broad strokes: a painting of the jobs market in 2012
DESCRIPTION
The jobs market is evolving rapidly, and mojoLive is here to help you wade through the troubled waters. Topics covered include recruiting, re-thinking recruiting, hiring talent, employee retention, company culture, and the habits of successful or effective employees.TRANSCRIPT
Topics Covered
1. Recruiting Sucks
2. Re-thinking Recruiting and Hiring Talent
3. Employee Retention
4. Company Culture
5. Habits of Successful or Effective Employees
Preface: Recruiters (Generally) Suck
Recruiters are like a bad used car salesman.
• The vast majority of recruiters have little to no idea what they are doing or who they are looking for in terms of appropriate or qualified candidates.
• Recruiters spam potential candidates blindly based on keyword matching of a user's publicly listed skillsets (::cough:: LinkedIn).
The High Level Recruiting Process
• Employment branding
• Communicating with a Hiring Manager
• Developing a Position Description
• Sourcing• Screening
• Assessment• Candidate
Communication• Marketing (CRM)• Offer negotiation• Presentation• Closing• Onboarding
5 Reasons Why Recruiting Sucks
1. It's costly (cost per hire)
2. It's timely (time to fill)
3. Good candidates cannot be found everywhere
4. Job seekers are bad at marketing themselves
5. Hiring managers don't know what they wanta.Need to coax out minimum viable appropriate skills,
requirements, must haves, etc. from hiring managers
Plus, recruiters are paid via commission. They're incentivized to be obnoxious. They play salesman to both parties involved.
More Reasons Recruiters Suck
1. They don't have access to appropriate talent pools or know who's on the market (flailing blindly)
2. They want re-written resumes to cater to their clients
3. They try to act as their own pre-screening filter
4. They often have little experience in the industry they're hiring for
5. The tend to deliver quantity over quality; throwing paint at a wall and hoping it sticks
Obvious: Recruiting is Hard
• Unqualified, or bad, workers stay on the market much longer and cycle their resume around 500x more often than a great employee in the lifetime of their career.
• How often do you think the top 1% of developers send their resume to companies? Not very often, unless they're unhappy.
• Above a certain threshold, it's next to impossible to predict how well someone will perform on the jobo So many random variables to account for: product,
team, technology, their experience
• Time spent interviewing has diminishing returns• Net result is you'll lose if you pursue recruits with an
effort that's proportional to their skill. Recruit with vigor.
The High Cost of Recruitment Sucks
• Employee hours spent recruitingo drafting position descriptions o conducting interviews
• Advertising costs• Agency/recruiter fees (10-30% of salary)• Travel costs to interview applicants• Relocation costs• Actual dollars spent on training new
employees• Lost hours spent training new employees
Costs of Losing an Employee
1. Absenteeism and the lost productivity that comes with employees missing days of work.
2. Loss of experience of talented employees in whom an organization has invested significant time and who the organization cannot easily replace.
3. Loss of long-term employees who have valuable relationships with clients, donors, and co-workers - relationships that will take significant time for a new employee to establish.
4. Loss of knowledge and efficiency as it's unlikely full knowledge transfer took place in a short period of time.
But How?
Try to re-envision recruiting as a marketing opportunity.
Market your company and culture and make candidates want to work for you. Case and point:
1. Zappos2. Early Google3. Etsy
Where Employers Fail
• Many institutions don't know what they spend in aggregate on employee recruitment
• Most institutions still treat employee recruitment as an administrative chore instead of a strategic investment
• Most view the first stage as the application instead of a potential candidate's decision to apply
• Tend to treat potential hires as petitioners, making candidates jump through hoops to get the institution's coveted jobs
Where Employers Could Succeed
• Positioning your institution as an employer, not just advertising your available jobs
• Position your institution as an employer of choice in the minds of future employees
• First priority should be to reach out and compel the best candidates to apply
• Institutions must look at the recruiting process as trying to sell jobs to the very best hires
• Many of the same messages that are compelling for potential college students are also attractive for potential employees
Improving the Recruiting Process
Building user profiles of success saves hundreds of hours of recruiting trial and error.
• Model recruiting functions should work very closely with hiring managers, human resources, and other internal professionals to redefine the positions most commonly open
• Interview good employees, as defined by hiring managers and performance reviews, and then construct profiles of these employees that can, in turn, be used to construct screening questions.
Momentum
• Recruiting is kind of like dating• Momentum directly correlates to hiring success• Once you know you want someone on the team,
dedicate yourself to closing the dealo If you wait a week between an onsite interview and
follow up your success rate falls 5xo Call them the day after the interview and tell them
you'd like to work with them and if the feeling is mutualo It's inHelp them make the right decision; it benefits
both partieso Have them ask any questions or concerns
• Your best interest if the feeling is mutual
• Don't over promise; they'll remember
Wooing
• An object at rest stays at rest.• Always be wooing (ABW), thirty days from
start date• Keep in contact constantly prior to start date• Begin preparing them for onboarding by
asking about equipment • Make sure you keep them excited
Focus on Succession Management to Improve Employee Retention
• The world’s largest organizations are increasingly focused on developing strong leadership pipelines from within
• Not all executives, nor all roles, are created equal.
o help identify those capabilities most critical to business success and most scarce in the labor market
prioritizes succession risks and interventions accordingly
Talent Acquisition
400 HR and line of business execs rated talent acquisition as the number one HCM element most critical to their organization’s ability to execute on its business strategy in 2011.
1. Build a quality candidate pipeline, regardless of hiring needsa. build and cultivate relationships early
b. use marketing, branding, brand experience and outreach
2. Understand roles critical to your company's successa. 2011 HR Exec Agenda study showed top performing
20% of companies are 53% more likely than other companies to identify the job roles that most directly impact revenue and profitability.
i. companies need to use more employee metrics
Predictive Talent Analytics
Predictive analysis uses different techniques to analyze both historical and current data to make predictions about future behavior.
1. Starbucks, Limited Brands, and Best Buy, can precisely identify the value of a 0.1 percent increase in engagement among employees at a particular store
2. Identify Key Performance Indicators (KPIs)
3. Favor false negatives to false positives
Talent Begets Talent
• If you already have a talented and technical team, it attracts more talent
• Hire people that new hires can look up to, learn from, get mentorship from, and be challenged by
• Talented people tend to know other talented peopleo Use this to your advantage
• Engineers, specifically, seek out interesting problems and awesome co-workers
• Talent wants to be wooed and hired by talent, not a clueless recruiter
• Always maintain your high hiring standards; never falter
Defining Human Motivation
Human motivation towards work can be categorized into two types:
• Intrinsic motivationa. Comes from the intrinsic value of the work for the
individual
b. Occurs when individuals feel both self-determined and competent in their work
• Extrinsic motivationa. Comes from the desire to obtain some outcomes that
are separate from the work itself
b. Takes place when individuals feel driven by something outside of the work itself such as promised rewards or incentives
Bolstering Intrinsic Motivation
When employees have high autonomy, receive feedback about their performance, and have an important, identifiable piece of work to do which requires skill variety, they may experience feelings of happiness and therefore intrinsic motivation to keep performing well.
Motivation-Hygiene Theory
Theory of worker satisfaction and dissatisfaction that can be broken down into:
Hygiene Factorscan prevent dissatisfaction, but they do not motivate the worker
Motivator Factorsincrease satisfaction from work and motivate people toward a greater effort and performance
Motivation-Hygiene Theory Cont.
Examples of factors.
Hygiene Factors• salary• fringe benefits• working conditions• security
Motivator Factors• achievement• recognition• responsibility• advancement• independence in doing
the work• satisfaction arising from
the completion of challenging tasks
Motivation and Productivity
Motivation varies as a function of different factors in the work environment
• evaluating expectation• performance feedback• reward• autonomy• the nature of the work itself
Other Motivators
Hackman and Oldham's (1976) model of job enrichment propose that jobs can be made more motivating by increasing the following:
• Skill Variety - the number of different skills required by the job
• Task Identity - the degree to which the job produces something meaningful
• Task Significance - the importance of the work• Autonomy - the degree to which the individual has
freedom in deciding how to perform the job• Feedback - the degree to which the individual obtains
ongoing
5 Components to Motivation
The first three components add meaningfulness to the work, the fourth adds to ownership of results, and the last one gives feedback about the results of what is done.
1. Skill variety You get to use different skills
2. Task identity You identify personally with what you do
3. Task significance You feel that what you do is significant or important.
4. Autonomy You have some self-control and responsibility.
5. Feedback The knowledge of the actual results of what you do.
5 Ways to Increase Employee Satisfaction
and Performance
1. Combining tasks Influences skill variety and task identity.
2. Forming natural work units Enhances task identity and task significance.
3. Establishing client relationships Increases skill variety, autonomy, and feedback.
4. Vertical loading Worker has more authority, responsibility, and control over the work. Increases autonomy, skill variety, task identity, and task significance.
5. Opening feedback channels Increases feedback.
5 Reasons Why Employees Stay
1. Pride in the organization People want to work for well-managed companies.
2. Compatible supervisor People may stay just to work for a particular individual who is supportive of them.
3. Compensation People want to work for companies that offer fair compensation, including competitive wages and benefits as well as opportunities to learn and achieve.
4. Affiliation People want to continue working with colleagues they respect and like.
5. Meaningful work People want to work for companies that let them do work that appeals to their deepest, most passionate interests.
What is Culture?
Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Personalities and experiences of employees create the culture of an organization.
Ideally, organizational culture supports a positive, productive, environment.
One of the key assessments when employers interview prospective employees is whether the candidate is a good cultural fit.
Culture = Behavior
• Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress
• A norm of accountability will help make your organization successful
• A norm of spectacular customer service will sell your products and engage your employees
Culture is Learned (Through Interaction)
• People learn to perform certain behaviors through either the rewards or negative consequences that follow their behavior
• When a behavior is rewarded, it is repeated and the association eventually becomes part of the culture
• Employees learn culture by interacting with other employees
• Most behaviors and rewards in organizations involve other employees
• An applicant experiences a sense of your culture, and his or her fit within your culture, during the interview process
• An initial opinion of your culture can be formed as early as the first phone call from the Human Resources department
Sub-Cultures Form Through Reward
• Employees have many different wants and needs
• Sometimes employees value rewards that are not associated with the behaviors desired by managers for the overall company. o This is often how subcultures are formed, as people get
social rewards from coworkers or have their most important needs met in their departments or project teams
Culture is Negotiated
• Culture change is a process of give and take by all members of an organization
• Employees must try to change the direction, the work environment, the way work is performed, or the manner in which decisions are made within the general norms of the workplace
• Formalizing strategic direction, systems development, and establishing measurements must be owned by the group responsible for them
Culture is Difficult to Change
• Culture change requires people to change their behaviors
• Persistence, discipline, employee involvement, kindness and understanding, organization development work, and training can assist you to change a culture
Cult Creation
Because having an excellent team isn't enough.
• Cult - A group of super high quality people who trust each other and have similar ways of thinking, learning, reacting, problem-solving, and working togethero Needs to bond together under a leader they trust and
respecto Must not be afraid of any challengeo Must be willing to walk through fire when their leader
asks themo Must believe that they will be the ones who will change
the world
Building a Culture of Employee Appreciation
There is often a disconnect between the type of appreciation employees want and what their managers think they want.• Managers ranked promotions and cash bonuses as the two
most effective ways of recognizing employee accomplishments
• Workers preferred an in-person thank-you or having a job well done reported to senior managemento It's important to give people face time and basic human
appreciation on a regular basiso Thanking employees regularly may also help them
accept criticism better, so long as the feedback is specific
o If you make it clear that you are trying to make employees better at what they do, positive and negative feedback become a regular part of the conversation
Keys to a Great Corporate Culture: Improving Employee Engagement
• State a clear mission, then live it daily• Develop a strategic plan that’s understood
and embraced by all levels of the organization
• Communication is key to becoming a great company
• Build a culture where everyone is part of the team
• Be flexible to change• Have fun
The Importance of Corporate Culture and Fit to Employee Success
One of the top factors impacting fit is the managerial staff.
• Employees typically don’t leave jobs, they leave managers
• Same person, same skills, same organization, but different manager equals different performance potential
Corporate Culture: The Only Truly Sustainable Competitive Advantage
Given enough time and money, your competitors can duplicate almost everything you’ve got working for you. They can hire away some of your best people. They can reverse engineer your processes. The only thing they can’t duplicate is your culture.
• All music is made from the same 12 notes. It’s the way those notes or components are put together that makes things sing.
• All culture is made from the same five components: behaviors, relationships, attitudes, values and environment.
• It's disproportionately harder to recruit (poach) someone who is happy with their employer than someone who is not.
How to Build an 'All In' Corporate Culture
The best managers use recognition to keep employees motivated and dedicated
• A 300,000-person study involving 25 high-performing companies helped identify the traits of workplace cultures where employees believe in their leaders, but also understand and work for the company's mission, values and goals.
How to Build an 'All In' Corporate Culture Cont.
• Employees exhibit "the three Es"o They are engaged, enabled and energizedo The other two Es of enabling employees, in part by
empowering them to make their own decisions, and finding ways to keep them energized, make an enormous difference
• Next, identify leadership characteristics that are always part of a high-performing workplace culture -- things such as a strong focus on customers and employee recognition
• The seven points are: clearly define the corporate mission; create customer focus; develop agility; share everything; treat employees like partners; cheer for each other, and establish accountability
How to Improve Employee Culture
• Choose to make improving employee culture an important part of your management philosophy
• Involve employees in decision-making processes• Deliver on your ideas and initiatives• Offer professional training and enrichment courses to
ensure that all employees know that you have faith in their growth within the company
• Start a company newsletter• Communicate and interact with your employees
regularly to understand how they operate, and share with them how you operate.
• Acknowledge and celebrate individual and team successes.
Habits of Highly Effective Employees
1. Increase Your Self-Discipline
2. Display Consistent Kindness
3. Set Stretch Goals
4. Welcome Criticism
5. Be a Star Team player
6. Show Boundless Enthusiasm
7. Tackle Opportunities
8. Flexibility
9. Self-motivation
10.Initiative
11.Willing to Use Personality Traits at Work
12.Realistic About Professional Goals
13.Comfortable With Career Risks
14.Pay Attention to What Works at Worka.Adjust What Doesn't
Work
Employee Performance: The Vital Behaviors of Top Performers
• Know their stuff• Focus on the right stuff• Build a reputation for being helpful
What bosses/managers can do:• Flash forward to the future• Invest in professional development• Hang with the hard-workers• Find a mentor• Put skin in the game• Control the workspace
Sources5 Reasons Why Recruiting Sucks
http://www.blogging4jobs.com/hr/5-reasons-why-recruiting-sucks/
Costs of Unsuccessful Recruitment and Retention of Diverse Staffhttp://www.nonprofitinclusiveness.org/costs-unsuccessful-recruitment-and-retention-diverse-staff
Rethinking Recruiting...http://rethinkingrecruiting.blogspot.com/
Rethinking Recruiting in 2011
http://humancapitalblog.com/?p=87
Rethinking Recruitment
http://hrhorizons.nacubo.org/x116.xml
Disruptive Recruiting: Rethinking What Recruiting Is All About
http://www.ere.net/2010/06/17/disruptive-recruiting-rethinking-what-recruiting-is-all-about/
Rethinking Recruiting’s Role: Succession Management
http://recruitingroundup.exbdblogs.com/2009/07/02/rethinking-recruitings-role-succession-management/
The 7 trends to the Future of Talent Management
http://www.gautamblogs.com/2011/02/7-trends-to-future-of-talent-management.html
Hire talent and passion over skill and experience | TechRepublic
http://www.techrepublic.com/article/hire-talent-and-passion-over-skill-and-experience/1054025
Hiring Talent: 4 Traits Your Start-up Needs | Inc.com
http://www.inc.com/seth-priebatsch/4-traits-of-dream-start-up-talent.html
SourcesHire Superstar Talent Fast
http://blogs.hbr.org/taylor/2011/04/how_to_hire_superstar_talent--.html
Hiring Talent for Culture Fit
http://www.zurb.com/article/839/hiring-talent-for-culture-fit
Is it better to hire for cultural fit over experience?
http://management.fortune.cnn.com/2011/04/28/is-it-better-to-hire-for-cultural-fit-over-experience/
How to Hire the Next Michael Jordan
http://www.fastcompany.com/node/36186/print
Employee Retention – How to Retain Employees
http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-employees/
How to Improve Employee Retention
http://www.inc.com/guides/2010/04/employee-retention.html
Motivation and Productivity in the Workplace
http://www.westminstercollege.edu/myriad/index.cfm?parent=2514&detail=4475&content=4798
5 Reasons Why Employees Stay
http://workplacepsychology.net/2010/05/03/5-reasons-why-employees-stay/
SourcesCulture: Your Environment for People at Work
http://humanresources.about.com/od/organizationalculture/a/culture.htm
Building a Culture of Employee Appreciation
http://www.inc.com/magazine/20090901/building-a-culture-of-employee-appreciation.html
Keys to a Great Corporate Culture: Improving Employee Engagement
http://www.careercast.com/career-news/keys-great-corporate-culture-improving-employee-engagement
The Importance of Corporate Culture and Fit to Employee Success
http://www.bcjobs.ca/re/hr-resources/human-resource-advice/recruitment-and-retention/the-importance-of-corporate-culture-and-fit-to-employee-success
Corporate Culture: The Only Truly Sustainable Competitive Advantage
http://www.forbes.com/sites/georgebradt/2012/02/08/corporate-culture-the-only-truly-sustainable-competitive-advantage/
How to Build an 'All In' Corporate Culture
http://www.pcworld.com/article/254646/how_to_build_an_all_in_corporate_culture.html
How to Improve Employee Culture
http://smallbusiness.chron.com/improve-employee-culture-15925.html
Seven Habits of Highly Effective Employees
http://www.black-collegian.com/career/sevenhabits100.shtml
SourcesEmployee Performance: The Vital Behaviors of Top Performers
http://hiring.monster.com/hr/hr-best-practices/workforce-management/employee-performance-management/improving-employee-performance.aspx
Three habits of highly effective employees
http://www.techrepublic.com/blog/career/three-habits-of-highly-effective-employees/277
Psychology at Work - Five Habits of Highly Effective Employees
http://l-pawlik-kienlen.suite101.com/psychology-at-work---five-habits-of-highly-effective-employees-a266036
Recruiting and Retention Secrets of Inc. 500 Alumni
http://www.inc.com/guides/hr/20799.html
21 Must-Read Articles on Building World-Class Teams
http://jonbischke.com/2011/05/21/21-must-read-articles-on-building-world-class-teams/
11 (More) Must-Read Articles on Building World-Class Teams
http://jonbischke.com/2011/07/10/11-more-must-read-articles-on-building-world-class-teams/
Hiring is Obsolete
http://www.paulgraham.com/hiring.html
How to Recruit Rockstars
http://stu.mp/2010/03/howto-recruit-rock-stars.html
SourcesHow to Find and Hire Amazing People, Part 1
http://blog.adamsmith.cc/2009/10/how-to-find-and-hire-amazing-people-part-1.html
How to Find and Hire Amazing People, Part 2
http://blog.adamsmith.cc/2009/11/how-to-find-and-hire-amazing-people-part-2.html
How to Find and Hire Amazing People, Part 3
http://blog.adamsmith.cc/2009/12/how-to-find-and-hire-amazing-people-part-3.html
Recruiting Smart People
http://www.s-anand.net/blog/recruiting-smart-people/
Never Read Another Resume
http://www.inc.com/magazine/20100601/never-read-another-resume_Printer_Friendly.html
In the war for talent, love is a weapon
http://www.sneakerheadvc.com/2011/03/28/war-for-talent-love-weapon/
How to hire the best talent in the world
http://venturebeat.com/2012/05/08/how-to-hire-the-best-talent-in-the-world/