Blau rifai, hr forum
•
0 likes•477 views
1. The document discusses recruitment and retention (R&R) strategies, focusing on developing relationships with potential and current talent through the entire employment cycle. 2. A key aspect of an effective R&R strategy is understanding and aligning with organizational culture, as talent is more likely to stay if they fit the culture. 3. Common pitfalls that R&R strategies should avoid include reacting to short-term pressures instead of long-term planning, lack of resources and support, and not integrating R&R with business strategy. The new model proposed focuses on transparency, relationships, and ongoing measurement of R&R success.
Blau rifai, hr forum
- 1. Recruitment & Retention Strategies By Manel Blau Rifai, Ph. D CEO, The Executive
- 2. Strategy works best when the future is seen as being right in front of you and the present is looked at from a distance.
- 3. 1. R&R Framework & Flow 2. Organizational Culture in the Heart of R&R 3. Pitfalls and How to Create an Efficient R&R Model?
- 5. Relating Pre recruitment process for identifying key talent and establishing relationships; postemployment process for maintaining relationships
- 6. Recruiting Talent Acquisition Process
- 7. Retaining Processes Designed to Extend the Talent Engagement Cycle
- 8. The Building and Maintaining of Pre and Post Employment Relationships to Create “Just in Time” Talent Reserves instead of “Just in Case” Talent Inventories (The Concept of Talent Strategy Initiatives)
- 9. The Logic of Talent Relationship Management (TRM) is that Recruiting Involves: Relationships With People Who Are More Like Customers Than Mere Candidates
- 10. The Process of Developing Talent Relationships Forces Hiring Managers: 1. to Develop a more Outward Looking View; 2. Stay on Top of Cutting Edge Trends; 3. Build their Company’s Image; 4. and Learn the Latest Trends, Products, Employee, and Customer Expectations.
- 11. Patterns of Talent Recruited are NOT the Same For Talent Retained.
- 12. Marshall Research (The Psychology of Small Group Integrity)
- 13. Objective Factors May well Help (e.g. Compensation Programs, Career Paths, Job Content, Training Efforts, etc) Ford Motors
- 14. However, as Failure to Retain Happens usually the First Six Months… Retention At All Costs Approach Can Also Contradict Business Strategy Objectives .
- 15. All Turn Over is Not Damaging Turn Over. Thus… Retention Should Be Clearly in The Heart of a Comprehensive Talent Strategy Plan.
- 16. Retention Initiatives must take into Account the Logic of the Talent Marketplace where the Market, NOT the Employer, will more often have a Disproportionate Impact on Employee Turnover.
- 17. Why Talent Leaves, is at Least as Complicated as why Talent Joins. The Answer: Involves the Economy, the Industry, the Company, the Job, and the Individual. Some Turnover is Desirable, while Some is Not; Some Turnover Can Be Controlled, and Some Cannot. Retention Initiatives Must Consider these Variables, Anticipate Outcomes, React But NOT Overreact.
- 18. Turnover is an Inevitable Part of Talent Flow You Want Loyalty.....? Get a Dog!
- 19. Turnover Cannot Be Stopped, YET It Can Be Channeled Into a Balance of Desired Retention and Acceptable Turn Over, and Take Into Account Factors that Influence Retention:
- 20. 1. Economy and Industry
- 21. 2. Demographics Younger Workforce vs. Older Workforce
- 22. 3. Company Image
- 23. 4. Recruiting, Selection & Deployment (Quality and Rigor of Talent Flow Processes)
- 24. 5. Leadership Employees Join a Company BUT Leave Managers!!!
- 25. 6. Learning & Development
- 26. 7. Reward & Recognition
- 27. 8. Career Advancement, Particularly for Younger Generation
- 28. 9. Job Security Particularly for Older Talent
- 29. Fact The People You Wish Would Stay Are The Ones Most Likely To Leave People leave their company when the cost of staying exceeds the rewards of leaving. Thus…
- 30. Key Points: 1. Have Formal Employee Retention Plans 2. Rigorous Competency Based Selection Model to Minimize Bad Hiring Actions, and When Possible Include Competitive Packages 3. Combined With The Small Group Integrity Psychology
- 31. There is NOT a One Size Fits All Solutions
- 32. At The Organizational Level, Having a Good, Clear Communicated Business Strategy, Which People Understand and buy in on Seems to Be a Strong Retention Tool, Along With Talent Strategies that Foster Group Integrity.
- 33. R&R Strategies Are About Innovative Decisions & Implementation
- 34. R&R Strategies Are also About Who You Are and What You Represent (Your Organizational Culture)
- 35. Organizational Culture (OC) in the Heart of R&R.
- 36. We first must Understand Different OCs:
- 37. 1. Humanistic/Helpful Organizations Managed in a Participative and Person Centered Way
- 38. 2. Affiliative Placing High Priority on Constructive Relationships
- 39. 3. Conventional/Conservative Traditional and bureaucratically Controlled Organizations
- 40. 4. Dependant Hierarchical and Non Participative
- 41. 5. Avoidant Organizations that Fail to reward Success but Punish Failure
- 42. 6. Oppositional Confrontation prevails and Negativism Rewarded
- 43. 7. Power Organizations Structured on the Basis of Authority
- 44. 8. Competitive Winning is Valued and High Performance Required
- 45. 9. Competence/Perfectionist Persistence, Perfectionism and hard Work Are Valued
- 46. 10. Achievement Value Employees that set Challenging But Realistic Goals
- 47. 11. Self Actualization Creativity, Quality Over Quantity, Task Accomplishment and Personal Growth Are Valued
- 48. Hire and Retain Talent that Would Fit With Your Specific OC, Through Rigorous Professional Personality Based Screening
- 49. Once Talent Fits with OC, an Immediate Climate of Trust & Motivation Takes Place, Followed By Ongoing Communication and Progress Measurement through Scorecards, etc..
- 50. Pitfalls & How to Create an Efficient R&R Model?
- 51. 1. Following Market Urgencies
- 52. 2. Focus on Cost vs. Quality
- 53. 3. Little Creative Edge
- 54. 4. Quick-Fix Solutions vs. Long-Term Solutions
- 55. 5. Little Strategic/HR Planning and Management Support
- 56. 6. New International Players Coming Into the Region and Revamping Old Standards
- 57. 7. Weak Understanding of R&R as a driving Strategy
- 58. 8. Challenge in Identifying R&R as Key Driver to Business Success
- 59. 9. Lack of Resources Necessary for R&R
- 60. 10. Organizational Changes (Mergers, Acquisitions, etc…) which are poorly Planned and Managed
- 61. 11. Lack of Relevant Skills within HR Department to Fully Implement R&R
- 62. 12. Little Formal Recruitment Strategy – Hires are Often ‘Panic Buys'
- 63. 13. Little Co-Ordination or Sharing of Business Information or Best Practices
- 64. 14. Large Degree of Misinterpretation of Requirements
- 65. 15. Poor Pre Selection Made by Agencies, Due to Shortages in Understanding The Client’s OC
- 66. 16. No Real Follow Up With Recruited Talent
- 67. 17. Lack of Relationship Management Skills
- 68. 18. Little or Absence of a real Induction and Post Induction Program’s Strategy
- 69. 19. Confusing and Unclear Recruitment Processes that Inevitably Lead to Poor Retention Strategy
- 70. 20. Lack of Creative Development Plan, Focusing on Competitive Rewards Relevant to the Here and Now…
- 71. It is time to Shift the Existing Paradigm It is Time for … A New R&R Model
- 74. 3. Ensuring a Good Relationship Between Employees and their Supervisors (People Leave Their Managers)
- 75. 4. Regularly checking, the morale and motivation of Employees, beyond Performance Appraisal Sessions
- 76. 5. Adding Value..Through Increased Intellectual/ Creative Capital Targeting High Potential Talent
- 77. 6. Projecting and Implementing An Image of Excellence in Everything We Do
- 78. 7. Having Your Own Signature That Differentiates You From Others… This Signature has the Flavor of Your OC
- 79. 8. Aligning R&R Strategies With Top Management Business Strategy
- 80. 9. Ensuring “We are On The Same Page” Question is duly Satisfied Before Going Ahead With the Hiring
- 81. 10. Ongoing R&R Success Measurement: Through Score Cards, Feed Back, Rumors, Sensing How The Company is Evaluated by People, Creating the Required Competitive Edge In Terms of Cost Saving, Profits, etc
- 82. 11. Effective Succession Planning Within Acceptable Turnover Dynamics
- 83. 12. Good Cross Functional Working Relationships & Development, Based on Trust and Effective Communications
- 84. FINAL NOTES With a Real Will & Commitment to Implement Efficient R&R Strategies, We Will Manage to Shift The Existing Paradigm and Create Controllable Environment Where We Can Forecast and Manage Regional Talent Flow Dynamics .
- 85. Understanding OC, Small Group Integrity Patterns, Offering Competitive Packages, Along With Applying Ongoing Success Measurement, May Well Be The Start to Managing a More Stable and Fair “War of Talent”