RECRUITMENT AND RECRUITMENT AND RETENTIONRETENTION

One thing that makes our lives easier as leaders is who we hire and how we do it!

GROUP WORKGROUP WORK

What are your current challenges in recruiting and retaining quality staff?

Recruitment and retention strategies are important means for attracting and retaining skilled employees particularly when there is high staff turnover, a competitive job market and labour shortages.

HOW DO WE PREPARE TO MEET BETTY?

GOT YOUR DUCKS IN A GOT YOUR DUCKS IN A ROW?ROW?

In preparation to meet Betty, we need to make sure that our “ducks are in a row” – that we as an organization have carefully considered what we have to offer to attract and retain quality Early Childhood professionals.

ASK YOURSELF……ASK YOURSELF……What do people want in their

jobs?What are their motivators?What does my program offer that

prospective employees desire?

In many instances, employee performance is determined by 3 things:

Ability (training can be provided)Work environment (environment

can be altered)Motivation (this solution is more

complex!)

Research shows that employee Research shows that employee motivation falls into 2 categories: motivation falls into 2 categories: MaintainersMaintainers & & MotivatorsMotivators

MAINTAINERS (factors that must be kept at a satisfactory level):

Salary & fringe benefitsOrganizational policiesWorking conditionsJob securitySupervision

MOTIVATORS (factors that create an inner desire to work by satisfying certain needs that are important to the individual employee):

AchievementRecognitionJob positionResponsibilityAdvancement

RANKING MOTIVATORS…RANKING MOTIVATORS…

Rank the following motivators in terms of how effective they would be for motivating you. Now go back and identify what you think your staff would choose.

LESSONS LEARNED….LESSONS LEARNED….

1. What motivates you may not motivate them!

If we misinterpret or assume what is important to our employees, we may choose methods of motivation that are entirely off base!

2. Not all employees respond to the same motivations.

Motivation is an individual thing!

3. As a manager, you cannot motivate anyone!

You can only provide an environment that encourages employee’s self-motivation. Motivation is getting people to do what you want them to do because THEY WANT TO DO IT!

4. Offering various motivators to fulfill individual needs!

Salary & Fringe BenefitsSalary & Fringe Benefits Most people are motivated by

money at least for their basic needs Money not often the primary

motivator – some nonfinancial motivators are more effective than extra cash in building long-term employee engagement

We do have to ensure however that we are equitable within our market

Organizational PoliciesOrganizational PoliciesKnow your organization’s vision

and values (this will be important both in recruitment and retention – embodies what we care most about and what we stand for!)

THE VALUE OF VALUESTHE VALUE OF VALUESOur values embody what we stand for

and provide the basis for our decisionsOur values direct how we respond and

react to situationsVALUES EXERCISE – In your group, choose the value most important to

you. In your group, share your value and

why it is important. How is it reflected in your work?

VALUES EXERCISE VALUES EXERCISE

Look at the photos provided and define what values may be at

work.How does this make you feel?

Can you relate this to your own experience?

How could you use this tool for staff development or

interviewing?

Organizational Policies Organizational Policies (cont.)(cont.)Be involved in regular

conversations about why we have the policies we do and what they look like in real practice

Defined job description

Working ConditionsWorking ConditionsResearch shows that staff leave or do

not join an organization for many reasons including better job opportunities, more positive working conditions, career advancement, and better work/life balance (particularly for women as changes to the family tend to impact upon them)

HOW CAN WE SUPPORT BETTER WORK/LIFE BALANCE FOR OUR

EMPLOYEES?

10 Most Essential Work Life 10 Most Essential Work Life Balance Retention & Balance Retention & Attraction StrategiesAttraction Strategies(As identified by the Gov’t Health

Sector)1.Flexible working hours2.Part-time work or job sharing

arrangements3.Reasonable working hours4.Access to child care5.Flexible leave arrangements6.Safety & Wellbeing

7. Personal needs8. Casual staff on board9. Job mobility10.Leave in single days

WHAT MIGHT THIS LOOK LIKE IN OUR SETTINGS?

1. Flexible working hours (consultative rostering arrangements)

2. Part-time work or job sharing arrangements

3. Reasonable working hours4. Access to child care (on site, cost

reduction, payroll deductions)5. Flexible leave arrangements (time

off for school holidays, appt’s, child illness)

6. Safety & Wellbeing (appropriate breaks, access to staff room, access to health & wellness programs, onsite parking)

7. Personal needs (telephone access, schedule meetings taking into consideration needs of employee’s family,)

8. Casual staff (having relief staff available alleviates stress)

9. Job mobility10. Leave in single days (personal

leave days as part of sick package, mental health days)

Working conditions also include quality of environment (access to materials needed, physical layout)

Job Security / SupervisionJob Security / SupervisionProviding regular support /

feedback and opportunities for reflection with Supervisor and peers

Regular staff meetings to come together as a group to share experiences

Achievement / Achievement / RecognitionRecognition

Recognizing contributionsRespect for employees as unique

individuals

Job Position / Responsibility / Job Position / Responsibility / AdvancementAdvancement

Encouragement of learning, growth & skills (PD opportunities paid for, time provided, etc)

Interesting workKnowing how I fit inKnowing why things are being done

(transparency)Getting information about organizationPromotion opportunities (internal jobs,

tasks)Having control over how I do my work Involvement in decisions that affect me

(task)

Decision MakingDecision Making

Categories include:1.Unilateral – decisions best made by

you alone.2.Consultative – decisions that are best

made by you with input from your staff

3.Collaborative – decisions that can be made jointly by you and your staff

4.Delegated – decisions that should be made by the teachers exlusively

TASK: Share a list of decisions that have been made at your program using the descriptions above.

Take time to complete Exercise 6 – review the listed items relating to areas in which teachers typically want more decision making influence. Indicate those things that you currently do, and those you may be able to implement in the future.

Interesting Fact…Interesting Fact…

It has been estimated that the cost of replacing a staff member is anywhere between $20,000 - $50,000 per employee (advertising costs, time to interview/orient to bring new employee up to level of departing employee)

Improving staff retention must therefore generate cost savings!

Reflective Reflective Homework…..Consider your Homework…..Consider your

Hiring ProtocolHiring ProtocolFor our next time together, please

bring samples of:Job advertisementsJob descriptionsInterview questions