Jason Sowash is the Branch Manager of Job Impulse. Job Impulse is a German owned global employment services company with 50+ branches in 14 different countries and growing. They have corporate offices both in Germany and in Greenville, SC. Job Impulse services all industries, but has a key focus on Advanced ENERGY HUNTSVILLE NOVEMBER MEETING Manufacturing, Aerospace, DoD & Government contracting. These industries are supported by the multiple divisions of Job Impulse: Tech IT Aerospace Job Impulse Inc. Jason has over 11 years of staffing industry experience across multiple industries. The Huntsville Branch services clients locally, nationally and internationally. Job Impulse: BRIEF HISTORY ON.. 2006 Company founded 2012 Job Impulse Mexico 2013 Job Impulse USA & ITImpulse
2016 Job Impulse Japan 2017 Huntsville Branch 2018 Tech-Impulse & Aerospace Currently 53 branches in 14 different countries WHAT WE ARE GOING TO COVER TODAY.. What is workforce development Workforce Development vs Training Recruiting outside the box Attracting top talent Evaluating Employees performance HR/Company vs
Candidate/Emplo yee perception What your HR is facing in todays recruiting world Generational Training WHAT IS WORKFORCE DEVELOPMENT DEFINITION: An interconnected set of solutions to meet employment needs which can include changes in culture, attitudes and employee potential that help to positively influence a business future success. HOW IT WORKS: It prioritizes the value of ongoing workplace education and skills development, as well as addresses the hiring demands of the employer. The goal is to place employees in a job where there are career development opportunities. Research shows that skills development and opportunity for professional growth are important aspects of employee retention, especially among millennial employees. When an employee feels like their skills are being valued and nurtured, they are less likely to leave their employer. WORKFORCE DEVELOPMENT VS TRAINING WORKFORCE DEVELOPMENT IS
DIFFERENT THAN WORKPLACE TRAINING. TRAINING IS FOCUSED ON A SPECIFIC JOB OR SKILL THAT IS NECESSARY TO PERFORM A TASK. WORKFORCE DEVELOPMENT IS A LONG-TERM, ONGOING STRATEGY TO HELP IMPROVE A WORKFORCE. WORKFORCE DEVELOPMENT HELPS CREATE A CULTURE OF LEARNING AND CONSTRUCTIVE ATTITUDES THAT BUILD THE ABILITIES TO MANAGE AND DEAL WITH FUTURE CHALLENGES. WORKFORCE DEVELOPMENT OFTEN IS HIGHLY INDIVIDUAL AND SELF-SELECTED IN A WAY TRAINING OPPORTUNITIES CANNOT BE. THIS TYPE OF DEVELOPMENT CAN COME THROUGH A VARIETY OF MEDIUMS AND INCLUDE SUCH TOPICS AS PUBLIC SPEAKING, PRESENTATION BUILDING AND LEADERSHIP DEVELOPMENT. RECRUITING OUTSIDE THE BOX Because of the aging skill labor workforce and the low unemployment rate I get asked about how to find candidates. Here a few tips to recruiting outside the
traditional box: Look at Career fairs that target Veterans, Disabled and entry level candidates Ramp up your social media activity Spread the word at trade shows and industry events that you are hiring Initiate employee referral hire programs Revamp your career page on your website Invite your best employees to be part of the interview process Invite some industry connections to lunch You will find the best people through networking ATTRACTING TOP TALENT: CREATING A POSITIVE CANDIDATE EXPERIENCE The candidate experience is the series of interactions that a job seeker has with your company throughout the recruiting process. These interactions include any communication that a candidate receives from your brand messaging, software systems and/or employees. Your corporate career site & Social Media Pages Your job advertisements The online job application process Any communication from your applicant tracking system Your interview process Candidate rejection letter or job offer You need to ask yourself.. Are we marketing everything Huntsville/Madison has to offer? What makes your organization different from your competitors? How are you using marketing and advertising resources? Is your marketing targeting candidates in the right way?
WHAT ARE THE BENEFITS OF PROVIDING A POSITIVE CANDIDATE EXPERIENCE? 1. YOU WILL ATTRACT MORE APPLICANTS 2. YOU CAN COMPETE FOR TOP TALENT 3. YOUR QUALITY OF HIRE WILL IMPROVE 4. YOU WILL INCREASE BRAND AWARENESS 5. YOU CAN HIRE FASTER COMMON METHODOLOGIES COMPANIES USE TO EVALUATE
EMPLOYEE PERFORMANCE: Achievement or contribution of productivity metrics Evaluation of skills that align to job requirements Feedback on am employee collected from other colleagues Contribution to business outcomes like sales, growth and retention Rating scale(s) from managers Achievement of specific and measurable
goals and objectives EVALUATING EMPLOYEE PERFORMANCE Using business metrics to evaluate employees is objective, results-focused and aligns employee performance with business performance. If not balanced with other qualitative factors, salary and bonus reviews can overshadow employee development goals and growth opportunities. Traditional performance management approaches focus on business cycles rather than on employee needs. Because employee evaluations are pegged to salary reviews for many employers, the majority (65%) of companies hold performance reviews only annually or semiannually. These reviews are drive primarily by salary reviews over employee development. More frequent reviews are the exception rather than the rule and only 1% embrace a truly continuous process. Only 34% use continuous coaching and check-ins as an evaluation methodology MORE FREQUENT PERFORMANCE PROCESSES DRIVE GREATER EMPLOYEE ENGAGEMENT, RETENTION, WORKFORCE PLANNING AND BUSINESS VALUE 80% 60% 40% 20% 0% Annual
Semiannual Quarterly Monthly or Continous EMPLOYEE PERFORMANCE MANAGEMENT RESULTS BY FREQUENCY OF UPDATING PERFORMANCE PROCESSES Benefits of performance management processes: 39% Increase in positive feedback to HR team 29% 21% 48% Ability to target more relevant business outcomes 35% 23% Improved employee productivity 61% 55% 43% 0% 20% 40% 60% 80% Updaeted more than a year ago Updated in last 12 months Continous improvement
Effectiveness at achieving HR/Talent goals: Aligning workforce needs to future business plans 69% 63% 54% Using technology to enable better employee performace management 70% 60% 51% Training employees and managers 76% 69% 61% 0% 20% 40% 60% 80% Updated more than a year ago Updated in last 12 months Continous improvement KEY RECOMMENDATIONS FOR PERFORMANCE Utilize a variety of methods to advance employee performance Companies indicated that continuous performance methods may include rigorous goal management, increased coaching, better measurement of
accomplishments, frequent employee/manager check-ins, and peer feedback. Find the right combination of these methods to improve your performance process effectiveness. Align performance methods and measures based on employee roles Specific business functions align performance in different ways across employee roles. Sales and customer-facing functions are more easily aligned to company revenue goals, but every employees role has a purpose. Work with business managers to align employee performance goals and measures to their job responsibilities for maximum business impact. Motivate employee performance with rewards and recognition Traditional, retrospective performance reviews tied to annual salary reviews are not only non-motivating, they inhibit performance management innovation. Focus on incentive-based pay, bonuses, non-monetary rewards, and recognition programs to engage employees in the performance process. Also, reinforce the importance of performance to promotion and career development opportunities within the company. Choose user-friendly technology to make performance engaging & accessible Technology should facilitate better insights, easier access, and more transparency to innovate your performance management processes. Adopt modern performance software technology that delivers a simplifed and mobile user experience with timely analytical insights and modern communication methods. Also consider gamifcation features such as contests for trainings completed, leader boards, and bonus multipliers to make the experience more compelling and motivating. Embrace cultural change to optimize performance benefits Changing an ineffective employee performance process or program requires a commitment to innovation and organizational buy-in, yet most companies havent stepped up to the challenge. Adopt a mindset of continuous improvement and a willingness to try new methods and techniques. Also, keep in mind that optimizing employee performance directly elevates the success of the business and helps engage and motivate employees, so the potential benefts are worth the effort. HR/COMPANY VS CANDIDATE/EMPLOYEE PERCEPTION 2018 Plastics Automotive Company Employees Feedback Survey Results
Employess Importance Level HR believes of Importance Level Development opportunities Productivity bonus Strong company values and culture Training Productivity bonus Workload excess Equality for all workers without favoritism Development opportunities Good relationship with superiors Permanent employee contract Facilities To have all needed to do a good job
TOP 6 REASONS PEOPLE STAY WITH AN EMPLOYER Productivity bonus structure Development opportunities Strong company values & culture Good relationship with supervisors Collaborative working environment Becoming a permanent employee TURNOVER REDUCTION STRATEGIES Productivity increase Time motion study Good relationship with superiors. Enginee ring Crosstraining Engineering Job analysis 50 Communication 0 Company values in recruitment
Managem ent / HR 100 Collaborative working environment. Equality for all workers. Canteen service surveys Transportation surveys Achievements recognition Soft skills Facilities imrpovement Job no related activities Document all processes Clear activities Services Evaluati on
WHAT YOUR HR IS FACING IN TODAYS RECRUITING WORLD Current unemployment and how that affects the talent pool What is being asked of them? Do they have the proper training? Keeping up-to-date on training requirements Questions to ask yourself.. GENERATION AL TRAINING What are generational differences? How do generational differences affect my workforce efficiency? How does this affect management of my workforce? How does my companys culture fit the employee/applicant? Does my geographical area effect the
employee/applicant buy in? What motivates each generation? WHAT IS A GENERATION? A generation is comprised of a group of people defined by age boundaries those born during a certain era. Each generation shares: Similar experiences growing up, and Values and attitudes based on shared experiences This definition may sound vague, but that is because you cant define specific beginning and ending points. In addition to life stages, generational differences are based on broad variations in values that develop based on environment and social dynamics. Understanding the characteristics of each generation has proven to be useful when managing diversity in the workplace. GENERATIONS IN TODAYS WORKPLACE Four different generations exist in todays workplace: Traditionalist Baby Boomer Generation X Millennial We must understand that each generation brings different things to our workplace and we must recognize the strengths and weaknesses of each. Your goal should be to move between categories to understand the individuals.
GENERATIONAL BREAKDOWN Traditionalist Silent Generation Born before 1945 Most traditionalist have retied. Those that are still working typically hold senior positions. They are strongly influenced by family & religion. Uncomfortable with change; focus on stability and rules They respect authority , believe in hard work and always put duty before pleasure. Baby Boomer Generation X Millennial Born 1945 - 1964 Born 1965 1980 Born 1981 - 2000 Judge me by the amount of time I spend in the office
Judge me by the amount of time I spend in the office and on the quality of my work Judge me on the quality of my work, not how long Im in the office! Typically grew up during a time of economic prosperity with strong family values and stay-at-home mothers. Typically grew up as latchkey kids in a world of working mothers and divorced families. This created independence and adaptability, with an I dont need anybody attitude. Also known as Generation Y & Z, were typically raised with a great deal of attention and high expectations from parents. They are extremely confident, sometimes arrogant. Generational diversity is often overlooked when companies dedicate resources to achieve and encourage diversity. To understand each generations views and values better, we must look at the era in which each generation was born and raised. Early life experiences form ones values, preference and work habits. These life events will help us identify predictable behaviors in each generation.
WORKPLACE GENERATIONAL DIFFERENCES Traits Baby Boomer Generation X Millennial Known for: Optimistic and concerned with health, wellness and personal growth Entrepreneurial sprit and work/life balance. Parents lived to work; Gen X works to live. Tech Savvy. Work/life balance to the next level. Flexible, comfortable with diversity and confident Events:
Civil Rights Movement, Vietnam & Watergate Vietnam, International Terrorism & AIDS Oklahoma City bombing, Sept 11th & the Internet Influential People: Rosa Parks, MLK, Jr. & Nixon Bill Clinton, Princess Diana & OJ Simpson Oprah, Geraldine Ferraro & Jesse Jackson Fads: Barbie, Tupperware & TV dinners Mood rings, Pet rocks & MTV Mini vans, Tanning salons & Tattoos
Entertainers: Lucille Ball, Jackie Gleason & The Beatles Elton John, Bruce Springsteen & Grateful Dead Britney Spears, Michael Jackson & Will Smith Motivated by: Financial Reward, Personal Fulfillment & Making a difference Flexible schedules, New technology & Opportunity Career paths, Opportunity & Personal development Workplace Strengths: Dedication, Service-oriented & Team perspective
Independent, Adaptability & Techno-literate Positivity, Confidence & Technologically savvy Workplace Weaknesses: Technology replacing human interaction & Work and family balance Conflict resolution, Office politics & Skeptical of authority Respectful communication & Functional literacy HR Challenge: Managing careers that have reached a plateau Managing careers bottlenecked by Baby Boomers Managing work that hold their
interest HOW IT ALL RELATES 1994 - Workforce by Generation Understanding generational difference may help in the workplace by: Increase understanding of the companys client base Increase performance and profitability Improve decision making Improve communication Create a foundation of respect Build more efficient and cohesive work teams Reduce conflict Understanding generational differences may help recruiting: Replacing the largest percentage of the workforce Baby Boomers (Gen X is half in size & Millennials is even smaller)
Replacing the gap in leadership and skilled positions. Generation X is next in line to fill these positions Organizations will need to sharpen their recruiting skills and develop ways to retain skilled workers 29.00% 21.00% 50.00% Traditonalist Baby Boomer Gen X 2018 - Workforce by Generation 2.00 % 5.00 25.00 % 35.00 % % 33.00 %
Traditonalist Millennial Baby Boomer Homelander Gen X GENERATIONAL CONCLUSION We touched the surface of this subject. I highly suggest you invest energy and time in further understanding of this subject. Hiring, Training, Building effective Teams, Management, Communicating, Recognition, Conflict Resolution and Retention should all be topics to look at with Generational differences. The workforce is changing so yesterday was That was Then and today is This is Now is a true reality. The next generation Homelanders are coming and they will be the most culturally diverse and transient generation to date.
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