Transcript
Page 1: Kenexa attracting retaining and engaging technology talent

Attracting, Retaining and

Engaging Technology

Talent

Presented by:

Rena Rasch & Melissa Tessendorf

June 14, 2012

Page 2: Kenexa attracting retaining and engaging technology talent

Rena Rasch is the manager of the Kenexa High Performance

Institute‟s Minneapolis team, which she joined in 2008. She also

manages the Institute‟s WorkTrends™ study, an annual employee

opinion survey of over 35,000 workers in 29 countries around the

world.

Rena strives to provide empirically-based solutions to HR

practitioners‟ biggest questions. Topics of interest include

employee engagement, generational differences in the workplace,

trust in leadership, work-life balance and work stress, unionization

intent, why employees join and leave their organizations, and

many others.

Rena will receive her Ph.D. in I/O psychology from the University

of Minnesota in the summer of 2012.

Rena Rasch, Research Manager

Kenexa High Performance Institute

Page 3: Kenexa attracting retaining and engaging technology talent

Melissa supports the Competency Solutions and Executive Compensation

businesses and contributes to the organization's thought leadership activity

and strategic direction. Prior to joining Kenexa, Melissa was Managing Director

of Professional Services Operations with Salary.com supporting the Talent

Management, Human Capital Management Consulting and Payroll groups.

Melissa began her career in compensation as a consultant at BankBoston working with the

Wholesale Bank and Debt Capital Markets businesses. Continuing to build expertise in

Executive Compensation, she joined W.T. Haigh & Company, a boutique executive

compensation and human resources consulting firm in Cambridge, MA. As one of the firm's

Consultants, Melissa was responsible for client relationships, design and implementation of

executive compensation and broader human resources plans and programs.

Melissa Tessendorf, Client

Relationship Director, Kenexa

Page 4: Kenexa attracting retaining and engaging technology talent

Agenda

Copyright Kenexa® High Performance Institute, 2012

• WorkTrends survey data and questions

• How do we attract US technology employees?

• How do we engage them?

• How do we retain them?

• Addressing Drivers with Competencies

• Competencies

• The “Job”

• Career Advancement

• Training and Development

• Summary

Page 5: Kenexa attracting retaining and engaging technology talent

WorkTrendsTM Survey

Copyright Kenexa® High Performance Institute, 2012

• Administered annually or bi-annually since 1984

• In 2012 taken online by 33,500 full-time workers across 29 countries

• Currently includes over 200 questions about workplace issues, employee attitudes, management behaviors, and organizational practices

• Diverse sample of the working population across organizations, industries, job types, ages, gender, etc.

Page 6: Kenexa attracting retaining and engaging technology talent

What are these US technology employees like?

Copyright Kenexa® High Performance Institute, 2012

• Technical jobs (e.g., medical technician, computer programmer, engineering technician)

• N = 1,210

• 57% in an IT-related department or role

• 46% have a bachelors degree, 19% have a graduate/professional degree

• All major industries represented, biggest industries are:

– Health Care Services (14%)

– Electronics and Computer Manufacturing (11%)

Page 7: Kenexa attracting retaining and engaging technology talent

What questions did we ask them?

Copyright Kenexa® High Performance Institute, 2012

• Why did you join your current organization? (distribute 100 percentage points to these categories)

– Development and growth opportunities

– The job itself, including the type of work I’d be doing, meaningfulness of my work, and work/life balance

– Organization’s values and reputation

– Compensation, benefits and recognition

– The people I work with; my boss, coworkers and leaders

– Other work-related reasons

– Other personal reasons, such as spouse relocation

Page 8: Kenexa attracting retaining and engaging technology talent

What questions did we ask them?

Copyright Kenexa® High Performance Institute, 2012

• Employee Engagement

– Pride - I am proud to tell people I work for my company.

– Satisfaction - Overall, I am extremely satisfied with my company as a place to work.

– Advocacy - I would gladly refer a good friend or family member to my company for employment.

– Commitment - I rarely think about looking for a new job with another company.

• Turnover Intentions - I am seriously considering leaving my organization within the next 12 months.

Page 9: Kenexa attracting retaining and engaging technology talent

What questions did we ask them?

Copyright Kenexa® High Performance Institute, 2012

• We also asked about 22 other topics

– Career Advancement

– Compensation

– Control Over Work

– Cooperation

– CSR and Business Ethics

– Customer Orientation

– Direct Manager Effectiveness

– Diversity

– Goals and Feedback

– Innovative Climate

– Job Security

– Process Formalization

– Quality Emphasis

– Recognition

– Safe Work Environment

– Senior Leader Effectiveness

– Training and Development

– Transparent Communication

– Work Life Balance

– Work Processes and Equipment

– Work Stress

– Workload

Page 10: Kenexa attracting retaining and engaging technology talent

How do we attract US technology employees?

Copyright Kenexa® High Performance Institute, 2012

30%

26% 15%

10%

8%

6% 5% The job

Compensation

Development

The Organization

The People

Other Work-Related

Other Personal

Why Join?

Page 11: Kenexa attracting retaining and engaging technology talent

How do US technology employees compare to others?

Copyright Kenexa® High Performance Institute, 2012

0%

5%

10%

15%

20%

25%

30%

35%

Technical Clerical Sales Service

Wh

y Jo

in?

The job

Compensation

Development

The Organization

The People

Other Work-Related

Other Personal

Page 12: Kenexa attracting retaining and engaging technology talent

How do US technology employees differ by organizational level?

Copyright Kenexa® High Performance Institute, 2012

0%

5%

10%

15%

20%

25%

30%

35%

Individual Supervisor Manager

Wh

y Jo

in?

The job

Compensation

Development

The Organization

Other work-related

The people

Other personal

Page 13: Kenexa attracting retaining and engaging technology talent

How do technology employees differ by market type?

Copyright Kenexa® High Performance Institute, 2012

0%

5%

10%

15%

20%

25%

30%

35%

Established Emerging

Wh

y Jo

in?

The Job

Compensation

Development

The Organization

Other work-related

The People

Other personal

Note: Established markets are the G7 (US, Canada, UK, France, Germany, Italy, and Japan) and emerging markets are the BRIC countries (Brazil, Russia, India, and China).

Page 14: Kenexa attracting retaining and engaging technology talent

How do US technology employees differ by generation?

Copyright Kenexa® High Performance Institute, 2012

Note: Baby boomers born between 1943 and 1960. Generation X born between 1961 and 1981. Millennials born 1982 and later.

0%

5%

10%

15%

20%

25%

30%

35%

Boomers Gen Xers Millennials

Wh

y Jo

in?

The Job

Compensation

Development

Other Work-Related

The Organization

The People

Other Personal

Page 15: Kenexa attracting retaining and engaging technology talent

Summary: How do we attract US technology employees?

Copyright Kenexa® High Performance Institute, 2012

Why do they join? • US technology employees joined their current organization primarily for

the characteristics of the job and compensation, and to a lesser extent growth and development opportunities

• Compared to clerical and services workers, they put more emphasis on potential for growth and development

• Technology employees who are supervisors or managers place even more emphasis on growth and development

• Technology employees in emerging markets exhibit different profiles; more emphasis on pay and growth, less on the job

• Technology employees also vary by generation; Millennials place more emphasis on growth and development

Page 16: Kenexa attracting retaining and engaging technology talent

How do we engage US technology employees?

Copyright Kenexa® High Performance Institute, 2012

Unexplained 28%

Career Advancement 8%

Senior Leader Effectiveness 5%

Recognition 4%

Training and Development 4%

Work Life Balance 4%

CSR and Business Ethics 4%

Compensation 3%

Quality Emphasis 3%

Job Security 3%

Innovative Climate 3%

Cooperation 3%

Diversity 3%

Transparent Communication 3%

Customer Orientation 3%

Safe Work Environment 3%Direct Manager Effectiveness 3%

Work Stress 3%

Workload 3%Work Processes and Equipment 2%

Goals and Feedback 2%Control Over Work 2%

Process Formalization 2%

Explained 72%

Page 17: Kenexa attracting retaining and engaging technology talent

How do US technology employees differ by organizational level?

Copyright Kenexa® High Performance Institute, 2012

Driver Individual Supervisor Manager

Career Advancement 10% 8% 6%

Compensation 4% 3% 3%

Control Over Work 2% 3% 2%

Cooperation 3% 3% 4%

CSR and Business Ethics 4% 3% 3%

Customer Orientation 3% 4% 2%

Direct Manager Effectiveness 2% 3% 3%

Diversity 3% 3% 3%

Goals and Feedback 2% 2% 3%

Innovative Climate 3% 5% 5%

Job Security 3% 3% 5%

Process Formalization 1% 1% 3%

Quality Emphasis 3% 3% 4%

Recognition 4% 7% 5%

Safe Work Environment 3% 3% 3%

Senior Leader Effectiveness 6% 3% 6%

Training and Development 4% 5% 4%

Transparent Communication 3% 3% 4%

Work Life Balance 3% 4% 4%

Work Processes and Equipment 2% 2% 2%

Work Stress 2% 3% 3%

Workload 2% 3% 3%

Unexplained 29% 22% 21%

Page 18: Kenexa attracting retaining and engaging technology talent

Unexplained 28%

Career Advancement 7%

Compensation 4%

Control Over Work 2%Cooperation 2%

CSR and Business Ethics 5%

Customer Orientation 3%Direct Manager Effectiveness 2%

Diversity 3%

Goals and Feedback 2%Innovative Climate 2%

Job Security 4%

Process Formalization 2%Quality Emphasis 3%

Recognition 4%

Safe Work Environment 3%

Senior Leader Effectiveness 5%

Training and Development 4%

Transparent Communication 3%

Work Life Balance 5%

Work Processes and Equipment 2%

Work Stress 3%Workload 2%

Explained 72% Unexplained 30%

Career Advancement 8%

Compensation 5%

Control Over Work 2%Cooperation 2%

CSR and Business Ethics 3%

Customer Orientation 3%

Direct Manager Effectiveness 3%

Diversity 2%Goals and Feedback 2%

Innovative Climate 3%

Job Security 4%

Process Formalization 2%Quality Emphasis 2%

Recognition 4%

Safe Work Environment 3%

Senior Leader Effectiveness 4%

Training and Development 4%

Transparent Communication 3%

Work Life Balance 3%Work Processes and Equipment 2%

Work Stress 3%

Workload 3%

Explained 70%

How do technology employees differ by market type?

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Established Markets

Emerging Markets

Page 19: Kenexa attracting retaining and engaging technology talent

Summary: How do we engage US technology employees?

Copyright Kenexa® High Performance Institute, 2012

How do we engage them? • Out of over 20 workplace factors, 6 are most important to US technology

employees’ engagement: – Having opportunities for career advancement (8%) – Having trustworthy and effective senior leaders (5%) – Receiving recognition for their work (4%) – Receiving training needed to do their jobs (4%) – Working for an organizational that supports the balance between

personal and work goals (4%) – Working for an organization that has a socially responsible and

ethical business culture (4%) • Importance varies slightly by level; career advancement is more important

to individual contributors , senior leader effectiveness is less important to supervisors, recognition is more important to supervisors, and job security is more important to managers

• In emerging markets career advancement and compensation are more important, while in established markets WLB , CSR, and ethical business practices are more important

Page 20: Kenexa attracting retaining and engaging technology talent

How do we retain US technology employees?

Copyright Kenexa® High Performance Institute, 2012

Unexplained 64%

Career Advancement 7%

Compensation 3%

Work Life Balance 2%

Senior Leader Effectiveness 2%

Transparent Communication 2%

Recognition 2%

Work Stress 2%

Job Security 2%

Cooperation 2%

Training and Development 2%

Workload 1%

CSR and Business Ethics 1%

Diversity 1%Direct Manager Effectiveness 1%

Innovative Climate 1%Work Processes and Equipment 1%

Quality Emphasis 1%Goals and Feedback 1%Control Over Work 1%

Safe Work Environment 1%Customer Orientation 1%

Process Formalization 0%

Explained 36%

Page 21: Kenexa attracting retaining and engaging technology talent

How do US technology employees differ by organizational level?

Copyright Kenexa® High Performance Institute, 2012

Driver Individual Supervisor Manager

Career Advancement 10% 5% 4%

Compensation 4% 2% 2%

Control Over Work 1% 1% 1%

Cooperation 2% 1% 2%

CSR and Business Ethics 1% 1% 2%

Customer Orientation 1% 2% 1%

Direct Manager Effectiveness 2% 1% 1%

Diversity 1% 1% 2%

Goals and Feedback 1% 1% 1%

Innovative Climate 1% 4% 2%

Job Security 2% 3% 2%

Process Formalization 0% 1% 1%

Quality Emphasis 1% 1% 2%

Recognition 2% 4% 2%

Safe Work Environment 1% 1% 1%

Senior Leader Effectiveness 2% 1% 4%

Training and Development 2% 2% 1%

Transparent Communication 2% 3% 4%

Work Life Balance 3% 1% 2%

Work Processes and Equipment 1% 1% 1%

Work Stress 2% 1% 2%

Workload 2% 1% 2%

Unexplained 58% 64% 61%

Page 22: Kenexa attracting retaining and engaging technology talent

Unexplained 69%

Career Advancement 4%

Compensation 1%Control Over Work 1%

Cooperation 1%

CSR and Business Ethics 3%

Customer Orientation 1%Direct Manager Effectiveness 1%

Diversity 1%

Goals and Feedback 1%Innovative Climate 1%

Job Security 2%

Process Formalization 1%Quality Emphasis 1%

Recognition 1%

Safe Work Environment 1%

Senior Leader Effectiveness 2%

Training and Development 2%

Transparent Communication 1%

Work Life Balance 2%

Work Processes and Equipment 1%

Work Stress 2%

Workload 1%

Explained 31%Unexplained 78%

Career Advancement 4%

Compensation 2%

Control Over Work 0%Cooperation 1%

CSR and Business Ethics 1%Customer Orientation 0%

Direct Manager Effectiveness 2%

Diversity 0%Goals and Feedback 0%Innovative Climate 1%

Job Security 2%

Process Formalization 0%Quality Emphasis 1%

Recognition 2%

Safe Work Environment 1%

Senior Leader Effectiveness 1%

Training and Development 1%

Transparent Communication 1%

Work Life Balance 1%Work Processes and Equipment 0%

Work Stress 0%Workload 1%

Explained 22%

How do technology employees differ by market type?

Copyright Kenexa® High Performance Institute, 2012

Emerging Markets

Established Markets

Page 23: Kenexa attracting retaining and engaging technology talent

Summary: How do we retain US technology employees?

Copyright Kenexa® High Performance Institute, 2012

• The two most important reasons US technology employees leave are: – Dead-end jobs (7%) – Unfair and unclear compensation practices (3%)

• Organizational practices that engage employees also help keep them: opportunities for advancement

• Compensation practices both draws people in and runs them off • Similar to employee engagement, career advancement is more important

to individuals than supervisors or managers, senior leader effectiveness is less important to supervisors, recognition is more important to supervisors

• Similar to employee engagement, socially responsible and ethical business culture is more important in established markets

Page 24: Kenexa attracting retaining and engaging technology talent

Key Drivers

Copyright Kenexa® High Performance Institute, 2012

Attraction

• “The Job”

• Compensation

Engagement

• Career Advancement

• Training & Development

• Fair/Transparent Compensation

Retention

• Career Advancement

• Fair/Transparent Compensation

Page 25: Kenexa attracting retaining and engaging technology talent

Aligning with Drivers

Copyright Kenexa® High Performance Institute, 2012

• Define your organization’s jobs to ensure that candidates who value the job itself understand how to be successful in the role.

“The Job”

• Leverage compensation market data to ensure that initial offers and ongoing rewards are competitive.

• Educate the organization on how compensation is determined and how to maximize it.

Fair/Transparent Compensation

• Define career paths for each job. Career

Advancement

• Build development plans for individual employees. Training &

Development

Page 26: Kenexa attracting retaining and engaging technology talent

Fair/Transparent Compensation

Copyright Kenexa®, 2012

Page 27: Kenexa attracting retaining and engaging technology talent

Compensation

Copyright Kenexa® High Performance Institute, 2012

“Fair”

• Market-competitive, internally equitable

“… and Transparent”

Understand how pay is determined

Know how to maximize pay

Page 28: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa® High Performance Institute, 2012

Compensation

External competitiveness

3rd party benchmark salary data

Industry-specific

Internal equity

Analyze actual pay against stated practices

Compare pay for similarly situated employees

Transparency

Decide what and how much you want to communicate

Spend your time on education, not data management

Page 29: Kenexa attracting retaining and engaging technology talent

Competencies

Copyright Kenexa® High Performance Institute, 2012

Page 30: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Competencies

Functional Competencies

Core, Leadership

& Levels-Based Competencies

Technical and Domain Specific Competencies

Reflects strategy and culture Supports selection and hiring Reflects the leadership pipeline Applicable to all roles

Reflects functional strategy and key skills

Applies to all functional incumbents and candidates

Reflects job/role specific knowledge and skills

Well suited for skills assessment, skills inventory analysis and development

Applies to incumbents and candidates by position

Page 31: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Competency Models/Job Profiles

Leadership competencies

Functional/Job Specific Competencies

Fin

an

ce &

Acco

un

ting

Core organizational competencies

Pu

rch

asin

g

& P

ayab

les

Researc

h &

Develo

pm

en

t

Cre

dit &

Co

llec

tion

s

Info

rmatio

n

Tech

no

log

y

Innovation

Alignment

Business

Analysis

Innovation

Alignment

Business

Analysis

Page 32: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

The Common Denominator

High Tech Software

Development

Adaptability

Coaching & Mentoring

Project Management

Technology Toolkits

Domain Expertise

Innovation Create a mix of

innovation,

adaptability,

domain expertise

in a candidate, a

team or an

organization

Page 33: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa® High Performance Institute, 2012

Competencies in the Organization

Competencies Understand | Measure | Improve

Learning and Development

• Identify areas of development;

• Align resources to business

strategy.

Succession

• Identify and prepare

succession

candidates.

• Establish expectations

for progression.

Recruitment • Match candidates to

positions based on

competencies.

• Establish competency

requirements for „new

hires‟.

Performance Management

• Provide a clear understanding

of what „good‟ looks like.

• Provide a basis for

performance discussions and

coaching and feedback.

Resource Management

Career Planning

• Provide a career planning

framework that aligns to

company objectives and

career aspirations.

• Assign employees to project teams

based on critical requirements.

Page 34: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Competencies enable you to…

• Better Define the Role

• Select the Right Person for the Right Role

• Facilitate Growth and Development

• Identify Career Opportunities

• Provided Open and Productive Feedback

Page 35: Kenexa attracting retaining and engaging technology talent

The “Job”

Copyright Kenexa®, 2012

Page 36: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Defining the Role

Engage Technology Professionals through:

Information

Clear Expectations

Room to Move

Acknowledging Contributions and Ideas

Logic and Objectivity; remove subjectivity where

possible

Page 37: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

What Defines the Role

Job Descriptions Roles and Responsibilities

Key Tasks Education

Years of Experience Requirements

Compensation Opportunity

Pay for

Performance

Job – Specific

Competencies

Page 38: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Defining Job Components

Job XYZ Responsibilities

include

Innovating new

analysis

techniques to

create the highest

quality…..

Xxxx

xxx

Job XYZ

Responsibilities

1. Create applications for

sale to the open

market….

2. xxxx

3. xxxx

Innovation –

Level 3

Communications –

Level 2

Systems Analysis –

Level 4

System Testing –

Level 2

Page 39: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Communicating the Role

Job Title Software Development Specialist, Master

Description

Leads the technical design and development of new or enhanced

software products or systems.

Resp. 1

Architects new software products. Defines software platforms,

components, and interfaces and selects development tools.

Resp. 2

Designs complicated software products, modules, and routines.

Selects and applies software development tools and methodologies

for projects.

Resp. 3

Counsels product and development planners on new and improved

development technologies, methodologies and tools.

Resp. 4

Provides technology direction for software development strategies

and plans. Provides technical guidance to development teams.

Page 40: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Beyond Responsibilites

Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1: Basic Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.

Level 2: Working Experience

Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.

Participates in efforts to develop ideas generated by team members.

Seeks applicable new ideas and approaches.

Surfaces ideas from other groups that have applicability to the team.

Helps develop implementation plans for introducing innovations to the group.

Level 3: Extensive Experience

Encourages exploration of non-traditional ideas from team members.

Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.

Fosters a team culture that encourages exploration of non-traditional ideas.

Guides team members in the development and fulfillment of proposed innovations.

Develops change initiatives that target improvement of significant organizational capabilities.

Implements strategies for renewing or deepening change efforts.

Level 4: Subject Matter

Depth and

Breadth

Introduces new perspectives and information to the team in order to stimulate innovation and change.

Supports new ideas and technologies that produce competitive advantage.

Shares best practices and benchmarks of excellence.

Provides ongoing sponsorship for innovation programs and change initiatives.

Mentors team to question established practices and propose innovations.

Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.

Page 41: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Describing Good or Target Performance

Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1: Basic

Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.

Page 42: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Filling the Role – Interview Questions

Interview Question

Name Interview Question Description

Interview

Question Group

Names

Innovation for Impact Can you give an example of an

idea you introduced that was

implemented? What was the

impact?

Results

Generating Ideas What are some of the ideas

you've come up with recently?

Results

Evaluating Ideas How do you decide which ideas

to turn into proposals?

Solution

Page 43: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Filling the Role – Interview Guides

Innovation Question 1

1. Innovation for Impact: Can you give an example of an idea you

introduced that was implemented? What was the impact?

How did you come up with this idea?

Was this solution successful?

Interviewer

Rating:

(Circle ONLY one)

Below Average Average Above Average

Gives an

ordinary answer.

Demonstrates

moderate

innovation; or likely

answer.

Describes a

creative approach;

AND tells why it

was successful.

0 1 2

Innovation Management Notes

Page 44: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Problem: Excessive First Year Turnover

Actions and Decision

• Talent Acquisition retrieves a existing job descriptions, reviews with hiring manager, and

begins to screen based on prior positions, years of experience and education.

• Several seasoned individuals are hired in the first three months. Half are going before

year-end, either washing out of the organization or self-selecting out.

• Talent Acquisition revamps interview process making it “more robust” but continues to

source using the same criteria.

Cost to Company

• First year turnover is extreme

• Company is losing $100,00-250,00 per position in terms of cost to hire

• Morale and productivity is begin to suffer as current staff continues to pick up

responsibilities of lost hire

Background:

• Organization is fast-moving, innovative company that values collaboration and

adaptability.

• A new five year contract has been signed.

• A staffing plan has been created and Talent Acquisition has begun the recruiting

process to fill key positions in three months

Page 45: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Solution: Candidate/Success Profiles

Actions and Decision

• Using the job description as a starting point, a candidate profile is created.

• Core competencies linked to the values of the company are added to determine

potential fit of the candidate.

• Working with subject matter experts, job-specific competencies are added to determine

readiness of the candidate.

• Interview questions and guides are prepared to asses the candidates against each of

the dimensions of the job profile.

Value to Company

• First year turnover is reduced.

• Talent pipeline grows with new hires that fit the culture and prepared to be successful in

their roles

• Employee satisfaction and engagement improves as new hires clearly understand the

expectations of the role.

Background:

• Talent Acquisition has been furiously executing against the staffing plan and

continuing to source candidates

• First year hires have a high failure rate. They years of experience are attracting

candidates that do not fit with the current culture.

• While good on paper, many candidates do not have the skills to be successful in the

role.

Page 46: Kenexa attracting retaining and engaging technology talent

Career Advancement

Copyright Kenexa®, 2012

Page 47: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Benefits Of Career Pathing/Planning

Align Employee Desire with Business Needs

Support Talent Mobility

Maximize Workforce Potential

Dual Track

Path for Management

Path for Individual Contributors

Page 48: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Identifying Opportunities – Verticial /Depth: The Job Family

Progression

Software Development

Director

Software Development

Specialist, Master

Software Developer,

Sr.

Software Developer

Software Developer,

Jr.

Alignment 4 3

Innovation 3 3 2 1 1

Producing Results 4 3 2 1 1

SOFTWARE ENGINEERING

4 3 2 2 1

Software Product Design/Architecture 4 2 1 1

Software Development 3 3 2 2

Software Problem Management

3 2

Software Product Testing 3 3 2 2

Required Proficiency Levels

Page 49: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Identifying Opportunities – Horizontal/Breadth: Across the

Function or Organization

Job Family Name Software

Engineering Software Field

Support Software Product

Quality Management

Job Family Description

Design, development, delivery, and enhancement of software products, systems and platforms.

On-site and remote customer support for installation and operation of company's software products, systems, and platforms.

Quality management, quality assurance, quality control, testing and compliance services for software products, systems and platforms.

2 Senior Management

Strategy formulation; Vision implementation; Operational responsibility; Cost and risk management; Enterprise view

Software Development Director

Field Service Director Quality Assurance Director

3 Management; Senior Level Consulting

Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities

Software Development Manager, Group

Field Service Manager, Region

Quality Assurance Manager, Group

Software Development Specialist, Master

Field Service Specialist, Master

Testing Manager, Senior

Quality Assurance Architect

Page 50: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Identifying Opportunities – Horizontal/Breadth: Across the

Function

Example Competencies Target Proficiency Level

Software Developer

Specialist, Master

Target Proficiency Level

Testing Manager, Senior

Jim's Current

Proficiency Level

Knowledge of Organization 2 2 2

Products and Services 3 3 3

Earned Value Management 3 3 3

Software Development 3 3

RAD (Rapid Application

Delivery) 4 4 4

Extreme Programming (XP) 4 3 3

IT PROJECT

MANAGEMENT 3 2 3

INFORMATION SECURITY

MANAGEMENT 3 2 2

Configuration Management 3 2 3

ISO 9000-3 3 1 2

Page 51: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Across the Organization

ORGANIZATIONAL FUNCTIONS Information Technology

Job Family Names Software

Engineering Software Field

Support

2 Senior Management

Strategy formulation; Vision implementation; Op responsibility; Cost and risk management; Enterprise view

Software Development Director

Field Service Director

3 Management; Senior Level Consulting

Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities

Software Development Manager, Group

Field Service Manager, Region

Software Dev. Spec, Master

Field Service Specialist, Master

Oil & Gas Industry

Exploration Production

Exploration Director Production Director

Geoscientist Manager Drilling Operations Manager

Exploration Manager Oilfield Manager

Geophysicist Production Engineer

Reservoir Engineer (Exploration)

Reservoir Engineer (Production)

General Corporate Functions

Compensation and Benefits

Human Resources

Benefits Director Human Resources Director

Compensation and Benefits Director

International Human Resources Director

Compensation and Benefits Manager

Health and Safety Manager

Compensation Manager

HRIS Manager

Corporate Insurance Manager

Human Resources Consultant, Senior

Executive Comp Manager

Recruitment Manager

Page 52: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Problem: Dramatic Drop in Engagement between Years 3 and 5

Solution: Career Pathing/Planning

Actions and Decision

• With competencies as the foundation, both vertical and horizontal opportunities are

communicated to the organization.

• Employees are encouraged to consider increasing the breadth of their experience and

skills not just depth.

• These moves are supported with the appropriate development and learning support.

Value to Company

• Turnover returns to normal levels.

• Level of engagement dramatically rises.

• Company benefits from new ideas and perspective from cross pollination of talent.

• Talent mobility enabled.

Background:

• An organization committed to best practices conducts an employee engagement

survey.

• The survey uncovers that employees with 3 to 5 years of tenure have unusually low

levels of engagement.

• This is supported by turnover rates for that population

Page 53: Kenexa attracting retaining and engaging technology talent

Training and Development

Copyright Kenexa®, 2012

Page 54: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Training and Development

Facilitate Employee Growth

Understand Where Gaps Exist

Better Allocate Training and Development

Budgets

Build Skills for Future Success

Page 55: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Competency-Based Development Plans

Development

Statement Name Description

Devel.

Statement

Group Types

Fostering

Innovation

Foster innovation by increasing R&D

expenditures by 20% in the next year.

Quantitative

Prompting

Innovative

Thinking

Attend industry-specific conferences on

a quarterly basis, and look for products

of offerings that could be improved or

expanded on as a way to jumpstart

innovative thinking.

Qualitative

Rewarding

Innovation

Offer a quarterly award to the most

innovative employee, as measured by

the number or success of innovations.

Qualitative

Page 56: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Competency-Based Coaching

Coaching Tip

Name Description

Coaching Tip

Type

Looking for

Alternative

Solutions

Look for alternative solutions to business

problems, without initially evaluating

feasibility or likelihood of success.

Exploring|Planning

Sharing Problems

for Second

Opinions

Encourage your team to share problems

with coworkers for second opinions.

People not directly involved in the problem

can provide ideas and points of view not

previously explored.

Promoting

Out-of-the-Box

Thinking

For major projects, hold brainstorming

meetings with your team that facilitate out-

of-the-box thinking. Let employees

bounce ideas off of each other without

requiring an immediate solution.

Exploring

Page 57: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Bridging the Gap – Learning and Development Plans

Learning

Reference

Learning Reference

Name

Learning Reference

Description

Activities On & Off

the job

Quality initiative

participation

Participate in the

implementation of a significant

quality initiative that includes

process mapping, developing

improvement strategies,

negotiating tradeoffs and buy-

in for resources, and

developing follow-up

measurements

Activities On & Off

the job

Observe role models Observe and analyze the

behavior of potential role

models for change

Activities On & Off

the job

Create benchmarks Benchmark other groups or

external organizations to get

new ideas for productive

change

Page 58: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Problem: Failed Opportunity for Development

Actions and Decision

• Marty asks Jim to write up his accomplishments for the year

• The review lasts 15 minutes with Marty choosing the “3” in the scale for most areas to

avoid confrontation or protracted discussion – suggests Jim select some classes to take

for the year.

• Jim feels underappreciated and under utilized, but has no way to talk to Marty about

specific skills. He pursues training that will help him become more marketable outside

of the company

• Marty is relieved that review is over so that he can get back to work

Cost to Company

• Jim‟s potential is not being tapped., and he performs at the same level the next year

• Training dollars may not be spent addressing critical company competencies

• Employees focus on salary and bonus only.

• Marty is not assessed on his people development skills – he sees the performance

reviews as a distraction which takes him away from his real work

Background:

• Annual Performance Review for past year and Development Planning for next

• Marty meets with Jim to review year‟s work

• Jim is bright, but his performance is mediocre and his personality irksome to Marty

• HR has provided a form with 5 point scale and blank text boxes for comments

• Marty has an unrelated project deadline he needs to attend to

Page 59: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Solution: Focus on Development

Actions and Decision

• The discussion focuses on the effective application of the learning Roger has done over

the year by reviewing his execution of the development plan

• Mary and Roger continue the development conversation, discussing competencies that

are both needed by the team and an individual knowledge gap in preparation for a new

project assignment. They discuss the new competencies he will learn.

• Roger is excited about the new opportunities to learn and apply the learning to the

forthcoming project.

Value to Company

• The Performance Review and Development Plan not only looks at past performance,

but enables the manager and employee to plan for future requirements.

• Detailed competencies provide an effective communications tool for a more objective

discussion around performance, needs of the company, and desires of the individual.

Background:

• Annual Performance Review and Development Planning time

• Mary, who has met with Roger every quarter to review development plan

execution, meets with him to review year‟s accomplishments

• Roger is a quick learner, with the ability to put acquired knowledge to work

• Mary has set aside an hour for the review

Page 60: Kenexa attracting retaining and engaging technology talent

Summary

Copyright Kenexa®, 2012

Page 61: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Moving Ahead

Build a foundation

Don‟t create; customize

Understand your jobs and their place within the

organization

Have a communication strategy

Page 62: Kenexa attracting retaining and engaging technology talent

Copyright Kenexa®, 2012

Benefits of Competencies are Compelling and Tangible

• Evaluating Talent

• Retaining Talent

• Engaging Talent

• Acquiring Talent

Cost of a poor hire: $300K-$500K

Operational efficiency rate due to poor employee

engagement: 30%

Cost of losing a talented employee: $250K-$500K

Value of a top

performer: 2-4X

performance of

average

employees

Page 63: Kenexa attracting retaining and engaging technology talent

Melissa Tessendorf Client Relationship Director

Phone:

[email protected]

Rena Rasch Research Manager

Phone: 612-217-5056

[email protected]