Becoming a Destination Employer Carol Wagoner, SPHR How to recruit, reward and retain quality employees in a rapid growth environment
Jan 15, 2016
Becoming a Destination Employer
Carol Wagoner, SPHR
How to recruit, reward and retain quality employees in a
rapid growth environment
What makes a Destination Employer?
“Hill, Chesson & Woody doesn’t have management – we have leaders. The leaders make each member of our team feel invaluable. They work hard and expect us to do the same. HCW provides us with the resources to deliver the solutions that our clients expect.”
Jenn Farrell, HCW Client Coordinator2005 Triangle Business Journal Best Places to Work Award Testimonial
“At Hill, Chesson & Woody, I work with a group of people that truly have a genuine interest in others as people and co-workers – they constantly challenge me to be the best I can be and offer guidance to get me there.”
Deb Hammond, HCW Client Specialist2008 Triangle Business Journal Best Places to Work Award Testimonial
Our Vision
We built our business by understanding the needs of our customers and finding new and better ways to meet those needs. Our vision is to continue this journey, providing the same “WOW” factor to more clients in the middle market segment.
HCW wants to be a:
Leader in the NC market
Destination employer
Company that is easy to manage
Business envied in the market
Profitable company
Market Yourself as a Destination Employer
1. Recruitment
2. Retention
3. Rewards
Three Areas of Focus:
Operate as a Destination Employer
Recruiting
Examine the Playing Field
In our business:
• Low barrier to entry
• No advanced degree or special certification required
What makes us special?
• Differentiated ourselves in the market
• People want to work for the best
Recruiting Strategy
• Define the company strategy
• Examine key initiatives
• Review organizational chart
• Address budgetary concerns
• Project out for the next 15 months
• Decide how many to hire and when
• Be proactive – plan well in advance
Pipeline Recruiting
• Invest time in relationships
• Meet with people proactively
• Build database of qualified individuals
HCW Collaborative Process
• Not just decided by one person, but by entire leadership team
• Three-interview process
• Allows for different perspectives
• Cultural fit more important than domain skills
Retaining
Retention
• HCW’s competitive advantage is our people
• We believe in building processes, methodologies and tools for these people to deliver solutions to our clients
• To do that, we must continuously reinvest in our people to make them better employees
Balanced Scorecard
• View the organization from four perspectives
• Develop metrics, collect data and analyze results relative to those perspectives
Adapted from The Balanced Scorecard by Kaplan & Norton
HCW Balanced Scorecard- metrics
Balanced Scorecard
Learning & Growth
• Grow industry knowledge
• Personal development
• Value Supporting Activities
Personal Development Plan
• Reinvest in personal abilities
• One-on-one meetings
• Team meetings
• Staff meetings
• State of Us 2009
Nurturing the Culture
HCW Culture Club
• Incorporates HCW values into the company’s everyday activities
• Recognizes employees who demonstrate HCW values in their daily routine
• Organizes team building exercises and other value-supporting activities
Commonly Cited Values
• We know that complete focus on the customer is the key to our success, and we are dedicated to exceeding their expectations at every opportunity.
• We understand that each employee plays a vital role and we value each person. We are a team! It's everyone working together that makes the client's experience the best.
• We try to have a little fun at designated times, if possible, without interfering with the company's priorities.
Balanced Scorecard
Internal Process
•To satisfy our clients, what are the business processes where we should excel?
•Must be defined by those who know the processes most intimately
Balanced Scorecard
Customer Perspective
•To achieve our vision, how should we appear to our clients?
•Poor performance here is a leading indicator of future decline
Balanced Scorecard
Financial Perspective
• To succeed financially, how should we appear to our shareholders?
• Always a need for timely, accurate financial data
Points, points and more points…
Year 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
2006 465.5 476 494.5 515.5
2007 513.5 531.5 540.5 561
2008 650 673.5 696.5 694
Rewarding
Rewards
• Compensation Policy
• Variable Pay
• Value Supporting Activities
• Non-traditional benefits
QUESTIONS?