the employer of choice - arizona leadingage post conference p… · housekeeping and entry-level...
TRANSCRIPT
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The Strategic Way to Attract, Engage and Retain Talent in Your Community
THE EMPLOYER OF CHOICE
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Phases of Research:
Phase 1:Secondary research
Phase 2: Survey CEOs and HR Leaders
Phase 3: Individual interviews select senior living communities
Phase 4: Individual interviews featured organizations
OUR APPROACHOUR APPROACH
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The Problem of Retention and Turnover
Become an Employer of Choice
– Employer Brand Approach
– Employer Brand Elements
Implementing the Employee Brand
Discussion and Self-Evaluation
AGENDA
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ATTRACTION of TALENT AND PURPOSEFULL TURNOVER
Issues around acquisition, retention and turnover are a top priority
TURNOVERis a significant issue with rates ranging from
20% 30%
Employee
turnover
negatively
impacts the
satisfaction
of residents
and their
familiesRecruitment will become more difficult in next one to five years
Turnover rates aremore significant among dining, housekeeping and entry-level nursing
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Nutritional, Housekeeping & Maintenance Staff Nursing Staff
Appropriate Wages
Low Job Satisfaction
Competition from
Other Employers
FACTORS DRIVING TURNOVER
TOP REASONS FOR LEAVING
“When there’s change, it’s destructive to everybody.”
– Community Chief Executive Officer
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CHALLENGES TO TALENT ACQUISITION
Top Tier Challenges
Hiring qualified people
Competitive wages and benefits
Culture fit
Second Tier Challenges
Increased demand
Advancement opportunities
Reducing employee burnout
Legislative and regulatory changes
Demographic changes in labor pool
Work-life balance
Perception of industry
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WHAT COMMUNITIES ARE DOING TO ATTRACT PROPER TALENT
Top Tier Programs
Improving talent selection
New hire training/orientation
Training employees on the culture
Improving communications
Recognition programs
Second Tier Programs
Employee training
Focusing employees on organization mission
Employee engagement program
Cross training employees
Leadership training for supervisors
Improvements to workplace
Employee survey
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PATHWAY TO EMPLOYER OF CHOICE
Implement Employer Brand Strategy
Achieve Employer of Choice Status
Attract, Engage and Retain Talent
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The Strategic Way to Attract, Engage and Retain Talent in Your Community
EMPLOYER BRAND
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WHAT IS AN EMPLOYER BRAND?
An organization’s reputation as an employer
How people think, feel and experience an organization as an employer
Encompasses values, systems, policies and behaviors
attract, engage and retain current and potential employees
A strong employer brand helps you
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BENEFITS OF AN EMPLOYER BRAND
Top Employer Brand Benefits Include:1
Ease in attracting candidates
Increased employee engagement
Reduced recruitment costs
Decreased staff turnover
90% reported
improvements retaining employees,
increased engagement
and job satisfaction, and more
success attracting good candidates 3
70%believed
branding led to
improved
business results 4
54%reported an
increase in
quality of the
candidate pool 5
Of companies with an Employer Brand:
$125cost per hire for
companies with
Moderate/Poor
Employer Brands
$67cost per hire for
companies with
Strong/Good
Employer Brands 2
1 Employer Brand International, Employer Branding Global Trends Study Report, 20142 LinkedIn, LinkedIn Global Recruiting Trends Survey, 2012
3 Aon Hewitt, 2014 Trends in Global Employee Engagement, 20144 Aon Hewitt, 2014 Trends in Global Employee Engagement, 20145 CEB, 2014 Employment Branding Effectiveness Survey, 2014
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APPLYING THE EMPLOYER BRAND
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An agreement of exchange:
Employer may provide career development, culture, work/life balance and compensation
in exchange for
skills, a passion to excel, customer orientation and shared commitment to community’s mission and values from the employee.
EVP must be unique to the community and the type of talent it seeks to hire.
EMPLOYEE VALUE PROPOSITION
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Defines the employee brand and
intentionally aligns all employee
programs and communications with that
brand.
EMPLOYEE VALUE PROPOSITION
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The Starting Point:
Focus group every level and function within the
community
• What are the top three (3) reasons that people
join and stay at your organization?
• EVP should focus on these reasons
• Also, what are your competitors doing?
EMPLOYEE VALUE PROPOSITION
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Some Key EVP Attributes:
• Challenging Work
• Friendly Environment
• Ethics
• Alignment with Corporate Vision/Mission
EMPLOYEE VALUE PROPOSITION
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Kimberly Clark’s “People Philosophy”
Employee Value Proposition –An Example
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Ernst and Young: “Building a Better Working World”
Amazon: “Building the Earth’s Most Customer Centric Co.”
Facebook: “Connecting the World “
Goldman Sachs: “At Goldman Sachs, You Will Make an
Impact”
Employee Value Proposition –More Examples
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Google: “Do Cool Things That Matter – Work at Google”
L'Oréal: “Leading the Future of Beauty”
Adidas: “Shaping the Future of Sports”
Employee Value Proposition –More Examples
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TALENT ACQUISITION
EMPLOYER BRAND ELEMENTS
Talent pipeline
Career website
Applicant tracking system
Outreach and job posting
Applicant experience
Onboarding
Welcome letter
Culture and behavior training
Diversity and inclusion
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COMPENSATION AND BENFITS
EMPLOYER BRAND ELEMENTS
Wages
Additional compensation:
On-site childcare
Subsidized meals
Discounted uniforms
Transportation discounts
Wellness center memberships
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LEARNING AND DEVELOPMENT
EMPLOYER BRAND ELEMENTS
Training and development
Classroom, online
Development programs
ESL
Coach and mentor programs
Career management programs
“Everyone, no matter
where they are in their
career, wants
opportunities to grow.”
– Corporate Chief Executive Officer
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PERFORMANCE MANAGEMENT
EMPLOYER BRAND ELEMENTS
Year-round feedback
Clear performance expectations
Link performance to compensation
Identify career paths
Evaluate performance, frequently
Offer learning and development opportunities
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RECOGNITION
EMPLOYER BRAND ELEMENTS
Leader and peer initiated
Public recognition
During team meetings, town hall gatherings, special events
Spot recognition
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MISSION, VALUES AND CULTURE
EMPLOYER BRAND ELEMENTS
Management philosophy and practice
Organizational structure
Values and behaviors of leaders
Mission moments
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BEHAVIORS
EMPLOYER BRAND ELEMENTS
Identify and articulate desired behaviors
Reward and recognize
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“We are defining what exceptional behaviors
are for our team. Now we have the top 20
behaviors that mean you are providing great
customer service. This is what it means to be
engaged and to be part of our residents’ lives.”
– Corporate Vice President Talent Manager
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ENVIRONMENT
EMPLOYER BRAND ELEMENTS
Physical
Safety, wellbeing, cleanliness, space and resources
Social
Emotional tone, respect, fun, camaraderie
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COMMUNICATIONS
EMPLOYER BRAND ELEMENTS
Internal “brand”
Consistent messages and visuals for employer brand
Between manager and employee
Types: daily huddles, town hall meetings, community newsletters
Employee stories
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Poor Employer Brand Strong Employer Brand
Weak resident satisfaction Strong resident satisfaction
Occupancy challenges Occupancy stable
Low employee engagement High employee engagement
Low brand awareness High brand awareness
Attrition Retention
Declined offers More job offers accepted
Low productivity Revenue goes up
Long time-to-hire More quality applications
High cost-per-hire Lower cost-per-hire
Poor referral programs Higher number of referrals
IMPACT OF AN EMPLOYER BRAND
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Employer brand must be championed by the CEO and executive team
Long-term strategy, not a quick fix
Strategic, enterprise-wide HR function versus tactical one
Align with and support the corporate brand
Infuses employee engagement at every stage of employment and level of the organization
Measure regularly-use results to enhance performance
EMPLOYER BRAND TRUTHS
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HOW TO IMPLEMENT AN EMPLOYER BRAND
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HOW TO IMPLEMENT AN EMPLOYER BRAND
ASSESS
1
ADOPT
2
SET
3
MEASURE
6
PLAN ACTIVATE
54
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ASSESS
ADOPT
1
2
IMPLEMENTING THE EMPLOYER BRAND
Establish the business case
Define the people strategy, goals and objectives
Define employee segments
Determine current state of employer brand
Develop and test EVP statements
Seek approval from senior management
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SET
3
Select KPIs
Establish reporting structure
Set Year 1 through 3 KPI goals
IMPLEMENTING THE EMPLOYER BRAND
PLAN
Develop Employer Brand Communications plan for
internal and external audiences
Develop visual identity for the employer brand
4
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MEASURE
6
Measure engagement and enablement of employees;
use results to drive higher levels of performance.
Track and report internal and external KPIs quarterly
and annually; make necessary adjustments to plans.
Conduct research one year after implementation
IMPLEMENTING THE EMPLOYER BRAND
ACTIVATE
Launch employer brand internally
Implement retention and engagement plan
Activate and implement the Talent Acquisition plan
5
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Questions & Answers
EMPLOYER BRAND