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Becoming a Destination Employer Carol Wagoner, SPHR How to recruit, reward and retain quality employees in a rapid growth environment.

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Presentation on theme: "Becoming a Destination Employer Carol Wagoner, SPHR How to recruit, reward and retain quality employees in a rapid growth environment."— Presentation transcript:

1 Becoming a Destination Employer Carol Wagoner, SPHR How to recruit, reward and retain quality employees in a rapid growth environment

2 What makes a Destination Employer? “Hill, Chesson & Woody doesn’t have management – we have leaders. The leaders make each member of our team feel invaluable. They work hard and expect us to do the same. HCW provides us with the resources to deliver the solutions that our clients expect.” Jenn Farrell, HCW Client Coordinator 2005 Triangle Business Journal Best Places to Work Award Testimonial “At Hill, Chesson & Woody, I work with a group of people that truly have a genuine interest in others as people and co-workers – they constantly challenge me to be the best I can be and offer guidance to get me there.” Deb Hammond, HCW Client Specialist 2008 Triangle Business Journal Best Places to Work Award Testimonial

3 Our Vision We built our business by understanding the needs of our customers and finding new and better ways to meet those needs. Our vision is to continue this journey, providing the same “WOW” factor to more clients in the middle market segment. HCW wants to be a:  Leader in the NC market  Destination employer  Company that is easy to manage  Business envied in the market  Profitable company

4 Market Yourself as a Destination Employer

5 1.Recruitment 2.Retention 3.Rewards Three Areas of Focus: Operate as a Destination Employer

6 Recruiting

7 Examine the Playing Field In our business: Low barrier to entry No advanced degree or special certification required What makes us special? Differentiated ourselves in the market People want to work for the best

8 Recruiting Strategy Define the company strategy Examine key initiatives Review organizational chart Address budgetary concerns Project out for the next 15 months Decide how many to hire and when Be proactive – plan well in advance

9 Pipeline Recruiting Invest time in relationships Meet with people proactively Build database of qualified individuals

10 HCW Collaborative Process Not just decided by one person, but by entire leadership team Three-interview process Allows for different perspectives Cultural fit more important than domain skills

11 Retaining

12 Retention HCW’s competitive advantage is our people We believe in building processes, methodologies and tools for these people to deliver solutions to our clients To do that, we must continuously reinvest in our people to make them better employees

13 Balanced Scorecard View the organization from four perspectives Develop metrics, collect data and analyze results relative to those perspectives Adapted from The Balanced Scorecard by Kaplan & Norton

14 HCW Balanced Scorecard- metrics

15 Balanced Scorecard Learning & Growth Grow industry knowledge Personal development Value Supporting Activities

16 Personal Development Plan Reinvest in personal abilities One-on-one meetings Team meetings Staff meetings State of Us 2009

17 Nurturing the Culture HCW Culture Club Incorporates HCW values into the company’s everyday activities Recognizes employees who demonstrate HCW values in their daily routine Organizes team building exercises and other value-supporting activities

18 Commonly Cited Values We know that complete focus on the customer is the key to our success, and we are dedicated to exceeding their expectations at every opportunity. We understand that each employee plays a vital role and we value each person. We are a team! It's everyone working together that makes the client's experience the best. We try to have a little fun at designated times, if possible, without interfering with the company's priorities.

19 Balanced Scorecard Internal Process To satisfy our clients, what are the business processes where we should excel? Must be defined by those who know the processes most intimately

20 Balanced Scorecard Customer Perspective To achieve our vision, how should we appear to our clients? Poor performance here is a leading indicator of future decline

21 Balanced Scorecard Financial Perspective To succeed financially, how should we appear to our shareholders? Always a need for timely, accurate financial data

22 Points, points and more points… Year1 st Qtr2 nd Qtr3 rd Qtr4 th Qtr

23 Rewarding

24 Rewards Compensation Policy Variable Pay Value Supporting Activities Non-traditional benefits

25 QUESTIONS?


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