Recruiting and Retaining People (Express Exec)

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Specifically, we ask that they consider ways to leverage the six key drivers for effective foster parent recruitment and retention. The number of children in foster care has increased for five consecutive years. Over one-third of children entering foster care do so at least in part as a result of parental substance abuse.

West Virginia had both the highest opioid overdose death rates and foster care rates. The high turnover of foster parents contributes to reported foster parent shortages. Estimates show that between 30 and 50 percent of families quit foster parenting within the first year. Several governors have already elevated foster parenting as a top priority. In their State of the State addresses earlier this year, Governor Kristi Noem of South Dakota spoke eloquently about the need for foster parents in her state and how every child deserved a family to love them.

QPI seeks to promote excellent parenting for all children in the child welfare system.

Who’s Who in Recruiting?

Launched in , the QPI approach has been adopted by over 75 state and local jurisdictions across 10 states. More information can be found at www. Department of Health and Human Services. Understanding foster parenting: Using administrative data to explore retention. We may see more of this videoconferencing.

Recruiting and Retaining People (Express Exec)

Companies around the world have imposed restrictions on travel — national and international — because of the events of September 11, There is a downside to the use of videoconferencing — actually there are two issues to consider. First, you need to ensure good transmission quality. The technology is very much better, but problems can arise that can lead to choppy video and sound glitches.

So you want to have the best technicians on hand — both where you are and where the candidate is. Second, participants have to be given an opportunity to feel comfortable with the technology. Those who have yet to see themselves on a television screen may feel uneasy at first. But after the first four or five minutes, most participants forget about the equipment because they are absorbed by what is being discussed.

Now, increasingly, companies are applying that same logic when hiring managers, with job simulations designed to simulate the environment, tasks, and challenges the candidate would face if he or she got the job. A simulation, for instance, might require the applicant to respond to e-mail and voicemail messages, meet with a direct report, work closely with colleagues to solve a problem, and present his or her strategic plans during a meeting with the boss.

Each skill is evaluated in comparison to established job requirements. The process itself may take anywhere from a half day to two days, which may seem like a big time, but it depends on the position under consideration. Where there is clearly a big benefit to good fit the first time out, then it is clearly worthwhile. Such a system is needed given the hundreds upon hundreds of responses an online ad can generate. Once the decision is made about which candidate to hire, the process is not over. In many companies, before new employees actually start their jobs, the HR department will provide a briefing about the company.

They may be shown videos, be given a tour of the facilities, receive literature, or attend a lecture. They learn the history of the organization, the benefits they will receive, and the rules and regulations by which they will have to operate. The quality of the orientation program has been found to have an impact not only on future performance of new hires, but on job satisfaction and retention. Others spend time, devoting a little extra effort coaching the employee; that is, tutoring the new hire in his or her job until the person has mastered the new job. Early coaching goes far to demonstrate to an employee that his or her supervisor wants him or her to succeed.

In terms of retention strategies, any efforts to reduce turnover should be preceded by study of contents of exit or separation interviews. Exit or separation interviews are meetings, usually one-on-one with HR professionals, to probe the reason why a person is choosing to leave a job and to get from the employee information about the job or the company that may cause discontent. Companies have found that exit interviews tend to have little payoff. Most employees are reluctant to burn their bridges and consequently to share their true feelings about their job, their supervisor, or the company, and consequently they are more likely to talk about the new job to which they are going than the work conditions of their current job.

This has led to post-separation interviews; that is, interviews held six to eight months after an employee has quit to elicit much more meaningful information. To understand them, we have to go back to the work of two well-known motivational researchers: Frederick Herzberg and Abraham Maslow.

The Ultimate Guide to Recruiting & Retaining Top Talent

Likewise, the issue of retention. The economy has changed, and many employees are out of work. The equation has shifted in favor of management, but only so far — it may take longer to find another job, but your most talented employees should still be able to leave. And given the lean, post-downsized organizations, their loss may be significantly felt.

Teaching knowledge assets like Skinnerian rats is hardly the way to get the best out of people. Herzberg offered a substantially more subtle approach — one that still has much to recommend it. Maslow argued that there was an ascending order of needs that need to be understood for people to be motivated. First, there are the physiological needs of warmth, shelter, and food.

Once these basic needs are met, others emerge to dominate. Next comes the safety needs, then social or love needs, and then ego or self-esteem needs.

How to Find a Headhunter or Recruiter to Get *You* a Job [Hiring Tips]

After all, all lower needs were satisfied. As downsizings increase, we may see lower needs of concern — in particular, issues of job security. We can expect issues of loyalty as employees question whether they should remain with a company in which their most basic need — for money to feed and house themselves and family — is not guaranteed.

This can lead to continued turnover despite a tight job market. Some people would say that the war for talent began in the s with the birth of the Information Age — as hard assets like machines, factories, and capital were seen as less important than intangibles like brand loyalty, intellectual capital, and job experience and know-how.

The gap between jobs and those to fill it would be greater, but we can expect to see many baby boomers remain in the workforce either because they enjoy working or would lack the funds otherwise. The problem was complicated by the rapidly changing technology. The early s were prosperous times.

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The baby boomers had blossomed into mature adults and were spending future earnings with something called credit cards. The job market was robust. From the perspective of various businesses, employees could leave if they wished; there was always someone waiting who would gladly take their job.

Then came what one author — Martha R. In the US, for one, sales and the economy plummeted. Companies in the industrialized nations looked at their businesses, and they recognized a need to run tighter ships, in some instances to reorganize, in other instances redirect efforts. In turn, this caused widespread employee anxiety, insecurity, and cynicism. If you could, you stayed in the same company. With downsizing, the belief died, along with any sense of commitment on the part of employees.

Yes, in the past, there had been layoffs, but these downsizings had been followed by periods of rehirings.

As companies across full industries cut back staff, people who were let go by one employer no longer could go to another company in the same industry and find work at the same level for the same or more money. Employees who had jobs stayed where they were regardless of the working conditions.

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Survivors of the corporate ax, they tolerated the lean organizations with their long working hours and limited, if any, advancement opportunities. Actually companies had it good as far as recruitment went until the economy perked up. The talent was available for the picking.

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  4. But as the economy improved, companies found themselves in need of employees who could help them move agendas further, boost sales, and further build the company. If they left their current employer, they could find another that was willing to pay a substantial increase in salary as well as offer such carrots as stock options, trips to exotic locations, and a sign-on bonus.

    Turnover was high. After all, with online recruitment available to employees, it was easier to find a new job. And the old taboos against job-hopping had evaporated. Indeed, if you were with the same company for more than five years, the recruiter questioned your worth. Ironically, Peter Drucker had predicted in just this situation in his book Managing in Turbulent Times. Increasingly, he proposed, workers would see their employers as little more than temporary work environments. So length of service at any one company would be shorter than in the past. He had foreseen the impact of low birth rates on the labor force and that those entering the workforce would have high expectations, too often at variance with what managements were offering.

    The third, who was lazy, buried his talent in the ground, and lost his position as a consequence. As dotcom after dotcom launched on the Internet in the mids to , these Internet upstarts drew to them those with the critical know-how. As brick and mortar firms spun off click operations, they, too, offered pay and benefits packages above normal to bring on board the IT talent they needed.

    More traditional businesses with the need for skilled IT experts, organizations like transport firms and consumer banks, found it tough to get the people they needed. Increasingly, companies in industrialized nations began to seek talent from abroad where, in the beginning, it was available. But as the economic good times expanded around the world, companies in these industrializing countries fought back, looking for ways to make local talent stay put.