Anticipating What’s Around the Bend Attracting & Retaining the Best & Brightest November 18, 2008...

Anticipating What’s Around the Bend

Attracting & Retaining the Best & Brightest

November 18, 2008

2008 Farmer Cooperatives Conference

Bob Broeckelman, PhD

VP – Recruitment & Selection Services

FCCServices, Inc.FCCServices, Inc.Enriching business performanceEnriching business performance

What is happening?

• The dominant factor for business in the next two decades is not going to be economics or technology; it will be demographics

-Pete Drucker: The Future Has Happened Already

• By 2010 there will be 168 million jobs in the US and 158 million workers

-Bureau of Labor Statistics

• While only 20% believed phased retirement was very or moderately important in 2003, 68% say it is very important today.

-Hewitt 2003 Phased Retirement Study


First Year Eligible for Full Retirement

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15

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35

40N

um

ber

Elig

ible

Year


Generational Workplace Issues

• Boomers working next to Gen Y’s - each with very different attitudes – conflict is inevitable

• 60% of employers experience tension between employees of different generations

• Generational differences collide over issues such as work ethics, respect for authority, dress code & many more


Boomers say:

“I can’t find anyone to hire that’s willing to work 60 hours a week.”


Gen Y’s say:

“I’m sorry it takes you so long to get your work done.”


Generation Yer’s at a Glance:

Who are They?

Understanding the generations is key to developing a successful plan to attract

and motivate different age groups.


Sp t the Gen Y


Generation Y• Born from 1977 to 1994• Totals 76 million people• Almost identical in numbers to “Baby

Boomers”but think very differently than “Baby Boomers”

• Represents over 20% of today’s population • Between the ages of 13 and 30• Many in this group have yet to enter the

workforce• Work/Life balance• Socially conscious & civic minded


• Hi-Tech• The most educated • Racially & ethnically diverse• Want instant gratification• Like teams• Goal oriented• Frequent contact w/supervisors • Lack company loyalty


Recruiting Gen Y’s

• Start early– Establish a relationship early in the Gen Y’s life– Offer internships or develop programs with local

colleges, junior colleges and other social groups

• Recruit with Peers– The best people to connect with Gen Y are other Gen

Y’s– Questions & concerns are put at ease when answered

by an already devoted employee of the same generation

• Use Internet/Web Sites– Students are hungry for information and the

interaction that a well-designed web site can offer


Recruiting Strategies

• Websites need to appeal to their desire to learn

• Highlight paid training & skill development

• Sell them on flexible schedules, telecommuting & full tuition reimbursement

• As an Ag Cooperative…• Get involved with campus leadership

organizations as well as make presentations in the classrooms working with the professors

• Have both Gen Yer’s and experienced employees at the career fairs


Recognition & Rewards

Gen Y’s are less likely to be interested in pay increases than the other generations and are

seekingmore than just salary from their employers:

83% are motivated by flexibility while only73% are motivated by salary*

Gen X’s want on-site child care, extra vacation days

and high tech gadgets

*Mercer Human Resources Consulting


Summary of What The Next Generation Desires In Order of

Importance• Work/Life Balance (Paid Time Off)• Communication between Employees &

Senior Management• Room for advancement• Compensation• Benefits• Job Security• Continued Training• Desire to travel abroad


The Shift In The “Nuclear Family”

• What’s “nuclear”?– Married, heterosexual couple, with 2.3

children and the father as the principal economic provider.

Today, less than 23% of U.S. households meet these criteria.

In fact, less than 50% of households include a married couple.


What about the other 50%?

A current household snapshot would include…..

• Couples living together before marriage• Seniors living together, not married• Female head of household• Same sex couples• Single moms (42% never married!)• Single dads with kids (2.2m)• Gay parents• Grandparents as primary caregivers


Marrying later or not at all

Median age at marriage• 1960

• Women 20 years old• Men 23 years old

• 2007 • Women 26 years old• Men 28 years old


So What Does This Mean?

1. Need to re-program our definition of a ‘hard worker’…

– Not about hours worked– Not about time in the office, at the

desk

“All about quality results produced”


Gen Yer Turnover

0

50

100 2nd year

1st year

• 36% Leave In Less Than A Year. (USA Today)

• 78% Of College Graduates Leave Their First Job In Less Than Two Years.


Have to accommodate Gen Yers

If you don’t –

They will simply go home to their parentsand

Their parents will welcome them back


58% Of College Graduates Move Back Home Their First Year.


44% Of Graduates Are Still Home The Second Year.


How Boomers Raised Their Children

Boomers pampered their children due to two working parents and guilt.

• Children got what they wanted• Center of their parents lives• Overscheduled grade-schoolers became overcommitted teens, with the emphasis on achieving.


End Results

Upon graduation ~Gen Yers haven’t learned much

about “struggle or sacrifice”

They want it all “now”.

They tend to have a lot of credit card debt and live for the moment.

Background checks have confirmed this

and


There are concerns about their writing skills…..


Today’s 18 – 25 year olds

73% have received financial assistance from their parents within the past year.

64% have even gotten help with errands.

The 2010 Ag Cooperative Perfect Storm

Ag Background Applicants

Total Labor Supply

Aggressive Competitors Retirements Turnover

What could the Ag Cooperative’s 911 be?

A

in Agriculture…

What would happen?

• Employees will retire sooner• Mass exit of employees that lived through the

agricultural turmoil of the 80’s


Our Environment Will Change

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Today

Turnover Retirement

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40

60

80

100

3 - 4 Years

Turnover Retirement


How can we

the battle???

We need to fish in a bigger pond………..

But, we need to catch the right fish in the pond!


First Things First

You must know what the expectations are for the

new hire……

What’s Important to New Hires?

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

Intent to Stay 30.10% 28.80% 28.50% 27.60% 26.80% 24.60% 22.30% 20.60%

Clearly Explains Job Importance

Teaches About Organizational

Vision & Strategy

Teaches About Group or Division

Clearly Explains Performance Objectives

Clearly Explains Job

Responsibilities

Introduces New Hires to other

New Employees

Provides Work Immediately

Provides Necessary Tools

& Resources

Change in Intent to Stay

Intent to Stay


Second Key Issue

You must know what you are looking for when you

are filling an open position.


Strategies for Success

• Train managers and employees in interviewing and selection

• Use technology and validated selection tools.– Face-to-face interview has 50%

predictability– Structured interview tools increase

predictability to 60 - 70%– Structured and validated tools such as

Kenexa and PI increase overall predictability to over 90%


So, how are we going to find these people??

• The job search process moved online very quickly after Al Gore invented the internet

• Most job seekers we are looking for, go online FIRST when they want to make a change

• Most job seekers look for new positions on job internet sites while at work on Mondays and Tuesdays

• Your best candidates aren’t looking


• The internet is the most commonly used form of media for Gen Yers

• Online media, such as videos, podcasting, blogs instant messaging

• Less likely to read the print form of the newspaper than previous generations

• Prefers lifestyle, pop culture & entertainment magazines over business & news magazines

• Uses cell phone text messaging more than any other generation

http:// Media Usage

Sample Network Partners

Website On-Line Interview

30%

Job Match

Personal Interview

(Completed in person or by phone)

PRO Form(Manager Completes)

PI Form(Applicant Completes)

1,681

First 8 months

Campus

Associations

Friends

Campus’s

Ag Cooperatives

Friends

30%

Final Applicants(For Each Farm Cooperative)

Co-op1

Co-op2

Co-op3

Co-op4

Co-op5

Co-op6

Co-op7 Co-op

8

Co-op9

Campus And Cooperative Applicants

September 2003 to April

2004

1681 – Web-1076 – Rejected 605 Interviewed

15 Universities

268 Job Matches

Questionnaire EntranceYou are about to take the Sales Professional candidate questionnaire.

It is 63 questions long.

Click the Start Button to begin.

The use of reference materials or other assistance is not permitted,unless you are directed otherwise by your administrator.

Choose the best answer from the available choices,even if you do not agree with the choices given.

Depending on the speed of your computer, and/or ISP connection,you may see a blue page in between each question.

I tend to delay difficult decisions as long as possible in order to make the right choice.

1. Strongly Disagree.

2. Slightly Disagree.

3. Not sure/in between.

4. Slightly Agree.

5. Strongly Agree.

My Answer: 1

Next Question

940%'tile

Farm Credit Loan Officer

Bob BroeckelmanPete Repeat22 Jun 2007

12 11%'tile Farm Credit Loan Officer

AG Credit, Fostoria, OH

0629Jack Bauer22 Jun 2007

16 82%'tile Farm Credit Loan Officer

Walter C. de Bruyn 0640Jerry Riggit21 Jun 2007

18 23%'tile Farm Credit Support 1

Fresno Madera Farm Credit

0643Carole Brady21 Jun 2007

15 88%'tile Farm Credit

Loan Officer

Capital Farm CreditDudley Dooright21 Jun 2007

17 D52%'tile Farm Credit Appraisers

Premier Farm Credit Fort Morgan CO

June Cleaver21 Jun 2007

Time (min)ScoreQuestionnaire

Referral SourceNameDate

D = Duplicate Result Search the Database

Usage Report (From 21 Jun 2007 to 29 Jun 2007)

Job Code

0637

0638

0603

Website On-Line Interview

Job Match

Personal Interview

(Completed in person or by phone)

PRO Form(Manager Completes)

PI Form(Applicant Completes)

1,681

First 8 months

Campus

Associations

Friends

5

LOW Relative to Norm NORMAVERAGE

Relative to Norm HIGH







A

B

C

D

Notes:

Summary of PRO® ResultsPosition: Loan Officer-CompositeJob Code: A, Loan OfficerDepartment Code:Completed By: Multiple ManagersNotes: Loan Officer - CompositeSurvey Date: 05/31/2007Report Date: 06/01/2007Pattern Number: 42The results of the PRO® should always be reviewed by a trained Predictive Index analyst. The PRO Reporter® provides you with a brief overview of the results of the PRO®. If you have not yet attended the Predictive Index® Management Workshop, please consult someone who has attended in order to do a thorough job analysis.

This job requires connecting with people quickly in an outgoing, friendly manner. The use of persuasive communication skills to gain the interest and involvement of others in the work process is an important aspect of the job.

An extreme sense of urgency is needed, combined with getting work done in complete, accurate detail and in accordance with company standards and policies. The motivation for this position comes from a strong sense of duty and a feeling of responsibility for completing work both quickly and correctly.

A faster than average work pace is necessary combined with impatience for results. Follow-up of delegated work must be very thorough. Decision making will be done with the ideas and advice of others, but always carefully and cautiously within the guidelines of established company policy.

Selling ideas to others and the ability to train, teach and motivate a team are strong aspects of this position. Change is an ongoing occurrence of this job and will be approached conservatively and with the support and guidance of management.

11

•SELF: Measures the individual’s basic pattern of

•SELF CONCEPT: Measures the ways in which the individual is trying to modify (or change) his/her behavior to satisfy what he himself perceives to be the demands of his current job.

•SYNTHESIS: Measures the ways in which the individual actually behaves in his/her current job and work environment

behavior. “Doing what comes naturally”.

Summary of Predictive Index® ResultsName: Jolene Survey Date: 07/12/2007Report Date: 07/12/2007Pattern Number: 46The results of the Predictive Index® survey should always be reviewed by a trained Predictive Index analyst.

Jolene is unassuming, unselfish and has a genuine interest in other people and a strong, intuitive understanding of them. Outgoing and friendly, she enjoys working with others and is lively, warm company.

A pleasant and extroverted person, Jolene is an effective communicator, able to stimulate and motivate others while being aware of and responsive to their needs and concerns. Her congenial personality and friendly, interested attitude make her readily approachable. She gets along easily with a wide variety of people.

Her drive is directed at working with and for others. She derives particular satisfaction from doing things for others, for the company, for her management, for the team and for the company's customers. Cooperative and willing, she can be a particularly effective teacher and communicator of the company's policies, programs, and systems.

Working at a faster-than-average pace, she is attentive to details and both quick and accurate in handling them. She is, however, too impatient to enjoy working with details as repetitive routine or as her primary responsibility.

Anxious to be sure that things are done exactly right, Jolene will follow-up carefully and closely if her work requires that she delegate details to others. When it is necessary for her to be critical, she will try to do that in a constructive, supportive manner. Her sense of urgency and her sense of duty combine to make her actively concerned about the timeliness, as well as the correctness, of any work for which she is held responsible.

In general, Jolene is a cautious and careful person, respectful of company authority and traditions, a specialist who avoids risk and uncertainty by taking care to do things properly, working within the company's formal organizational structure.

Summary of Predictive Index® ResultsName: PeteSurvey Date: 07/09/2007Report Date: 07/09/2007Pattern Number: 14The results of the Predictive Index® survey should always be reviewed by a trained Predictive Index analyst.

Pete is a self-disciplined, conscientious person who will develop a high degree of expertise and skill in a specialized job. He has the drive to get things done right and in accordance with established standards of accuracy and quality.

Pete is a conservative and analytical person who respects traditional organizational values. Reserved, serious, and thoughtful about everything he does, he is a no-nonsense worker who worries about getting things exactly right. Never superficial, he will make sure that he knows what he is talking about before he speaks. He needs a lot of certainty and structure in his work so that he can avoid the chance of being blamed for mistakes.

Understanding the technical aspects of his work well, he is capable of exercising ingenuity in problem-solving within the limits of his specialized expertise and training. Conservative and eager to avoid risk, he is cautious and skeptical about new ideas. He will be comfortable with established, approved systems, technology, organizational relationships, and people.

In expressing himself, he is factual, sincere, and impatient to get on with the job at hand. Given responsibility for supervising others, he will be an exacting, rather strict boss who takes his responsibilities seriously and will demand that his subordinates get things done right and on time. He is disciplined, and respects authority and established procedures. He will be critical with subordinates who do not meet his standards. He controls closely and delegates little.

Pete is the kind of person who strives to make sure that things get done right, and who is often placed in positions of control and trust. Given the necessary guidelines, he will carry out his responsibilities authoritatively and firmly. He has a sense of urgency, and works and functions, in general, at a faster-than-average pace, making decisions quickly as long as they are the kind of decisions that can be made in support of accepted policies.


Develop Validated Interviews

• Validate the interviews to see if they sort the best performers from the lower performers.

• Complete the “Adverse Impact” studies to make sure they don’t discriminate against age, race and gender.


15

24

31.4

0

10

20

30

40

Tota

l Num

ber o

f Lo

ans

Low Match Some Match High Match

December 1990 Farm Credit/SRI Loan Officer Research

*Figures based on an 18 month period

Farm Credit/SRI Loan Officer Research


$1,474,700

$2,477,905

$3,608,117

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

Dolla

r Vol

ume

Low Match Some Match High Match

Per Loan Officer Volume

*Figures based on an 18 month period


Keeping Generation Yers…..

• Act like their parents –– Loving, encouraging and rewarding them– Give them business cards– Invite to a management meeting– No birthday should go uncelebrated– Allow time off for community service– Happy hours, softball games, group

lunches– First day on the job should be unforgettable– Have “Jeans Day” every Friday


Retaining Employees After You Hire Them

1. The First Day Is Critical.2. Send Welcome Letter Or Card Prior To Their Arrival.3. Put Yourself In Their Shoes.4. Introduce The New Employee To Others.5. Make Sure Lunch Arrangements Are Made.6. Provide Meaningful Orientation.7. Keep Them Up To Date Through Training.8. New Employees Make Their First Impression In

Minutes As To Whether They Made The Right Choice Of Going To Work For You.


OVERALL PHILOSOPHY

• Match Screened Applicants With The “Right” Job Opening.

• Match Screened Applicants With The Right Association “Chemistry”.

• Match Final Candidates With The Right “Location”.

• Retain the Best.

• Build a meaningful Internship Program.


Top 10 Expectations of Interns

RANK FACTOR AVG. RATING

1 I’d be valued by my manager 8.75

2 My manager would be prepared for my internship 8.71

3 I’d be challenged by my assignment 8.65

4 My mentor would be a valuable resource 8.59

5 I’d be working with people I liked and respected 8.54

6 Content of my assignment would relate to my major 8.52

7 I’d be satisfied with the geographical location 8.30

8 Opportunities to get to know other interns 7.98

9 Opportunities to learn about other parts of the company

7.96

10 I’d be treated like a full-time employee 7.92


Gaps: Expectation vs Reality

FACTOR Expectation Reality Gap

Manager prepared for me #2 / 8.71 7.25 1.46

Satisfied with performance reviews 7.67 6.65 1.02

Challenged by my assignment #3 / 8.65 7.68 .97

Responsive if assignment disappointing

7.42 6.68 .74

Accurate job description 7.86 7.16 .70

Measured against objectives 7.78 7.09 .69

Mentor was a valuable resource to me #4 / 8.59 7.95 .64

Assignment related to my major #6 / 8.52 7.93 .59

My workspace was ready for me 7.56 6.98 .58

Learned about other parts of the company

7.96 7.40 .56


Reasons for Accepting full-time position

Expectations exceeded on 20/24 factors

Top factors exceeding expectations: Social events with management (+.85) Organized activities for interns (+.78) Worked with people I liked (+.71) My manager valued me (+.68) Housing arrangements satisfactory (+.62)

BUT……My manager prepared for me (-.68)


Reasons for Declining full-time position

Expectations not met on 16/24 factors

Top factors falling short of expectations: My manager was prepared for me (-

2.60) Frequency/quality of reviews (-1.64) Mentor was a valuable resource (-1.58) Measured against objectives (-1.32) Had a challenging assignment (-1.31)

BUT……Treated like FT employee (+.52)


Final Thoughts……..

“They sat me down on the last day of my internship and told me that they’d be making me an offer for full-time employment at the beginning of the Fall recruitment season.

They kept in touch with me between the end of my internship and the offer being sent, just to see how I was doing and to see if I had any questions.

It made it really easy to accept their offer. They demonstrated time and again that they care for their employees.”


“Success in business is about putting the right people in the right place at the right time. You can’t expect to have a successful working organization if you have the wrong people in the wrong jobs, no matter how many hours they may work. What you try to do is put people in positions that suit their natural abilities and inclinations.”


ACES Executive Committee

President,

David Barton Kansas State University (785) 532-1508

[email protected]

Board Chair,

Larry Hammond Advanced Agri-Solutions (419) 739-4604

[email protected]

Board Vice-Chair,

Dale Locken South Dakota Wheat Growers

(605) 225-5500

[email protected]

Board Secretary,

Brad Cowan Frontier Ag, Inc. (785) 672-3300

[email protected]

Board Treasurer,

Art Duerksen Farmway Co-op, Inc. (785) 738-2241

[email protected]

Consultant,

Bob Broeckelman

FCCServices, Inc. (800) 999-2687

[email protected]


Other potential business solutions available for

your use from…. FCCServices/Summit

Point Consulting


Company Overview

OperationalSupport

NationalDiscountProgram

RecruitingAnd

Selection

OrganizationalEffectiveness

RiskManagement& Insurance

Summit PointConsulting


Company Overview

Consulting& Training

Institutes&

Conferences

LeadershipDevelopment

GovernanceEffectiveness

BusinessChange &Execution


Enriching & Enhancing theWay Your Organization Works


Company Overview

Consulting& Training

Institutes&

Conferences

LeadershipDevelopment

GovernanceEffectiveness

BusinessChange &Execution


•Change Management•Merger Consulting & Integration•Feasibility Analysis•Audit Services

•Board Evaluations•Peer Evaluations•Board Facilitation

•Performance Consulting•Compensation Consulting•Sales & Sales Management•Recruiting & Selection

• Leadership DevelopmentTraining

• Executive Coaching• Individual & Organization

Assessment

• Meeting Design, Planning,& Facilitation

• Bringing Together Experts,Peers, and Industry Innovators

• On-site Coordination

Enriching & Enhancing theWay Your Organization Works


Company Overview

IntegratingNew Hires

MatchingCandidates

to Jobs

ScreeningCandidates

Recruiting

Preplanning

Recruiting&

Selection

Getting the Right People Onboard


Company Overview

IntegratingNew Hires

MatchingCandidates

to Jobs

ScreeningCandidates

Recruiting

Preplanning

Recruiting&

Selection

• First day• First week• First month• First six months

• Studying traits of successfulemployees

• Developing profiles• Defining positions• Writing job descriptions

• Identifying venues• Developing materials• Telling the company story

• Prescreening resumes (ifdesired)

• On-line questionnaire• Phone interview

• PRO Form – manager completes• PI Form – applicant completes• Personal Interview

Getting the Right People Onboard


Company Overview

LossPrevention

RiskAssessment

AlternativeRisk

Management

ProgramAdministration

InsuranceMarketing& Review

ClaimsConsulting &

TPA


People-Focused, Customer-Driven,Independent Risk Management Solutions


Risk Management Consulting

LossPrevention

RiskAssessment

AlternativeRisk

Management

ProgramAdministration

InsuranceMarketing& Review

ClaimsConsulting

& TPA


• Third-party administration• Claim file audits• Large claim reviews• Reserve audits• Process improvement• TPA selection

• Placement of primaryand excess coverage

• Outsource risk management• Coverage design• Brokerage selection & mgmt

People-Focused, Customer-Driven,Independent Risk Management Solutions

• Exhaustive risk analysis• Policy reviews• Contingency planning• Contract review

• Captive & pool feasibility• Design and implementation• Captive & pool management• Domicile analysis & selection

• Marketing and customerservice

• Certificate issuance• Policy issuance• Surveys & benchmarking

• Data analysis• Safety training• On-site Safety & loss control


Questions?

800-999-2687Bob Broeckelman

FCCServices, Inc./Summit Point Consulting

Anticipating What’s Around the Bend Attracting & Retaining the Best & Brightest November 18, 2008...

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Transcript of Anticipating What’s Around the Bend Attracting & Retaining the Best & Brightest November 18, 2008...