Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Paige Wolf
Learning Objectives
Business case: Setting the stage for effective
recruitment and retention.
What attracts employees?
> Attractiveness dimensions.
> Employment branding at PacifiCare.
> Employment branding activity.
Wrap-up
2
Business Problem
Scenario
The organization:
> Needs a qualified, talented person for a
position.
> Advertises and recruits for the position.
> Hires someone for the position.
The employee:
> Is trained and socialized.
> Experiences a learning curve.
> Becomes productive.
> Leaves the organization.
3
Business Problem
Discussion Questions
1. What are the business concerns
related to this scenario?
2. What are the implications of these
costs to employers in terms of
recruiting and retaining
employees?
Turnover
Not all turnover is bad
Dysfunctional turnover:
When talented, experienced,
knowledgeable, productive, wellnetworked, high-potential employees
leave the organization.
Functional turnover:
When disruptive or poor-performing
employees leave the organization.
5
Psychological Contract
HR and managers must partner to prevent
dysfunctional turnover.
This requires understanding the
psychological contract: The unwritten
Selection:
> Organizations select applicants with attributes it
Attrition:
> People will leave organization if they dont fit.
SHRM 2008
Source: Berthon, P., Ewing, M., and Hah, L. L. (2005). Captivating company: dimensions of
attractiveness in employer branding. International Journal of Advertising, 24(2), 151172.
9
10
product or service.
> An employment branding goal asks a person to
change their life.
Why Do It?
> By 2010, there will be 5-10 million fewer workers
11
12
SHRM 2008
13
14
Source: Joinson, C. (2002). Building and Boosting the Employer Brand, Employment Management Today, 7 (3).
15
PacifiCare
Launched a comprehensive employer branding
campaign, including
> Employee value proposition:
Envision. Innovate. Accomplish.
> Consumer message:
Caring is good. Doing something is better.
To what extent are these aligned?
> Employee referral program (ERP):
ERPs are one of the best recruiting tools in terms
of performance and retention.
Particularly effective when the referrals are coming
from committed and productive employees.
SHRM 2008
16
SHRM 2008
Source: http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf
17
http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf
SHRM 2008
18
PacifiCare
PacifiCares employer branding efforts have been
recognized by the following awards:
> Best Employer Brand: 2006 Electronic
Recruiting Exchange
> Best in Class Employee Referral Web Site:
VirtualEdge West Coast User Group
> Top 50 Employer for Minorities and Women:
Fortune Magazine
http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf
SHRM 2008
19
PacifiCares Results
Branding results:
> 85% of interviewed candidates agreed with the
http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf
SHRM 2008
20
21
Discussion Questions
1. What are the key messages expressed in the
2.
3.
4.
5.
SHRM 2008
22
23
Google
#1 on Fortunes 100 Best Places to
Work in 2007 and 2008.
Known for little bureaucracy.
Hire smarts; less emphasis on
experience.
Good ideas are implemented,
regardless of who they came from.
What is it like to work at Google?
SHRM 2008
24
Advancement opportunities.*
Constituent attachment (co-workers, boss, employees).
Extrinsic rewards (pay, bonus).
Green cited
significantly
Flexible work arrangements.
more by high
Investment in the organization.
performers
than low
Job satisfaction.
performers.
Lack of alternatives.
* - cited
Location.
significantly
Non-work influences.
more by
higher-level
Organizational commitment.
employees
Organizational justice.
than hourly.
Organizational prestige.*
25
26
Discussion Questions
What are the practical implications of
this study?
Which retention factors relate directly
to employment branding efforts?
What do the studys findings suggest
about the utility of employer branding?
How could generational differences
affect reasons for retention?
27
Source: Hausknecht, J. P., Rodda, J. M., Howard, M. J. (2008
Multigenerational Workforce
Each generation:
> Shares a similar set of experiences and
perceptions due to the events of their
lifetime.
> Brings a different perspective to the
workplace.
> Has different interactional styles and
preferences.
> May misinterpret words and actions of
employees from other generations.
29
Multigenerational Workforce
Employees across generations need to
work together more today:
> Flatter organizations.
> Growth of performance and meritbased pay and promotion systems.
> Globalization and knowledge-based
economy requires collaboration.
30
Multigenerational Workforce
Source: Kovary, G. (2008). How to Get, Keep, and Grow all Four Generations. 60 th Annual SHRM Conference, Chicago,
IL.
31
Matures
Baby Boomers
Gen X
Gen Y
Values
Loyalty,
dedication,
sacrifice, honor,
hard work,
compliance
Personal
growth,
youthfulness,
equality,
ambition,
collaboration
Independence,
pragmatism,
results-driven,
flexibility
Confident,
optimistic, civic
minded,
innovative,
diversity
focused,
techno-savvy
Expectations
Stability
Rewards for
hard work
Continuous
learning,
challenging,
work-life
balance
Continuous
change, rapid
career growth,
personalized
experiences
Behaviors
Respectful of
authority, linear
work style
Challenge
authority, loyal
to team
Unimpressed by
authority, loyal
to manager,
results-focused
Respect for
competency, not
title; loyal to
peers, focus on
change
Goal
Build a legacy
Have an effect
Maintain
independence
Source: Kovary, G. (2008). How to Get, Keep, and Grow all Four Generations. 60th Annual SHRM Conference, Chicago,
SHRM 2008
IL.32
Generational Similarities
How are we similar?
People all want to trust their supervisors.
No one really likes change.
We all like feedback.
Everyone likes security and the ability to
balance work and life.
Deal, J. (2006). Retiring the generation gap: How employees young and old can find common ground.
choices.
> Focused on adaptability of employee and employer.
> Made explicit certain trade-offs between choices.
> Increased retention by creating a sense of loyalty and
connection.
Source: Women Leaders; Symposium, 22nd Annual Conference of the Society of Industrial and
Organizational Psychologists; April, 2007, New35York, NY
SHRM 2008
Source: Women Leaders Symposium, 22nd Annual Conference of the Society of Industrial and Organization
Psychologists; April, 2007, New York, N
technological advances.
Solution:
> Results Only Work Environment (ROWE).
> Focus on what gets done, not physical presence.
> No mandatory office time.
> Work when and where you want just get the job
done.
38
Results:
> Average voluntary turnover has fallen
drastically.
> Productivity is up an average 35%.
> Employee engagement has increased.
Discussion Question
From an HR perspective, what types of
systems need to be in place to sustain
ROWE on an ongoing basis?
39
Discussion Question
Based on what weve discussed and your
organizations mission and purpose,
what could it do to improve the quality of
recruits and retain the best talent?
SHRM 2008
40
Conclusion
Building an employer brand leads to higherquality and more efficient recruiting.
Generational differences are a source of
diversity use them to your advantage,
minimize conflicts through training/education.
Create an organizational culture that serves to
execute your strategy and retain and attract the
best workforce.
> Determine drivers of retention of your
workforce.
> Consider ways to create more glue for
your high-performing population of
employees.
41