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Looking for Superman or Wonder Woman? Selecting Talent That Clicks With Your Company Culture Develop a profile of a top performer based on your company.

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Presentation on theme: "Looking for Superman or Wonder Woman? Selecting Talent That Clicks With Your Company Culture Develop a profile of a top performer based on your company."— Presentation transcript:

1 Looking for Superman or Wonder Woman? Selecting Talent That Clicks With Your Company Culture Develop a profile of a top performer based on your company culture Build a job description that maps to key skills and expected outcomes Conduct an interview that effectively discerns talent and fit Offer a compensation & benefits package that attracts top performers Evaluate when to outsource, contract or hire for an open position Effectively onboard new hires to lay the foundation for long-term success Engage talent to ensure retention and productivity

2 Case Study-Growing Software Firm Leverages SaaS to provide quick and easy re-fi process for mortgage lenders Our sample company has been in business for five years. The company has seven employees; three software developers, the Founder, an SME from the mortgage industry and two interns. The company has an Advisory Board. After three years in development, the company is ready to launch a SaaS that will provide a quick and easy online application for mortgage re-financing. This product will help people stay in their homes. The real estate industry is in flux and the launch is timely as there is great demand to keep people in their homes through refinancing. The company is ready to take the software to market and needs to hire a Product Marketing Manager to launch the product and take the company to $5mil in sales within the next twenty four months. The company will be positioned to receive its’ first venture capital investment. The growth potential is exponential for the next five to ten years to the company’s acquisition. Other companies in the industry are starting to develop similar products, some of which are larger more established firms with more resources to get the product to market quickly, but this firm has a large jump on product development. It is critical to launch now and launch right. The company must hire a Product Marketing Manager who has extensive experience launching technology products in the real estate and mortgage industries. No one else in the firm has a sales and marketing background so this is a critical hire. The FIT is critical. This is go-time, no do- overs.

3 Company Culture Nimble and fast- paced Evolving and lean Ambiguous with limited resources Establish company characteristics

4 Establish position deliverables What is the Work? Build and launch marketing plan to exceed $5mil in sales within 24 mos. Identify prospects and evaluate competition, align stakeholders Develop collateral, align with assns, conferences and next generation strategy

5 Skills Required 3-5 years of sales/strategic partnerships, marketing B2B marketing in SaaS, align and influence, analytical and strategic Real Estate and/or mortgage industry experience Identify core skill requirements

6 Product Marketing Manager- Attn Product Marketing Ninjas: Read on if the challenge of launching a “First to Market” SaaS for one of the US’ Fastest Growing industries inspires your competitive nature. We seek a proven marketing strategist who can act and deliver on a multi-billion dollar industry opportunity in an environment that blends science and creativity while fostering a hands off management style. Exercise your creativity and business- building experience to make an impact and help us grow to the next level. Requirements: We seek a performance-proven professional from the mortgage and/or real estate industry with five years+ prior experience in B2B marketing and sales, strategic partnerships, in a technology environment. Must have the unique blend of analytical and strategic thought, initiative and results-oriented. Create a Job Announcement that will attract “A-Players”

7 Selecting talent – Questions to ask Don’t askDo ask Gender, sexual orientation, age, ethnicity, race, religion, marital status, genetic (medical), etc. Experience Education Gaps in employment Traits – relevant to job requirements and/or company values, mission, business objectives, leadership style Accommodations All Rights Reserved: Premier HR

8 Do you hire Superman or Super-woman? To buy or build – that is the question!

9 9 Strategic roles are critical to creating long- term advantage Key roles are critical to delivering results within next 18 months Core roles are marginally critical to business priorities, but cannot do without Criticality to Business Other roles are not critical to any business strategies and may be opportunity for cost savings Strategic Hiring / Proactive Sourcing / Effectiveness Maintenance Hiring / On Demand Sourcing / Efficiency Hiring Avoidance / Efficiency Recruitment Focus Example of Roles and Recruitment Focus

10 Example of Organizational Capabilities - Current focus for Emerging Companies Current CapabilitiesFuture Capabilities All Rights Reserved: Premier HR 1.Leadership and Execution 2.R & D 3.Emerging Market Sales 4.Marketing 5.Infrastructure – Systems, HR, Operations List the top 5 current capabilities needed within months Current Employee Mix by Job function Organizational Mix by Job Function 1.Channel Sales 2.Leadership and Execution 3.Marketing 4.R & D 5.Infrastructure – Systems, HR, Operations Future Organizational Mix List the future top 5 capabilities needed –3 – 5 years

11 Develop or procure decisions RolesHiring Strategy 1. Leadership and Execution 2. R & D 3. Emerging Market Sales 4. Marketing 5. Infrastructure – Systems, HR, Operations 1. Strategic roles – hire now and develop (effectiveness) 2. Key roles –hire now and develop (effectiveness) 3. Key roles –hire now and develop (effectiveness) 4. Key roles –hire now and develop (effectiveness) 5. Core roles –on demand sourcing (efficiency)

12 All Rights Reserved: Premier HR Maslow’s model and Employee Attraction, Engagement, and Retention Physical safety and security, Health, Life, Disability, and Compensation Engagement to the culture, mission, vision, and values, and the boss Appreciation Career Work/Life Balance Engagement to the work itself Appreciation for contributions Engagement to the boss and peers Self-esteem Self-actualized Safety, Security and Financial needs Social and emotional

13 Which of these is LEAST important to a new employee? Clearly understanding responsibilities and how success will be measured Finding meaning and a sense of accomplishment from work Being a part of the company culture Building solid relationships with their team/department Understanding their benefits (i.e., health insurance, retirement package, and so forth) Courtesy Alexia Vernon - 90 Days 90 Ways – Onboard Young Professionals to Peak Performance 2012

14 What is the #1 reason employees leave a job? Infrequent or unsatisfactory pay raises Returning to school No longer learning and growing in role A fractured relationship with their supervisor An offer from a competitor Courtesy Alexia Vernon - 90 Days 90 Ways – Onboard Young Professionals to Peak Performance 2012

15 How Productive was Jack’s First Day? 9:05 am: Jack sits in a room with several others - listens to a 4-hour lecture on benefits and policies. 1:00 pm: He leaves the meeting remembering little & wishing he’d been introduced to the other new employees. 1:10 pm: Upon returning to his department, Jack is told to read the 105-page Employee Handbook until his manager has some free time. 3:00 pm: Two hours later, his manager drops by Jack’s desk, which – because his own computer and telephone have not yet been set up – is actually the desk of a vacationing co-worker. 3:05 pm: Before rushing off to another meeting, Jack’s manager instructs him to sit with Jill to observe. Jill is unprepared to train Jack, and wasn’t even aware someone new had joined the department. 3:15 pm: Dissatisfied with her recent performance appraisal, Jill spends most of the time complaining about the company. 5:05: At the end of his first day, Jack leaves famished because no one invited him to Lunch or even bothered to show him where the cafeteria is located. Courtesy Novita Training Chicago IL 2012

16 Top 5 Recommendations 1.Begin day 1 prior to day 1 2.Focus on the first impression, lunch, key and manager relationships & engaging first day task 3.Give new employees a sense of achievement 4.Let them address their anxiety 5.Introduce the aim for the rest of the week Courtesy Alexia Vernon - 90 Days 90 Ways – Onboard Young Professionals to Peak Performance 2012

17 Salary.com hosted a survey in 2009 conducted by Novacrea Research and Green Global Resources with 1,264 employees across the U.S. and136 HR professionals Respondents were from a broad slice of industry, government agencies, and not-for-profits 32% of employee respondents were in companies of less than 100 employees, 23% in > % of the employees were boomers, 40% gen X, 8% were gen Y, and 2% were traditionalists All Rights Reserved: Premier HR Engagement survey indicators

18 Conclusions and Recommendations What Employees Want… Career Dev. & Advancement On-the-job learning opportunities Lateral career paths Mentors Pay and Recognition Pay for performance Formal or informal employee recognition What You Can Do… Career Dev. & Advancement Job rotation program Job crafting program “Encore” program: mentoring younger employees Pay and Recognition Clearly articulate performance expectations Strive for transparency in pay structure Set separate budgets for employees recognition (e.g., spot bonus, team rewards) 18

19 Conclusions and Recommendations What Employees Want… Communications Two-way communications Kept informed of company happenings Personal-company value alignment Work/life Balance & Affiliation Flexibility of work schedules Feeling connected (socially) with coworkers What You Can Do… Communications Establish a communication strategy Leverage technology (e.g., Web 2.0, Wiki, blogs) Communicate company mission and values Work/life Balance & Affiliation Support flexible schedule program Explore implementing internal social networking site 19

20 All Rights Reserved: Premier HR Maslow’s model and Employee Attraction, Engagement, and Retention Physical safety and security, Health, Life, Disability, and Compensation Engagement to the culture, mission, vision, and values, and the boss Appreciation Career Work/Life Balance Engagement to the work itself Appreciation for contributions Engagement to the boss and peers Self-esteem Self-actualized Safety, Security and Financial needs Social and emotional

21 Employee Compensation/Benefits Paycheck/Salary o Section 125 o Budget for cash bonuses Innovative approaches o Defined benefit (cash in lieu) o Deferred compensation o PTO and Vacation o Flex schedules and telecommuting o Common shares/ownership & rewards Executive/Key Employee compensation o Buy-Sell, Indexed life insurance, UL, future growth products o Disability/LTC o Benefit carve-out Courtesy Rood & Dax – Benefits Done Right Inc 2012

22 Incentives and Recognition (Appreciation) tied to results (examples) Incentives – targeted performance Recognition – awards based on targets/results Link incentives and bonus awards to Company financials and individual, team performance Define rules of eligibility, 100% payout, and threshold performance metrics Patent awards Product launches Projects Sales revenue ach Market share ach Spot awards Career opportunities All Rights Reserved: Premier HR

23 Employee Health Benefits Employee Health Benefits Group health coverage o Governed by CA Law AB1672 o Affordability + value add services o Benefits carriers pay for extras o Communication/branding Voluntary Benefits o Dental/Vision/Life o Disability/Supplemental & Gap Executive/Key Employee Benefits o Continuation/Cobra (36 months) o Cash in lieu Courtesy Rood & Dax – Benefits Done Right Inc 2012

24 PPACA & the Supreme Court Ruling Courtesy Kaiser Health News

25 Key Implemented Programs Small business tax credit Dependent coverage provided to age 26 No pre-ex condition exclusion under age 19 Prohibits lifetime maximums on all plans No cost-sharing for preventive services Over-the-counter drugs no longer reimbursed through health FSA, HSA or HRA unless prescribed by a doctor Contraception covered under preventative effective on or after August 1, 2012 Courtesy Rood & Dax – Benefits Done Right Inc 2012

26 PPACA Employer Penalties Employers who do not offer affordable coverage: Less than 50 employees (including part-time FTE) no penalties apply Penalty 1: If the employer does not offer coverage Penalty 2: If the employer does provide medical coverage No penalty for employers paying 60% or more or employee contribution less than 9.5% of annual income Courtesy Rood & Dax – Benefits Done Right Inc 2012

27 Top 5 Traits of Great Leaders Vision Passion QCAT o Q = Quick. Be quick but not hasty. o C = Committed. Be committed to your decision but not rigid. o A = Analytical. Be analytical, but don't over-analyze (Too much analysis can cause paralysis.) o T = Thoughtful. Be thoughtful about all concerned, but don't be obsessive. Team-builder Character Lessons From the Top: The Search for America's Best Business Leaders, Howard Schultz, the CEO of Starbucks

28 Questions? ************************************************************************************************* Evelyn Milani President and CEO, Avanti Recruitment Solutions (916) Jennifer Green Principal, Premier HR (916) Carolyn Lewis Benefits Done Right (formerly Rood & Dax) (916)


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