Recruitment, Selection and Retention

Recruitment, Selection & Retention by Connie Vander Wall, BBA, MSM, SPHR, CHRP Strategic Planning Process: Phase I March 18, 2004 Realistic Job Preview -Heaven/Hades -Choice -Recruit -Today – You are an employee… This presentation mainly focuses on faculty, however, all theories, principles and values apply to administrative and support staff employees. Overview of Presentation  Supply & Demand – Faculty  3 Reasons Employee‘s Decide to Accept A Job Offer  Considerations for Recruitment, Selection & Retention of Employees  Recruitment Strategies  Entrance / Exit Interviews  Immigration  Strategic Advertising  Implications  Responsible – Responsive H.R. Policies & Programs  Basic Needs Met  Herding Cats ---- ―I‘m living a dream‖  Fit  Maslow & Alderfer  Hackman & Oldham – FATTS  Herzberg‘s Two Factor Theory ―In Ontario alone between 11,000 and 13,000 new faculty will need to be recruited to meet increased enrolment demand, offset faculty retirements and to lower the student/faculty ratio, which is now 21% higher than the average of nine provinces. In North America it is estimated that approximately 220,000 new faculty will need to be recruited.‖ Therefore, recruitment, selection, retention and motivation of professors at Nipissing University will be extremely strategic and important. NOTE: Support Staff & Administrators will also need to be recruited to meet the needs of the University and our clients - the students. Is there an impending crisis involving the recruitment of faculty over the next fifteen to twenty years, assuming present values for a broad number of variables? COU has sketched a scenario for 2005 & beyond: COU Data chart COU DATA Table 5a Cumulative Summary of Faculty Demand Projections Education Low De mand Scenari o 2000 208 -2005 2006 -2010 Subtotal 2011 -2015 Total 229 Hu manities /Fine Arts Social Sciences Agric. & Biol. Sc i. Engin. & Appl. Sci. Math. & Phys. Sci. Total 813 941 187 308 493 2,950 778 965 170 231 468 2,842 437 239 1,591 657 1,906 971 357 167 540 217 962 399 5,792 2,651 976 2,247 2,877 524 757 1,361 8,443 Me dium De mand Scenari o 2000 441 -2005 2006 -2010 Subtotal 2011 -2015 Total 290 1,593 1,977 367 571 998 5,948 883 1,201 208 276 542 3,399 731 346 2,476 1,007 3,178 1,473 575 267 847 366 1,541 641 9,347 4,101 1,078 3,483 4,651 841 1,213 2,182 13,448 High De mand Scenari o 2000 550 -2005 2006 -2010 Subtotal 2011 -2015 Total 399 1,976 2,481 461 713 1,245 7,425 1,248 1,691 298 411 780 4,826 949 383 3,224 1,103 4,172 1,621 759 294 1,123 404 2,025 707 *12,252 4,513 1,332 4,327 5,793 1,053 1,528 2,732 *16,764 * Faculty Demand -2006 -2015 Finding the Solutions for Recruitment & Retention: Quick fixes do not work – the solutions may be about how we treat employees, not just about compensation. A National survey/study of the changing workplace – asked employees what they considered to be very important in their decision to take an employment offer. The Top 3 Reasons Employees Decide to Accept a New Job were as follows: 1) Balance 2) Meaningful Work 3) Open Communication Balance Balance may well become the most sought after employer ―benefit‖ for the twenty-first century. According to a Coopers & Lybrand survey, Generation Xers aren‘t as impressed with money as with a balanced lifestyle – the top priority it has identified in young job seekers. (Quality of Life) Gen Xers/Baby Bust = 1967 – 1979 Baby Boom Echo = 1980 – 1995 (large group) Making a Difference, Not Just a Living (Meaningful Work) ―We‘re all desperate to belong to something larger than ourselves. So ‗soulful work‘ is where you feel you belong,‖ states David Whyte, author of The Heart Aroused: Poetry and the Preservation of the Soul in Corporate America. Having work with meaning—to make a difference in the work that we do—is of paramount importance to employees today. As stated by Nora Watson ―I think most of us are looking for a calling, not a job. Many employees have jobs that are too small for their spirits.‖ Having a Say (Voice) Being listened to and heard by others is a sign of being respected and valued. Surveys revealed respect to be considered the number one need for balancing work and life issues. We need to actively seek employees‘ opinions (ask what they think) Offering a voice to employees is a key retention strategy Listen Scott Adams, author of The Dilbert Principle, offers this reminder of how management chooses not to listen to its employees, and the impact it has on employee morale: ―here‘s one that happened at a company I worked for…President of the company ignores suggestions by employees on how to improve - their same suggestions are presented to the President by a Consultant, who says they are ‗good ideas‘ and implements them. Quite irritating…‖ Practice management by wandering around (MBWA). Managers need to follow Tom Peters ―excellence‖ principle of getting out amongst employees to discuss important day-to-day issues. Consider asking such questions as, ―what can we do to create a better experience for you?‖ Link to Nipissing University—What are some considerations/thoughts/strategies for Recruitment, Selection & Retention of employees? RECRUITMENT STRATEGIES Recruitment & Retention Task Force Obtain current employees‘ ideas of what attracted them to Nipissing University & what makes them stay What do they think would attract their colleagues to come to Nipissing Package & Market Nipissing (branding) Strategize & ―weight‖ the positive aspects of Nipissing Include Students (end users) on task force Make an institutional plan (prepared document) Develop a solid Recruitment Policy/Guide  Train Selection Committee Members Entrance Interviews What attracted you? Exit Interviews Why are you leaving Nipissing (the answers can assist a recruitment task force & the University in developing strategies for retention and recruitment) Immigration Stats show in the future a large part of our applicants will be immigrants Establish links with HRDC & Immigration Links with Universities with PhD programs (newly minted – PhD‘s for faculty positions) Strategic Advertising  As the late David Smith stated ―Building excellence in the faculty of a university depends greatly on the excellence of the search processes for new faculty.‖  Nipissing has an obligation to ensure all appointments are widely advertised. Creating widespread awareness of the openings is essential. In this regard, the placement of advertisements for vacancies should be in leading publications for the academic market. Career Fairs Monster Board Contacts by people of influence (PIF) National papers (Globe, Toronto Star, etc.) Academic Papers (Chronicle of Higher Ed.) Networks Cluster Hiring ―Selling‖ North Bay Link to North Bay Web Site Market – Quality of Life in North Bay Low cost of living in North Bay Low housing cost (relatively) No long commute Natural beauty of North Bay Four seasons of North Bay Appeal to those who do not want the ―Big City‖ life Selection Committee/ Realistic Job Preview/ Fit The late David Smith stated that ―A new tenure track appointment is a major investment that is likely to carry substantial, long-term costs and will yield a return in teaching and research that is expected to justify this cost. Of course, the investment decision cannot be reduced to a financial calculation, and the returns are largely nonmonetary. But the value of an appointment will reflect how well those involved in the selection process assessed the successful candidate‘s potential to contribute to the work of the department and university in comparison to the potential of alternative candidates.‖ Trained committees should be composed of faculty, students, and staff members. The composition of the committee depends on the type of opening. Committees are essential as they guard against bias in the sifting of candidates and they can help gather expert opinions on the qualifications of candidates. PIF - Contacts Nipissing is a small, friendly institution. It may help persuade candidates to accept an appointment if the President or VP Academic call the prospective candidate to help persuade them to accept the offer that will be forthcoming from the institution. The extra personal touch may be the turning point for some individuals. We are all human beings and need to be recognized and appreciated. A call from the President or VP Academic demonstrates the latter principle. The late David Smith states ―it should be noted that in many of the best universities, the president of the university becomes involved in encouraging candidates to accept offers of appointment and in encouraging excellent professors on staff to remain with the university when they receive offers from other institutions. This involvement signals the high priority an institution places on first-rate faculty.‖ Sponsor Program Assign the new employee to a seasoned employee to help them orient to the University and North Bay. The military uses a sponsor program and it is extremely beneficial. We could learn from the military. Note: a sponsor program is different than a mentor program. Responsible-Responsive H.R. Polices & Programs  We need policies that enable rather than restrict individuals   Flexibility is the key Total compensation, working conditions, work-life balance, flexible work arrangements, personal and career development opportunities (including ―grow your own‖ or promote from within we do not have to replace zebras with zebras) Flex benefits (one size does not fit all)   Different pension options Responsible-Responsive H.R. Polices & Programs  Daycare/eldercare  Partnerships  Orientations  Spousal employment-employment consulting services  Professional development  Bridging program Responsible-Responsive H.R. Polices & Programs  Building partnerships with businesses  Opportunities for external compensation  ―Consulting‖  Cross-appointments  Start-up grants  Reduced workload for Faculty Researchers  Mentoring  Demonstration of appreciation for service Responsible-Responsive H.R. Polices & Programs  Creative non-taxable benefits (e.g. reimbursement of loss on the sale of a home, moving allowances for furniture/drapes etc.)   Concierge service Start-up research grants for Faculty   T.A. support Research space   Equipment and time Competitive compensation (lag/meet/exceed) Responsible-Responsive H.R. Polices & Programs ▀ Demonstrate appreciation for service & loyalty ▀ Perks (relatively inexpensive rewards – tickets/dinner, etc.) ▀ Many of the new employees will be from the Gen X & Nexus Generation and they feel a sense of entitlement to choice and self-reliance ▀ Gen X & Nexus are loyal to people, not places! ▀ Gen X & Nexus look for a sense of contribution, community, flexibility, recognition, transparency and community Benchmarking A best practices exercise on faculty & staff recruitment and retention Scan across Canada as well as selected institutions in the USA to ascertain what they are doing CUPA HRPAO AOUHRP SHRM Implications Honeymoon/Loyalty Loyalty 101 ―There is a honeymoon effect when an employee starts a new job‖, says Ray Seghers, Director of Research at Aon Consulting‘s Loyalty Institute. ―It‘s fresh and new and commitment is very high. That honeymoon period can range from eight months to two years – use it wisely.‖ Seghers believes that many organizations tend to focus on new hires. ―Once they‘re done with recruiting, hiring, orientation and training, then it‘s business as usual.‖ Organizations leave these ―sophomores‖ on their own, but that can be dangerous… ―Employees are vulnerable to leaving during their ‗sophomore slump.‘‖ To understand where employees are with commitment drivers, employers may want to look at a pyramid of employee needs. The bottom layers of the pyramid include pay, security (physical as well as job) and freedom from stress. As basic needs are met, employees move up the pyramid toward work/life harmony. WE CAN OFFER SELF-ACTUALIZATION THROUGH:  Quality of Life -- Balance  Meaningful Work  Open Communication Summary Planning/Org. Strategy – identify needs 3 to 5 years in advance, which will allow the V.P. Academic, Deans & Department Chairs to keep their eyes open for good prospects Use brand identity / organizational goals / social purpose to attract/select the best from the knowledge market Offer compensation within threshold / C.A. (salary & benefits in hyper-competition rarely competitive with private sector) Summary Use organizational culture / purpose / ambiance to retain (intrinsic / opportunity / PTR & Promotion) (Big Fish in a Small Pond) Career development plus variety / mobility Build a community of common purpose Demonstrate appreciation for service & loyalty Summary Good fit to personal values & goals of the individual & the University Meet Maslow & Alderfer‘s Theory Meet Hackman & Oldham‘s model – FATTS (Work Itself) (Feedback/Autonomy/Task Significance/Task Identity/Skills Variety) Herzberg‘s 2 Factor Theory – right blend of extrinsic & intrinsic Maslow-Alderfer (E.R.G.) Existence (E) Self (Concrete) Physiological Survival -Pay, vacation -On-the-Job Breaks & Lunch -Holidays -Paid Sick Leave -Clean Air -Rest Roo ms (Extrinsic) Safety Security -Supplemental Health Insurance -Pension Plan -OH and Safety (W.C.) -E.A.P. -Salary Continuation - S.T..D -L.T.D -Day Care -Elder Care (Extrinsic) COMPARISON Growth (G) Self (Abstract) Relatedness (R) Others Maslow -5 Categories -Hierarchy -Ungratified Needs Do minate -Gratified Needs -Do Not Motivate -Aspire-Gratify-Aspire -Aspire-Frustrate-Stop Defense Mechanism -(Rationalize) Alderfer -3 categories - Dimension -Ungratified Needs Do minate -Gratified Needs -Motivate Aspire-Gratify-Aspire -Aspire-Frustrate Regress to comfort level Social Belonging Affiliation -Work Group -Clubs -Social Co mmittee -Working Co mmittees -Union -Associations -Peer Relations Ego Esteem -Power -Status -Recognition -Pro motion -Awards Self-Fulfillment Self-Actualization -Job Content (Hackman Oldham) -Co mpetence -Achievements - Responsibility Hu man Resources Questions: -Are these needs filled/met by our organizat ion? -How impo rtant are these needs to employees? -Is every factor pertinent to need gratificat ion? -How can Hu man Resources ensure that appropriate employees are attracted, retained and motivated? Economic Employer -Theory X-(I’m Paying) -Scientific Management (Tay lor) -Autocratic -Paternalistic -Custodial -Material Motives and Incentives -Organizat ion Policy and -Procedures -Economic Contract h:hrposi\misc\hrpres Social Emp loyer -Theory X -Groups -Supportive-Social -Positive Reinforcement -Social Contract Psychological Emp loyer -Theory Y -Supportive-Part icipative -Co lleg ial -Psychological Motives and Incentives -Herzberg ’s Motivational Factors (Intrinsic/ Ext rinsic) -Work Itself (Hackman Oldham) -Psychological Contract -Intrinsic HERDING CATS ―You see the movies…‖ ―Yah hear the stories…‖ ―I‘m living a dream…‖ ―I wouldn‘t do anything else…‖ If we recruit strategically & implement retention strategies, Nipissing University can be filled with cat herders Thank you!