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Staff reward retention and motivation presentation 120612


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Replacing a staff member can cost your business a lot of money in fixed and hidden costs as well as your time to recruit, induct and help a new employee settle into the way your organisation does …

Replacing a staff member can cost your business a lot of money in fixed and hidden costs as well as your time to recruit, induct and help a new employee settle into the way your organisation does things. This workshop will help you and your organisation develop strategies to gain, train, sustain and retain valuable staff and save you money and time while building the workforce you need to grow your business.
The workshop covers:
• Why your staff works for you and why they leave
• Developing and supporting your staff
• When to use the carrot and when to use the stick
• Approaches and processes which match your business goals

Published in: Education, Business, Technology

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  • Introduce yourself, your business and Why your staff are important to your businessHow you are already rewarding, retaining/or motivating them
  • Describe session overview
  • Bob’s Seven points of running your business = one being “Build your team” – soWhy did your staff want to work for you?Why are your staff working for your now?Why do they leave?
  • Examples:Singapore prison – found their employees left because it was too hard or too far for them to travel to work …. Promoted jobs on local transport by hanging job vacancies on buses/trainsElizabeth manufacture ‘family environment’ – family flu shots; work/life balance – family comes first, employees get a ‘bonus’ if they suggest a future employee and they are with the company for more than 3 months and meet the company’s requirementsSkills Shortages – working with training providers, trades centres and Group Training Scheme to develop your own workforce
  • Handout: Employer of Choice ‘Checklist’ pg 2Compare responses and discusssuggestions for improvement
  • Is CPD important?Why?How are you doing it now?
  • Other funding ???
  • Wendy Perry & Associates – Workplace Skills Analysis
  • Wendy Perry & Associates – Workplace Skills Analysis
  • Transcript

    • 1. Allison Miller Salisbury Business & Export Centre 12 June
    • 2. Why are your staffimportant to your business? How are you rewarding,retaining and/or motivating them now? “Nothing important gets done alone” – Goleman, Boyatzis & McKee (2004)
    • 3. This sessionGain - why your staff work for you and why they leave Train – Developing and supporting your staffSustain - When to use the carrot and when to use the stickRetain - Approaches and process to which match your business goals
    • 4. Recruiting successfully: Employer Resource Kit - Image:,%20industry%20and%20trade/Services%20and%20resource /Publications/Employer%20Resource%20Kit/Info%20cards%20-%206_Recruiting.pdf
    • 5. Gaining or ‘attracting’ the right staff Why did your staff want to work for you? Why your staff works for you? Why do they leave?
    • 6. Find out why through: anonymous surveys informal conversations performance reviews feedback forms existing interviewersBuild on these strengthsPromote them when recruitingImage: Hangers employee shoot -
    • 7. Employer of Choice: Employer Resource Kit - Image:,%20industry%20and%20trade/Services%20and%20resource /Publications/Employer%20Resource%20Kit/Info%20cards%20-%201_Employer%20of%20choice.pdf
    • 8. Are you an“employer of choice”?
    • 9. Maximising Productivity Employer Resource Kit - Image:,%20industry%20and%20trade/Services%20and%20resources /Publications/Employer%20Resource%20Kit/Info%20cards%20-%203_Keeping%20best%20staff.pdf
    • 10. Training & Developing your staffWhat are you doing to train & develop your staff?
    • 11. Workforce Development “international and national research indicates that the increase in labour productivity resulting from targetedtraining can yield a return on investment of more than 30 per cent”Training ROI Calculator:
    • 12. Workforce Development Skills for All funding for training:
    • 13. Forms of learningWhat learning opportunities do your staff have?
    • 14. Forms of learning Formal Learning Non formal learning Informal learning Project based learning Action-based learningCommunity of practice - NetworksCollaborative learning communities
    • 15. Learning Goals/Plans“learning goals have been shown to lead to greater improvement than have performance goals” Goleman, Boyatzis & McKee (2004)
    • 16. Succession Planning Work shadowing Job trials Coaching/MentoringImage: Beautiful Belly (II) [DSCF9720b] -
    • 17. Succession PlanningWhat are you doing to prepare for when your key team members leave?
    • 18. Performance Appraisal vs Management‘The Road to Success’ – Alexander (2011), Human Resource Strategies for Innovation, University of Southern Queensland
    • 19. Performance Appraisal vs Management What is the difference? What do you do now? How is it going?
    • 20. Image: What is it that makes a good+Real+Estate+Agent+Great? Appraisal vs Management Real – Realistic Goals Regular feedback/communication 360o evaluations Reward vs recognition – individual vs team
    • 21. Work-Life Balance Employer Resource Kit - Image:,%20industry%20and%20trade/Services%20and%20resource /Publications/Employer%20Resource%20Kit/Info%20cards%20-%204_Work%20life%20balance.pdf
    • 22. Work-life balanceWhat work-life practices are you using in your business?
    • 23. Rewards … Carrots & Sticks
    • 24. Sustaining – Carrot vs StickHow do you motivate your staff?
    • 25. Extrinsic vs Intrinsic Extrinsic Intrinsic (Tushman & Nadler, 1986) Pay rise Autonomy, ownership, responsibility Bonus, commission, financial Opportunity to use initiative, creativity, incentives problem solving Time off/ holidays Learning new skills, new job roles Promotion Supported to understand and improve strengths/weaknesses Participate in decision making,“no external motivators can get committees, networks people to perform at their Celebration/Recognition of successes absolute best” Job is achieving something Goleman, Boyatzis & McKee (2004) important/useful/making a difference
    • 26. Sustaining – Carrot vs StickWhat extrinsic/intrinsic motivators are you using?
    • 27. Keeping your best staff Employer Resource Kit - Image:,%20industry%20and%20trade/Services%20and%20resources /Publications/Employer%20Resource%20Kit/Info%20cards%20-%203_Keeping%20best%20staff.pdf
    • 28. Keeping your best staffWhat do you do to retain your staff?
    • 29. Cost of staff turnover Loss of corporate Induction, Stationery, knowledge, productivity, neg business cards, updating ative impact on other records staff/employer brand, low morale, existing staff shouldering the workload etc Medical, drug/alcohol testing, licensing, worksite training, contract/legal fees, PPE/Uniform, T&D Job description development/update, job Tools, equipment, technol ad, recruitment ogy, communication/mobi agency, inquiries, shortlisting le, car , interviews, admin Employer Resource Kit - Image:,%20industry%20and%20trade/Services%20and%20resources /Publications/Employer%20Resource%20Kit/Info%20cards%20-%203_Keeping%20best%20staff.pdf
    • 30. Your management styleManagementstyles(Wikipedia, Autocratic - Laissez-Faire - Democratic - Paternalistic -2011) Centralised Autonomous Collective HierarchicalCompetitivebusinessstrategy (Miles& Snow, 1986; QualitySculer & Cost Reduction - Innovators - Enhancement - Mandate to try toJackson, 1987) Defenders Prospectors Analysers be all three?PossibleIndustry typesor Emergingorganisational Family-owned Technology Community Service Governmentcontexts business buiness Organisation Dept/Organisation “Managers influence 49% of all resignations” HERO eBooks, Retention Success: Your Free Guide
    • 31. Retention strategies Rewards ProgramsEmployee Assistance Programs (EAP) Social Club Staff Newsletter HERO eBooks, Retention Success: Your Free Guide
    • 32. Reasons I stay Personal ambition Recognise me Rewarding challenges Flexibility Contented/LoyalSupportive environment Training/Responsibility CareerOne, Hunting the (Hidden) Hunters
    • 33. Local SupportWorkforce BluePrint – HR Development at Work – Human Interest Partners –
    • 34. Allison Miller 0400 732 270