three rs of talent management

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Three Rs of Talent Management © Copyright 2007. CBIZ, Inc. NYSE Listed: CBZ. All rights reserved.

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Three Rs of Talent Management

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www.eflassociates.com www.cbiz.com/hr

Recruitment . . . In a Modern World

Classified advertisements

Traditional job boards: Monster.com,

Career Builder

Industry networking

Search firms

- Temporary help agencies

- Employment agencies

- Contingency headhunters

- Retainer based executive

search firms

Recruiting: The Past

www.eflassociates.com www.cbiz.com/hr

Nonline (In Real Life - “IRL”) Networking

- Build and maintain talent pipeline

- Recruit top performers from competitors

Know your competitors better than yourself

- Monitor employment brand and reputation

Glassdoor

- Utilize partners/vendors, board and staff referrals

- Face-to-face networking with industry contacts

Recruiting: The Present

www.eflassociates.com www.cbiz.com/hr

Associations (direct or indirect postings)

Be wary of job seekers in inventory

- Lean on references and due diligence

Recruiting: The Present

www.eflassociates.com www.cbiz.com/hr

Recruiting: The Present

Search Firm Dynamics

- Transparency (sharing of databases)

- Milestones

- Good candidates, fast

- Recruitment Process Outsourcing (RPO)

- Candidate Identification Firms / Name Generation Firms

- Off-shoring

Adhocracy

- Temp to perm . . . pros and cons

www.eflassociates.com www.cbiz.com/hr

Retention

Recognition

& Reward Feedback

& Support

Skill

Development

Is there a glut of candidates in the market?

5.5% Unemployment*

An interesting correlation exists between

unemployment percentage and education*

Unemployment in an Improving Economy

*February 2015, U.S. Department of Labor (seasonally adjusted)

Bachelor’s degree or above 2.7%

Some college or an Associate’s degree 5.1%

High school graduate 5.4%

Less than high school diploma 8.5%

More than 80% of employees intend to leave their

current job as the economy improves:

Projected Turnover as the Economy Improves

Right Management Group: http://www.right.com/news-and-events/press-releases/2014-press-releases/item26654.aspx

2014 2011

Yes, I intend to leave 86% 60%

Maybe, so I’m networking 8% 21%

Not likely, but I’ve updated my resume 1% 6%

No, I intend to stay in my current position 5% 13%

Difficult to measure . . . soft versus hard dollars

Rule of Thumb: 33% to 150% percent of the annual

salary

- Salary costs

- Recruiting expenses

- Downtime and training time

If true: The cost to replace a $100,000 position ranges

from $33,000 to $150,000, depending on the complexity

of the position

Hidden Costs of Losing Tenured Employees

www.eflassociates.com www.cbiz.com/hr

A majority of employers are convinced that other

organizations are actively seeking their top

performers (senior leaders and high potentials)

- Agree: 43%

- Strongly agree: 13%

- Disagree: 11%

- Strongly disagree: 4%

- No opinion: 29%

How will you combat this?

Projected Turnover as the Economy Improves

World At Work: www.worldatwork.org/waw/adimComment?id=35633

Management Teams need to play defense as their

offense is gearing up

Be warned: Corporate America is actively

using search firms again (C-Suite)

Top performers are being courted

- Talented executives are now susceptible to calls from

your competitors or executive recruiters

- Strengthen your firewalls, forewarn your admin staff

- Check LinkedIn profiles of high potentials

Retaining Top Employees

www.eflassociates.com www.cbiz.com/hr

“A heightened emotional or intellectual connection an

employee has for his/her job, organization, manager, or

coworkers, influences him/her to apply additional

discretionary effort to his/her work.”

- The Conference Board

Engaged employees = 70% less turnover

The Key to Retention - Employee Engagement

Highly engaged

workplaces score

high on all six

Highly engaged

workplaces have

“signature” drivers

Employee Engagement

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Employee Engagement Tactics

• Base Pay

• Bonus

• Health Benefits

Tangibles

Intangibles

Short term Long term

• Retirement

• Deferred Comp

• Job Security

• Work/Life Balance

• Hiring Practices

• New-Hire Coaching

• Work Climate/Vision

• Supervisor Behavior

• Trust in Leaders

www.eflassociates.com www.cbiz.com/hr

Identify the people you want to keep . . .

Title enhancement (low cost, but valued)

Flexible scheduling (telecommuting)

Recognition, stretch assignments

Executive coaching, employee concierge

Training, development, continuing education

Sales conferences (tangible, fun)

Team-building sessions (clears the air, brings

frustrations into the open)

Vacation, personal time, flex time

Tactics to Help Retention

www.eflassociates.com www.cbiz.com/hr

and tell them

Money talks

- Communicate total benefits effectively

- Pay winners like winners

– Raises, including backdating previous cuts

– Long overdue bonuses or spot bonuses (when

someone says “it is not about the money” – think

the opposite)

Accentuate the Philanthropic Persona of the

organization (e.g., millennials)

Tactics to Help Retention (continued….)

www.eflassociates.com www.cbiz.com/hr

Rewards

www.eflassociates.com www.cbiz.com/hr

Average salary increases

- 3.0% in 2013

- 3.0% in 2014

- 3.1% in 2015 (projected)

Incentive payout trends

- Nonexempt: 5%

- Exempt: 10-12%

- Executive: 35-40%

Compensation Trends

World At Work: http://www.worldatwork.org/waw/adimLink?id=75547

How are you paying vis-à-vis the market?

- Now is not the time to take things for granted

- It’s a seller’s market

What tools are/should be at your disposal?

- Internet surveys, industry surveys (check sample size)

- Compensation consulting firms (“in vogue”)

Do you use a holistic performance management

system?

Rewards

www.eflassociates.com www.cbiz.com/hr

Companies have reinstated perks

- 41% have brought back all or some

of perks that were cut during the

recession

Organizations are introducing new

tools to retain and attract the best and brightest

- 24% of have introduced entirely new perks

Perks: Making a Comeback

www.eflassociates.com www.cbiz.com/hr

Many organizations are continuing a conservative

approach, except for top performers

HR executives should sound the warning signals

- As economy continues to turn around, top performers

will be the first to leave

- Should act proactively to ensure retention of key talent

- Do not take people for granted … AGAIN!

Compensation Trends

www.eflassociates.com www.cbiz.com/hr

Compensation Strategies

Best Practice

Matrix

Performance 1 2 3 4

Exceptional 6.5% 5.5% 5.0% 4.0%

Exceeds Expectation 6.0% 5.0% 4.0% 3.0%

Effective 5.0% 4.0% 3.0% 2.0%

Development Needed 2.0% 1.0% 0.0% 0.0%

Critical Need for Improvement 0.0% 0.0% 0.0% 0.0%

Quartile in Range

Typical

Matrix

Performance 1 2 3 4

Exceptional 3.5% 3.5% 3.0% 3.0%

Exceeds Expectation 3.0% 3.0% 3.0% 3.0%

Effective 2.5% 2.5% 2.5% 2.0%

Development Needed 2.5% 2.5% 2.0% 2.0%

Critical Need for Improvement 2.5% 2.0% 2.0% 2.0%

Quartile in Range

CBIZ Compensation Consulting

Employees are more savvy – evaluating

compensation holistically (benefits, etc.)

Future of health care benefits is on the minds of most

employers and employees

- Health premiums are increasing dramatically since the

passage of ACA

- Family coverage renewal price increases a concern

Critical need: understanding how to design or revise

plans to meet minimum essential coverage

Rewards: Potpourri

www.eflassociates.com www.cbiz.com/hr

Annual incentive payouts (STI) are getting higher

and incentive pool funding is rising, accordingly

Incentive compensation will continue to increase as

a percentage of overall compensation

IRS continues to show interest in executive

compensation among nonprofit organizations

Rewards: Potpourri

www.eflassociates.com www.cbiz.com/hr

Questions?

www.eflassociates.com www.cbiz.com/hr

Jay Meschke is President of CBIZ Human Capital

Services & EFL Associates with more than 20

years of experience in the human capital space

- Is routinely sought after as a subject matter expert

in the field of executive search, recruiting, career

management, and human capital services

- Has been quoted in numerous publications such as US

News & World Report, MSNBC.com, CNN.com, The Wall

Street Journal, Employee Benefit News, Entrepreneur

Magazine, Business Week, TheStreet.com, Investors

Business Daily, Human Resource Executive, and Kennedy

Publications

About Your Speaker

[email protected] 913.234.1575 twitter.com/@jay_meschke