Anticipating What’s Around the Bend
Attracting & Retaining the Best & Brightest
November 18, 2008
2008 Farmer Cooperatives Conference
Bob Broeckelman, PhD
VP – Recruitment & Selection Services
What is happening?
• The dominant factor for business in the next two
decades is not going to be economics or technology;
it will be demographics
-Pete Drucker: The Future Has Happened Already
• By 2010 there will be 168 million jobs in the US and
158 million workers
-Bureau of Labor Statistics
• While only 20% believed phased retirement was
very or moderately important in 2003, 68% say it is
very important today.
-Hewitt 2003 Phased Retirement Study
FCCServices, Inc.
Enriching business performance
First Year Eligible for Full Retirement
40
Number Eligible
35
30
25
20
15
10
5
0
04 005 006 007 008 009 010 011 012 013 014 015 016 017 018 019 020 021 022 023
0
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
Year
FCCServices, Inc.
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Generational Workplace Issues
• Boomers working next to Gen Y’s - each with very
different attitudes – conflict is inevitable
• 60% of employers experience tension between
employees of different generations
• Generational differences collide over issues such as
work ethics, respect for authority, dress code &
many more
FCCServices, Inc.
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Boomers say:
“I can’t find anyone to hire that’s willing
to work 60 hours a week.”
FCCServices, Inc.
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Gen Y’s say:
“I’m sorry it takes you so long to get
your work done.”
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Generation Yer’s at a Glance:
Who are They?
Understanding the generations is key to
developing a successful plan to attract and
motivate different age groups.
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Sp t the Gen Y
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Generation Y
• Born from 1977 to 1994
• Totals 76 million people
• Almost identical in numbers to “Baby Boomers”
but think very differently than “Baby Boomers”
• Represents over 20% of today’s population
• Between the ages of 13 and 30
• Many in this group have yet to enter the
workforce
• Work/Life balance
• Socially conscious & civic minded
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•
•
•
•
•
•
•
•
Hi-Tech
The most educated
Racially & ethnically diverse
Want instant gratification
Like teams
Goal oriented
Frequent contact w/supervisors
Lack company loyalty
FCCServices, Inc.
Enriching business performance
FCCServices, Inc.
Enriching business performance
FCCServices, Inc.
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Recruiting Gen Y’s
• Start early
– Establish a relationship early in the Gen Y’s life
– Offer internships or develop programs with local colleges,
junior colleges and other social groups
• Recruit with Peers
– The best people to connect with Gen Y are other Gen Y’s
– Questions & concerns are put at ease when answered by
an already devoted employee of the same generation
• Use Internet/Web Sites
– Students are hungry for information and the interaction
that a well-designed web site can offer
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Recruiting Strategies
• Websites need to appeal to their desire to learn
• Highlight paid training & skill development
• Sell them on flexible schedules, telecommuting & full
tuition reimbursement
• As an Ag Cooperative…
• Get involved with campus leadership organizations
as well as make presentations in the classrooms
working with the professors
• Have both Gen Yer’s and experienced employees at
the career fairs
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Recognition & Rewards
Gen Y’s are less likely to be interested in pay
increases than the other generations and are seeking
more than just salary from their employers:
83% are motivated by flexibility while only
73% are motivated by salary*
Gen X’s want on-site child care, extra vacation days
and high tech gadgets
*Mercer Human Resources Consulting
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Summary of What The Next Generation
Desires In Order of Importance
• Work/Life Balance (Paid Time Off)
• Communication between Employees & Senior
Management
• Room for advancement
• Compensation
• Benefits
• Job Security
• Continued Training
• Desire to travel abroad
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The Shift In The “Nuclear Family”
• What’s “nuclear”?
– Married, heterosexual couple, with 2.3 children
and the father as the principal economic provider.
Today, less than 23% of U.S. households meet
these criteria.
In fact, less than 50% of households include a
married couple.
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What about the other 50%?
A current household snapshot would include…..
•
•
•
•
•
•
•
•
Couples living together before marriage
Seniors living together, not married
Female head of household
Same sex couples
Single moms (42% never married!)
Single dads with kids (2.2m)
Gay parents
Grandparents as primary caregivers
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Marrying later or not at all
Median age at marriage
• 1960
• Women
• Men
20 years old
23 years old
• 2007
• Women
• Men
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26 years old
28 years old
So What Does This Mean?
1. Need to re-program our definition of a ‘hard
worker’…
– Not about hours worked
– Not about time in the office, at the desk
“All about quality results produced”
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Gen Yer Turnover
100
50
2nd year
1st year
0
• 36% Leave In Less Than A Year. (USA Today)
• 78% Of College Graduates Leave Their First Job In Less
Than Two Years.
FCCServices, Inc.
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Have to accommodate Gen Yers
If you don’t –
They will simply go home to their
parents
and
Their parents will welcome them back
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58% Of College Graduates Move
Back Home Their First Year.
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44% Of Graduates Are Still
Home The Second Year.
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How Boomers Raised Their Children
Boomers pampered their children due
to two working parents and guilt.
• Children got what they wanted
• Center of their parents lives
• Overscheduled grade-schoolers became
overcommitted teens, with the emphasis
on achieving.
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End Results
Upon graduation ~
Gen Yers haven’t learned much
about “struggle or sacrifice”
They want it all “now”.
They tend to have a lot of credit card debt and
live for the moment.
Background checks have confirmed this
and
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There are concerns about their writing skills…..
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Today’s 18 – 25 year olds
73% have received financial assistance from
their parents within the past year.
64% have even gotten help with errands.
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The 2010 Ag Cooperative Perfect Storm
Ag Background
Applicants
Total Labor
Supply
Aggressive
Competitors
Retirements
Turnover
What could the Ag Cooperative’s
911 be?
A
in Agriculture…
What would happen?
• Employees will retire sooner
• Mass exit of employees that lived through the
agricultural turmoil of the 80’s
Our Environment Will Change
100
100
80
80
60
60
40
40
20
20
0
0
Today
Turnover
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Retirement
3 - 4 Years
Turnover
Retirement
How can we
the battle???
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We need to fish in a bigger
pond………..
But, we need to catch the right
fish in the pond!
First Things First
You must know what the
expectations are for the new
hire……
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Intent to Stay
What’s Important to New Hires?
35.00%
30.00%
25.00%
20.00%
Change in
Intent to Stay
15.00%
10.00%
5.00%
0.00%
Clearly Explains
Job Importance
Intent to Stay
30.10%
Teaches About
Clearly Explains
Teaches About
Organizational
Performance
Group or Division
Vision & Strategy
Objectives
28.80%
28.50%
27.60%
Clearly Explains
Job
Responsibilities
Introduces New
Hires to other
New Employees
Provides Work
Immediately
Provides
Necessary Tools
& Resources
26.80%
24.60%
22.30%
20.60%
Second Key Issue
You must know what you are
looking for when you are
filling an open position.
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Strategies for Success
• Train managers and employees in
interviewing and selection
• Use technology and validated selection tools.
– Face-to-face interview has 50% predictability
– Structured interview tools increase predictability
to 60 - 70%
– Structured and validated tools such as Kenexa
and PI increase overall predictability to over 90%
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So, how are we going to
find these people??
• The job search process moved online very quickly
after Al Gore invented the internet
• Most job seekers we are looking for, go online FIRST
when they want to make a change
• Most job seekers look for new positions on job
internet sites while at work on Mondays and
Tuesdays
• Your best candidates aren’t looking
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http://
Media Usage
• The internet is the most commonly used form of
media for Gen Yers
• Online media, such as videos, podcasting, blogs
instant messaging
• Less likely to read the print form of the newspaper
than previous generations
• Prefers lifestyle, pop culture & entertainment
magazines over business & news magazines
• Uses cell phone text messaging more than any other
generation
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Sample Network Partners
Website On-Line Interview
Campus
Associations
Friends
1,681
First 8 months
30%
PRO Form
(Manager Completes)
Job Match
Personal Interview
(Completed in person or by phone)
PI Form
(Applicant Completes)
Ag Cooperatives
Campus’s
Friends
30%
Campus And Cooperative Applicants
Co-op
1
Co-op
2
Co-op
3
Co-op
4
Co-op
5
Co-op
7
Co-op
6
Final Applicants
(For Each Farm Cooperative)
Co-op
9
Co-op
8
September 2003
to April 2004
1681 – Web
-1076 – Rejected
605 Interviewed
15 Universities
268 Job Matches
Questionnaire Entrance
You are about to take the Sales Professional candidate questionnaire.
It is 63 questions long.
Click the Start Button to begin.
The use of reference materials or other assistance is not permitted,
unless you are directed otherwise by your administrator.
Choose the best answer from the available choices,
even if you do not agree with the choices given.
Depending on the speed of your computer, and/or ISP connection,
you may see a blue page in between each question.
I tend to delay difficult decisions as long as
possible in order to make the right choice.
1.
Strongly Disagree.
2.
Slightly Disagree.
3.
Not sure/in between.
4.
Slightly Agree.
5.
Strongly Agree.
My Answer: 1
Next Question
Usage Report (From 21 Jun 2007 to 29 Jun 2007)
Search the Database
Date
Name
D = Duplicate Result
Referral Source
Job Code
Questionnaire
Premier Farm Credit
Fort Morgan CO
0637
Farm Credit
Appraisers
21 Jun 2007 Dudley Dooright
Capital Farm Credit
0638
Farm Credit
Loan
Officer
21 Jun 2007
Carole Brady
Fresno Madera
Farm Credit
0643
21 Jun 2007
Jerry Riggit
Walter C. de Bruyn
0640
22 Jun 2007
Jack Bauer
AG Credit, Fostoria,
OH
0629
Farm Credit
Loan
Officer
22 Jun 2007
Pete Repeat
Bob Broeckelman
0603
Farm Credit
Loan
Officer
21 Jun 2007
June Cleaver
Score
Time (min)
52%'tile
17 D
88%'tile
15
Farm Credit
Support 1
23%'tile
18
Farm Credit
Loan
Officer
82%'tile
16
11%'tile
12
40%'tile
9
Website On-Line Interview
Campus
Associations
Friends
1,681
First 8 months
PRO Form
(Manager Completes)
Job Match
Personal Interview
(Completed in person or by phone)
PI Form
(Applicant Completes)
A
LOW Relative to Norm
NORM
AVERAGE
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
Relative to Norm HIGH
B
C
D
Notes:
5
Summary of PRO® Results
Position:
Loan Officer-Composite
Job Code:
A, Loan Officer
Department Code:
Completed By:
Multiple Managers
Notes:
Loan Officer - Composite
Survey Date:
05/31/2007
Report Date:
06/01/2007
Pattern Number:
42
The results of the PRO® should always be reviewed by a trained Predictive Index analyst. The
PRO Reporter® provides you with a brief overview of the results of the PRO®. If you have not
yet attended the Predictive Index® Management Workshop, please consult someone who has
attended in order to do a thorough job analysis.
This job requires connecting with people quickly in an outgoing, friendly manner. The use
of persuasive communication skills to gain the interest and involvement of others in the
work process is an important aspect of the job.
An extreme sense of urgency is needed, combined with getting work done in complete,
accurate detail and in accordance with company standards and policies. The motivation
for this position comes from a strong sense of duty and a feeling of responsibility
for completing work both quickly and correctly.
A faster than average work pace is necessary combined with impatience for results.
Follow-up of delegated work must be very thorough. Decision making will be done with
the ideas and advice of others, but always carefully and cautiously within the guidelines
of established company policy.
Selling ideas to others and the ability to train, teach and motivate a team are strong
aspects of this position. Change is an ongoing
occurrence of this job and will be approached conservatively and with the support and
guidance of management.
•SELF:
Measures the individual’s basic pattern of
behavior. “Doing what comes naturally”.
•SELF CONCEPT: Measures the ways in which
the individual is trying to modify (or change) his/her
behavior to satisfy what he himself perceives to be the
demands of his current job.
•SYNTHESIS:
Measures the ways in which the
individual actually behaves in his/her current job and
work environment
11
Summary of Predictive Index® Results
Name:
Jolene
Survey Date:
07/12/2007
Report Date:
07/12/2007
Pattern Number:
46
The results of the Predictive Index® survey should always be reviewed by a trained
Predictive Index analyst.
Jolene is unassuming, unselfish and has a genuine interest in other people and a strong,
intuitive understanding of them. Outgoing and friendly, she enjoys working with others and is
lively, warm company.
A pleasant and extroverted person, Jolene is an effective communicator, able to stimulate and
motivate others while being aware of and responsive to their needs and concerns. Her
congenial personality and friendly, interested attitude make her readily approachable. She
gets along easily with a wide variety of people.
Her drive is directed at working with and for others. She derives particular satisfaction from
doing things for others, for the company, for her management, for the team and for the
company's customers. Cooperative and willing, she can be a particularly effective teacher
and communicator of the company's policies, programs, and systems.
Working at a faster-than-average pace, she is attentive to details and both quick and accurate
in handling them. She is, however, too impatient to enjoy working with details as repetitive
routine or as her primary responsibility.
Anxious to be sure that things are done exactly right, Jolene will follow-up carefully and
closely if her work requires that she delegate details to others. When it is necessary for her
to be critical, she will try to do that in a constructive, supportive manner. Her sense of
urgency and her sense of duty combine to make her actively concerned about the timeliness,
as well as the correctness, of any work for which she is held responsible.
In general, Jolene is a cautious and careful person, respectful of company authority and
traditions, a specialist who avoids risk and uncertainty by taking care to do things properly,
working within the company's formal organizational structure.
Summary of Predictive Index® Results
Name:
Pete
Survey Date:
07/09/2007
Report Date:
07/09/2007
Pattern Number:
14
The results of the Predictive Index® survey should always be reviewed by a trained Predictive
Index analyst.
Pete is a self-disciplined, conscientious person who will develop a high degree of expertise and skill
in a specialized job. He has the drive to get things done right and in accordance with established
standards of accuracy and quality.
Pete is a conservative and analytical person who respects traditional organizational values.
Reserved, serious, and thoughtful about everything he does, he is a no-nonsense worker who
worries about getting things exactly right. Never superficial, he will make sure that he knows what
he is talking about before he speaks. He needs a lot of certainty and structure in his work so that
he can avoid the chance of being blamed for mistakes.
Understanding the technical aspects of his work well, he is capable of exercising ingenuity in
problem-solving within the limits of his specialized expertise and training. Conservative and eager
to avoid risk, he is cautious and skeptical about new ideas. He will be comfortable with established,
approved systems, technology, organizational relationships, and people.
In expressing himself, he is factual, sincere, and impatient to get on with the job at hand. Given
responsibility for supervising others, he will be an exacting, rather strict boss who takes his
responsibilities seriously and will demand that his subordinates get things done right and on time.
He is disciplined, and respects authority and established procedures. He will be critical with
subordinates who do not meet his standards. He controls closely and delegates little.
Pete is the kind of person who strives to make sure that things get done right, and who is often
placed in positions of control and trust. Given the necessary guidelines, he will carry out his
responsibilities authoritatively and firmly. He has a sense of urgency, and works and functions, in
general, at a faster-than-average pace, making decisions quickly as long as they are the kind of
decisions that can be made in support of accepted policies.
Develop Validated Interviews
• Validate the interviews to see if they
sort the best performers from the
lower performers.
• Complete the “Adverse Impact” studies
to make sure they don’t discriminate
against age, race and gender.
FCCServices, Inc.
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Farm
Credit/SRI
Loan
Officer
Research
December
1990 Farm
Credit/SRI
Loan
Officer
Research
Total Numbe r of
Loans
40
30
31.4
20
24
15
10
0
Low Match
Some Match
High Match
FCCServices, Inc.
*Figures based on an 18 month period
Enriching business performance
Per Loan Officer Volume
$3,608,117
$4,000,000
Dollar Volume
$3,500,000
$2,477,905
$3,000,000
$2,500,000
$1,474,700
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Low Match
FCCServices, Inc.
Some Match
High Match
Enriching business performance
*Figures based on an 18 month period
Keeping Generation Yers…..
• Act like their parents –
–
–
–
–
–
–
–
–
Loving, encouraging and rewarding them
Give them business cards
Invite to a management meeting
No birthday should go uncelebrated
Allow time off for community service
Happy hours, softball games, group lunches
First day on the job should be unforgettable
Have “Jeans Day” every Friday
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Retaining Employees After You Hire Them
1.
2.
3.
4.
5.
6.
7.
8.
The First Day Is Critical.
Send Welcome Letter Or Card Prior To Their Arrival.
Put Yourself In Their Shoes.
Introduce The New Employee To Others.
Make Sure Lunch Arrangements Are Made.
Provide Meaningful Orientation.
Keep Them Up To Date Through Training.
New Employees Make Their First Impression In Minutes As
To Whether They Made The Right Choice Of Going To Work
For You.
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OVERALL PHILOSOPHY
• Match Screened Applicants With The “Right”
Job Opening.
• Match Screened Applicants With The Right
Association “Chemistry”.
• Match Final Candidates With The Right
“Location”.
• Retain the Best.
• Build a meaningful Internship Program.
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Top 10 Expectations of Interns
RANK
FACTOR
AVG.
RATING
1
I’d be valued by my manager
8.75
2
My manager would be prepared for my internship
8.71
3
I’d be challenged by my assignment
8.65
4
My mentor would be a valuable resource
8.59
5
I’d be working with people I liked and respected
8.54
6
Content of my assignment would relate to my major
8.52
7
I’d be satisfied with the geographical location
8.30
8
Opportunities to get to know other interns
7.98
9
Opportunities to learn about other parts of the company
7.96
10
I’d be treated like a full-time employee
7.92
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Gaps: Expectation vs Reality
FACTOR
Expectation
Reality
Gap
#2 / 8.71
7.25
1.46
7.67
6.65
1.02
#3 / 8.65
7.68
.97
Responsive if assignment disappointing
7.42
6.68
.74
Accurate job description
7.86
7.16
.70
Measured against objectives
7.78
7.09
.69
Mentor was a valuable resource to me
#4 / 8.59
7.95
.64
Assignment related to my major
#6 / 8.52
7.93
.59
My workspace was ready for me
7.56
6.98
.58
Learned about other parts of the company
7.96
7.40
.56
Manager prepared for me
Satisfied with performance reviews
Challenged by my assignment
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Reasons for Accepting full-time position
Expectations exceeded on 20/24 factors
Top factors exceeding expectations:





Social events with management (+.85)
Organized activities for interns (+.78)
Worked with people I liked (+.71)
My manager valued me (+.68)
Housing arrangements satisfactory (+.62)
 BUT……My manager prepared for me (-.68)
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Reasons for Declining full-time position
Expectations not met on 16/24 factors
Top factors falling short of expectations:





My manager was prepared for me (-2.60)
Frequency/quality of reviews (-1.64)
Mentor was a valuable resource (-1.58)
Measured against objectives (-1.32)
Had a challenging assignment (-1.31)
 BUT……Treated like FT employee (+.52)
FCCServices, Inc.
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Final Thoughts……..
“They sat me down on the last day of my internship and told me
that they’d be making me an offer for full-time employment at
the beginning of the Fall recruitment season.
They kept in touch with me between the end of my internship and
the offer being sent, just to see how I was doing and to see if I
had any questions.
It made it really easy to accept their offer. They demonstrated
time and again that they care for their employees.”
FCCServices, Inc.
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“Success in business is about putting the right people in
the right place at the right time. You can’t expect to
have a successful working organization if you have the
wrong people in the wrong jobs, no matter how many
hours they may work. What you try to do is put people
in positions that suit their natural abilities and
inclinations.”
FCCServices, Inc.
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ACES Executive Committee
President,
David Barton
Kansas State University
(785) 532-1508
[email protected]
Advanced Agri-Solutions
(419) 739-4604
[email protected]
(605) 225-5500
[email protected]
(785) 672-3300
[email protected]
Farmway Co-op, Inc.
(785) 738-2241
[email protected]
FCCServices, Inc.
(800) 999-2687
[email protected]
Board Chair,
Larry Hammond
Board Vice-Chair,
Dale Locken
South Dakota Wheat
Growers
Board Secretary,
Brad Cowan
Frontier Ag, Inc.
Board Treasurer,
Art Duerksen
Consultant,
Bob Broeckelman
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Other potential business
solutions available for your
use from….
FCCServices/Summit
Point Consulting
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Company Overview
Risk
Management
& Insurance
Organizational
Effectiveness
Operational
Support
Summit Point
Consulting
National
Discount
Program
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Recruiting
And
Selection
Company Overview
Business
Change &
Execution
Consulting
& Training
Governance
Effectiveness
Organizational
Effectiveness
Institutes
&
Conferences
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Leadership
Development
Enriching & Enhancing the
Way Your Organization Works
Company Overview
•Change Management
•Merger Consulting & Integration
•Feasibility Analysis
•Audit Services
Business
Change &
Execution
•Performance Consulting
•Compensation Consulting
•Sales & Sales Management
•Recruiting & Selection
Consulting
& Training
Governance
Effectiveness
Organizational
Effectiveness
• Meeting Design, Planning,
& Facilitation
• Bringing Together Experts,
Peers, and Industry Innovators
• On-site Coordination
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Institutes
&
Conferences
•Board Evaluations
•Peer Evaluations
•Board Facilitation
Leadership
Development
Enriching & Enhancing the
Way Your Organization Works
• Leadership Development
Training
• Executive Coaching
• Individual & Organization
Assessment
Company Overview
Preplanning
Integrating
New Hires
Recruiting
Recruiting
&
Selection
Matching
Candidates
to Jobs
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Screening
Candidates
Getting the Right
People Onboard
Company Overview
•
•
•
•
• Studying traits of successful
employees
• Developing profiles
• Defining positions
• Writing job descriptions
Preplanning
First day
First week
First month
First six months
Integrating
New Hires
Recruiting
Recruiting
&
Selection
• PRO Form – manager completes
• PI Form – applicant completes
• Personal Interview
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Matching
Candidates
to Jobs
• Identifying venues
• Developing materials
• Telling the company story
Screening
Candidates
Getting the Right
People Onboard
• Prescreening resumes (if
desired)
• On-line questionnaire
• Phone interview
Company Overview
Claims
Consulting &
TPA
Insurance
Marketing
& Review
Loss
Prevention
Risk
Management
& Insurance
Risk
Assessment
Program
Administration
Alternative
Risk
Management
FCCServices, Inc.
Enriching business performance
People-Focused, Customer-Driven,
Independent Risk Management Solutions
Risk Management Consulting
• Data analysis
• Safety training
• On-site Safety & loss control
Claims
Consulting
& TPA
Insurance
Marketing
& Review
Loss
Prevention
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Exhaustive risk analysis
Policy reviews
Contingency planning
Contract review
Risk
Management
& Insurance
Risk
Assessment
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•
•
•
Captive & pool feasibility
Design and implementation
Captive & pool management
Domicile analysis & selection
FCCServices, Inc.
Enriching business performance
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•
•
•
•
•
Third-party administration
Claim file audits
Large claim reviews
Reserve audits
Process improvement
TPA selection
• Placement of primary
and excess coverage
• Outsource risk management
• Coverage design
• Brokerage selection & mgmt
Program
Administration
Alternative
Risk
Management
• Marketing and customer
service
• Certificate issuance
• Policy issuance
• Surveys & benchmarking
People-Focused, Customer-Driven,
Independent Risk Management Solutions
Questions?
800-999-2687
Bob Broeckelman
FCCServices, Inc./Summit Point Consulting
FCCServices, Inc.
Enriching business performance