Stanford ideate
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The document contains questions from an employer who is baffled by high turnover of new hires at their company. It asks about the hiring and onboarding process, expectations set for new employees, support provided during the first 6 months, reasons employees often leave, and whether incentives could help with retention. The employer is looking for specific details on how they can improve hiring, orientation, and supporting new hires so they are more likely to stay with the company long-term.
Stanford ideate
- 1. BAFFLED EMPLOYER Diffences between being the CEO of a big company and the CEO-Owner of a smaller one Describe most important tasks in your previous job Tell with some detail de processes of hiring and retention of two recent hires who have left the company. Did you hire and retain in your previous job? Write with some detail the hiring process ( i.e advertise the post, receive c.vs., shift them,, etc). When you start the personal contacts or interviews with prospective new hires describe how is the first encounter. Choice of venue: consider neutral place. Choice of venue: consider interview meeting in an attractive unexpected place Information of the Say has a high level of emotional intelligence. Could you please be more specific? Does your emotional intelligence cover selection and retention of new hires?. Be specific Check how competitors manage the processes of hiring and retaining Take a specific programme on how to hire and retain Describe de process of how rookies leave the company.( time elapsed since hiring, jobs taken, performance ( taking into account they are new in the job). Is there a farewell interview? Expectations offered during hiring are they fulfilled when new hires start working in the company? Compare benefits of Company with those announced by other companies
- 2. BAFFLED EMPLOYER Find out how several colleges and universities advertise job offers Find out how colleges and universities advertise the company卒s job offers Do curricula include training on what to expect when taking up the first job? Do education centres show preferences for certain companies in respect to others? How employer and relevant academic authority relate Does academic authority really know how the Company operates and its policies in respect to hiring and promoting? Has CEO actually met and get to know more than superficially both curricular activities and professors of selected colleges and universities? Are there available statistics of drop outs ( in the 12 months after hiring) in similar companies? The company carries out its own inquiry on this subject including a detailed itinerary of new hires. What available literature says about expectations of newly graduated students and what they look or expect from their jobs. Describe amenities and services available in the are where the Company is located. Specially describe housing availability and rents as a proportion of entry salary. Has the Company sunken costs that preclude or makes not viable changing locations? Why CEO chose current location in the first place? Are there hidden or not evident or sufficiently known advantages of living and working in the Company area? Does the Company do farewell interviews to know in depth causes for leaving ?
- 3. BAFFLED EMPLOYER The culture of the Company is clear and can be and is sufficiently explained to new hires Are there written guidelines as to how to receive new hires? Describe the reception process of new hires. Has the Company seasoned mentors to accompany new hires during the first 6 months? How CEO checks that guidelines and policies are followed. CEO delegates reception and first months of work following in employees who are technically superior but ignores personal and emotional skills. What would happen if CEO assumed a more direct role in acompanying new hires Was there a time in the development of the Company in which the drop out rate was much lower than the current one? What has happened in/ to the Company between that time and the current one? Can some sort of agreement be arrived at among Companies in the area to reflect and eventually limit leaking of new hires. Is poaching employees a generalised practice among Companies in the area or in the same industry? Can there be a part of the payroll sabotaging new hires?. If yes, for what reasons? As costs of training new hires are high an frequently lost due to drop-outs, can the Company offer incentives to new hires who consolidate their jobs in the Company? What would be the nature of these incentives? What is the nature of most incentives in the Company?