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People: Your Greatest Asset October2015

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An HR Presentation focused on the Employement Life Cycle

Published in: Recruiting & HR
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People: Your Greatest Asset October2015

  1. 1. Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP
  2. 2. Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity 3. Rate your employee engagement, 1-10
  3. 3. Today’s Agenda Life Cycle of an Employee (emphasis on steps 3-6)
  4. 4. Engagement Why are we talking about engagement? • Employee’s Market • Cost of Employee Turnover – 80% of operating costs are for human capital – Cost to replace can be 30%-40% of annual salary
  5. 5. Engagement Statistics we can’t afford NOT to engage our employees $300B lost in productivity Gallup Poll $11B lost by employee turnover US Bureau of National Affairs 2013
  6. 6. Engagement Statistics if you are not engaging your top talent, someone else will! 20% better Corporate Leadership Council 87% less likely to leave Corporate Leadership Council engaged employees perform engaged employees are
  7. 7. Reality Check How many of your employees come to work and say…
  8. 8. Reality Check Engagement Statistics: of employees are not engaged (simply going through the motions) of employees are actively disengaged (doing bare minimum) of employees are actually engaged 54% 17% 29% Gallup Poll
  9. 9. Reality Check Single Most Influencing Variable relationship with immediate supervisor
  10. 10. What Does Engagement Look Like?
  11. 11. What Does Engagement Look Like? Engagement is the relationship between an organization and its employees. • An engaged employee is fully absorbed by and enthusiastic about their work. • An engaged employee takes positive action to further the organization’s reputation and interests.
  12. 12. What Does Engagement Look Like? Is disengagement always a negative?
  13. 13. What Does Engagement Look Like? Intentional Disengagement rest and recovery is essential to sustain full engagement
  14. 14. Attract Great companies great employees…and keep them! • Company Brand/Reputation/Image • Incorporate Mission, Vision, Values • Culture • Value of Job
  15. 15. Attract Great companies great employees…and keep them! • Inspirational Leadership • Organizational Uniqueness • Ensure high level of communication
  16. 16. Recruit and Select • Incorporate Mission, Vision, Values into interview process • Promote culture • Promote opportunities and benefits • Ensure new hire’s values are aligned with company values
  17. 17. Recruit and Select • Ensure high level of communication • Honor commitments • Ensure structured process
  18. 18. On-Board • Incorporate Mission, Vision, Values into On-boarding Process • Be prepared • Engage stakeholders • Ensure high level of communication
  19. 19. On-Board Incorporate the 4 C’s of On-Boarding: Compliance legal, policy related rules and regulations Clarification understand new job and expectations, role clarity Culture organizational norms Connection interpersonal relationships, resources, support 1 2 3 4
  20. 20. On-Boarding Benefits • Increased Job Satisfaction, Job Performance • Increased Commitment, Retention Rates • Increased Time to Productivity • Increased Social Integration, Organizational Culture • Increased Customer Satisfaction
  21. 21. Employee Development • Incorporate Mission, Vision, Values into employee development process • Facilitate employee development • Ensure high level of communication
  22. 22. Employee Development Ways to Facilitate Employee Development Individual Development Plans Performance Metrics Opportunities Outside of Job Function Constructive Feedback Interaction and Collaboration Link to Professional Network Set the Example of Desired Behaviors 1 2 3 4 5 6 7
  23. 23. Employee Experience • Actions compliment Mission, Vision and Values • Culture • Credible and trustworthy • Autonomy when appropriate
  24. 24. Employee Experience • Social support • Empower to discover potential • Flexibility when appropriate • Equitable treatment • Performance feedback
  25. 25. Employee Experience • Positive reinforcement • Coach towards success • Employee involvement • Inspired Leadership • Ensure high level of communication
  26. 26. Recognition & Compensation • Additional responsibilities, career development, and special assignments • Training/education • Feel valued and validated • Appreciation/praise
  27. 27. Recognition & Compensation • Interesting/meaningful work • Feeling “in” on things • Authentic communication/feedback • Equitable treatment • Comparable total compensation – internal and external
  28. 28. Transition • How the employee is treated as they transition • Business decisions = Personal impact • Ensure positive PR • Provide transitional services
  29. 29. Role of Leadership relationship with immediate supervisor people leadership business leadership self leadership 1 2 3
  30. 30. Leaders - Build High Engagement Credibility Communicate frequently, relate data to business fundamentals and strategy, communication forums for 2 way communication Concern Ensure senior leaders communicate in person, appeal to employee’s emotional commitment by linking experiences to initiatives Connection Show employees how their jobs contribute to business objectives 1 2 3
  31. 31. Role of Communication •Empowering leadership about who company is and where it is going Strategic Narrative •Authentic Feedback to Coach Employees Engaging Managers •Provide opportunity for 2 way communication Employee Voice •No gap in actions vs. words Integrity
  32. 32. Role of Human Resources • Proactive instead of Reactive • Higher HR involvement • Drive People planning cycle • People Focus - enhance, motivate and retain most important asset
  33. 33. Role of Human Resources • Drive performance and profitability • Link people contributions and metrics to company mission • Create structure around actionable items (recruiting, on-boarding, performance management, compensation, etc.)
  34. 34. 7 Key Ways to Engage Employees Better Communication Show Appreciation Provide Recognition Walk the Talk Gallup Poll
  35. 35. 7 Key Ways to Engage Employees Show Concern Listen Show Enthusiasm/Fun W Gallup Poll
  36. 36. Session Review
  37. 37. Contact Information Shellie Haroski, SPHR, SHRM-SCP sharoski@fgp.com 864.553.7253

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