Strategic Recruitment and
Retention
2010
Atlantic Universities Human
Resources Conference
Saint Francis Xavier University
Marathon Human Resources
October 14, 2010
Objectives
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To share some ideas about
Recruitment and Retention
Challenge HR professionals to be
strategic
Discuss issues in the context of
your environment
Invite dialogue about how to
support the sustainability of
organizations through Recruitment
and Retention
2
Mind-set and
Definitions
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
Strategic
Recruitment
Retention
Culture
Competency
Alignment
3
Your Context

Fiscal restraints
Two sides of the house
Global competition
Shrinking workforce
Generational opportunities
Presenteeism

Other examples?
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
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4
The strategic HR
challenge

Being recognized as a partner who
brings more than process
 We
want to be a part of delivering
the strategy
 i.e. Strategic recruitment vs
staffing-up

Gaining ‘buy-in’ with decision
makers
5
Case Study: Emerging
Leaders AVH (2009)

Context:
 High
turnover rates/pending retirements
 Efforts put in to Succession Planning and
supporting Managers
 Initiatives:
 Mission
Vision Values
 Leadership Forum
 Healthy Workplace Initiatives
 Leadership Model Development
 Mentoring
 Leadership Development
6
Case Study: Emerging
Leaders AVH (2009)


Emerging Leaders defined as
leaders who have taken on new
formal roles from within AVH
We wondered if the Organizational
and Leadership Development
initiatives influenced their decision
to aspire to a formal leadership
role
7
Case Study: Emerging
Leaders AVH (2009)
Q. Prior to taking on your present role
which of the following aspects of
leadership development at AVH were
you aware of:



The AVDHA Mission, Vision and Values:
Yes 94% No 6%
The AVDHA Strategic Objectives: Yes
83% No 17%
Healthy Workplace Initiatives: Yes 88%
No 12%
8
Case Study: Emerging
Leaders AVH (2009)
Q. Did your manager influence your
decision to pursue a leadership
role:
Yes 61% No 39%
Q. Were you influenced by other
leaders or specific leadership
activities:
Yes 66% No 33%
9
Case Study: Emerging
Leaders AVH (2009)
Q. As you have developed in your present
leadership role what has helped you?



Engaging in the Leadership
Development Assessment Process:
Yes 94% No 6%
Understanding the Leadership Model:
Yes 100%
Leadership Forum Interaction:
Yes 94% No 6%
10
Case Study: Emerging
Leaders AVH (2009)
Q. As you have developed in your present
leadership role what has helped you?



The support of supervisor/manager
Yes 100%
The AVDHA Culture
Yes 77% No 23%
The support of other professionals (IT,
Finance, HR)
Yes 66% No 33%
11
Academic Recruitment
The Global Market Place

Opportunities
 Larger
talent pool
 Labor mobility
 Potential to find the best in the
world
12
Academic Recruitment

Challenges
 Our
attitude - they are ‘from
away’!
 Language
 Customs: food, religion
 Family adjustments
 Spousal opportunities
13
Academic Recruitment

Solutions?
 Support
language development
 Provide forums for cultural
exchange
 Collaborate around community
resources
 Assist with family integration
 Recognize the talent of spouses
14
Recruiting IT
Professionals

The talent pool
 Generation
Y (20-30yrs)
 Smart,
tech savvy
 Energetic, ambitious
 High expectations
• Entitlement
• Structure
• Feedback
 Want
work-life balance
15
Recruiting IT
Professionals

Opportunities
 Challenge
the norm – may be
better!

Solutions?
 Development
planning
 Flexible
work
 Clear direction
 Appropriate feedback
16
The strategic HR
challenge


Being recognized as a partner who
brings more than process
Gaining ‘buy-in’ with decision
makers
Best practices?
Your successes?
17
As an Organization
Who are you?
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Vision, Mission, Values
Operational Objectives
Manager
Team
Culture
18
ROI

Considerations
 Tangible
costs:
 Recruitment
 Training
 Leaving
 Vacancy
 Recruitment
 Non-tangibles
 Brand
equity
19
ROI

Retention without money
 Engaging
work
 Customer focus
 Relationship with supervisor
 Listening and empathy go along
way
 Connection to Senior Management
 Performance expectations
 Regular intervals
 Open/transparent process
20
ROI

Retention without money
 Organizational
reputation
 Opportunity for innovation
 Diversity
 Family life
 Team recognition
 Peer to peer recognition
 Social responsibility
21
Development Tactics
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Focus on the Person –
Organization Fit
Delivery is more important than
the cost
One size does not fit all
Small wins
Measure results
Acknowledge success
Speak truth to power
22
Objectives




To share some ideas about
Recruitment and Retention
Challenge HR professionals to be
strategic
Discuss issues in the context of
your environment
Invite dialogue about how to
support the sustainability of
organizations through recruitment
and retention
23
Thank you
www.marathonhrcg.com
9024214400
24