Recruitment & Retention Strategies-Chris Offokansi

8/6/2019 Recruitment & Retention Strategies-Chris Offokansi

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RECRUITMENT &RECRUITMENT &

RETENTION STRATEGIESRETENTION STRATEGIES

ByBy

Chris Chuks O.Chris Chuks O.

Offokansi, Phd, ACIPM, CMNIMOffokansi, Phd, ACIPM, CMNIM

Halliburton Energy Services Nigeria LimitedHalliburton Energy Services Nigeria Limited



IntroductionIntroduction

� Best Recruitment Strategies & Steps to Do It Right

� Recruitment Made Easy

� Four Steps To Recruiting Right

� Recruitment Methods� Retention Strategies

� Major Complaints of Employees

� Personal Responses from Colleagues



Recruitment & Retention StrategiesRecruitment & Retention Strategies

� Hiring a new employee into your team

involves much more than simply posting a

job. With this in mind I have tried todevelop a hiring/recruitment guide; a

definite know how-to-guide us smoothly

through the ins and outs of the recruitment

process. Thereafter, we shall do a follow-up on the retention strategies.



� For a thorough guide, we know that ³Recruitment is theprocess of finding candidates, reviewing applicant

credentials, screening potential employees, and

selecting employees for an organization´.

� Effective recruitment results in an organization hiring

employees who are skilled, experienced, and good fits

with your corporate culture´.



� The online world also gives you so many

candidates to consider that weeding

through applications is time consuming. Ina fast growing company, employee

recruitment can take up much of the HR

department¶s time.



RECRUITMENT MADE EASYRECRUITMENT MADE EASY

� 1. Specify the candidate you want and advise those whodid not meet your requirements not to apply.

� 2. Organize an interview for those who met your specified requirements.

� 3. Make them comfortable during the face to faceinterview.

� 4. Ask them questions regarding experiences and quizfor information they have about your Company.

� 5. Select those who listen well before they answer your questions for further discussions.



RECRUITMENT MADE EASY CONTINUESRECRUITMENT MADE EASY CONTINUES

� 6. Avoid making your choice based on their looks only,let it be based on their intended contribution to theorganization.

� 7. If you can play the tape of the interview again, you

may make a better judgement in your choice of candidates.

� 8. Call the candidates by their names during theinterview; you will get the best that is in them.

� 9. Give some time to other society issues and see their reflection on it.

� 10. Do not bore them with long questions; be brief andtarget oriented.



FOUR STEPS TO RECRUITING RIGHTFOUR STEPS TO RECRUITING RIGHT

Recruiting is a critical element of any manager¶s job.

� There is no joy in reiterating the

importance of recruiting right ± there¶s

enough and more that has been said

about the price of making the wrong

recruiting.



FOUR STEPS TO HIRING RIGHT CONTINUESFOUR STEPS TO HIRING RIGHT CONTINUES

1. Understand the requirement of The Job:

Draft out a quick job description if you don¶t have

one already. You¶ll be surprised at the insight that

you get into the role.

� It not only helps you understand clearly whatquestions you should ask during the interview,it also allows you to remodel the role.

� Read the job description thoroughly, and getthe role clear in your head first.




2. Thoroughly Prepare For This Assignment.

� For this, the foremost requirement is for you to haveread the candidate¶s CV many times over ± know himwell before you start interacting with him.

� It is not only bad manners to start looking at the CV for the first time in front of the candidate, it also enables

the candidate to take charge of the interview flow,something that you don¶t want ever to let happen.




� At the same time, know the questions that you

must ask the candidate.

� Structuring the flow of the interview enables

you to stay in control, minimises the chances

of something critical not been covered, and

allows you to get a comprehensive µfeel¶ of what the candidate has done in the past, and

what is he capable to doing in the future.




3. Follow a structure: the interview has three parts ± the opening, thebody and the closing.

� It is important to understand that each one of these is animportant piece in the jigsaw.

� While 80% of the time is spent in the body, the opening andclosing bits leave perhaps a more lasting impression in thecandidate¶s mind.

� In the opening, greet the candidate, set the tone of theinterview, build rapport, make the candidate feel comfortableso that he is able to showcase what he is fully, and clarify thestructure of the interview.




� In the body, gather behavioural information, don¶t rely on ³gut-feel´, sell

the position to him, ask if he has any questions, clarify elements of the

role and organization that he might have questions on, and always keep

control.

� In the closing, thank the candidate, and tell him clearly what the next

steps are. Watch out for a firm handshake from the candidate that

connotes confidence.



4.4. Follow behavioural model:Follow behavioural model:

The best indicator of future performance is past performance ± this is the

dictum that you should always keep in mind while interviewing.

There is a simple model to follow ± EAR.

� a. E is for example, continuously ask the candidate about examples of whathe has done in the past. Hypothetical questions (what will you do if«) do notnecessarily tell you how he will react in real-life situations, but a recount of hisactions in the past under similar situations will give you an idea of what toexpect in future.

� b. A is for action, continuously probe on his actions in the example (stayaway from ³we´, ³my team´, etc.).

� c. R is for result, continuously seek the outcome of his actions in theexamples that he quotes.

Merely knowing the example and the action is not sufficient, you must knowwhat happened as a result of his actions. Putting together, the EAR model helps

you gather information that¶ll be useful in the final decision.



Recruitment MethodsRecruitment Methods

Effective recruitment methods should ensure to engage competent and

productive employees who will be loyal to your organization.

The most common and effective recruitment strategies include:

� Obtain referrals from current employees.

� Participate in online social networking at sites such as Linkedin, twitter,facebook, etc.

� Tap into the online and off-line social networks of current employees.

� Offer an effective, informational, exciting corporate recruiting website.

� Participate in in-person networking at and professional events.



Recruitment Methods ContinuesRecruitment Methods Continues

� Attend and exhibit at job and career fairs at colleges and universities andorganization-sponsored events.

� Post job openings on job boards.

� Advertise job openings in newspapers and their associated websites.

� Sponsor scholarships, activities, class projects and events at localuniversities.

� Contract for the services of a recruitment firm or head hunter.

Schedule a recruitment planning meeting to ensure a successful recruitment

approach. Also, use your team for recruitment.



RENTENTION STRATEGIESRENTENTION STRATEGIES

� Recruiting the right employee and keeping the right employeesmatters, especially now and immediately after the current economicmeltdown.

� In a recent survey of Fortune 500 companies, 33% turnover isexpected at the executive level in the next five years. One-third of respondents said they weren¶t confident about finding suitablereplacements.



««««ContinuesContinues

Tips and Tools for Employee Retention:

� Employee retention, especially of your best, most desirable employees,is a key challenge in organizations today. Reducing employee turnover is dependant on the total work environment you offer for employees.

� Competitive salary and benefits, and tuition assistance are threebasics in employee retention. Especially for millennialemployees, these are the Holy Grail (ultimate ideal or reward) for recruitment and increasing retention.

� Employee retention is dependant on the total work environmentyou offer for employees.



««««ContinuesContinues

Pride, Recognize & Celebrating Success

� Give your employees the opportunity to be proud of their work.

� Reward team members publicly for a job well done.

� Give them an opportunity in a team meeting to explain how they

accomplish the job.

� Give recognition to these employees by personally sending a note

recognising them in an organizational or team meeting.



EMPLOYEE RETENTION IN AN IMPROVED JOB MARKET

� A recent Society for Human Resources Management (SHRM)

press release revealed the answer to the question of whatpeople plan to do when the job market rebounds.

The majority of the Human Resource (HR) professionals andmanagers surveyed agreed that turnover will rise significantly

once the job market improves. Both groups felt that the jobmarket will improve within the next year, according to the latestJob Recovery Survey.

� The survey was produced by SHRM and CareerJournal.com,The survey results include responses from 451 HRprofessionals and 300 managerial or executive employees.



Employees cited the following three top reasons they would begin searching for

a new job:

� 53 percent seek better compensation and benefits.

� 35 percent cited dissatisfaction with potential career development.

� 32 percent said they were ready for a new experience.

� HR professionals were asked which programs or policies they use currently to helpretain employees. The following three are the most common programs employers areusing to retain employees:

� 62 percent provide tuition reimbursement.

� 60 percent offer competitive vacation and holiday benefits.

� 59 percent offer competitive salaries.



In addition to the three retention tips offered by HR professionals in the

SHRMCareerJournal.com survey, ( ie competitive salary, competitive vacation and

holidays and tuition reimbursement), these are your key retention strategies.

� Select the right people in the first place through behaviour-based testing andcompetency screening. The right person, in the right seat, on the right bus is thestarting point.

� Offer an attractive, competitive, benefits package with components such as lifeinsurance, disability insurance and flexible hours.

� Provide opportunities for people to share their knowledge via training sessions,presentations, mentoring others and team assignments.

� Demonstrate respect for employees at all times. Listen to them deeply; use their ideas; never ridicule or shame them.



� Offer performance feedback and praise good efforts and results.

� People want to enjoy their work. Make work fun. Engage and employ the special

talents of each individual.

� Involve employees in decisions that affect their jobs and the overall direction of thecompany whenever possible.

� Recognize excellent performance, and especially, link pay to performance.

� Provide opportunities within the company for cross-training and career progression.

People like to know that they have room for career movement.



� Provide the opportunity for career and personal growth through training andeducation, challenging assignments and more.

� Communicate goals, roles and responsibilities so people know what is expected

and feel like part of the in-crowd.

� According to research by the Gallup organization, encourage employees to have

good, even best, friends, at work.



MAJOR COMPLAINTS OF EMPLOYEESMAJOR COMPLAINTS OF EMPLOYEES

� Knowing what makes employees unhappy is half the

battle when you think about employee work satisfaction,

morale, positive motivation, and retention.

� Listen to employees and provide opportunities for them

to communicate with company managers. If employees

feel safe, they will tell you what¶s on their minds. Your

work culture must foster trust for successful two-way

communication.



MAJOR COMPLAINTS OF EMPLOYEE CONTINUESMAJOR COMPLAINTS OF EMPLOYEE CONTINUES

HR Solutions, Inc., a Chicago-based management consulting firm

specializing in employee engagement surveys, analyzed recurring themes in

employee surveys and compiled the following top seven list. These are the

items employees consistently complain about on surveys and in interviews.

We shall try as much as possible to find out how many are true in your

workplace.

� Higher salaries:

Pay is the number one area in which employees seek change. You can foster

a work environment in which employees feel comfortable asking for a raise, or

at best have act proactively.� Internal pay equity:

Employees are concerned particularly with pay comparison, the differential

in pay between new and longer term employees. In organizations, with the

average annual pay increase for employees around 4%, employees perceive

that newcomers are better paid ± and, often, they are.



� Human Resources department response to employees:

The Human Resource department needs to be more responsive to employee questions

and concerns. In many companies, the HR department is perceived as the policy

making and policing arm of management. In fact, in forward thinking HR departments,responsiveness to employee needs is one of the cornerstones.

� Pay increase guidelines for merit:

Employees believe the compensation system should place greater emphasis on merit

and contribution. Employees find pay systems in which all employees receive the samepay increase annually, demoralizing. Such pay systems hit the motivation and

commitment of your best employees hardest as they may begin asking what¶s in this for

me?

As you adopt a merit pay system, one component is education so that employees know

what behaviours and contributions merit additional compensation. Employees who didnot must be informed by their manager about how their performance needs to change to

merit a larger pay increase.



� Favouritism:

Employees want the perception that each employee is treated equivalently with other

employees. If there are policies, behavioural guidelines, methods for requesting time off,

valued assignments, opportunities for development, frequent communication, and just

about any other work related decisions you can think of, employees want fair treatment.

� Communication and Availability:

Let¶s face it. Employees want face-to-face communication time with both their

supervisors and executive management. This communication helps them feel

recognized and important. And, yes, your time is full because you have a job, too. But, amanager¶s main job is to support the success of all his or her reporting employees.

That¶s how the manager magnifies their own success.

� Workloads are too heavy:

Departments are understaffed and employees feel as if their workloads are too heavyand their time is spread too thinly. I see this complaint becoming worse as layoffs; the

economy; your ability to find educated, skilled, experienced staff; and your business

demands grow. To combat this, each company should help employees participate in

continuous improvement activities.



� Facility cleanliness:

Employees want a clean, organized work environment in which

they have the necessary equipment to perform well.

This job satisfaction study included over 2.2 million respondents

with 2,100 organizations representing various industries, all

surveyed by HR Solutions, Inc.



� Knowledge of each of your employee helps you to achieve the goal of retention;for the simple reason that they all have their strengths, weaknesses, like, dislikes,goals, motivation and learning styles. By understanding and acting on thesedifferences, you will be able to bring out the best out of your team.

Here are some of the opinions from my colleagues;

Ijeoma Chidi ±Osuji (Mrs)

� more money

� Promotion

� Better conditions of service� Recognition

� Appreciation

� More power!

Elfreida Agbonrofo (Mrs)

� Recognition/Appreciation

� Good Structure of Company/Management

� Good benefits

� Equity



Chinyere Nwandu (Mrs)

� Pay increase/amendment� Feeling valued as an employee

� Promotion

� Clearly defined career structure

� Development and engagement

Sam Onyefuosaonu (Mr)

� Recognition

� Well laid out career path

� Structure/Image of the Company.

� A good reward system that is visibly implemented.

� Equity and fairness. Non-discrimination of any sort be it race, gender,location or department.

Jacob Moses (Mr)

� In all the points, I will add ± more opportunities to work within and outsidehome country.



THANK YOU

Recruitment & Retention Strategies-Chris Offokansi

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