building your team: finding, getting, and keeping the employees you need for business success

Building Your Team: Finding, Getting, and Keeping the Employees You Need for Business SuccessCourse # -Build_BP17

Phyllis G. HartmanApril 5, 2017

Build Pittsburgh 2017David L. Lawrence Convention Center Provider #: A217

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Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.

This course is registered with AIA

CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner ofhandling, using, distributing, or dealing in any material or product._______________________________________Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

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PGHR Consulting, Inc.

© PGHR Consulting, Inc.

Copyright Materials

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W e a r e f i n d i n g t h a t w e a r e l i v i n g i n a V U C A w o r l d ( v o l a t i l e , u n c e r t a i n , c o m p l e x , a n d a m b i g u o u s ) , a n d k e e p i n g t h e b e s t t a l e n t f o r o u r b u s i n e s s e s s e e m s a t t i m e s i m p o s s i b l e . J o i n u s f o r a d i s c u s s i o n o n t h e h i r i n g a n d r e t e n t i o n c h a l l e n g e s w e f a c e a n d l e a r n e f f e c t i v e s t r a t e g i e s f o r b e t t e r r e s u l t s . T h i s c o u r s e w i l l e x p l o r e a p p r o a c h e s t o f i n d i n g a n d r e c r u i t i n g t h e c a n d i d a t e s y o u n e e d a n d t o e s t a b l i s h i n g a s e l e c t i o n a n d h i r i n g p r o c e s s t h a t z e r o s i n o n t h e b e s t c a n d i d a t e . T h e c h a l l e n g e s f a c e d d u e t o c o m p e t i t i o n a n d i f y o u a r e a s m a l l e r e m p l o y e r , a s w e l l a s l e a r n i n g h o w t o r e a c h y o u n g e r p r o f e s s i o n a l s w h o w a n t d i f f e r e n t t h i n g s f r o m a n e m p l o y e r a l s o w i l l b e c o v e r e d . P a r t i c i p a n t s w i l l l e a r n s t r a t e g i e s f o r r e t a i n i n g a n d d e v e l o p i n g y o u r m o s t v a l u e d s t a f f s o t h a t y o u d o n ' t n e e d t o f a c e c o n s t a n t r e c r u i t m e n t c o s t s .

Course Description

Learning Objectives

1. Apply methods for attracting the best candidates for your company

2. Develop a toolkit of resources that can be applied to selecting the right candidates

3. Utilize strategies for hiring and on-boarding the individual you want so that you can develop good internal hiring processes

4. Utilize information on the latest strategies for retaining employees

At the end of the this course, participants will be able to:

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The Employment Relationship

From command & control to partnershipEmployees are “consumers”  Glassdoor ,

Great Place to WorkEmployment brand – employee focus

Organizations that invest in employer branding are three times more likely to make a quality hire

Source: Brandon Hall, The True Cost of a Bad Hire, September 2015

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Why would people want to work here?

An employment brand “communicates who the company is, what it stands for, how people get things done, and how the company is differentiated from competitors” – Libby Satrain, Yahoo, Brand from the Inside

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Use Your Brand to Recruit

https://www.youtube.com/watch?v=iSSMZgo1640&index=5&list=PLoo0Uc8JcKK9gJCJuFQo7FutRAEMXmOUE

Royal Philips Electronics – makes defibrillators – “work for a company that touches people’s lives”

Ernst & Young – “Whenever you join, however long you stay, the exceptional EY experience lasts a lifetime”

Gensler – “Make your mark”

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Create a posting

Job title – clear, simple ideas Zip Recruiter https://www.ziprecruiter.com/

Succinct – 60% read on mobile device

Complete/honest

Gender neutral – 42% better responses

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Internal Sources

Post

Database - skill, knowledge, ability, proficiency

Cross train Gives you flexibility now! Keep people engaged less plateaued

Employee referrals

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Where do candidates look?

Websites of organizations they have interest in 77%

Referrals from current employees - 71%

Suggestions from family members or friends - 68%

Online job sites - 58%

Gallup

Make visible, include employment brand

Encourage them

Internal postings

Use the most effective

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Internet postings

Specific vs. large/generalFree - Careerlink, Social Service, Professional

Orgs.LinkedIn Career – Lite/Corp/advanced people

searchGroups (LinkedIn, Yahoo, Google+)Reviews (Glassdoor, Vault, Great Rated!)Facebook 1.8 million users

Small/local Company page New FB Jobs page -

https://resources.workable.com/tutorial/how-to-post-a-job-on-facebook

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Other tactics

PartnershipsVolunteer speaker Teachhttps://www.collegerecruiter.com/Job fairsNetworksChanging companies

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Selection Process

Analysis of application/resume’Screening interview In-depth interview

Test/evaluationBackground

Offer

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Applications/Resumes

Look for: Gaps in information Location/proximity Education Direct job

experience In-direct experience

Suzie Q

Work Experience

Education

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Applications

Job-related, nondiscriminatory dataAsk for : Basic personal/work dataAvoid: SS# Dates of Education CriminalInclude: EEO, truthfulness statements Signature

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Interview Questions

Risky◦ Gender, marital status,

family issues◦ Race, creed, national

origin◦ Religion◦ Veteran Status◦ Age◦ Disability◦ Gender identity

OK

Job Related

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Question TypesBehavioral:

What represents the best…

How would/did you handleDemonstration:

Outline…Trait:

Like Least Favorite

Whole Person Hobbies, interests,

passion

Avoid – Yes/No questions

• Tell me something about yourself that I can’t see on your resume’

LISTEN Carefully!!18

Interview Process

Prepare yourself & othersWrite out questionsAsk same questions of ALLProvide basic information about the jobPut the candidate at easeHave benefits information availableDe-brief

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Testing

Pre-employmentCurrent

skills/knowledge◦ performance/work

sampleFuture potential

◦ ability, aptitude, psychomotor

Other◦ personality, honesty,

polygraph

Pre-employment-Post Offer◦ Physicals◦ Drug

Must be: Reliable - consistently

predicts future behavior

Valid - measures “real” job skills accurately

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Reference Checking

AcademicWork FinancialPersonal

CAUTIONprivacydefamationnegligent

hiring

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Hiring

Make the offer Verbal & in writing Never state annual salary

Provide 1st day plan, informationHave a workstation, equipment readyCheck back often – decision to stay made in

1st 6 months

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Start Retention Early Before the new employee joins:

• Provide access to internal website & directory

• Highlight co activities – i.e., volunteer activities & holiday events

• For fun: Ask new hire to complete a quick survey with questions that ask his or her favorite candy & restaurant

On Day 1:

• Have a welcome message ready on his or her computer: “Welcome Steve to the Accounting Department”

• Have a bag of his or her favorite candy on the desk to share with new colleagues & a restaurant gift card

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Why Engage Employees?

They stay - 51% of employees are looking to leave

They contribute:

https://www.youtube.com/watch?v=y4nwoZ02AJM&index=1&list=PLCDJe_hdM2Jjzp-gawhqJm9BAk4ngvzmJ

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Keeping Good Employees

Managers = 70% of variance in engagement (Gallup)

84% Gen Y & 77% Boomers want open, regular, honest feedback (15Five)

2:1 more satisfaction if employees can make social or environmental impact on the job (Rutgers University)

45% Gen Y want career development (Korn Ferry Hay)

Train managers

Be transparent

Provide Involvement opportunities

Offer development

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Give up to 10% of pay for flexibility

Employees working remotely spent more time doing so

FlextimeCompressed Work

WeekPart-TimeJob SharingTelecommuting

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Questions

???????

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This concludes The American Institute of Architects Continuing Education Systems

Course

Phyllis G. Hartman, SHRM, SCPPGHR Consulting, Inc.PO Box 63Ingomar, PA 15127pghr@pghrconsulting.com412-496-2429

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