Post on 28-May-2020
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FGP Core Business Areas
Executive Recruitment:• Government (State & Local)
• Non-Profit
• Manufacturing/Engineering/Operations
• Health Care
• Accounting/Finance
• Human Resources
• Marketing/Sales
• Information Technology
Professional Staffing:• Office Support/Customer Service
• Accounting
FGP Core Business Areas
FGP Technology• Information Technology - Contract and Direct Hire
FGP HR• HR Consulting Services - Project Based
• Outsourced HR Solutions - “My FGP HR”
• Outplacement/Career Transitions
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• Have asked Jennifer to find me the photo of aHelp Wanted sign in the window as ourstarting point
Topics
Recruitment Hiring Retention
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RECRUITMENT
Presented by:
Steve Hall
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Current Employment Landscape inGovernment (state/local)?
• Center for State & Local GovernmentExcellence & the International PublicManagement Association for HumanResources: 2017 survey
– 91% said hiring was top priority (74% said they arehiring now)
– 75% said retention, leadership development, and
succession planning were a major need
Current Employment Landscape inGovernment (state/local)?
• Challenges (according to the survey):
– Recruiting process is too cumbersome
– Jobs requiring highly technical skills go vacant far too long
– Attracting younger workers has been difficult (in 8 years
millennials will account for 75% of the world’s workforce) What’s anewspaper?
– Turnover ramping up via retirements (e.g. Nevada 44% of stateemployees retire in the next 3 years)
• What is the current labor market landscape?
The data says…
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The data says . . .
72% Have a job and are not looking
66% Earn $40,000 - $100,000+
Participants:Manufacturing, Professional Services,
Technology, Engineering, Sales and Healthcare
72%over
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How Are They Searching?
• On average, job seekers use 17 differentresources
– Corporate websites (42%) followed by professionaland personal networks
– Internet job boards and social media outletsranked very low (e.g. 7% applied to LinkedInpostings)
Why Do They Apply to Postings?
85% Job duties and responsibilities
85%
85
77% Compensation
60% Benefits
45% Career Growth
45% Company Culture
60%
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Applicant Barriers
• Hiring organizations werenon-responsive
• process was overlyautomated & limitedreasonable humaninteraction
• communication was poorregarding their candidacy
1/2over
Word Travels
told up to two additionalpeers/friends on whether theirexperience was good or bad
1/3
What is
less difficultthan the application
and interviewprocess?
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Survey Says…
61%
51%
44%
Going to the DMV
Filing taxes
Dealing with a car salesman
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Current State of Recruitment
Talent SHORTAGE?or
Talent SURPLUS?
Recruitment
What is your strategy?
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Strategic Alignment
• What are the strategic goals and objectivesof your department and does that align withyour overall organizational goals?
• Do you currently have the talent to meet
those objectives?
Talent: Planning
• Create a Human Capital plan – annual/semi-annual (ideally HR leads this process)
• Both strategic and tactical – big picture anddetailed
• Communicate plan to all departments
• Stick to the plan!
Talent: Forecasting
• Anticipate needs over next 1-3 years
• Succession plan for existing positions
• Evaluate supply and demand for functionalareas
• Look at impact of rising compensation
• Begin building your candidate pipeline
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Benefits: Talent Planning & Forecasting
• Minimizes stress during peaks and valleys ofyour business cycle
• Creates opportunity to attract betterperformers
• Increases time spent on talent pipelinedevelopment/sourcing
• Reduces surprises
Position Profile
Provide a road map and outline what aposition does and the talent andexperiences required for success.
Position Profile
• Not simply a list of requirements – describeyour culture
• Opportunity to sell the organization
• Core values of your organization described
• Explain the impact of the role, what it will bedoing, & how it impacts the organization
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Recruitment of Candidates
ACTIVEvs.
PASSIVE
Recruiting Active Candidates
• If you post, will they really come?
– SC unemployment average is 4.4% compared tonational average of 4.4%
– What is an active candidate?
Methods and Sources
• Your own website(free)
• Local chapter usergroups
• SC Works (free)
• Indeed.com (freeand pay options)
• Linkup.com (pay-per-click)
• Monster.com
• CareerBuilder.com
• Linkedin.com
• Latpro.com
• Ziprecruiter.com
• Governmentjobs
• Social media
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Reaching Passive Candidates
found only through networking and
employee referrals
reached through targeted email campaigns
60%
20%
Recruiting Passive Candidates
• Think “fly fishing”
– Requires patience
– More art than science
– Know where and how to fish
– Poetic rhythm needed / practice
The Rule of 3’s
3 categories of employees
Unemployed
Employed but unhappy
Employed and happy
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The Rule of 3’s
3 reasons people change jobs
Location
Career growth or advancement
Money
Potential recruiting solutions
• Engage colleges more strategically – existing employees asambassadors, more college interns
• Deploy senior leadership team – become the face in thecommunity (speak as often as possible)
• Increase social media for recruitment – Linked In, Facebook,Instagram, videos by current employees on why they love their job
• Evaluate your position qualifications – consider broadeningthe experience required
• Hire Veterans
Potential recruiting solutions
• Beef up your use of technology – Some organizations still have apaper-based process for recruiting/hiring/onboarding – Think DominosPizza
• Change your expectations – You must evaluate each applicant forwhat they bring and who they are not simply make judgments based on aresume
• Enhance your benefits – Soft benefits like gift cards and time off forgreat performance, Employee Assistance Program, Wellness programs,bring “your child to work day”, movie tickets, gym memberships, studentloan reduction assistance
• Grow your own talent from within – Are you seeking to developyour own employees and giving them more responsibility or cross-train?
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HIRING
Hiring
Weeding out?
Drawing In?
or
Interviewing
• Assess competency, fit, & potential
• Identify most significant outcomes
• Create categories of effective questions
– Level 1 competencies: skills, experience
– Level 2 competencies: technical, problem solving ability
– Level 3 competencies: adaptability, culture, motivation
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Closing the Deal
• Time is not your friend!
• Do what you promise
• Don’t monkey with compensation
• Be flexible with non-monetary items
• Stay in touch during the resignation/transitionperiod
Onboarding
• Review role and responsibilities day 1
• “Peer buddy”
• Build social network
• Routinely check-in
• Open door policy with supervisor
Onboarding
• Additional Ideas
– Treat each new hire as a celebration!
– Create a FAQ’s on department/organization life – “Inside scoop”
– Schedule personal touch points during first 30 days
– Review organization values & cultural norms
– Have personal workspace ready before they arrive
– Create a “new hire” committee
– Create an onboarding notebook
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RETENTION
Retention
Shouldn’t employees behappy to have a job?
Retention
• Employee DRIVEN market
• Think SHORTAGE not surplus
• Operating costs tied to human capital – 80%
• Employee replacement costs – 30-40% ofsalary
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Engagement
Less than 33% of workers in the USconsidered themselves engaged.
(2015 Gallup poll of 80,000 professionals)
Engaged Employees
• Feel they do something meaningful each day
• Are involved, enthusiastic, and committedto their work
• Work with passion and feel connected to their
organization & manager
• Are encouraged to grow and develop
5 Elements of Well-Being
1 • Purpose – meaningful work
2 • Social – strong relationships in life
3 • Financial – making enough money
4 • Community – involved in my community
5 • Physical – good health