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SHRM Staffing Management Association (SMA) Chapters and Special Interest Groups

SHRM Staffing Management Association (SMA) Chapters and Special Interest Groups. Phyllis Shurn-Hannah, SHRM Field Services Director . SMA Chapters and SIG’s. Georgia Recruiting Practices Professional Emphasis Group   (Special

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SHRM Staffing Management Association (SMA) Chapters and Special Interest Groups

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  1. SHRM Staffing Management Association (SMA) Chapters and Special Interest Groups Phyllis Shurn-Hannah, SHRM Field Services Director ©SHRM 2007

  2. SMA Chapters and SIG’s • Georgia • Recruiting Practices • Professional Emphasis Group  (Special • Interest Group of SHRM-Atlanta) Michelle Bufkin OR Abraham Williams www.shrmatlanta.org • Illinois • SMA of Greater Chicago Chloe' Rada  www.smagc.org • Indiana SMA Central Indiana (Special Interest Group • of Indy SHRM) Bobbi Shreiner www.indyshrm.org • Massachusetts Employment/Staffing SIG • (Special Interest Group of NEHRA)  Serena Leisnersleiser@nehra.comwww.nehra.com • Arizona SMA of Greater PhoenixJulie N. Armstrongwww.az-sma.org • CaliforniaSMA of Southern California (meets in L.A. area) Joseph Mahfet, Jr.jmahfet@esrcheck.comwww.sma-sc.org • ConnecticutSMA of Southern New EnglandDebra Ericksondeb_erickson@connecticare.comwww.smasonew.org • FloridaSMA South FloridaPaula Kvarnbergwww.smasouthflorida.org

  3. SMA Chapters and SIG’s • Ohio Cleveland SMA (Special Interest Group of • Cleveland SHRM) Jamie Marks www.clevelandshrm.com • Staffing Management SIG (Special Interest Group • of Human Resource Assn of Central Ohio) Laura Reed, SPHR www.hraco.com • Texas Dallas/Fort Worth SMA Inc.  (DFW SMA) Rome Colburn rome.colburn@yahoo.comwww.dfwsma.org • Staffing Management SIG (Special Interest Group • of HR Houston ) Denise Espinoza, PHRdaespinoza@hotmail.comwww.hrhouston.org • Washington SMA Seattle Mary Fairchild, SPHRmary@evergreenrecruiting.comwww.smaseattle.org • New JerseySMA of New Jersey, Inc.Dr. Michael Kannisto, SPHRmichael.kannisto@basf.comwww.njmetroema.org • New YorkStaffing Management SIG (Special Interest Group of Human Resource Association of New York SHRM) Charles LaManna, SPHR charles.lamanna@wellsfargo.comwww.hrny.org • North CarolinaSMA of Charlotte (Special Interest Group of Charlotte Area SHRM) Cathy Grahamcathygraham@charlotteshrm.orgwww.charlotteshrm.org

  4. Analyze the Return on Workforce Investments Or How Workforce Planning is about to change EVERYTHING!!! Dr. Michael Kannisto, S.P.H.R.

  5. Multiple Generations in the Workplace

  6. Generations in the Workplace • Four generations working side-by-side: Matures, Boomers, Gen X, Millennials • This is largely due to the dramatic increase in lifespan made possible by modern science. • Some believe generations are a constantly-repeating pattern of four unique types of people: Idealist, Reactive, Civic, and Adaptive.

  7. Picture 100,000 14-year-olds

  8. The slide that started it all . . . The slide that started it all . . .

  9. What do we know? What do we know? • There are very significant changes facing the employment marketplace • A large portion of the workforce is getting ready to leave. Maybe. • Millennials are re-shaping workplace demographics • The role of third-party recruiters is changing • Profiles and skill sets are shifting • Leaders are confused, and looking for guidance • We know we should be doing something to address these challenges, but what??? • But first . . .

  10. The Myths!!

  11. Myth #1More Applications = High Quality Hires • A recent poll indicated an increase in application volume – 25% to 200% • Average increase was over 75% • Yet quality of slate and quality of hire remain unchanged Corporate Executive Board The New Recruiting Realities, 2009

  12. Myth #2Abundance of the Right Talent • Economic uncertainty has actually made many possible candidates retreat • Since 2006 the percentage of passive candidates has increased 16% • But those looking for jobs may not be from our target segments • (But those who are active are more aggressive than ever before) Corporate Executive Board The New Recruiting Realities, 2009

  13. Myth #3Prospective Candidates Are Easier to Dislodge • Today’s passive candidates are much less likely to switch jobs for things that normally motivate them, such as pay increases and better management • Candidates are much less likely to accept a job with a 15% increase in total compensation (40%) • Candidate are 66% less likely to accept a job with a highly-skilled direct manager Corporate Executive Board The New Recruiting Realities, 2009

  14. Myth #4We can press our advantage with Prospective Candidates • Despite market perceptions, the majority of unemployed candidates are not willing to accept just any offer . . . • Nor are they willing to be treated disrespectfully Corporate Executive Board The New Recruiting Realities, 2009

  15. Myth #5Maintaining Pipelines Will be Easier • Increases in application volume present recruiting with the opportunity to build robust talent pipelines • Yet the resources necessary to maintain such large pools are daunting • Most shops do not have the resources to manage the increase in time required to source, contact, and develop relationships with prospects Corporate Executive Board The New Recruiting Realities, 2009

  16. Like many organizations, mine is beginning a journey using Workforce Analytics to make sense of all these changes Here is the story so far . . .

  17. What factors contribute to the turnover of chemists? Predicting What critical experiences are needed to become a Plant Manager? Trending/ Analyzing Average YOS for promotion to Director Time to Hire by function Potential Business Impact Investment/ Cost/ Time Number of chemistry degrees Reporting Training Participation Headcount What is “workforce analytics”?

  18. Why is it important today? Business Growth and sustainability Employee Engagement Demographic Composition Diversity 2020 Strategy Employee Replacement Branded Talent Developer External Economy

  19. OK, but how will it “fix” this??

  20. Getting started . . . • What will our 2020 workforce look like? • What can we do now to prepare? • How can we help our business leaders think through their talent needs? Answer: • 5 Steps to Workforce Planning • Strategic Assessment: what is our strategy? • Demand Forecasting: who we will need • Talent Supply: who do we have & who can we get • Gap Analysis: where should we focus • Strategy development and implementation: what actions can we take now

  21. OK - -so what are “critical roles”? Not Who! (that comes later) • Strategic roles are critical to creating long-term advantage • Key roles are critical to delivering results within current fiscal year • Core roles are marginally critical to business priorities, but cannot do without • Contextroles are not critical to any business strategies and may be opportunity or cost savings

  22. Staffing Talent Management Development University Relations How does this get implemented? • Step 1: Immediate • Interviews • Role Segmentation • Prioritize needs • Step 2: On-going • Evaluate client services • Review and update tactics D + I Talent Review Retention Business Strategy Performance Demand Sample Action Planning Talent Gap

  23. Planning and tool development Strategy Interviews Segmentation Prediction Action Planning for Gap Reduction Workforce Plan Results Metrics Definition and Data Capture Strategy Report-Out Metrics Council Next steps . . .

  24. Engagement approach Identify criterion Considerations: talent review schedule Title/role analysis Talent review input Core team involvement leadership team meetings Identification of data issues Identify solutions Docu- ment Conduct reviews Considerations: next steps w/ vendors Identify team and purpose Create sample template Document procedures

  25. What will it look like when we’re done? • Assessment and Improvement of the employee lifecycle • We know all about which are our critical roles, what it takes to get there, on average how long it takes, how we measure performance • We know why people leave and can predict appropriate levels of risk…and…we plan and act against these predictions • We know what areas to be working a pipeline for the future in talent acquisition – area in terms of skills and experience • We have a defined employer value proposition as a ‘branded talent developer’ with measurable results • We know who we have and what their capabilities are • We can measure progress against our targets

  26. Using Workforce Analytics to: Determine the gap Decide what positions/roles to be filled Define the strategies to build and buy the right talent

  27. Key Recommendations from the Conference Board • Build on Previous Success • Seek Partners • Establish data that will be used company-wide • Create a common language around Talent • Ensure data on skills and competencies are updated regularly • Adapt workforce planning to different business needs

  28. More recommendations from The Conference Board • Make the process simple and user-friendly • Develop HR capability first • Use segmentation to focus on most critical jobs first • Use Workforce Planning to develop internal talent • Integrate Workforce Planning with the business planning process • Make business units accountable for delivering against their workforce plan

  29. Caution!! • Everyone wants the same outcome, but does not necessarily want to be personally impacted • “I want you to make me follow the process” • “But this is how I got to where I am today” • And the SCARIEST one of all . . .

  30. Thank you! QUESTIONS? Your SHRM Northeast Staff Field Services Director Regional Administrator DE, MD, NJ, and PA Northeast & Southwest Central Phyllis Shurn-Hannah Liz van Berg phyllis.shurn-hannah@shrm.orgelizabeth.vanberg@shrm.org

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