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Recruitment & Retention Strategies for Today’s Labor Market

Recruitment & Retention Strategies for Today’s Labor Market. Succession Planning: The Changing Face of the State’s Workforce July 11, 2001. Presented by Shelley Langan Test Validation and Construction Unit California State Personnel Board. © 2001 California State Personnel Board.

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Recruitment & Retention Strategies for Today’s Labor Market

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  1. Recruitment & Retention Strategiesfor Today’s Labor Market Succession Planning: The Changing Face of the State’s Workforce July 11, 2001 Presented by Shelley Langan Test Validation and Construction Unit California State Personnel Board © 2001 California State Personnel Board

  2. Goals of Recruitment • Identify qualified candidates • Select the most qualified candidates to fill vacant positions • Ensure the most cost-effective, productive workforce • EEO Considerations • Ensure a fair, job-related selection process

  3. Workforce Issues • 52% of employers cite retention and recruitment as the number one employment issue today (Survey by RewardsPlus of America) • Unemployment continues at 30-year low For May 2001: • National rate - 4.4% •Los Angeles rate - 4.8% • California rate - 4.9% •San Jose rate - 3.2% • Sacramento rate - 3.5% •San Diego rate - 2.7%

  4. Workforce Demographics The workforce is FLUID - • Median length of time that employees stay at one job is 4 years • Employees aged 16 to 24 years average 18 months at one job • Employees over age 50 average 9 years with one employer Bureau of National Affairs

  5. Workforce Demographics • Approximately 30% of American workers are in “non-standard” work arrangements (and want to be): • Part-time positions • Independent contractors / contract workers • Temporary employees/assignments • On-call employees • About 20% of the American workforce works on schedules outside of the normal 9-to-5 schedule (and wants to) • Managers and professionals make up 15% of this “shift” work force

  6. Workforce Demographics From 1998 to 2008, the workforce of State Government will increase approximately 10.7% to 12% Bureau of Labor Statistics

  7. Applicant Overview Types of Applicants: • Active Applicants • Currently UNEMPLOYED and seeking a job • Current EMPLOYED and seeking another job • Passive Applicants • Currently EMPLOYED (or unemployed) and NOT SEEKING a job

  8. Applicant Overview Individuals seek out: • Organizations whose values fit their own • Reward systems that are based on performance • Compensation packages built around more than pay and benefits • Consider work environment and quality of life factors

  9. Hierarchy of Employers • Employer(s) of first resort • Employer(s) by default • Employer(s) of last resort When an employer recruits, • who is that employer’s competition? • what constitutes successful recruitment?

  10. Recruitment Issues Recruitment = Marketing • Market the employer • Market the employment opportunity • It’s more than just a job... Sell each opportunity to the candidate

  11. Recruitment Strategy Bottom-line premise: • The recruitment strategy should fit the job for which we are hiring AND • The hiring process or selection process should be structured to fit the job…

  12. Recruitment Issues Content of our recruiting message is KEY • What are we saying to our applicants with our words and actions? • How are we delivering our message to our applicants? • Who are we recruiting?

  13. Innovative Recruitment Be Where No One Expects You to Be… • Advertising Venues • Marketing Venues • Partnerships

  14. Recruitment Planning • Partner with line managers and supervisors to conduct selection process • Be flexible with the hiring process • Automate steps in the hiring process • Utilize continuous recruitment/testing Use effective selection tools to recruit quality candidates 1998 IPMA HR Best Practices

  15. Retention Consideration #1 A survey conducted by MasteryWorks, Inc. found that the pivotal factor that determines whether an employee stays with an organization or leaves is his/her Manager!

  16. Retention Consideration #2 • 44% of workers want a new job (N=1,312) • For the 56% staying in current jobs, some desires include: • Flex hours (67%) • Casual dress (56%) • Telecommuting (43%) • Massage (25%) • Day care (24%) • Bring pets to work (11%)

  17. Retention Consideration #3 Succession planning allows organizations to prepare current employees to assume leadership roles in the future and affords current employees the opportunity for advancement - maybe making it more difficult to recruit these employees away from their current employers…

  18. Retention Consideration #4 • A number of US companies are opting for brand new incentive systems • Incentive systems couple traditional salary and benefit packages with other highly desirable “benefits” of employment • Employers are offering more “fringe benefits and perks” to rank-and-file employees

  19. Bottom Line Where do we go from here? • Survey applicants/recruits on what attracted them to us • Survey potential applicants about what they want in their employment • Survey employees (both long-term and new) about what they need and desire

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