Recruiting, Developing and Keeping the Best Talent

1
Recruiting, Developing and Keeping the Best Talent

• Julia King Tamang, Senior Consultant
• LERN
• 2009 Annual Conference

2
What is talent management?

• Talent management is a professional term that
  gained popularity in the late 1990s.
• It refers to the process of developing and
  fostering new workers through onboarding,
  developing and keeping current workers and
  attracting highly skilled workers at other
  companies to come work for your company.
• Companies that are engaged in talent management
  (human capital management) are strategic and
  deliberate in how they source, attract, select,
  train, develop, promote, and move employees
  through the organization.
• This term also incorporates how companies drive
  performance at the individual level (performance
  management).
• This term is usually associated with
  competency-based human resource management
  practices. Talent management decisions are often
  driven by a set of organizational core
  competencies as well as position-specific
  competencies.
• The competency set may include knowledge, skills,
  experience, and personal traits (demonstrated
  through defined behaviors).

3
What is onboarding?

• The process of interviewing, hiring, orienting
  and successfully integrating new hires into the
  organization's culture.
• Onboarding activities begin pre-hire
• effective and accurate recruitment communications
  
• interviewing and screening process that increases
  the success rate of position acceptance.
• The orientation of new hires starts prior to the
  employee's start date and usually is extended
  through (at least) the first 6 months of
  employment.

4
To produce superior performers

• Identify the competencies that people will need
  to effectively carry out an organizations
  strategy, both now and in the future
• Clarify the link between principal end results
  expected in a job and the jobs required
  competencies
• Select job candidates who possess the
  characteristics that can make them outstanding
  performers
• Develop these characteristics (competencies) in
  employees and
• Design developmental plans for individuals
  focused on developing the competencies that are
  most likely to improve performance

5
Defining Competencies

• Identify the competencies that people will need
  to effectively carry out an organizations
  strategy, both now and in the future
• In CT, look at staff roles and define what makes
  a person competent in each role
• Teaching roles, Admin roles, Sales roles,
  Operations roles

6
Link Results and Competencies

• Clarify the link between principal end results
  expected in a job and the jobs required
  competencies
• List a competencies
• List the results you want from the employee and
  the job category
• Make these measurable and specific and
  time-activated
• Link these two

7
Get the Right Stuff

• Select job candidates who possess the
  characteristics that can make them outstanding
  performers
• Refine your interview process for each position
• Train interviewers on how to spot talent
• Get your supporting paper in line

8
Get a Development Plan

• Develop these characteristics (competencies) in
  employees
• Assess what skills, knowledge and qualities an
  employee has
• Develop a plan to reinforce strengths
• Develop a plan to compensate for weaknesses
• Develop a means to track both
• Assessment
• Training
• Evaluation
• Reporting

9
The Best Laid Plans

• Design developmental plans for individuals
  focused on developing the competencies that are
  most likely to improve performance
• You must use competency-based improvement plans
• Use internal classes and programs to your benefit
• Work with HR or consultants to get results
• Use training, coaching, apprenticeship and
  mentoring

10
How do you get the right people?

• Make sure you have clearly delineated the roles
  and responsibilities for your position.
• Post the job internally as well as externally
  (there is some inherent value from hiring
  inside).
• Identify the core competencies and qualities you
  must have in the candidate you ultimately hire.
• Create an objective scoring mechanism based on
  behavioral interview questions, before you start
  interviewing. 
• Use the clearly articulated specifications
  created to narrow the list of the candidates you
  have. This is where you can start to use
  technology-enabled tools and applications to make
  this process easier.

11
Top 10 tips for talent management

• 1. Clearly identify the requirements of any job
  you are trying to fill.

12
Top 10 tips

• 2. Work with HR and experienced staff to ensure
  that your job posting is appropriate.

13
Top 10 tips

• 3. If you are hiring a person for your team,
  conduct a mini gap analysis to identify
  competencies and skills you would like to gain
  with a hire, in addition to minimum
  qualifications for the job.

14
Top 10 tips

• 4. Dont make a hiring decision based only on one
  competency, such as technical skill.

15
Top 10 tips

• 5. Leverage, where possible, existing tools to
  get the most potential (and qualified) applicants
  available.

16
Top 10 tips

• 6. Leverage those same tools to filter
  unqualified people from the hiring process.

17
Top 10 tips

• 7. Provide consistent on-boarding for each new
  hire.

18
Top 10 tips

• 8. Implement solid leadership training for
  management in your organization.

19
Top 10 tips

• 9. Provide assessments of competence for
  employees and managers regularly, with action
  plans for improvement.

20
Top 10 tips

• 10. Find your replacement and hire people smarter
  than yourself. It is the fastest way to make your
  organization smarter.

21
5steps to creating a committed workforce

• Personal development means business.
• Put in place an active program to develop each
  employee.
• Development should include skills such as
  communications, decision-making, leadership,
  creativity, as well as job skills.
• This benefits the employee and the employee
  becomes capable of a greater contribution to the
  business.

22
5 steps

• Innovation creates our future
• Put a major emphasis on harvesting and
  implementing new ideas.
• Innovation is about improving results.
• Establishing an innovative mindset encourages new
  ideas, positive attitudes, and learning.
• Organizations that embrace innovation create a
  new capability to respond to business challenges.
  
• Diversity of thought, background and culture is a
  catalyst.

23
5 steps

• Involve everyone
• When employees are depended on to design
  solutions to business problems, they feel valued
  and important to the success of the organization.
  
• Make sure that everyone aligns with the vision,
  and understands how well the company is
  delivering against its goals.
• Recognizing good efforts and having a way for
  employees to participate in the financial growth
  of the company create an enhanced sense of
  ownership.

24
5 steps

• Balance life
• Balancing the demands of busy personal and work
  lives is a core issue of our culture.
• Teach people how to develop their mental,
  physical, social, family, financial/career, and
  spiritual as well as the professional goals and
  action plans.
• Businesses also need employees who are not burned
  out and have an adequate amount of time away from
  the job.
• Insist on minimum employee vacation time and
  share learning on how to plan for away time so
  that there isnt an unmanageable backlog of work
  when they return.

25
5 steps

•  Values are our strength
• Articulating a more lofty purpose as part of the
  companys goals develops a sense of pride and
  attracts both customers and good people.
• Leadership must understand that to change the
  results of the organization, they must visibly
  work on their personal attitudes and values.
• When leadership behaves consistently with these
  values, and expects it from all employees, it
  creates new energy within the institution.

26
Fridays Schedule
TIME SESSION TITLE PRESENTER
1000 - 1045a.m. Digital Brochures Julie Coates
1100 - 1145 Marketing on a Shoestring Kassia Dellabough
1200 - 1245pm Needs Assessment Rick Walsh
100 - 145 Creating Your Own Social Networks Jennifer Selke
200 - 245 Make Your Program Essential Greg Marsello
300 - 345 Generational Communication in the Workplace Kassia Dellabough
400 - 445 The Skills of Influence Julia King-Tamang
For Technical Support, contact GoToMeeting
details at http//support.gotomeeting.com