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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

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Word Travels

told up to two additionalpeers/friends on whether theirexperience was good or bad

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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

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Takeaways

1. Recruitment is an action word.

2. Hiring and onboarding sets the stage forlong-term retention.

3. Retention is one of your best tools forrecruitment!

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Questions