2010 Atlantic Universities Human Resources Conference Saint Francis Xavier University Marathon Human Resources October 14, 2010 Strategic Recruitment and Retention

2 Objectives n To share some ideas about Recruitment and Retention n Challenge HR professionals to be strategic n Discuss issues in the context of your environment n Invite dialogue about how to support the sustainability of organizations through Recruitment and Retention

3 Mind-set and Definitions n Strategic n Recruitment n Retention n Culture n Competency n Alignment

4 Your Context n Fiscal restraints n Two sides of the house n Global competition n Shrinking workforce n Generational opportunities n Presenteeism n Other examples?

5 The strategic HR challenge n Being recognized as a partner who brings more than process u We want to be a part of delivering the strategy u i.e. Strategic recruitment vs staffing-up n Gaining ‘buy-in’ with decision makers

6 Case Study: Emerging Leaders AVH (2009) n Context: u High turnover rates/pending retirements u Efforts put in to Succession Planning and supporting Managers u Initiatives: F Mission Vision Values F Leadership Forum F Healthy Workplace Initiatives F Leadership Model Development F Mentoring F Leadership Development

7 Case Study: Emerging Leaders AVH (2009) n Emerging Leaders defined as leaders who have taken on new formal roles from within AVH n We wondered if the Organizational and Leadership Development initiatives influenced their decision to aspire to a formal leadership role

8 Case Study: Emerging Leaders AVH (2009) Q. Prior to taking on your present role which of the following aspects of leadership development at AVH were you aware of: n The AVDHA Mission, Vision and Values: Yes 94% No 6% n The AVDHA Strategic Objectives: Yes 83% No 17% n Healthy Workplace Initiatives: Yes 88% No 12%

9 Case Study: Emerging Leaders AVH (2009) Q. Did your manager influence your decision to pursue a leadership role: Yes 61% No 39% Q. Were you influenced by other leaders or specific leadership activities: Yes 66% No 33%

10 Case Study: Emerging Leaders AVH (2009) Q. As you have developed in your present leadership role what has helped you? n Engaging in the Leadership Development Assessment Process: Yes 94% No 6% n Understanding the Leadership Model: Yes 100% n Leadership Forum Interaction: Yes 94% No 6%

11 Case Study: Emerging Leaders AVH (2009) Q. As you have developed in your present leadership role what has helped you? n The support of supervisor/manager Yes 100% n The AVDHA Culture Yes 77% No 23% n The support of other professionals (IT, Finance, HR) Yes 66% No 33%

12 Academic Recruitment The Global Market Place n Opportunities u Larger talent pool u Labor mobility u Potential to find the best in the world

13 Academic Recruitment n Challenges u Our attitude - they are ‘from away’! u Language u Customs: food, religion u Family adjustments u Spousal opportunities

14 Academic Recruitment n Solutions? u Support language development u Provide forums for cultural exchange u Collaborate around community resources u Assist with family integration u Recognize the talent of spouses

15 Recruiting IT Professionals n The talent pool u Generation Y (20-30yrs) F Smart, tech savvy F Energetic, ambitious F High expectations Entitlement Structure Feedback F Want work-life balance

16 Recruiting IT Professionals n Opportunities u Challenge the norm – may be better! n Solutions? u Development planning u Flexible work u Clear direction u Appropriate feedback

17 The strategic HR challenge n Being recognized as a partner who brings more than process n Gaining ‘buy-in’ with decision makers Best practices? Your successes?

18 As an Organization Who are you? n Vision, Mission, Values n Operational Objectives n Manager n Team n Culture

19 ROI n Considerations u Tangible costs: F Recruitment F Training F Leaving F Vacancy F Recruitment u Non-tangibles F Brand equity

20 ROI n Retention without money u Engaging work u Customer focus u Relationship with supervisor F Listening and empathy go along way u Connection to Senior Management u Performance expectations F Regular intervals F Open/transparent process

21 ROI n Retention without money u Organizational reputation F Opportunity for innovation F Diversity F Family life u Team recognition u Peer to peer recognition u Social responsibility

22 Development Tactics n Focus on the Person – Organization Fit n Delivery is more important than the cost n One size does not fit all n Small wins n Measure results n Acknowledge success n Speak truth to power

23 Objectives n To share some ideas about Recruitment and Retention n Challenge HR professionals to be strategic n Discuss issues in the context of your environment n Invite dialogue about how to support the sustainability of organizations through recruitment and retention

24 Thank you