ProfCat 2011:one - Bonnalack & Bishop

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ProfCat 2011:one - Bonnalack & Bishop

  1. 1. Tim Bishop Bonallack & Bishop Recruiting, motivating and loving the right staff
  2. 2. Why Is It So Important? <ul><li>A survey in July 2009 by CIPD of 3000 employees </li></ul><ul><li>found: </li></ul><ul><li>34% would change their job in the next 12 months in an ideal world </li></ul><ul><li>24% would consider changing sector </li></ul><ul><li>25% would change their line of work </li></ul><ul><li>2009/2010 Employment Tribunal statistics </li></ul><ul><li>793,900 applications made to the Employment Tribunals </li></ul><ul><li>a year on year increase of 56% </li></ul>
  3. 3. The Cost of Getting it Wrong <ul><li>According to CIPD the average cost of a </li></ul><ul><li>misfire is 2.7 times cost of employment. </li></ul><ul><li>For example: </li></ul><ul><li>On a £20k salary – employment costs say £25k </li></ul><ul><li>Cost of a misfire is £67.5k </li></ul>
  4. 4. Attracting the Right Staff <ul><li>Use your website as a brochure </li></ul><ul><li>Staff testimonials – use pictures and videos </li></ul><ul><li>Use an employee referral scheme </li></ul><ul><li>Prepare for interview </li></ul><ul><li>Research the candidates </li></ul><ul><li>Always take references </li></ul><ul><li>Make the job description clear </li></ul>
  5. 5. Get the Right People on the Bus <ul><li>Get the right people in the right seats </li></ul><ul><li>Get the wrong people off the bus </li></ul><ul><li>The ‘right person’ – more to do with character traits and capabilities than specific knowledge or skills </li></ul><ul><li>Choose talent and chemistry over experience </li></ul><ul><li>When in doubt, don’t recruit – keep looking </li></ul><ul><li>When you know you need to make a people change, act </li></ul>
  6. 6. Use Probationary Periods <ul><li>Monitor probationary performance </li></ul><ul><li>Consider speeded up disciplinary procedure </li></ul><ul><li>Beware unfair dismissal </li></ul>
  7. 7. Make Sure New Staff Stay <ul><li>Getting the right job description </li></ul><ul><li>Consider introducing short listed candidates to the team </li></ul><ul><li>Consider keeping in touch if there is a long lead time </li></ul><ul><li>Create an induction system and checklist </li></ul><ul><li>Fitting into the team </li></ul><ul><li>Appoint a workplace buddy </li></ul><ul><li>Consider paying staff to leave! </li></ul>
  8. 8. Keeping the Right Staff <ul><li>Consider what motivates them </li></ul>
  9. 9. Motivation <ul><li>Human Resources professionals ranked these 10 </li></ul><ul><li>factors as most important in employee satisfaction: </li></ul><ul><li>Job security </li></ul><ul><li>Relationship with supervisor </li></ul><ul><li>Benefits </li></ul><ul><li>Communication between employees and senior management </li></ul><ul><li>Opportunities to use abilities </li></ul><ul><li>Management recognition of employee performance </li></ul><ul><li>Training </li></ul><ul><li>Feeling safe at work </li></ul><ul><li>Pay </li></ul><ul><li>Culture </li></ul>
  10. 10. Sunday Times 100 Best Companies to work for <ul><li>Their research showed a person’s experience of </li></ul><ul><li>their workplace is as a result of: </li></ul><ul><li>Leadership (heads and senior managers of the company) </li></ul><ul><li>Line manager (local management on a day to day basis) </li></ul><ul><li>Personal growth (opportunities to use skills in advance) </li></ul><ul><li>Well being (balancing work, life issues) </li></ul><ul><li>My team (immediate colleagues) </li></ul><ul><li>Giving something back (to society and the community) </li></ul><ul><li>My company (the company and the way it treats staff) </li></ul><ul><li>Fair deal (pay and benefits) </li></ul>
  11. 11. Types of Flexible Working <ul><li>Part-time hours </li></ul><ul><li>Flexi-time </li></ul><ul><li>Annualised hours </li></ul><ul><li>Term time working </li></ul><ul><li>Compressed hours – i.e. weekly hours are worked over fewer days </li></ul><ul><li>Variable hours – different start and finish times </li></ul><ul><li>Job sharing </li></ul><ul><li>Remote working </li></ul><ul><li>Flexible approach to allowing unpaid leave </li></ul>
  12. 12. The Importance of Training <ul><li>A survey of over 2000 people by the Learning </li></ul><ul><li>Skills Council found: </li></ul><ul><li>61% of employees want “to work for an employer” who demonstrates a commitment to training. </li></ul><ul><li>60% of employees highlighted the importance of a boss given credit for great ideas </li></ul><ul><li>Just 17% were engaged by a boss who regularly organised subsidised social events </li></ul><ul><li>Only 19% were interested in bosses who let them leave early on Friday </li></ul>
  13. 13. Keeping Staff Informed <ul><li>YouGov Research found that: </li></ul><ul><li>56% of workers became aware of changes via rumours </li></ul><ul><li>43% believed they didn’t get the full story even when changes were announced </li></ul><ul><li>68% of staff wanted to hear about key changes in one to one meetings with their manager </li></ul><ul><li>Effect on productivity </li></ul>
  14. 14. Conflict at Work <ul><li>Video recruitment site Jobs2View.com </li></ul><ul><li>found that 12 million UK workers were </li></ul><ul><li>frustrated by their colleagues to the extent </li></ul><ul><li>that: </li></ul><ul><li>over 66% count the hours until they can get away from them </li></ul><ul><li>31% have left their jobs </li></ul><ul><li>23% have moved desks to avoid someone </li></ul>
  15. 15. Other Forms of Motivation <ul><li>Working conditions – including office and furniture </li></ul><ul><li>Commitment to training </li></ul><ul><li>Adequate support </li></ul><ul><li>Keeping people informed </li></ul><ul><li>Treatment of other staff </li></ul>
  16. 16. Managing Sickness Absence – The Problem <ul><li>A 2007 European Foundation study found 175m </li></ul><ul><li>days lost in 2006 due to workplace absences, </li></ul><ul><li>costing £13.4bn. </li></ul><ul><li>Average sickness levels of: </li></ul><ul><ul><ul><li>2.5 days for a 1 person enterprise </li></ul></ul></ul><ul><ul><ul><li>2.8 days for a self employed individual </li></ul></ul></ul><ul><ul><ul><li>3.2 days for a micro enterprise </li></ul></ul></ul><ul><ul><ul><li>4.6 days for a small enterprise </li></ul></ul></ul><ul><ul><ul><li>5.6 days for a medium enterprise </li></ul></ul></ul><ul><ul><ul><li>7.4 days for a large enterprise </li></ul></ul></ul><ul><li>Monday is the most popular day for absenteeism </li></ul>
  17. 17. Managing Sickness Absence – Some Solutions <ul><li>The right people on the bus </li></ul><ul><li>Monitor absence levels </li></ul><ul><li>Motivation </li></ul><ul><li>Limited contractual sick pay </li></ul><ul><li>Back to work interviews </li></ul><ul><li>Absent staff must speak to their managers each day before 9.30am </li></ul><ul><li>Tackle problem workers </li></ul><ul><li>Deal with health and safety issues </li></ul>
  18. 18. Lost Time <ul><li>Lateness – recent survey of 2149 employees found that the average employee is late for work by 10 minutes – costing employers some £66 million/year. </li></ul><ul><li>Consider restricting use of the Internet – it is estimated that use of social networking sites at work cost £6.5bn pa in lost productivity. </li></ul>
  19. 19. Employment Contracts <ul><li>Restrictive covenants </li></ul><ul><li>Gardening leave </li></ul><ul><li>Sick pay </li></ul><ul><ul><li>Limitation of sick pay </li></ul></ul><ul><ul><li>Restriction of alternative work </li></ul></ul><ul><li>Changing conditions of work/job flexibility </li></ul><ul><li>Personal targets e.g. chargeable hours </li></ul>
  20. 20. THANK YOU Tim Bishop (e) [email_address] (t) 01722 422300

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