NotionPath 10 step approach
The number one challenge for employers today is to recruit and retain top talent. The news around the country is clear – employers will face shortages of top talent.
Let’s face it, candidates are in the driver’s seat today. They have choices and want and expect more from their employer. It’s not a one-way street – quality team members make the difference in today’s competitive business world. Generally, people are the most expensive resource but we often give more business planning to capital investments, new business development efforts, and strategic planning.
- Is your HR Manager part of the Strategic Planning Process?
- Does leadership talk about Culture at your workplace?
- Do you have tools to help evaluate candidates other than managers gut feeling?
- Do you have an Employer Branding strategy?
- Do your employees and managers value your Employee Review process?
If you answered no to these questions then keep reading.
The first step in moving forward is to understand the challenge. The process. What are areas that drive results? Measurable results! Matter of fact, many of these process measurements would be leading indicators – a KPI (Key Performance Indicator) that if achieved will correlate with other business goals including profits.
The Team Building Lifecycle. While there is help out there for employers to get better, generally companies are on their own with this. No two organizations will have an identical process – no one size fits all approach works.
TEAM BUILDING LIFECYCLE – 10 Steps
1. Strategic Alignment – Your company’s mission, vision and core values set the stage for your team building process. Each of your key objectives should clearly address the need for talent. Your strategic plan is your road map to help your HR team and Managers clearly understand what their Talent Management efforts are and align with key objectives.
2. Culture – May be the most talked about business objective discussed today. Sometimes difficult to understand or change. The older a company is, generally the more established it will be. Culture is about intent. While the culture will ultimately be decided by the “team” the owners or leaders of an organization can influence it a great deal by intent.
3. Pay and Benefits – The key to pay and benefits is transparency combined with fairness. Giving new and existing team members a clear understanding of their income opportunities and company benefits.
4. HR and Hiring Managers Preparedness – The process of effective sourcing and interviewing candidates is part art and part science. There are some amazing tools – very affordable – that can add significant benefit to marketing, communicating, managing and ensuring you are picking the most qualified candidates. Effective tools for comparing candidates on behaviors, emotional intelligence, intelligence, and other factors. Often these same tools can bring more value in professional development and performance reviews.
5. Managing Outside Recruiters and Employment Agencies – When you do need to get help from outside it’s important that your company maintains control of the process. After all, they are your candidates. Make sure your recruiter, not just the sales person, has a clear picture of the roles they are recurring for. Ask your recruiter to visit your office/facility, meet your hiring managers and understand your culture.
6. Employer Branding – Another area commonly misunderstood by employers. Many employers assign the Employer Branding to the Marketing team. While it’s true that many of the tools of Employer Branding are in the Marketers tool belt the difference is that your audience is totally different. Not customers but candidates. HR and hiring managers need to help drive that understanding. Just like Marketing generally works closely with the Sales team on customers.
7. Onboarding – Another area often not given enough attention. The first few days a candidate joins often will define whether it’s a good relationship. Matter of fact, most employers have a 90-day probationary period and it’s in everyone best interest if they are successful…let’s own that.
8. Employee Reviews – Reviews can be hard for managers to complete. Take enough time to make them meaningful, and on time (did I say on time). This process done right can be a huge opportunity to get employee engagement and meaningful process improvement. To be effective it needs to be goal specific (aligned with company goals), communicated often (at least quarterly), address meaningful ways for professional improvement to occur (inside or outside of the company), and gives them a voice in setting those goals.
9. Professional Development – Building on the employee review process, every company for every role should identify how employees can learn and grow. This does NOT have to be an expensive commitment but more about your leaders and HR organizing tools, materials, books, training, outside resources, and inside mentoring (mentoring is huge by the way). It shows you are invested in your people.
10. Retention – No good recruiting process can be successful if retention sucks. It’s like a leaky bucket… you can fill it up but wait a while and you’ll be back filling it up again. Build a relationship with your team members by understanding what motivates them, what inspires them inside and outside of the company. Look for alignments – how achieving company goals and help them achieve their goals.
Want more….Get the full White Paper here:
Does your company have this challenge clearly identified and an Objective to address this?