FGP Core Business Areas Executive Recruitment: Non-Profit Accounting/Finance Human Resources Manufacturing/Engineering/Operations Marketing/Sales Information Technology Health Care Professional Staffing: Office Support/Customer Service Accounting

FGP Core Business Areas FGP Technology Information Technology - Contract and Direct Hire FGP HR HR Consulting Services - Project Based On Demand HR Solutions - “My FGP HR” Outplacement/Career Transitions

Have asked Jennifer to find me the photo of a Help Wanted sign in the window as our starting point

Topics RecruitmentHiringRetention 1 23

RECRUITMENT Presented by: Steve Hall

What is the current labor market landscape? The data says…

The data says... 72%Have a job and are not looking 66% Earn $40,000 - $100,000+ Participants: Manufacturing, Professional Services, Technology, Engineering, Sales and Healthcare 72% over

How Are They Searching? On average, job seekers use 17 different resources. – Corporate websites (42%) followed by professional and personal networks – Internet job boards and social media outlets ranked very low (e.g. 7% applied to LinkedIn postings)

Why Do They Apply to Postings? 85% Job duties and responsibilities 85% 85 77% Compensation 60%Benefits 45%Career Growth 45%Company Culture 60%

Applicant Barriers companies were non- responsive process was overly automated & limited reasonable human interaction communication was poor regarding their candidacy 1/2 over

Word Travels told up to two additional peers/friends on whether their experience was good or bad 1/3

What is less difficult than the application and interview process?

Survey Says… 61% 51% 44% Going to the DMV Filing taxes Dealing with a car salesman

Current State of Recruitment Talent SHORTAGE? or Talent SURPLUS?

Recruitment What is your strategy?

Strategic Alignment What are the strategic goals and objectives of the business ? Do you currently have the talent to meet those objectives?

Talent: Planning Create a plan ( HR leads this across enterprise) Communicate plan to all departments Stick to the plan!

Talent: Forecasting Anticipate needs over next 1-3 years Examine succession plan for existing positions Evaluate supply and demand for functional areas Look at impact of rising compensation Shape your candidate pipeline

Benefits: Talent Planning & Forecasting Minimizes stress during peaks and valleys of business cycle Creates opportunity to attract better performers Increases time that can be spent on talent pipeline development/sourcing Reduces surprises

Position Profile Provide a road map and outline what a position does and the talent and experiences required for success.

Position Profile Not simply a list of requirements Creates an opportunity to sell the organization Communicate core values Explain what the role means, what it will be doing and how it impacts the organization

Recruitment of Candidates ACTIVE vs. PASSIVE

Recruiting Active Candidates If you post, will they really come? – SC unemployment averaged 6.7% compared to national average of 5.5% – Who are active candidates? Define

Methods and Sources Corporate website (free) Local chapter user groups SC Works (free) Indeed.com (free and pay options) Linkup.com (pay- per-click) Monster.com CareerBuilder.com Linkedin.com Latpro.com Ziprecruiter.com Social media

Reaching Passive Candidates found only through networking and employee referrals reached through targeted campaigns 60% 20%

Recruiting Passive Candidates Think “fly fishing” – Requires patience – More art than science – Know where and how to fish – Poetic rhythm needed / practice

The Rule of 3’s 3 categories of employees Unemployed Employed but unhappy Employed and happy

The Rule of 3’s 3 reasons people change jobs Location Career growth or advancement Money

The question that unlocks the door “Bill, would you be open to exploring a new career opportunity if it were clearly superior to what you’re doing today?”

HIRING

Hiring Weeding out? Drawing In? or

Interviewing Assess competency, fit, & potential Identify and compare most significant outcomes Create categories of effective questions – Level 1 competencies: skills, experience – Level 2 competencies: technical, problem solving – Level 3 competencies: adaptability, culture, self-motivation

Closing the Deal Time is not your friend! Do what you promise Don’t monkey with compensation Be flexible with non-monetary items Stay in touch during the resignation/transition period

Onboarding Discuss role and responsibilities “Peer buddy” Build social network Monthly check-in Open door

Onboarding Additional Ideas – Treat each new hire as a celebration! – Create a FAQ’s on company life – “Inside scoop” – Schedule personal touch points during first 30 days – Company values/cultural norms – Have personal workspace ready before they arrive – Create a new hire affinity group – Create an onboarding notebook

RETENTION

Retention Shouldn’t employees be happy to have a job?

Retention Employee DRIVEN market Think SHORTAGE not surplus Operating costs tied to human capital – 80% Employee replacement costs – 30-40% of salary

Engagement Less than 33% of workers in the US considered themselves engaged. (2015 Gallup poll of 80,000 professionals)

Engaged Employees Feel they do something meaningful each day Are involved, enthusiastic, and committed to their work Work with passion and feel connected to their company & manager Are encouraged to grow and develop

5 Elements of Well-Being 1 Purpose 2 Social 3 Financial 4 Community 5 Physical

Takeaways 1.Recruitment is an action word. 2.Hiring and onboarding sets the stage for long-term retention. 3.Retention is one of your best tools for recruitment!