D A V I D P E A S E , S P H R , S H R M - S C P

D I R E C T O R O F H U M A N R E S O U R C E S

B A N G O R S A V I N G S B A N K

THE BUSINESS OF PEOPLE

100% of Customers are People.

100% of Employees are People.

PEOPLE, PURPOSE & PASSION

1. Differentiate as a Great Place to Work – Be a Company

with a Purpose and Engage Your Employees Passion

LABOR SHORTAGE/TALENT WARS

CULTURE IS TO RECRUITMENT AS PRODUCT IS TO MARKETING

People

Want to

Work for a

Winner

People

need a

Sense of

Belonging

Want to go

on a

Meaningful

Journey

People

Want to

Make a

Difference

YOUR CULTURE = YOUR EMPLOYMENT BRAND

2. Create a Talent Culture that Attracts and Retain Top People.

3. Your Brand is Your “Promise” to Candidates & Employees.

DEVELOP YOUR PEOPLE SKILLS

4. Develop & Train Managers to be Talent Scouts,

Performance & Career Coaches and Engagement Gurus.

ROLE AS TALENT SCOUT

• Identify current & future staffing needs

• Define desired job skills/profiles

• Cultivate external talent pool

• Hire for Fit – Applicants to job/culture

• Create high work standards/expectations

• Provide meaningful, accelerated onboarding

• Build internal talent pipeline

5. Network – Prospect, Develop & Source Talent

6. Strong Online Presence – LinkedIn, Website, Glassdoor

7. Build Diversity & Inclusion

8. Develop Partnerships w/ educational & workforce organizations

THE HIRING STUDY

• 46% of newly hired

employees will fail

within 18 months,

while only 19% will

achieve unequivocal

success.

Hiring For Attitude by Mark Murphy

HIRING SUPER STARS

• Client-centric

• Results driven

• Self Motivated

• Collaborative/Team Player

• High EQ

• Quick Learner/Inquisitive

• Solutions focused

• Adaptable & Resilient

• Achievement Drive

9. Hire for Attitude & Aptitude – Train for Skills

YOUR RECRUITMENT PROCESS IS BROKEN!

83%

59%

42%

Bad Candidate Experience

Would not apply again

Would tell others not to

apply

Would not buy co

product

70% of Organizations

investing in a strong

candidate experience

improve their quality of

hires by 70%.

10. Differentiate your hiring process – welcoming, ease,

speed, communicative & responsive – you will attract

top talent.

HIRE SMART PEOPLE – GET OUT OF THEIR WAY

• Onboard quickly – get

out of the way – give

people the authority to

do their jobs. Give them

a voice. Listen. Support

growth. Allow them to

prosper.

11. Empower employers – delegate authority along with job

responsibilities.

“It is the role of a

manager/leader to help

employees achieve their

maximum performance and

strive for their optimal

personal potential.”

-- David Pease

ROLE AS A PERFORMANCE COACH

• Feedback, Feedback, Feedback!

• Set goals aligned with Vision

• Recognize/Reward results exceeding goals

• Thank employees who are meeting goals

• Quickly address staff falling short of standards

• Build on employee’s strengths

• Identify ways to grow & develop staff

12. Establish a company Feedback Model. Use it.

13. Create meaningful performance goals.

14. Performance – Frequent, Ongoing, Focus on Success &

Development.

•Challenge them to become their best

•Listen without distraction

•On-going skills training

•Coach knowledge, skills or actions as needed

•Praise specific behavior

•Career discussion

•Educational plan

•Long term career plan

•Identify project work, committee & community participation

• Set clear job expectations & performance goals

•Provide skills training

•Provide on-going positive & constructive feedback

•Calibrate competencies & attributes

•Set high expectations

•Provide job standards & necessary skill building

•Assimilate & connect with bank attributes

•Align job duties with Vision 2018/Strategic Initiatives

Onboarding

Assimilation to bank culture

Alignment

Retention

Performance Management

Optimize individual

performance through feedback

Coaching

Improved results Behavior

modification

Increased productivity

Career

Development

Engagement

& Retention

DEVELOPMENT MODEL

15) Create a Development Model.

16) Establish meaningful onboarding – roll out red carpet.

17) Train Managers to Coach – hold them accountable.

CAREER DEVELOPMENT

• 68% of employees say

their managers aren’t

actively engaged in

their career

development. It

shouldn’t come as a

surprise then 40% of

employees are actively

looking for a new job.

18. Provide career development support – it can give

you a huge differentiation in the marketplace.

RETAIN TOP TALENT AT ALL COSTS

19. Invest and development an internal talent pipeline.

MANAGER ADVICE

20. Hold managers accountable for People

Leadership. Provide ongoing training & support.

21. Transform recruitment and development from

reactive to proactive.

ROLE AS ENGAGEMENT GURU

22. Train managers on being engagement expects.

ENGAGEMENT DRIVERS1. Do you know what is expected of you at work?

2. Do you have the materials & equipment to do your work right?

3. At work, do you have the opportunity to do what you do best daily?

4. In past 7 days, did you received recognition for doing good work?

5. Does your supervisor seem to care about you as a person?

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

8. Does the co. mission/purpose make you feel your job is important?

9. Are your co-workers committed to doing quality work?

10. Do you have a best friend at work?

11. In past 6 months, has manager talked to you about your progress?

12. In the last year, have you had opportunities to learn and grow?

DIMENSIONS OF ENGAGEMENT

M-A-G-N-E-T MODEL

Meaningful and challenging work

Appreciation and Advancement

Goal Alignment and Achievement

Need to be Involved in Decisions

Equitable Total Compensation

Team Connectivity and Success

23. Create an organization Engagement Model to Attract &

Retain Top People Talent.

ENGAGEMENT – MANAGER’S ROLE

24. Select Managers who have strong people skills,

interests and attributes. Create dual career paths for

strong technical experts.

IGNITE THE ENGAGEMENT FIREChallenge their Minds

▪ Interesting Work

▪ Autonomy to Perform

▪ Knowledge & Skill Mastery

Capture their Hearts

▪ Job Purpose

▪ Appreciation

▪ Connection to Others

25. Inspire the hearts and minds of your employees.

CLOSING THOUGHTS

QUESTIONS?

David Pease, SPHR & SHRM-SCP

SVP – Director of Human Resources

Bangor Savings Bank

280 Fore Street

Portland, ME 04101

David.pease@bangor.com

(207) 577-7297

Feel free to connect with me on social media

LinkedIn, Facebook, Twitter (MaineHR)