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Strategic Recruitment and Retention

Strategic Recruitment and Retention. 2010 Atlantic Universities Human Resources Conference Saint Francis Xavier University Marathon Human Resources October 14, 2010. Objectives. To share some ideas about Recruitment and Retention Challenge HR professionals to be strategic

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Strategic Recruitment and Retention

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  1. Strategic Recruitment and Retention 2010 Atlantic Universities Human Resources Conference Saint Francis Xavier University Marathon Human Resources October 14, 2010

  2. Objectives • To share some ideas about Recruitment and Retention • Challenge HR professionals to be strategic • Discuss issues in the context of your environment • Invite dialogue about how to support the sustainability of organizations through Recruitment and Retention

  3. Mind-set and Definitions • Strategic • Recruitment • Retention • Culture • Competency • Alignment

  4. Your Context • Fiscal restraints • Two sides of the house • Global competition • Shrinking workforce • Generational opportunities • Presenteeism • Other examples?

  5. The strategic HR challenge • Being recognized as a partner who brings more than process • We want to be a part of delivering the strategy • i.e. Strategic recruitment vs staffing-up • Gaining ‘buy-in’ with decision makers

  6. Case Study: Emerging Leaders AVH (2009) • Context: • High turnover rates/pending retirements • Efforts put in to Succession Planning and supporting Managers • Initiatives: • Mission Vision Values • Leadership Forum • Healthy Workplace Initiatives • Leadership Model Development • Mentoring • Leadership Development

  7. Case Study: Emerging Leaders AVH (2009) • Emerging Leaders defined as leaders who have taken on new formal roles from within AVH • We wondered if the Organizational and Leadership Development initiatives influenced their decision to aspire to a formal leadership role

  8. Case Study: Emerging Leaders AVH (2009) Q. Prior to taking on your present role which of the following aspects of leadership development at AVH were you aware of: • The AVDHA Mission, Vision and Values: Yes 94% No 6% • The AVDHA Strategic Objectives: Yes 83% No 17% • Healthy Workplace Initiatives: Yes 88% No 12%

  9. Case Study: Emerging Leaders AVH (2009) Q. Did your manager influence your decision to pursue a leadership role: Yes 61% No 39% Q. Were you influenced by other leaders or specific leadership activities: Yes 66% No 33%

  10. Case Study: Emerging Leaders AVH (2009) Q. As you have developed in your present leadership role what has helped you? • Engaging in the Leadership Development Assessment Process: Yes 94% No 6% • Understanding the Leadership Model: Yes 100% • Leadership Forum Interaction: Yes 94% No 6%

  11. Case Study: Emerging Leaders AVH (2009) Q. As you have developed in your present leadership role what has helped you? • The support of supervisor/manager Yes 100% • The AVDHA Culture Yes 77% No 23% • The support of other professionals (IT, Finance, HR) Yes 66% No 33%

  12. Academic Recruitment The Global Market Place • Opportunities • Larger talent pool • Labor mobility • Potential to find the best in the world

  13. Academic Recruitment • Challenges • Our attitude - they are ‘from away’! • Language • Customs: food, religion • Family adjustments • Spousal opportunities

  14. Academic Recruitment • Solutions? • Support language development • Provide forums for cultural exchange • Collaborate around community resources • Assist with family integration • Recognize the talent of spouses

  15. Recruiting IT Professionals • The talent pool • Generation Y (20-30yrs) • Smart, tech savvy • Energetic, ambitious • High expectations • Entitlement • Structure • Feedback • Want work-life balance

  16. Recruiting IT Professionals • Opportunities • Challenge the norm – may be better! • Solutions? • Development planning • Flexible work • Clear direction • Appropriate feedback

  17. The strategic HR challenge • Being recognized as a partner who brings more than process • Gaining ‘buy-in’ with decision makers Best practices? Your successes?

  18. As an Organization Who are you? • Vision, Mission, Values • Operational Objectives • Manager • Team • Culture

  19. ROI • Considerations • Tangible costs: • Recruitment • Training • Leaving • Vacancy • Recruitment • Non-tangibles • Brand equity

  20. ROI • Retention without money • Engaging work • Customer focus • Relationship with supervisor • Listening and empathy go along way • Connection to Senior Management • Performance expectations • Regular intervals • Open/transparent process

  21. ROI • Retention without money • Organizational reputation • Opportunity for innovation • Diversity • Family life • Team recognition • Peer to peer recognition • Social responsibility

  22. Development Tactics • Focus on the Person – Organization Fit • Delivery is more important than the cost • One size does not fit all • Small wins • Measure results • Acknowledge success • Speak truth to power

  23. Objectives • To share some ideas about Recruitment and Retention • Challenge HR professionals to be strategic • Discuss issues in the context of your environment • Invite dialogue about how to support the sustainability of organizations through recruitment and retention

  24. Thank you www.marathonhrcg.com 9024214400

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