D A V I D P E A S E , S P H R , S H R M - S C P D I R E C T O R - - PowerPoint PPT Presentation

D A V I D P E A S E , S P H R , S H R M - S C P D I R E C T O R O F H U M A N R E S O U R C E S B A N G O R S A V I N G S B A N K

THE HE BU BUSI SINES NESS S OF OF PEO EOPLE LE

100 00% of Cu % of Cust stomer

• mers

s ar are e Peo eople. ple. 100 00% of Em % of Emplo ployees es ar are e Peo eople. ple.

PEO EOPLE, LE, PUR URPOSE POSE & P & PASS SSION ION

• 1. Differentiate as a Great Place to Work – Be a Company

with a Purpose and Engage Your Employees Passion

LABOR OR SHORTAGE GE/T /TALE ALENT NT WARS

CUL ULTURE TURE IS IS TO REC ECRU RUITMEN ITMENT T AS PRODUC RODUCT T IS IS TO MARKETING KETING

People Want to Work for a Winner People need a Sense of Belonging Want to go

• n a

Meaningful Journey People Want to Make a Difference

YOUR CULTURE = YOUR EMPLOYMENT BRAND

2.

• 2. Creat

ate a Talent ent Culture lture that t At Attract racts s and nd Ret etain ain Top p People.

• ple.

3.

• 3. Your Brand is Your “Promise” to Candidates & Employees.

DE DEVE VELOP OP YOU OUR R PEOP OPLE LE SK SKILLS LS

4. 4. Devel elop

• p & T

& Train n Manager gers to be Talent ent Scouts

• uts,

, Perform

• rmanc

nce & Career eer Coaches ches and En Engagem gement nt Gur urus. us.

ROL OLE AS T S TALE LENT NT SC SCOU OUT

• Identif

ntify y curren rent t & f future ure staf affin ing g needs ds

• Define

ne desired ired job skills/p ills/prof

• files

iles

• Culti

ltivat ate e ext xternal ernal talen lent t pool

• Hire

re for Fit – Applic icants ants to job/ b/cult ulture ure

• Creat

eate e high h work rk stan andar dards/e ds/expectat xpectations ions

• Provide

ide meaningful, ningful, accelerat erated ed onboar arding ding

• Build

ld intern ernal l talen lent t pipeli line

5.

• 5. Net

etwo work k – Pros rospe pect ct, , Develo elop p & Sour urce ce Talent ent 6.

• 6. St

Strong rong On Online ine Presence sence – LinkedIn, edIn, Webs ebsit ite, Glassdoor sdoor 7.

• 7. Build

ild Diver ersity sity & Inc nclusion lusion 8.

• 8. Develop

elop Pa Partner ership ships s w/ educa ducational tional & work workfor

• rce

ce organiza izati tions ns

THE HE HI HIRING NG ST STUD UDY

• 46%

% of newly hir ired ed empl employee ees s wil ill fail il wit ithin in 18 18 months, ths, whil ile e only 19% % wil ill achie ieve e unequi equivoc

• cal

l succ ccess ess. .

Hiring Fo For At Attitu itude e by Mark rk Murp rphy

HI HIRING NG SU SUPER ST STARS

• Clie

ient-ce centri tric

• Res

esul ults ts dr driv iven en

• Sel

elf Motivat ivated ed

• Collabo

bora rati tive/ e/Team eam Player er

• Hig

igh EQ

• Quic

ick k Lea earner er/Inq nquis uisit itiv ive

• Solution

utions focused cused

• Ada

dapt ptable le & R & Res esil ilie ient

• Achi

hievemen ement t Driv ive

9. 9. Hire e for At Attitu itude de & Aptit titud ude e – Train ain for Skil ills ls

YOUR UR RECRU RUITME ITMENT NT PROCE CESS S IS B BROKEN! KEN!

83% 83% 59% 59% 42% 42%

Bad Candid didat ate e Experien ience ce

Would not apply again Would tell others not to apply Would not buy co product

70% % of Orga ganiz ization ations in inves estin ing g in in a st strong

• ng

can andi dida date e expe perie ienc nce e imp improve their ir qua qualit ity y of hir ires es by 70%. %.

10.

• 10. Differe

erentiat tiate e your r hirin ring g proce rocess ss – we welcomin coming, g, ease, e, spee eed, commu municativ nicative & re respo ponsiv nsive – you wi will ll attra ract ct top talent ent.

HI HIRE SM SMART T PEOP OPLE LE – GET OU OUT OF OF THE HEIR R WAY

• Onboard

d quic ickly kly – get get

• ut of the

e way – gi give e pe peopl ple e the e authorit

• rity

y to do do thei eir jo jobs.

• s. Giv

ive th e them em a v a voic ice.

• e. Lis

isten

• en. Sup

uppo port t gr growth

• wth. Allow

w them em to pr prospe per.

11.

• 11. Empo

power er empl ployer ers s – delegat legate author hority ity along ng wi with job b respo sponsibi sibiliti lities es.

“It is the role of a manage ger/l /lead eader er to hel elp p empl employee ees s ac achie ieve e thei eir maxim imum um performa rmance nce and d striv ive e for thei eir opt ptim imal l personal potential.”

• - David

id Pea ease

ROL OLE E AS A P S A PERFORMANCE ORMANCE COACH CH

• Fee

eedb dback, Fee eedbac back, Fee eedb dback! k!

• Set

et goals ls alig igne ned with h Vision ion

• Recogn
• gnize/R

ize/Reward re results sults excee ceedin ing g goals ls

• Thank

ank emplo ployees es who are meeting ting goals ls

• Qu

Quic ickly kly address ress staff f falling ling short t of standa ndards rds

• Build

ild on e n empl ployee’s s strengt engths

• Identif

entify y ways to gro row w & develo elop p staff 12.

• 12. Establish

stablish a compan pany y Fee eedba dback k Model.

• del. Use it.

13.

• 13. Creat

reate e meani ningf gful l perform rmance ce goals. s. 14.

• 14. Per

erform rmance ance – Frequent, equent, On Ongoin

• ing,

g, Focus cus on n Succe cess ss & Developm lopment nt.

• Challenge them to

become their best

• Listen without distraction
• On-going skills training
• Coach knowledge, skills
• r actions as needed
• Praise specific behavior
• Career discussion
• Educational plan
• Long term career plan
• Identify project work,

committee & community participation

• Set clear job

expectations & performance goals

• Provide skills training
• Provide on-going

positive & constructive feedback

• Calibrate competencies

& attributes

• Set high expectations
• Provide job standards &

necessary skill building

• Assimilate & connect

with bank attributes

• Align job duties with

Vision 2018/Strategic Initiatives

Onboar

• arding

ding

Assimilation to bank culture Alignment Retention

Perfor

• rma

mance ce Mana nage gement nt

Optimize individual performance through feedback

Coachi hing ng

Improved results Behavior modification Increased productivity

Career Developme lopment

Engagement & Retention

DE DEVELOPME OPMENT NT MODE DEL

15) 15) Crea eate a Devel elopm

• pment

nt Model del. 16) 16) Esta tabl blish ish meanin ingf gful l onb nboar arding ding – rol roll l out red d carpe rpet. t. 17) 17) Train ain Mana nager gers s to Coach h – hold ld them em account untable able.

CA CAREER REER DE DEVE VELOPMENT OPMENT

• 68% of employees say

their managers aren’t actively engaged in their career

• development. It

shouldn’t come as a surprise then 40% of employees are actively looking for a new job. 18.

• 18. Provide

vide care reer er developm elopment nt suppor pport – it can n give you a huge ge differen rentiation tiation in n the e mark rketplace tplace.

RETAIN IN TOP OP TALENT NT AT ALL COS OSTS

• 19. Invest and development an internal talent pipeline.

MA MANA NAGER GER ADVI VICE CE

20.

• 20. Hold

d mana nage gers s account untable able for People

• ple

Leade eadersh ship.

• p. Pro

rovid ide e ong ngoing ing training ing & suppor pport. t. 21.

• 21. Transf

sfor

• rm

m recru ruitment tment and nd develo elopment pment from rom reactiv ctive to proa roactiv ctive.

ROL OLE E AS EN S ENGAGEM GEMENT ENT GURU URU

22.

• 22. Train

ain mana nage gers s on b n bei eing g eng ngagem agement ent expe pects. ts.

ENGAGE GEMENT MENT DR DRIVERS VERS

1. 1. Do you u kno now what t is e s expect pected ed of you u at work? 2. 2. Do you u have e the e materi erials als & equi uipmen pment t to do your ur work right? t? 3. 3. At work, k, do you u have the e oppor

• rtu

tuni nity ty to do what at you do best st daily? y? 4. 4. In past 7 days, s, did you u recei ceived d recogn cognit ition ion for doing ing good

• d work?

5. 5. Does es your ur sup upervis visor

• r seem

em to care about ut you u as a person? son? 6. 6. Is there ere some meone

• ne at work who

ho encour courages ages your r developmen elopment? t? 7. 7. At work, k, do your ur opinion nions s seem em to coun unt? t? 8. 8. Does es the e co. . missi sion/p

• n/pur

urpos pose e make e you u feel el your ur job b is imp mpor

• rta

tant? nt? 9. 9. Ar Are your ur co-work rkers s comm mmitt tted ed to doing ng qua uality y work? k? 10.

• 10. Do you

u have e a best t friend end at work? k? 11.

• 11. In past 6 months

nths, has mana nager ger talked ed to you about t your ur progres ress? s? 12.

• 12. In the

e last yea ear, , have you u had d oppor

• rtu

tuni niti ties es to learn rn and grow? w?

DI DIME MENSIONS SIONS OF OF ENGAGEM GEMENT ENT

M-A-G-N-E-T T MO MODE DEL

Meaningful

ningful and challengi lenging g work

Apprec

reciat iation n and Advancemen cement

Goal Align

gnment nt and Achievemen ement

Need to be Involv

lved ed in Decisions sions

Equit

itable able Total al Compen ensat sation

Team

m Connectivit ectivity y and Success ess

23.

• 23. Crea

eate an or n organizatio ization Eng ngageme agement nt Model del to At Attr tract act & Ret etain ain Top p People

• ple Tale

lent nt.

EN ENGAGE GEMENT MENT – MANAGER’S ROLE

24.

• 24. Sele

lect ct Mana nager gers s who have e strong rong people

• ple skills,

ills, intere nterests sts and nd attribu ributes

• es. Creat

ate e dual l career eer paths hs for strong rong technical hnical expe perts. ts.

IGNITE ITE THE HE ENGAGEM GEMENT ENT FI FIRE

Challenge allenge their eir Minds ds ▪ Interesting Work ▪ Autonomy to Perform ▪ Knowledge & Skill Mastery Captu pture re their eir He Hearts ▪ Job Purpose ▪ Appreciation ▪ Connection to Others

25.

• 25. Ins

nspi pire re the e hear arts ts and nd minds nds of your emplo ployees es.

CLOSING OSING THO HOUGHT UGHTS

QU QUES ESTI TIONS? ONS?

David Pease, SPHR & SHRM-SCP SVP – Director of Human Resources Bangor Savings Bank 280 Fore Street Portland, ME 04101 David.pease@bangor.com (207) 577-7297 Feel f fre ree to connect nect wi with me on s social al medi dia Li Link nkedIn, dIn, Facebo book

• k,

, Twi witter r (M (MaineH neHR)