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‘Finders & Keepers’ Recruitment and Retention Strategies March 27, 2013 ITAP Charlottetown PEI

‘Finders & Keepers’ Recruitment and Retention Strategies March 27, 2013 ITAP Charlottetown PEI Brian Duggan CHRP Marathon Human Resources Consulting Group. Key Message. Building an Industry. A multi-level responsibility: Business leaders: Build brand Create openness to people

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‘Finders & Keepers’ Recruitment and Retention Strategies March 27, 2013 ITAP Charlottetown PEI

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  1. ‘Finders & Keepers’ Recruitment and Retention Strategies March 27, 2013 ITAP Charlottetown PEI Brian Duggan CHRP Marathon Human Resources Consulting Group

  2. Key Message Building an Industry • A multi-level responsibility: • Business leaders: • Build brand • Create openness to people • Attraction – Recruitment – Selection – Engagement - Retention • Create opportunity for career growth • Stay on the edge of trends

  3. Key Message Building an Industry • A multi-level responsibility: • Industry – Government • Strategic Partnerships • Mutual investment • Build infrastructure to support industry - education

  4. Introduction • Broad topic related to day-to-day and future vision • The solution is within HR Strategy • Employee life cycle • Developing a Labour Supply • Understanding todays workforce • Global perspective

  5. Introduction • The IT professionals that I talk to assume that they: • can stay on the leading edge of technology • will have challenging work with new problems • will make lots of money • will have a ‘life’ • are smart and have answers

  6. Business Leaders • What is your employment brand? • What do you offer that others don’t? • What do your employees say about working in your organization? • What does your website say about you?

  7. Business Leaders • What IT experience can be had here and not anywhere else? • Opportunities to develop professionally: university, college resources • Competitive wages / incentives

  8. Build a Brand • An example company with less than 1% turnover over 8 years: • ‘We sold that we were one of a few global firms doing what we did.’ • ‘We sold our location.’ • ‘We had opportunities for people to develop and we leveraged them.’ • ‘First we wanted people to be here - then we offered good money.’ • Flagstone Reinsurance

  9. Openness to people • When a job seeker is referred to you what do you say? • ‘send me your resume’ • ‘we have no openings now’ • ‘when can you come in?’

  10. Employee Life Cycle • Recruitment Strategy • Attraction – Recruitment – Selection – Engagement - Retention • Employment brand • Skill / competency needs • Candidate value proposition • Commitment? • Engagement

  11. Candidate value proposition • Do candidates describe the value they bring? • Do candidates demonstrate an understanding of who you are? • At the end of the interview do you know what ‘fire’ burns within the candidate?

  12. Commitment? Rational Commitment = Retention Emotional Commitment = Engagement Creating an engaged culture is a leadership responsibility

  13. Engagement and Leadership • 90% of leaders say that engagement impacts on their business • 25% of the same leaders have an engagement plan • (ACCOR)

  14. Commitment - Engagement Use ENGAGEMENT practices to build RETENTION strategies

  15. Engagement and Retention • Give employees a reason to stay • Support PD and growth to keep on the leading edge • Find challenging assignments • See opportunity in the creative abilities of employees

  16. Develop the labour supply • Network with schools / associations • Participate in job fairs, recruitment trips • Non-traditional labour sources • Baby Boomers • Internationally trained • Remote labour supply

  17. Develop the Labour Supply • University and College resources • Skill preparation • Incentives to stay and build the industry • Greater Halifax Partnership Get Connected Program • Business attraction initiatives • PEI Brand

  18. Strategic Action • Memorial University of Newfoundland • College of the North Atlantic • Tuition freeze and increased subsidy to Post-secondary education: three objectives • To increase the availability of post-secondary education for citizens of NL • Broaden base of students • Promote MUN as a centre for research

  19. Strategic Action • Memorial University of Newfoundland • College of the North Atlantic • Outcomes • Students go to NL and stay • NL has a reputation as one of the best educated populations in Canada • Oil and gas industry labour supply

  20. Building an Industry Results • Business leaders • Your Company is a prime place to work • You are more aware of the labour supply • Focused on skill / competencies • You manage the employee life cycle • You are on the edge of trends • Benefit from partnerships / professional development opportunities

  21. Building an Industry Results • Industry – Government • A branded center of excellence for IT • Critical mass for development / practice • Greater attraction to expertise / students • Greater opportunities to leverage knowledge and skills on global stage • Economic spinoffs • Strategic development of the labour supply • Strategic support of a growing industry

  22. Thank you Contact Information Brian Duggan, CHRP t. 902.421.4400 e. brian.duggan@marathonhrcg.com www.marathonhrcg.com IN: Company Page: http://tinyurl.com/bxncsoh T: @2010MarathonHR FB: https://www.facebook.com/marathonhumanresources

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