Match Maker – How to Hire and Retain the Right Employees

2. Match Maker – How to Hire and Retain the Right Employees

3. 31% of Employees are Not Satisfied at Their Current Jobs 74% of Workers – Satisfied or Not Would Consider Leaving if Approached with Another Offer More than Two Thirds of Businesses Affected by Bad Hire in 2011 (Career Builder Survey)

4. The Basics • What is your company’s culture? • What are your needs? • Know your numbers. • Be Realistic. • Job Match. • Job Market. • Turn-over - Bad or Good? • How do you take care of your employees?

5. Needs • Understand what you really need – not always what you want. • Define each job. • What are the crucial requirements of position? • Identify the “deal breakers”. • Hours and days of this job. • Define our expectations

6. Job Requirements – What is real….will it scare them? • Selection jobs are physically demanding, monotonous, and BORING. So don’t sugar coat it….be honest. • Accentuate the positives while enforcing the challenges. • Your idea of a “role model” employee may not make the best entry level employee. Think outside the box, employees who have a reserved personality may shine in this position.

7. Job Market • Where do you recruit the ones you want? • Long-term employees may differ from short-term. • Learn your neighbors. • How do your numbers relate to their numbers? • What can you learn from how they operate? • Current Population and Future Outlook • Do we retrain and diversify what we have?

8. What are the Effects of a Bad Hiring Decision? • Less Productivity • Lost Time to Recruit and Train Another Hire • Cost to Recruit and Train Another Hire • Employee Morale Negatively Affected • Negative Impact on Clients • May Result in Legal Issues

9. The Basics - Hiring • Interview Process • Behavioral interviewing • Assessments • Involvement of others • References

10. Become a Match Maker…. • Give them a taste. • What do you do if they have most of the right qualities, but missing something? • Can we adjust? • Can we train them? • Right person – wrong position.

11. So You Found Them, How do You Keep Them? • Why Retention Matters • Who is Responsible for Retention? • Turnover Costs • Understand Why Employees Leave and Why they Don’t

12. You Found Them, How do You Keep Them? • KNOW YOUR EMPLOYEES – Individuals with Different Motivations • “People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily." --ZigZiglar • Employee Value Proposition – be real • Competitive Salary and Benefits – Pay based on Performance • Recognition • Advancement and Development • Open Feedback • Connection with Company Mission and Purpose • Cultivate Culture • Communication • Address Under Performers

13. TLC…..It is the little things that matter • COMMUNICATION. • If you do not have this GET it. • Floor Vision. • Get down and dirty. • Recognition • Little things • Food, extended HR hours, food, hand holding on difficult concepts

14. You Win Some. . .You Lose Some – Now What? • Exit Interview – Part in a Friendly Way • Maintain Contact with Those who Leave - Alumni • Stay Discussions with Those Remaining • How and What Should You Measure? • Turnover- Regrettable and Un-Regrettable, Critical Positions • Quality of Hires and Sources of those Hires • Engagement • Participation Rates in Exit Interviews • Employee Referrals

15. Top Five Reasons Employees Leave Their Jobs • Negative relationships with direct manager • Little hope for career advancement or growth • Reality of a role doesn’t match what was promised during the recruitment process • Employees are overworked or stressed out • Employees feeling lack of respect for selves and work/life balance • Employers need to model it to show it is okay • Employees perceive a lack of coaching and/or mentoring from their employers Source – Kelly Global Workforce Index of 134,000 people in 29 countries

16. Top Ten Reasons Why Large Companies Fail to Keep Their Best Talent • Big Company Bureaucracy • Failing to Find a Project for the Talent that Ignites Their Passion • Poor Annual Performance Reviews • No Discussion Around Career Development • Shifting Whims/Strategic Priorities • Lack of Accountability and/or Telling them How to do Their Jobs • Top Talent Likes Other Top Talent • The Missing Vision Thing • Lack of Open-Mindedness • Who’s the Boss? Source – Forbes - Eric Jackson

17. Better to quit and leave or quit and stay? • All turnover is not bad. • Learn how part-time/temporary employment can benefit your operation. • Bad Turnover – how to improve? • Exit interviews • Evaluate your numbers • So they quit and stayed…now what? • Behavior modification. It can work. • Reposition. • Bye Bye….

18. Numbers what numbers? • Know long-term vs. short-term employment needs. • How do these relate to one another? • Can we increase one to benefit the other? • Calculate turnover percentages. • Look at status • Look at departments

19. Ways to measure…… • We measure every month by department by position by employment status. • This allows you to look back and reflect on how things went. • Track on a timeline business changes. • Diversification and why it matters. • Track business spikes and lows. • Seasonality

20. Company Culture – Who are we? • Hy-Vee, Inc. • Employee Owned • Grocery Chain in the Midwest, servicing 8 states. • Employee over 61,000. • 3 major Distribution Centers, 3 Fleets. • Several Subsidiaries • Autonomy • Philanthropic • Health-driven Focus

21. Schwan’s Consumer Brands, Inc. • Subsidiary of TheSchwan Food Company • Retail brands can be found in over 50,000 retail outlets • Brands include Red Baron, Freschetta, Tony’s, Pagoda, Mrs. Smith’s, Edwards, Bon Appétit • Over 2500 Employees including DSD network • Headquartered in Bloomington, MN

22. What do you do?