Attention: Chief Human Resources Officer (CHRO) & SVP HR: 5 Ways Organizational Development Can Help To Achieve Your Goals

The chief human resources officer (CHRO), also commonly referred to as the SVP HR, is a coveted role for many HR professionals and whose primary work involves strategic management and departmental decision-making that affects the organization’s people and viability as a profitable enterprise. If you’re serving in this function – congratulations on all your hard work!

The role of the CHRO has shifted over the years from responding to employee needs, compliance and setting policies - to the more strategic objectives of helping organizations build capabilities and capacity, via a focus on people. In this capacity, you may be responsible for a strategic human capital plan; professional development, talent management and recruitment, retention and engagement, and culture – not to mention making sure all initiatives are aligned with the company's strategic objectives and goals.  Not easy tasks – and not tasks that can always be tackled alone. Good news Organization Development (OD) can help.

5 tips on how working collaboratively with OD colleagues can help you achieve your goals…

1) Strategic Planning: Sometimes strategic planning can be a daunting task and can make one feel quite overwhelmed. What goes into a human capital strategic plan? How does the human capital strategic plan sync up to the overarching company strategic plan? What HR and people focused goals, objectives and targets should be included? Who is accountable for achieving these and how is accountability determined? What is the structured process for strategic planning? How should the plan be communicated and implemented? By training and practice most OD professionals have a holistic or whole systems view.

• An OD professional experienced with strategic planning can help you with the process; they can assist with the design, development, integration, and deployment of a human capital strategy and associated processes and procedures – with a keen focus on any impacts to the people.

2) Recruitment: Recruiting today seems to be a rush job or a one size fits all approach. This HR function is often one of the first to be outsourced. Recruiters get a position description and scour the internet for a match. Recruiters find a CV that matches the position description and send an often canned, cold and generic email. Recruiting has become less and less personalized. Many companies do not embrace a diverse recruiting strategy that mirrors the current diverse pool of applicants. Not always the best approach.

• An OD professional can assist you in defining your organizational employee value proposition. What is it you can offer to employees, what’s in it for them to work for your organization?  Being on the same page up front will help to reduce retention issues later. Yes, this is a two way street. Once your employee value proposition is defined you need to determine what types of candidates have, not just the skills needed to fill a role, but also have the values and beliefs that align with your organizational culture and value proposition. OD professionals can assist you with candidate prescreening, assessment and selection. Many OD professionals also practice in the areas of diversity and inclusion, and thus can assist you with designing and developing targeted diversity recruitment strategies.

3)  Professional Development: Professional development is a key component of successful talent management. For employees to remain engaged and committed, they need to feel that they have opportunities to learn and grow and know that new challenges and opportunities are available to them within the organization. Professional development and training needs to focus on various areas. The most successful professional development programs are those that consist of a combination of technical, functional and people skills training. Organizations also tend to have lower turnover when they have coaching and mentoring programs in place. How do you know what your employees want in professional development? How do you determine your skill gaps and areas of improvement? What are the best methods and technologies for implementing professional development in your organization? How do you deliver coaching and mentoring? How do you measure success?

• An OD professional can assist you in up-front data collection and analysis. OD professionals can help you determine your skill gaps, further define the challenges your employees face and define and deliver learning opportunities to help meet those challenges – inclusive or measures of success. Many OD professionals are also skilled coaches and can help coach your employees (and leadership) to improve in specific areas to which other training may not address.

4) Retention and Engagement: Consistent employee engagement is an imperative human resources goal. Creating a work environment where employees are enthusiastic and engaged is a top priority.  Many human resources leaders describe their greatest challenge, as “keeping employees happy and retaining top talent.” HR can measure this quantitatively with respect to turnover and retention. Human resources goals concerning turnover and retention are marked, respectively, by the words “reduce” and “increase.” Attracting qualified applicants, motivating and engaging the existing workforce and inspiring long-term commitment are often goals regarding turnover and retention.

• An OD professional can assist with retention and engagement. Beyond data collection and analysis, as trained behavioral scientists, OD professionals have an understanding of fundamental human needs. Having an understanding of what makes employees feel valued, heard, appreciated, and significant is imperative to designing and developing retention and engagement strategies. OD professionals also have experience in understanding motivational factors, and many are certified in tools and technologies to help further identify areas of improvement.  OD professionals understand and practice in the areas of diversity and inclusion which is also of great benefit in designing and developing targeted diversity retention and engagement strategies.

5) Culture: HR is becoming more and more responsible for employer branding – defining the image and culture. Creating an employer of choice is a goal that often falls within HR. An employer of choice is the company employees are happy to be a part of, a company for which others want to work, and a company customers want to do business with. These things are all part of culture - the set of shared attitudes, values, goals, and practices that characterizes an institution, organization, or group. Simply put, “the way work gets done around here.” A company’s culture says a lot about an organization and the direction they are headed.

• One thing OD professionals know a lot about – creating a high performing culture. OD professionals can help you define the type of culture you want, often beginning with spelling it out in your mission statement – which should be created as part of the strategy. OD professionals can then assist you in creating and maintaining a culture of high performance. Culture is the identity of a company, and because of that, in some ways it becomes an identity of those who work there. The people end up affecting the culture as much as the culture is affecting them. OD professionals can help HR maintain a positive and high performing culture via assisting with recruitment strategies, retention and engagement, and professional development.

Strategic planning…recruitment…culture…professional development…retention and engagement – that’s a lot responsibilities; which are your priorities? Which areas do you find to be the most challenging? Could you and your organization benefit from consulting external OD support?  If so feel free to contact us with specific questions - we’re happy to discuss how we can help you and your organization to achieve your goal.

About Scott Span, MSOD: is President of Tolero Solutions Organizational Development & Change Management firm.  He helps clients to facilitate sustainable growth by developing people and organizations to be more responsive, focused, productive and profitable.

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Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them! Phase 3 – Target

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!
Phase 3 – Target

A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™ by Scott Span!




In a previous post So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™! I provided a high level overview of my Gen Y Recruitment and Retention Lifecycle ™ model designed to help recruit, engage, and retain Gen Y. The article and associated webinar / workshop have generated positive feedback, and much discussion; due to the high demand, I’m writing a 6 part series that details possible strategies to get the most of your Gen Y employees.

Phase 3 of the Gen Y Recruitment and Retention Lifecycle ™
Target:

In Phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ I discussed the importance of communication; and in Phase 2 the importance in assessing the new Gen Y employees understanding of what they heard, and how they are going to apply that information. Phase 3, Target, focuses on targeting the best possible project and role for the new employee so they feel most productive and engaged.




Similar to Phase 2, Assess, once you have identified the employee’s skills and interests, it is imperative for engagement and productivity to Target a project and role that allows them to utilize their skills and interests while still providing challenge and opportunity for growth.

When targeting the new employee’s assignment, consider one that is congruent with the position they were hired to fill. If the employee was hired with specific expectations regarding role and deliverables, then those are what they expect to be doing – with some level of acceptable variation. It is highly likely they accepted the position based on the fact that was communicated to them was also something they feel qualified to do and in fact have an interest in doing. For example, if the employee interviewed for a marketing position with a focus on email marketing, then assign them to projects with deliverables in this area, not projects with deliverables that are more database marketing oriented or even in sales or account management. This contributes to congruence in the actual work they will be performing and what was promised.

One of the biggest frustrations and triggers of disengagement is incongruence in this regard, not properly targeting the tasks with the role they were hired to perform. If the project and role are not targeted correctly to allow for full utilization of the skills they have, and offering opportunity to acquire skills they may not have (particularly those that are required for success), then the new employee may feel they were provided empty promises and thus become frustrated, hurting productivity and engagement. Targeting a role or project that makes them feel useful and gives them comfort from the onset, while also offering opportunity to increase competencies in core areas to which they may be weak (as determined by assess phase), is key to motivation and retention.

Utilize feedback to listen to what the new employee tells you regarding their thoughts, feelings, and ideas on the project and role targeted and assigned to them. Check in often in the first several months. To keep productivity, engagement, and retention high, be open to making potential changes to their role and responsibilities as a result.

• Do they feel the work they are performing is what was promised and utilizing their skill set?
• Are they enjoying their work?
• Do they feel prepared and comfortable to deliver results?
• Does opportunity for challenge and growth exist?

Gen Y is much attuned to differences in “say vs. do”. If you mis-target the best project/role fit for the employee to feel utilized, competent, and challenged, then they may feel unprepared, overwhelmed and potentially unsuccessful in meeting the demands of the organization. This is why it is also necessary (as will be discussed in future phases) to have the proper feedback mechanisms in place that allow the employee to express thoughts, feelings, and frustrations. No one wants to feel this way!

We all want to feel utilized, challenged, prepared and set for success – both in work and in life.

Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in additional strategies and learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at scott.span@tolerosolutions.com

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!

A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™ by Scott Span!


Phase 1 – Communicate
In a previous post So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™! I provided a high level overview of my Gen Y Recruitment and Retention Lifecycle ™ model, designed to help recruit, engage, and retain Gen Y. The article and associated webinars/ workshops have generated positive feedback, and much discussion; due to the high demand, I’m writing a 6 part series that details possible strategies to get the most of your Gen Y employees.

Phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ - Communicate:

Gen Y values and thrives on communication in all directions. Open, honest, and transparent communication is essential from the onset of recruitment. This type of communication can be built into recruitment strategies in several ways. First, to successfully attract the broad array of demographics and skill sets for a competitive and sustainable organization, you can not simply take a one size fits all approach to recruitment. The recruitment strategy must be diverse. Different generations are attracted by different styles and vehicles of communication.

In recruiting Gen Y, develop a clear and concise message, and stick to it. Make sure your messaging highlights what they can expect and also what the organization expects from them. Gen Y wants “Twitter” information, so sum up what you have to offer and how you see them contributing in 140 characters or less. To this point, utilize social media for recruitment: Twitter, Facebook and other venues. One of the first things Gen Y will think about when they consider joining an organization is – What’s in it for me (WIIFM)? Make sure your messaging highlights what they can expect and also what the organization expects from them. Being on the same page from day one helps assure a better cultural fit, and minimizes misunderstandings and frustrations further down the road. Additionally, treat Gen Y recruits as customers and be prepared for their desire to include peers and parents in their decision making process. Gen Y values the feedback of family and peers.

This strategy seems to be working well for one Fortune 500 global organization. Since they revamped their recruiting strategy and materials, to clearly and concisely communicate key messaging and expectations from a demographic perspective, attrition has significantly decreased and engagement has risen significantly, particularly among Gen Y.

Communication is also imperative for retention and engagement of Gen Y. Once they begin work, it is imperative to clearly communicate to the new Gen Y employee not only their roles and responsibilities and the organizations expectations, but also the organizational culture. Understanding “how works gets done, how we do things around here” is of great importance. For Gen Y to be engaged, they like to know where they fit in, and how their contributions are factored into organizational success. Again, it is important to be authentic in communicating with Gen Y; they are much attuned to incongruence.

Gen Y likes to feel connected to the organization on a personal level, so for increased engagement and retention discuss personal goals and values and how the company can help to support them. In developing communications strategies to recruit, retain and engage Gen Y be flexible, be concise, and be honest.

Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in additional strategies and learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at scott.span@tolerosolutions.com

Guest Post for Heather Huhman: 5 things Recent Grads Need to Know About Entering the Workforce!

Note: Written as a guest post for Heather Huhman as seen on her blog   5/24/10.

College graduates faced a tough job market in 2009, but will 2010 graduates face similar challenges? Although layoffs have slowed down, unemployment is at a 26-year high. The National Association of College Employers (NACE) 2009 Student Survey shows that just 19.7 percent of 2009 graduates who applied for a job actually have one. And, according to NACE’s Job Outlook 2010 Fall Preview, employers expect to hire 7 percent fewer graduates from the college Class of 2010 than they hired from the Class of 2009.

Competition is fierce. If you are lucky enough to land a job right of college, what should you do to improve your chances of easing the transition and keeping employment? For starters, understand a few things first:

You’re not the best thing sliced bread! It’s ok to express new ideas, to request new challenges, and to want to gain a promotion; however, respect the politics, culture and communication practices of your organization. Understand opportunities may present themselves – but you won’t be the CEO overnight.

If you have needs, communicate them. Don’t get frustrated if your organization doesn’t do everything the way you think is most beneficial to success. Don’t assume those around you are mind readers. Much like in a college lecture hall when you raised your hand to ask a question, speak up and communicate your concerns as well as ideas for positive changes. Ask questions to help better understand your roles and responsibilities and organizational culture, and do so in a manner appropriate to your organization.

You can’t do it all alone. The use of technology and drive for quick success can often impede the capacity to forge relationships. Some people from other generations may place more value on face-to-face communication as a way to build lasting relationships over time. Some day you will have your bosses’ job; however, not yet. Instead of focusing on what you will do when you get their job, focus on building relationships with them now. You’ll need support and mentoring as you progress in your career.

Pay attention to the culture. You’ll never find an organization that offers everything on your “work-life balance” list. Decide what’s most important to you. Two of the biggest complaints employers have of recent graduates is that they demand too much too fast, and they often leave the company within just a few years. If you understand the organizational culture, you can determine if it matches your needs; it then becomes much easier to avoid these types of obstacles.

Learn when to shut up. Open communication is a valued trait; however, that doesn’t mean say everything that is on your mind. This doesn’t mean don’t be yourself. However, sometimes it’s best to keep certain religious, political and social views out of the workplace. Be cautious to not over criticize those you work with, particularly in public. When utilizing forms of social media, be careful what you say about your organization and those who work there. Don’t just utilize social media to complain, if you like where you work share that with your friends; you may even get a referral bonus if they join your organization.

So what is the moral of the story? Recent graduates are still a fast-growing group within the workforce. Transitioning from college to “reality” can be a tough adjustment. As you make the transition, try and keep an open mind and maintain a level of understanding and communication with those at your new workplace. Remember, your boss isn’t your college professor; you can’t negotiate for your paycheck the way you may have been able to negotiate for you grades. For additional advice, read #ENTRYLEVELtweet: Taking Your Career from Classroom to Cubicle.

As seen on the Ellen DeGeneres Show May 21, 2010, “Laugh, Dance, Graduate” and then be prepared for what lies ahead!

Guest Post for Selena Rezvani: 5 things Gen Y Needs to Know but no one is Telling Them

Guest blog written for Selena Rezvani as seen on her blog nextgenwomen

You’re not the best thing sliced bread!: It’s ok to express new ideas, to request new challenges, and to want to gain a promotion; however, respect the politics, culture and communication practices of your organization. Understand opportunities may present themselves - but you won’t be the CEO overnight.

If you have needs, communicate them: Don’t get frustrated if your organization doesn’t do everything the way you think is most beneficial to success. Don’t assume those around you are mind readers. Speak up and communicate your ideas for positive changes, and do so in a manner appropriate for your organization.

You can’t do it all alone: Gen Y’s attachment to technology and drive for quick success often impedes the capacity to forge relationships with other generations. Some people from other generations may place more value on face to face communication as a way to build lasting relationships over time. Some day you will have your bosses’ job; however, not yet. Instead of focusing on what you will do when you get their job, focus on building relationships with them now. You’ll need support and mentoring as you progress in your career.

Pay attention to the culture: You’ll never find an organization that offers everything on your “work life balance” list. Decide what’s most important to you. Two of the biggest complaints employers have of Gen Y is that they demand too much too fast, and they often leave the company within a few years. If you understand the organizational culture, you can determine if it matches your needs; it then becomes much easier to avoid these and other obstacles.

Learn when to shut up: Open communication is a valued Gen Y trait; however, that doesn’t mean say everything that is on your mind. This doesn’t mean don’t be yourself. However, sometimes it’s best to keep certain religious, political and social views out of the workplace. Be cautious to not over criticize those you work with, particularly in public. When utilizing forms of social media, be careful what you say about your organization and those who work there.

So what is the moral of the story? Gen Y is a fast growing group within the workforce. They are an innovative, talented, and ambitious generation. Gen Y can be a positive asset if properly understood. Understanding comes from communication. Gen Y needs to take some responsibility for increasing cross generational communication and understanding, and a first step in doing this is to acknowledge that they too still have much to learn.

So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™!

We can't escape the fact that Gen Y/Millennials are going to transform the workplace over the next five years. By 2014 there will be more than 58 million Millennials employed in various organizations in the U.S. alone. Employers must begin adapting to the challenge of these generations to remain sustainable. Having cross generational strategies for retention and engagement can save a company a significant amount of money every year in turnover, training, recruitment, and lost productivity.

In my previous Gen Y post Gen Y Recruiting Tips: The Candidate Perspective I discussed some positive ways to attract and recruit Gen Y. After the offer is accepted, the next step is on boarding, but it doesn’t end there. Now the organization must focus on engagement and retention.

To assist clients in this process I have developed the Gen Y Recruitment and Retention Lifecycle ™ which consists of 6 phases. This approach is customizable pending specific organizational cultures and desired outcomes. I will discuss possible action items and solutions for each phase in future posts. In this post I will highlight the phases at a high level:

1) Communicate: Gen Y values and thrives on open, honest, and concise communication in all directions. Once they begin work it is imperative to clearly communicate (be specific, don’t assume) to the new Gen Y employee their roles and responsibilities and the organizations expectations. Communication should not stop there, explaining the organizational culture, “how works gets done, how we do things around here” is also of importance. Be authentic. Gen Y performs better within a defined (though not overly rigid) structure with clarity of expectations.

2) Assess: It shouldn’t simply be assumed that the new employee has a solid understanding of what was communicated and or that they feel comfortable with what they heard. It should also not be assumed that the new hire does not have skills of value outside the role they have been hired to fill. Assess the employees comfort level with what was communicated. Often inconsistencies and in congruencies can exist. Assess the employee’s skills, expertise and interests. Various tools and methods can be used to thoroughly assess the employees understanding of their role and responsibilities and their skills, competencies and interests. It is important to assess these things as it relates to not only the role they will be performing but also the organizational culture/structure.

3) Target: In determining the new hires placement in the organization it is important to target the best project/role fit that will maximize performance and engagement of the Gen Y new hire. In determining where they should be placed and what they will be working on, it is imperative to attempt to give them an assignment that is congruent with the position they were hired to fill. Gen Y enjoys a challenge; however, they also expect to utilize the core skills for which they were hired. Target for full utilization of the skills they have (giving them comfort from the onset), while also offering opportunity for them to obtain skills they may not have, particularly those that are required for success (challenge.) This approach gets them doing the work they feel competent to perform and increases competencies in core areas to which they may be weak (as determined by assess phase).

4) Utilize: Gen Y expects to be utilized. If they don’t feel they are being utilized to the fullest potential they often become promptly disengaged. From the onset, utilize the Gen Y employee to their fullest potential drawing on past experiences, knowledge and interests. To gain maximum productivity from Gen Y, it is important to make them feel both utilized and challenged. In offering them the opportunity to feel useful, by utilizing them in ways that allow them to apply interests and areas of expertise, productivity is likely to increase. In addition, attempt a role fit or job rotation that will allow for continued growth and development and provide the opportunity to acquire new skills to which they have an interest and may also be an asset to the organization.

5) Feedback: Gen Y places a high value on open and honest communication, in all directions. As frustrating as this may be for some other generations, constant feedback is an almost critical ingredient in performance and job satisfaction. It sometimes seems as if this younger generation has an insatiable appetite for praise. And if they don't receive the recognition they feel they deserve, they may be more likely to bail out of their jobs for greener pastures. The simple reality is that Gen Y has been raised in an atmosphere of high expectations, plenty of feedback and heaps of praise. They have received feedback on class assignments at each stage of development and are used to getting support throughout the completion of tasks and projects. Provide timely and meaningful feedback as to the employees performance as they progress. Create a safe and trusting work team where the employee can feel free to illicit feedback which may assist in productivity, growth and development and innovation.

6) Coaching: Gen Y values opportunities for growth and development. The next step beyond feedback is coaching. Coaching shouldn’t just be for managers and executives, after all if you can retain Gen Y employees they are eventually going to be the next set of leaders in your organization. To maximize productivity and retention, provide additional coaching for the employee as needed, providing direction to increase in certain competencies or skills, and in areas that may not be noticeable to the employee such as cultural nuances and politics. Coaching will increase the employee’s level of competence and significance and thus increase engagement, performance and retention.

Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at info@tolerosolutions.com .

Gen Y Recruiting Tips: The Candidate Perspective.

Job ads for recruiters and HR Generalists are on the rise. This is a good sign that the economy is starting to improve. As Gen Y are an ever growing part of the applicant pool companies may need to reevaluate their Gen Y recruiting strategies to meet workforce demands.

Recruiting today seems to be a rush job and a one size fits all approach. Recruiters get a position description and scour the internet for a match. Recruiters find a CV that matches the position description and send an often canned, cold and generic email. Recruiting has become less and less personalized.

Many companies do not embrace a diverse recruiting strategy that mirrors the current diverse pool of applicants. This approach is not always the best means to attract certain qualified talent, particularly Gen Y talent. I’ve seen minimal use of cross generational recruiting; meaning lack of adapting the recruiting strategy and approach based on different demographics. A Baby Boomer will not respond to the same style and approach of recruiting as a Gen-Y’er.

Generations view things differently and thus expect different ways of being recruited. With an ever changing and more diverse workforce, recruiting must become more unique and customized if organizations wish to attract the best possible Gen Y talent.

First Contact: Gen Y values a personalized touch. A canned and generic email will often turn them off immediately to a potential new position. If sending an email inquiry to a potential Gen Y candidate, use their name, not “dear candidate.” Take the time to discuss why you think they may be a fit for the role as it relates to their own experience. This lets them know you have actually reviewed their CV and job goals and not just mass emailed based on a keyword search. Gen Y also values details, so for the quickest possible response, include the job description, and why you see them as a fit in the first correspondence.

Response: Gen Y is a tech savvy generation. If first contact regarding a possible new role peaks their interest, they waste no time in responding. They utilize the technology at their finger tips (Wifi, Blackberry email etc.) to promptly express interest. They expect the same in return. If your organization has high interest in the candidate, then don’t let communication lapse. Respond proactively, promptly, and personalized with establish next steps.

Expectations: Once the time for the first conversation has been set, use that time to set clear expectations with the potential Gen Y candidate. Take the time to explain in detail what they can expect in the new role and from the organization, and what would be expected of them. Be congruent, honest, and transparent about everything from salary and work life balance, to culture and roles and responsibilities. Gen Y is very tuned into organizational culture. One of the main reasons Gen Y talent tends to leave an organization within the first year is because what they were told they can expect is not the reality. Try and prevent this from the first conversation.

Interviewing: Be prepared for Gen Y to ask detailed questions regarding not just the potential role but the organization overall. Gen Y views interviewing as a two way process. Often recruiters don’t have the specific information required to answer certain questions. If this is the case, make sure the people the candidate interviews with are knowledgeable of the various parts of the organization and can answer specific questions.

Offer: If the process leads to making a job offer, then do not only do so in writing, but also make the personalized phone call. This call should come from the person who will be the candidate’s direct supervisor. Often disconnects exist between recruiting and the actual departments and managers who the employee will be working with. Gen Y values open and honest communication in all directions. Having the opportunity to speak directly with the individual they will be reporting to offers them the opportunity to begin to build a relationship immediately and get any last minute questions and concerns addressed.

After the offer is accepted, the next step is on boarding, but it doesn’t end there. Recruitment is phase one, once the employee joins the organization focus must be placed on engagement and retention. I will discuss more about these topics in future posts.


Helpful Info:

www.recruitingtrends.com
http://employeeengagement.ning.com