OGSA - Attract, Select, Train and Retain, A Great Team - McKinley Solutions

McKinley Solutions Inc. © 1

Attract, Engage, Retain, “A Great Team”


Attracting The Right People

4

Brand

A brand is a person’s gut feeling about a product, service, or organization

•Brand is not a logo•Brand is not an identity•Brand is not a product

5

What is your employment brand saying?

What are your strategies to reach your target job

seekers?

Why use Employment Branding?

1. Branding is the only long term recruiting and retention strategy.

2. Employment branding and employee referral programs are the two most effective talent management practices.

Every organization has 3 primary brands…

1. Its product brand…

2. Its company brand…

3. Its employer brand…

What are your brands saying?

And are they conveying a similar image the same message?

Who is saying what?

What would employees say?

What would the public say?

Why Build?

• Building awareness, spreading the word• Providing support and motivation• Coordinating unified approach• Involving those affected• Help people take action• Customizing messages• Humanizing the issues

Sources of HiresEmployment Website 21%

Referrals 19 %General Job Boards 15%

Search Firms 10%Campus Recruiting 8%

Other 6%Niche Job Boards 6%Social Networking 5%

Elements of Employment Branding

1. Image management program2. Your great management practices are

talked about3. Potential applicants think “WOW!,

someday I‘d like to work there!4. Proactively spreads the word online5. Employees spread stories , testimonials

and highlight practices

Why work here?

• Originally, why did you choose to work for this company?

• What are the top 3 factors that have enabled your success in your current position?

• What do you feel differentiates this organization from others for whom you could work?

• What would you tell a prospective hire to this company?

Your Branding Worksheet

1.What is Your Vision?

2.What is Your Purpose?

3.What Are Your Values and Passions?

4.What Are Your Goals?

5.What Are Your Brand Attributes?

Your PersonalBranding

Worksheet

6. What are your are Strengths?

7. How Do Other People Describe You?

8. What are your Weaknesses?

9. Who Is Your Target Audience?

10.What Differentiates You From Your Competition?

1. Can you explain in less than 15 seconds what value your

brand provides the world?

2. Can you explain in less than a minute your vision for your

brand?

3. What are your 3 biggest challenges and what are you doing

about them?

4. What are the 3 biggest opportunities and how are you

planning to exploit them?

5. Do you spend time each week on your own development?

10 Questions to Develop Your Brand

6.Would you follow your blog?

7.Would you follow your tweets?

8.Are they representative of the brand personality you

are trying to portray?

9.When was the last time you Googled our company -

and were you wowed!

10.What three words would a new employee and an

existing employee use to describe your company?

10 Questions to Develop Your Brand

What is your brand?

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What is your brand saying?

Why should their brand be a part of your brand?

STOP-START-CONTINUEIndividual & Group Challenge:

Use a Start-Stop-Continuetemplate to create specific

action for yourself

20McKinley Solutions Inc. ©

Take Action Now

Company Employment Page1.Have a dedicated page !

2.Link to front page of main site

3.Say why candidate should work at your company

4.Have departmental overviews

5.Get staff testimonials

Job Boards & AdsLocal “cost effective” job boards

helpNational job boards (Workopolis &

Monster) DO NOT WORK

Use cost effective ads to help drive traffic to your roles, BUT send

them to your employment page, DO NOT continue to accept

resumes

Post The Right Ads

• Increase traffic for your tougher roles to fill or all roles to keep candidates coming

• Kijiji is one if the most trafficked websites in Canada for jobs

• Craigslist is the 9th most visit site in North America and the one of the largest job posting systems in the world

• AND they are FREE !!!

Email Communications

• Get email addresses from/for all your key staff• Start a conversation with your staff – email and in

social media• 20% of successful hires are through referrals

Social Media NOT a fad it’s a REALITY

Social Networking~ Join the conversation ~

• The conversation is happening – good or bad it is happening, period.

• Today it happens at the speed of light and online!

• What is your online presence?• Today it needs to be more than just a web

site!• Do you allow your staff on Facebook?• How are you networking to reach staff?

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The BIG 4.5 Platforms

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Additional Platforms

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Next Steps1. Get content on your company job page2. Stop accepting resumes, NOW3. Create a separate “jobs/employment” page4. Join the conversation – the social web5. Train to hire for FIT6. Look for good candidates all the time7. Enjoy the journey!

How do you get the message out?

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action for yourself


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Selecting The Right People

Train Hiring Managers

Hire for fit with manager

Hire for fit with the job

Hire for fit with team

Hire for fit with the company

FIT

“63% of all hiring decisions are made during the first 4.3

minutes of an interview.”SHRM Study, reported in USA Today

A scary truth…

…so, what on earth are we doing in the remaining 40.7 minutes of the screening interview?

Top Performers

• Learn quickly and do not get caught up on the wrong details

• Take “ownership” & responsibility for their actions

• Can handle stress and establish rapport with members, staff and management

• Fit with the team

Looking In• Listen

–To the staff/clients• Learn

–Learn from the past• Layout

–Layout a plan

Company FitAttitudes,Values,

Demeanor,Appearance,

Integrity

?

Skill FitEducation,

Training,Experience,Skills, Etc.

“Checking the Past”The Selection Process is...

“& Reviewing the Present”

“…to predict future retention and productivity

Here’s what you see & hire/promote…

Here’s what you get!

Here’s what you get!

Here’s what you see & hire/promote…

Company FitAttitudes,Values,

Demeanour,Appearance,

Integrity

…in predicting retention and productivity

The missing third is...

Job MatchPersonality,

Abilities,Interests

Skill FitEducation,

Training,Experience,Skills, Etc.

Interviews have a 14% success rate in

identifying superior people!



action for yourself


Take Action Now

Designing Training Programs

McKinley Solutions © 2008

Designing a Training Program

ADDIE Design Model

Analyze Design Develop Implement Evaluate



AnalyzeIdentify: the learning need; goals &

objectives; the audience’s needs; existing knowledge; other

Consider: the learning environment; any constraints; delivery options; timeline


DesignOutline how to reach instructional goals

Describe audience, learning stylesWrite objectives, test items

Select delivery systemDetermine sequence of instruction


DevelopGenerate lesson plans and

materialsDevelop instruction, media and

supporting documentation


ImplementDelivery in classroom, lab, on computer

Purpose-effective and efficient delivery to …

1. promote the students' understanding of material2. support the students' mastery of objectives

3. ensure transfer of knowledge to the job


Evaluate



What about “transfer”?

Research indicates most of the investment in traditional training and development is

wasted - most knowledge and skills gained in training (as much as 80%) is not

fully applied on the job

Forgetting Curve

Days

Retraining Information

Days


What is the Current Performance?

Your objective is to compare the expected (desired) behaviors and accomplishments

with current performance.


What is the Performance Gap?

In other words “What is the difference

between the service standards the club would like to offer and what is

currently being offered?”


Three dimensions

of a Performance

Gap1. Magnitude2. Value3. Urgency

Motivating and Retaining Top Talent through Employee

EngagementImproving employee engagement is

important because engaged employees have:

51% lower turnover27% less absenteeism18% more productivity12% higher profitability


Identify service needs

and expectations

AssessService

performance gap

Identify reasons for

performance gap and

options for interventions

Select and develop

interventions

ImplementMonitor Maintain



action for yourself


Take Action Now

Leading Training

“I never teach my pupils; I only attempt to provide the

conditions in which they can learn.”

Albert Einstein

What is Training?

Ask Questions as Opposed to Giving Information

Training Lecturing

Asking Telling

What Does a Trainer Intend to Do?

Increase Understanding

Facilitate Memorisation

and Recall

Encourage Use

Instructional Methods

Content Centred

Learner Centred

Training Structure

Reinforce Learning

SessionsSession 1Session 1 Session 2 Session 2 ...... Session 5Session 5

Course Introduction

One idea per slide is easy to digest.

Complete sentences increase learning.

Use simple graphics

The Basic Presentation Checklist

1. Develop the elevator speech.2. What question are you answering?3. Create the opener.4. Craft the ending5. Put it all together and eliminate the

extraneous.6. Rehearse, preferably in the room.7. Check location and technology. 8. When the time comes, be ready.

Training through

Storytelling

Story Telling

Stories are the creative conversion of life itself into a more powerful, clearer, more meaningful

experience. They are the currency of human contact.

—Robert McKee

37 grams of saturated fat in a medium bag of movie buttered popcorn is unhealthy – the daily

recommended max is 20 grams.

"A medium-sized 'butter' popcorn at a typical neighborhood movie theater contains more artery-

clogging fat than a bacon-and-eggs breakfast, a Big Mac and fries for lunch, and a steak dinner with all

the trimmings - combined!“The message stuck!

Story Telling

Simplicity

Unexpectedness

Concreteness

Credibility

Emotions

Stories

Beyond Delivery and Repetition



action for yourself


Take Action Now

Training Content

Start With WHY?

Create Clarity 1.Why do we exist?2.How do we behave?3.What do we do?4.How will we succeed?5.What is most important right now?6.What must we do?

Communication & Perception

How many legs do you see?

Strive first to understand, then be understood

Everyone wants to be heard and understood for who they are. Each person wants to be

appreciated and valued.

When you listen, magic happens.Listening allows a leader to been seen as a servant, not parent, judge, or critic. Listening

builds others. Listening builds trust.

What are we really saying?Words

Tone Body Language

Communication is 7% about WHAT you say and 93% about WHO you say it to!

7%

55%38%

How do you think the communication pie is divided?

Definitioncom·mu·ni·ca·tion

• an act or instance of transmitting• a process by which information is exchanged between individuals through a common system

of symbols, signs, or behavior

communication• c.1384, "to impart, share," lit. "to make common”

© 2011 McKinley Solutions

Model for Communication


Stages in the Listening Process

Hearing Attention Understanding Remembering Evaluating Responding

Fission vs. FusionDivision of labour, separation, split apart,

individualism

Control ”over” others.

Clear boundaries, information and responsibilities by levels and functions

Organizational goals, targets, rules, standards:

1.Hierarchy of authority 3. Organizational Control

2.Bottom Line 4. Individual Incentives

Fission vs. FusionJoining, coming together, connection, relationship,

community.

Control ”with” others.

Absence of boundaries, sharing or information and responsibility, unity, wholeness.

Common ground of shared vision, values, norms, outcomes.

1.Mindfulness

2.Vision

3.Heart

4.Communication

5.Courage

6. Integrity

Conventional1. Talk2. Persuade other to act3. Focus on work issues

4. Transmit data5. Cultivate impersonality

Fusion1. Listen2. Discern other’s needs3. Focus on big picture,

frame of reference, meanings.

4. Transmit symbolic images, stories

5. Cultivate face-to-face contact

Communication Shift


Conventional

6. Assign next task7. Direct message to

“head” 8. Answer questions9. Controlled access

Fusion

6. Celebrate completed task 7. Direct message to “heart”8. Ask questions 9. Flood information across

boundaries

Communication Shift

Know What You Really WantConversation. Focus on What you Want Out of the ConversationAsQ: What do I really want:

for myself? for the other person? for the relationship? for the organization?

Make It Safe:Purpose and Respect

Which condition of safety is at risk?

Mutual PurposeDo others believe you care about their goals?

Mutual RespectDo others believe you respect them?

4 - Step Feedback Model

• Step 1 Identify the behavior• Step 2 Describe the effects of behavior• Step 3 Describe change you would like

to see• Step 4 Gain commitment to change

4 Generations in the Workplace

This is the first time in Canadian history that we have had 4 generations working

simultaneously within the workplace.

Each generation has distinct attitudes, behaviours, expectations, habits and

motivational buttons. 4 Gen

erati

ons i

n the

Wor

kplac

e

Gene

ratio

nal F

eedb

ack Generational Feedback

Traditionalists – “No news is good news.”

Boomers – “Feedback once a year and lots of

documentation.”

Xers – “Sorry to interrupt but how am I doing?”

Millennials – “Feedback whenever I want it at the

push of a button.”

The Five Dysfunctions of Team

#1: Absence of Trust

#2: Fear of Conflict

#3: Lack of Commitment

#4: Avoidance of Accountability

#5: Inattention to Results

1. Choosing status over results.

2. Choosing popularity over accountability.

3. Choosing certainty over clarity.

4. Choosing harmony over productive conflict.

5. Choosing invulnerability over trust.

The Five Temptations of a Leader

Build a Cohesive Leadership Team

I will be COMMITTED, when I am ACCOUNTABLE for a project, for making it happen andseeing it through to its completion.

I will be responsible for ASKING for SUPPORT prior to the deadline date when I am facedwith challenges in meeting my deadlines or completing a task. Missing a deadline isunacceptable.

I will not use the excuse that someone else has not done their job, or that there are noresources as the reason why I am unable to achieve the expectations. I am here to thinkand bring forth suggestions, ideas and/or solutions.

I will be responsible for the INTEGRITY of the information that I am providing. The workthat I deliver will never be less than outstanding and IMPECCABLE.

I will not complain, I will make a request for which I am entitled to a:yes – by when? or no – Why not?

I will work as a team, GIVING AND RECEIVING SUPPORT, fostering a win / win workingenvironment.

I will acknowledge the success of my colleagues.

I need to know and/or provide the objective of every meeting that I initiate and/or attendso as to contribute effectively.



action for yourself


Take Action Now

Performance Reviews& Goal Setting

The Right People Matter

So now that you have the right people – how are you going to manage them?

Through:Performance Evaluation

Performance Recognition

Objectives

What could you measure?

What do you measure?

What should measure?

Learning Objective

A learning objective is a statement that describes what the learner will be able to do upon completion of

the learning experience.

ABCD’s of Learning Objectives

A = Audience expected to perform the desired behaviour

B = Behaviour that the learner can now engage in

C = Condition(s) under which the objectives should be attained

D = Degree of competency expected upon completion of the objective

Goal vs. Learning ObjectiveA GOAL is a statement of the intended general outcome

of an instructional unit or program.

A goal statement describes a more global learning outcome.

A learning objective is a statement of one of several specific performances, the achievement of which

contributes to the attainment of the goal.

A single GOAL may have many specific subordinate learning objectives.

Performance Goal vsLearning Objectives

Performance goal – need to be realistic and attainable.

Learning objectives – are derived from breaking down the performance goal into

specific steps.

Performance Goals

Performance goals are about “winning positive judgments of your competence and avoiding

negative ones. In other words, when individuals pursue performance goals they’re concerned with their level of intelligence or

expertise: They want to look smart (to themselves or others) and avoid looking

dumb.” A person usually does this by playing it safe.

Learning Goals

Learning goals are ones that are about increasing your competence. “It reflects a

desire to learn new skills, master new tasks, or understand new things—a desire

to get smarter, more proficient.”

Goals vs. Goal SettingGoal – The purpose toward which an

endeavor is directed; an end; an objective

Goal Setting – To set or adjust for proper functioning.

Why People Do Not Set Goals

• Do not understand importance of goals• Do not know how to set goals• Fear of failure• Fear of rejection

• Why else? • Why not at your company?

Benefits of Individual Performance Goals

• Encourage employees to attain new achievements

• Reward them with a sense of accomplishment when the goals is achieved

• Link their actions directly to the objectives and plans of the organization

• Goals give employees control over their own jobs and give managers a tool for monitoring their own performance.

What? (Personal)

• What (exactly) do I want to achieve?• What really matters to me?• What do I contribute to my family/

organisation/friends?• What opportunities are there for me to

develop?• What do I really want to do?• What is holding me back?

What? (Skills and Strengths)

• What are my strengths?• What am I consistently good at?• What is the evidence that I perform well at an activity?

• What do I enjoy doing? • What am I enthusiastic about?• What activities make me feel stronger when I do them?

• What skills are required for the next job I would like to do?

Why? (Personal)

• Why am I here? • Why do I want to develop a particular skill?• Why do I do what I do?• Why do I want to do this job/career/vocation?• Why do I spend so little time using my

strengths?• Why do I enjoy doing that particular activity?

How? (Personal)• How will the situation be different if I use my

strengths more in my job? • How do I prefer to work (e.g. alone or in a group)?• How do I learn?• How can I make a contribution in my work?• How can I measure my performance?• How do I view work - is it a job, a career or a

vocation?• How will a development activity help me grow?• How can I overcome any barriers to my

development?

When? (Personal)

• When do I perform best?• When do I perform less effectively?• When do I learn best?• When was the last time I participated in a

development activity?

Where? (Personal)

• Where do I perform best?• Does it matter where I use my strengths? • Is the place important?• If so, why?• Where are the gaps between opportunities and

my strengths?• Where am I now?• Where do I want to be next year/in five years?

Who? (Personal)

• Who can give me objective feedback about my performance?

• Does it matter who I work with?• Who can help improve my performance?• Who do I work best with?• Who knows most about the situation?• Who could I learn most from?• Who am I?

5 Steps to Effective Goal Setting

1. Identify the goal or objective2. Give yourself a timeline or deadline3. Write down the Strategies that are going to

help you achieve the goal.4. Write down the actions required to achieve

the goal.5. Take action

Process

5 Components of an Effective Goal

Why Manage Performance?

So why do we manage performance in the first place?

• To reach organizational mission and goals• Encourage and reward behaviors aligned

with organizational mission and goals • Curb or redirect non-productive activities



action for yourself


Take Action Now

Challenge of Change



action for yourself


Take Action Now

1. Why are we changing?2. What is in it for me?3. What can we/I to do

differently?4. What tools/support do we

have?5. How will we be

measured?


Guiding Questions

Clear Direction?• Where are you going?

Clear Strategy?• How are you going to get there?

Clear set of Expectations?• What does your team expect

from you ?• What do you expect from the

team?


The Challenge of Change


Mark R. Thompson

w: www.mckinleysolutions.come: [email protected]

t: 888-769-1577 x 222

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Leadership & Management

OGSA - Attract, Select, Train and Retain, A Great Team - McKinley Solutions