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How to Hire and Inspire the Right WorkforceTom Morley, President, Snowflake Llc
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Today’s Content LeaderTom MorleyPresident, Snowflake LLC• Strategy, organization, and
people subject matter expert• 17 years consulting to leaders
in all sectors, US and abroad• Twitter: @snowflakellc
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The Challenge, Simplified
InspireHireIdentify
Right
• Different world, different resources• People = Strategy’s limiting factor• Fit is as important as skills• New and existing staff have to be
inspired
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Inspiring
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Inspiring the Workforce
InspireHireIdentify
If you can’t keep your best people inspired, there’s no point in hiring them.• They won’t deliver what you want• They’ll get frustrated• They’ll take you down with them
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Motivated vs. InspiredThe motivated individual:• Primarily driven by objectives• Will do what it takes, including changeThe inspired employee is motivated, plus:• Primarily driven by the mission• Confident in ability to make impact• Enthusiastic champion of the brand• Constantly looking for ways to improve• Collaborating with and inspiring others
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What Motivates?• Emotion• Values• History----------------------------• Compensation• Incentives• Status• Opportunity
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What Inspires?• Influence• Direction• Participation• Independence• Interaction• Presentation• Recognition
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How You Can Inspire• Impact – Expectations, demonstration• Direction – Strategy, transparency, milestones• Independence – Trust, macro-management• Interaction –
– Quality – Hiring, development, “boundarylessness”– Opportunity – Meetings, events, work groups
• Participation – Roles, projects, inclusion• Visibility – Responsibilities, forums • Recognition – Incentives, publicity
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Unscientific M-I Life Cycle
UnmotivatedMotivated
MaxedOut
Up to Speed
Resu
lts
Time
Inspir
ed
Effects
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Losing Inspiration – CausesInspiration wanes when people: • Don’t see how what they do makes a
difference• Feel abandoned by managers• Think they’re not trusted• Don’t respect managers or colleagues• Feel consistently ignored or stifled• Don’t know what others are doing• Aren’t recognized for contributions
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Losing Inspiration – Effects“Lost inspiration”…worse than “never inspired”:• Good employees get frustrated, “check out”• Like inspiration, disaffection is infectious• Service delivery – and brand image – suffer • Eventually, the best employees leave• Short- and long-term employer brand effects
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Inspiring the “Wrong” PeopleGiven a mandate, the “wrong” people will be quickly frustrated and sow discontent.• Criticize but don’t give constructive ideas• Under-informed, but act as experts• Constantly do things their own way• Disrespectful to managers and colleagues• Overzealous and won’t pick their battles• Inaccurately represent the brand
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For Consideration“Great [organizations] don’t hire skilled people and motivate them, they hire already motivated people and inspire them… unless you give
motivated people something to believe in, they will motivate
themselves to find a new job and you’ll be stuck with whoever’s left.”
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Inspiration TakeawaysFive lessons you should learn:1. Hire the “right” people2. Prepare the ground3. Channel energies4. Attend to the conditions5. Weed out the unmotivated
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Hiring
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Hiring Who You Want
InspireHireIdentify
If you can’t hire people the people you want in your organization, who you do hire:• Won’t be able to do what you need• Probably won’t last long…• …but long enough to disrupt culture
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Hiring’s Most Basic Elements• Engage target populations
– Geography, demographics, industries, degrees, etc.
• Attract qualified individuals– For specific defined jobs
• Convert interest into actual hires– The people you determine are “most right”
• On-board new employees– Arguably, last stage – completes the hire
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Isn’t “Personnel” Responsible?• Human Resources (HR), managers, and
staff all have responsibilities– Need for an integrated approach – no “hand-
offs”– You’re recruiting with every interaction– The interview is a key hiring tool
• Recruiters need to be specialists– Consultants to you– Knowledgeable of the business
• Consider outsourcing portions
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Engaging Target Populations• Develop “latent interest” relationships
– Broad – Informational campaigns or events– Focused – Individual, direct outreach– In-bound – Forum to exchange information
• Be honest– Highlight the “selling points” for the targets– Include key challenges
• You’re feeding off delivery– Consistency with the “product” story– Mirror member/prospect interactions
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Attracting the Interest You Want• Use what they’re using • Encourage self-selection, but don’t
exclude the people you’re after– Job announcements are critical– Build on latent interest– Give them a place to go for information
• Find them, and let them find you• Highlight the appealing factors
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Emphasizing the Appeal• Four main categories to draw from
– Compensation– Development– Intangibles– Conditionals
• Different combinations for different groups• Remember what inspires• Make sure you can deliver!
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Converting to the Hire You Want• Knowledgeable recruiters!
– Candidate finders– Screening net– Initial impression
• Transition relationship• Interview process
– You’re selling you, they’re selling them– Involve multiple levels of staff– Case studies and simulations
• Close the deal
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Hiring “Fails”What if you don’t get the people you want? • Cost of “doing it over”• “Wrong” people
– Tendency to settle, without a plan– What you asked may not be what you wanted
• Downstream cost of attrition and replacement– Inability to meet expectations– Can apply to employee and organization
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For ConsiderationWhat’s this “people you want”
stuff? I thought you were going to tell us where to find,
how to hire, and how to inspire the “right” people? Is that universal, or something
we have to define?
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Hiring TakeawaysFive lessons to learn about hiring • Every interaction is a sales pitch• It pays to be accurate and honest• Build relationships throughout the process• You can’t hire “right” if you don’t define
“right”• If you define “right”, you’ll know where to
look
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The “Right” People
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Defining Who’s “Right” for You
InspireHireIdentify
If you don’t take the time to correctly define who’s “right” for your organization, you’ll:• Hire the wrong people• Inspire the wrong people• Start a lasting cycle of mediocrity, at best
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Who are the “Right” People• Some general characteristics
– Can do the work as you’ve defined it– Fit your existing culture, or consistent with changes– Are affordable and the best use of resources– Are motivated – or inspired – by what you offer
• Different for every organization, e.g.:– Size, budget– Culture, flexibility– Management capacity– Type of work– Time in the organization’s “life”
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Skills
Defining and Organizing Work
WorkStrategy
Key Roles
Levels
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Environment ParametersWhat are the conditions?• Budget• Culture• Work Rules• Management Capacity• Facilities• Infrastructure• Image
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First Cut
Who’s “Right” for the Jobs?
Profile, e.g.:- Knowledge- Experience- Attributes- Pay Range- Interests- Objectives
Conditions
Labor Market(Internal and
External) In ContextCulture
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Do the “Right” People Exist?
Profile, e.g.:- Knowledge- Experience- Attributes- Pay Range- Interests- Objectives
Conditions
Labor Market(Internal and
External)
Limiting Factors- Skills- Money- Location- Flexibilities- Incentives- Ambitions- Other
Labor Market Analysis
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Addressing Limiting FactorsThere are many potential options• Pay more – beware of impacts• Change conditions• Expand labor market• Hire down and train – look internally• Reallocate responsibilities and skills to other
jobs• Outsource part of the work• Offload the entire role• Consider partnerships• Reassess your strategy
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For ConsiderationIs it always possible for you to hire the “right” person for a
position you’re seeking to fill?
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For ConsiderationCan you turn the less-than-
ideal “best available” candidate into the “right”
person?
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What About Who We Have?How to deal with existing staff• Inclusion
– Are they “right” or “wrong” for your future?• Hard decisions
– What’s best for both?– Voluntary vs. involuntary separation– Outplacement services– Maintaining a connection
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Takeaways – Defining “Right”Six things to remember about the “right” people• Strategy drives skills, but it’s not always
possible• Time and effort to define is worth the
investment• Profile the entire ideal employee• You may need to change to attract the “right”
people• Consider associated impacts of specific
decisions• Existing staff are opportunities, challenges
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Hiring and Inspiring the “Right People”
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Summary – Key TakeawaysThe least you should remember…• Hire to inspire• Inspiring is a continuous process• Make sure you can evaluate• Hiring “right” requires knowing “right”• Remember organizational context• Take the time to define• It starts with the strategy
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More InformationResourcesGet the people you need: Learn how creative, labor market-aligned, need-based resourcing can help you overcome your hiring problemswww.snowflakellc.com/resources/#insights
[email protected]/contact+1.540.931.9943