Filling HardToFill Positions IPMAHR Conference October 9, 2006 7Harry Brull Personnel Decisions Inte

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Filling Hard-To-Fill PositionsIPMA-HR
ConferenceOctober 9, 2006 7Harry
BrullPersonnel Decisions International612/337-82
33Harry.Brull_at_personneldecisions.com
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PDI Locations
?Headquarters in Minneapolis/St. Paul
Hong KongShanghaiSingaporeTokyoMelbourneSyd
ney
Atlanta Austin Boston Chicago
Dallas DenverDetroit HoustonLos
Angeles MinneapolisNew York San
Francisco Washington,
D.C.
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The Staffing Process Pipeline





Getting them to want you back
Finding and attracting candidates
Deciding who has what it takes
Focusing your efforts
Developing and keeping talent
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Its easier tochange people than it is
tochange people.
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What Makes a Position Hard to fill?

• Lack of candidate awareness
• Poor recruiting
• Lack of qualified candidates
• Shallow pool
• Low turnover
• Unattractiveness of position/organization/location
  
• Uncompetitive salary
• Political baggage

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Other deterrents to filling a job?
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Dont confuse Experience With Excellence!

• Naturals
• Trainables
• Shouldnt ever oughta play ables

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Avoid Being your Own Worst Enemy!

• Which Should We Avoid?
• The Over-Qualified?
• The Under-Qualified?

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Diagnosing The Difficulty

• Talk to previous incumbent
• Talk to staff
• Talk to peers in comparable organizations
• Call other ads
• Talk to professional organizations
• Talk to recruiters
• Talk to educators

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Inside-The-Box Strategies

• Better Recruiting
• Interim position holders
• Increased compensation
• Reclassified position
• Retirees
• Consultants

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Recruitment Strategies

• Shotgun Recruiting
• Postings/Advertisements
• Job Fairs
• Rifle Recruiting
• Recruitment Letters
• Professional organizations
• Nominations

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The Structure of
Competence
Technical Knowledge Factor
Self-management Factor
Thinking Factor
Motivation Factor
Factors of Human Effectiveness
Leadership Factor
Administrative Factor
Interpersonal Factor
Communication Factor
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Building Blocks of Success
Easier to develop
Skills
Knowledge
Experience
Interests Values Motivations
Abilities
Traits
Harder to develop
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Managerial Predictors of Success
Competence

• Influence Others (Leadership)
• Use Sound Judgment (Thinking)
• Establish Plans (Competence)
• Provide Direction (Leadership)
• Analyze Issues (Thinking)
• Composite - Overall Performance

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Managerial Predictors of Success
Potential

• Influence Others (Leadership)
• Think strategically (Thinking)
• Provide Direction (Leadership)
• Establish Plans (Administrative)
• Know the Business (Organizational Knowledge)

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Managerial Predictors of Success
Jeopardy

• Building Relationships (Interpersonal)
• Acting with Integrity (Self-management)
• Displaying Organizational Savvy (Interpersonal)
• Demonstrating Adaptability (Self-management)
• Managing Disagreements (Interpersonal)

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General Indicators of Advancement Potential

• 1. Performance/Achievement Record
• 2. Learning Ability
• 3. Leadership
• 4. Adaptability/Resourcefulness
• 5. Self-management/Development
• 6. Desire for Advancement

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Key Question What is the constrained resource?
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What About Min Quals?

• Are they really necessary?
• How else could knowledge be gained?
• How long would it take?
• How do we convince operating departments?

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Acquiring technical competence

• Consultants
• Retirees
• Growing your own
• Academics

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Outside-The-Box Approaches

• Change Minimum qualifications
• Change job requirements
• Break the job up
• Outsource technical requirements
• Grow your own (internally)
• Plant your own (externally)

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Summary

• Analyze the problem
• Analyze the position
• Design appropriate strategies
• If necessary, use stop-gap measures
• Think longer-term