![20 MINNEAPOLIS/ST. PAUL BUSINESS JOURNAL
ment. Then we give them a yearlong pro-
gram where they get to experience some-
thing they otherwise would not in their
present position. This includes interact-
ing with senior leadership, and being
assigned an action-learning project with
a real-life business problem. So, although
it only impacts a small percentage of our
workforce, what we’ve found is that peo-
ple who are involved in it go back to their
offices and share what they’ve learned. It
gets people excited.
Hanson Willis: At the state, we’ve used a
similar strategy of emerging leadership
development. Mary, have you seen that
kind of work done at other companies,
and is that giving people opportunities
to learn outside their job description?
Lydon: Yes, although years ago banks
had much more robust internal training
programs, and part of that was a leader-
ship component. That has been curtailed
inrecentyears,butafewbankshavedevel-
oped an emerging leader program where
they select a few people who show poten-
tial, and they give them the opportunity
to hone leadership skills and to become
influencers throughout the organization.
Heisler: At Salo we realize that peo-
ple want the opportunity to expand their
careers through leadership opportunities.
At any given time we have several strate-
gic projects that we are working on and
our employees are given the opportunity
to lead these projects. If they desire to do
something else within the organization
we determine if moving from one group
to another would make sense to provide
them a new experience. You want to keep
your star employees. Outside of Salo, we
see a growth in management rotation pro-
grams, and part of that is because millen-
nials want to go, go, go. If they don’t see
that happening, they will begin looking
elsewhere - where in the past, you’d see
people waiting five years for the director
role. That does not happen anymore, so
you have to be cognizant of that to retain
top talent.
Hanson Willis: I want to expand on
that, and have people comment on the
millennials. You have the baby boomers,
with a type of cultural understanding
of the workplace, and then you have
the millennials moving in, with a very
different understanding. How do you
deal with multigenerational issues?
Heisler: We have quite a few millenni-
als in our office, and I think it brings a dif-
ferent view point to the organization. We
take time to make sure everyone is fitting
in together, working well together and
no one is excluded. We do a lot of social
events like happy hours and networking
events that are about building relation-
ships. It’s also important that whoever
you bring on board will fit within the cul-
ture. If you have a 60-person office and
someone doesn’t fit, it can be detrimental.
Lydon: In many ways, baby boomers
want the same things as millennials: they
want meaningful work and flexibility to
pursue volunteer opportunities and per-
sonal interests. Over the course of their
careers, they believe they have earned it.
Millennials expect those same things as
inherent in the culture of an organization
and available to everyone.
Heisler: I agree with you, flexibility is a
big thing in this day and age, and not just
for younger employees. Everyone wants a
little flexibility whenever possible, and it’s
been successful.
Lydon: I think the other interesting
thing is that the economic downturn real-
ly caused young people just getting out of
school to think about what’s truly impor-
tant to them. Money is certainly part of it,
but they are also looking at fulfillment, as
much as salary.
Calderon: Modern Survey does a lot of
research about engagement and the report
they just put out last week showed that
millennials are the most engaged in the
workplace. If you believe that translates
into success for business then you want
to pay attention to that. We do a great job
of hiring millennials and then promoting
them into different roles in the organiza-
tion. But something else we’re working
on is more specific career pathing, which
we’ll use as a recruiting and a retention
tool so we can show candidates that they’ll
start out here, but here are all the options
of where they could go. If they want to be
the director in just a few years, we’ll need
to be specific about what they need to do
to make that happen.
Hanson Willis: Let’s shift gears a little
and talk about employees who don’t
work out, even at high leadership levels.
How do you know when you need to
make a change?
Heisler: You need to ask yourself, what
is the cost of not changing? We often hear
that a person was the right fit for a num-
ber of years, but unfortunately now with
the changes in the organization that per-
son might not be the one to accomplish
the future state goals you’ve set for your
organization. Maybe you move that per-
son into a new role, or maybe you just have
to be conscious of making that change.
Either way, you have to provide transpar-
ent communication about where the com-
pany is going and the functions of the roles
necessary to achieve that vision.
Lydon: Certainly production outcomes
factor in to the equation. If someone is
not producing, maybe they’re miscast or
not a fit for your organization. And some-
times the role can outgrow the person, as
Ken said. It’s interesting, too, sometimes
we work with an organization that’s had
a very strong producer, but maybe they
don’t have the right attitude to be collab-
orative. That person might be a rock star
producer, but they’re making it difficult
for other people. That’s when you, as an
organization, have to admit that’s not a
right fit. That can be a hard thing to say.
Calderon: If the discord is at the upper
level, the employees can feel it. It’s good
to have a leadership team that debates,
but when it comes to setting tone and
direction of the organization there has to
be consensus. When employees feel oth-
erwise, it can have an impact on your
engagement. People want to be a part of
something where they feel good about
relationships at all levels. They don’t want
to have to pick a side.
Hanson Willis: One last question, and
it’s about something that’s changed
a lot during the recession: the rise of
the freelancing economy. How do you
decide when to contract out a need
versus hire in-house?
Calderon: You’re right. There has been
a shift, and in professional services in par-
ticular it’s becoming more and more pop-
ular. The great thing is many individuals
enjoy it because the project work is entic-
ing. They only want to work on the proj-
ects they most enjoy. They don’t want to
have to do all of the other work that they
aren’t as passionate about. We’re finding
that people are coming to [freelancing]
because they can do what they love and
enjoy the most. In terms of an organiza-
tion deciding what’s right, I know that for
us a lot has to do with whether the skills
are something you can’t live without.
If the search is hard, we might say we’ll
find someone who can do contract, and
who has maybe 80 percent of the skills we
need, until we find the right person who
has 100 percent.
Lydon: What we’ve observed in the
banking industry is that changes in the
regulatory environment require banks to
augment some specialized skills like audit
or compliance. Often they will outsource
to a contract person or organization,
because they need the expertise, but per-
haps can’t afford it on a full-time basis. On
the relationship management piece, that’s
difficult to utilize a contractor because you
are developing relationships; it’s not proj-
ect based.
Heisler: We see that there are true proj-
ect situations that will run for a defined
time frame. For those projects, it makes
total sense to bring on a consultant. The
same with a leave of absence certainly run
with a consultant. But there are situations
where we partner with companies to iden-
tifyabusinessissue,forexampleacontrol-
ler or CFO departed the organization, and
they recognize they need a change. Often
we’ll bring in a consultant at the begin-
ning to scope and identify what is required
in that role. The consultant can relay their
assessment, including thoughts on what
the company needs in terms of experi-
ence and culture. This is critical, because
many times a CEO or owner isn’t really
sure what they need in the role, so to have
an opportunity to have an expert consul-
tant come in and make and an assessment
can be a huge advantage. It doesn’t have
to be a long-term consulting project – it
can be as little as 40 hours. It’s useful for
the search consultant to have a clear and
defined idea of what is needed in terms of
experience and culture of the organization
– to be able to sit down with a candidate
and say, “This is what the role is all about.”
Other times, if you have a very complex
role, you might not be sure if you need a
contractor, but the contractor market has
really evolved. The expertise is available,
and the time to get up to speed may be
much shorter than they think. Every com-
pany is unique, every situation is unique,
and you need to sit down and think about
what the needs are in the short and long
term.](https://image.slidesharecdn.com/1fed990a-9e02-48ea-8c76-73ddbda76778-150330125729-conversion-gate01/85/Table-of-Experts_WorkForce-4-320.jpg)
Table of Experts_WorkForce
- 1. MARCH 27, 2015 17 SPONSORED BY WORKFORCE STRATEGIES
- 2. 18 MINNEAPOLIS/ST. PAUL BUSINESS JOURNAL For information on future Table of Experts, please contact Kathy Robideau at 612-288-2134 or krobideau@bizjournals.com. Family-owned Business September 11, 2015 Private Equity - Sponsorships Filled April 24, 2015 Fraud September 18, 2015 International Business May 22, 2015 Agriculture Business October 30, 2015 Nonprofits December 18, 2015 CRE Brokerage July 3, 2015 Health Care - Sponsorships Filled November 13, 2015 Patent TBD Data Centers August 28, 2015 Education December 4, 2015 Social Enterprise TBD Topic Publication Date In her role as senior vice president of human resources at Atterro Inc., Teri Calderon is a member of the executive management team and is responsible for employee retention and engagement, incentives and rewards, training and development, internal recruitment, as well as matters related to human resources compliance. She has been with Atterro for 13 years in various HR roles. Throughout her 20-year career in the human resources field, Calderon has focused on aligning people’s strengths with the goals and strategy of the organizations she has served. She currently serves as a board member for the Metropolitan State University Foundation and is also an active member of Society for Human Resource Management. Ken Heisler has more than 21 years experience serving the finance and accounting recruiting and staffing industry. When placing candidates, he collaborates with his team and expansive network. Hailing from a Big Four accounting firm, Heisler has a track record of placing chief financial officers, controllers, directors and managers across all industries. He is now managing director at Minneapolis- based Salo, a finance, accounting and human resources staffing and consulting firm. Before joining Salo in 2004, he served as an auditor at KPMG and vice president at a Minneapolis financial staffing firm. Heisler graduated from the University of Oklahoma with a Bachelor of Science in accounting. Mary Lydon is a life-long Twin Cites resident. She earned her Bachelor of Arts in finance from the College of St. Catherine in St. Paul. She started her banking career as a credit analyst with the Marquette Banks. Her banking career spanned 15 years at Marquette, First Bank and Firstar Bank, both are now U.S. Bancorp. She has experience with a broad array of roles, including commercial lending, cash management sales and private banking. Lydon left banking in 1997 to become an executive recruiter. In 2003, she formed St. Paul-based Midwest Financial Search Inc., where she has been able to draw upon her banking and recruiting skills with a philosophy that values long-term relationships. Jeremy Hanson Willis was appointed deputy commissioner of workforce development for the Minnesota Department of Employment and Economic Development in June 2014. He is responsible for coordinating the department’s workforce development efforts and aligning training and work readiness resources with the needs of Minnesota business. Prior to joining DEED, Hanson Willis spent nine years in various roles with the city of Minneapolis. Most recently, he was executive director of the Department of Community Planning and Economic Development. He also served as chief of staff to Mayor R.T. Rybak, and communications director and press secretary for the mayor. Before entering city government, Hanson Willis was a communications consultant at Tunheim Partners, and he spent nearly 10 years in nonprofit issue and legislative advocacy, including advancing the statewide public policy agendas of the Minnesota Smoke Free Coalition and the Minnesota AIDS Project. MODERATOR PANELISTSJeremyHansonWillis Minnesota Department of Employment and Economic Development MaryLydon Midwest Financial Search Inc. KenHeisler Salo TeriCalderon Atterro Inc.
- 3. BY ELIZABETH MILLARD Contributing writer T he Minneapolis/St. Paul Business Journal held a roundtable Feb. 23, featuring a trio of expert panelists discussing workforce issues, such as recruitment and retention. Pan- elists included Ken Heisler, managing direc- tor at Salo; Mary Lydon, partner at Midwest Financial Search; and Teri Calderon, senior vice president at Atterro. Jeremy Hanson Willis, deputy commissioner for the Minne- sota Department of Employment and Eco- nomic Development, served as the group’s moderator. Hanson Willis: This is a timely topic. The issue of workforce development is more prevalent with aging baby boomers, talent shortages and low unemployment all making your jobs and my job more difficult than it has been in the past. How do you recruit and retain people? Teri, as our in-house HR person, what is your organization doing right now to recruit employees? Calderon: One of the most important things we’re finding from a recruitment side — you can’t just post a job and hope and pray. You have to build relationships early, through networking efforts and social media to find good talent. When you find people who might be good, but you don’t have an opening, you depend on that networking to keep build- ing that relationship. Another thing to keep in mind when recruiting is that you want to be able to communicate how the work they are being hired for is meaningful and/or pro- vides meaning to the organization. We are also finding that for attracting millennials, sharing how they will have an opportunity to give back to the community is important to them. So we talk about what we’re doing in that regard as well. Lydon: We aren’t recruiting internally for ourselves, but as we’re working with our commercial banking clients, I want to echo Teri’s comments. Certainly social media, and LinkedIn in particular, has become critical. The best managers at organizations we work with tend to be folks who are willing to talk to people even when they don’t have an open- ing, because they want to develop that rela- tionship. So, it’s much more of a long-term process. Hanson Willis: Ken, in the whole mix of recruitment strategies, how do you think a search firm can help a company do more effective recruiting? Heisler: They need to serve as an advisor to help define the scope of a role and then per- form a search for that skill set. Ultimately our goal is to simplify the process and save time. We like to find the passive candidates that are not currently searching but we know this would be a great next step in their career. Companies utilize us because of our strong network; they would not be able to find the high demand passive candidates on their own. We are not looking for someone who can do the job, but rather someone who can do the job great! Hanson Willis: These all sound like long- standing, long-time strategies. What do you see as some of the new or emerging things you’re doing differently to attract employees? Calderon: We know that it’s important to show value, so one thing we’ve done with our Digital People brand is brought in experts from the digital marketing or creative mar- keting industry and have job seekers show them their portfolios to get feedback. We do it over happy hour to make it fun. It gives opportunities to seasoned veterans to be mentors and gives greener professionals the chance to tap into this expertise. This contin- ues to be a huge success for us. Heisler: We host networking events for leaders and emerging leaders as well as men- tor programs. I don’t know if it’s considered emerging anymore, but as LinkedIn has evolved it has become an invaluable tool. If you do not have a well thought out profile you are missing opportunities. I’m a little more old school and like to place a personal call instead of sending an InMail. Regardless of what you do, it still comes down to building relationships. As a candidate, when you’re working with a search firm they understand your expertise and they can advocate for you to the decision makers. Hanson Willis: Switching to retention, what are some of the things you’re doing to engage and retain good employees? Calderon: Thankfully, it’s something that’s important to our whole executive team, and that’s the way it should be — to start from the top down. In terms of specific strategies, one thing we’ve done is to develop an emerging leader program. We identify a small number of employees based off of our business goals and the employee’s potential for develop- MARCH 27, 2015 19 MSPBJPRODUCTION Account: Midwest Financial Ad. Rep: AS Size: 1-4h Color: 4C Production: MH Insertion date: 032715 File format: Indesign File source: created in house Comments: OK FINALPROOFCHECKLIST Your ad will go to press the way it appears here. Unless there are typographical errors, no other changes will be made. Approved: Date: Midwest Financial Search Inc. finds smart, capable candidates and introduces them to leading commercial banks. We offer employers hands on experience in banking and recruiting. We offer candidates access. Our recruiting professionals have long-standing relationships with decision makers in the banking community. We specialize in banking and financial services placement. 2314 University Avenue, Suite 16 • St. Paul, Minnesota 55114 • 651-690-4050 • midwestfinancialsearch.com THE PEOPLE ARE THE PILLARS OF THE BANK WE PUT THE PILLARS IN PLACE PAUL BEES paul.bees@midwestfinancialsearch.com Mary Lydon mary.lydon@midwestfinancialsearch.com You can’t just post a job and hope and pray. You have to build relationships early. TERI CALDERON, senior vice president of human resources at Attero Inc. NANCY KUEHN From left to right: Jeremy Hanson Willis, Mary Lydon, Ken Heisler and Teri Calderon
- 4. 20 MINNEAPOLIS/ST. PAUL BUSINESS JOURNAL ment. Then we give them a yearlong pro- gram where they get to experience some- thing they otherwise would not in their present position. This includes interact- ing with senior leadership, and being assigned an action-learning project with a real-life business problem. So, although it only impacts a small percentage of our workforce, what we’ve found is that peo- ple who are involved in it go back to their offices and share what they’ve learned. It gets people excited. Hanson Willis: At the state, we’ve used a similar strategy of emerging leadership development. Mary, have you seen that kind of work done at other companies, and is that giving people opportunities to learn outside their job description? Lydon: Yes, although years ago banks had much more robust internal training programs, and part of that was a leader- ship component. That has been curtailed inrecentyears,butafewbankshavedevel- oped an emerging leader program where they select a few people who show poten- tial, and they give them the opportunity to hone leadership skills and to become influencers throughout the organization. Heisler: At Salo we realize that peo- ple want the opportunity to expand their careers through leadership opportunities. At any given time we have several strate- gic projects that we are working on and our employees are given the opportunity to lead these projects. If they desire to do something else within the organization we determine if moving from one group to another would make sense to provide them a new experience. You want to keep your star employees. Outside of Salo, we see a growth in management rotation pro- grams, and part of that is because millen- nials want to go, go, go. If they don’t see that happening, they will begin looking elsewhere - where in the past, you’d see people waiting five years for the director role. That does not happen anymore, so you have to be cognizant of that to retain top talent. Hanson Willis: I want to expand on that, and have people comment on the millennials. You have the baby boomers, with a type of cultural understanding of the workplace, and then you have the millennials moving in, with a very different understanding. How do you deal with multigenerational issues? Heisler: We have quite a few millenni- als in our office, and I think it brings a dif- ferent view point to the organization. We take time to make sure everyone is fitting in together, working well together and no one is excluded. We do a lot of social events like happy hours and networking events that are about building relation- ships. It’s also important that whoever you bring on board will fit within the cul- ture. If you have a 60-person office and someone doesn’t fit, it can be detrimental. Lydon: In many ways, baby boomers want the same things as millennials: they want meaningful work and flexibility to pursue volunteer opportunities and per- sonal interests. Over the course of their careers, they believe they have earned it. Millennials expect those same things as inherent in the culture of an organization and available to everyone. Heisler: I agree with you, flexibility is a big thing in this day and age, and not just for younger employees. Everyone wants a little flexibility whenever possible, and it’s been successful. Lydon: I think the other interesting thing is that the economic downturn real- ly caused young people just getting out of school to think about what’s truly impor- tant to them. Money is certainly part of it, but they are also looking at fulfillment, as much as salary. Calderon: Modern Survey does a lot of research about engagement and the report they just put out last week showed that millennials are the most engaged in the workplace. If you believe that translates into success for business then you want to pay attention to that. We do a great job of hiring millennials and then promoting them into different roles in the organiza- tion. But something else we’re working on is more specific career pathing, which we’ll use as a recruiting and a retention tool so we can show candidates that they’ll start out here, but here are all the options of where they could go. If they want to be the director in just a few years, we’ll need to be specific about what they need to do to make that happen. Hanson Willis: Let’s shift gears a little and talk about employees who don’t work out, even at high leadership levels. How do you know when you need to make a change? Heisler: You need to ask yourself, what is the cost of not changing? We often hear that a person was the right fit for a num- ber of years, but unfortunately now with the changes in the organization that per- son might not be the one to accomplish the future state goals you’ve set for your organization. Maybe you move that per- son into a new role, or maybe you just have to be conscious of making that change. Either way, you have to provide transpar- ent communication about where the com- pany is going and the functions of the roles necessary to achieve that vision. Lydon: Certainly production outcomes factor in to the equation. If someone is not producing, maybe they’re miscast or not a fit for your organization. And some- times the role can outgrow the person, as Ken said. It’s interesting, too, sometimes we work with an organization that’s had a very strong producer, but maybe they don’t have the right attitude to be collab- orative. That person might be a rock star producer, but they’re making it difficult for other people. That’s when you, as an organization, have to admit that’s not a right fit. That can be a hard thing to say. Calderon: If the discord is at the upper level, the employees can feel it. It’s good to have a leadership team that debates, but when it comes to setting tone and direction of the organization there has to be consensus. When employees feel oth- erwise, it can have an impact on your engagement. People want to be a part of something where they feel good about relationships at all levels. They don’t want to have to pick a side. Hanson Willis: One last question, and it’s about something that’s changed a lot during the recession: the rise of the freelancing economy. How do you decide when to contract out a need versus hire in-house? Calderon: You’re right. There has been a shift, and in professional services in par- ticular it’s becoming more and more pop- ular. The great thing is many individuals enjoy it because the project work is entic- ing. They only want to work on the proj- ects they most enjoy. They don’t want to have to do all of the other work that they aren’t as passionate about. We’re finding that people are coming to [freelancing] because they can do what they love and enjoy the most. In terms of an organiza- tion deciding what’s right, I know that for us a lot has to do with whether the skills are something you can’t live without. If the search is hard, we might say we’ll find someone who can do contract, and who has maybe 80 percent of the skills we need, until we find the right person who has 100 percent. Lydon: What we’ve observed in the banking industry is that changes in the regulatory environment require banks to augment some specialized skills like audit or compliance. Often they will outsource to a contract person or organization, because they need the expertise, but per- haps can’t afford it on a full-time basis. On the relationship management piece, that’s difficult to utilize a contractor because you are developing relationships; it’s not proj- ect based. Heisler: We see that there are true proj- ect situations that will run for a defined time frame. For those projects, it makes total sense to bring on a consultant. The same with a leave of absence certainly run with a consultant. But there are situations where we partner with companies to iden- tifyabusinessissue,forexampleacontrol- ler or CFO departed the organization, and they recognize they need a change. Often we’ll bring in a consultant at the begin- ning to scope and identify what is required in that role. The consultant can relay their assessment, including thoughts on what the company needs in terms of experi- ence and culture. This is critical, because many times a CEO or owner isn’t really sure what they need in the role, so to have an opportunity to have an expert consul- tant come in and make and an assessment can be a huge advantage. It doesn’t have to be a long-term consulting project – it can be as little as 40 hours. It’s useful for the search consultant to have a clear and defined idea of what is needed in terms of experience and culture of the organization – to be able to sit down with a candidate and say, “This is what the role is all about.” Other times, if you have a very complex role, you might not be sure if you need a contractor, but the contractor market has really evolved. The expertise is available, and the time to get up to speed may be much shorter than they think. Every com- pany is unique, every situation is unique, and you need to sit down and think about what the needs are in the short and long term.