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Doing so can help organizations better adapt to dynamic, changing work environments. Who are the people you need? Are you willing to be flexible and possibly change the way you manage people to attract and accommodate these employees? This is how to recruit and retain high talent performers. If you put these systems in place now, your organization will be able to attract, recruit, hire, and retain top talent now.

And will be in a much better position in the future when the war for talent really heats up. Fall can be a refreshing time for HR managers. Skeleton crews in the office and sand in the laptops are a thing of the past. In September, employees are back from vacation, ready for work, and primed to tackle that next project. Or are they? September is also the most popular time to revive a job search. Summer is a slow time for looking for work because employees are distracted with vacations, sunburns, and lazy beach reads.

When autumn hits, so does reality. You may have retention strategies in place, but are they enough to keep your top employees? The first step in making sure you keep your MVPs is to identify them. Who are your high potentials? Which people are crucial to the organization? Who are the up and coming stars of the organization? The next step is to assess the threat of losing your best and brightest. On a scale of 1 to 10 what is the risk of each person leaving?

Be sure to consider both professional and personal issues. On the personal side, do the high potentials have family issues that may make them more prone to leaving, such as a spouse out of a job or an elderly parent they must care for? In addition to looking at personal reasons, it is also important to consider job-related issues. What are the professional hot buttons for each high potential? In some cases, employees may tell you they are unhappy or ready for a change.

Other times, you might need to anticipate. Employees can become restless if their jobs grow stale, they go too long without a promotion or raise, they get passed over for projects, or they have a big project come to closure perfect time to move on. Turnover is inevitable, but you need to work to retain your top employees. Conduct an analysis of your people and what it would mean to your organization if you lost them. Who is critical?

What would it mean if the VP of operations left? It could have less of an impact than if the head of IT or sales did. For each person, determine the cost of departure, including the impact on projects, delays, and finding a replacement. One-size-fits all fixes rarely work. Next, it is time to make the approach. Start with the most critical people first.

Be sure to have an action plan as you make contact. In some cases, just being identified as a high potential can foster loyalty and engagement. Let high potentials know what the organization has in store for them with as much detail as possible. What development opportunities are available? Most will want some type of development activity; something that will make them more skilled, knowledgeable, and marketable. It may involve a promotion or change in job title. Others may need access to an employee assistance program, or help with a personal issue they have. Money is not the most important factor in these discussions, but it has to be there.

Employees need to see that the organization is willing to invest in them. Other retention strategies may involve choice assignments, a remote assignment, or exposure to the leadership team. One disastrous mistake HR managers often make is comparing top employees to others.

Do not hold them to the same internally-created policies shackles other employees follow. You are telling them they are special, so they should be treated that way. The employee handbook may prohibit promotions before six months on the job, but make the exception.

Egalitarian practices will make them leave. Encourage leadership to share the responsibility and rewards of grooming high potentials by taking a more holistic, organizational approach to development. Of course, if managers are willing to share people, they must not be punished by being left short staffed. Employees who slip up may lose their high status. Also make sure the retention initiatives are still appropriate as their needs evolve.

Tailoring your retention strategies to keep your top employees will benefit the organization and ensure that employees stay happy and stay put. I have been in my current position for the past year and a half and I want to look for a new job. I accepted this job when I finished business school, but this business unit was sold and my long term prospects have changed. While I was attending school, I held two positions over the last 8 month of This has created a lot of questions from both hiring managers and recruiters. What's the best way to address these short stints on a resume?

Make sure your resume shows you at your best and highlights all of your positive work experience; minimize potential obstacles through the use of effective formatting and data that is most often not suggested in resume writing books. Include a description of the experience you bring to the target roles you are looking for, followed by strong attributes you bring; ex. The next section should highlight your education as this is your most recent professional accomplishment.

Your current role should look great on your resume. You will have the start date month and year which hopefully is the same month, or month following your completion of business school. The date will end with through present , which will show as moving toward two years; another good sign. On the line below the company name or at the end of the job description; explain, "ABC company sold business unit to XYZ company," with the date. Most hiring managers look at corporate major changes and understand that employees may want to make career changes based on that change in the business and the subsequent heir future.

Often while people are attending school they do take jobs they are not as committed to as they would be in a full time professional situation. Resume formatting may help set the tone for managers to ask questions looking to confirm easily understood reasons for changing jobs. There may also be reasons to eliminate those short jobs from your resume, and only you can determine the risks you face. A hundred years ago, when company leaders discussed workforce planning, the talk centered around the production line: how to cover breaks, meals, and sick days.

And all of these years later, people power is still the key to ensuring that the goods or services are delivered on time, on target, and on budget. Company leaders must analyze what the company currently has for skills and expertise, compare that to what the needs will be, and then devise a strategy to fill in the gaps. The first step is identifying the right need. Where is the company today?

20 innovative recruitment and HR bloggers you should be following in 12222

Where will it be in one year, five years, ten years? What are the skills and expertise the organization will need to reach those goals? Next, the leadership team needs to identify the right people. Who possesses the skills the company needs? Are they currently in-house? Can the organization employ grow-our-own strategies to develop the necessary expertise within their current employee base? Or can these people only be found outside the company? The organization may have a cache of highly trained experts today, but the jobs they are needed for may be years away.

How do you retain those people? Should you?

On Staffing: Advice and Perspectives from HR Leaders

How many HR professionals have gotten the call from a department head stating the need for 60 sales, tech, administrative people STAT? While most company leaders know that people are central to the success of any business effort, senior management often treats workforce needs as an afterthought. Those initial strategy meetings to launch a new business line or product often involve research and development, IT, equipment needs, and market research. Yet, at the same time that organizations are putting in their purchase orders for 25 custom-built computers for this project, they should also be considering the staffing implications.

How many additional sales, marketing, or back office people will be needed to launch this initiative successfully? What technical expertise will they need? Do we have this expertise in-house now, and if not, where are we going to look? Not doing so can cause a breakdown in the proverbial production line, causing delays, costs to skyrocket, and even a failed initiative.

Table of Contents: On staffing :

People with sought-after expertise are harder to find as demand for particular skill sets increase, and organizations may have to interview people to fill 10 key roles. With adequate time and support, HR professionals may also be able to develop current employees to help the organization fill their needs with their existing workforce. While this requires time and planning, it can significantly cut costs.

Too often, we see organizations hiring in one sector, while conducting lay-offs in another. Retention is just as important a piece of the workforce planning puzzle. Sure, recruitment is important to building a workforce, but valuable employees should be compensated, recognized, and rewarded so they feel valued and maintain their commitment to the organization. Business has changed immensely over the past century, with technology transforming they way we do business. When we talk today about a production line, it may be more figurative, but the need for people to cover the gaps is still a vital part of any business model.

Ironically, even those companies that choose not to actively pursue an employer brand get branded anyway. Which is why most organizations choose to take control of the branding message. It makes sense for organizations to take advantage of steering their employer brand. Companies with strong brands have more successful retention and recruitment programs and less turnover.

They also have better engagement and productivity. By taking charge of the branding, company leaders can cultivate the messages they want to put forth about their culture, best practices, and opportunities for employees. In developing a brand, company leaders cannot just put together a wish list of what they want to be, the brand has to be a reflection of reality. For example, if an organization touts itself as family-friendly, it cannot schedule weekly mandatory staff meetings at pm or have a strict anti-telecommuting policy.

If a company prides itself on its management training, that must translate to a better manager experience for employees think communication, transparency, and partnership. There are two main reasons why uniformity is imperative. The Internet and social media allow employees to post virtually anything about their workplace; information that prospects can easily access. In fact, a judge in California recently ruled that disparaging comments made online by employees against their employers are protected under the law.

This provides even more incentive for employers to practice what they preach! The second reason, and perhaps more important, is that promoting an employer brand that is inconsistent with the employee experience negates the benefits of the brand. Morale will take a hit, employees will become less engaged, and they may even start looking elsewhere for work. In this still recovering economy where every hire counts, most organizations cannot afford high turnover.

As hiring picks up, it will be more important than ever to recruit the best people for the job, and to retain them. Only companies whose brand is consistent with the employee experience will be able to close the deal with the most sought-after candidates. Like many other business initiatives, employer branding must start at the leadership level and continue throughout the company. How are employees treated? Is that consistent in every department?

Many companies have Employee Referral Programs. What better way to recruit new hires than through the people who already work at the company? How does your organization treat those prospects who are filtered through the ERP? Are they given special treatment frequent communication and expedited interviews or thrown into the mix? Of course, ensuring a consistent employer brand starts with employees. How do employees experience the culture? Why do they think the organization is a good place to work?

What would they tell their friends or new employees about the organization? What is the reason they choose to work there? What is their favorite perk? What would they change? Determining the answers to these questions will guide company leaders to forming an authentic employer brand. A strong brand can boost productivity, engagement, loyalty, and retention.

Of course, a brand is only effective if it is genuine. Consistency is vital to promoting an employer brand, and aligning the brand with the employee experience is the key to ensuring success. A handful of years ago, only the most cutting-edge companies even had a dedicated position for social media. Since then, the use of social media has spread lightening fast to marketing, sales, and customer service departments.

Today, it has infiltrated every aspect of business. Often this has meant regulating the use of social media applications like Facebook among employees or attempting to define the proper protocol for using social media at work. More importantly, by keeping employees from utilizing social media for business, company leaders may be putting their organization at an extreme disadvantage.

While it is one thing to understand that social media is here to stay, it is another to fully embrace the technology. That may involve hiring people to the HR or leadership team who make you uncomfortable. For most HR professionals, social media is making its greatest mark by transforming recruitment and hiring.

No longer do HR managers sort through piles of resumes to find an employee. One company started a job search by looking at people who liked their organization on Facebook. The candidates already liked the company, so what better people to have as employees? In the past, these people were difficult to locate, but social media allows HR managers to examine the needs within their organizations and find these perfect candidates online.

They can search profiles, network, and make connections with people, and persuade them to take a new post. Social media, however, is not just changing how HR professionals communicate with job seekers and employees, but also how employees communicate with each other, clients, prospective job seekers, and the outside world.

Of course, what we communicate is just as important as how we do it. If you have something to say, it better be in characters or less! We are moving toward a world of fast exchange of ideas, shorter attention spans, and an expectation of a more frequent stream of information. At the very least, every department and team should have one person who understands how social media works and how they can harness it to improve their business line.

Ideally, organizations will be encouraging employees to embrace their inner Mad Men and women. Social media allows every employee to take part in networking, recruiting, marketing, publicity, sales, community relations, and customer service. Establishing your employees as social media experts establishes your organization as being ahead of the curve, builds your brand, positions your organization as a modern, competitive company, and lends credence and clout to the organization.

Lines of Business

HR professionals can help to create an organization full of social media mavens in a variety of ways. First, you must embrace it. You can also serve as a champion for the social media cause for leadership. If your leadership team is perplexed by Pinterest, flummoxed by Facebook and laissez faire about LinkedIn, help them to see the importance of social media from a business perspective. HR professionals can also help employees by providing the tools, education, and guidance they need to become experts at the technology. Messaging becomes vitally important when working through social media.

Messages need to be succinct, but they also need to be consistent across platforms, with web sites matching blogs, tweets, and LinkedIn profiles. Social media has quickly emerged as a driving force in business, not just in recruitment, but across business lines. HR professionals can be at the leading edge within the organization to create a united social media front and a team of social media experts. Singapore, Sydney, or Stockholm? Most American companies with a global presence have offices worldwide. But to take advantage of this international status, organizations cannot just have a location; they must also have global experts at the leadership level.

Company leaders at these American based companies must have a strong working knowledge of the business practices, culture, customs, languages, and laws of the cities in which they have offices. It requires a total immersion, with assignments lasting at the very least, three years.

This practice fell out of favor in the 80s and 90s as American workers railed against displacing their families for years at time for their job. Today, it is virtually impossible for global companies to stay competitive without their top executives having had at least one international post. These stints are a necessity. Technology can connect us with the other side of the world instantly, but viewing life through a screen is not a substitute for real life experience.

Employees then return to the US with invaluable knowledge about the culture and operations of key business sites. This can be a valuable recruitment and retention tool. The earlier employees know that oversees posts are a must, the better. It can ease fear and garner excitement. Instead of positioning these jobs as something to dread, organizations and in turn, employees can consider them posts of honor.

Employees can better manage their personal lives when they have an understanding of the timing, location, and length of their assignment. Help them sell their homes, ship their things, find schools, housing, and job leads for spouses if it is legal for them to work in the new location.

Also give them a taste of the culture by providing literature or web sites with information about the location, local food and customs, music, and assistance learning at least the basics of the language. Share success stories of company leaders who have taken these positions in the past and are now enjoying a stellar career stateside. If there is an expatriate community in the distant city, make sure to make introductions. These groups can be an important support network for employees and their families once they make the move.

Make sure to consider the entire family in the move, not just the employee. Supporting the spouse and children is paramount to success. Share information with the spouse as well culture, jobs, schools, entertainment and connect the spouse with other partners of employees in the city. They may not have a handle on the housing market or changes in the company. Make sure the re-entry process is handled with as much detail and care as the first leg of the trip. Otherwise, employees could take their international expertise elsewhere.

Once employees are back, it is also important to take advantage of their global experience. Global assignments are once again becoming a necessity for international companies. By making these posts public and attractive at the company, supporting employees throughout planning and relocation process, and taking advantage of employees global expertise, companies can keep a global competitive edge. Company leaders and HR professionals often lament the high cost of coaching. Sure, targeted, one-on-one coaching at the executive level is worth the price tag.

But what about at other levels in the organization? Many leaders hesitate to use this type of coaching for middle managers, questioning whether there is a sufficient return on the investment. Fortunately, there are alternative coaching practices that organizations can implement at multiple levels within the company that provide similar results with a drastically reduced cost.

Organizations must develop managers as coaches, with the skills talents and finesse to consistently deliver useful feedback. The regular and documented use of feedback can drastically curtail coaching costs at the manager level. However, many organizations struggle with developing managers who have the capability and stomach to provide practical feedback that helps both the individual and the company.

There are many reasons why managers avoid giving honest feedback. Providing candid observations can be, well, uncomfortable, and managers may feel anxious about sharing constructive feedback with employees. They may not know exactly how to address problem areas or may not have ideas for improving performance. Managers may also shy away from providing feedback to maintain harmony. They may also genuinely like a person and not want to hurt feelings, or they may be afraid it will affect their employees financially if negative feedback appears in their performance review.

In these cases, managers ignore the red flags in employee performance and hope it goes away on its own. Regrettably, most of the time, these problems just fester and grow. In fact, it prolongs and perpetuates the problem. Often, the issue goes on so long that the person get frustrated. He or she is continually passed over for promotions and never comprehends the reason why.

Or the person may be promoted and those that he or she works with have to bear the brunt of the management or work style flaw. The issue often comes to a head later on, and the individual is faced with an ultimatum: fix your problem or leave. Typically, the person has grown accustomed to working in a particular way without knowing it was a problem , and finds it more difficult to change. At this late stage, the need for costly coaching becomes more likely and still the chances of success are slim. The costs to the organization can be more than just that of coaching, however.

Providing constructive feedback to all employees addresses issues as they occur. It is similar to fixing a dripping pipe as soon as you identify the leak. Organizations without a procedure for constructive, documented feedback can look like a system of pipes with multiple leaks. It should be documented in performance reviews, along with successes.

This way it can serve as a base point for improvements and interventions. If opportunities are identified, employees can then begin to work on them. Make it developmental vs. Managers need to understand the value of feedback and practical strategies for providing it in an effective manner. This practice not only reduces the cost of coaching in the future, but it also makes giving and getting feedback an integral part of the company culture. This can take the fear out of annual performance reviews because frequent communication leaves employees knowing what to expect. What does feedback cost?

Possibly some initial anxiety on the part of the manager, but the payoff can be huge. Developing managers to become coaches and provide feedback to employees can maintain the use of coaching for development al issues within the organization, improve individual performance, and benefit the company as a whole. Company insiders are those in the know.

They have the pulse of the organization, know who to call on to solve every conceivable problem, have the ear of leadership, and understand how to get things done in the organization. Insiders are invaluable. The trick for HR professionals is to speed up the transition from new hire to insider. This is where onboarding comes in. At many organizations, the onboarding process is little more than a new employee orientation. However, by taking such a bare bones approach to welcoming and indoctrinating new employees to the company, HR leaders are all but ensuring that new employees will falter and ultimately fail.

Statistics show that the more senior the role, the less chance for success for new hires. Too many resources are poured into finding and hiring the right executive for an open position. Yet, too often, organizations invest heavily in the hiring process only to bumble the next step. Onboarding should not just be for executives though.

This process should occur for key positions throughout the organization to smooth the transition from new to knowledgeable. The goal of onboarding is the ensure the success of the person in the role. This process is more involved than software training and benefits review. It relies on culture and connections. The person must have a strong understanding of the company culture and have established relationships with people who will be invested in his or her success. Is it competitive or cooperative?

Emails or phone calls? What is rewarded? What is the important history? What are the obstacles to success? What is the hidden agenda? What are the landmines that should be avoided at all costs? Of course, the only way a new employee could gather the answers to these questions is through relationships with current employees. A good assistant is a must, to help the person avoid the common newbie pitfalls. However, this is just a first step. Fresh hires should have two or three other allies within the organization from different parts of the company. Through these relationships, a new person can glean a better understanding of the mechanics of the company, assimilate to a new way of working more quickly, and avoid the frustration of figuring it out along the way.

At some organizations there is a financial incentive. Mentors are rewarded if the new employee survives and thrives. A monetary incentive is not the only way to get employees to become champions. It may just be a matter of assigning value and time to the task. If being an onboarding advocate is an important position in the company, many employees will want to take part.

Of course, these employees must be given the time to do it right. Communication can also be useful. Some HR people may consider this type of onboarding practice to be a drastic step. The answer is, it can be. It is about feeding vital information to new employees to ensure that they become familiar with the workplace, and work customs so that they can be successful. Will the information help or hinder that success? Giving new employees are true, realistic view of the company and culture up front, and partners to help navigate those tricky first few months, will lead to less frustration for the individual and better retention for the organization.

All aboard for onboarding! Maybe they expect instant results lose 10 pounds in 24 hours! The most successful people are those who take a longer-term view; they look at the big picture instead of instant gratification. This same philosophy should be adopted for business goals. Developing the next generation of leaders cannot happen overnight. HR professionals need to look at implementing a long-term strategy to grow and develop the leaders of the future.

Many HR professionals and company leaders approach leadership development with too much short-sightedness. They often zero in on their people. Who do we have? Who is missing? Where can we find people to fill in the gap? While their instincts are correct that people are a vital part of the process, they may be jumping the gun. Before they decide who they will need, company leaders should first determine what they will need.

The first questions HR professionals should ask when looking to develop leaders should focus on the business. What will our organization look like in two years, five years, or in a decade? How will our business strategy evolve? Will the organization be going public? Working on an acquisition? Developing a new business line? Once leaders have a vision of what the company will look like, they can develop a vision for their leaders. When executives know their direction, they can shift the focus to locating the skills, qualifications, and experience of the people who will get them there.

For example, an organization that is looking to go public soon may need a leader who is entrepreneurial, dynamic, and charismatic. It often falls upon the HR professional to deliver less-than-popular messages to the leadership team about staffing and development. The Golden Boy or Girl who led the company to where it is today may become a liability for future growth. As HR professionals look forward, they should keep the qualifications of their future leaders in mind as they fill department head and manager positions.

HR may want to consider developing leadership benchmarks to guide hiring and development. Who are the high potentials? What are the developmental needs necessary to meet objectives? How can the future stars flex their leadership muscles? Succession plans only work if there are back-up players to pick up the slack if a leader leaves. Development strategies should encompass a group of people. Approaches to development can range from targeted training to stretch assignments to lateral transfers.

For example, some global companies require leaders to accept an overseas position on a short-term basis to gain some international perspective and experience. Development strategies should be focused and individualized to cultivate the type of leaders that will advance the business. Typically, future leader identification is shrouded in secrecy. Employees can also weigh in on what they want for their careers and from the organization so that a shared vision can develop and a mutually-beneficial arrangement can be reached.

Transparency in the process can better serve the organization and the individual. Developing the next generation of leaders should start with a thorough examination of what the organization will look like in the future. Approaching leadership development with a long-term, thoughtful, and well-communicated plan, organizations can identify and develop their people for future success.

This is a resolution worth pursuing! Makeovers are becoming a cultural phenomenon. Television, magazines, and blogs often showcase extreme transformations of people, houses, relationships, and even pets! By building better managers you can bring extreme positive change to your company. Make sure you let managers know what effective communication looks like. Managers must be direct, clear, and articulate. Employees appreciate any information offered because it helps to guide their work.

They want to know the plan, the strategy, and the rationale behind decisions. When in doubt, communicate! Another important piece of communication that many of us often overlook is that it is not all talk, but listening too. Heard employees are also happier employees. In general, recognition is underplayed in most organizations. Of course, the thanks must be sincere and deserved or else it loses its value.

Give managers ideas for expanding their recognition-providing efforts. Managers should look for other creative ways to recognize employees, including small groups, newsletters, and management meetings. They will accomplish tasks and reach goals, but only if those goals are clear. Setting expectations is not just a one-time gig.

Managers should check in periodically to make sure milestones are being met and employees are on track. They need to be able to get work done utilizing other people. The rest can be delegated. The opportunity to interact with an experienced instructor in person often provides the highest learning potential. Questions can be answered on the spot, and workshops and in person exercises give you an opportunity to network and learn from your peers. Online — Online class offerings help you save on the expenses and mental overhead of commuting and provide a lot more flexibility for attendance.

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I can't imagine doing without your services. And your reps and employees are the best - professional, knowledgeable, responsive, and reliable. You all do a great job. I always get a quick response, or return call from whoever it is. Very informed personnel who know their stuff. I could not do my job without the partnership of Employers Council. I truly value the access I have to good information and intelligent staff there. Thank you for all you do! Read preview. Synopsis As HR leaders know, successful staffing is about much more than just hiring qualified people.

Its about hiring the right qualified peopleand keeping them. To help you do that, On Staffing covers the new and innovative business initiatives managers from leading companies are using to assess the potential of people and place them in positions in which they can maximize that potential. It analyzes the practices that work, offers strategies for dealing with rapidly changing business and hiring environments, and helps HR leaders prepare for the changes and challenges to come.

Excerpt The editors and contributors of this book consider the job of staffing— finding and developing the talent needed to deliver the highest-quality products and services—to be one of the most important and critical roles in any organization. Read preview Overview. International Productivity Monitor, No. Corinthian order The Columbia Encyclopedia, 6th ed.

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