1. How to Attract, Hire and Retain the Highest Caliber Workforce Presented by: Leslie Askanas Askanas Human Resources Consulting

2. Overview Recognize generational differences Why people leave a job Agency culture – what is it? Where to advertise Evaluate your Senior Management team Attract and recruit the right people Know your competition Retention strategies

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4. Generational Impact on Organizations Human Resources management will become a critical success factor as organizations have to focus on: Recruitment Retention of employees of all ages Succession planning Work-life balance Career development

5. Why do we need to be aware of Generational Differences? We have four generations in the workforce at the same time with different values Need to understand key generational differences in order to both attract and retain good employees

6. The Veterans/Pre-Baby Boomers 1922 - 1946 Core Values : Self sacrifice Black and white world view Traditional Work Values : Loyalty Dependability Persistence Hard Working Authoritarian

7. Baby Boomers 1946 - 1964 Core Values: Optimist Entitlement Self-fulfillment Non-conformist Work Values: Workaholic Acceptance of stress Team-oriented Importance of title Demanding of respect and sacrifice from sub-ordinates

8. Generation X 1964 - 1982 Core Values: Comfort with technology Adaptive to change Non-traditionalism Acceptance of diversity Confidence Immediate gratification Work Values: Working within system Sacrifice personal life for advancement (although strive for balance) Insecure Desire to be recognized

9. Generation Y 1982 - Core Values : “ Street Smart ” Adaptive to change Optimistic Expect diversity Knows how to network Work Values: Independence and autonomy Challenge seeking Variety seeking Entrepreneurial Distrust of authority Continuous development of skills Lack of loyalty Work-life balance Fun

10. Why People Leave A Job 80%-90% of management leave their job for reasons NOT related to money Key Reasons The job itself Their manager The work environment Advancement opportunities

11. Why People Leave A Job-Con ’ t Culture and reputation Effective leadership

12. Why People Leave A Job (Korn/Ferry International Survey – April 2006) What could be improved to make it attractive to stay? Empowering employees to make decisions42% Creative advancement and career development opportunities (for middle management make tiers)32% Better work-life quality16% More attractive compensation packages 6%

13. Create Value Align People Processes Enlighten Leadership Develop Excellent Managers Establish a Culture of Excellence

14. Agency Culture – What is it? Personality of the agency Expressed in the architecture, interior, design of office, what people wear to work, and how people communicate It is how titles are utilized Culture is shaped by the agency ’ s leaders and senior managers

15. Employee Needs Within the Corporate Culture The need for trust The need to feel competent

16. Indicators of Culture Whether conflict is addressed directly, indirectly, or ignored Training, continuing education, and skills development programs available to workers How much and how often senior managers interact with employees How information is shared – in writing, in person, electronically, by phone, or during meetings

17. How do you Assess your Current Culture Answer the following questions What 5 words describe your agency? Who gets promoted? What behaviors are rewarded? Who fits in and who doesn ’ t?

18. Evaluate Your Senior Management Team Does management pay attention to and reward the strongest employee ’ s? Does management know the talent within your organization? Are your managers managing everyone the same way?

19. Evaluate Your Senior Management Team Con ’ t Questions to consider: Does management promote or discourage innovation and risk taking? Does management reward employees for coming up with new ideas and challenging old ways of doing things or punish them? Do nonconformists fit in or do they get pushed out? Is change normal in your agency or do managers protect the status quo?

20. Advertisement In-house career site Employee referral Internet recruitment Professional networks Professional nonprofit recruiters Newspapers – Least effective

21. Attract and Recruit the Right People Pitch your mission Discuss the culture in your agency Know your benefits Look for qualifications and potential Research the going rate Go the extra mile Ask the right questions

22. Know Your Competition What does your competition offer that you don ’ t? What do you offer that your competition doesn ’ t? Flexibility Training – Professional development

23. What Sets your Agency Apart from the Competition Work environment Training – Professional Development Know your benefit package What involvement does your agency have in the community?

24. What Most Candidates Are Looking For Opportunity to help people Benefit package Challenging work Learning new skills Opportunity for advancement Motivated by public and personal recognition Competitive Salary

25. Create a Formal On-Boarding Process Start retaining from day one – first impressions count Clear job descriptions What are the objectives of the job? How do the objectives relate to the goals of the organization? Conduct post interviews

26. Retention Strategies Positive (friendly) work environment Involve in plans and decisions Solicit their ideas and opinions Create opportunities for employees to learn and grow Actively listen to employees concerns Share information promptly, openly and clearly Include management in decision making

27. Retention Strategies Con ’ t Celebrate successes and milestones reached Praise publicly and in private Reward outstanding performance Make job as challenging as possible and ensure staff have tools to do their job Communication

28. Retention Strategies Con ’ t Reward/Compensate Offer a competitive benefits package Link pay to performance Consider non-cash awards and incentives Promote from within if possible

29. Conclusion Remember that most people who work in the nonprofit sector do so to make a difference. Take the time to remind your employees what they are working so hard to achieve and thank them, on a regular basis, for their contributions to realizing that goal.