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    3R - Dr. Noor

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    shaziafirdoos
    This document discusses how organizations can become "destination employers" that attract, hire, and retain top talent. It outlines three key areas of focus: recruitment, retention, and rewards. The recruitment process involves strategic planning around hiring needs and a collaborative interview process focused on cultural fit. Retention involves continuously investing in employees through training, personal development plans, and nurturing a supportive culture. Rewards include competitive compensation as well as non-traditional benefits. The document advocates viewing the organization through a "balanced scorecard" framework with metrics related to learning & growth, internal processes, customers, and finances. This helps ensure all aspects of the employee experience are supported to build and maintain an effective talent program.

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    © All Rights Reserved
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    3R - Dr. Noor

    Uploaded by

    shaziafirdoos
    28 views27 pages
    This document discusses how organizations can become "destination employers" that attract, hire, and retain top talent. It outlines three key areas of focus: recruitment, retention, and rewards. The recruitment process involves strategic planning around hiring needs and a collaborative interview process focused on cultural fit. Retention involves continuously investing in employees through training, personal development plans, and nurturing a supportive culture. Rewards include competitive compensation as well as non-traditional benefits. The document advocates viewing the organization through a "balanced scorecard" framework with metrics related to learning & growth, internal processes, customers, and finances. This helps ensure all aspects of the employee experience are supported to build and maintain an effective talent program.

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    3R of HR

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    This document discusses how organizations can become "destination employers" that attract, hire, and retain top talent. It outlines three key areas of focus: recruitment, retention, and rewards. The recruitment process involves strategic planning around hiring needs and a collaborative interview process focused on cultural fit. Retention involves continuously investing in employees through training, personal development plans, and nurturing a supportive culture. Rewards include competitive compensation as well as non-traditional benefits. The document advocates viewing the organization through a "balanced scorecard" framework with metrics related to learning & growth, internal processes, customers, and finances. This helps ensure all aspects of the employee experience are supported to build and maintain an effective talent program.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    28 views27 pages

    3R - Dr. Noor

    Uploaded by

    shaziafirdoos
    This document discusses how organizations can become "destination employers" that attract, hire, and retain top talent. It outlines three key areas of focus: recruitment, retention, and rewards. The recruitment process involves strategic planning around hiring needs and a collaborative interview process focused on cultural fit. Retention involves continuously investing in employees through training, personal development plans, and nurturing a supportive culture. Rewards include competitive compensation as well as non-traditional benefits. The document advocates viewing the organization through a "balanced scorecard" framework with metrics related to learning & growth, internal processes, customers, and finances. This helps ensure all aspects of the employee experience are supported to build and maintain an effective talent program.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 27

    Becoming a Destination

    Employer
    How to recruit, reward and retain
    quality employees in today’s
    competitive world

    Dr. Noor Firdoos Jahan


    Professor
    R V Institute of Management, Bangalore
    What makes a Destination
    Employer?
    • When business managers talk about being one of the best, they often
    think in terms of profit, customer perception and quality of service.
    Unfortunately, the ultimate measurement of being the best is rarely
    considered.

    • The perception of your organization as an employer by both current


    and future employees is perhaps one of the most overlooked
    measurements of success in the retail agronomy business.
    • Your company’s ability to attract, hire and retain talented employees
    is one of the most critical components of your business.

    • Organizations that have focused on this aspect of their business have


    grown into what we call “Destination Employers.”

    • These are organizations that both potential and current employees


    refer to as some of the best places you can work — the ultimate
    destinations for your career.
    Market Yourself as a Destination
    Employer
    • Patricia Hind, director of Ashridge Business School’s Centre for
    Research in Executive Education, says: “Successful organizations
    understand that employing and engaging the best people available
    gives them a significant competitive advantage through increased
    productivity, and is therefore a key route to revenue growth.

    • “The way to becoming a destination employer involves processes


    being in place around the ‘three-legged stool’ of hiring, retention and
    engagement. The role played by reward packages at each of these
    three stages is critical.”
    Destination Employer model as ‘Three-legged stool’ concept
    • There are three distinct legs in the Destination Employer model. In this model, Hiring,
    Retention and Employee Engagement each need to perform equally to work.

    • If not, there is no way your program can operate at a high level, and may collapse
    altogether if each leg isn’t performing at an equal rate.

    • Even the strongest and best of programs need additional support and strength to maintain
    growth. Recruiting, Onboarding and Communication are smaller, but equally-as-important
    functions of this stool.

    • These are the braces or “stringers” that keep the program from collapsing under it’s own
    weight.
    Operate as a Destination Employer
    Three Areas of Focus:

    1. Recruitment

    2. Retention

    3. Rewards
    Other Areas of Focus:
    1. Onboarding
    2. Communication
    3. Recruiting
    Examine the Playing Field
    In our business:
    • Low barrier to entry
    • No advanced degree or special certification required

    What makes us special?


    • Differentiated ourselves in the market
    • People want to work for the best
    Recruiting Strategy
    • Define the company strategy
    • Examine key initiatives
    • Review organizational chart
    • Address budgetary concerns
    • Project out for the next 15 months
    • Decide how many to hire and when
    • Be proactive – plan well in advance
    Pipeline Recruiting
    • Invest time in relationships
    • Meet with people proactively
    • Build database of qualified individuals
    HCW Collaborative Process
    • Not just decided by one person, but
    by entire leadership team
    • Three-interview process
    • Allows for different
    perspectives
    • Cultural fit more important
    than domain skills
    Retaining
    Retention
    • HCW’s competitive advantage is our people
    • We believe in building processes, methodologies and
    tools for these people to deliver solutions to our
    clients
    • To do that, we must continuously
    reinvest in our people to make
    them better employees
    Balanced Scorecard
    • View the organization from
    four perspectives
    • Develop metrics, collect data
    and analyze
    results relative to
    those perspectives

    Adapted from The Balanced Scorecard by Kaplan & Norton


    HCW Balanced Scorecard- metrics
    Balanced Scorecard
    Learning & Growth
    • Grow industry knowledge
    • Personal development
    • Value Supporting Activities
    Personal Development Plan
    • Reinvest in personal abilities
    • One-on-one meetings
    • Team meetings
    • Staff meetings
    • State of Us 2009
    Nurturing the Culture
    HCW Culture Club
    • Incorporates HCW values into the company’s everyday
    activities
    • Recognizes employees who demonstrate HCW values in
    their daily routine
    • Organizes team building
    exercises and other
    value-supporting activities
    Commonly Cited Values
    • We know that complete focus on the customer is the
    key to our success, and we are dedicated to
    exceeding their expectations at every opportunity.
    • We understand that each employee
    plays a vital role and we value each
    person. We are a team! It's everyone
    working together that makes the
    client's experience the best.
    • We try to have a little fun at designated
    times, if possible, without interfering with
    the company's priorities.
    Balanced Scorecard
    Internal Process
    • To satisfy our clients, what are the
    business processes where we should
    excel?
    • Must be defined by those
    who know the processes
    most intimately
    Balanced Scorecard
    Customer Perspective
    • To achieve our vision, how
    should we appear to our
    clients?
    • Poor performance here is a
    leading indicator of future
    decline
    Balanced Scorecard
    Financial Perspective
    • To succeed financially, how should
    we appear to our shareholders?
    • Always a need for timely, accurate
    financial data
    Points, points and more points…

    Year 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

    2006 465.5 476 494.5 515.5

    2007 513.5 531.5 540.5 561

    2008 650 673.5 696.5 694


    Rewarding
    Rewards
    • Compensation Policy
    • Variable Pay
    • Value Supporting Activities
    • Non-traditional benefits
    QUESTIONS?

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