Currently viewing the tag: "RETENTION"

What are successful for-profit and not-for-profit organizations doing to recruit and retain valued talent and knowledge?

At this year’s annual RecruitDC Conference in May, panels of Chief Human Resource executives from successful firms and organizations gave some great ideas on this topic. Here are 10 Recruiting and Retention Tips that I found helpful. Hope they’re helpful for you, too.

1. Empower your workforce to use social media to broadcast what they do/like about their work and their employer.

2. Cultivate your corporate culture to be known as an employer of choice.

3. Use employee referral campaigns to recruit and hire.

4. Do formal exit interviews – use outside source; have source stay in touch with “regrettable talent losses” every few months to see if you might hire them back.

5. Post all jobs including executive jobs so your current employees know and can apply.

6. Keep work employees do challenging; don’t let employees or the work they do get stale.

7. Focus on wellness, engagement and recognition programs for all.

8. Good HR policies/practices should be things that benefit every population.

9. Use strategic methods of recruiting, e.g. Skype for interviews.

10. Watch variable costs, prioritize spending, perhaps use savings for internal morale events during hard times.

A major challenge many organizations face is the loss of knowledge and intellectual capital as older employees leave the workforce. In 2012 SHRM and AARP conducted a survey. The results indicated that 72% of HR professionals reported that their organizations saw the loss of older workers and their knowledge as a potential problem. Yet, only 5% of those companies had implemented policies and strategies to address this anticipated loss of talent and knowledge.

How can companies create a positive work environment and employment policies that attract and retain valued senior talent?

On Thursday, July 11, 2013 from 7:30 AM to 9:30 AM, co-facilitators Tom Morris and Dee Cascio will conduct a dynamic, interactive session on The Graying of America II – Talent Acquisition and Retention which will be sponsored by the Dulles SHRM Chapter Discussion Group. This meeting is free for members and interested colleagues. For more information or to register, contact Wistaria Krigger at 703-716-1191, email or visit Registration is required no later than 24 hours in advance to ensure sufficient seating for all attendees.

The July 11 discussion will focus on:
• Why older workers are essential in our labor force.
• Ways to better recruit and retain experienced workers.
• Knowledge transfer/succession planning as both a personal (career management) and corporate (talent management) responsibility.


Thomas W. Morris III, CMF, Founder and President of Morris Associates Inc., has helped thousands of people navigate to new employment faster and more effectively. He is certified internationally as a Career Management Fellow. A published author, Tom is often quoted in local and national publications and has been interviewed on radio and television stations in the United States and Canada. Tom has held leadership positions with numerous professional and volunteer organizations including four years as Co-Chair of Job Connection, a job fair for people with disabilities and five years as Chairman of the Board of The Emeritus Foundation, a non-profit organization that paired retired and semi-retired professional volunteers (lawyers, accountants, social workers, scientists, mathematicians, engineers) with local schools and community organizations. Tom’s keynote presentation, Marketing Yourself After 50: Good News for Gray Hairs has been heard by thousands of employees considering ongoing employment after the legal retirement age.

Dee Cascio, LPC, LMFT, ACC, BCC received her M. S. Degree in Counseling in 1970 from the University of Scranton and entered the field of education as a teacher and then a secondary school counselor. She was licensed in Virginia as a psychotherapist in 1986. She has owned her own business since 1986 and works with individuals, couples, and groups to achieve healthier and more satisfying lives through all stages of life and as they transition to retirement. Dee is a private practice licensed psychotherapist who successfully re-careered to coaching as both a Certified Life Coach and a Certified Retirement and Re-Career Coach. She and her husband enjoy encore careers that give them the freedom to travel. She believes any creative lifestyle is possible if you plan well and are receptive to change and adventure. Dee writes a monthly Retirement Lifestyle Strategies newsletter and is a contributing author to Contagious Optimism (release-June 2013). She is also writing her own book on Retirement Lifestyle Planning. She makes presentations about lifestyle planning to businesses, financial planners, professional groups, church/civic associations. She is also a member of Rotary International and Dulles Chamber of Commerce.

Pre-Hire Event:

  • Know thyself:  What you offer, what you need.
  • Learn mission, vision and values of organization.
  • Get a clear understanding of your department’s role in the organization.
  • Make a point to develop a relationship with your boss — learn as much as you can.
  • Understand the duties and responsibilities of your job — determine the critical parts of your job.
  • Get all the information you need to do your job.
  • Make sure you have the tools necessary to do your job well.

Post-Hire Event:

  • Attend orientation.
  • Get a copy of the employer’s performance appraisal form and process.
  • Get to know your co-workers.
  • Ask for training that you need.
  • Be productive as soon as you can.

Preventing Poor Performance Reviews/Enhance Your Career by Managing Your Performance*

What to do at the start of the process:

  • Identify/write the critical goals you will be working on.
  • Clarify priorities with your boss.
  • Discuss development opportunities with your boss.

What to do throughout the year:

  • Work on your goals.
  • Solicit performance updates from your boss.
  • Keep your boss aware of the status of your work.
  • Track your achievements — keep accomplishments and positive feedback file.

What to do to get ready for the formal performance appraisal meeting:

  • Review your performance/accomplishments over the year.
  • Complete a self-appraisal.
  • Think about suggestions for your position/goals/development plan for the next performance management cycle.
  • Prepare for the meeting mentally — gird yourself for unexpected criticism.

What to do at the formal performance discussion:

  • Listen and respond professionally to your supervisor’s perceptions and feedback.
  • Be ready to discuss your self-appraisal.
  • Discuss what you can contribute to next year — find out your boss’ goals.
  • Be an active, calm participant in the meeting.

* Source:  Performance Management:  Emerging Trends/Best Practices/New Directions – A Special Presentation by Dick Grote to the SHRM Annual Conference, June 27, 1999

Recently a human resource executive asked if we could work with her firm on a new career development program.

“Why are you doing this?” we asked.

“Retention,” she said, “we are focusing more on retention now and we see career development as an important part of our retention efforts.”

Our partners in Lincolnshire International and in Arbora Global Career Partners report similar requests for career development programs. Many executive recruiters anticipate increased turnover, especially from high performers and high potentials, as the recession ebbs and employment opportunities expand.

So well-run firms and organizations are gearing up their talent management efforts, particularly talent acquisition, talent use, and talent retention; and employers known for developing people for the future tend to have an easier time attracting and keeping high performers and high potential staff. This increased focus on talent management and career development reflects awareness of how costly the hire-lose-rehire process can be.

Research in theUSand overseas indicates “career attention” by employers is a strong emotional issue for staff, especially high potentials who want to be better performers — and better performers are the ones employers-of-choice attract and retain.

Tips For Employers: Evaluate what your organization is doing in the area of talent management; what can you do to improve engagement, stimulate high performance and retain good workers? (Suggestion: Ask workers what motivates them and what they want?)

Tips For Employees: Look at your own career development; it’s mostly your responsibility.  Find out what career development your employer offers (e.g. coaching, mentoring, training, career pathing, cross-development work opportunities) and participate in them. (Suggestion: Meet with your supervisor to discuss development avenues that could benefit you, your supervisor and your organizations.)

Call Us