with the goals of the company – Clarity

- Was the last time that you talked to your employee, their annual review?

- The measurement of good communication is that you don’t have to call your employee to learn what they accomplished during the week

- It needs to be a 2 way street


Employees Need Answers-Implementation, how the employee sees it

• Where are we going as a company?• How are we getting there?• How do you expect me to contribute?• How am I doing?• What is my career path? • How will I get the skills necessary to keep me on that

path?


Mike’s Time tested simple principles• “Toolbox Time”• Flexibility in work schedules• Measure quantifiably what gets done - Scoreboard• Free food• Schedule ahead-so that employees can plan


Interactive Questions - CommunicationWhat percentage of your workforce meets with a supervisor weekly in a work review to discuss progress toward goals?

Less than 50%50 – 80%More than 80%


Recruiting and Hiring ChecklistRecruiting

Know what you are looking for

Determine performance Objectives

Define expectations : 1st month, 1st quarter, 1st year, and 3 years

Hiring Interviews are recruitment

opportunities Defined process with

engaged management team Provide an improvement in

quality of life and career advancement


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Onboarding and Retention Checklist

Onboarding Make the first day, a day to

remember Assign a mentor so they

never feel “alone” Onboarding is a continuous

process – plan out the year

Retention Educate supervisors on why

employees leave Recognize opportunities to

enhance Work/Life balance Enable social interaction


© Ag 1 Source

Communication and Engagement Checklist

Communication Create Trust – Deliver on

promises Communicate to employee

needs regularly Do you need to call them to

determine what they accomplished?

Engagement Do employees understand

the value of their role to the company?

Recognize performance -IMMEDIATELY


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Current Destination Employer Examples• Hiring

– Engage entire management team and establish consistent interview methods across the company– Time from application/referral to offer of employment in 2 weeks or less– Create a culture that recognized the hiring process as an extension of recruiting rather than “weeding

out candidates”

• Retention– Use job descriptions to create an understanding for existing employees of what is required in current

role, before they will be considered for promotion– Annual review is focused on career goals and personal development planning to get there– Training budget puts more emphasis on supervisors with leadership and communication training vs

the rest of the employees

• Engagement– Include employees in management meetings where decisions that impact them are made– Focus on supervisor availability – what is keeping them from working with their team?– Weekly and monthly competitions to enable teamwork (weight loss/health, new customers,

inventory, etc.)


Current Destination Employer Examples• Onboarding

– Establish an internal mentor program with rewards for new employee performance and retention– Engage entire management team to visit with new employees on a consistent basis– Create a system to provide training and mentor support for up to 18 months ( if needed)

• Recruiting– Train young employees to be ambassadors of the company and send them to FFA chapters, vo-tech

career fairs, etc.– Create a scholarship program focused on recruiting – not just community image– Create performance based and growth focused job descriptions

• Communication– Leverage as many channels of communication (voice, email, website, personal conversation) as

possible– Train supervisors to use context with each communication– not just the “what”, but also include the

“why” and the “how” – Encourage informal communication with regularly scheduled social functions


Interactive Questions - FinalDo you believe that you would want to become a Destination Employer?YesNo

Do you believe that you are a Destination Employer now?YesNo


Questions?


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If you would like to talk directly with us – stop by booth #706 or contact us at:

Mike Smith: [email protected] or 1.620.327.2205

Mark Waschek: [email protected] or 1.620.327.0341

mailto:[email protected]

mailto:[email protected]

Technology

Ag 1 source becoming a destination employer final