Becoming An Employer Of Choice

Becoming an Employer of Choice People * Performance * Solutions A pathway toward excellence in people management Talent Transformations, Ltd.

Your Company Vision Statement
Ensure your board has determined a unifying and engaging vision for your:
Market
Products
Customers
Employees
Turn this vision into a strap line and communicate it as often as possible
Link your Vision, Mission and Values to performance measurement and pay
Talent Transformations, Ltd.

Your Mission Statement
Develop an exciting and actionable mantra for everyone to follow
Test it for style, engagement, excitability on your marketing company
Build it into your internal and external communications (quarterly meetings, letterhead, email, posters)
Make sure everyone is delivering to that mission

100 Best Companies to Work For Criteria
“ A place where employees trust the people they work for, have pride in what they do and enjoy the people they work with”
Measurement is:
Relationship between employees and management
Relationship between employees and their jobs/company
Relationship between employees and other employees
5 areas make up the model for Employer of Choice Elements:
Credibility
Respect
Fairness
Pride
Camaraderie

Credibility
Communications are open and accessible to all employees
Competence in coordinating human and material resources
Integrity in carrying out vision with consistency
“ Managers regularly communicate with employees about the company’s direction, and plans and solicits their ideas. People and resources are coordinated efficiently and effectively so that employees know how their work relates to the company’s goals. The integrity of management brings to the business – Words must be followed by actions.”

Respect
Supporting professional development and showing appreciation
Collaboration with employees on relevant decisions
Caring for employees as individuals with personal lives
“ Providing employees with the equipment, resources and training to do their job. Appreciating good work and effort. Reaching out to employees and making them partners in the company’s activities, fostering a spirit of collaboration across departments and creating a safe and healthy work environment. Work/life balance is a practice not a slogan.”

Fairness
Equity – balanced treated for all in terms of rewards
Impartiality – absence of favouritism in hiring and promotions
Justice – lack of discrimination and process for appeals
“ Economic success is shared equitably through compensation and benefit programmes. Everybody receives equitable opportunity for recognition. Decisions on hiring and promotions are made impartially and the workplace seeks to free itself of discrimination with clear processes for appealing and adjudicating disputes. To be fair you must be just.”

Pride and Camaraderie
Pride:
In personal job, individual contributions
In work produced by one’s team or work group
In the organization’s products and standing in the community
Camaraderie:
Ability to be oneself
Socially friendly and welcoming atmosphere
Sense of ‘family’ or ‘team’
“ As a company becomes ‘Great’ the division between management and employees fades and the workplace becomes a community. All employees take pride in their job, team and the company. They feel they can be themselves at work and they celebrate the successes of their peers and cooperate with others within the organisation. They take pleasure in their work and the people they work with. They want to stay around for their careers.”

Additional EOC Elements to Consider
Holiday is typically 25 days minimum with option to purchase up to 31
Pensions doubled by employer contributions
Maternity Leave is 10 weeks fully pay, up to 18 based on LOS with Return to Work bonuses
Training & Development is engrained with PDP linkage
Leadership is a critical area of development and focus for all employees
Flexible work arrangements are fostered and supported

Mind – Body - Spirit
‘ People who say they work in a great organisation put it down to a knowledge that they know what's going on and how they fit into the bigger picture, and a sense that their contribution is valued and makes a difference. All of this adds up to a sense of opportunity, achievement and excitement.’
( www.greatplacetowork.co.uk )

Improving Total Rewards is The Key Talent Transformations, Ltd.
PAY
Base Pay
Annual Bonus
Commission
LTIP (Long Term Incentive Plan)
Shares
Profit Sharing
BENEFITS
Pension
Healthcare
Life Insurance
Holidays
Perks
TRAINING & DEVELOPMENT
Performance Management
Career development
Training
Succession planning
Leadership/Management Training
ENVIRONMENT
Organisational Culture
Leadership
Physical Environment
Communication
Involvement
Work-Life Balance

10 Top Critical Areas of Focus
Select – Recruitment Strategy and Execution Excellence
Engage – Innovative On-Boarding and Acclimation
Connect – Employee Satisfaction Survey
Exceed – Performance Measurement/Development
Reward – Compensation & Benefits
Achieve – Employee Recognition
Progress – Learning & Development
Advance – Internal Employee Mobility
Control – Management Training
Lead – Leadership Development

Pay
Use a proven compensation benchmarking methodology to define compensation structure, then provide targeted benchmarking
Develop global compensation policy, establish competitive compensation ranges, communicate and manage through secure systems
Bring compensation in line with key candidate sources
Review additional enhancements to compensation such as employee ownership through stock plans
Link corporate goals and revenue outcomes with performance ratings and individual achievement so the link is obvious
Communicate this transparently and ensure complete understanding with employees
Reward achievement quarterly if possible as the link becomes more relevant the more often it happens

Training & Development
Provide training in technical, professional and personal effectiveness via website training portals
Build and deliver leadership and management training curriculum for all levels of management
Create linkage to personal development plan process through performance management
Build stronger consensus and support through management – hold them accountable for the performance of their employees
Measure effectiveness of training through performance management process
Continue training needs analysis and update offerings cost effectively

Benefits
Review existing benefits being offered:
Review costs
Review applicability to populations
Review more attractive options, increased coverage
Review and deliver employee perks
Stay competitive where possible with our industry
Benchmark companies from which we hire

Environment
Organisational Culture
Focus on Performance and Learning
Leadership
Radically improve leadership acumen
Work/Life Balance
Review existing conditions and improve (ask employees)
Physical Environment
Improve facilities where costs allow
Communication
Radically improve the amount and methods of communication
Involvement
Seek employee integration and participation in company direction

Leadership
Train, develop and deliver much stronger management and leadership throughout your organisation
Build curriculum for all managers as consistency is critical
Incorporate leadership mentoring as a core discipline
Incorporation of Level-5 leadership competencies in all recruitment/promotion

Culture of Performance & Learning
Performance rating linkage to rewards and overall compensation
Personal Development Plan process drives learning culture, importance of developing over time personally and professionally
Internal promotions driven by performance in role, not seniority or off-the-cuff decisions
Recognition programs highlight strongest efforts and performers – be loud and proud!
Succession planning drives future of business

Communication
Monthly newsletter – Employee briefing on benefits for them, learning opportunities and positive change in the business
Drive messaging around company direction and focus
Everybody Sells – get the mission rolling!
Weekly leadership “briefs” to all employees regarding organisational changes occurring
Monthly employee highlights to keep your company a small, familiar village – keep engagement and connectivity high
Encourage two way communication as core discipline

Key Risks to EOC Initiatives
Retention of key utility players, top performers & best leaders
Communication must be enhanced throughout company
Maintaining an exciting - growth oriented culture
Stabilisation & optimisation of the existing operating environment and team (with so many change initiatives occurring around us)
Enabling margin attainment through managing people costs intelligently
Remaining fiscally responsible while building well defined and competitive “Total Rewards” strategy
Linking the entire Employee Experience together seamlessly

Building a Culture of Excellence
Ensure attraction & retention of top talent
Increase employee production in Sales, Provisioning, Technology
Reduce hiring costs and increase faster hiring times
Improve morale and employee empowerment, involvement, commitment
Manage compensation practices knowledgeably
Linkage of competency models, performance, pay, promotion
Significant risk reduction and increased optimisation/stabilisation of business
Vast improvement in Management/Leadership acumen
Improve communications throughout all levels of business
Keep fun and engagement in the employment experience

Becoming An Employer Of Choice

by jwellstead on Sep 26, 2009

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