The training will assist HR professionals with the latest best practices in hiring highly competitive talent and how to retain them so that they remain loyal and not suffer employee burnout due to being disengaged in their work.
One of the first steps is ensuring that your organization is perceived as forward-thinking, engaging and moving in the right direction, which includes being a responsible corporate citizen and having the tools available to help potential candidates feel comfortable in their new role.
Before developing a recruitment plan,it is preferred that organizational leaders understand that according to research conducted by Tavakoli (2015) "As organizations evolve, diversity and inclusion are becoming more integral to cultivating strong leaders and strong organizations" (p.47).
It is this notion of cultivation that managers and supervisor need to understand and access within their units. Perhaps the biggest challenge to keeping employees engaged is a lack of knowing how to cultivate and grow employees in their current roles and prepare them for challenges in future roles.
This where it is pivotal that leaders adopt the advice of Livernois (2016) who suggested that with the expansion of technology and accessibility into global markets, leaders have to be "culturally and emotionally intelligent and geographically savvy" (p. 1). One way to do this is to conduct a climate assessment of your area to ensure the working conditions are conducive to cultivating growth and engagement as opposed to lip service.
According to Higginbottom (2016) "We are now facing a workplace where in theory, many employers could have employees ranging from 18 to 80 in the workplace. This has huge implications for employers regarding managing the needs and expectations of Millennials, Generation X and the Baby Boomers" (para 1.) Based on her assumption, many employers are dealing with employees that cover a wide range of beliefs, work ethics, and organizational commitment.
Keeping this vast range of generational diversity makes it challenging for managers to keep employees engaged in their work and loyal to the organization. For example, in today's workforce, it is not uncommon to find employees that represent veterans (1939-1947), Baby Boomers (1948-1963), Generation X (1964-1978) and Millennials (1979-1991). Not to mention, the rise of Centennials and a new generation, labeled Generation Z, who will enter the workforce in the five years. Citing Deloitte's research, more than 40 percent of leaders in business are not capable or ready to confront current talent and Human resources analytics. Also when companies make it appear that they are doing the candidate is a favor by interviewing them, it may run them away due to a poor interview experience. One of the most critical skills that a recruiter can have is building a rapport with hiring managers, in other words, they should work as a team.
Why should you Attend:
The need for organizations to adopt a new method of recruiting and retention is essential to their survival in the 21 century. For active recruitment, HR professionals should process the following competencies which go beyond the traditional view of recruitment and retention. These include:
Systemic Thinking: See connections and interrelationships across disciplines, functions, organizations, and cultures allow for innovative, sustainable solutions.
Strategic Insight: Identify root causes to entrenched problems and develop clear, simple, targeted approaches that pave a path toward a solution.
Influence: Understand what motivates others and design approaches to leverage those motivators; despite hidden/inherent resistance, or even apathy to get disengaged employees engaged again and to offset employee burnout.
Areas Covered in the Session:
Successful recruitment relies on the recruiter having an open mind and having several necessary competencies being able to relate and understand the challenges that candidates face on a daily basis.
As the results of Huffman, Watrous-Rodriguez, and King (2013) pointed out managerial or supervisory support of employees, had a significant influence on employee engagement than co-workers or the organization. In contrast, they concluded that co-workers had more influence on the employee's life satisfaction than their supervisor did
- Those with Human Resources Responsibilities
• Those with Human Resources Responsibilities