How to Attract, Keep, Motivate Your Workforce Employee Retention www.chartcourse.com [email_address]

How to Attract, Keep, Motivate Your Workforce

Challenges Facing Organizations Worker Shortage Skill Shortage Talent Management Generational Differences Global Competition Diversity Loyalty Environmental Trends

Worker Shortage

Skill Shortage

Talent Management

Generational Differences

Global Competition

Diversity

Loyalty

Critical Findings One Out of Every Three People Plan on Leaving in the Next Two Years Hay Group

Critical Finding It Costs Much More to Replace Employees Than to Keep Them

Key Finding Money may attract people to the front door but something else is needed to keep them from going out the back.

Reasons Retention Efforts Fail Not connected to the vision , mission , and organizational values Top leadership not involved Not made part of the organizational strategy Not tied to the bottom line No clear goals No one held accountable Delegated to HR to fix

Not connected to the vision , mission , and organizational values

Top leadership not involved

Not made part of the organizational strategy

Not tied to the bottom line

No clear goals

No one held accountable

Delegated to HR to fix

Stoner Manufacturing Sales +400% since 1990 Manufacturing productivity +150% New employees complete a two-week orientation program Employees spend one day shadowing every job in the company including spending time with the company president 60 key measurements and objectives with targets

Sales +400% since 1990

Manufacturing productivity +150%

New employees complete a two-week orientation program

Employees spend one day shadowing every job in the company including spending time with the company president

60 key measurements and objectives with targets

Information You Must Know Current Employees : Why do they stay? New Employees : Why did they say yes? Former Employees : Why did they leave? Interviewed , But Said “No”: Why?

Current Employees : Why do they stay?

New Employees : Why did they say yes?

Former Employees : Why did they leave?

Interviewed , But Said “No”: Why?

Critical Finding Working for an underperforming boss 80% said the experience prevented them from learning and hurt their career. 85% said it made them want to leave the company. “ War for Talent”

Manager’s Role in Retention Most Managers Think About Retention When It is Too Late Average Manager Does Not Take Personal Responsibility for Employee’s Departure Most Factors For Turnover Are Within their Control Most Managers Do Not Receive Adequate Training

Most Managers Think About Retention When It is Too Late

Average Manager Does Not Take Personal Responsibility for Employee’s Departure

Most Factors For Turnover Are Within their Control

Most Managers Do Not Receive Adequate Training

Have you ever hired the wrong person?

Why Good People Quit Poor match between the person and the job Poor fit with the organizational climate and culture Poor alignment between pay and performance Poor connections between the individual, their coworkers, and the supervisor Poor opportunities for growth and advancement

Poor match between the person and the job

Poor fit with the organizational climate and culture

Poor alignment between pay and performance

Poor connections between the individual, their coworkers, and the supervisor

Poor opportunities for growth and advancement

Hire the Right People How Do You Know What the RIGHT Person Looks Like?

How Do You Know What the RIGHT Person Looks Like?

Typical Hiring Practices Failure to detect motivational fit with job Applicants "exaggerate" to get a job Most hiring decisions made by intuition during the first few minutes of the interview Legal liability Two out of three hires prove to be a bad fit within the first year Most interviewers not properly trained Excellent employees placed in the wrong jobs grow frustrated when unable to utilize their strengths

Failure to detect motivational fit with job

Applicants "exaggerate" to get a job

Most hiring decisions made by intuition during the first few minutes of the interview

Legal liability

Two out of three hires prove to be a bad fit within the first year

Most interviewers not properly trained Excellent employees placed in the wrong jobs grow frustrated when unable to utilize their strengths

Integrity Test-Stop Bad Hires

Establish Motivational Fit “ Candidate’s interest in doing the job” Determines how long they will stay on the job JOB Alignment Alignment = What a person expects from the job and what the job can offer.

Use Behaviorial Assessments to Identify The Best People

Recruitment and Hiring Strategies Create an Alumni Program Internships Affiliate with local schools Job Candidate Satisfaction Surveys Job Shadowing Clear and Realistic Job Previews Look for Passive Groups of People Provide a Referral Bonus Succession Planning

Create an Alumni Program

Internships

Affiliate with local schools

Job Candidate Satisfaction Surveys

Job Shadowing

Clear and Realistic Job Previews

Look for Passive Groups of People

Provide a Referral Bonus

Succession Planning

Onboarding Process FIRST F - First Impressions I – Integrate R – Reinforce S – Sustain and Support for 100 Days T – Talk and Ask Questions

FIRST

F - First Impressions

I – Integrate

R – Reinforce

S – Sustain and Support for 100 Days

T – Talk and Ask Questions

First 30 Days-”On-Boarding” Prior to Starting Complete forms Welcome gift, greeting etc. Answer questions about benefits, parking etc. Watch orientation video “ Ways to Wow”-ARAMARK First Week “ Lunch Bunch” Meet with Boss Flyer/Photo of new person for all to see Reserved parking spot Send welcome gift to family Give “go-to” list and directory First Month Survey Celebration Party Who was most helpful/harmful? What needs fixing? Know others looking for job? What barriers in the way? Recognition for Parents/Spouse Individual Retention Profile First Week Ad in newspaper “ Meet everyone card” License plate cover Give them a mentor Dumb question coupon book Free meal coupons Benefits in writing

Prior to Starting

Complete forms

Welcome gift, greeting etc.

Answer questions about benefits, parking etc.

Watch orientation video

“ Ways to Wow”-ARAMARK

First Week

“ Lunch Bunch”

Meet with Boss

Flyer/Photo of new person for all to see

Reserved parking spot

Send welcome gift to family

Give “go-to” list and directory

First Month

Survey

Celebration Party

Who was most helpful/harmful?

What needs fixing?

Know others looking for job?

What barriers in the way?

Recognition for Parents/Spouse

Individual Retention Profile

First Week

Ad in newspaper

“ Meet everyone card”

License plate cover

Give them a mentor

Dumb question coupon book

Free meal coupons

Benefits in writing

Evaluate and Measure Number of Vacancies by Department Customer Satisfaction Number of Unqualified Applicants Filling Jobs Navigation Reviews Internal Climate Assessments Key Performance Measures Number of People Who Quit During First 90 Days Department that Has Lowest/highest Turnover and Why Employee Improvement Process Post-Mortem Analysis

Number of Vacancies by Department

Customer Satisfaction

Number of Unqualified Applicants Filling Jobs

Navigation Reviews

Internal Climate Assessments

Key Performance Measures

Number of People Who Quit During First 90 Days

Department that Has Lowest/highest Turnover and Why

Employee Improvement Process

Post-Mortem Analysis

Development Opportunities At least 2 times a year discuss plans for development (Personal & Professional) “Dream jobs” 360 assessment Task force and challenge projects Special opportunities for HPO’s Career Ladders Timely and accurate performance appraisals

At least 2 times a year discuss plans for development (Personal & Professional)

“Dream jobs”

360 assessment

Task force and challenge projects

Special opportunities for HPO’s

Career Ladders

Timely and accurate performance appraisals

Which Practices Have the Greatest Impact on Productivity and Shareholder Return? TALENT MANAGEMENT Attracting Top Talent Retention of Top Performers Collegial & Flexible Workplace Rewarding Performance & Accountability Communication

High Retention Organizations Do the Following: Make Greater Use of Competency Models to Select Leaders Rate People Skills as More Important Than Technical Skills Visibly Behave in Ways that Reinforce Values Do Not Tolerate Behaviors that Violate Values Evaluate How Effective They Are, How Well They Take Care of Their People and How They Personally Develop Their Team Assign Responsibility for Retention

Make Greater Use of Competency Models to Select Leaders

Rate People Skills as More Important Than Technical Skills

Visibly Behave in Ways that Reinforce Values

Do Not Tolerate Behaviors that Violate Values

Evaluate How Effective They Are, How Well They Take Care of Their People and How They Personally Develop Their Team

Assign Responsibility for Retention

About Greg Smith Founder and President of Chart Your Course International Helps hire and retain top talent Author of eight books Examiner, Malcolm Baldrige National Quality Award (2002-2004) Selected Top-Ten "Rising Stars" in Human Resource Management - HRE Magazine Located in Atlanta, GA

Founder and President of Chart Your Course International

Helps hire and retain top talent

Author of eight books

Examiner, Malcolm Baldrige National Quality Award (2002-2004)

Selected Top-Ten "Rising Stars" in Human Resource Management - HRE Magazine

Located in Atlanta, GA

FREE SEVEN-LESSON COURSE ON EMPLOYEE RETENTION www.highretention.com World Wide Web www.ChartCourse.com Chart Your Course International 770-860-9464