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Recruiting and RetainingTalented Staff   Understanding the secret recipePresented by:Steve Mitchinson, Immediate Past Chai...
The Key Questions  1.   Why would a smart, energetic, ambitious       person want to work for your company?  2.   Why woul...
Gaining and Retaining Talented Staff The universal imperative to get more for less, means   we must discover new ways of e...
The # 1 Challenge Gaining & Retaining talent is the #1 Challenge - Globally If you and your head of HR haven’t recently di...
Obstacles to effective talentmanagementFrom Making Talent a Strategic Priority, McKinsey Quarterly        ATA - "Australia...
HR and the business– the importancee of the partnership    It’s unusual for business or HR leaders to spot        pain poi...
Is there a disconnection with HR  What we believe:  •   HR lacks the capabilities to develop talent                     58...
HR – How can they help• Informing & Implementing Organisational  Strategy• Bring to the planning cycle sound knowledge of ...
HR – How can they help•     Creating engagement & trust by demonstrating      HR’s value to staff e.g. Employee benefits• ...
How can we recruit betterWhere do we look Who could we partner withHow do we onboard new staff First impressions are cri...
Summation     HR should not be administrators – they should be actively      advising CEO’s and others on how to leverage...
Retaining Talented StaffATA - "Australia’s peak body for the Contact Centre Industry“
What does it mean to be“engaged”   A heightened emotional and intellectual connection an employee      has for his/her job...
Drivers of Employee Engagement                             Personal           Relationships with                          ...
Drivers of Employee Engagement                      The Culture    ATA - "Australia’s peak body for the Contact Centre Ind...
Culture : Why it is important    There is volume of research showing a strong    correlation between:    1. Absenteeism an...
Culture : Why it is important    •    It is suggested less than 30% of employees are engaged in their jobs.    •    Engage...
The cultural dilemma      Intentions                  Reality                        Outcomes                             ...
What do employees think they canaffect.....if you engage them    ATA - "Australia’s peak body for the Contact Centre Indus...
Wisdom of Spencer -Employees leave their managers, not their employers     • Is Leadership and Management accountable     ...
Questions we might want to ask....   •What is it worth to reduce absences and turnover in our Enterprise   •How do we avoi...
Drivers of Employee Engagement          Corporate & Social            Responsibility   ATA - "Australia’s peak body for th...
Corporate & Social Responsibility  Employees now cite corporate responsibility issues as one of their key  criteria when c...
Employee Engagement Challenge  High            Disengagement                 Purposefulness  F  O  C  U  S  Low           ...
Possible Approaches                   Managerial interventions                Communication interventions                 ...
Managerial interventions  Keeping promises & following through - Walk the Talk  Open and honest  Telling it like it is – b...
Communication Interventions  Building one on one relationships and trust  Demonstrating how individuals contribute to    o...
Organisational Interventions Improve empowerment – flatten hierarchies Increase autonomy and decision-making authority Use...
The benefits of engagement          Increased staff satisfaction          Lower staff acquisition, training and         ...
The Ultimate Agent Engagement Survey– Part 1 By Greg Levin - www.greglevin.com 1) On my way to work in the call centre, I ...
Ultimate Agent Engagement Survey –Part 2 – By Greg Levin - www.greglevin.com    5) Training and development in the call ce...
Thank you           For more information please contact:                                       contact:                 st...
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Recruiting and retaining talented staff - Presented at Frost & Sulllivans Contact 2011

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My thoughts on the keys to an effective talent strategy

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Transcript of "Recruiting and retaining talented staff - Presented at Frost & Sulllivans Contact 2011"

  1. 1. Recruiting and RetainingTalented Staff Understanding the secret recipePresented by:Steve Mitchinson, Immediate Past Chairperson, ATAAssociate Director, Limebridge Australia Director, ATA - "Australia’s peak body for the Contact Centre Industry“
  2. 2. The Key Questions 1. Why would a smart, energetic, ambitious person want to work for your company? 2. Why would a smart, energetic, ambitious person want to leave your company? ATA - "Australia’s peak body for the Contact Centre Industry“
  3. 3. Gaining and Retaining Talented Staff The universal imperative to get more for less, means we must discover new ways of engaging with HR and use HR analytics to create value from our workforce ATA - "Australia’s peak body for the Contact Centre Industry“
  4. 4. The # 1 Challenge Gaining & Retaining talent is the #1 Challenge - Globally If you and your head of HR haven’t recently discussed ideas for using data to generate a talent strategy that’s more closely linked to business results, it’s time to start. Mckinsey Quarterly March 2011 ATA - "Australia’s peak body for the Contact Centre Industry“
  5. 5. Obstacles to effective talentmanagementFrom Making Talent a Strategic Priority, McKinsey Quarterly ATA - "Australia’s peak body for the Contact Centre Industry“
  6. 6. HR and the business– the importancee of the partnership It’s unusual for business or HR leaders to spot pain points on their own. A strong partnership is essential in order to identify and prioritise issues that affect the relationships between people challenges and business results ATA - "Australia’s peak body for the Contact Centre Industry“
  7. 7. Is there a disconnection with HR What we believe: • HR lacks the capabilities to develop talent 58% strategies aligned to my business objectives • HR is an administrative business unit – not a 60% strategic partner • HR is not held accountable for the success/failure of 64% talent management initiatives • HR Lacks the authority/respect to influence the way 47% people are managed • HR does not provide enough support for line 58% managers ATA - "Australia’s peak body for the Contact Centre Industry“
  8. 8. HR – How can they help• Informing & Implementing Organisational Strategy• Bring to the planning cycle sound knowledge of contemporary HR practices and innovative solutions• Being in touch with marketplace• Being in touch with staff needs and expectations ATA - "Australia’s peak body for the Contact Centre Industry“15/04/2011 www.teamredsolutions.com.au
  9. 9. HR – How can they help• Creating engagement & trust by demonstrating HR’s value to staff e.g. Employee benefits• Delivering strategies that ensure remuneration is down the list of priorities• Make the business their office - visible and pro- activeThere is no longer a place for a caretaker or custodial HR roleHR must suggest opportunities to the business - not wait to be asked ATA - "Australia’s peak body for the Contact Centre Industry“15/04/2011 www.teamredsolutions.com.au
  10. 10. How can we recruit betterWhere do we look Who could we partner withHow do we onboard new staff First impressions are critical ATA - "Australia’s peak body for the Contact Centre Industry“15/04/2011 www.teamredsolutions.com.au
  11. 11. Summation HR should not be administrators – they should be actively advising CEO’s and others on how to leverage the human capital they have to build a culture of excellence - one that delivers sustainable competitive advantage CEO’s should be endorsing and promoting those outcomes as the goals of HR As managers we must engage with HR more effectively ATA - "Australia’s peak body for the Contact Centre Industry“15/04/2011 www.teamredsolutions.com.au
  12. 12. Retaining Talented StaffATA - "Australia’s peak body for the Contact Centre Industry“
  13. 13. What does it mean to be“engaged” A heightened emotional and intellectual connection an employee has for his/her job, organisation, manager or co-workers that, in turn, influences him/her to apply additional discretionary effort to his/her work. In a nutshell… Engaged people like coming to work, and are inspired to do their best best! ATA - "Australia’s peak body for the Contact Centre Industry“
  14. 14. Drivers of Employee Engagement Personal Relationships with Employee Trust & Integrity relationship with my Co-workers / Development Manager Team members Direct links between Career / Growth The Type of work Pride in the Brand Individual & Company Opportunities Performance There are many things we can do to create an engaged workforce… ATA - "Australia’s peak body for the Contact Centre Industry“
  15. 15. Drivers of Employee Engagement The Culture ATA - "Australia’s peak body for the Contact Centre Industry“
  16. 16. Culture : Why it is important There is volume of research showing a strong correlation between: 1. Absenteeism and staff engagement. 1. Staff engagement and profitability. So just how do you build and maintain a positive workplace culture and deliver improved employee effectiveness? What are others doing? ATA - "Australia’s peak body for the Contact Centre Industry“
  17. 17. Culture : Why it is important • It is suggested less than 30% of employees are engaged in their jobs. • Engaged employees are 87 percent less likely to leave the organisation. • 84% of staff believe they can positively impact the organizations quality if given the opportunity • 72 percent want to optimize service delivery. • Over a research period share prices of organisations with engaged employees raised an average of 16 percent. The industry average was a mere 6 percent! ATA - "Australia’s peak body for the Contact Centre Industry“
  18. 18. The cultural dilemma Intentions Reality Outcomes Culture Internal Opposed to new ideas Low motivation Compete with others Low role clarity Culture Avoid blame Low co-ordination Don’t rock boat Low adaptation Want to: Strive for Excellence Be creative Organisational Practices Co-operative Structure at odds with Customer (thinks) Build relationships Incentives Communication norms at odds with constructive Non constructive Leadership behaviours norms Service does not meet Want staff to: Leadership Style expectations Take ownership Inconsistent responses Maintain standards Apprehensive Likely to leave if given a Provide feedback Approval seeking choiceCo-operate with others Critical & blaming Competing with each other ATA - "Australia’s peak body for the Contact Centre Industry“
  19. 19. What do employees think they canaffect.....if you engage them ATA - "Australia’s peak body for the Contact Centre Industry“
  20. 20. Wisdom of Spencer -Employees leave their managers, not their employers • Is Leadership and Management accountable • How can we strengthen the capacity to deal with change • Is leadership acting as the eyes and ears of the enterprise on staff issues • Do we provide briefings and work with our leadership teams for communication of consistent and timely messages ATA - "Australia’s peak body for the Contact Centre Industry“
  21. 21. Questions we might want to ask.... •What is it worth to reduce absences and turnover in our Enterprise •How do we avoid the “on the job retirees” - people dont show up for work even when they do •How do we make my Enterprise the place where people want to be? •How do we interpret, and manage absenteeism, sick leave and separations? •How do we control absenteeism through positive incentives? •How do we develop an actionable strategy (what to do) and a tactical (how to do it) work plan to reduce absenteeism employee turnover •How do we track results and make corrections when deviations between expected and actual results occur? ATA - "Australia’s peak body for the Contact Centre Industry“
  22. 22. Drivers of Employee Engagement Corporate & Social Responsibility ATA - "Australia’s peak body for the Contact Centre Industry“
  23. 23. Corporate & Social Responsibility Employees now cite corporate responsibility issues as one of their key criteria when choosing an employer - an organisation’s ability to retain employees may depend on its ability to align business practices with employees’ values • 84 per cent of employees want to work in an environmentally- friendly office. • 90 per cent of women and 78 per cent of men believe their employer should have the environment at the top of mind. • Over 80% 0f 18 - 49 year-olds want to work in a ‘green’ office ATA - "Australia’s peak body for the Contact Centre Industry“
  24. 24. Employee Engagement Challenge High Disengagement Purposefulness F O C U S Low Procrastination Distraction Low ENERGY High ATA - "Australia’s peak body for the Contact Centre Industry“
  25. 25. Possible Approaches Managerial interventions Communication interventions Organisational interventions ATA - "Australia’s peak body for the Contact Centre Industry“
  26. 26. Managerial interventions Keeping promises & following through - Walk the Talk Open and honest Telling it like it is – balance +ve & -ve Visibly rewarding the right people - for the right reasons ATA - "Australia’s peak body for the Contact Centre Industry“
  27. 27. Communication Interventions Building one on one relationships and trust Demonstrating how individuals contribute to organisational goals (strategic communications) Employee Surveys Consistent, regular face to face communication Timely and honest responses to what is heard from employees – “Captain Rumour” ATA - "Australia’s peak body for the Contact Centre Industry“
  28. 28. Organisational Interventions Improve empowerment – flatten hierarchies Increase autonomy and decision-making authority Use cross-functional teams & focus groups Structured development and effective career mapping ATA - "Australia’s peak body for the Contact Centre Industry“
  29. 29. The benefits of engagement Increased staff satisfaction Lower staff acquisition, training and attrition costs Improved customer satisfaction  Increased customer profitability and repeat purchasing.  Opportunity to develop our future leaders  Improved productivity  Increased profits ATA - "Australia’s peak body for the Contact Centre Industry“
  30. 30. The Ultimate Agent Engagement Survey– Part 1 By Greg Levin - www.greglevin.com 1) On my way to work in the call centre, I usually… a) Feel very excited and empowered about helping customers. b) Pop a Xanax and then I’m fine. c) Throw-up a little in my mouth. 2) If the call centre were to catch fire, I would… a) Risk my life trying to extinguish the flames. b) Run like a frightened cheetah. c) Hide the gasoline can and the matches. 3) I feel valued and respected at work. a) Strongly agree b) Agree c) Neutral d) I earn $8.50/hr and work in a cubicle the size of a bathroom stall – what do YOU think? 4) The key performance objectives in place in the call centre… a) Are fair, feasible and focused on the customer experience. b) Push productivity somewhat at the expense of the customer experience. c) Push me to drink and listen to death metal music. ATA - "Australia’s peak body for the Contact Centre Industry“
  31. 31. Ultimate Agent Engagement Survey –Part 2 – By Greg Levin - www.greglevin.com 5) Training and development in the call centre… a) Is comprehensive and eclectic, and prepares me for continuous success. b) Is lacking somewhat, but what are you gonna do? c) Ended right after my job interview. 6) Rewards/recognition in the call centre… a) Is frequent, meaningful and inspires me to perform at my best. b) Is high in sugar and saturated fats. c) Would be lovely. 7) Compensation and benefits in the call centre… a) Is highly competitive and alluring. b) Is standard and acceptable. c) Ha! Ha! Ha! Ha! Ha! 8) Please tell us what we can do to make the call centre a better place to work. (Kindly limit your response to 10 characters or less.) ATA - "Australia’s peak body for the Contact Centre Industry“
  32. 32. Thank you For more information please contact: contact: stevem@limebridge.com.auATA - "Australia’s peak body for the Contact Centre Industry“
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