Becoming an employer of choice
Upcoming SlideShare
Loading in...5
×
 

Becoming an employer of choice

on

  • 460 views

Tips to become an Er of Choice

Tips to become an Er of Choice
Hiring for Attitude
Training for success
Improving morale
Benefit plans that work
Flex work and total rewards

Statistics

Views

Total Views
460
Views on SlideShare
460
Embed Views
0

Actions

Likes
0
Downloads
5
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

CC Attribution-NonCommercial LicenseCC Attribution-NonCommercial License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Becoming an employer of choice Becoming an employer of choice Presentation Transcript

  • Becoming an Employer of Choice by Creating a Positive Workplace CultureInfonex ConferenceSept 29 2010, 3 pmCalgaryChris HyltonCG Hylton & Associates Inc.chris@hylton.ca403 264-5288 1
  • Agenda Tips to become an Er of Choice Hiring for Attitude Training for success Improving morale Benefit plans that work Flex work and total rewardsYour issues 2
  • What do you want out ofour session today?What type of staff do you hire? 3
  • What is an“Employer of Choice”? 4
  • What is an “Employer of Choice”?Any employer of any size in the public, private or not-for-profit sector that attracts, optimizes and retains top talent… because the employees choose to be thereEmployees choose to work for your organization… even when presented with other employment opportunities 5
  • Becoming an Employer of ChoiceBut does it really matter? Yes! Nearly half of all American workers (49 percent) indicate that their companies brand, or image, played a key role in their decision to apply for a job at their respective workplace, according to a 2001 Maritz Poll. 6
  • First Break All the Rules 12 Good Questions Expectations  Opinions count Resources  Mission Do what I do best  Co-workers Recognition  Best Friend Care  Feedback Development  Growth Buckingham & Coffman, 1999 7
  • What Do Employees Expect from Employers? A good working environment A chance to make a difference Set goals and evaluation Support for education Respect from peers Understanding their needs 8
  • Set GoalsAccording to a 2004 study of Canadian employee attitudes, only half of employees say they understand how their organizations will assess their job performance  Employees want to know what the expectations are of them  Setting goals for the organization and with them as workers is imperative 9
  • Evaluation Employees should know where they stand These days most businesses cannot afford to lose employees It is imperative that you get the best from them  An employee cannot improve if they do not know what you expect 10
  • Support for Education Training – A well designed training program that maximizes learning before, during and after instruction  Partner with local education resources Self Directed Learning  Employees control their own learning Coaching and Mentoring  Improves quality and quantity of work Involves investing in your employee‘s future 11
  • Respect from Peers This can only be accomplished by management modeling behaviours  Good behaviours include open communication where an open door policy is a fact, not a saying  Remember, a good attitude from a manager sets the tone for the organization Have you ever called an employee at home and thanked them for doing a good job? How often do we thank employees at work? 12
  • Understand Their NeedsSurveys of student attitudes for those preparing to enter the workforce  Indicate that young people want jobs that allow them to pursue their lifestyle and private interests  In other words do not be surprised when they tell you that they need every Monday off to go skiing between November and March 13
  • Costs of Turnover Cost of ad Costs After Hiring Time cost to receive  Time to train and and review apps orient person to position Time cost to  ―Rookie‖ mistakes interview (your real and time to fix them job not getting done)  Lost business and Work you need the credibility person for is not  Potential for other getting done, before staff problems and during hiring  Potential termination Potential Human costs Rights complaints 14
  • Planning to Recruit Gather info from other stakeholders and interest groups – needs analysis Create ideal candidate on paper: includes skills, aptitudes and work environment Create interview questions that will get information you are seeking Review questions with stakeholders and other interest groups Provide written candidate profile and position description Prepare search strategy 15
  • Hiring for attitudeSkills Attitude can be taught cannot 16
  • How students look for work -IPSOS1. existing contacts—who they know2. campus recruitment seminars3. corporate websites/internet4. internet based job boards5. career fair6. print media ads (no wonder the traditional way is not working) 17
  • Gen Y shopping for opportunitiesKey messages to attract Gen Y talentBe part of a first class organization led by an expert team of industry leadersWork with competent, enthusiastic, and engaged professionalsContinuously develop your skill toolkit through exciting projects and initiatives 18
  • Gen Y shopping foropportunitiesKey messages to attract Gen Y talent• Experience a flexible work schedule, providing peace of mind and convenience that facilitates your work/life balance and commitments• Enjoy a personally and professionally rewarding work experience 19
  • 20
  • More Questions to Considerfor an Ideal Candidate Transferable skills – soft (eg. Leadership, people skills, communication) Personal Characteristics - ( Honesty, Integrity, Etc.) Unique Talents/Skills - ( Languages) Extra Curricular Activities 21
  • Resume Evaluation Screen resumes based on ―ideal candidate‖ Search resumes for transferable skills keyword First reading: Yes, No and Maybe piles Determine number of tentative interviews Telephone screening candidates saves time Check some references if permitted – not what they say, but don‘t say or leave out Identify candidates for shortlist Interview ―Yes‖ pile 22
  • The most accurate way to predictfuture behavior is to examine pastbehaviourRather than ask a hypothetical questionsuch as ―how do you think you‘ll handle abusy office?‖Ask the candidate to relate a pastexperience ―Please describe a busy officeyou worked in…‖ or ―Tell me about a busyoffice you worked in…‖ or ―Can you thinkof a time when the office was reallybusy…?‖ 23
  • Tips for interviewing Gen YWrong message Right message  We hope to have a win-win relationship Wait your turn and you will climb the  Pursue your goals corporate ladder along with ours There are many  We will help you gain candidates who as much knowledge would love to have and skills as you can this job  We value your hard work as a creative individual Source: Bruce Tulgan reported in Business Week Sept. 16 ‗96 24
  • Recruiting - best phrases There aren‘t a lot of  We want you to rules around here have a life… We‘re not very  In our org, ee‘s are corporate evaluated on basis You can do it your of ideas not length way… of service We‘ve got the best tools and equipment to help you do your job 25
  • Training for successWhat deficiencies, if any, What aredoes job holder have in Is there a the strategicterms of skills, knowledge, need for goals of theabilities, and behaviours? training? organization? What tasks must be completed What behaviours are to achieve necessary? goals? 26
  • Tie career development toperformance appraisal Missed targets due to  Development lack of skills or tools program to address gaps  Has effect of making the performance appraisal more positive – focused on something neutral 27
  • Becoming an Employer ofChoiceIn groups, come up a top five list of factors you would implement in your organizations to attract talent & explain why these are importantDiscuss the impact.Pick a spokesperson to give the groups examples. 28
  • Improving Morale Ipsos survey Top reason for staying in the job – like the work, like the atmosphere 29
  • IPSOS Top 5 reasons forstaying in a job 1. like the work 2. like the co-workers 3. like the company 4. learning a lot 5. salary satisfaction (Yes, this is in order of preference) 30
  • Conduct Discovery InterviewsWhat? Informal meetings, separate from performance reviews.Why? To emphasize each employee‘s value. To understand his/her top motivators, job satisfaction and any termination risk—so that you can proactively address any issues and focus on what really matters. 31
  • Discovery Interview Questions Job Satisfaction  What makes you want to come to work each day? Job Content  Which particular projects/clients/assignments are appealing to you? Recognition  How can I make your day? Manager Relationship  How can I be a more effective manager for you? Retention  What is the number one reason you choose to continue working for us? 32
  • Benefit Plans that WorkWhen paying employees it is wise to think of how to maximize their compensationIf you give them dollars, it is all taxableIf you give them a benefit plan it is tax freeIf you are an owner or executive of a company, you should run all your medical and dental expenses thru a benefit plan or health spending account 33
  • Demographics and Rates Employee data is the most critical part of pricing Basic Monthly LTD Rates Per $100 Basic Monthly Life Rates Per $1000 4 1.2 Basic Monthly RateBasic Monthly Rate 3 0.8 2 0.4 1 0 0 Age 20 Age 30 Age 40 Age 50 Age 60 Age Age Age Age Age 20 30 40 50 60 Age Group Age Group Males Females Males Females Source Great-West Life 34
  • Benefit Trends - FlexTraditional flex plans are a painHealth Spending Account gaining favourTax effective 35
  • Health Spending Account Health Spending  dental 20% of Account basic and 50% of Funded by major restorative savings  50% of ortho, or $ sit in ee name over max until spent (18  vision mos max)  many other used for medical applications dental expenses, not  tax free to ee covered by plan 36
  • Common MistakesLife Ins premiums taxableLTD benefitPlan that encourages employees to spend, no cost sharingNo flexibility 37
  • SolutionsHave ees pay for Life, medicare and LTDIntroduce a H S A (funded by hi deductible)Have employees share in paying cost of claims - 20% of Rx - 20 – 50% of Dental 38
  • Turnover Potential  Employees say… – 40% plan to depart within the next year – 85% „passive‟ job seekers  Employers believe… – 14% of their workforce will leave within the next year Employers are unaware that their team is at risk. Spherion Emerging Workforce Study results, 2005 39 (3,200 employees, from 502 U.S. employers)
  • Committed Employees Exhibit enthusiasm and confidence Talk openly about concerns in a professional manner w/o complaining Go the extra mile Responsible to work through issues vs. blaming others Help others succeed Resist Recruiters 40
  • At Risk Employees Lack enthusiasm and confidence Talk behind others‟ backs; undermine leadership and policies Do the bare minimum Not responsible, blame others Don‟t help others, may sabotage initiatives and systems Explore Recruiters 41
  • People leave jobs for many reasons. Most of these reasons fall under either the “Push” or the “Pull” Category. 42
  • “pushes” include Salary too low Benefit package not adequate Job insecurity Commute distance or time investment is too demanding Lack of adequate accommodation A person‟s immediate manager is not meeting the employee‟s needs 43
  • Some of the “pulls” include: employee becomes aware of a terrific job that offers more family issues call for a change in location employee has a strong desire to change geographic location former manager “recruits” the person to come work with him or her 44
  • How to know which factors areimpacting turnover rates? Opinion or Climate Surveys Exit Interviews (“why” people are leaving?) Selection Interviews (“what” people are searching for) 45
  • What are some obstacles fororganizations as they attempt to pinpointroot causes of turnover? Departing employees are reluctant to burn bridges behind them It is safer for employees to discuss “pulls” than it is to discuss “pushes”!! Why should departing employees trust the organization to “handle the truth‟? 46
  • What can managers do to pinpoint causes of turnover?Keep lines of communication open. For example:• Establish regular 360 Feedback on “satisfaction” with manager‟s style and competencies, etc.• In conversations, ask questions of individuals that demonstrate genuine interest in their needs and issues• “Debrief” individual and team projects to see what went well, what was learned, what might have been done differently, etc.• Tell people that you (a) value them, (b) want to keep them around and (c) want to scratch them where they itch. 47
  • Flex work costs you nothing Total Rewards Handout Flex work important part Celebrate your compensation and perks Vary by level 48
  • Our offer to youPlease call if you have any HR, or workplace issue that you are overwhelmed withWe can help youWe also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen! 49
  • CG Hylton - Services HR Consulting  Benefits, Pensions, Job Descriptions EAP Salary Grids  Strategic Planning Wellness at Work  Drug and Alcohol programs Staff Morale  Dept re-orgs Training and Workshops  Leadership compensation Tel 403 264 5288 chris@hylton.ca 50
  • CG Hylton & Associates Inc would like to thank you for the opportunity to meet with you todayQuestions?Chris@hylton.ca800 449-5866 51