SHRM Staffing Management Association SMA Chapters and Special Interest Groups

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2. SMA Chapters and SIG\'s. Arizona SMA of Greater Phoenix Julie N. Armstrong www.az-sma.org California SMA of Southern California (meets in L.A. range) Joseph Mahfet, Jr. jmahfet@esrcheck.com

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SHRM Staffing Management Association (SMA) Chapters and Special Interest Groups Phyllis Shurn-Hannah, SHRM Field Services Director © SHRM 2007

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SMA Chapters and SIG's Georgia Recruiting Practices Professional Emphasis Group   (Special Interest Group of SHRM-Atlanta) Michelle Bufkin OR Abraham Williams www.shrmatlanta.org Illinois SMA of Greater Chicago Chloe' Rada   www.smagc.org Indiana SMA Central Indiana (Special Interest Group of Indy SHRM) Bobbi Shreiner www.indyshrm.org Massachusetts Employment/Staffing SIG (Special Interest Group of NEHRA)  Serena Leisner sleiser@nehra.com www.nehra.com Arizona SMA of Greater Phoenix Julie N. Armstrong www.az-sma.org California SMA of Southern California (meets in L.A. region) Joseph Mahfet, Jr. jmahfet@esrcheck.com www.sma-sc.org Connecticut SMA of Southern New England Debra Erickson deb_erickson@connecticare.com www.smasonew.org Florida SMA South Florida Paula Kvarnberg www.smasouthflorida.org

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SMA Chapters and SIG's Ohio Cleveland SMA (Special Interest Group of Cleveland SHRM) Jamie Marks www.clevelandshrm.com Staffing Management SIG (Special Interest Group of Human Resource Assn of Central Ohio) Laura Reed, SPHR www.hraco.com Texas Dallas/Fort Worth SMA Inc.  (DFW SMA) Rome Colburn rome.colburn@yahoo.com www.dfwsma.org Staffing Management SIG (Special Interest Group of HR Houston ) Denise Espinoza, PHR daespinoza@hotmail.com www.hrhouston.org Washington SMA Seattle Mary Fairchild, SPHR mary@evergreenrecruiting.com www.smaseattle.org New Jersey SMA of New Jersey, Inc. Dr. Michael Kannisto, SPHR michael.kannisto@basf.com www.njmetroema.org New York Staffing Management SIG (Special Interest Group of Human Resource Association of New York SHRM) Charles LaManna, SPHR  charles.lamanna@wellsfargo.com www.hrny.org North Carolina SMA of Charlotte (Special Interest Group of Charlotte Area SHRM) Cathy Graham cathygraham@charlotteshrm.org www.charlotteshrm.org

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Analyze the Return on Workforce Investments Or How Workforce Planning is going to change EVERYTHING!!! Dr. Michael Kannisto, S.P.H.R.

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Multiple Generations in the Workplace

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Generations in the Workplace Four eras working next to each other: Matures, Boomers, Gen X, Millennials This is to a great extent because of the sensational increment in life expectancy made conceivable by present day science. Some trust eras are an always rehashing example of four one of a kind sorts of individuals: Idealist, Reactive, Civic, and Adaptive.

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Picture 100,000 14-year-olds

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The slide that began it all . . . The slide that began it all . . .

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What do we know? What do we know? There are extremely critical changes confronting the business commercial center A huge segment of the workforce is preparing to clear out. Perhaps. Millennials are re-forming work environment socioeconomics The part of outsider enrollment specialists is changing Profiles and expertise sets are moving Leaders are confounded, and searching for direction We know we ought to accomplish something to address these difficulties, however what??? In any case, first . . .

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The Myths!!

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Myth #1 More Applications = High Quality Hires A current survey demonstrated an expansion in application volume – 25% to 200% Average increment was more than 75% Yet nature of slate and nature of contract stay unaltered Corporate Executive Board The New Recruiting Realities, 2009

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Myth #2 Abundance of the Right Talent Economic vulnerability has really made numerous conceivable hopefuls withdraw Since 2006 the rate of inactive applicants has expanded 16% But those searching for occupations may not be from our objective sections (But rather the individuals who are dynamic are more forceful than any time in recent memory) Corporate Executive Board The New Recruiting Realities, 2009

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Myth #3 Prospective Candidates Are Easier to Dislodge Today's latent competitors are considerably less prone to switch employments for things that regularly propel them, for example, pay increments and better administration Candidates are a great deal more averse to acknowledge a vocation with a 15% expansion in all out pay (40%) Candidate are 66% less inclined to acknowledge work with an exceptionally gifted direct chief Corporate Executive Board The New Recruiting Realities, 2009

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Myth #4 We can press our favorable position with Prospective Candidates Despite market recognitions, the dominant part of unemployed competitors are not willing to acknowledge only any offer . . . Nor are they willing to be dealt with discourteously Corporate Executive Board The New Recruiting Realities, 2009

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Myth #5 Maintaining Pipelines Will be Easier Increases in application volume give selecting the chance to assemble strong ability pipelines Yet the assets important to keep up such vast pools are overwhelming Most shops don't have the assets to deal with the expansion in time required to source, contact, and create associations with prospects Corporate Executive Board The New Recruiting Realities, 2009

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Like numerous associations, mine is starting a trip utilizing Workforce Analytics to understand every one of these progressions Here is the story so far . . .

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What variables add to the turnover of scientific experts? Anticipating What basic encounters are expected to end up distinctly a Plant Manager? Drifting/Analyzing Average YOS for advancement to Director Time to Hire by capacity Potential Business Impact Investment/Cost/Time Number of science degrees Reporting Training Participation Headcount What is "workforce investigation"?

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Why is it essential today? Business Growth and maintainability Employee Engagement Demographic Composition Diversity 2020 Strategy Employee Replacement Branded Talent Developer External Economy

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OK, yet by what means will it "settle" this??

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Getting started . . . What will our 2020 workforce resemble? What would we be able to do now to get ready? How might we help our business pioneers thoroughly consider their ability needs? Reply: 5 Steps to Workforce Planning Strategic Assessment : what is our procedure? Request Forecasting : who we will require Talent Supply : who do we have & who would we be able to get Gap Analysis : where would it be advisable for us to center Strategy improvement and usage : what moves would we be able to make now

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OK - so what are "basic parts"? Not Who! (that comes later) Strategic parts are basic to making long haul advantage Key parts are basic to conveying comes about inside current monetary year Core parts are possibly basic to business needs, however can't manage without Context parts are not basic to any business procedures and might be opportunity or cost investment funds

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Staffing Talent Management Development University Relations How does this get actualized? Step 1: Immediate Interviews Role Segmentation Prioritize needs Step 2: On-going Evaluate customer administrations Review and refresh strategies D + I Talent Review Retention Business Strategy Performance Demand Sample Action Planning Talent Gap

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Planning and apparatus advancement Strategy Interviews Segmentation Prediction Action Planning for Gap Reduction Workforce Plan Results Metrics Definition and Data Capture Strategy Report-Out Metrics Council Next strides . . .

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Engagement approach Identify paradigm Considerations: ability audit plan Title/part investigation Talent survey input Core group inclusion initiative group gatherings Identification of information issues Identify arrangements Docu-ment Conduct surveys Considerations: next strides w/merchants Identify group and reason Create test layout Document strategies

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What will it look like when we're set? Evaluation and Improvement of the representative lifecycle We thoroughly understand which are our basic parts, what it takes to arrive, by and large to what extent it takes, how we measure execution We know why individuals leave and can foresee fitting levels of hazard… and… we plan and act against these forecasts We comprehend what territories to work a pipeline for the future in ability procurement – zone as far as aptitudes and experience We have a characterized manager esteem suggestion as a 'marked ability designer' with quantifiable outcomes We know who we have and what their capacities are We can quantify advance against our objectives

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Using Workforce Analytics to: Determine the hole Decide what positions/parts to be filled Define the systems to construct and purchase the correct ability

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Key Recommendations from the Conference Board Build on Previous Success Seek Partners Establish information that will be utilized far reaching Create a typical dialect around Talent Ensure information on abilities and skills are refreshed frequently Adapt workforce wanting to various business needs

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More proposals from The Conference Board Make the procedure basic and easy to use Develop HR ability first Use division to concentrate on most basic employments first Use Workforce Planning to create inner ability Integrate Workforce Planning with the business arranging process Make specialty units responsible for conveying against their workforce arrange

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Caution!! Everybody needs a similar result, yet does not really need to be by and by affected "I need you to make me take after the procedure" "However this is the means by which I got to where I am today" And the SCARIEST one of all . . .

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Thank you! QUESTIONS? Your SHRM Northeast Staff Field Services Director Regional Administrator DE, MD, NJ, and PA Northeast & Southwest Central Phyllis Shurn-Hannah Liz van Berg phyllis.shurn-hannah@shrm.org elizabeth.vanberg@shrm.org

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