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Employee Attachment Ppt 150
 

Employee Attachment Ppt 150

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    Employee Attachment Ppt 150 Employee Attachment Ppt 150 Presentation Transcript

    • Employee Attachment
    • Agenda
      • What is Attachment
      • How employees attach
      • Impact on staff retention
      • The psychological contract
      • How to create a blueprint for trust
    • The Role of Leaders
      • “A Leader must impact the thoughts, behaviours and performance of their people”
      • (Robert Cooke)
    • Within The Corporate Arena
      • As a leader how do you YOU ensure your staff “Attach”?
    • The Attachment Model Role Org You
    • What Attaches Employees to You?
      • Character
      • Attitude
      • Capability
      • Skills
      • Knowledge
      • Leadership and Management skills
      • Status
      • Mentor/Coach skills
    • What Attaches an Employee to the Role?
      • Status
      • Money
      • Tasks
      • Positioning of the role
      • Opportunity
      • Learning and Development opportunities
      • Future prospects
    • What Attaches an Employee to the Organisation?
      • Values
      • Mission
      • Industry
      • Induction
      • Culture
      • Industry
      • Success
      • Induction program
    • Four Phases of Attachment
      • Recruitment process
      • Induction process
      • On going Management
      • “De- attachment”
    • Recruitment
      • Be real
      • Explain the mission
      • Express the values
      • Be open re management styles
      • Learning and development opportunities
      • Meet team members
      • Communication and contact through whole process
      • High level communication after job offer
    • Induction
      • 90 day critical period
      • Formal induction plan
      • Mentoring
      • Corporate culture and values
      • Establish a vision for the new employee
      • Create opportunities to demonstrate fairness
      • Spend as much time as you can with employee
    • The Psychological Contract
      • “ Psychological contracts are implicit, involving an individual's beliefs of reciprocal exchange between two parties pertaining to trust, loyalty and the well-being of all involved. ”
      • SL Rousseau
    • Attitude, Behaviour &Attachment
      • In the honeymoon period, employee loyalty is manifested in the form of ATTITUDES
      • Your positive attitude leads to increased attachment
      • Increased attachment leads to better employee attitudes
      • Attitudes are expressed through behaviours - both of which significantly impact clients.
    • Ongoing Management
      • Communicate
      • Feedback
      • Praise
      • Show “Care”
      • Follow procedures (performance appraisals)
      • Schedule “fun”
      • Set the example
      • Be consistent and predictable
      • Trustworthy
    • The Role Of Trust
      • trust Assured resting of the mind on the integrity, veracity, justice, friendship, or other sound principle, of another person; confidence; reliance.
      • Webster's Revised Unabridged Dictionary, © 1996, 1998 MICRA, Inc.
      • 2001 – USA 70% of employees feel that trust and loyalty within their firms is declining
      • 60% responded that they did not believe their manager was “honest, upright, and ethical”.
    • Creating Trust Blueprint
      • Leadership Authenticity
        • personal passion + organisational purpose
      • Emotional Intelligence (EQ)
        • Foster strong emotional relationships with your people
      • Climate Building
        • Audit your climate – does fear exist in any form, is it safe to express, to innovate and to make mistakes
      • Walking Your Talk
        • What evidence would your people provide to prove this of you
    • Loyalty
      • “Without loyal employees, it is extremely difficult to keep loyal customers… Frontline managers are the key players in establishing and developing trust-based working relationships (which develop into high levels of loyalty).”
      • Terry White 2001
    • The Key to Loyalty
      • Clarify your values and express them
      • Demonstrate trust of your people
      • Encourage people to question and challenge you without repercussion
      • Care about the employee first as a person then as an employee
      • Value the employee as an individual rather than as a commodity
      • Be honest
      • Be willing to admit mistakes
      • Demonstrate support of and for your people
      • Don’t just hear, listen
      • Be highly visible and predictable
    • De-Attachment
      • Lasting impression
      • Resignation
      • Exit interview
      • Notice period
      • Public relations exercise
      • Remaining team