success through people (attraction and retention in a ...€¦ · o only 37% of companies extend...
TRANSCRIPT
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SUCCESS THROUGH PEOPLE
(Attraction and Retention in a
competitive market)
Presented by Darius Matusiak
@macs_dariusm
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Why are we here?
Is there a line manager in the world who doesn’t
want to retain their best people?
We see our success as helping you recruit great
people that STAY with your business.
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Setting the scene
Who has got behavioural or performance issues
in their business nailed!
Who has been struggling to attract talent?
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Who are we?
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AGENDA – scores out of 10
o Attraction
o Onboarding
o Retention
o Culture
o EVP
o Employer Brand
o People Strategy
o Employee Strategy
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The point of view paradox
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Attraction
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A recent survey of 1000
business by Penna:
But…
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#1 Challenge
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The challenge for in-house vs
agency teams…
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Demand and Supply
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Breakout
o What’s the best hiring decision you’ve ever made
and what impact did it have on your team?
o What’s the best hiring decision you’ve ever made
and what impact did it have on your team?
o What does the market think it’s like to work for
your organisation?
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Onboarding
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Key facts
o 69% of employees are more likely to stay with
a company for three years if they experienced
great onboarding
o New employees who went through a
structured onboarding program were 58%
more likely to be with the organization after
three years
o Up to 20% of employee turnover happens in
the first 45 days
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Key facts
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Performance and Productivity
o Only 37% of companies extend their onboarding
programs beyond the first month
o Best-in-class companies are 35% more likely to
begin onboarding processes before day one
o Employees whose companies have longer
onboarding programs gain full proficiency 34%
faster than those in the shortest programs
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Breakout
o What’s working currently?
o What have you learnt from bad experiences?
o What does/could your ‘pre-boarding’ strategy
look like?
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Onboarding checklist for success
o Communicate purpose – Find their ‘why’ and
connect them to the company’s vision
o First impressions count – check in frequently
o Relationships matter – who can be their mentor?
o Connect with leaders
o Set clear goals and milestones
o Show your appreciation – x10 as many people
leave at 1 vs 5 years.
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Retention
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The cost of recruitment
£30,614 per employee
The two main factors that make this up are;
1. The Cost of Lost Output while a replacement
employee gets up to speed
2. The Logistical Cost of recruiting and
absorbing a new worker
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The productivity cost
Micro (upto 9 employees) – 12 weeks
SME (upto 250 employees) – 24 weeks
Blue Chip (250+ employees) – 28 weeks
Same sector employees – 15 weeks
Different sector employees – 32 weeks
Graduates – 40 weeks
Unemployed/inactive candidates – 52 weeks
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Why is this relevant?
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What does Talent look for?
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Offer Stage If culture is
‘important’…
Leadership is
imperative….!
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Management Comfort Zone…?
MANAGEMENT – planning, co-
ordinating, putting systems in place, to-do lists – task orientated.
You can ALL do this!
LEADERSHIP – being visionary, pro-active,
anticipating change, challenging convention.
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Task vs Personal Humility
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Breakout
Which leader has invested in
and shaped you? • Influencers
• Someone who gave you a chance
• Who backed you/supported you
when you needed it most
• Always had faith in you (even if you
might not have yourself)
• Unconditionally cares for you
• Inspired you, role models
• Pushed you and supported you
• (Why did they do this/How did they
do this/What did they do?)
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Culture
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“Everyone must get what
they deserve” Tom Martin
HR Director, T-Mobile
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The First Question….
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CULTURE –
It’s SUPER critical
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A great quote…
“the only thing that companies can do to
increase
rates is…..
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Breakout
Discuss the best culture you
have worked within.
What where the qualities that
made it so special?
What was the actual
performance of the team like?
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Increasing Diversity
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Setting the scene
By 2022 the workforce is expected to be comprised of
47% women and 40% minorities
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The Problem Hiring for ‘Fit’ means…
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The Vision
Hire people who will ‘expand’ your culture
Hire for what the business is trying to become
Disregard criteria that promotes bias;
• No. of years experience
• Coming from a set of high profile universities
• Study of a certain curriculum
Add a disclaimer to the job spec for experience short
candidates to ‘apply anyway.’
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Be mindful of your language
‘Dominant’
‘Competitive’
‘Fast paced’
‘Best of the best’
‘Loyalty’
‘Passion’
‘Collaboration’
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Be mindful of your language
Be Balanced!
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The interview
Disregard unnecessary criteria that can promote bias eg.
number of years of experience, high-profile universities etc.
Encourage people not precisely matching the job spec to apply
anyway.
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The interview
Prioritise the skills and behaviours required BEFORE interview
– this helps you more objectively analyse ‘different’ but ‘equal’
experience.
Employ a diverse set of interviewers – women are much more
likely to join a company when they interact with woman who
are already there – it’s the biggest factor to them taking the job!
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It’s NOT (just) demographics
Increase diversity with;
• Educational background
• Geography
• Economics
• Desirability
• Sexual preferences
• Gender identity
• Political inclination
• Religious affiliation
• Age
• Neuro diverity
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It’s NOT demographics
Value the journey
Recognise unique talent - Candidates whose journeys are
possibly longer and less traditional; in many cases, can
demonstrate exemplary grit, resiliency and creative problem-
solving.
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Inclusion
No matter how much you focus on hiring a diverse workforce, you’re not
actually moving the needle if your employees don’t feel a sense of
belonging…
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It starts with understanding…
Growth mindset = Learning more deeply through mistakes and creating a culture of ‘inclusion and acceptance.’
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3 components of Inclusion Growth Mindset: Does your company have a “Culture of Genius” that suggests talent, abilities,
and intelligence are fixed traits? This can hinder feelings of belonging and growth, especially for
people from underrepresented groups.
Belonging: Feeling that you don’t belong can be incredibly taxing and is often related to social
identity. How do different groups experience belonging at your company?
Objectivity: Is there a perception in your organization that advancement isn’t based on fair and
transparent criteria?
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It starts with understanding… People are more likely to act in prejudice ways if they believe that mindsets can’t be changed. People with growth mindsets tend to stay in cross-race interactions longer as they want to learn from others. The by-product of this is that learning becomes more creative and comfortable.
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Learning and Development Create a Learning and Development environment: New hire onboarding to Leadership Development; • In person sessions • Training • Online platforms
Promote these in adverts and interviews to attract candidates who want to grow and develop.
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Questions to ask yourself/your business (rate as strongly disagree though to strongly agree)
1. My business hire people from diverse backgrounds…
2. I feel like I belong at…
3. When I speak up at work, my opinion is valued
4. I feel that my compensation is fair, relative to similar roles at…
5. Working at…is important to the way I think of myself as a person
6. I feel confident I can develop my career at…
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Employer Value Proposition
/ Employer Brand makes you
UNIQUE! Defined by Leadership/Management
living your values…
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4th Industrial Revolution what
makes you UNIQUE!
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It’s what makes you UNIQUE!
Defined by Leadership/Management
living your values…
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How external people perceive your culture = your
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EVP vs EB
An EVP is the “why” around an organization – it’s the attributes of an
employment experience that attract and retain top talent. It’s what
employees value most, how a company separates itself from its competitors,
and the company’s promise to its people.
An employer brand is the creative expression of the EVP and the
organizational identity related to the employee experience – it’s ultimately
what the organization becomes known for as an employer. We use tools
such as logos, taglines, colours, typography, content generation, social
media, etc. to convey messages and personality, but in the end it’s a
company’s reputation as a workplace.
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We agree…
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Why it’s super
critical…
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Offer Stage
• By 2020 GenY will
make up 50% of the
workforce
• By 2025 = 75%
• This is a generation of
employees with
technological fluency
• Your job to attract,
retain and excite
them….
• People wrongly
assume….Fun today,
work tomorrow…
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Gen Y vs Gen Z
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What do they want?
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Offer Stage Be brave enough to ask them what they want, what their ambitions are…
Open up transparent 2-way Comms!
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The reality… Talented people
need organisations LESS
THAN…
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Breakout
What feedback are you now
getting from employees/potential
hires around what is important to
them?
Top 3 bits of feedback you’re
hearing right now
biggest fear you may not yet have
heard
What are you doing to adapt to
these changing needs?
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LinkedIn… shop window to
your culture!
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Who books a holiday these
days without…
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People Strategy
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The Commercial Argument
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Offer Stage
If you want a CUSTOMER first vision – you need an
EMPLOYEE first strategy…..
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Offer Stage
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Breakout - Your 3 year plan?
How does your hiring plan feed into this?
What’s your hiring strategy?
What is your Board /Non-Exec structure?
Who is your emerging talent?
Where are your blind spots?
Who are your flight risks and what are you doing about
them?
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My concluding thought…
1. Recruit the right people in the first place.
2. Improve the line manager’s ability to manage.
3. Give employee’s constant feedback about
clear, meaningful goals.
4. Empower employees to manage their own
careers.
5. Proactively drive talent mobility.
6. Continuously measure and improve retention
strategies.
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PWC research…
CEO’s identify the availability of TALENT as
the top barrier to GROWTH…
And engaged employees act as TALENT
MAGNETS in this social media world…
So – don’t lose your best people! IT IS
REALLY HARD TO REPLACE THEM!!
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