Welcome, Everyone!

Retention is Hard Work

And FUN!!

Pilot Study

5/00 - 9/01

Compelling Need

Continuous turnover

Vacancies unfilled

New competition for talent

Lack of competitive salaries

Limited resources for marketing/advertising

Our Approach

Identify economic impact & build resolve

Develop targeted sourcing strategy

Redesign recruitment and selection process

Create a compelling value proposition

Implement measurement system

Five Highest Rated Tactics (Mercer)

• Challenging Work

• Career Development Opportunities

• Leadership

• Work Environment

• Incentives

Identify economic impact & build resolve... Cost of Turnover

• Termination and Hiring Costs

• Replacement training• Job vacancy• Lost productivity

Identify economic impact & build resolve...

• Starting salary = $33,000

Turnover Costs as Percent of Salary

 25%

 

 50%

 100%

 Per Person

 $8,250

 

 $16,500

 $33,000

Staff of 30 with 33% turnover

 $82,500

 

 $165,000

 $330,000

Develop targeted sourcing strategy…

• Education Level

• Sourcing

• Personal Success Characteristics

Develop targeted sourcing strategy...

Desirable Characteristics

• Innovative approach to work• Tolerance for change/ambiguity• Procedural/efficient operation• Motivation to help people• Knowledge motivation • Teamwork orientation

Redesign recruitment and selection process...

• Job Requisition

• On-line Recruiting

• Selection

• On Board

Redesign recruitment and selection process...

Deliverables:

Candidate-friendly website Decreased Cycle Time by 2 weeks Interviewing Tool Referral Incentives Relationship Training

Create a compelling value proposition…

• Brand (Organization Mission)

• Products (Challenging Jobs)

• Price (Rewards)

Create a compelling value proposition...

Deliverables:

• Value Proposition Statement

• Reward and Recognition Program

Create a compelling value proposition...

Salary Increases

• 15% increase in MSW starting rates • Up to $6,000/year per person• 23% increase in BA/BS starting rates • Up to $4,680/year per person

Recruitment & Retention Quarterly Scorecard

Turnover

Can we keep the people we need?

Q1 Q2 Q3 Q4 Annual Target

Pos#1

Pos#2

Average length of service

How long do they stay?

Years

Pos#1

Pos#2

Reasons for separations

Why do they leave? (list top five)

% of total1. ___________________2. ___________________3. ___________________4. ___________________

Continuous Recruitment

How productive are our recruitment efforts?

Referrals: # new hires from referrals

Referral Bonus: This Quarter _____ (after 120 days) This Quarter _____ (after 1 year) Program to Date _____

Continuous Recruitment

Are we able to get the people we want?

Hit Ratio: # offers accepted to # offers made

Pipeline Fill: # of targeted candidates/relationships (leads in HR database)

Sourcing

Are we strengthening relations with targeted universities?

Universities: # schools

Interns: # interns

Intern-to-hire # interns hired

Cycle Time

How long does it take to fill a position? (Average)

# Days Pos#1

Pos#2

Quarter: ____________

Implement a measurement system…

45.8

31.2

49.1

35.1

23.8

28.1

0

10

20

30

40

50

%

1999 2000 2001

Annual Turnover Comparison

WRHCC

Results

Dramatic reduction in turnover Quarterly visibility on results/trends

Able to attract more desirable candidates

Increased affiliation to agency

Improved retention

Better accountability and supervision

Overall Perspective on Recruitment

• Know exactly the kind of talent you need

• Be able to answer the question,

“Why should a really good person want to work here?”

Overall Perspective on Recruitment

• Be data driven

Know the type of individual most suited to positions

Understand where to find your best employees

Overall Perspective on Recruitment

• Develop creative solutions

• Be selective

• Provide competitive salaries

Remember…..

WORK HARD AND HAVE FUN!

Questions? drice@hillside.com