CHARLES COTTER26 NOVEMBER 2012

ATTRACTING AND RETAINING TOP CALIBRE EMPLOYEES

PRESENTATION OVERVIEWIntroduction

Key presentation topics

Summary

Questions

DEFINING A RESOURCING STRATEGYResourcing is what organizations do to ensure that

they have the people they need

Resourcing strategy is concerned with identifying how many - quantitative – and what sort of people – qualitative are required and making plans to procure, retain them and utilize them optimally

Matching people to the strategic and operational needs of the organization and ensuring full utilization of these resources

Recruiting, selecting and promoting people who fit the organizational culture and strategic requirements

“Getting the right number of people, with the right skills, at the right time, in the right place to deliver on the short and long-term organizational objectives”

LEARNING ACTIVITYBased on the definition and objectives of a

resourcing strategy, evaluate/rate on a scale of 1-5, the degree of efficiency and effectiveness of your current organizational resourcing practices

Identify the gaps of your resourcing strategy

COMPONENTS OF A RESOURCING STRATEGY

HR Planning

Employee Value Proposition

Resourcing Plans

Retention strategy

Flexibility strategy

Talent and Succession Management strategy

HR PLANNING PROCESSConsultation and Alignment with

Business Plans and Strategies

Demand Forecasting

Supply Forecasting

Forecasting requirements – surplus or deficit

Appropriate HR Action Plans

EMPLOYEE VALUE PROPOSITIONA resourcing strategy is concerned with

shaping what the organization has to offer to people to attract prospective employees and to retain them

A statement of what an organization will provide for people that they will value

Positioning/re-positioning the organization as an Employer of Choice – branding

Financial and non-financial pull factors

EVP NON-FINANCIAL PULL FACTORS

The general attractiveness of the organization

Corporate Social Responsibility – corporate conduct and ethics

Compelling values – respect, diversity and inclusiveness

Work-life balance – quality

Opportunities for personal and professional growth and development - viable future prospects

LEARNING ACTIVITYBy referring to both the financial and

non-financial pull factors of your current EVP, evaluate/rate on a scale of 1-5, the appeal thereof as a magnetic attraction force

Identify the gaps of your current EVP and recommend how it can be improved

RESOURCING PLANSInternal resourcing strategy

External resourcing strategy

Relative Advantages

Which resourcing strategy is the most effective?

BEST PRACTICE RESOURCING AND SELECTING STRATEGIES

Where?

Current employees with potential/talent External candidates with the right credentials e.g Head-hunting Internet and Social Networks Campus recruitment Recruitment agencies

How?

Competency-based techniques Structured job selection interviews Performance testing Psychometric testing Assessment Centres Referencing checking and Vetting

BEST PRACTICE RETENTION STRATEGIES

Competitive, above market related remuneration – salary and benefits

Performance bonuses and incentives

Job design

Learning and Development

Flexible work practices

Employee Engagement

Career planning and development

Employee Relationship Management

SUMMARYKey points

Questions

Contact details:

Charles Cotter 084 562 9446 charlescot@polka.co.za Linked In