Managing the Trifecta Finding People Keeping People Managing

Managing the Trifecta: Finding People Keeping People Managing Turnover www. skillsmastery. com

Three Legs: Find Attract/Keep Manage www. skillsmastery. com

Year In Review • • • Best job market in over a decade; more vacancies than unemployed workers • • Employer data increased significantly, comes with ethical responsibility • Information provided from Glassdoor. com Video interviewing/phone commonly used/assessments Employers focused on a positive interview experience Technology and business savvy skills in demand (IT, customer service) Robots are not taking human jobs, but supporting them as allies Year of the woman – female representation increased on many fronts (political, board representation, CEO and C-Suite representation) Business degrees and engineering were sought after the U. S. unemployment rate hit new lows Gen Z enters the workforce; GIG economy is way smaller than people thought www. skillsmastery. com

• Diversity inclusion is now part of how we do business • Employers may need to be more transparent about data and its use • More jobs than people; Retirements; 2 nd careers, people working longer; overqualified • Remote years and gap years • Need for technical skills/trades • Student loan borrowing is high; on average $37, 000 in student loans per borrower • Companies report a lack of soft skills/EQ • Culture fit is playing a huge role in hiring • Gen Z workers want flexibility within confines of regular employment • Employers need to go to where talent is and with amenities workers want; 70% or more of applications are in their metro areas What’s happening now www. skillsmastery. com

2019 Trends • New paradigms for job search; moving toward job-matching • Focus on ‘experiences’ • Data and tech are in high demand, however they trend towards non-tech jobs within those sectors. Moving beyond engineers to sales people, etc. • Traditional companies are trying to position themselves as more ‘tech’ companies. • Hiring based on skills not degrees. EQ skills are important and lacking. • Companies are focusing on a sense of belonging; expanding on individual uniqueness, creativity and using that as a competitive force. • Microscopic view on ‘walking the talk’ • Baby boomers retiring in droves; births down. Workforce numbers will be growing slowly. Few workers to hire. www. skillsmastery. com

What’s coming • Tight labor market will persist for decades. • Make your hires count: support their work through automation, augmentation • The generation gap is prominent www. skillsmastery. com

Word of mouth Niche job boards (Bank. Talent. HQ), Linked. In, etc. Looking when you’re not looking; geography matters Finding people Community advisory boards, community organizations, outreach Getting into colleges early; partnering with technical schools Social media strategies; this is your first look Look at overqualified people differently; considering interim, contract, temp to perm and 2 nd career workers www. skillsmastery. com

Proactive recruiting Recruiting before you have the position; building a talent pipeline Forward thinking, not reacting; hunter versus farmer recruiting strategy Use of social media Relationship-driven; culture based and patient www. skillsmastery. com

Partners in your Process Colleges Networking organizations Interim recruiters Look outside the box High school/apprenticeship programs www. skillsmastery. com Internships Market leaders

Meaningful work/culture Community focus/social cause Personality and social media brand/presence Creative learning opportunities Solving problems (paying off college tuition, flexibility, family leave) Your brand (Glassdoor, social media, community, etc. ) Be prepared to pay (equality, fairness, opportunity) Formal coaching and mentoring are attractive incentives Making yourself attractive www. skillsmastery. com

First day, first impression forward Good news You’re hired Regular consistent feedback If not working out, deal swiftly www. skillsmastery. com

• Sort your team • Invest in the development of your As & Bs • Training; coaching; team opportunities; learning • Move your C’s up or out Sort Invest in Keeping People Training Move www. skillsmastery. com

Managers and Leaders TEACH THEM HOW TO INVEST IN THIS GROUP – TRICKLE DOWN EFFECT IS HUGE TRAINING COACHING AND EXPERIENCES BUILD TRUST www. skillsmastery. com

www. skillsmastery. com

Project Aristotle: • In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea www. skillsmastery. com

Blame Trust Busters Triangulation Defensiveness www. skillsmastery. com

Managing Turnover You don’t manage turnover you manage people Stop judging it Neither good nor bad Are you turning over the right people and/or hiring better replacements? www. skillsmastery. com

Transparency isn’t sometimes No behavior goes unexplained If you don’t share what’s going on; people invent their own story Share what you can be clear about what you can’t www. skillsmastery. com

The Elephant in your Room www. skillsmastery. com

• Soft skills and culture fit becoming more important • Hiring slowly………. • Use of assessments and tools early on • Ongoing onboarding • Coaching early on • Talking about succession early • Focusing on employee benefits inside and outside So what are organizations doing? www. skillsmastery. com • Looking at equitable and fair pay

“We’re fighting competitors not each other” • Interviews are auditions • 44% of employees age 30 or younger • Football tournaments; monthly cook-offs; weekly happy hours • Be nice – culture of kindness and honestly • CEO randomized lunches www. skillsmastery. com

“Creating Fun and a Little Weirdness” • Everyone trains in the call center • No temporary hires; everyone pitches in during ‘crunch’ time • Employee led tours • Employees graduate after training, scavenger hunts to find things and get to know people • Managers required to spend 20% of time on teambuilding activities www. skillsmastery. com

0 t o Some ‘Great Place to Work” Bank Strategies e a. P ca hi d p av ro tl -u Pay it Forward – teams get $150 to Transparency is free - sharing tn go out and do small acts of decisions and why they were made it kindness. openly with employees. me ee. r t Ti hm ee y. d o www. skillsmastery. com w

Unlimited PTO for volunteer work Some “Great Place to Work” Bank Strategies Mentor/coaching programs early on Lunch with leaders; peer group opportunities Trust, listening, openness to ideas Flex work opportunities; wellness and balance Employee blogging Personal notes/calls from the CEO www. skillsmastery. com

Protect the Family www. skillsmastery. com • Hire slow; fire quick; hiring is a courtship • At Zappos, you are offered $2, 000 to leave if you feel you’re not a fit after completion of training • Graceful leave policy at Jellyvision; leaving on good terms. 3, 4, 5, 6 months or even longer. If you let them know, bonuses are pro-rated, etc. Works both ways Jellyvision puts you on notice also. • Eliminate your poor performers

Thank you • Donna Flynn • (630)624 -4319 • dflynn@skillsmastery. com • www. skillsmastery. com • @Skills. Mastery Gr • Bank. Talent. HQ • www. banktalenthq. com www. skillsmastery. com