DAVID PEASE, SPHR, SHRM-SCP DIRECTOR OF HUMAN RESOURCES BANGOR SAVINGS BANK
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DAVID PEASE, SPHR, SHRM -SCP
DIRECTOR OF HUMAN RESOURCES
BANGOR SAVINGS BANK
THE BUSINESS OF PEOPLE
100% of Customers are People.
100% of Employees are People.
PEOPLE, PURPOSE & PASSION
1. Differentiate as a Great Place to Work – Be a Company
with a Purpose and Engage Your Employees Passion
LABOR SHORTAGE/TALENT WARS
CULTURE IS TO RECRUITMENT AS PRODUCT IS TO MARKETING
People People
Want to need a
Work for a Sense of
Winner Belonging
People
Want to go
Want to
on a
Make a
Meaningful
Difference
Journey
YOUR CULTURE = YOUR EMPLOYMENT BRAND
2. Create a Talent Culture that Attracts and Retain Top People.
3. Your Brand is Your “Promise” to Candidates & Employees.
DEVELOP YOUR PEOPLE SKILLS
4. Develop & Train Managers to be Talent Scouts,
Performance & Career Coaches and Engagement Gurus.
ROLE AS TALENT SCOUT
• Identify current & future staffing needs
• Define desired job skills/profiles
• Cultivate external talent pool
• Hire for Fit – Applicants to job/culture
• Create high work standards/expectations
• Provide meaningful, accelerated onboarding
• Build internal talent pipeline
5. Network – Prospect, Develop & Source Talent
6. Strong Online Presence – LinkedIn, Website, Glassdoor
7. Build Diversity & Inclusion
8. Develop Partnerships w/ educational & workforce organizations
THE HIRING STUDY
• 46% of newly hired
employees will fail
within 18 months,
while only 19% will
achieve unequivocal
success.
Hiring For Attitude by Mark Murphy
HIRING SUPER STARS
• Client-centric
• Results driven
• Self Motivated
• Collaborative/Team Player
• High EQ
• Quick Learner/Inquisitive
• Solutions focused
• Adaptable & Resilient
• Achievement Drive
9. Hire for Attitude & Aptitude – Train for SkillsYOUR RECRUITMENT PROCESS IS BROKEN!
Bad Candidate Experience
70% of Organizations
42%
Would not apply again
investing in a strong
83%
Would tell others not to
candidate experience
apply
Would not buy co
improve their quality of
59%
product
hires by 70%.
10. Differentiate your hiring process – welcoming, ease,
speed, communicative & responsive – you will attract
top talent.HIRE SMART PEOPLE – GET OUT OF THEIR WAY
• Onboard quickly – get
out of the way – give
people the authority to
do their jobs. Give them
a voice. Listen. Support
growth. Allow them to
prosper.
11. Empower employers – delegate authority along with job
responsibilities.“It is the role of a
manager/leader to help
employees achieve their
maximum performance and
strive for their optimal
personal potential.”
-- David PeaseROLE AS A PERFORMANCE COACH
• Feedback, Feedback, Feedback!
• Set goals aligned with Vision
• Recognize/Reward results exceeding goals
• Thank employees who are meeting goals
• Quickly address staff falling short of standards
• Build on employee’s strengths
• Identify ways to grow & develop staff
12. Establish a company Feedback Model. Use it.
13. Create meaningful performance goals.
14. Performance – Frequent, Ongoing, Focus on Success &
Development.DEVELOPMENT MODEL
•Set high expectations • Set clear job
•Provide job standards & expectations &
necessary skill building performance goals
•Assimilate & connect Onboarding Performance •Provide skills training
with bank attributes Management •Provide on-going
•Align job duties with Assimilation to positive & constructive
Vision 2018/Strategic bank culture Optimize feedback
Initiatives Alignment individual •Calibrate competencies
performance & attributes
Retention through feedback
Career Coaching
Development Improved results
Behavior •Challenge them to
•Career discussion Engagement become their best
modification
•Educational plan & Retention •Listen without distraction
•Long term career plan Increased
productivity •On-going skills training
•Identify project work, •Coach knowledge, skills
committee & community or actions as needed
participation
•Praise specific behavior
15) Create a Development Model.
16) Establish meaningful onboarding – roll out red carpet.
17) Train Managers to Coach – hold them accountable.CAREER DEVELOPMENT
• 68% of employees say
their managers aren’t
actively engaged in
their career
development. It
shouldn’t come as a
surprise then 40% of
employees are actively
looking for a new job.
18. Provide career development support – it can give
you a huge differentiation in the marketplace.RETAIN TOP TALENT AT ALL COSTS
19. Invest and development an internal talent pipeline.MANAGER ADVICE
20. Hold managers accountable for People
Leadership. Provide ongoing training & support.
21. Transform recruitment and development from
reactive to proactive.ROLE AS ENGAGEMENT GURU
22. Train managers on being engagement expects.ENGAGEMENT DRIVERS
1. Do you know what is expected of you at work?
2. Do you have the materials & equipment to do your work right?
3. At work, do you have the opportunity to do what you do best daily?
4. In past 7 days, did you received recognition for doing good work?
5. Does your supervisor seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the co. mission/purpose make you feel your job is important?
9. Are your co-workers committed to doing quality work?
10. Do you have a best friend at work?
11. In past 6 months, has manager talked to you about your progress?
12. In the last year, have you had opportunities to learn and grow?DIMENSIONS OF ENGAGEMENT
M-A-G-N-E-T MODEL
Meaningful and challenging work
Appreciation and Advancement
Goal Alignment and Achievement
Need to be Involved in Decisions
Equitable Total Compensation
Team Connectivity and Success
23. Create an organization Engagement Model to Attract &
Retain Top People Talent.ENGAGEMENT – MANAGER’S ROLE
24. Select Managers who have strong people skills,
interests and attributes. Create dual career paths for
strong technical experts.IGNITE THE ENGAGEMENT FIRE
Challenge their Minds
▪ Interesting Work
▪ Autonomy to Perform
▪ Knowledge & Skill Mastery
Capture their Hearts
▪ Job Purpose
▪ Appreciation
▪ Connection to Others
25. Inspire the hearts and minds of your employees.CLOSING THOUGHTS
QUESTIONS?
David Pease, SPHR & SHRM-SCP
SVP – Director of Human Resources
Bangor Savings Bank
280 Fore Street
Portland, ME 04101
David.pease@bangor.com
(207) 577-7297
Feel free to connect with me on social media
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