watch?v=XrJjfDUzD7M · • Overview of the office guidelines • Tour of the offices & introductions • Enroll in benefits • Sign paperwork • Assign On- boarding navigator

https://www.youtube.com/watch?v=XrJjfDUzD7M

WEDNESDAY APRIL 1ST 2015

ATTRACTING AND RETAINING TOP TALENT

HUMAN RESOURCES SYMPOSIUMFROM THE BALANCE SHEET TO THE TALENT POOL

• Enrique Washington

THE TALENT LAB

TODAY’S TALENT FROM THE TALENT LAB

WHY ARE WE HERE?

GOALSUnderstand Collaborate Act• Trends related to talent• Talent Acquisition as a System• Science in talent selection

• Use the knowledge in the room• Stay connected

• Use the information/ examples/contacts for your organization

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CHANGING WORLD OF WORK

Macbook Air

THE TALENT LAB

https://www.youtube.com/watch?v=XrJjfDUzD7M

• How are these trends manifesting themselves in your work life? personal life? • Implications for jobs? preparedness… selection…development…

• Implications for the way organizations manage talent?

TRENDS

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ACQUIRING TALENT IS PART OF A LARGER SYSTEM

Organizational Results

Organizational Strategy

Talent Strategy

Talent Enablers

Talent Acquisition

Model

Identify

On-Boarding

Hire

Assess

Attract

Source

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TODAY’S SESSION

PART I

TALENT PLANNING

TALENT PLANNING

PREDICTING

INTERVIEWING IDENTIFYING,

ATTRACTING & SOURCING

CANDIDATEASSESSMENT SELECTION STRATEGIES

PART 2

TALENT PROFILING

PART 3

TALENT SOURCING

PART 5

TALENT ON-BOARDING

PART 4

TALENT ACQUISITION

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PART ITALENT PLANNING

TALENT PLANNING: WHAT IS IT?PROCESS• To identify the number and types of skill sets needed to fulfill organizational goals for the future

PLAN OF ACTION• To make sure the pipeline has sufficient talent to allow the organization to succeed.

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TALENT PLANNING: PROCESS

Step 1: Determine the Strategic Direction

Step 2: Conduct a Talent Analysis

Step 3: Implement Talent Plan

Step 4: Monitor, Evaluate and Revise

• Determine future functional requirements via strategic planning & budgeting process.

• Analyze supply: Determine current Talent profile.• Analyze demand: Develop future Talent profile.• Analyze gap: Identify discrepancy between supply and demand analyses.• Develop strategy: Recommend solutions to reduce shortages and surpluses in the number of staff and needed skills.

• Communicate Talent plan• Implement strategies to reduce gaps and surpluses

• Assess what is working and what is not working.• Make adjustments to the plan.• Address new organizational issues that affect the workforce.

THE TALENT LAB

PART IIDEFINING TALENT REQUIREMENTS

COMPLETE JOB MODEL

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COMPETENCIES

OBJECTIVES ROLE

• Knowledge• Skills• Motivation

• Business• Professional

• Responsibilities• Outcomes Expected• Indicators of Success

The knowledge, skills and motivations needed for this role.

Specific Objectives that focus the role on what is important in the short term

The core definition of a particular job: purpose responsibilities, performance, measures

DEFINING TALENT REQUIREMENTSSamples from a Competency Library

Action-OrientedCompetencies

InterpersonalCompetencies

IntellectualCompetencies

• Driving results • Following procedures• Taking decisive action• Managing stress• Planning and Organizing

• Setting directions• Building Relationships• Display ethical behavior• Influencing Others• Communicating• Working across cultures

• Thinking commercially• Interpreting complex information• Applying technical knowledge• Analyzing problems• Thinking creatively• Developing strategies

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DEFINING TALENT REQUIREMENTS

Who you are What you do What you accomplish

• Personality• Ability• Motivation• Knowledge• Experience• Values

• Listening• Taking action• Analyzing details• Communicating

• Achieving objectives• Closing sales• Satisfying customers• Maintaining inventory• Meeting expectations

ENVIRONMENTAL INFLUENCES AND CONSTRAINTS

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PROFILING THE JOB

Traditional Job Description

The Person The Jobvs

Having Doingvs

Performance Profile

1. BS degree2. 2-4 years sales experience3. Industry background required4. Product knowledge essential5. Strong interpersonal skills6. Good solution selling skills

1. Achieve quota within 90 days2. Obtain 20% new customers / month3. Conduct thorough needs analysis4. Coordinate proposals with engineering5. Prepare detailed cost / benefit analysis6. Manage multiple projects in intense environment.

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PART IIITALENT SOURCING

TALENT STRATEGY: BLUEPRINT AND PLANS Action plan to identify, attract and source in order to achieve organizational goals

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UNDERSTANDING THE TALENT ECO SYSTEM

Achieving The Right Talent Balance

Hire Internally

Hire External

Develop Internally

Outsource

Contingent Workers

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TWO ASPECTS OF SOURCING

Attracting

Talent Sourcing

Finding

+ =

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TALENT SOURCING: METHODS AND TOOLS

• Position Marketing • Talent Community

NICHE SITES

• Scrape job boards• Pay-per-click • One source for candidates• Talent Community

• Targeted network• Reach passive candidates• Talent Community

THE TALENT LAB

REFERRALS

CAREER SITES

JOB BOARDS

DIRECT SOURCE

COLLEGE

3RD PARTY

TEMP-TO-HIRE

PIPELINES

REHIRES

CAREER FAIRS

PRINT

WALK-INS

OTHER

SOURCING TRENDS: WHERE DO HIRES COME FROM?

For a full copy of the report can be found at www.careerxroads.com

In 2014, 50 organizations with 1500 to over 200, 000 employees responded to a source of hire survey conducted by CareerXRoads.

PARTIAL LIST OF KEY FINDINGS:* LinkedIn Continues To Build * Sourcers Are Becoming An Integral Part of Talent Acquisition * 42% of Hires Are Through Internal Movement and Promotions

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2014 SOURCE OF HIRE

SOURCEReferrals Career

Sites

Job boards

Direct Source

College

3rd Party

Temp-to-hire

Pipelines

Rehires

Career Fairs

Print

Walk-ins

Other

Source: www.careerxroads.com

24.5

23.4

18.1

6.8

5.5

3.1

1.5

3.3

1.2

2.3

0.3

7.2

28

9.8

20.1

9.1

6.6

2.8

2.1

4.3

1.9

2.2

0.8

8.8

2013 2012 2011

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19.2

19.1

15.4

12.1

7.5

5.9

4.4

3.9

3.9

1.4

0.9

0.7

6.3

Talent Communities

PART IVTALENT ACQUISITION

WHY IS TALENT SELECTION HARD?

THE TALENT LAB

Persistent Pattern of Behavior

Associated with Thoughts and Feelings

Enabled byKnowledge, Skill, Ability andOther Characteristics

and Driven by Values, Attitudes, Beliefs, and Personality

THE SCIENCE OF EMPLOYEE SELECTION

Most Effective

UnstructuredProcess

Systematic Application & Screening Process

…plus validated Assessments

...plus Behavioral Interviews

LeastEffective

VA

LID

ITY

THE TALENT LAB

TALENT ACQUISITION: STAFFING ASSESSMENTS

FUTUREPERFORMANCE

“WHAT CAN THEY DO?” “WHAT

HAVE THEY DONE?”• Personality

• Measures• Cognitive Ability Measures• Physical Ability Tests Simulations

• Resume Screens• Knowledge & Skills Tests• Behavioral Interviews• Background Checks• Qualification & Experience • Questions• Drug Tests“WHAT DO THEY

WANT TO DO?”Culture and Organizational Fit Measures Career & Job Interest Inventories Motivational Questionnaires

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THE INTERVIEWAN IMPERFECT FORM OF HUMAN COMMUNICATION DESIGNED TO INCREASE THE PREDICATIVE VALIDITY OF POTENTIAL EMPLOYER-EMPLOYEE RELATIONSHIPS.

INTERVIEW BEST PRACTICES

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Design Preparation Deliver

• Structure • Feedback

• Educate• Pre-interview• Post-interview

• Panels• Evaluation tool• Measure

TALENT ACQUISITION: INTERVIEW PROCESS STEPS

Preparing for the interview

Opening the interview

Gathering Fact Based Data

Closing the interview

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TALENT ACQUISITION: Candidate Evaluation

TALENT ACQUISITION: CANDIDATE EVALUATION What do you need to rate candidates?• Competencies • Notes• Information from other staffing assessments• Rating Scale

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TALENT ACQUISITION: CANDIDATE EVALUATION

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PART VON-BOARDING AND INTEGRATING EMPLOYEES

WHY ON-BOARDING?

Source: SHRM

THE TALENT LAB

Planning, Orientation, Socialization, Development and Monitoring

1.PLANNING

2.ORIENTATION

A good onboarding and socialization process starts with planning and setting the stages for a positive experience.

The new hire orientation (NHO) stage occurs one to two weeks after a hire has been confirmed.

3.SOCIALIZATIONThe socialization stage occurs over the course of the employee’s first three months with the organization.

4.DEVELOPMENTThe development stage takes place six months after the hire has been made.

5.MONITORINGThe monitoring stage is focused on measuring and evaluating intergration progress.

ON-BOARDING MODEL

PROCESS

SAMPLE MODEL

Targeted Research

Position Marketing

Recruiting Report Update

Multiple Hurdle Assessment

Candidate Qualification Summary

Recruiting Report Update

Offer Letter

Final Report

Client Satisfaction Survey

Pre-Onboarding Plan

Readiness Report

Development Plan

Feedback

Service Level Agreement

Success Profile

Timeline

Recruiting Strategy

Company and Position Overview

Outreach

RESEARCH REPRESENTATION

Customer Interviews

MARKET RESEARCH

NEEDSASSESSMENT

On-Site Interviews

TALENT SELECTION DECISIONFACILITATION

Offer Acceptance

OFFERDEVELOPMENT

RELATIONSHIPMANAGEMENT

360˚

90-DAY PLAN ON-BOARDINGDEVELOPMENT

SureHire™

INITIATE GENERATE EVALUATE HIRE ONBOARDING

ON-BOARDING ROADMAPThe Road Map to Getting New Hires Engaged (Example)

STAKEHOLDERS

CEO

HIRING MANAGER

HR

IT

ON BOARDING NAVIGATOR

NEW HIRE

OTHER

PRE-BOARDING PRIOR TO START DATE

ARRIVAL ORIENTATION SOCIALIZATION, DEVELOPMENT & MONITOR

DAY 1 WEEK 1 WEEK 2 WEEK 3 WEEK 4 MONTH 1 MONTH 3 MONTH 4 TO 6

• Send welcome aboard letter

• Discuss Success Profile• Team introductions• Discuss results of the assessments

• Lunch• Discuss Organization Culture* Develop goals

• Follow on HR related questions

• Setup voicemail

Career Development Module • Discuss career development action plan

Check-in• Feedback on the orientation process

Check-in• Confirm understanding of HR related information

Check-in• Feedback on assimilation• Feedback on learning opportunities

Check-in• Goals check-in• Performance feedback

Feedback• Complete feedback survey on process

Check-in• Onboarding process feedback

• Process paperwork• Send Employee ID • Review Benefits

• Activate system access and communicate password

• Overview of the office guidelines • Tour of the offices & introductions

• Enroll in benefits• Sign paperwork

• Assign On- boarding navigator• Send out announcement to the team • Identify meetings for the new hire to attend

• Purchase online gift • Coordinate workspaace • Send welcome letter & paperwork

• Setup Computer and email• Setup phone • Contact new hire• Coordinate new hire events• Schedule lunches in week one

• Review welcome packet• Take onboarding assessment

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RELEASE DATE: May 14, 2015

PUBLISHER: Business Expert Press

WEBSITE: http://businessexpertpress.com/books/competencies-work-providing-common-language-talent-management

THANK YOU!QUESTIONS?

OUR GOAL:Walk away with information that can and will be applied.

ONE THING YOU LEARNED…?

Enrique WashingtonGenerator Group, [email protected]

THE TALENT LAB