1. What Makes Your Organization Different?

2. How Do You See People?

3. Recruiting Ideal Candidate Message to Ideal Candidates Where are they?

4. Ideal Candidate Worksheet

5. Defining Attributes An organization must identify the characteristics or “attributes” of an employee to know who is a good fit for the organization Attributes describe the knowledge, behaviors and motivations associated with success or failure in a job

6. What Are You Saying? Are you selling a job or an experience ?

7. Where Are They?

8. Hiring Process Behavioral Interviewing Pre-Hire Assessments

9. What Is Your Hiring Process?

10. Process Prescreen -HR First interview – Hiring Manager Second interview – Another member Team based interview Job match assessment Reference and background checking

11. Behavioral Interviewing Thoughts + Emotions + Actions = Results

12. Tell me about a time... How do you handle...? Give an example when... Describe a decision you made... What would you do if...?

13. 11% of employees fail because they lacked technical skill. The remaining reasons are alienating coworkers, being unable to accept feedback, lack of ability to manage emotions, lack of motivation or drive and poor interpersonal skills. (Leadership IQ Research Center) The remaining reasons are alienating coworkers, being unable to accept feedback, lack of ability to manage emotions, lack of motivation or drive and poor interpersonal skills. (Leadership IQ Research Center)

14. Bad Hires?

15. Fraud Protection Unrealistic claims Claims all credit Textbook answers Always saves the day Charming Personality Sounds like victim Blame others Sounds Arrogant Expresses Self-Doubt Lone Wolf Overly Concerned about power “I Don’t Know” Poor Coping Skills Angry Skeptic or Cynic

16. Pre-Hire Assessments Work Ethic Reliability Integrity

17. Pre-Hire Assessments Think Reason Behave Motivations Performance Models

18. Interview + Background Check + Personality & behavior + Mental Abilities + Interests & Motivators + Job Matching Hire for Top Talent

19. Retaining Top Talent

20. Why Employee’s Leave? Job or workplace not what expected Mismatch between employee and job Too little coaching/feedback Not being provided the right tools Feeling unrecognized According to a Gallup poll of 1 million employees “People leave managers not companies...in the end, turnover is mostly a manager issue."

21. Why Employees Stay? Exciting work and challenge Career growth, learning opportunity Working with great people Fair pay Supportive management

22. Autonomy Mastery Purpose

23. Training & Development Strategy

24. Measure and Analyze Turnover trends, such as: – Reasons for leaving – Positions/departments – Length of employment Conduct exit interviews Survey existing employees

25. Again… What is the Goal?

26. Attract, Recruit, Hire, & Retain Top Talent

27. Successful Outcomes Case Study: CCRC in Olathe, KS

28. The Challenge Community’s turnover: ≈ 40% Used traditional interviewing methods/questions Hiring manager might include another person from department in interview Spent minimal time with non-supervisory candidates Overall inconsistent processes Resident surveys revealed they found the community to be “Good” and “Acceptable”. This resulted in minimum to no resident referrals.

29. The Plan Hospitality is the core of our culture, and it starts in the interview process … therefore we agree: Using consistent behavioral questions based on predefined attributes and technical competencies is key in all interviews Frequent training is essential for all interviewers Team based interviewing and consensus decision- making results in hiring the best people for our team

30. The Plan Committed to following a defined plan Implemented behavioral interviewing for three months; reported feedback to us Tweaked process and used again for few months Developed a plan going forward

31. The Results Employee satisfaction scores: I know what is expected of me (94%) I understand the Community’s mission (95%) Hospitality is an important part of the culture at the Community (94%) I have respect for my Supervisor (91%) I can handle the amount of work I am asked to do (92%) I have enough authority to do my work (90%)

32. The Results Resident Satisfaction scores: Overall Resident Satisfaction at 86% up 12% Overall Employee Satisfaction 90% up 17 % Resident Referrals account for 35% of leads Campus census – 98 % Net operating margin improved 65% with a 12% improvement in operating revenues and only a 3% increase in operating expenses!

33. The Payoff As part of an overall focus on hospitality, the team committed to the new behavioral interviewing process and saw strong results Turnover decreased to 17% in less than 2 years

34. The Payoff Assumptions: Total employees200 Ave annual salary$27,000 Cost of turnover30% of annual salary Ave turnover cost$8,100 25% turnover (50 employees)= $405,000 15% turnover (30 employees)= $243,000 Savings = $162,000

35. Thank You!