Best Places To Work Symposium

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Outlines the characteristics of best places to work for organizations. Integrates research and best practices and provides tools to help organizations develop as a best place to work. Adds the multigenerational workforce issues in creating best places to work.

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Best Places To Work Symposium

  1. 1. Empowering Organizations to Achieve Extraordinary Results Symposium: Becoming an Employer of Choice January 26, 2009
  2. 2. Agenda AM Status on the Industry’s Challenge Employer of Choice Framework Case Study – Dawn Foods – Tom Harmon, President, Global Human Resources Luncheon Speaker – Bama Foods – (tbd) PM Case Study Implications Case Study – Marriott – Joann Jackson, Vice President, Market Diversity Effectiveness Action Planning Wrap-up Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  3. 3. Objectives • Identify the core characteristics to become employers of choice • Review the baking industry’s status, opportunities and benefits to achieve the goal of becoming employers of choice • Apply best practices to your own organizations • Develop “call to action” for AIB and ABA to lead the way in this transformation Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 3
  4. 4. Participation Groundrules Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 4
  5. 5. Flow of Presentation • Your survey results themes • Defining “An Employer of Choice” • Integrating Millennials into the mix Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  6. 6. Your Survey Themes Participant Survey Result Themes and Discussion TBD Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  7. 7. My senior leaders believe that the time, effort, financial investment required to become an employer of choice will reap significant positive business results? 1 – Strongly Disagree 2 – Disagree 3 – Neutral 4 – Agree 5 – Strongly Agree Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  8. 8. Becoming an Employer of Choice What does the research tell us about becoming an employer of choice? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  9. 9. Business and Financial Benefits •Great Place to Work Institute Research showed Top 100 companies – - Receive more qualified applications for open positions - Experience lower turnover - Experience reductions in healthcare costs - Enjoy higher levels of customer satisfaction and loyalty - Foster greater innovation, creativity, and risk taking - Have higher productivity and profitability • Independent 2008 study (University of Central Missouri) of firm performance for 100 Best Companies to Work For showed greater levels of productivity and efficiency •Corporate Leadership Council concluded that review of research suggests that employee satisfaction correlates positively with shareholder value •And the list goes on .. hundreds of studies over the past 15 years demonstrating the economic benefits for pursuing this goal Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  10. 10. Becoming an Employer of Choice What is “An Employer of Choice” in the Baking Industry? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  11. 11. Becoming an Employer of Choice •What outcomes do you seek? •What key elements must be in place for your business to transform into an employer of choice (i.e., What does success look like)? •How will you know when you get there? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  12. 12. HANDLING COMPLAINTS Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  13. 13. Becoming an Employer of Choice After 20 years of research, at the heart of our definition of a great place to work – a place where employees trust the people they work for, have pride in what they do, and enjoy the people they work with. - Great Place to Work Institute Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  14. 14. Dimensions of a Great Place to Work Credibility – Meaningful management communication; soliciting ideas; competent managers; integrity Respect – Employees have resources to work; frequent recognition of work; partnering with employees; highly collaborative; work/life balance Fairness – Sharing profits; equitable compensation; meritocracy for rewards and promotions; eliminating discrimination; disputes handled fairly Pride – Employees take pride in the company, team and their jobs Camaraderie – Employees enjoy being with others; celebration of successes; peer recognition and assistance Source - Great Place to Work Institute Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  15. 15. High Performance Workplace Dimensions Training and Continuous Learning – Highly effective training and development programs with adequate support (i.e., funds, time off, etc.) Information Sharing – All directions, shared, information about the business and relevant matters Employee Participation – Involved, “owners,” able to initiate actions, and suggestions encouraged and used Proper Organizational Structure – Resource allocations, team- based, and few layers of management Sources – Department of Labor and Dr. Robert Prescott, Rollins College Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  16. 16. High Performance Workplace Dimensions Worker - Management Partnerships – Strong relationships with management, joint decision-making, and open communications Compensation Linked to Performance and Skills – Employees receive rewards linked to the business results, equitable and competitive pay, and flexible plans as needed Employment Security – Open dialogue about plans for growth and reductions, career planning, and employee development Supportive Work Environment – Concern and actions toward the employees and their families, diversity, and creating a sense of belonging Sources – Department of Labor and Dr. Robert Prescott, Rollins College Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  17. 17. Millennials What about the Millennials? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  18. 18. Workforce Generations Traditionalists Baby Boomers Generation X Millennial Born Between 1900 - 1945 1946 - 1964 1965 - 1980 1981 - 2000 Estimated Population 48 million 76 million 50 million 80 – 90 million Significant Milestones •Great Depression •Cold War •Cold War Ends •Terrorism (Oklahoma •WW I and WW II •Television •Technology City, Columbine, 9/11) •Telephone •Wireless, Flat world TV Families The Cleavers The Brady Bunch The Cosby’s The Simpsons What they bring to Metal lunch box Leather briefcase Cell phone and lap top iPhone work Career Goals •Legacy careers •Stellar career •Portable career •Parallel career •Loyal to a fault •Where am I headed? •Portfolio of •Multi-tasking, multi- •One Company for life transferable skills and career paths experiences Managing Work/Life Support me in shifting Help me balance Give me balance now, Work isn’t everything; the balance everyone else and find not when I’m 65 flexibility to balance meaning myself my activities are important Workplace Feedback No news is good news Once a year with lots Sorry to interrupt, but Feedback whenever I of documentation how am I doing? want it at a push of a button Source: When generations collide at work, L. Lancaster and D. Stillman Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  19. 19. IT AIN’T WHAT YOU DON’T KNOW THAT GETS YOU INTO TROUBLE. IT’S WHAT YOU KNOW FOR SURE THAT JUST AIN’T SO. - Mark Twain Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 19
  20. 20. Labor Shortage in 2010? •Bureau of Labor Statistics projected 157mm workers and 167mm jobs in 2010 – 10mm worker shortfall •More baby boomers leaving over the next 10 years •Not enough Generation X workers •Up to American businesses to figure out how to deal with this impending “Brain Drain” gap! Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 20
  21. 21. My senior leaders believe that if we show commitment and generosity to employees by giving them what they need, they will give back even more in commitment and effort? 1 – Strongly Disagree 2 – Disagree 3 – Neutral 4 – Agree 5 – Strongly Agree Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  22. 22. Myths vs. Reality Myth: Generation Y lives in the moment and would rather play than work. Fact: They’re most concerned about supporting themselves and their families, saving enough money, finding/keeping a job and having career satisfaction. Myth: Generation Y expects instant gratification. Fact: They’re focused on the future and worried about funding their retirement. Myth: This generation slacks off at work to take care of personal matters. Fact: 73 percent worry about balancing professional and personal obligations. Myth: Generation Y workers can’t take direction. Fact: They want frequent communications with the boss. Myth: Generation Y employees have a sense of entitlement and don’t want to pay their dues. Fact: They expect to pay their dues quicker and in different ways. Sources: Robert Half and Yahoo Study. Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 22
  23. 23. Attracting and Retaining Millennials • Company Brand •Social Communities •Supervisory Skills •Career Growth •Rewards and Recognition •Work Itself •Technology •Employee Development Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 23
  24. 24. Social Networking/Job Search Sites - Source – Undergraduate students at Rollins College Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  25. 25. Becoming the Employer of Choice 1. How do you create your “burning platform” for a compelling case for change at your company? 2. What are the critical business needs/issues – turnover, retirements, innovation, productivity, costs, etc.? 3. What are the critical areas needing most attention – recruiting, development, mentoring, training, work processes, policies, structure, etc.? 4. What specific steps can you take to make significant progress in 2009? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 25
  26. 26. Becoming and Employer of Choice WRAP-UP Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 26
  27. 27. DID YOU KNOW? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  28. 28. CASE STUDY Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 28
  29. 29. Case Study Applications •Answer questions individually – 10 minutes •Small group discussion – 15 minutes •Large group discussion – 10 minutes •Questions: 1. Key learning points? 2. How well will this fit with your company? 3. What are the key implementation issues? 4. What are the next steps you can take? 5. What are implications for the baking industry? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 29
  30. 30. Action Plans •Top ideas for implementation that will move the industry forward •AIB and ABA have the network and influence to create positive changes Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 30
  31. 31. Becoming and Employer of Choice WRAP-UP Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 31
  32. 32. APPENDIX Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 32
  33. 33. Dimensions of a Great Place to Work Credibility – Managers regularly communicate with employees about the company’s direction and plans, and solicit their ideas; managers are competent in handling people and material resources; employees know how their work relates to the company’s goals; integrity is key, as is walking the talk. Respect – Providing employees with the equipment, resources and training needed to do their jobs; appreciating good work and extra effort; reaching out and making employees partners in the company’s activities, fostering collaboration across departments; having safe and healthy environments; work/life is a practice. Source - Great Place to Work Institute Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  34. 34. Dimensions of a Great Place to Work •Fairness – Economic success is shared equitably through compensation and benefits programs; everybody receives equitable opportunity for recognition; decisions on hiring and promotions made impartially; the workplace tries to free itself from discrimination; clear processes for appealing and adjudicating disputes. •Pride – Division between labor and management fades; employees take pride in their jobs, team and their company. •Camaraderie - Employees can be themselves at work; they celebrate successes of their peers and cooperate with others throughout the organization; they want to stay around for their careers. Source – Great Place to Work Institute Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  35. 35. Attracting and Retaining Millennials Company Brand – Millennial consumers want to be associated with great brands. Build your brand by advertising and participating on job boards and other networks (e.g., FaceBook, Jobster, MySpace, etc.), supporting the communities and environment, leading by being values-based, and building your brand and image with targeted public relations. Social Communities – Enable and support the development of social networks. Support participation in FaceBook and other groups, create lunchtime forums, sponsor social outings, events after training sessions. Supervisory Skills – The best supervisors are flexible, open-minded, caring, mentors, interpersonally savvy, coaches, and walk-the-talk. Train supervisors on how people think, best ways to develop young people, providing timely and effective feedback, and other skills outlined. Career Growth – Paying dues recognized, but much shorter time horizon (1-3 years vs. 5-6 years). Enable people to grow their skills and careers – internal career fairs, internal job board agents, rapid movement and promotion, clear paths and assistance to goals, mentors, sponsors, and training. Empowering Organizations to Achieve Extraordinary Results Copyright © 2009, CorporatePerformance Strategies, All Rights All Rights Reserved Performance Strategies, Reserved Copyright © 2008, Corporate 35
  36. 36. Attracting and Retaining Millennial (Cont.) Rewards and Recognition – Frequent recognition for work efforts, competitive pay, excellent benefits, work/life balance. Work itself – Meaningful work right from the start, flexible approaches to getting work done, flexible schedules, job sharing, and other alternatives to create challenge, meaning, and work/life balance. Technology – Latest technology, communications with technology, and other support for this “assumed” part of the infrastructure. Employee Development – Need to demonstrate skills development valued and supported in many ways – programs, tuition reimbursement, professional associations, multi-competency based, and stretch assignments. Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 36
  37. 37. About CPS Corporate Performance Strategies A Management Consulting Firm With A Primary Focus on Improving Performance In Proven, Measurable Ways • We provide consulting services that assist clients in achieving organization, team and individual goals • Our client commitment is underpinned by a focus on building high touch, quality partnerships with a specific focus on human resource and executive leadership effectiveness • We were founded in 2001 • We are staffed by experienced HR and business leaders that have demonstrated track records in key executive roles Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 37
  38. 38. Service Portfolios Business Continuity M&A Success Succession Planning and Assessment Complete Strategy to Ensure Continuity HR Due Diligence / Risk Assessment Proven Techniques to Build Bench Strength Rapid HR Function Setup Approach Tailored to: Employee Communications Client’s strategies & culture Talent Assessments Client’s business requirements HR Transition Services Assistance with Organizational Change Vendor Identification and Negotiations Business Scorecard (HR Metrics) Key Employee Retention Assistance Facilitation HR Effectiveness Leader/Team Performance HR Audits Leadership Performance Improvement Interim HR Leadership Team Effectiveness HR Service Delivery Transition/Transformation Action Learning Performance Management Compensation Programs Executive Coaching Change Management Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 38
  39. 39. CPS Representative Clients Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 39
  40. 40. CPS Contact Information Corporate Performance Strategies, Inc. 1875 Old Alabama Road Suite 520 Roswell, GA 30076 Main: 770-587-2265 www.cpstrat.com Dave Brookmire – 404-593-5001, dbrookmire@cpstrat.com Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 40
  41. 41. ABC Baking Company Case Congratulations! You have been recommended by your manager to serve on an advisory board for the ABC Baking Company. This company has requested help to solve its severe problems of attracting and retaining key talent. ABC is a 40 year old family-owned business. There are 250 employees at this location in North Carolina. Growth in revenues has been steadily increasing over the past decade at 10% per year. This is a result of innovative product introductions. With increased manufacturing facilities locating in the area, competition for talent, and economic conditions, over the past 24 months, ABC has experienced very high turnover in sales and production positions. It has become very difficult to attract applicants to the company. Recently, the CFO developed the costs for turnover and the CEO was astounded by these numbers. He went to his peers and asked for assistance and experts in this area with three questions: 1. What key areas are most critical to increase the flow of qualified talent and retention? 2. What do you want to know to diagnose if this company can become an employer of choice? 3. What 2-3 actions would you advise the CEO to take over the next 12-24 months? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
  42. 42. The Texas Acquisition Case You are part of a task force appointed by the CEO of Bakers Choice, Inc., a national manufacturing company. Your role is to assess the working environment and make recommendations for changes of a recently acquired manufacturing facility employing 400 workers located in Texas. This facility is essential for the company to sustain the growth projected in the southwestern U.S. The financials for the newly acquired company were very impressive and a main reason for the decision to move forward with the acquisition. However, competition and poor product innovation are creating declining projections for growth. The culture of the company, based on the due diligence team was quite friendly, like a family atmosphere. As Bakers Choice has learned since the acquisition 3 months ago, there is a very high aging workforce, with long-tenured employees in key technical, supervisory and management roles. The average tenure is 20+ years in these roles. Family members occupy key leadership roles. Turnover rates are generally low, with the exception of employees in the 1-2 year tenure range, experiencing a 50%+ turnover rate. The CEO has asked the task force to address the following areas: 1. What elements must be in place to ensure attraction and retention of new workers that are applying and happen to be in the 20 – 25 year old range? 2. What advice would you give to ensure knowledge transfer to the new millennial workers? 3. What 2-3 specific actions do you recommend the CEO take to solve this business continuity risk? Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 42
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