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Home Operations

Creating a World-Class Talent Acquisition Process: Part Three

Steven Trotter by Steven Trotter
November 1, 2022
in Columns, Operations
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Talent Acquisition Process

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This is Part Three of a three part series about the talent acquisition process from Steven Trotter. Read Part One here and Part Two here.

The exit experience is often swept under the rug in organizations; we don’t want to admit that team members will eventually leave. We are more accustomed to attrition in campus recreation and well-being since most of our workforce is student employees. Eventually, a student will graduate or transfer, leaving them ineligible to work in a student position, and creating higher attrition rates. Simply put, our industry has normalized being okay with employee turnover.

However, when it comes to full-time employees, our industry has not excelled in creating attractive compensation plans or implementing broadbanding as we discussed in Part Two. So, we have unfortunately created a culture that if a full-time team member wants to proverbial move up, they must move out. Just as the recruitment process is critical in Part One, the final stage of the talent acquisition process must be addressed: the departure.

The Exit Experience

Creating a positive exit experience needs to begin with identifying who our competitors are and asking ourselves why does our best talent leave? As mentioned above, we understand why student team members leave, but full-time team members leaving is a little more complex.

Whether the individual is a student or a full-time team member, most elements of a positive exit experience will be similar. Exiting may be the final stage of the coaching process. It should include opportunities to discuss the team member’s experience, performance, development and growth, and perceptions of the organization and the industry. A focus should be placed on appreciation for the team member’s contributions and an avenue for the employee to be heard.

Ultimately, we should create brand ambassadors for our organization and opportunities for the team members and alums to remain engaged.

Here are questions to ask yourself when developing a positive exit experience:

  • Does your organization have a well-defined off-boarding checklist with relationship-focused and transactional items?
  • Does your organization provide an opportunity for a final coaching conversation and exit interview?
  • Do you have a way to collect both qualitative and quantitative feedback about the team member’s experience?
  • Are managers trained to deliver a final coaching conversation and exit interview?
  • Does your organization have an established method of communication with alums and previous team members?
  • Does your organization provide opportunities for previous team members to give back to the organization?

Creating a world-class employee journey is not a simple task; the team members who make up an organization should be the No. 1 priority. After all, if you take care of and invest in your people, they will take care of everything else.

 

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Tags: campus reccampus recreationDevelopmentemployee lifecycleexit experienceexit interviewfeaturedgrowth
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Steven Trotter

Steven Trotter

Steven A Trotter, MS, is a thought leader, consultant, writer, adjunct faculty member, and principal for Globetrotter Wellness Solutions. He also serves as the director of well-being at East Carolina University and chairs the Well-Being Collective, a university-wide advocacy team, where he strategically leads university well-being initiatives at all of ECU campuses. His expertise is rooted in recreation and well-being with a strong repertoire in leadership and organizational effectiveness, employee engagement, program implementation and evaluation, and strategic brand management. Steven is a 2017 IDEA World Health & Fitness Program Director of the Year Top 3 finalist and presents at numerous national and international conferences each year. He is a subject matter expert and blogger for the American Council on Exercise and previously served a 3.5-year term on the ACE Industry Advisory Panel where he represented all university recreation and well-being programs around the globe. As a Gallup-Certified Strengths Coach and through his work and values, Steven inspires teams and individuals to create higher levels of employee engagement, create better systems for success, and create an integrated culture of well-being.
He maintains numerous industry certifications including American College of Sports Medicine Certified Exercise Physiologist, American Council on Exercise Certified Health Coach, Group Fitness Instructor, Personal Trainer, and Medical Exercise Specialist. He is also a Mental Health First Aid Instructor and a GreenDot Bystander Intervention Facilitator. Steven has a master of science in health and physical education from Virginia Tech and a bachelor of science in exercise science from the University of North Carolina at Charlotte.

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