Human Resource Best Practices Kay Robinson, SPHR

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Human Resource Best PracticesKay Robinson, SPHR

Recruitment and Retention
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Cost of Turnover

• Loss of management time
• Pay given to former employee
• Lost opportunities with clients
• Recruiting costs
• Cost of training new employee
• Cost of mistakes
• Disruption of office

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Common Selection Errors

• Lack of clearly-defined job requirements and
  qualifications
• Untrained supervisors/poorly conducted interviews
• Decisions made purely on a "gut feeling (me-too
  syndrome)
• Decisions made on the verbal "selling skills" of
  the candidate
• Hiring a warm body/accepting less than the best
• Not conducting reference checks
• Not defining the realities of the job

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The Failsafe Recruitment Process

• PLAN
• PREPARE
• PROBE
• PREVIEW
• POST-CHECK
• REVIEW CRITERIA AND MAKE OFFER
• POST-HIRE

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Phase 1 -Plan

• Define the position
• Determine selection criteria
• Decide if there are alternatives to recruitment
• Assess success of recruitment sources in the past
  (yield ratios)
• Decide where to advertise/source candidates
• Develop specific ads

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Alternative Staffing

• Job sharing
• Restructuring job
• Part-time, flex-time
• Outsourcing
• Telecommuting
• Training for promotions
• Temp to Perm

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Sourcing Candidates

• Assess what worked in the past
• Make sure you are competitive
• Go for quality not quantity of candidates
• Consider employee referral program
• Network with colleagues
• Look at outplacement firms
• Contact realtors (who is relocating)
• Respond to applicants quickly (the good ones get
  scooped up)

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Phase 2 - Prepare

• Identify qualified candidates
• Screen resumes/applications
• Create interview questions for all candidates
• Create specific interview questions geared toward
  individual

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Phase 3 Probe (the interview itself)

• Introductions Build rapport quickly
• Provide overview of interview process (agenda)
• Elicit information from candidate
• Describe position and company
• Answer questions
• Close interview
• Inform candidate timing of decision

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Why Interviews Fail

• Fail to get enough information
• Does not match job with candidate
• Fail to evaluate resume
• Settle for superficial, rehearsed answers
• Is only concerned with skills or personality
  not both
• Forgets the quality of the candidate

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During the Interview

• Let the candidate do the talking
• Probe carefully for potential problems, but stay
  legal and do not offend (gaps, demotions)
• Keep on track but do not be rigid
• Ask for clarification, use silence, ask for
  examples
• Look for cues (what isnt said)
• Beware of biases
• Ask open-ended questions
• Start the reference-checking in the interview

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Legal Issues

• Age
• Race, Color, National origin
• Marital status
• Sex (including pregnancy, childbirth, number of
  children)
• Religion
• Status regarding public assistance
• Disability (physical or mental)
• Workers' compensation claims
• Union membership
• Arrest records

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Phase 4 - Preview

• Provide a realistic preview of the job
• The good, the bad and the ugly
• Provide outline of standards and expectations
• And the values of the organization
• Outline the culture of the organization and what
  gets rewarded
• What makes a good fit and a successful employee

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Phase 5 Post-Check

• Reference checks are CRITICAL
• If you have a third party assist, be in
  compliance with FCRA
• If there are discrepancies, contact the candidate
• Try to touch base with the direct supervisor
• Document checks, especially when you are unable
  to secure a reference

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Phase 7 Post-Hire

• Provide carefully designed orientation program
• Get supervisor involved in orientation
• Keep two-way communication open especially during
  introductory period
• Consider buddy or mentor for new hire
• This is the second part of your retention
  program!

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Factors Impacting Employee Satisfaction

• Knowing what is expected
• Having materials required
• Opportunity to do what person does best every day
• Receiving recognition
• Someone cares
• Someone encourages development
• Opinions count

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Employee Wants According to Supervisors

• Supervisors said employees want
• good wages
• job security
• Supervisors said employees werent as interested
  in
• feeling in on things
• appreciation for work done

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Why Poor Employees Stay

• No accountability
• Good pay without having to perform
• Entitlement culture
• Cant go anywhere else for pay/benefits

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How to Be An Employer of Choice

• Creative Benefits
• Creative Scheduling
• Effective Communication
• Effective Policies (consistently applied)
• Effective Reward and Recognition
• Effective Culture

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Effective Culture

• Employees are valued, respected
• Supervisors are trained and accountable for
  effective employee relations
• Open Door/Open Book
• Listen
• Opportunity to Question (and not be seen as high
  maintenance)
• Opportunity for input

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Low Cost Ways to Energize/Recognize

• Say Thank You
• Employee Services
• Ice Cream Social, Popcorn Party
• SPOT Awards
• Loans for Computers
• Friday off
• Wholesale purchasing (Sams)

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Now What - Steps in the Retention Process

• Ask for Input But Dont Ask if you Dont Want
  to Hear
• Address Issues/Problems
• Assess Strengths and Weaknesses
• Assess your Recruitment process
• Administer policies consistently
• Train supervisors
• Take action

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Questions

• Feel free to contact
• Kay Robinson, SPHR
• Robinson HR Consulting, LLC
• 334 Chattooga Place Drive
• Wilmington, NC 28412
• 910- 313-1123 (direct)
• 910- 617- 9657 (cell)
• Kay_at_RobinsonHRConsulting.com