M
M


 
M
M
 The speed at which today's economy
changes has totally altered how you must
M go about recruiting, hiring and training

 new and existing staff to your way of
doing business.

The purpose of this piece is to explain these
three phases to you so you can create effective

recruitment, orientation and training processes
that will better support your company's
M mission/vision.
 As a manager or owner in today's fast-
 changing market, you've got your hands full,
your mind racing, and your eye on the bottom
 line. Why would a concept like "The Life Cycle
 of the Employee" be important to you?
M
 Let me suggest 3 reasons:
M Ô ost likely, the greatest portion of your
company's budget goes to Human


Resource costs.

2. The labor market is shifting continually
and dramatically, which forces employers
to adopt new strategies for recruitment,

training and retention of top-quality staff,

M as well as for increased productivity.
 3. "The Life Cycle of the Employee,"
developed by John Ruh, makes sound

economic as well as managerial sense for
 companies aiming to maintain the highest
staff quality within budget.

 THE LIFE CYCLE OF THE EMPLOYEE«
M
 WHAT IS IT?
M The Life Cycle concept calls on business to address three
phases of human resource management:


Phase One: The recruitment and hiring of personnel

Phase Two: Employee orientation

Phase Three: A Professional Development Plan

designed to give employees the support, the need to
M grow and succeed and increase morale, productivity
and retention.

This would also include a „ „

 


  „„ that acknowledges people and
 also coaches them about how to increase their
productivity. It also starts the process of
 outplacement if necessary.
 Phase One - The Recruitment and Hiring
M
 of Personnel
M
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A well-planned recruitment strategy and a hiring
 procedure based on a consensus of expectations
by all involved are two of the most important
factors in ensuring that your new employee

enjoys a successful Life Cycle with your
M company.

 When adapted to fit your needs, The Human

Resource Dept's 5-step model for an Effective
 Hiring Program can structure your efforts and
 guide your staff through what can be a hectic
and sometimes confusing period.

M

STEP 1. Talk It Through
M

 O Vasic information
 O Qualifications for the job
O Duties

O Salary and benefits

M
O Get everyone¶s input



 Ñ Steps to a Successful Search
 STEP 2. Create An Effective
M

Recruitment Description
M
Develop a „
 recruitment description that


outlines all the items in Step 1 and also takes into
 consideration:
O our budget.

O our hiring deadline so your start date
M is achieved on time.

O Clearly defined traits and values that

you require in addition to the normal

skills, education and experience.

Ñ Steps to a Successful Search
 STEP 3. Lay Out Your Recruitment
M
 Strategy Before Doing Anything
M Ask yourself the key question: |  




„ „
  To carry out a successful

 recruitment plan, you'll need a thorough familiarity
 with today's market conditions. Follow this procedure:

O Determine the availability of the candidates

you're hoping to attract.

O Create a diversified recruiting campaign.

M O Carefully assess your own resources, such as
 time and experience, for conducting a
successful search. Consider whether you'll
 need a professional human resource recruiter
or other outside support.

 Ñ Steps to a Successful Search
 STEP 4. Start Your Search
M

This is the most time-consuming step so, unless
M you have individuals who will take the time to do the
following, don't consider doing this yourself.


O Place the necessary ads in the right places to
 find the right people.
O Do resume and phone prescreening.

O Set up and conduct personal interviews that
not only enable you to get to know the candidates but
M also allow the candidates to understand your
 company's goals, values and expectations.
Check references to validate/invalidate your

opinion. ake sure you get behavioral references in
 addition to verifying employment and education.

 Ñ Steps to a Successful Search

M
 STEP Ñ. Make An Offer
Ênce you have decided upon a candidate, follow
M
this procedure to increase your potential for a

 successful match:

 O Determine whether the candidate is genuinely

interested in the job and is open to an offer. ake
sure you ask the candidate what he/she would do if
the current employer makes a counter-offer. Defend

yourself against this before making an offer.

M O Review with the candidate the job
 requirements, duties, salary and benefits to make
sure that you both are operating from an agreed-upon
 total picture. 3
 , make sure the candidate will not
accept a counter-offer by his/her current employer.

 Ñ Steps to a Successful Search
 STEP Ñ. Make An Offer
M

M


O Y   Then set a mutually
 agreeable deadline for the candidate's decision.
Schedule additional meetings if the candidate needs
further discussion to reach a decision.

O Send a letter to confirm your agreement and
M start your preparation process for the orientation
phase that will begin soon. If there is a long time gap
 before the start date, set up a lunch or calling
schedule.


 Ñ Steps to a Successful Search
M
 Phase Two: Employee Orientation
M




M




M
 Phase Two: Employee Orientation

M To be successful, an orientation program must be

„ „

 „„    „ „.


A comprehensive program--one that gives new
 employees, current employees and management a
clear picture of the business and what is
expected of everyone - will serve as a foundation

upon which accountability, productivity and
cooperative relationships can be built.
M
For your orientation program to work, the new
 employee and managers/coaches must have clear
 accountability for their parts in this training process.
The Orientation outlines what you can do before

the employee starts.

M
 Phase Two: Employee Orientation
As we see it, the basic goals of the orientation
M process are for the new employee to:

 1. Understand why he/she is on the payroll;
 2. Know what good performance looks like;
3. Receive basic direction on how to achieve good

performance, including instruction on all company

M forms, formalities and requirements; and

 4. Totally comprehend "Your Way of Doing

Business" ± your goals, values, and expectations.

5. ou can achieve these orientation goals through

planning and using a "review" process.

M
 Phase Two: Employee Orientation
The key benefits of doing this are:
M
1. ou will communicate again, as you did during

 the hiring process, 
    

 
so that the person knows your vision, goals,
 values and expectations.
2. Within 90 days you should be able to determine

if the candidate was a good culture fit and, if
not, can work toward terminating the
M relationship before you've spent months
training someone who does not fit into 

    

 
 3. Everyone gets involved.
 4. The employee can schedule and control the
pace.

M
 Phase Three: Professional Development and
Ongoing Training Program
M
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 Phase Three: TRAINING AND DEVELOPING
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A. General Perspectiv
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 ey Factors That Affect the Human Resource Market



1. Unemployment rates

 2. Volume of Help Wanted advertising

3. Interest rates

4. Your local business/industry cycle

Ñ. The media of the day

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   „„ 
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  „ Accept
the human resource market as it is because this is the "reality" you
M must deal with. Just as you adapt to the weather, so must you adapt to
the human resource market to make sound decisions. For example, in
 a period of relatively low unemployment you may find a more
aggressive mood among employees and candidates in salary
negotiations. If you see an abundance of "help wanted" advertising for
 the types of positions you are recruiting for, you most likely will have
to pay more. Climbing interest rates usually slow down business, make
 people more cautious about moving and directly affect relocating
people since houses become hard to sell. If the media of the day are
telling people it's a "candidate's" market, expect existing staff to
 demand more and the people you want much more selective.
 Phase Three: TRAINING AND DEVELOPING
M
 YOUR STAFF
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 Phase Three: TRAINING AND DEVELOPING
M
 YOUR STAFF
M 1. In-House Group Training Examples


 Challenge Sample Solution


Department morale is low " orale and Productivity" (workshop)

Company wide or department Ên-going monthly "review sessions" or

goals are not clear "town hall meetings" to assess last
month's achievements and challenges,
M and to create next month's goals
New policy is not understood Group presentation by your
 coordinator




 Phase Three: TRAINING AND DEVELOPING
M
 YOUR STAFF
M 1-1 Coaching/Training


 Challenge Sample Solution


Individual sales goals not being 1-1 coaching session to design a
achieved sales and marketing action plan


Tardiness, absenteeism, 1-1 session using a progressive
disruptive behavior discipline procedure
M
New employee orientation 1-1 by his/her manager or mentor
 (unless hiring larger numbers, then
can group together), or 1-1 with
 manager can come after group
orientation


 Phase Three: TRAINING AND DEVELOPING
M
 YOUR STAFF
M  Outside Public Workshops/Seminars
Use public workshops and conferences to get  
     

 on a subject of interest. Send select staff out and have them give your
department or company an overview from the session. If appropriate,
 then do some 1-1 training or group sessions.
O New Technical Developments

O Employee Handbooks, benefits, new/current human resource

legal issues
O Industry trends at conferences
M O New marketing trends

 When broken down into bite-sized pieces, employee training is very

manageable. Êne by one, you'll identify your challenges and address
them by holding one-on-one or group sessions, or by sending
 employees out for workshops or seminars. All training and
development will support 
    

  so that everyone
 understands the big picture. The training will support your company's
mission and vision as you develop your most costly and important
 resource:  G