Becoming a Destination Employer

Carol Wagoner, SPHR

How to recruit, reward and retain quality employees in a

rapid growth environment

What makes a Destination Employer?

“Hill, Chesson & Woody doesn’t have management – we have leaders. The leaders make each member of our team feel invaluable. They work hard and expect us to do the same. HCW provides us with the resources to deliver the solutions that our clients expect.”

Jenn Farrell, HCW Client Coordinator2005 Triangle Business Journal Best Places to Work Award Testimonial

“At Hill, Chesson & Woody, I work with a group of people that truly have a genuine interest in others as people and co-workers – they constantly challenge me to be the best I can be and offer guidance to get me there.”

Deb Hammond, HCW Client Specialist2008 Triangle Business Journal Best Places to Work Award Testimonial

Our Vision

We built our business by understanding the needs of our customers and finding new and better ways to meet those needs. Our vision is to continue this journey, providing the same “WOW” factor to more clients in the middle market segment.

HCW wants to be a:

Leader in the NC market

Destination employer

Company that is easy to manage

Business envied in the market

Profitable company

Market Yourself as a Destination Employer

1. Recruitment

2. Retention

3. Rewards

Three Areas of Focus:

Operate as a Destination Employer

Recruiting

Examine the Playing Field

In our business:

• Low barrier to entry

• No advanced degree or special certification required

What makes us special?

• Differentiated ourselves in the market

• People want to work for the best

Recruiting Strategy

• Define the company strategy

• Examine key initiatives

• Review organizational chart

• Address budgetary concerns

• Project out for the next 15 months

• Decide how many to hire and when

• Be proactive – plan well in advance

Pipeline Recruiting

• Invest time in relationships

• Meet with people proactively

• Build database of qualified individuals

HCW Collaborative Process

• Not just decided by one person, but by entire leadership team

• Three-interview process

• Allows for different perspectives

• Cultural fit more important than domain skills

Retaining

Retention

• HCW’s competitive advantage is our people

• We believe in building processes, methodologies and tools for these people to deliver solutions to our clients

• To do that, we must continuously reinvest in our people to make them better employees

Balanced Scorecard

• View the organization from four perspectives

• Develop metrics, collect data and analyze results relative to those perspectives

Adapted from The Balanced Scorecard by Kaplan & Norton

HCW Balanced Scorecard- metrics

Balanced Scorecard

Learning & Growth

• Grow industry knowledge

• Personal development

• Value Supporting Activities

Personal Development Plan

• Reinvest in personal abilities

• One-on-one meetings

• Team meetings

• Staff meetings

• State of Us 2009

Nurturing the Culture

HCW Culture Club

• Incorporates HCW values into the company’s everyday activities

• Recognizes employees who demonstrate HCW values in their daily routine

• Organizes team building exercises and other value-supporting activities

Commonly Cited Values

• We know that complete focus on the customer is the key to our success, and we are dedicated to exceeding their expectations at every opportunity.

• We understand that each employee plays a vital role and we value each person. We are a team! It's everyone working together that makes the client's experience the best.

• We try to have a little fun at designated times, if possible, without interfering with the company's priorities.

Balanced Scorecard

Internal Process

•To satisfy our clients, what are the business processes where we should excel?

•Must be defined by those who know the processes most intimately

Balanced Scorecard

Customer Perspective

•To achieve our vision, how should we appear to our clients?

•Poor performance here is a leading indicator of future decline

Balanced Scorecard

Financial Perspective

• To succeed financially, how should we appear to our shareholders?

• Always a need for timely, accurate financial data

Points, points and more points…

Year 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

2006 465.5 476 494.5 515.5

2007 513.5 531.5 540.5 561

2008 650 673.5 696.5 694

Rewarding

Rewards

• Compensation Policy

• Variable Pay

• Value Supporting Activities

• Non-traditional benefits

QUESTIONS?