Recruittoretain 12577822825673 Phpapp01

Recruit to Retain
Build a Recruiting Culture. Repair Your Talent Brand.
http://www.gunnassoc.com
Rev. February 2009
G&A July 2008
Gunn & Associates, Inc.
Table of Contents | Recruit to Retain

1. Recruiting Culture Scorecard - Visible 2. Full Recruiting Cycle Measured 3. Business Unit Accountability 4. Job Seeker the Customer! 5. Workforce Planning
Hour Glass Urgency
Vision
Work Plan
6. Recruiter Training 7. On - Boarding 8. Teams of 2 9. ATS ++ 10. R-R
Talent Brand Enrich
www.gunnassoc.com
Recruit to Retain
Recruiting Culture Scorecard

Corporate Enterprise
1.! 2.! 3.! 4.! 5.! 6.!
Recruiting Department
1.! 2.! 3.! 4.! 5.! 6.!
Employee Referral Program Employer Brand Hiring Managers Supported Employment Value Proposition Comm./PR Staff Support Job Seeker Satisfaction Cross-Functional Cooperation Recruiting Cycle Events Tracked Hiring Manager/Recruiter Roles Hiring Managers Evaluated
Fair Recruiter Allocation Recruiter Broad Skills Recruitment Branding Recruiting Dept. Leadership Hiring Manager Trust Co-Brand with Top Suppliers Resume Database Retrieval ATS Effectiveness Career Website Influence Workforce Planning Tools
Business Engagement
1.! 2.! 3.! 4.!
Technology
1.! 2.! 3.! 4.!
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Recruit to Retain
Recruiting Cycle
Recruiting Cycle Event
Observe Need Day One Open and Approve Requisition Source Internal/External Candidates Screen and Pre-qualify Candidates Phone Interview Top Candidates Complete Interview Assessments Schedule 2nd Interviews (in-person) Interview Results Hire Decision Craft Offer and Receive Approvals Extend Offer (verbal + FEDEX) Three Weeks Vacation Approval On-boarding Logistics Delay Candidate Gives Notice Starts Days 1 5* 5* 5* 10 * 2 5* 1 2 8 2* 3* 14 Cumulative 1 6 11 16 26 28 33 34 36 46 48 51 65 Start
Offer Accept 1st Day
65 Days
* How do we shorten these event time frames?
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Recruit to Retain
Define Relationship Recruiting

You get one try check ! one box: [ [ [ [ ] dating job seekers ] hiring relatives ] treating job seekers like customers * ] networking through Aunt Mary
* There is only one best answer
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Recruit to Retain
Relationship Recruiting
Management 101:
Relationship Recruiting views the Job Seeker as the Customer.
!! Job seeker, now employee, remains the customer !! Hiring manager now ! coach and mentor ! clearing obstacles so his customer succeeds!
Recruit to Retain
Meet Your Recruiter

Recruiters deliver services that drive business results!
1.! Exude confidence and demonstrate competence 2.! Value and recruit diversity and congratulate candidates on interviews and offers 3.! Utilize latest Internet tools and pursue learning and professional certifications 4.! Understand the business and collaborate on job specifications 5.! Build rapport with job seekers and hiring managers, treating job seekers as customers 6.! Contribute Full-Cycle Abilities:
Take Risks | Seize Opportunities | Contribute Beyond Assignment | Share Knowledge Plan | Organize | Source | Assess | Sell | Communicate | Market | Persuade | Encourage Coach | Interview | Evaluate |Present | Negotiate | Recommend | Thank Others
7.! Report and present successes and metrics !! LOMINGER Competencies Creativity | Priority Setting | Organizing | Problem Solving |Composure |Action-Oriented Approachability | Perseverance | Standing Alone | Comfort around Higher Management
Recruit to Retain
Quality of Hire
1. Role Analysis 2. Structured Screening * 3. Candidate Interviewing Treatment ** 4. Recruiting Cycle Metrics
7. Continuous Improvement 6. Source of Hire

* AllianceQ with QuietAgent
(+ Professional Assessments) ** On-Boarding Excellence Also
QoH
5. Satisfaction Surveys
Recruit to Retain
Workforce Planning a Priority? Impending Events!

Impending Event:
"! "! "!
An aging workforce severe skills shortages estimated 75% of workers are looking to change jobs in the U.S. skills and knowledge-based economy
HR Leadership:
1.! 2.! 3.! 4.!
Share internal workforce and climate data Drive awareness of the external environment Spur engagement and retention initiatives Launch WORKFORCE PLANNING - even at operational level
Gunn & Associates, Inc. Recruit to Retain
Workforce Planning - Actions

Action #1: Workforce Planning at Top of Corporate Agenda
1.! 2.! 3.! 4.! 5.!
Appoint HR the Champion

Business Intelligence | Metrics | Staffing Forecasts | Workforce Scenarios
Forecast where current trends are taking the organization Build future scenarios based upon recruitment effectiveness trends
Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs
Require top management to influence bottoms up momentum Conduct workshops that make
"! Workforce planning principles institutionalized "! Workforce planning as EPS relevant "! Line managers become skilled practitioners
HR facilitates workforce planning analysis and reporting.

Workforce Planning
Operational versus Strategic From Operational
1.! 2.! 3.! 4.! 5.! 6.! 7.! 8.!
To Strategic
1.! 2.! 3.! 4.! 5.!
6.! 7.! 8.!
12-month planning horizon with quarterly focus Input of internal data with management decisions Outputs usually a staffing plan and skill gap analysis Scenario planning using staffing models and variables Forecasting is key focus HR owns with business input Focus by operations and line management Aligns to business plan
3 or 5-year horizon that matches organization strategic plan Input of internal and external demographics, biz strategies, global trends, etc. Outputs are HR People strategies Scenarios use futuring techniques to question current paradigms Forecasting not only priority the process is more comprehensive Business owns and HR facilitates Focus by strategic management executives and Board Aligns to strategic plan
Credit to Aruspex.com and the Conference Board Working Group

Three Recruiting Arenas

#1 Employee Reassignments! #2 Recruit New Hires #3 Contractor Acquisition
Opportunity: Recognize all three arenas need integration and the latest web based technologies that match and rank pre-qualified resumes to open postings as the hiring manager opens only one requirements document for any arena.
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Recruit to Retain
Internal Branding
Badge Side One Badge Side Two
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Recruit to Retain
Management Time:
Whos Got The Monkey?

Heres a classic coaching principle you can put into practice. The boss will thank you. Your staff will brag about you. Because the abilities to expertly assign, delegate and control are highly valued competencies for all leaders.
Employee Initiative | Manager Trust 1. Take Action | Advise Routinely 2. Take Action | Advise Immediately 3. Recommend | Take Action 4. Ask What To Do 5. Watch / Wait / No Action Value to Organization Highest Value Higher Value High Value Low Value No Value
________________________________________________________________________________________________
Adapted from Management Time: Who's Got The Monkey? | William Oncken, Jr. and Donald L. Wass | Harvard Business Review January 1990 Order the paper from Harvard Business Online: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=99609
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Recruit to Retain
New Employee Satisfaction

#!
Employee new hires complete 30 days after start dates:

Rating Importance
Recruitment process was professional Recruitment process was responsive New job very interesting to me Coworkers and manager welcomed me I feel a sense of belonging Role requirement fits my skills
Rating 4 far exceeds expectations 3 exceeds expectations 2 meets expectations 1 falls short of expectations
[ ] [ ] [ ] [ ] [ ]
[ ] [ ] [ ] [ ] [ ]
Importance 3 most important 2 more important 1 important
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Recruit to Retain
Hiring Manager Satisfaction

#!
Hiring managers complete 30 days after start dates:

Rating Importance
Quality of candidates presented Speed of candidate referrals New hire start on time New hire fit within team and culture New hire fit skills to role requirements
Rating 4 far exceeds expectations 3 exceeds expectations 2 meets expectations 1 falls short of expectations
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[ [ [ [ [
] ] ] ] ]
[ [ [ [ [
] ] ] ] ]
Importance 3 most important 2 more important 1 important
Recruit to Retain
SET IT HIGH.
These factors strengthen workforce motivation and retention:
Belonging
!
Employees desire a sense of belonging, to be a part of the Team. Communications and engagement initiatives are fundamental.
Achievement
!
Employees want to achieve goals in work that matches their interests and skills; they want to have an impact on the business.
Recognition
!
Employees appreciate all forms of recognition, both formal and informal. Thank you in various forms will go a long way
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Value !
Job Seeker as Customer HM Training Recruiters Trained BU Accountability Teams of 2 [R-HM] R2R* Culture Employer Branding Employment Value Proposition Workforce Planning Career Web Site Interactive AllianceQ + QuietAgent On-boarding
Value !
Effort-Cost " Value " #

Employee Referral Program PR/Com. Staff Help Recruiters
Recruiting Cycle Measured Supplier Co-Branding ATS Effort-Cost !
Value "
Effort-Cost "
Effort-Cost !#
* R2R = Recruit to Retain
Recruit to Retain
Reference Slides
PAGE 19.! 20.! 21.! 22.! 23.! 24.! 25.! 26.! 27.! 28.! 29.! 30.! 31.! 32.! 33.! 34.! 35.! 36.! 37.! 38.! 39.! 40.!
Business Intelligence Climate Surveys Diversity Executive Interviews Executive Interview Questions FPL Recruiting Culture Strengthened Manager Success? No Accident. Job Demand [IT] Data Labor Trends [IT] Impending Events Labor Trends [IT] Actions Managers Schedule Time Manager Tasks Problem Solver Self-Assessment Quality of Hire Recruiter Monthly Reports Recruiter Role Recruiter Self-Assessment Succession Planning Talent Defined Talent Scouts Task Force Developmental Experiences What Makes an Organization Extraordinary?
Business Intelligence
$!
HR leadership pursues evidence-based management by sourcing business intelligence from payroll, employee surveys, financial systems, BI software, labor market trends, industry benchmarks, etc. Urgent Questions:
1.! 2.! 3.! 4.! 5.! 6.! 7.!
$!
Are todays recruitment programs hiring future leaders? Who are the top performing employees across the enterprise? Which high performers are at risk of leaving? What can we do to retain top performers? What skills gaps prevent our goal achievement? Which employees are ready for leadership positions? What is our three-year staffing forecast?
Climate Surveys
"!
How do we determine if Generation X is interested in more than flexible work schedules and advancement? How will we learn if our Generation Y 20-something staff just want attention and more time off ? What will we do to engage our Boomers so this Gray Power is harnessed to strengthen our competitive advantage? 1.! Institutionalize employee opinion or climate surveys [perform annually] 2.! Analyze survey results and assign action plans to leadership who can assign problem solving to high performing and high potential staff 3.! Recognize leadership and hi-potential staff who direct corrective action implementations 4.! Report regularly to entire employee population on status of actions
"!
"!
Recruit to Retain
Diversity
Strengthen your brand. Earn Fortune Magazine recognition! 50 Best Companies for Asians, Blacks, and Hispanics
Consider:
"! "! "! "!
Fastest growing minority groups? Hispanic #1 and Asian #2 Recognize managers who build diverse and talented workplaces that support employee motivation, achievement, and retention! Promote minorities in company literature and recruitment efforts. Brochures for your Employee Referral Program that pictures diversity employees a terrific program theme is Someone Just Like You!
Recruit to Retain
Executive Interviews [EI]

Executive or Skip Level Interviews
!! C-level, president, VP, and director levels perform !! The EI is a one-on-one conversation [aka interview] !! Veteran high performers and high potential staff are invited to
conversational meetings twice a year

!! Structured interview data is collected, analyzed, and applied to
engagement and retention programs

!! Benefits
! ! !
Executive management models leadership Leadership shares vision and values with future leaders Organization keeps the right people on the bus
#!
See ten E.I. questions on the next slide
Recruit to Retain
Executive Interview Questions

These meetings seek to inform, engage, exchange, motivate and retain:
1.! 2.! 3.! 4.! 5.! 6.! 7.! 8.! 9.! 10.!
How have we made you feel a part of the team? Describe how you are kept informed of company and business unit goals and successes. What can I do to keep you and your colleagues better informed? What would you say are strengths within our corporate culture? How does our corporate culture encourage you to contribute your best? Is our culture supportive? Are you supervised in a way that motivates you to perform at your highest? Tell me about this. Does your leadership provide the resources and work assignments that allow you to grow your skills? What additional resources do you need to improve your performance contributions? How have you been recognized for your contributions? How can we do a better job of saying thanks for a job well done?
Recruit to Retain
FPL Recruiting Culture Strengthened

FPL Group experienced innovative problem solving 4Q2007 2Q2008 Environment
! ! ! !
Recruiter staff allocation less than 8% of total HR headcount Contract recruiters 73% of total recruiter staff [benchmark 9.5%] Acceptances up 55% to 1,298 January thru May 2008 Exempt Hires up 54% to 456 January thru May 2008 [centralized travel budget] Taleo, Gartner execution and visionary leader, selected with FPL staff signed up for Special Interest Group participation http://www.taleo.com AllianceQ Founding Member [QuietAgent technology] expense reductions Problem Solver traits introduced into culture with visible COO sponsorship Recruiters given leadership mission, training, scorecard, and recognition Retirement Jobs .com with Age Friendly certification enhancing FPL brand http://www.retirementjobs.com Hire Vue ability to reduce applicant travel expenses http://www.hirevue.com ZRG products for web-based interview assessments and written evaluations http://www.ZRGroup.com
Innovation Launched
1.! 2.! 3.! 4.! 5.! 6.! 7.!
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Job Demand [IT] Data

!!
Five of ten fastest growing jobs between 2006 and 2014 are in information technology [Bureau of Labor Statistics] Federal government will spend $92 billion on IT by 2010. IT hiring strongest in the following areas [Dice.com data]: $! New York/New Jersey $! Silicon Valley $! Washington D.C. $! Los Angeles $! Chicago IT skills in high demand: $! Windows and Unix operating systems $! Oracle and SQL databases $! C, C++ and .Net programming languages
!! !!
!!
Labor Trends [IT] Impending Events

Impending Events
$!
One in six workers!in all jobs and industries will be age 55 or older by 2010 (U.S. Department of Labor) 21 million new IT workers needed in the next five years and!a four million worker shortfall is expected (former Labor Secretary Robert Reich) 39% decrease computer science students from 2000 to 2004 (Computing Research Association ) Large IT worker layoffs during the!2000-2001 recession and too few entry-level workers identified to take IT roles of retirees.
$!
$!
$!
Recruit to Retain
Labor Trends [IT] Actions

Actions
$!
Senior workers age 45 to 74 have a desire to continue working so retain older workers [AARP]
"! "! "! "! "!
Flexible schedules like flex start/stop and 9/80 More challenging projects, higher impact, on-the-job learning Recognition, mentoring and leadership roles Telecommuting Lighter responsibilities or reduced hours medical benefits over pay
$!
Recruit college, technical school, other entry staff. A SIM study indicates that many companies want to build next generation workers by hiring into roles often outsourced
"! "! "!
System administrator retain/develop/promote Help desk worker retain/develop/promote Programmer retain/develop/promote
$!
Drive productivity through continual process improvement, employee development, modernization, and consolidations
Manager Recruiting Tasks

Recruiting & Staffing Activities
1.! 2.! 3.! 4.! 5.! 6.! 7.! 8.! 9.! 10.! 11.! 12.! Plan with recruiter, Human Resources staff and/or resource manager Adjust hiring forecast Consider re-hiring strong performers who resigned over past years Develop and prepare current staff for transfer/promotion Evaluate resumes (24 Hour Rule) Conduct telephone interviews (24 Hour Rule) Schedule and perform in-person interviews Complete interview evaluation forms and authorizations Search internal databases for skills and resumes Open new requisitions including future staffing needs from workforce plans Sell our company as the place to work Welcome new hires on Day One and assign a mentor
Remember, youre always recruiting!

Managers Schedule Time

#! No Openings? Hiring managers invest an hour weekly to update resource forecasts and review resumes within pipeline to support business growth Openings? Commit six to eight hours weekly to recruitment, interview, and selection activity !
!
#!
ad hoc hours during week or

regular schedule such as
~ 4:00PM - 6:00PM Thursdays ~ 8:00AM - 12:00 noon Fridays
Expert staffing drives high performance, sustained customer satisfaction, and revenue growth.
Manager Success? No Accident.

Promote from within or hire from the outside?
#! 70% - 80% promotions net continuity and workplace motivation as benefits #! 20% - 30% new hires net new viewpoints and culture change
Train managers to:

1.! Understand employee motivation within the Belonging-Achievement2.! 3.! 4.! 5.! 6.! 7.! 8.!
Recognition framework employees value the quality of their role, pride in their organization, autonomy, learning, having an impact Evaluate employee performance and identify employee potential Perform role of mentor Consider prior success as the predictor of future success but also seek problem solving skills and learning agility in new hires for all roles Attract, retain, and develop staff and then unselfishly launch them across business units Collaborate together on rating high potential employees who should perform developmental assignments and task force training under different managers Seek different jobs for themselves to develop their management skills Realign incentive pay to recognize leadership competencies
Problem Solver* Self-Assessment

1.! 2.! 3.! 4.! 5.! 6.! 7.! 8.! 9.! 10.! 11.! 12.! 13.!
Solutions Focused Open to reason Treat others with respect Identify issues and explore alternatives Take responsibility for own behavior Self-control including tongue Intent listener to other opinions Peacemaker turns conflict into problem solving Objectivity maintained regardless of environment Straightforward presents information accurately Willing to confront; attacks problems not people Open to feedback teachable, eager to learn
[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]
Rating Key: 3 = strength 2 = skill 1 = needs development 0 = no confidence in ability
Problem Solver
Self-Assessment Points Champion Very Skilled Skilled Novice* 39 - 34 33 - 27 26 - 20 19 or lower
Personal style promotes dialogue and good relations [ ] Total Score: [ ]
* Mentor Needed
* G&A thanks Dr. D.D. (Don) Warrick for his studies of Problem Solver and Resister / Hard-Core Resister behaviors.
Don Warrick and Robert Zawacki, University of Colorado, co-authored High Performance Management
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Recruit to Retain
Quality of Hire = QoH

Understand QoH indicators and build a great workplace.
1.! 2.! 3.!
Role Analysis. What experience, skills, and competencies are required for each role? ! Job fit is 85% of employee motivation. Structured Screening. Evaluate candidates with technology and multiple interviews. Candidate Experience and On-Boarding. Keep job seekers informed. ! The job seeker is the customer ! The hiring manager and recruiter honor the 24 hour candidate feedback rule Recruiting Cycle Metrics. ! time-to-start, submission to interview ratio, interview to offer ratio, other ! first year retention rates, cost of turnover, turnover by performance, etc. Satisfaction Surveys. Assess manager and new employee data 30 days after start date. Source of Hire. By each position know the best sources for each key role. Continuous Improvement. Regularly fine tune all recruitment processes.
4.!
5.! 6.! 7.!
Recruit to Retain
Recruiter Monthly Report Due 3

Date: ___________
1.! 2.! 3.! 4.!
rd
WD Monthly
Recruiter Name: _____________________________
Present Workload # REQS ____ # Jobs ____ # Hiring Managers [active REQS] ____ Estimated Resume Submission to Interview Ratio [ ] 50% + [ ] 25% - 50% [ ] < 25% Top Accomplishment Past Month _________________________________________________ Most Difficult Issue in Need of Resolution ____________________________________
!
Expected Resolution date _______ Need Management Assistance? [ ] Yes [ ] No
5.! 6.! 7.!
Resource Needs Next 90 Days ______________________________________________ Hires Past Month [start dates] Total ____ Females ____ Minority ____ Monthly I Confirm with All Hiring Managers
! !
[ ] Current Status All Openings [ ] Openings Priorities
[ ] Future Openings from Workforce Plans [ ] Openings to Hold, Delay, Close
Recruit to Retain
Recruiter Role
1.! 2.! 3.! 4.! 5.! 6.! 7.! 8.! Coach managers and clear obstacles for them throughout the recruiting cycle. Facilitate the effective use of systems. Maintain qualified candidate flow and pre-qualify, refer, interview, assess, recommend, and negotiate as needed. Recognize the job seeker as customer and promote the 24-hour rule. Ensure sustained and consistent EEO outreach and results. Support building a pipeline of "problem solvers" we can't wait to hire! Provide recruiting support that grows the business. Perform with enthusiasm and high energy the roles of: !! !! !! !! Coach demonstrates efficient and consistent processes Analyst shares metrics so we know how were doing Reporter escalates issues and shares successes Recruiter provides tailored, flexible and full-cycle support
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Recruit to Retain
Recruiter Self-Assessment
Rating
1.! 2.! 3.! 4.! 5.! 6.! 7.! 8.! 9.! 10.!
Coach hiring managers in recruitment and selection and collaborate closely with them Full cycle skills [source, qualify, assess, refer, recommend, persuade, negotiate, close, etc.] Maintain qualified candidate pipelines Professional/responsive in keeping job seeker feeling like the customer Continual improvement in systems, processes and problem solving Report with accuracy and clarity and escalate unresolved problems Recruit diversity Demonstrate confidence, good judgment and prudent risk-taking Model dependability, enthusiasm, integrity, collaboration, passion, high energy
[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]
Rank talent on job history, motivation, KSA and accomplishments, education, competencies [ ]
Total Score:
Rating Key: 3 = strength
[ ]
2 = skill 1 = needs development 0 = no confidence in mastery
Recruiter Rating Champion 30 28 Skilled

www.gunnassoc.com
27 24 23 18
Novice
Succession Planning
Q: What priority do you assign to building leadership talent pools? A: Priority #1.
Comment: Layers of middle management lost in corporate reorganizations over the past decade have created severe leadership shortages.
Actions
1.! Promote the right people into the right roles at the right times ! Career Profiles | Career Development Plans |Data Management System | Confidentiality ! Identify highly skilled leaders and potential leaders including diversity ! Keep Gap Analysis dynamic todays versus tomorrows staff competency needs ! Scenario plan on the future vision of your enterprise ! Involve senior management in collaboration and review 2.! Utilize following in developing leadership Assessments | Training | Job Rotation | Task Force Work | Temporary Assignments | Mentoring 3.! Benefit ! Lower turnover costs and lower hiring costs ! Higher employee trust, confidence, morale and retention
Recruit to Retain
Talent Defined
What is talent?
HR executives at 250 large/midsized North American organizations defined talent "! 86% senior leaders "! 82% employees with leadership potential "! 76% key contributors/technical experts "! 48% entry level employees with leadership potential !! !! !!
War for Talent is again perceived by employers Talent possesses critical skills and performs at highest levels Leaders perform their best work and help others do the same
Towers Perrin Survey 2006
Recruit to Retain
Talent Scouts
Talent Scouts are employees with recruiter competencies, acting as occasional recruiters while building your recruiting culture!
Talent Scouts
!! !!
add a dimension to your Professional Development Program and scalable recruiting power without hiring new recruiters
Program
!!
!!
Executives nominate staff with recruiter competencies $! 20 to 40 hours weekly over 60 to 90-day assignment $! 8 to 16 hours weekly for 12-month assignment Talent Scouts $! have been successful referring high caliber new hires $! are high potential employees who will benefit from this experience $! are assigned recruiters who coach in process, tools, style, and employment law $! coach recruiters in IT, applications and other functional nomenclature $! success advertised as a promotion to the Employee Referral Program
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Task Force Developmental Experiences

!!
Business schools strive to simulate reality in leadership case studies. But your business can assign high-potential staff to solving relevant, complex and real-life business challenges. Task Force
1.! Participants $! gain broad, big picture perspective by working on a cross-functional task force team
learn to appreciate the views of other functions as articulated by other participants exercise their skills in listening, collaboration, and persuasion 2.! Corporate Culture $! strengthened by local heroes or champions born from task force success 3.! Assignments $! communicate context and theory up front $! contain written charter, purpose, development goals, and commitment duration
$! $!
$! $! $!
require participant to contribute and grow their creative problem solving skills involve participants actively so they do not become observers monitor learning by post task force coaching and debriefing
Recruit to Retain
Q: A:
What makes an organization EXTRAORDINARY? TALENT. Selecting the exceptional from the best.
Recruit, engage, and retain skilled individuals who Align with the core values of your enterprise. Higher profits? Hire talent. Build your talent brand. Talk with us. G&A.

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Recruit to Retain

Build a Recruiting Culture. Repair Your Talent Brand.

Gunn & Associates, Inc.

Table of Contents | Recruit to Retain

Hour Glass Urgency

6. Recruiter Training 7. On - Boarding 8. Teams of 2 9. ATS ++ 10. R-R

Talent Brand Enrich

Gunn & Associates, Inc.

Recruiting Culture Scorecard

Gunn & Associates, Inc.

Offer Accept 1st Day

Gunn & Associates, Inc.

Define Relationship Recruiting

* There is only one best answer

Gunn & Associates, Inc.

Gunn & Associates, Inc.

Meet Your Recruiter

Gunn & Associates, Inc.

7. Continuous Improvement 6. Source of Hire

Gunn & Associates, Inc.

Workforce Planning a Priority? Impending Events!

Workforce Planning - Actions

Appoint HR the Champion

HR facilitates workforce planning analysis and reporting.

Credit to Aruspex.com and the Conference Board Working Group

Three Recruiting Arenas

Gunn & Associates, Inc.

Gunn & Associates, Inc.

Whos Got The Monkey?

Gunn & Associates, Inc.

New Employee Satisfaction

Employee new hires complete 30 days after start dates:

Importance 3 most important 2 more important 1 important

Gunn & Associates, Inc.

Hiring Manager Satisfaction

Hiring managers complete 30 days after start dates:

Importance 3 most important 2 more important 1 important

Gunn & Associates, Inc.

These factors strengthen workforce motivation and retention:

Effort-Cost " Value " #

Recruiting Cycle Measured Supplier Co-Branding ATS Effort-Cost !

* R2R = Recruit to Retain

Gunn & Associates, Inc.

Gunn & Associates, Inc.

Gunn & Associates, Inc.

Executive Interviews [EI]

conversational meetings twice a year

engagement and retention programs

See ten E.I. questions on the next slide

Gunn & Associates, Inc.

Executive Interview Questions

Gunn & Associates, Inc.

FPL Recruiting Culture Strengthened

Job Demand [IT] Data

Labor Trends [IT] Impending Events

Gunn & Associates, Inc.

Labor Trends [IT] Actions

System administrator retain/develop/promote Help desk worker retain/develop/promote Programmer retain/develop/promote

Manager Recruiting Tasks

Remember, youre always recruiting!

Managers Schedule Time

ad hoc hours during week or

~ 4:00PM - 6:00PM Thursdays ~ 8:00AM - 12:00 noon Fridays