Finding, Selecting, Hiring and Retaining the People Who Carry Out Our Mission

1. Finding, Selecting, Hiring and Retaining the People Who Carry Out Our Mission Presented by: Jeff Brock – HFHI - Director, Talent Acquisition

2. The ultimate success of any enterprise lies with the quality of the people it hires. - Malcolm Gladwell

3. Contents • Position Description & Leveling • Launching Recruitment • Interviewing & Selection • On-boarding

4. Creating the position and setting compensation

5. Purposes of position descriptions • Provides clarity around every role in the affiliate • Helps employees understand the role and what they need to do to be held accountable • Helps attract (and select) the right candidates • Serves as the basis for outlining expectations • Provides a reference point for determining compensation

6. What does a good position description describe? • Major purpose and responsibilities of the role • Individual tasks • Methods used to complete the tasks • The relationship of the role to other roles • Qualifications needed for the role

7. What to include • Job Title • Overall purpose statement and summary of general function of role. • Duties critical to success – in order of importance • Relationships and roles within organization – supervisor, subordinating roles, and other working relationships. • May also include: • Location, hours, FLSA, performance standards, credentials if critical to the role

8. Tips for writing a good description • Begin each statement with an action verb – greets, assists, manages, builds relationships, reconciles, writes, etc. • Use unbiased terminology – such as he/she • Use specific language. Avoid adverbs and adjectives that are not clear – such as some, occasional, several, etc. “Computer literate” is too general – instead use “Proficient with Microsoft Word and Excel” • Include expectations: Greets office visitors and personnel in a friendly and sincere manner • Order duties by importance, listing most important first and grouping duties that can be grouped

9. Tips (continued) • Include estimate of percentage of time for each broad duty in terms of the year • Create the duties based on the needs for the job, not based on a particular individual • Describe the minimum required qualifications. • Do not include every detail of daily work. That is for the manager to handle and assign. • Be sure the job you are describing is doable • Include specific tools if relevant; whether a forklift or a software package

10. Resources on MyHabitat

11. Recruiting & Hiring Toolkit for U.S. Affiliates

12. Recruiting & Hiring Toolkit for U.S. Affiliates – Cont’d

13. Affiliate Position Description Samples • ED and CEO positions • ReStore positions • Resource Development positions • Admin/Finance positions • NRI positions • Construction positions • Volunteer Management positions • Marketing/Community Outreach positions • Various Board Member positions • And more

14. Additional HR Samples & Templates Online • Policy and handbook templates • Employee handbook • Harassment/Discrimination Prevention policy • Whistleblower policy • Conditional offer letter template • Job Plan template for setting objectives and evaluating performance • Legal advisories • Wage and hour practices • Legal ins and outs of hiring staff

15. Other Resources This and other compensation and position related resources available on request by Exec Dir. or Board from: Gayle Campbell HFHI Compensation Manager gcampbell@habitat.org Or call U.S. Support Center

16. Launching Recruitment

17. Current State • 20 million fewer workers in the work place today and than 5 years ago • First week of September – US Today reported that there were more job postings than individuals currently searching for work

18. Sourcing • What is sourcing? • Defined as any and all activities related to finding and contacting talent! • Sourcing encompasses the use of any source of human capital data – an Applicant Tracking System (ATS), Monster, LinkedIn, Twitter, Facebook, mobile apps, etc., it also includes the phone, email, and messaging work of engaging potential candidates and networking with them to yield referrals and the opportunity to identify more potential candidates.

19. The Importance of Sourcing • When it comes to the talent management lifecycle, nothing is more important than sourcing. • You cannot engage, build a relationship with, recruit, hire, retain and develop someone you haven’t found. • You can have the best gem cutters in the world on your staff, but without a steady supply of high quality rough gems, you simply won’t be in business.

20. Sourcing – It is a process! • It’s results are proportional to the investment. • Even if you don’t have purpose built tools for sourcing talent you can still source. • The Internet has resumes, jobboards and quite a bit of non-resume human capital data (think lists, directories, press releases, patents, blogs, etc.)

21. Database Mining & Job Postings • Job board resume databases are highly searchable, contain up to 10′s of millions of resumes filled with deep and actionable human capital data. (CareerBuilder, LinkedIn, Dice, Monster, etc.) • Active candidates proactively seek and apply for positions (10-15% of the talent pool) • Passive candidates must be approached (85-90% of the talent pool)

22. Sourcing Strategy • What is your sourcing strategy? • Is it active or passive? • Are you running “just in time” recruiting efforts? • Don’t forget all the good will toward our brand!!!

23. Four Ways to adopt an Active Sourcing Strategy • Sell yourself - A company that is proactive understands that it’s about promoting the organization. • People don’t work for jobs they work for companies - Promote what’s great about the company, the manager, the opportunity. • Make your employees fanatical referrers – leverage their networks. • Be social - Entertain and educate your talent pools and communities.

24. Sourcing Active Candidates • Traditionally through job postings (mega, niche, aggregator) • What you call it matters! • Describe the opportunity, not the person. • Fewest clicks wins! • Use skilled volunteer postings – Idealist.org, VolunteerMatch, “LinkedIn for Good”

25. Local Sourcing • Affiliate newsletter, website, partner families, board members • Idealist.org, Craigslist, Volunteer Match, LinkedIn • Collegiate Challenge participants and campus chapter groups • Resource table at events • Career Centers • Schools: high, college, trade technical • Churches, Library, YMCA, Community Hall • Cultural Centers • Groups or Clubs • Independent Living Centers • Gyms

26. Interviewing & Selection

27. Resume Review & Selection • Who is doing the first resume review? • What are your selection criteria? • Who is doing the first round of phone screens? • Who is doing the second round? • Who is making the decision on who is coming on-site for interviews?

28. Candidate Experience Economy in Recovery • 97% of businesses will look to hire at least 1 new graduate • 40% of businesses expect to increase hiring over last year

29. Candidate Experience • New Day • Millennials • Technology • Mission vs. Market • Social Media

30. Interviews • Who is on the interview team? • Do you have a plan in place for each interviewer and what they are going to cover? • Do you know what you’re looking for in a finalist or are you still trying to figure that out and just looking for the right personality? • Do you have a general understanding of correct interviewing process and practices? Consistency of your process and fair application of the selection criteria are keys in the decision making process.

31. Interviews (cont.) Are you pregnant ? • “Behavioral interviewing” is based on collecting facts, not feelings • Link questions to the knowledge, skills, abilities (KSAs) and traits you’re looking for • Keep questions job-related • Ask open-ended questions that reveal how candidates have handled specific assignments and problems • GREAT TOOL!! – Recruiting and Hiring Toolkit for US Affiliates That’s an interesting name, is it ______? So, how old are you?

32. On-Boarding

33. New Approaches • When was the last time you took a look at your on-boarding process? • How long do you think the on-boarding process should be? • Do you feel it’s just get the legal paperwork done and get to work? • How much impact do you think the on-boarding process has on whether or not someone stays? • How much impact do you think the on-boarding process has on whether or not someone succeeds?

34. New Approaches Orientation Current Trends First Day & First Week 30 to 90 Days 6 Months & Beyond

35. Orientations • Stakeholders buy-in is essential to implementation of an expanded orientation process • On-boarding directly impacts employee retention and performance

36. THANKS!!! QUESTIONS & ANSWERS