1. Talent Management & Acquisition
Winning the War!
Welcome to Talent Management and Acquisition…
This is a very, very abbreviated version of a course I taught at Assumption College in Worcester, MA
The course was a compilation of Talent Management and Acquisition Best Practices, and first hand experience.
And, what I have added is, what I think, applies to the needs of the nonprofit world in Collier County.
Thanks to Elizabeth, I had an opportunity to meet with several of you, the Executive Directors and HR Leaders of a variety agencies to get a first hand feel for your needs in the talent area, and some of your pain points.
Again, this will be very high level, but will, I think, be very applicable no matter what the size of your agency, your resources, or budget might be…

2. Well, you heard the professional biography, but I want to give you a little insight into me…
I was very fortunate through out my 38 year career with essentially the same company to have had an opportunity to be mentored by a number of very talented individuals, mostly men, I’ll admit…
And, I was always given the opportunity to develop, to learn something new, and was encouraged to do more…
The other thing that was so important for me esp as an HR professional, was to represent and work for, a company whose cultural and moral compass aligned with my personal values.
So, as I was preparing for retirement for the second time this past April, I wanted to be able to figure out a way that I could use, what I had learned, and what I enjoyed doing, to give back…
So, for me, combining my nonprofit experience with what I learned in the business world and doing this in conjunction with the United Way, seemed to be a “no brainer”!

3. The War for Talent
So, what the heck is Talent Management and Acquisition?
And, why is there a war for it???

4. What is Talent Management?
A process of planning for, sourcing and selecting, on boarding, assimilating, developing and retaining top talent in order to achieve an organization’s mission or strategy.
Talent Management is a process that in many ways mirrors the Employee Life Cycle if you think about it
It plans for what the organization is going to need it terms of employees both now and in the future in order to achieve its mission or strategy

5. TALENT MANAGEMENT PROCESS
Workforce Planning
Sourcing
Interviewing,
Assessment,
and Selection
Final Candidate Selection and Offer Acceptance
On Boarding:
Acceptance - 1st Day
Orientation/Assimilation:
First day - first few months
Goal Setting
Performance Management
Development Planning
Total Rewards
Recognition
Career Pathing
This is a pretty good visual of the process so that you can see what the Talent Management process starts with
Workforce Planning
Sourcing
Interviewing, Assessment, Selection
Talent Acquisition
On Boarding
Orientation and Assimilation
Goal setting
Performance Management
Development Planning
Career Pathing
Rewards and Recognition
All of that is overlaid on the development of an Employee Value proposition and Having a Talent Mindset in your organization….both of which we’ll talk more about in a bit
Today we will be focusing primarily on the 3 yellow boxes but we touch on all of them since they are all intertwined in this process!
A Strong Employee Value Proposition
Having a Talent Mindset in Your Organization

6. So why has there been a war for talent over the last 25 years or so?

7. Fueling The War for Talent~ The Information Age Higher Caliber Talent Job Security
If you remember back to the 1990’s, the economy was burning hot
Companies had hundred’s of vacancies – they were losing ees to dot com start ups – big signing bonuses were being offered
The War for talent was raging
And then comes along the
bursting of the dot com bubble
Nasdaq crumbled,
and then 9/11
lay offs abounded
So, why did this war for talent rage on for another 2 and a half decades, and why are we still dealing with it today?
There have been 3 fundamental forces fueling the war for talent:
the shift from the Industrial Age to the Information Age – started 1980’s, when the need for knowledge workers increased 60% from 17% in the early 1900’s. And, we saw the huge demand for knowledge workers in the mid 1990’s when opportunities arose with the dawn of the internet.
the intensifying demand for high caliber talent esp mgrs, supply limited, size of US workforce is changing, the number of workers in the yr age bracket is declining, and we then have the retirement of the baby boomers
growing propensity for people to switch from one company to another – started with corporate downsizings in late 1980’s when loyalty was traded for job security.
Now, the taboo against changing jobs has evaporated; employees and managers have their antenna up all the time; and with tools like LinkedIn, you can be trolling for opportunities without even looking. Data suggests that younger managers are 60% more likely to leave their companies than older managers
But, there were and are organizations that are surviving this war for talent ….what is it that they know or did differently to gain an advantage?

8. The landmark study…
I don’t know if you have ever heard of the international consulting firm McKinsey and Assoc – but they wanted to know too. What it was that made these companies so successful?
And so in the late 1990’s they set out to see if they could find out….
They sent questionnaire Sr. Mgrs at 77 big companies got 6,000 back
Then targeted 18 highly successful co’s – they seem to have found a trend
And it was all about how they went about finding candidates to hire, for them, it wasn’t about just filling an opening to get “butts in seats”
So, they went back and asked how and why they built these strong talent pools
They found that it wasn’t just about them having better HR processes, it was the mindset of the leaders throughout the org that made the difference
Their mindset was that “People” were not the responsibility of HR!
So, what McKinsey found was that it was the fundamental belief in the importance of talent & their actions to strengthen their talent pools that made the difference
They also discovered that without this mindset
recruiting becomes an activity;
development happens sporadically;
average mgrs are tolerated in key spots;
attrition increased.
And Performance suffersed
The McKinsey findings drew a tremendous amount of media attention
But, what they also, found was is that many co’s didn’t know how to get the momentum going---how to change the mindset. Hence their book, The War for Talent
And, since the first edition of the book, McKinsey has gone back several times since their initial study and has updated their findings
So, bottom line, their contention is that:
Talent is now a driver of an organization’s performance and that an organization’s ability (no matter what its size) to attract, develop, and retain talent will be a major competitive advantage far into the future

9. Bottom line…
Effective Talent Management is making sure you have the right people, in the right place with the right capabilities, at the right time.
So how is this McKinsey theory playing out?
Well,
The first implication is that the power has shifted from the organization to the individual – price for talent is rising – organizations are going to have to work harder to win the battle for the highly talented
And, the second implication is that talent management has become a critical source of competitive advantage.
Organizations that do a better job of attracting, developing, exciting, and retaining their employees will gain more than their fair share of this critical and scarce resource and it will boost their performance dramatically.
Even the companies that are good at this are striving to improve the way that they manage talent…take a look at what Netflix just recently did to their Talent Management Process
Bottom line: Better talent management means better performance.

10. As you can see the war for talent persists today and it is getting harder and harder!
The organization Manpower has been tracking the talent shortage for about 10 years now, and in their 2015 Talent Shortage Survey they reported:
That the number of global employers reporting talent shortages in 2015 peaks at a 7 year high of 38%
And, the proportion of employers who say talent shortages impact their ability to serve client needs is well over 54%,
So, going back to the McKinsey study, it is evident that the same old recruitment and workforce practices aren't going to yield different results.
In fact organizations who do not adopt a ”talent mindset” are falling farther and farther behind….

11. US Employers are Having Difficulty Filling
Top 10 Jobs
US Employers are Having Difficulty Filling 1
Skilled Trades 2
Drivers 3
Teachers 4
Sales Representatives 5
Secretaries, PAs, Receptionists, Admin. Asst., Support Staff 6
Management / Executive (Management / Corporate) 7
Nurses 8
Technicians 9
Accounting & Finance Staff 10
Engineers
This data from the 2015 Manpower report also indicates that Skilled Trades positions are the jobs employers globally have the greatest difficulty filling for the 4th consecutive year.
Here specifically is the data for US jobs…
I’m sure many of these categories “hit home” with you~
Look how many of these jobs could be considered “knowledge workers”
So the BIG questions is, But, how can an organization attract top talent when there is such a shortage, and things are not looking better for the future….

12. Collier County is a GREAT place to live, work and play!
So, lets bring it home and take a look at Collier County….
By all of the metrics, Collier County looks like a great place to live, work, and play!
A strong infrastructure
2 world class hospitals
Average annual temperature of 74 degrees
The lowest crime rate of all metropolitan counties in FL
An annual high school graduation rate of 81%
3 excellent colleges located in the county that partner with both the public school system and businesses to develop and prepare students for further technical training or higher education…
Our unemployment rate has dropped to 5%
The median household income is $56,000
So with an estimated population of almost 342, 000 (2014), and a labor force of over 162,000 (2015), Collier County has one of the fastest growing annual job rates in the nation, according to one of Fortune Magazine’s most recent articles
It all sounds pretty good, but…,

13. But, the reality is… Huge economic gap Cost of living is very high
Seasonal implications
Over reliance on Tourism
Over reliance on small/medium businesses
I don’t know how many of you saw the Naples Daily News article in late June of this year about the Living wage”….….
But, they took a deeper look into the reality of just some of these symptoms:
They cited a recent study that showed the Naples-Immokalee-Marco area as one of the worst in the nation when it comes to creating jobs that pay a “living wage”
Meaning a wage that is needed to support basic family needs, such as food and housing
I mean, it’s great that we created 16,500 jobs from 2010 to 2014, but only 22.2% of those jobs were in an occupation that paid more than a “living wage”
Most of the jobs created were in the service type category related to hospitality

14. Implications of this reality…
A family of three needs an income of $45,000 per year to survive
And the implications of this reality for Collier County are broad and far reaching…
The calculations for a living wage are based on what’s needed for a sole provider working full-time to cover the basic expenses for a family of three, with 2 adults and one child. For the Naples area, that wage recently went up to $21.67 an hour, or $45, 073 a year based on a calculator developed by MIT.
In most metropolitan areas, the living wage is closer to $15 or $16 an hour
And for many families this means both parents are working multiple jobs, many times without benefits, especially heath benefits

15. Implications of this reality…
About 1 in 5 children under the age of 18 is living at or below the poverty level
As you know all too well, breaking the cycle of generational poverty is no easy task…
And Youth Haven reports that during the school year 849 Collier County School students were reported as homeless.
I know that Collier country is actively seeking ways to diversify its service-based economy, but the reality is that wages have yet to catch up to the increase in jobs. …causing us to fall further behind.
In fact, I believe it was Opportunity Naples, the Chamber led private-public effort to address this very topic, that felt the lack of economic diversity was the greatest threat to our local economy.

16. Implications of this reality…
More than 54% of Collier county students in grades pre-K through 3 live in non-English speaking homes
All in, the implications of this reality are huge, and I don’t have to tell you, as the ones who are out there on the front line dealing day in and day out with these realities…
So, I guess my plea to you is to please keep doing what you are doing,
We as a community have so much at stake
Not only for the children and their families, but the future of Collier County….the future workforce of Collier County

17. about the nonprofit world in Collier County…
What
I LEARNED
So, what did I learn from my 1x1 conversations with many of you….
Many of you have exactly the same issues with regard to finding and retaining top talent
There are a few added challenges however….
What you are able to pay employees may not always be as competitive as “for profit” organizations
Employees will change jobs for 50 cents more an hour
And, that there is a predictable season for “job changes” that pretty much aligns with the snow bird/tourist season
Many of the agencies are small and are not able to offer adequate benefits or any benefits for that matter
With such small staffs you many times have to hire a “jack of all trades” type rather than a real expert since there are so many bases to cover
It is hard to attract young professionals, or recent college graduates to the Naples area not only because of the high cost of living, but its reputation as a retiree haven
For those you do hire, that seem to have potential, you don’t always have the career progression that your employee is looking for, or maybe just not fast enough
And. how many of you have a meaningful training and development budget?
I also heard that without your volunteer base, your full-time staff would be at a loss for delivering on your missions
And, because of the dearth of retired and high powered CEO’s in the Naples area, Boards may be somewhat harder on CEOs and hold them to perhaps higher standards than even the Charity Navigator might
about the nonprofit world in Collier County…

18. DID I MISS? What So, help me what did I miss?
I heard a lot, but I am sure there is more………
(Write down on flip charts)
One of the other things I heard out there is that many agencies lack dedicated internal HR expertise, and feel it is hard to find an HR expert in the community to use on an “as needed” basis.; I’m hoping to that that concern “head on” as well!

19. Your biggest pain point is…..
So, while I heard a lot of pain out there, the one thing I heard loud and clear…

20. …hiring and retaining top talent
From a human resources perspective, your biggest pain point was around hiring and retaining top talent
And, so how do we solve for this?
How can we ever win a talent war, or create a talent mindset?
…hiring and retaining top talent

21. My “mission” for nonprofits in Collier County……..
So my “mission” for nonprofits in Collier County is to work with you, in delivering on your missions…
To make the Collier County workforce more productive, and to make Collier a stronger and healthier place to live, work, and raise a family…
Especially for those non-profits that do not have a dedicated human resource “go to person” or, who cannot afford to buy the service,
I would love to work with the UW nonprofits, on your specific talent needs, on a pro bono basis
And to hit this issue of hiring and retaining talent “head on”
It is definitely doable!

22. Sharing the “Secret Sauce”
Attracting
Developing
So, where do we start?
My mission for nonprofits in Collier County is that I want to share with you what I call my secret sauce for hiring and retaining the best talent!
I have perfected this recipe over 38 years in the business and non profit worlds, and it works!
I have adapted the recipe for Collier County, and have added seasonings that would appeal to the taste buds and budgets of the nonprofit world
And, I am willing to work 1x1 with you to help apply this recipe to your agency
The 3 key steps in making this sauce are:
Attracting which includes everything from workforce planning, sourcing, interviewing and selecting, to on-boarding
And then, Developing which includes everything from assimilation, coaching, mentoring, performance management, and career progression
And finally, Retaining which includes everything from compensation and benefits to work place policies to alternative work models, opportunities for professional development, and succession planning and a Career Plan.
But, before we start assembling the ingredients, we need to determine your agency’s talent strategy…
Retaining

23. Talent Strategy needs to be determined…..
Where is your agency in terms of its organizational life cycle?
The Talent Strategy you’ll need to develop will be determined in large part, but not completely, by where you are in what we call the “Non profit organizational lifecycle”….

24. Are you a start up? So, the goal of your Talent Strategy is to get it going
Or, are you an adolescent? Goal to grow.
Or, are you more mature? Goal is to sustain
Perhaps you are in a stagnant stage? Goal is to renew
Perhaps its time to dissolve
So for instance an agency in “start up” mode would have a Talent Strategy based on hiring:
high energy, seasoned superstars who could learn and grow with the agency.
It also might be appropriate to focus on candidates who wear several hats and those who do not have a long ramp up time
So, key competencies and sourcing methods for these types of candidates might be different
Whereas, an agency in the “maturity” mode might have a Talent Strategy based on retention:
Growing employee careers laterally
Providing employees with opportunities for personal development
Focus on developing a succession planning
Looking at alternative work options
And your Talent Strategy will evolve just as your agency evolves….
So, once we have our Talent Strategy defined…..

25. Generational Issues in the Workplace
Sharing the “Secret Sauce” for…
2 Preparation Methods
Why Employees Leave
Their Jobs
Generational Issues in the Workplace
There are 2 key preparation methods we need to understand and get right before we start making the sauce….
Understanding generational issues in the workplace
And why employees leave their jobs

26. Demographic trends in the United States have brought us to a very unique place and time.
Americans are extending their careers and, as a result, we are seeing an unprecedented phenomenon: no fewer than four generations coming together in the workplace. From Baby Boomers to Gen Y, organizations must find ways to get optimal performance from everyone in their workforce.
Now, I don’t mean to “paint” these generational groups with a broad brush, but there are many similarities,

27. Our Four Generation Workforce Provides Challenges
Each generation has a similar own attitude and style based on events, trends, and technology, which may lead to misunderstandings and different expectations among the different generations.
For example, as a member of the Baby Boomer generation I remember my family getting its first TV, my mother never worked outside of our home until much later in life…she was there to put us on the bus, and greet us after school, I remember punch cards that ran the first computer programs, and cathode ray tubes (early computer monitors), and struggling as a female in the workplace with work/life balance as I tried to advance my career
My son, a member of the X generation, survived a hurried “latch key” childhood. He grew up with technology, television, a more educated, and culturally diverse workforce than ever before. And while his father and I instilled a strong work ethic in him, work/life balance has become more important to him than staying and growing with a single company.
And, Gen Y or the Millennials as they are also known, were raised on internet, they like to work on their own terms, and for many they want to join organizations where something really significant is going on …. In terms of the environment, poverty, community problems, or a job where they will learn something new. They obviously are the most connected generation, and many times prefer electronic communication to face to face, or even voice to voice…

28. Again, my point here is only that there are some general tendencies for the different generations that can lead to misunderstandings and different expectations in the workplace…
So, communication is critical — the better each generation understands the other, the better they’ll all work together.

29. So, what are some of the implications of managing a multi generational workforce?
To manage talent successfully, managers must recognize that their talent strategies cannot focus solely on the top performers; and, that different things make people of different genders, ages, and nationalities want to work for (and remain at) a company.
And, another thing to think, about is that together Gen X and Gen Y now make up about 50% of American workers.
Following close behind, Baby Boomers make up 41% of the workforce, but Boomers still hold the lion's share of leadership positions in most organizations.
And, today’s workforce is growing older. Currently, there are 5 million workers aged 54 and over and 2.7 mil age 65 to 69.
Gen X is a smaller generation in number, providing a shrinking pool of prime age workers.
Currently, 2 workers exit the workforce for every one entering… which more than likely will result in a leadership deficit…..a scary thought!

30. Managing a multi generational workforce…
So my advice for managing this very diverse workforce today and tomorrow…
First, remember that one size does not fit all, and:
The Silent Generation or the Early Boomers as they are sometimes – keep them plugged in! They are a huge source of institutional knowledge and industry specific experience. They also have developed and maintained many important professional relationships over the years.
The Baby Boomer Generation – keep them on board as long as you can! Many Baby Boomers are planning for retirement but would love to work longer. So, it is key for organizations to think about alternate work arrangements to accommodate the Boomers, so providing flexibility and ownership of special projects or teams will go a long way. The retirement of this generation could potentially inflict the greatest “brain drain” corporate America has ever seen.
Generation X – start developing them into leaders, NOW! Gen X will be called upon to fill those leadership gaps as Boomers continue to retire over the next years. The future success of an organization will rely heavily on how they are developing their next generation of leaders….succession planning is key.
Generation Y or the Millennials – train and nurture them. Keep them engaged with interesting work and new opportunities to learn and develop, because if they cannot get their next opportunity to learn and be challenged with you, they’ll go somewhere else to get it. For many of them changing jobs is like chapters in their career advancement.
So, this, to me, is mounting evidence, that for organizations to survive and meet their missions, it is even more important to get really good at Talent Management.

31. Top Four Reasons Why an Employee Leaves a Company
So, the other thing we need to understand before we attempt to make the “Secret Sauce” is why an employee today leaves a company….
Any, guesses?

32. Top Four Reasons Why an Employee Leaves a Company1
Management 2
Lack of Advancement
Now the order of the reasons may vary by generation, and will vary by which source you cite, but generally speaking…the number 1 reason employees leave a company is their boss
1. Management
The saying, “People don’t leave companies, they leave their managers” shows that good bosses are critical.
2. Lack of Advancement – once again as we heard earlier without an opportunity to learn something new, employees will go somewhere else to get their next challenge
3. Lack of Recognition Exiting employees cite lack of recognition and rewards coming from upper management as crucial for keeping employees continually committed. So the sooner you address the issue of poor managers, the sooner your attrition rate will be impacted.
4. Salary/Benefits or Too much work
Rewarding employees for a fantastic job can be done in a multitude of ways and not just by money. By communicating with employees, bosses receive insight about what motivates their staff or what they value the most….opportunities to learn and advance are key on the list.
Also, when your go-to workers start to feel overwhelmed due to a heavier workload, this can cause them to burn out. Striking an effective work/life balance is important for them as well. 3
Lack of Recognition 4
Salary and Benefits/Too Much Work

33. Main Ingredients Sharing the “Secret Sauce” for…
So getting back to the “Secret Sauce”…
It should be obvious to you by now that organizations who do a better job of managing their talent, will gain more than their fair share of this critical and scarce resource and it will boost their performance dramatically.
So, again, the 3 key steps in making this sauce are:
Attracting
Developing
And Retaining

34. Begin with… Sharing the “Secret Sauce” for…
Crafting a winning Employee Value Proposition
Rebuilding your Recruiting Strategy
So, here we go with the first step:
3 cups of attracting that starts with :
Crafting a winning employee value proposition
what the heck is an employee value proposition??? Also known as an EVP
And, rebuilding your recruiting strategy – so, this means
its no longer about hiring a body; its about finding the best!
you have to troll for talent all the time – be on the lookout whether you are dining out or at the bank making a transaction
you have to make your managers, recruiters

35. Crafting a Winning Employee Value Proposition
So, what’s an EVP and how do you craft one?
It’s a very short succinct statement that describes the sum of everything employees experience and receive while they are part of your organization
Everything from intrinsic satisfaction of the work to the environment, leadership, colleagues, compensation, and more….
It’s the reason why someone would want to leave their current organization and come to work for you….
It’s also why your employees want to come to work everyday, and what keeps them coming back….
It can also be written to attract certain segments of the job seekers…certain generations, part-time employees, college students, mothers with young children looking to get out of the house…
So, start with your mission, or your business strategy
For some agencies, depending on your size, it may mean translating your mission or strategy into the target population(s) you may be trying to attract to execute the strategy
And, what are the key competency (ies) you are focusing on
Understand the needs of your target market, your clients
An EVP is always evolving….as your business needs and strategy changes
Why a candidate would leave their current company?
What keeps your employees coming back?

36. Does anyone recognize this workplace?
Yes, this is Starbuck’s….
And, what workforce segment are they trying to attract?
So, if you were crafting an Employee Value Proposition for Starbuck’s that you were going to use to convince job seekers to leave their jobs at Dunking Donuts and come work for you….what would you say?
And, what is it about Starbuck’s that keeps it’s employees coming back everyday?

37. Starbucks EVP
To Be A Partner Being a Starbucks partner means having the opportunity to be something more than an employee. Gigantic possibilities lie ahead—to grow as a person, in your career and in your community. To live the Starbucks mission and to be a leader. It’s the opportunity to become your personal best. To be connected to something bigger. To be meaningful to the world. And to be recognized for all of it. It’s all here for you.
Connect to Something Bigger Connecting with each other, with our customers and the communities we are a part of fosters a deep sense of purpose at Starbucks. We believe we can all become a part of something bigger and inspire positive change in the world around us. That’s why we go out to do community service as a team throughout the year, partnering up with organizations to revitalize and enhance the neighborhoods we serve.
Benefits At Starbucks, our Total Pay package is called “Your Special Blend.” It’s a benefits package that is tailored to the needs of our partners. And it’s designed just for you
We look for people who are adaptable, self-motivated, passionate, creative team players. If that sounds like you, why not bring your talents and skills to Starbucks? We are growing in dynamic new ways and we recognize that the right people, offering their ideas and expertise, will enable us to continue our success.
Well, it’s a bit “wordy” but this EVP is right off their Career website where they are recruiting their “Partners”…..
Something more than an employee
To grow as a person, in your career and in your community
Who want to connect to something bigger, with a deeper sense of purpose
And their special blend benefits package offers those flexible work schedules, and medical insurance for their PT employees
So, what do you think? Compelling??

38. Rebuild your Recruiting Strategy
Workforce Planning
Develop a Performance Profile
Develop a Sourcing Strategy
Utilize Behavior Based Interviewing
Determining Candidate Motivation
Reference Checking
So, getting back to the second “cup” of attracting
We need to think about rebuilding the Recruiting Strategy….what may have worked before may not work today, the world of work is changing as are the job seekers!
While there are several components to rebuilding your recruiting strategy, we are only going to touch on a few…
Workforce planning is about projecting what your talent needs are going to be for the next 12 months taking into account the growth of your organization, retirements, new technology, etc etc
This not only helps with improving your organizational effectiveness and budgeting, but it also helps you get ahead of the hiring curve.
Developing a Performance Profile or a Job Profile is more than just a job description for the position you may be recruiting for; if's about clearly articulating the duties and responsibilities of the position, but it’s also about you clearly articulating your expectations for the first 30, 60, 90 days or until the employee is fully functional in terms of accomplishments.
Also, the Performance Profile articulates the competencies that are required for this job. There may be organizational competencies that you require for anyone in your organization, in other words competencies that will drive your mission, and then job specific competencies that someone would need to perform the job effectively. For example:
The goal of an effective Sourcing Strategy is always to fill the position with the best candidate, in the shortest amount of time at the lowest cost
Don’t just rely on Monster.com or Craig's list to fill your next position
There are a variety of options that will attract different types of candidates
I mean you’ll always want to look internally first, but then there are resume data bases, all sorts of internet options, employee referrals, colleges, career events, direct sourcing, and using external recruiters.
My advice is to always use a variety of channels in your sourcing strategy that are sequenced based on the quality of candidates, the cost, and time to fill.
Next comes Behavior Based Interviewing, in my former company every manager or supervisor or team leader that had responsibility for hiring was required to take a series of interviewing courses, but the Behavior Based Course was the cornerstone to their success in hiring the right person.
Remember back to the Performance Profile or Job Profile where we described the key organizational competencies and then the job competencies required to do the job? Well, Each competency has a set of behavioral indicators. These indicators will help you determine whether a candidate possesses a competency, and to what degree.
I have developed a BBI Guide (that I( am happy to share with you) that outlines some of the common competencies and Behavior Based Interview questions that you can ask to get to the heart of whether someone possesses a competency and to what degree.
Looking at your best performers in your key roles will help you not only identify role competencies, but also key behavioral indicators.
Also, it is legally important to validate the statistical relationship between competency predictor variables and a measure of performance…but, that’s another story!

39. Behavior Based Interviewing (BBI)
Behavioral-based interviewing (BBI) is a technique used to obtain specific information from candidates about their past behavior.
BBI is built on the premise that past behavior is a very good predictor of future performance in similar circumstances.
You cannot reply simply on what a candidate tells you regarding their work history, experience, and education.
You need evidence of what they have done…………and how they did it!
An experienced Behavioral Interview will, as I call it, peel the onion, to find out exactly, how someone accomplished a task, project, or went about their job.
They will ask broad, open-ended question directed toward the competency to be assessed, they will
Ask for an overview of Situation or Task
Ask about the Actions a candidate took
Ask about the end Results (STAR Model)
And, they will ask follow-up question(s) to dig deeper into candidate’s response and gain a complete picture What did you do? What did you say? What led up to that? How did you know to do that? Why was that important?
Understand that there is no wrong answer in BBI, but it is more about the process of listening for the clues that tell you how one performed previously in their job.
For instance: did they convey motivation, sense of urgency, personal sacrifice and persistence behind their scenario? Be sure to clarify the themes to listen for during your planning process.
And in the end, you’ll also have some insight into some other things
Are they a team player
Do they take initiative
Are they creative
Behavior Based Interviewing (BBI)

40. Example of a Competency
Managing Change: The ability to demonstrate support for innovation and for organizational changes needed to improve the organization's effectiveness; initiating, sponsoring, and implementing organizational change; helping others to successfully manage organizational change.
Behavioral Indicators:
Personally develops a new method or approach.
Proposes new approaches, methods, or technologies.
Develops better, faster, or less expensive ways to do things.
So, here’s an example of a competency, Managing Change
So, if this competency was designated as one of the key competencies related to the job profile that you were interviewing against, some of your interview questions might sound like:
Behavioral Question:
Tell me about a time when you had to embrace something new and get others to do the same.
Follow-up Questions:
What did you say and do?
How did you convince others this change was needed?
How quickly did it happen?
What were you thinking?
What finally happened?
Themes to Listen For
Involves people affected by the change early
Awareness of the different reactions to and phases of change
Listens to and asks for a lot of input
Makes short-range plans for others during transition
Other competencies are things like:
Creativity
Relationship Building
Influence
Flexibility
Partnering

41. My Golden Rules of Interviewing
Measure first impressions last
Listen 4x more than you talk
Get the details ~ get EXAMPLES
Look for trends over time
If it doesn’t pertain to the job,
don’t ask it!
As a quick aside…
Over the years I developed my Golden Rules of Interviewing and I just quickly wanted to share them with you!
Measure first impressions last
Listen 4x more than you talk
Get the details ~ get EXAMPLES
(past performance predicts future behavior!)
Look for trends over time
And if an interview question doesn’t pertain to the job, don’t ask it!

42. Candidate Motivation
One of the key objectives through all of your behavior based interviewing is “determining your candidates motivation” for wanting to change jobs and join your organization…
Are they looking for more money, and could they be gone in another 12 months for $1 more an hour? Do they just need a job?
Or, are they truly vested in your mission and can they articulate how they could add value to your team?
Remember, there are candidates who talk a good story, and then there are the candidates who may be shy and don’t do a good job of presenting themselves well!
There are 2 questions I ask a candidate at every stage of the interviewing process:
What is it about the job at ……that is attractive to you?
Why would you consider leaving your current employer?
It is so interesting to compare the answers that you get!
And, then when I think I have the candidate pool narrowed down to 1 or 2, I’ll ask, “If we were to make you an offer, what criteria will
you use to determine whether to accept the offer?"
You have no idea how helpful this answer is in crafting an offer, rethinking a candidate, perhaps restructuring the job, etc

43. A Word on Candidate Selection…
Ultimate test: always go back to your job profile. Measure the candidate against your job profile and the competencies in your profile (organization and role competencies)
The best candidates want to work for a great manager with good interviewing skills with knowledge about and passion for the organization!
A final thought…….
Candidates judge the quality of the company and the quality of their potential manager by the quality of the interviewing process!
Just a quick word on candidate selection…
The ultimate test when you make a decision on who to advance in your selection process, should be to go back to your job profile and measure your candidate against the profile, this will help keep you out of trouble and it will help you look at candidates more objectively!
And remember…..the best candidates want to work for a great manager with knowledge and passion about their organization!
And final thought…..the candidate’s first impression of you is very important, as is the interviewing process!

44. Lesson Learned
Rejecting a “problem employee” during the hiring process creates minimal exposure. The real exposure comes when you hire a bad candidate and subsequently have to fire them!
This “lesson learned” speaks to the importance of taking your time, and going about the selection process thoughtfully without skipping steps!
And remember the Golden Rules of Interviewing…
There is much more to the recruiting process, but we are just touching the key points today……

45. Next Key Ingredient Sharing the “Secret Sauce” for…
So, our next key ingredients 3 cups of developing
We started with Attracting, hired the best candidate, and now we add developing

46. Next Key Ingredient Sharing the “Secret Sauce” for…
Coaching for Performance –
Regular Feedback
Weave Development Into Your Organization
So, let’s talk about, Coaching your employee for performance in support of your mission
providing them with regular feedback not just at their annual or semi annual performance review for employees, and I hope all of you do these!
this is especially important for new employees
this feedback should also be tied to what ever goals the 2 of you have established for the year or whatever the timeframe is
one of the most “telling” exercises, I have found, is the employee self appraisal which is a very easy 5 question exercise I ask employees to provide before we sit down to evaluate their performance (I have a template for the Employee Self Appraisal, that I am willing to share with you)
Employees want to know how they are doing! They value feedback because in the absence of it…they think everything is fine!
Next, weaving development into your organization is absolutely key to retaining your employees!
It keeps them challenged and engaged and on the cutting edge of information that is critical to your mission!
this doesn’t have to cost a lot of $$ for those of you who have a limited training budget
It could be in the form of training, coaching, mentoring, stretch assignments, rotating ees
And there are so many community and internet resources out there
And, just a quick plug for Hodges University that has a wonderful array of workshops and seminars through their Center for Nonprofit Excellence

47. Next Key Ingredient Sharing the “Secret Sauce” for…
Goals Tied Your Mission with
Line of Sight
Development Plan that the
Employee Owns
And, as I mentioned before, every employee should have goals that are tied to your mission and your organization’s goals
And every employee should have a line of sight into how their goals fit into the organizations goals and your mission
This will give them meaning to what they do on a daily basis and how they do it
And, if you sit down with your employees and develop goals together, they will have buy in
Again, these should be documented as they will serve as part of the performance review process and I have a template I am more than willing to share with you on this
Also, every employee should have a Development Plan – and I have a simple Development Plan template that I can share with you for that
This Plan should include development in their current role, what they might need to learn to advance within their career, and professional development
While my contention is that the employee owns this Development Plan, your coaching is critical to making it meaningful for them

48. Next Key Ingredient Get Them Excited! Sharing the “Secret Sauce” for…
So, if you’ve done the Attracting ingredient piece right, by hiring great candidates
And, you’ve done the development piece right, so that employees feel valued and feel that their work is valued and it matters
They will be excited, and….

49. They will be phenomenal ambassadors for your organization and your mission…..
This also is the key to unlocking creativity… they will feel vested in your organization and will come up with new and better ways to serve your clients!

50. Add 2 Cups Retaining Sharing the “Secret Sauce” for…
So, now we get to the good part, adding 2 cups of retaining…
A decade ago, the War for Talent work made a strong case for emphasizing the recruitment and retention of a organization’s A players –the top performing 20% or so.
Research at that time showed that these high performers were twice as likely as average ones to improve an organization’s overall performance.
But, what we know today, is that the impact of top talent hasn’t diminished, but what is much clearer is that with the expansion of knowledge work, an organization needs to pay attention to all of its employees.

51. Add 2 Cups Retaining Sharing the “Secret Sauce” for…
Differentiate and Affirm Your Employees
Career Pathing and What’s Next
So, I encourage all organizations with 10 or more employees to go through an exercise to differentiate their employees..

52. Differentiate and Affirm Your People
Superkeepers
“A” Players
Superior performance, inspire others, embody core competencies of the organization
3-5%
Keepers
“B” Players
Exceed expectations, help others improve performance, exhibit core competencies
20-25%
Solid Citizens
“C” Players
Meet performance expectations, enhance work of others, meet org competencies
70%
This is what a typical organization’s workforce might look like…
This is a more inclusive approach that involves thinking about the workplace as a collection of talent segments that actively create or apply knowledge.
And in many ways the Solid Citizens in an organization are just as important as the A and B players…they are your back bone!
This is an important exercise for any leader of an organization to think about….
who your most talented employees are, and what you’ll need to do to develop and retain them…and what would happen if one of them got hit by a bus
and who are your Solid Citizens? Their developmental needs and retention strategies will be different!
And who the are the weak players, what immediate remedial efforts are needed? Or, move them out of the organization and then raise the bar
So, differentiate and affirm all of your employees!
Part of affirming your employees is to figure out how they might fit into your Succession Plan, so it is important to know for all of your Superkeepers and Keepers, what it is that they could aspire to in your organization and what they need to do next as part of their Development Plan.
For Solid Citizens they too need to know what could be next for them
maybe it’s how to improve and get to a higher level of performance, and then the next job in their career progression
or, for many Solid Citizens who are content to stay in their job, it many be about how they can become team leaders, trainers, or charged with staying abreast of cutting edge developments
Developing your organization’s Succession Plan will be critical to your to your mission’s continuity
But, developing Career Plans for your employees is a key retention tool… it will give them something to work towards and make them feel they are a part of your organization’s future! It will bring them back tomorrow!
And once again, tolerating underperformers –
especially underperforming managers – after rehabilitation attempts, carries the highest price of all.
As I said before, sub par managers drive talent from organizations and block positions that could have been used as development opportunities for rising talent.
Questionable
???
Immediate remedial effort needed to move up to Solid Citizen or out of the organization 5%

53. Total Rewards and Recognition
Sharing the “Secret Sauce” for…
Add 2 Cups Retaining
Total Rewards and Recognition
Make Sure Everyone
is Embracing a
Talent Mindset
So, the last 2 ingredients for the Retaining piece of the recipe are
Total Rewards
And Embracing a Talent Mindset…..

54. Total rewards is a huge category with regard to retaining employees
And it’s not just about Compensation and the Benefits that are offered, or how much an employer contributes the cost of the benefits, if any…
It’s about work-life balance, performance and recognition, work place flexibility, and development and career opportunities. 
Each component includes programs, practices, elements and dimensions that collectively define an organization’s strategy to attract, motivate and retain employees.
The five components represent the “tool kit” from which an organization can choose to offer and align…. a value for both the organization and the employee.
The components are not mutually exclusive. A good Total rewards strategy involves the art of combining the five key elements into tailored packages designed to achieve optimal engagement. 
An effective total rewards strategy results in engaged and productive employees, who create desired organizational performance and results and, in turn, feel leaves employees satisfied in their work environment. It keeps them coming back…..

55. Everyone must embrace a talent mindset…
And, the last critical piece in retaining top talent is making sure every leader in your organization embraces a talent mindset and understands how they impact performance…
In a recent Gallup Poll, it found that half of employees are not engaged in their work, and another 20% are actively disengaged, this is incredible!
Those actively disengaged employees — who pretty much hate their jobs and the people they deal with — could actually do things to hurt your client or customer experience and wreck havoc with the success of your mission!
But, Leaders have the power to overcome this by creating a talent mind set, by making talent management (that end to end process we talked about earlier) a priority….
And, by…
Encouraging teamwork. Most people prefer to be part of a group for the social purposes. Help them work together more often by rewarding collaboration, idea-sharing and contributions to common goals.
Give them more power. Hand out assignments, give guidance and monitor the progress of employees who have proven themselves as reliable and self-reliant. Avoid interfering so they can do their best work.
Allow experimenting. Let them try new things, tweak processes and share unique ideas — without penalizing them for failures.
Set clear goals. Include front-line employees in the process of setting department and personal goals so they are fully vested in the outcome. Always let them know what they’re working toward and why it’s important to the organization, your clients and customers and their success.
Offer opportunities to learn. Provide year-round opportunities to learn so employees see that you value their talents and knowledge, and want them to grow within your organization.
BUT…..

56. …and it starts with YOU!
This whole talent mindset starts with you as the Leader, you are the role model and need to set the example!
If they see your actions, and the results…it will be obvious that they matter to you and your mission!
So, I hope this very brief overview on Attracting, Developing, and Retaining Top Talent has been helpful to you!

57. Ideas for What’s Next
I’d love to hear from you…I’d love your input and ideas
I will share any of the templates, or the BBI Guide Book
Your ideas on workshops by topic with case studies
Designed for Executive Directors and HR Directors
Sample topics:
New employee on-boarding, orientation, and assimilation
Performance management – employee evaluation, performance improvement
Development Planning, Career Pathing and Succession Management
How to create a Talent Mindset in your organization
Complete with Guidelines, forms, and suggested policies and/or procedures
Workshops for new key employees – surviving the first year of a job
Individual agency consulting around specific pain point solutions
Very quickly, here are a few ideas I have for the future…
I’d love to hear from you
If you would like to have any of the templates I’ve mentioned throughout the presentation, please give me your business card and just write down what you’d like to have and I’ll it to you.
If you have specific questions about a process, a problem, or just some advice, contact me and we’ll set up a time to talk further
And, I’d like to do some additional workshops on some specific topics that may be important to you, so let me know
The workshop for new employees, I think is especially impactful and is another one of those no cost retention tools!

58. work somewhere awesome… Thanks!
life is short.
work somewhere awesome…
Thanks!
So, I leave you with one last thought!