Ag 1 source becoming a destination employer final

Becoming a Destination Employer
Mike Smith, President/CEO
Mark Waschek, VP-Agronomy
Presented December 4, 2013
ARA National Convention

The most trusted and reliable recruiting firm in the agriculture industry

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This is what it looks like
- Current employees refer to you as the best
place to work
- The marketplace sees your organization as
a great place to establish a career
- Future employees see your company as
the ultimate career destination

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Here is how you get it done
-

Retention is high/Turnover is low
Strong brand image
Exceptional communication & marketing
Of the people, by the people, for the people
Talent comes to you looking for an
opportunity

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A Three Legged Stool
- Hiring
- Retention
- Engagement


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Even The Strongest Legs Need Support
Onboarding + Recruiting = Hiring
Communication + Recruiting = Engagement
Onboarding + Communication = Retention


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Why Change?
- Current unemployment – 7.5%
- Largely the un/under educated
- Largely metropolitan areas
- Boomer vs. Millennial
- Set to retire 2 for 1 over next
ten years
- Average Farm worker wages
- Your customers may now be
your competitors for
employees


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Review Prior Presentations
Recruiting & Retention Strategies
The Perfect Storm
Get more information at:
www.ag1source.com/more


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Your Target
• Despite what many managers think, most candidates
that we can find are not just waiting on the sidelines
for someone to hire and put in the game.
• The best candidates are already
employed
• Your traditional HR system of post
and wait will not work
• The “best”

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Destination Employer
The Whole Is Greater Than The Sum Of Its Parts

Onboarding + Recruiting = Hiring
Communication + Recruiting = Engagement
Onboarding + Communication = Retention

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Interactive Questions – Getting started
Would you say that finding employees is the #1
problem in your business?
Yes
No


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Hiring


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The New Mindset
1. Focus on impact, opportunity, challenge
2. Full and coordinated engagement of the
management team
3. Streamlined and defined process

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Assess for Success
1.
2.
3.
4.

Talent to do the work
Motivation to do the work
Performance Trend - Topgrading
Team Leadership – ability to persuade,
motivate, and cooperate
5. Problem solving

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Assess for Success
6. Planning Management and Organization
7. Cultural fit
8. Character - Values and goals
9. Potential
10.Relevant past accomplishments


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Take Home Projects
• Provide candidates with a performance
objective or existing problem
• Candidate presents solution in a give and
take discussion
• Enables panel assessment


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Understand Job Change Factors
Career decisions are weighted in this order
1.The quality of the Job
2.The quality of the Hiring Manger
3.The quality of the Team
4.The quality of the company
5.The compensation package

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The Offer - Anticipate Their Thoughts
• The Value of a new position must hold some level of
Improvement in quality of life AND an Advancement
of their Career
• See the position through the “candidate’s eyes” –
there is safety (lower risk premium) in not making a
change
• Limit the impact of the Cons where possible
• Help your candidate see the total Value

© 2013 Ag 1 Source

Interactive Questions - Hiring
Once you begin receiving applications or
referrals, how long does it take to complete
your hiring process on average?
Less than 3 weeks
3-6 weeks
More than 6 weeks


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Retention


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Lack of Respect
Lack of leadership
Favoritism
Poor employee relations
Incompetence
Lack of Technical Skills


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Growth & Impact

Retention

Passive Candidate

Active Candidate

Source: 2011 LinkedIn Survey of
4,550 fully-employed professionals

Time

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Visit
Croplife.com
for more in
depth
results from
our
Employee
Satisfaction
Survey.
Search :
Ag1Source


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Your employees are the image of the
company. They represent the company
24 hours a day, 7 days a week.


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How Do You Measure Satisfaction?
I don’t care what your employees say to you in
their review, I want to know what they are saying
to friends every Friday night!!
- Mark Waschek


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Adults Age 25-34 Who Are Married


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Interactive Questions - Retention
What is your annual turnover percentage? (how
many employees you must hire to replace those
that left divided by your overall headcount)
Less than 10%
10-20%
More than 20%

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Engagement


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Engagement
- Forbes article – Sept, 2013: “I Hate My Job”
- Recent study – only 29% of workforce fully engaged
- Highly engaged employees 2X more likely to be top
performers
- Key factor – an employee’s relationship with their
supervisor
- Best Companies for engagement
- DHL - recognition
- SAP - articulating the why
- Southwest Airlines – Living the Brand

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The most trusted and reliable recruiting firm in the agriculture industry © Ag 1 Source

Engagement
• Engagement is a 2 Way interaction
• Engaged employees will emulate their leader
• Common acronymsAuthentic – Receptive – Involved – Proactive –
Energized – Achievers – Advocates - In
Demand - Communicative

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Engagement
• Employees are energized around the
organization’s CORE mission-the WHY you
exist
• Employees must know why their job is
important to the success of the company


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Communicate, communicate, communicate
• Set the tone. Effective and enthusiastic
communication is crucial to building a
common purpose
• Check your vision. Energize your project team
around a shared vision. Not just tasks:
champion the WHY and paint a clear picture
• Got trust? Trust will be shattered with sudden
change directions or broken promises.

© Ag 1 Source

Communicate, communicate, communicate
• Listen up! Communication involves both
talking and listening.
• Questions engage the brain more than
statements.


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Interactive Questions - Engagement
How high of a percentage of fully engaged
employees do you believe that you have?
Less than 30%
30-50%
More than 50%


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Onboarding


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Onboarding

– Must not forget the importance onboarding has in communicating
the value to other new recruits
– The experience will be told to many outside of the company
– 5 elements as per the white paper:
•
•
•
•
•

Pre-hire Experience
First Day
Onboarding includes – initial and long term goals
Internal Communications
It’s all about the Future

They will tell others about their experience – The question is - what will
they tell others?

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Onboarding – More than orientation
• Focus on Compliance, Clarification, Culture, and
Connection
• Pre-scheduled one on one time with supervisor
throughout first 100 days
• Alignment - everyone understands new employee's
role/responsibility and expectations BEFORE they
arrive
• Mentors in entry level roles especially
• Well defined day one. Formal, but fun

© Ag 1 Source

Onboarding – What you do
• Celebrate arrival of new employee
• 100 day action plan
• Communicate with new employee - they understand
how they can have impact, planned out for a full year
• 100 - 200 - 300 day goal success (supervisor/mentor)
• Continued communication prior to start
• Encourage learning between acceptance and start date
• Regular feedback

© Ag 1 Source

Test Your Hiring and Onboarding
After a few weeks to a month of training, Zappos
management offers every new employee the opportunity
to walk out the door
Offer includes:
•Wages you have earned during training
•A check for $3,000
2-3% accept, which is far less expensive than keeping
those potentially bad hires

© Ag 1 Source

One size does not fit all
Baby Boomers

Current age: mid 50s – late 60s

•Focused on the
process
•Clearly defined
Onboarding map
•Extend Onboarding
Beyond 6 months
•Level of Respect

Gen X

Current age: mid 30s – early 50s

•Focused on learning
(Entrepreneurial)
•Mentor Program
•Objectives &
Timelines in
Onboarding
•Work/Life Balance

Gen Y

Current age: under 32

•Focused on social
•Enable Contribution
•Link Onboarding to
Learning
•Flexibility/Buddy
system/Networking


© Ag 1 Source

Interactive Questions - Onboarding
Do you have a great first day program?
Yes
No

Does your onboarding program include steps
beyond 100 days?
Yes
No

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Recruiting


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Common Recruiting Challenges
• Poorly designed website
• Cumbersome application/interview
process
• Management disengaged with the entire
recruiting/hiring/onboarding cycle


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4 Steps Improve Your Odds
• Establish a clear understanding of the role
• Enhance your assessment process
• Promote career challenges and
opportunities
• Stop selling and start recruiting


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A failure to plan, is a plan to fail
Establish a clear understanding of the role
•
•
•
•

Know who you are looking for
Agree on “must haves” vs. “nice to haves”
Determine the performance objectives
Resume describes the “what” and “where”, so focus
on the “how”
• Define the expectations of the role (1 month, 3
months, 1 year, 5 years) – what is considered success?

© 2013 Ag 1 Source

The Power of First Impressions
Enhance your assessment process
•
•
•
•

Define your process before you start the search
Who will be involved
Defined timeline
Set candidate expectations


© 2013 Ag 1 Source

What Is Your Value Proposition?
Promote Challenges and Opportunities
• Why would they want to work for your
organization?
• What challenges and opportunities lie ahead
• Paint a clear picture of the future
• Make the conversation about career
move – not compensation

© 2013 Ag 1 Source

Interactive Questions - Recruiting
Do you have a company ambassador?
Yes
No

Do you have an employee referral program?
Yes
No


© Ag 1 Source

The need for TRUST
• Expecting the company to deliver on it’s
promises, be honest in communications,
and compensate fairly
Management function – Lead by example


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The need to have HOPE
• Believing that you will grow, develop
skills, and have opportunity of increased
responsibility or career progress leading
to higher pay
Management function – Show the path


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The need to feel sense of WORTH
• If you do your best, work hard, you will
be recognized for you contributions
Management function – Find ways to
equally recognize and coach


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The need to feel COMPETENT
• You will be matched to your job, use your
talents, be challenged, receive training,
see the results of your work, and obtain
regular feedback on your performance
Management function – provide training
all along the Path

© Ag 1 Source

Improving Internal Communication
Why do we need to communicate?
Employees want to know…how their role fits with the
goals of the company – Clarity
- Was the last time that you talked to your employee, their
annual review?
- The measurement of good communication is that you
don’t have to call your employee to learn what they
accomplished during the week
- It needs to be a 2 way street

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Employees Need AnswersImplementation, how the employee sees it

•
•
•
•
•
•

Where are we going as a company?
How are we getting there?
How do you expect me to contribute?
How am I doing?
What is my career path?
How will I get the skills necessary to keep me on that
path?

© Ag 1 Source

Mike’s Time tested simple principles
•
•
•
•
•

“Toolbox Time”
Flexibility in work schedules
Measure quantifiably what gets done - Scoreboard
Free food
Schedule ahead-so that employees can plan


© Ag 1 Source

Interactive Questions - Communication
What percentage of your workforce meets with
a supervisor weekly in a work review to discuss
progress toward goals?
Less than 50%
50 – 80%
More than 80%


© Ag 1 Source

Recruiting and Hiring Checklist
Recruiting

Hiring

 Know what you are looking
for
 Determine performance
Objectives
 Define expectations : 1st
month, 1st quarter, 1st year,
and 3 years

 Interviews are recruitment
opportunities
 Defined process with
engaged management team
 Provide an improvement in
quality of life and career
advancement


© Ag 1 Source

Onboarding and Retention
Checklist Retention
Onboarding
 Make the first day, a day to
remember
 Assign a mentor so they
never feel “alone”
 Onboarding is a continuous
process – plan out the year

 Educate supervisors on why
employees leave
 Recognize opportunities to
enhance Work/Life balance
 Enable social interaction


© Ag 1 Source

Communication and Engagement
Checklist
Communication

Engagement

 Create Trust – Deliver on
promises
 Communicate to employee
needs regularly
 Do you need to call them to
determine what they
accomplished?

 Do employees understand
the value of their role to the
company?
 Recognize performance
-IMMEDIATELY


© Ag 1 Source

Current Destination Employer Examples
• Hiring

– Engage entire management team and establish consistent interview methods across the company
– Time from application/referral to offer of employment in 2 weeks or less
– Create a culture that recognized the hiring process as an extension of recruiting rather than “weeding
out candidates”

• Retention

– Use job descriptions to create an understanding for existing employees of what is required in current
role, before they will be considered for promotion
– Annual review is focused on career goals and personal development planning to get there
– Training budget puts more emphasis on supervisors with leadership and communication training vs
the rest of the employees

• Engagement
– Include employees in management meetings where decisions that impact them are made
– Focus on supervisor availability – what is keeping them from working with their team?
– Weekly and monthly competitions to enable teamwork (weight loss/health, new customers,
inventory, etc.)

© Ag 1 Source

Current Destination Employer Examples
• Onboarding

– Establish an internal mentor program with rewards for new employee performance and retention
– Engage entire management team to visit with new employees on a consistent basis
– Create a system to provide training and mentor support for up to 18 months ( if needed)

• Recruiting

– Train young employees to be ambassadors of the company and send them to FFA chapters, vo-tech
career fairs, etc.
– Create a scholarship program focused on recruiting – not just community image
– Create performance based and growth focused job descriptions

• Communication

– Leverage as many channels of communication (voice, email, website, personal conversation) as
possible
– Train supervisors to use context with each communication– not just the “what”, but also include the
“why” and the “how”
– Encourage informal communication with regularly scheduled social functions


© Ag 1 Source

Interactive Questions - Final
Do you believe that you would want to become a
Destination Employer?
Yes
No

Do you believe that you are a Destination
Employer now?
Yes
No

© Ag 1 Source

Questions?
If you would like to talk directly with us –
stop by booth #706 or contact us at:
Mike Smith: mikesmith@ag1source.com or
1.620.327.2205
Mark Waschek: markwaschek@ag1source.com or
1.620.327.0341
www.ag1source.com

© Ag 1 Source

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