Recruitment, Selection

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Recruitment, Selection Retention
by Connie Vander Wall, BBA, MSM, SPHR,
CHRP Strategic Planning Process Phase I March
18, 2004
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Realistic Job Preview

• Heaven/Hades
• Choice
• Recruit
• Today You are an employee

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This presentation mainly focuses on faculty,
however, all theories, principles and values
apply to administrative and support staff
employees.
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Overview of Presentation

• Supply Demand Faculty
• 3 Reasons Employees Decide to Accept A Job
  Offer
• Considerations for Recruitment, Selection
  Retention of Employees
• Recruitment Strategies
• Entrance / Exit Interviews
• Immigration
• Strategic Advertising

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• Implications
• Responsible Responsive H.R. Policies
  Programs
• Basic Needs Met
• Herding Cats ---- Im living a dream
• Fit
• Maslow Alderfer
• Hackman Oldham FATTS
• Herzbergs Two Factor Theory

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• In Ontario alone between 11,000 and 13,000 new
  faculty will need to be recruited to meet
  increased enrolment demand, offset faculty
  retirements and to lower the student/faculty
  ratio, which is now 21 higher than the average
  of nine provinces. In North America it is
  estimated that approximately 220,000 new faculty
  will need to be recruited. Therefore,
  recruitment, selection, retention and motivation
  of professors at Nipissing University will be
  extremely strategic and important.

NOTE Support Staff Administrators will also
need to be recruited to meet the needs of the
University and our clients - the students.
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• Is there an impending crisis involving the
  recruitment of faculty over the next fifteen to
  twenty years, assuming present values for a broad
  number of variables? COU has sketched a scenario
  for 2005 beyond

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COU Data chart
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Finding the Solutions for Recruitment Retention

• Quick fixes do not work the solutions may be
  about how we treat employees, not just about
  compensation.

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• A National survey/study of the changing workplace
  asked employees what they considered to be very
  important in their decision to take an employment
  offer.

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The Top 3 Reasons Employees Decide to Accept a
New Job were as follows

• Balance
• Meaningful Work
• Open Communication

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Balance

• Balance may well become the most sought after
  employer benefit for the twenty-first century.
  According to a Coopers Lybrand survey,
  Generation Xers arent as impressed with money as
  with a balanced lifestyle the top priority it
  has identified in young job seekers. (Quality of
  Life)
• Gen Xers/Baby Bust 1967 1979
• Baby Boom Echo 1980 1995 (large group)

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Making a Difference, Not Just a Living
(Meaningful Work)

• Were all desperate to belong to something
  larger than ourselves. So soulful work is
  where you feel you belong, states David Whyte,
  author of The Heart Aroused Poetry and the
  Preservation of the Soul in Corporate America.
  Having work with meaningto make a difference in
  the work that we dois of paramount importance to
  employees today.
• As stated by Nora Watson I think most of us are
  looking for a calling, not a job. Many employees
  have jobs that are too small for their spirits.

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Having a Say (Voice)

• Being listened to and heard by others is a sign
  of being respected and valued.
• Surveys revealed respect to be considered the
  number one need for balancing work and life
  issues.

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• We need to actively seek employees opinions (ask
  what they think)
• Offering a voice to employees is a key retention
  strategy

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Listen

• Scott Adams, author of The Dilbert Principle,
  offers this reminder of how management chooses
  not to listen to its employees, and the impact it
  has on employee morale heres one that happened
  at a company I worked forPresident of the
  company ignores suggestions by employees on how
  to improve - their same suggestions are presented
  to the President by a Consultant, who says they
  are good ideas and implements them. Quite
  irritating
• Practice management by wandering around (MBWA).
  Managers need to follow Tom Peters excellence
  principle of getting out amongst employees to
  discuss important day-to-day issues. Consider
  asking such questions as, what can we do to
  create a better experience for you?

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• Link to Nipissing UniversityWhat are some
  considerations/thoughts/strategies for
  Recruitment, Selection Retention of employees?

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Recruitment Retention Task Force
RECRUITMENT STRATEGIES

• Obtain current employees ideas of what attracted
  them to Nipissing University what makes them
  stay
• What do they think would attract their colleagues
  to come to Nipissing
• Package Market Nipissing (branding)
• Strategize weight the positive aspects of
  Nipissing
• Include Students (end users) on task force
• Make an institutional plan (prepared document)
• Develop a solid Recruitment Policy/Guide

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• Train Selection Committee Members

• Entrance Interviews
• What attracted you?
• Exit Interviews
• Why are you leaving Nipissing (the answers can
  assist a recruitment task force the University
  in developing strategies for retention and
  recruitment)

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• Immigration
• Stats show in the future a large part of our
  applicants will be immigrants
• Establish links with HRDC Immigration
• Links with Universities with PhD programs (newly
  minted PhDs for faculty positions)

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Strategic Advertising

• As the late David Smith stated Building
  excellence in the faculty of a university depends
  greatly on the excellence of the search processes
  for new faculty.
• Nipissing has an obligation to ensure all
  appointments are widely advertised. Creating
  widespread awareness of the openings is
  essential. In this regard, the placement of
  advertisements for vacancies should be in leading
  publications for the academic market.

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• Career Fairs
• Monster Board
• Contacts by people of influence (PIF)
• National papers (Globe, Toronto Star, etc.)
• Academic Papers (Chronicle of Higher Ed.)
• Networks
• Cluster Hiring

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Link to North Bay Web Site
Selling North Bay

• Market Quality of Life in North Bay
• Low cost of living in North Bay
• Low housing cost (relatively)
• No long commute
• Natural beauty of North Bay
• Four seasons of North Bay
• Appeal to those who do not want the Big City
  life
• Selection Committee/ Realistic Job Preview/ Fit
• The late David Smith stated that A new tenure
  track appointment is a major investment that is
  likely to carry substantial, long-term costs and
  will yield a return in teaching and research that
  is expected to justify this cost. Of course, the
  investment decision cannot be reduced to a
  financial calculation, and the returns are
  largely non-monetary. But the value of an
  appointment will reflect how well those involved
  in the selection process assessed the successful
  candidates potential to contribute to the work
  of the department and university in comparison to
  the potential of alternative candidates.

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Trained committees should be composed of
faculty, students, and staff members. The
composition of the committee depends on the type
of opening. Committees are essential as they
guard against bias in the sifting of candidates
and they can help gather expert opinions on the
qualifications of candidates.

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PIF - Contacts

• Nipissing is a small, friendly institution. It
  may help persuade candidates to accept an
  appointment if the President or VP Academic call
  the prospective candidate to help persuade them
  to accept the offer that will be forthcoming from
  the institution. The extra personal touch may be
  the turning point for some individuals. We are
  all human beings and need to be recognized and
  appreciated. A call from the President or VP
  Academic demonstrates the latter principle. The
  late David Smith states it should be noted that
  in many of the best universities, the president
  of the university becomes involved in encouraging
  candidates to accept offers of appointment and in
  encouraging excellent professors on staff to
  remain with the university when they receive
  offers from other institutions. This involvement
  signals the high priority an institution places
  on first-rate faculty.

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• Sponsor Program
• Assign the new employee to a seasoned employee to
  help them orient to the University and North Bay.
  The military uses a sponsor program and it is
  extremely beneficial. We could learn from the
  military.
• Note a sponsor program is different than a
  mentor program.

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Responsible-Responsive H.R. Polices Programs

• We need policies that enable rather than restrict
  individuals
• Flexibility is the key
• Total compensation, working conditions, work-life
  balance, flexible work arrangements, personal and
  career development opportunities (including grow
  your own or promote from within we do not have
  to replace zebras with zebras)
• Flex benefits (one size does not fit all)
• Different pension options

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Responsible-Responsive H.R. Polices Programs

• Daycare/eldercare
• Partnerships
• Orientations
• Spousal employment-employment consulting services
• Professional development
• Bridging program

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Responsible-Responsive H.R. Polices Programs

• Building partnerships with businesses
• Opportunities for external compensation
• Consulting
• Cross-appointments
• Start-up grants
• Reduced workload for Faculty Researchers
• Mentoring
• Demonstration of appreciation for service

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Responsible-Responsive H.R. Polices Programs

• Creative non-taxable benefits (e.g. reimbursement
  of loss on the sale of a home, moving allowances
  for furniture/drapes etc.)
• Concierge service
• Start-up research grants for Faculty
• T.A. support
• Research space
• Equipment and time
• Competitive compensation (lag/meet/exceed)

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Responsible-Responsive H.R. Polices Programs

• Demonstrate appreciation for service loyalty
• Perks (relatively inexpensive rewards
  tickets/dinner, etc.)
• Many of the new employees will be from the Gen X
  Nexus Generation and they feel a sense of
  entitlement to choice and self-reliance
• Gen X Nexus are loyal to people, not places!
• Gen X Nexus look for a sense of contribution,
  community, flexibility, recognition, transparency
  and community

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Benchmarking

• A best practices exercise on faculty staff
  recruitment and retention
• Scan across Canada as well as selected
  institutions in the USA to ascertain what they
  are doing
• CUPA
• HRPAO
• AOUHRP
• SHRM

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ImplicationsHoneymoon/Loyalty

• Loyalty 101
• There is a honeymoon effect when an employee
  starts a new job, says Ray Seghers, Director of
  Research at Aon Consultings Loyalty Institute.
  Its fresh and new and commitment is very high.
  That honeymoon period can range from eight months
  to two years use it wisely.

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• Seghers believes that many organizations tend to
  focus on new hires. Once theyre done with
  recruiting, hiring, orientation and training,
  then its business as usual. Organizations leave
  these sophomores on their own, but that can be
  dangerous
• Employees are vulnerable to leaving during their
  sophomore slump.

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• To understand where employees are with commitment
  drivers, employers may want to look at a pyramid
  of employee needs. The bottom layers of the
  pyramid include pay, security (physical as well
  as job) and freedom from stress.
• As basic needs are met, employees move up the
  pyramid toward work/life harmony.
• WE CAN OFFER SELF-ACTUALIZATION THROUGH
• Quality of Life -- Balance
• Meaningful Work
• Open Communication

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Summary

• Planning/Org. Strategy identify needs 3 to 5
  years in advance, which will allow the V.P.
  Academic, Deans Department Chairs to keep their
  eyes open for good prospects
• Use brand identity / organizational goals /
  social purpose to attract/select the best from
  the knowledge market
• Offer compensation within threshold / C.A.
  (salary benefits in hyper-competition rarely
  competitive with private sector)

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Summary

• Use organizational culture / purpose / ambiance
  to retain (intrinsic / opportunity / PTR
  Promotion) (Big Fish in a Small Pond)
• Career development plus variety / mobility
• Build a community of common purpose
• Demonstrate appreciation for service loyalty

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Summary

• Good fit to personal values goals of the
  individual the University
• Meet Maslow Alderfers Theory
• Meet Hackman Oldhams model FATTS (Work
  Itself) (Feedback/Autonomy/Task Significance/Task
  Identity/Skills Variety)
• Herzbergs 2 Factor Theory right blend of
  extrinsic intrinsic

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HERDING CATS

• You see the movies
• Yah hear the stories
• Im living a dream
• I wouldnt do anything else
• If we recruit strategically implement retention
  strategies, Nipissing University can be filled
  with cat herders

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Thank you!