But The Work Doesn’t Stop When The Hiring Decision Is Made That’s when the real work begins On-boarding and Engagement Hiring Decision Dynamic Interview Application & Pre-Screen Recruitment Message Assessment
On-boarding Three Strikes and They are Out (of There)
Job Orientation – Be prepared. Clearly state expectations about the job, and provide the “tools” needed to succeed.
Follow Through on Commitments – Ensure that you “walk the talk” and do what you say you are going to do .
Socialization – Help new employees get to know other people and the company.
Questions to Ask New Employees*
How well do we compare to what we said we would be like?
Tell me what you like. What is going well?
What employees have been helpful to you in your first 30 days?
I noticed you came to us from ____. Are there things you did there that might be helpful to us?
(Is there anyone you know who might be a valuable addition to our team?”
*From “The Honeymoon Quiz: Five Questions to Ask New Hires in the First 90 days.” 2010 The Studer Group
Poll – Employee Engagement
What percentage of your employees, new and tenured, do you feel are giving 100% of their talent, passion and commitment to the job?
Attitudes About Engagement
Do you view the employee as an expense or the employee as an asset?
From Franklin Covey: “Leadership in the 21 st Century”
Covey’s Levels of Engagement Today’s Worker has the “Power to Choose” From Franklin Covey: “Leadership in the 21st Century”
Zenger-Folkman’s Sweet Spot Organizational Needs: The activities you need the person to do that support the organization’s success Competence: What the person does well Passion: W hat the person likes to do Competence Organizational Needs Passion From “The Extraordinary Leader: Turning Good Managers Into Great Leaders” by John H. Zenger and Joseph Folkman, published by the McGraw-Hill Companies
The Employee Sweet Spot
The motivational “sweet spot” is achieved when you can help an individual to align their passion and their competence with the requirements of the job.
From “The Extraordinary Leader: Turning Good Managers Into Great Leaders” by John H. Zenger and Joseph Folkman, published by the McGraw-Hill Companies Convergence
Finding Their Sweet Spot: Organizational Needs
Understanding of how personal job role
helps fulfill company mission, vision
and business objectives
Orientation or tour of the overall operation
(not just their piece)
Clear expectations regarding the job - what
“ good” looks like
If they have a back room role have them
job shadow a customer interaction
Finding Their Sweet Spot: Competence
Increasing job autonomy
New projects and responsibilities; on-the-job learning opportunities
Providing the proper tools to effectively do their jobs
Involvement in decision making and access to sharing ideas with management (e.g. Joint Leadership Teams)
Supervisor and team support for job success (acknowledge achievements)
Shadowing and mentoring opportunities
Educational assistance and other training support
Finding Their Sweet Spot: Passion
Appreciation and support for outside
Or, bring their talent into the
Flexible work approaches to support
Volunteer opportunities through the
Additional Thoughts for Engaging the Hourly Workforce
A work-life culture that is more supportive of personal and family life
GovBenefits.gov – extensive resources for citizens to locate public-sector benefits
Reduce barriers between corporate and the field
Make the workplace “fun”
Career navigation and job search skills assistance
The Engaged Employee From “The Extraordinary Leader: Turning Good Managers Into Great Leaders” by John H. Zenger and Joseph Folkman, published by the McGraw-Hill Companies
Achieving Success Through Others
Great Companies ….
Attract and Select Top Talent
Engage employees through flexibility, empowerment, respect and appreciation