hiring and staffing strategies leveraging today’s employment market southeastern accounting show...
TRANSCRIPT
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Hiring and Staffing Strategies Leveraging Today’s Employment Market
Southeastern Accounting ShowWednesday, August 18, 2010
3:20 p.m. – 5:00 p.m.
Cobb Galleria Centre; Atlanta, GA
Dan Erling, President of Accountants One
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The Goal
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Agenda• The Goal
• Introductions
• Credentials and Elephants
• Strategies for Leveraging Today’s Employment Market
1) Understand your Company Culture
2) Write Realistic and Useful Job Descriptions
3) Conduct Behavioral Interviews
4) Obtain REAL References
5) Improve Retention through On-Boarding
6) Utilize our Unique Hiring Market
• Q & A
• The moment of truth
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Introductions
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Credentials and Elephants
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Our recruiting success rate
since 2003
0%10%20%30%40%50%60%70%80%90%
100%
2003 2004 2005 2006 2007 2008 2009
Contract
Direct Hire
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The Elephant in the Room
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The Elephants in the Room
Unemployment is 10% in GA
I run a Search Firm
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Strategies for Leveraging Today’s Employment Market
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Belief #1
CULTURE MATTERS A LOT
Technical skills account for only 25% of a successful hire while Corporate Culture accounts for
75% of a successful hire.
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“The thing I have learned at IBM is that culture is everything.”
-- Louis V. Gerstner, Jr. former CEO IBM
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Strategy #1Understand your Company Culture
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Cultural Scorecard
1. Decision-Making
Guiding question: How are decisions generally made – by consensus or by leadership?
By Consensus By Leadership 1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
2. Communicating
Guiding question: How do people relate to each other: in a formal and detached way, or in a more informal, personable way?
Formal Informal 1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
3. Procedures
Guiding question: Are you organized around roles (favors consistent procedures) or around talents and skills (favors flexible procedures)
Flexible Consistent
1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
4. Innovation
Guiding question: Does your company innovate and develop revolutionary products, or does it stick to its core offerings, progressing in
steady stages?
Revolutionary Steady 1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
5. Employee Makeup
Guiding question: Are employees people who seek meaning in their work or are they a resource hired to do what the company wants them to
do?
Seek meaning Resource 1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
6. Teaming
Guiding question: Do you reward individuals for what they contribute to groups, or do you reward groups for how they nurture individual
development and initiative?
Individuals Groups 1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
7. Winning
Guiding question: Is your company a world of competing rivals, or a world of cooperation and partnerships?
Cooperative Competitive 1 2 3 4 5 6 7 8 9 10
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Cultural Scorecard
8. Profits
Guiding question: How much emphasis does your company put on short-term shareholder value versus long-term economic value for all
stakeholders?
Short-term Long-term 1 2 3 4 5 6 7 8 9 10
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Belief #2
Time spent on a job description on the FRONT END of a candidate search is time well spent.
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Belief #2.5Time spent on a job description on the FRONT END of a candidate search is time well spent.
This is more important RIGHT NOW than EVER BEFORE!
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From Jack Welch:Understand: hiring correctly is critical, difficult workAccept: hiring based on your belief that you’re a great judge of people virtually guarantees failure.Commit: to an objective hiring process."Hiring good people is hard. Hiring great people is brutally hard. And yet nothing matters more in winning than getting the right people on the field."
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Strategy #2Write Realistic and Useful
Job Descriptions
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REALISTIC and Useful Job Descriptions
Objective #1
Objective #2
Objective #3
EVALUATION
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Belief #3
Behavioral Interviews are superior to traditional interviews.
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From Jim Collins:
Greatness is not a function of circumstance. Greatness, it turns
out, is largely a matter of conscious choice, and discipline.
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Strategy #3Conduct Behavioral Interviews
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Behavioral vs. Traditional Interview Questions
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Traditional Interview
Are you good with Excel?
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Behavioral InterviewDescribe an instance where you used Pivot Tables.
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Traditional Interview
Are you an organized person?
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Behavioral InterviewWhen has your organizational style caused you to miss a deadline?
What project management tools do you utilize?
How did you organize the last project you managed?
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Belief #4
You can gather information that is true, insightful, and helpful in a reference call.
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It takes a wise man [or woman] to discover a wise man [or woman]. - Diogenes Laërtius, c. 200 AD
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Strategy #4Obtain REAL References
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Behavioral vs. Traditional Reference Calls
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Traditional Reference CallOn a scale of 1 to 10 how good is ____ with Excel?
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Behavioral Reference Call
Describe how _____ used Pivot Tables.
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Traditional Reference Call
Is ____ an organized person?
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Behavioral Reference Call
How did ____ organize the last project he / she managed?
When did ______’s organizational style cause him/her to miss a deadline?
What project management tools does _____ effectively (and ineffectively) utilize?
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Belief #5
An on-boarding process is a worthy investment and one that can positively affect retention.
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From Peter Drucker:
“People decisions are the ultimate – perhaps the only – control of an organization. People determine the performance capacity of an
organization. No organization can do better than the people it has.”
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Strategy #5Improve Retention through On-Boarding
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Onboarding check list sample (part 1):
Department/Payroll Info • W-4 Federal form completed and sent to Payroll • W-4 State form completed and sent to Payroll • Patent Policy Form • Conflict of Interest policy statement • Ensure employee has accessed the Employee Link to confirm Personal Data and to
provide Emergency Notification Contact • Confirm with employee the name and phone number of Employee Relations
Representative Human Resources • Complete I-9• Conflict of Interest Employment Form completed • ID number issued by Human Resources • New Employee Orientation scheduled by HR for __________________ Access Information • Establish Email account • Establish access to appropriate PC access and files • Provide access to Company Intranet • Passwords issued • Establish phone extension • Activate voicemail • Provide long distance access code • Add employee’s name to any email group lists, distribution lists, internal/office phone
lists and/or website
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Onboarding check list sample (part 2):
Departmental Orientation and Office Access • Inform staff of employee’s arrival • Set up and clean office space • Obtain office supplies • Establish training schedule • Establish office mailbox • Introduce employee to staff on first day Bring on tour of building/office/facilities including
lunchroom, emergency exits, and restrooms • Indicate location of parking lot / rapid transit station • Provide keys (office, building, desk, file cabinets etc.) • Provide security codes if necessary • Show location of fax machines, copiers, printers etc.; provide instruction and any access
information • Review dress code and office protocol • Explain completion of timesheet • Review pay schedule • Confirm work scheduleRelevant Work Related Items • Business cards • Nameplates • Name badge • Pay card • Cell phone • PDA • Laptop • Uniforms • Manuals/handbooks • Tools • Other _______________________
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Belief #6
A company can improve their bottom line through staffing strategies.
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Nothing our company does is more important than hiring and developing superior talent.
- Larry Bossidy, Chairman and CEO of Honeywell (retired)
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Strategy #6Utilize our Unique Hiring Market
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Utilizing our Unique Hiring Market
• Part-Time Contractors
• Temp-to-Hire Solutions
• Flexible Contract Staff
• Reducing/Replacing Salaries
• Upgrading Talent
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Q&A
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www.danerling.com
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The Moment of Truth
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Hiring and Staffing Strategies1) Understand your Company Culture
2) Write Realistic and Useful Job Descriptions
3) Conduct Behavioral Interviews
4) Obtain REAL references
5) Improve Retention through On-Boarding
6) Leverage our Unique Hiring Market
VALUE?