Attracting Top Talent How To Prepare Your Job

PART 1 –HIRING THE WRONG PERSON © 2012 HRTMS, Inc. All Rights Reserved www.

Cost of Bad Hiring Decisions • According to SHRM, a poor hiring decision could cost up to five times a bad hire’s annual salary and the higher the person’s position and the longer they remain in that position, the more it will cost to replace him or her • According to a recent Career Builder survey, 41% of companies surveyed estimate that a bad hire costs more than $25, 000, and 25% said it costs more than $50, 000 • The Harvard Business Review points out that as much as 80% of employee turnover is due to bad hiring decisions © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Hard Costs vs. Soft Costs Hard Costs Soft Costs • Recruitment advertising • Interview expenses (travel, meals, hotel) • Employment testing • Relocation & career transition • Training & orientation • Termination costs (COBRA & unemployment) • Possible litigation costs (wrongful termination) • Repeating the process to replace hire • Time spent searching for, training, and orientating hire • Decreased office morale • Decreased productivity • Decrease in quality of product • Increased work for other employees • Opportunity costs - possible loss of customers, loss of sale, etc. © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Why Do Companies Hire The Wrong Person • Want to fill the position right away and may not think long term • Ignore how the new hire will fit into the company’s culture (priorities, mission, way of doing business) • Place more importance on if the candidate meets requirements (education/years of experience) instead of if he/she can bring something to the table • Many professionals confuse the job description with the job criteria © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Job Criteria vs. Job Description • Job criteria is simply what duties will the employee need to perform • While the job description includes what is needed to succeed in the position – Will she be working in teams or individually? – Will she be representing your company in a way that meets your vision/culture? – Will she need to be capable of on the spot problem solving, make critical decisions? © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

The New Job Description • Traditionally, job descriptions used skills, duties, and responsibilities to define the job • Now, it’s important to place more emphasis on the worker, not just the work, • Hence, the competency-based job description Skills Knowledge Behavior © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com Competencies

Skills vs. Competencies Skills Competencies • Specific learned activities • Mopping the floor • Stocking merchandise • Using the computer • Combination of skills PLUS knowledge and behavior • Problem solving • Communication • Professionalism © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

What is your Job Description Strategy? • Are your Job Descriptions fully defined BEFORE the job posting? – Do recruiters modify Job Descriptions when posting requisitions? – Do Managers and Recruiters collaborate without HR involvement and oversight? – Is there enough thought and collaboration with All Stakeholders when a JD is updated? – So lets talk about Job Description Best Practices. © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

PART 2 – BEST PRACTICES © 2012 HRTMS, Inc. All Rights Reserved www. hrtms.

Best Practice: Replace your Word Documents • Word Docs are most common format for JDs – Disadvantages: • • • Get out of date almost instantly Are hard to control and manage editing processes Have insufficient Workflow features Its easy to create variations and inconsistencies No integration with other systems • #1 Best Practice: Replace Word Docs with a Job Description Management System! © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Job Description Management System – Becomes a central repository for all stake-holders: • • • Managers Employees Legal/Compliance Recruiting/Talent Acquisition Performance and Compensation Succession © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Most companies have reduced their workforce – Doing more with fewer workers… – Which means those employee’s job descriptions have changed. – This trend is likely to continue • Anticipate that your job descriptions will continually change, and have a process to deal with it © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Group Collaboration and Workflow: – Engage managers to refine job descriptions – Group-level participation – Archive previous versions – Compare old and new to see changes • Have HR oversight and approval in the process © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

• • • Master Templates Reference Competencies Reference Library Job Families Export profiles Workflow Process with Managers/Committees • Review/Accept changes • Assign employees to jobs • Process New JD Requests Manager/Committee HR Administrator Role Responsibilities • Review Job Description for accuracy • Edit and revise: • Competencies • Job elements • Descriptions • Specific skills and responsibilities • Education and certifications

Best Practices: Managed Job Descriptions • Consistent Template-based Structure – Easy-to-use web-based editing • Choice-lists and option selectors where possible – Standardized statements • Content library with pre-defined descriptions • Reusable elements such as competencies – Validations during the edit process © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Education and Requirements – Standardized options and terminology • Choice lists for required and mandatory levels © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Managing Compliance – FLSA determination • Provide detailed collateral for exemption determination • Online questionnaires to determine exemption – ADA • Supporting documentation • Physical requirements in a standardized format © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Scope Indicators to give a 3 D perspective of the Position: – People management – Problem Complexity – Problem Solving timeframes – Freedom to Act – Impact and consequences of failure – Liaison/Interface – Financial and Budget responsibilities © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions © 2012 HRTMS, Inc. All Rights Reserved www. hrtms.

Best Practices: Job Families • Group Jobs into logical career paths – Gives employees and candidates a clear perspective of their future – Show incremental responsibilities and duties – Basis for job evaluations and salary banding – Visual tools to see progressions © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Job families

Best Practices: Job families – Side by Side

Best Practices: Job Evaluations • Integrate Job Evaluation with Job Description – Determining the Salary grade requires a detailed understanding of the scope and level of responsibility – Its critical to get the Job priced correctly • One of the key issues with recruiting top talent • Total comp needs to fit into the overall company budget and guidelines • Job Leveling/banding need to reflect industry trends © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Best Practices: Managed Job Descriptions • Other Features – Role-based security and access control – Multiple formats for different audiences • E. g. , Views for Recruiting, Compensation and Employee – Multiple Language support – Attachments and questionnaires This concludes the Best Practices section. © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

PART 3 – CASE STUDY OF XEROX © 2012 HRTMS, Inc. All Rights Reserved

Job Descriptions Historically: – Duplication of effort – Potentially out-of-date descriptions – Lack of consistency – Variable quality • 136, 000 employees worldwide • 160 countries: Europe, USA, Canada, Developing Markets – Little integration with other systems & processes – No central repository – Some regional systems

Global Job Library – Desired State • One central repository for all key job descriptions • Consistent, concise and easy to update • Multiple languages • Foundation element for global HR systems “The failure to have a clear and unequivocal perception and definition of what work is, is the source of inordinate confusion and a costly waste of effort. ” Elliott Jaques – Requisite Organization

Foundation Data Talent Acquisition Global Data Global Job Library Succession Planning Performance Management

Opportunities • Short term: – Gather existing job descriptions into one place, in one format – accessible globally – Consolidate multiple descriptions – Simplify maintenance • Medium-term – Integrate with HR systems • Long-term – Integrate Job Evaluations/Leveling – Integrate with Performance/Succession Global Job Descriptions enable consistent hiring and management practices.

Benefit to Xerox: Integration • Integrate with Talent Acquisition system – Updated, accurate job & candidate descriptions – Reduced time to create job postings Integration

Xerox: Integration with Talent Acquisition • Data extracted from key parts of the job description - Position Description - Scope & Main Responsibilities - Candidate Description – “Ready to export” flag – Reformatted Text to conform to Taleo Requirements

Xerox HRTMS-Taleo Integration © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com

Xerox HRTMS-Taleo Integration Combines elements from Job Description into a single description for Recruiting

Xerox HRTMS-Taleo Integration • Integration Process – Consolidate Job Descriptions into an export file – Daily feed to Talent Acquisition system JD in HRTMS Xerox Firewall Job Posting in Talent Acquisition

Benefit to Xerox: Multiple Languages • Requirements: – One job description identifier – multiple languages – Facilitate process of translation and validation – Central file of translations for re -use – Reusable elements in Job Description master Multiple Languages

Multiple Languages

Benefit to Xerox: Eliminate Duplication • Task: – Compare Job Descriptions in order to create Global Job Descriptions. • Tools: • Job families • Advanced search Eliminate duplication

Advanced Search

Related Jobs

Xerox Summary • HRTMS Implemented in 2011 – Nightly transfer of data to Taleo • Multiple-Language support added 2012 – Translation is in process • 2013 activities: – Job Evalutions – Succession Integration – Performance Integration © 2012 HRTMS, Inc. All Rights Reserved www. hrtms. com