Proven Strategies to Enhance Retention and Become an Employer of Choice Love’em or Lose’em By: Bogdan Damjanovic, P.Eng.  ...
What’s missing? <ul><li>Managers identified the following soft skills as being the most important at their organizations: ...
<ul><li>Definition of Turnover </li></ul><ul><li>Turnover Cost Factors *  :  Annual Salary </li></ul><ul><li>Benefits/Burd...
TRUTHS ABOUT TURNOVER
Truths About Turnover <ul><li>Truth #1 – Turnover happens </li></ul><ul><ul><li>0% turnover is not realistic nor desirable...
Truths About Turnover <ul><li>Truth #4 – More $money$ is not always the answer </li></ul><ul><ul><li>89% of managers surve...
Truths About Turnover <ul><li>Truth #5 – Manager is the best person to fix the problem. </li></ul><ul><ul><li>50% of worke...
WHY SO MUCH TURNOVER?
<ul><li>March 2010   </li></ul><ul><li>The national unemployment rate remained unchanged at 8.2%  </li></ul><ul><li>Employ...
Why So Much Turnover? <ul><li>Higher expectations </li></ul><ul><ul><ul><li>People want more than a job </li></ul></ul></u...
Why So Much Turnover? <ul><li>Longer hours, more demanding work </li></ul><ul><ul><ul><li>Productivity increased 6.9 perce...
Why So Much Turnover? <ul><li>Family demands </li></ul><ul><ul><ul><li>Day care </li></ul></ul></ul><ul><ul><ul><li>Elder ...
DO I NEED A RETENTION PROGRAM? Take the Quiz (If you score more than two “no’s” you need to get serious about retention.)
TEN REASONS GOOD PERFORMERS LEAVE
Ten Reasons Good Performers Leave <ul><li>No link between pay & performance </li></ul><ul><li>They don’t perceive advancem...
EXIT INTERVIEWS
<ul><li>The worst time to do them is on the last day </li></ul><ul><li>Conduct them after employee departure </li></ul><ul...
<ul><li>What caused you to seek other employment? </li></ul><ul><li>Why did you accept a new position? </li></ul><ul><li>D...
<ul><li>Identify specific things you would change. </li></ul><ul><li>How would you rate the company on: </li></ul><ul><ul>...
<ul><li>Utilize internal focus groups to analyze turnover. </li></ul><ul><li>Survey employees on why they stay. </li></ul>...
<ul><li>EMPLOYEES DON’T QUIT THEIR COMPANIES,  </li></ul>OBSERVATION: MOST QUIT THEIR BOSSES!
Common Core Elements of Organizations That Excel at Retention <ul><li>ETHICS </li></ul><ul><li>INTEGRITY </li></ul><ul><li...
<ul><li>No benefits, compensation program, gimmicks or rewards can replace the four core elements. </li></ul><ul><li>The o...
Common Core Elements of Organizations That Excel at Retention <ul><li>How do you measure your commitment to the four core ...
Common Core Elements of Organizations That Excel at Retention <ul><li>Has your CEO earned the trust of your employees? </l...
RECOGNITION
Facts on Recognition <ul><li>According to an article in Compensation and Benefits review: </li></ul><ul><li>81% of workers...
Facts on Recognition <ul><li>Employees’ favorite form of recognition: </li></ul>PRAISE
Why Employees Leave and Stay  <ul><li>Employees and Managers are somewhat disconnected on “WHY” employees leave and stay <...
Best Practice Retention Elements <ul><li>Saratoga Institute survey of 40 Fortune 100 companies including: </li></ul><ul><u...
<ul><li>Innovative compensation & benefits/stock options </li></ul><ul><li>Formal rewards & recognition programs </li></ul...
Recognition Gestures Can Be Simple  <ul><li>Hewlett-Packard </li></ul><ul><ul><li>Golden Banana Award </li></ul></ul><ul><...
Recognition Gestures Can Be Simple  <ul><li>Supplying ice cream or Popsicles on a hot day. </li></ul><ul><li>Hiring someon...
<ul><li>On-site child care for $250/mo </li></ul><ul><li>Laundered workout clothes </li></ul><ul><li>Golf – Tennis – Dance...
<ul><li>Financial planning for college & retirement </li></ul><ul><li>SAS spends $45K annually on 22 tons of candy </li></...
DESPITE: NO STOCK OPTIONS COMPETITIVE SALARIES Note:  Based on 5,000 employees SAS is losing 850 less than the industry av...
<ul><li>IBM employees in Atlanta wear cutoffs and sandals to work. </li></ul><ul><li>Employees at Tech Data Corp., Tampa, ...
<ul><li>Anheuser-Bush, St. Louis, gives every employee two free cases of beer each month. </li></ul>Retention Techniques A...
<ul><li>Retention bonus </li></ul><ul><li>Busing or transportation support </li></ul><ul><li>Wash employee’s cars in the p...
HIRE THE RIGHT PERSON
<ul><li>Hiring for talent over experience </li></ul><ul><ul><ul><li>Do not become fixated on key knowledge areas </li></ul...
<ul><li>Encourage Diversity </li></ul><ul><ul><ul><li>Discourage “Hiring in your own Image” </li></ul></ul></ul><ul><li>Av...
<ul><li>Bahavioural Interviewing - proof of performance </li></ul><ul><ul><ul><li>Competency based interviews </li></ul></...
HELP YOUR TEAM AVOID FIRST DAY DISASTERS
<ul><li>No parking pass. </li></ul><ul><li>You had to watch 28 videos on how great it is to work here. </li></ul><ul><li>Y...
<ul><li>You signed two dozen forms asking for info you didn’t  bring. </li></ul><ul><li>You go meet your boss only to lear...
NEW HIRE CHECKLIST
New Hire Checklist Orientation is a process, not a program!
<ul><li>Provide key written material such as handbook, etc. </li></ul><ul><li>Arrange for office furnishings, computer, te...
<ul><li>Meet with your employee early in the day to establish performance objectives and expectations. </li></ul><ul><li>I...
<ul><li>Have someone tour them through the facility. </li></ul><ul><ul><ul><li>Assign a first week mentor </li></ul></ul><...
<ul><li>Introduce new employee very enthusiastically during a group meeting. </li></ul><ul><li>Newspaper announcements </l...
<ul><li>Schedule a 3-month feedback session. </li></ul><ul><li>Allow employee to re-write their job description, if outdat...
SUMMARY
<ul><li>You cannot achieve excellent retention without an excellent hiring process. </li></ul><ul><li>Create dialog betwee...
<ul><li>Hold annual benefit and communication sessions to educate your employees. </li></ul><ul><li>Conduct exit interview...
<ul><li>BECOME AN EMPLOYER OF CHOICE </li></ul>Summary
Contact Details: Bogdan Damjanovic, P.Eng., Owner Express Employment Professionals Tel: (416) 590-9948
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Love’em Or Lose’em

  1. 1. Proven Strategies to Enhance Retention and Become an Employer of Choice Love’em or Lose’em By: Bogdan Damjanovic, P.Eng. Owner, Express Employment Professionals
  2. 2. What’s missing? <ul><li>Managers identified the following soft skills as being the most important at their organizations: </li></ul><ul><li>Organization Skills 87% </li></ul><ul><li>Verbal Communication 81% </li></ul><ul><li>Teamwork & Collaboration 78% </li></ul><ul><li>Problem Solving 60% </li></ul><ul><li>Tact & Diplomacy 59% </li></ul><ul><li>Business Writing 48% </li></ul>
  3. 3. <ul><li>Definition of Turnover </li></ul><ul><li>Turnover Cost Factors * : Annual Salary </li></ul><ul><li>Benefits/Burdens </li></ul><ul><li>Expected Length of Vacancy </li></ul><ul><li>* Calculations include conservative estimates and assumptions based on research by Price Waterhouse's Saratoga Institute and the University of Wisconsin </li></ul><ul><li>http://www.expresspros.com/us/turnover.aspx </li></ul>Number of Separations Total Number of Workforce = Turnover
  4. 4. TRUTHS ABOUT TURNOVER
  5. 5. Truths About Turnover <ul><li>Truth #1 – Turnover happens </li></ul><ul><ul><li>0% turnover is not realistic nor desirable </li></ul></ul><ul><ul><li>Good employees quit & leave </li></ul></ul><ul><ul><li>Bad employees quit & stay </li></ul></ul><ul><li>Truth #2 – Some Turnover is Desirable </li></ul><ul><li> - New employees bring new ideas, approaches & attitudes </li></ul><ul><li>Truth #3 – Turnover is costly </li></ul><ul><ul><li>Cost of turnover varies from $1,000 for an entry level employee to several thousand for an executive </li></ul></ul>
  6. 6. Truths About Turnover <ul><li>Truth #4 – More $money$ is not always the answer </li></ul><ul><ul><li>89% of managers surveyed think money is the primary factor of turnover. </li></ul></ul><ul><ul><li>However, most employee surveys rank money as 9 th or 10 th reason for turnover. </li></ul></ul><ul><ul><li>Employees do want fair & competitive pay. </li></ul></ul>
  7. 7. Truths About Turnover <ul><li>Truth #5 – Manager is the best person to fix the problem. </li></ul><ul><ul><li>50% of worker satisfaction is related to their relationship with their leader. </li></ul></ul><ul><ul><li>Managers, not HR Departments, should be the driver of employee retention. </li></ul></ul><ul><ul><li>Areas of leader’s ownership: </li></ul></ul><ul><ul><ul><li>Hiring </li></ul></ul></ul><ul><ul><ul><li>Performance appraisal </li></ul></ul></ul><ul><ul><ul><li>Influence senior managers for needed change. </li></ul></ul></ul><ul><ul><ul><li>Most important – EMPLOYEE RECOGNITION </li></ul></ul></ul><ul><li>Truth #6 – Turnover demands commitment </li></ul>
  8. 8. WHY SO MUCH TURNOVER?
  9. 9. <ul><li>March 2010 </li></ul><ul><li>The national unemployment rate remained unchanged at 8.2% </li></ul><ul><li>Employers added 18,000 jobs </li></ul><ul><li>This is the sixth employment gain in the past eight months </li></ul><ul><li>Job gains were seen in Ontario, Quebec, and Saskatchewan as follows: • Construction: + 21,000 • Manufacturing: + 3,900 • Trade: + 13,700 • Transportation & Warehousing: - 19,600 • Finance, Insurance, Real Estate & Leasing: - 7,400 • Professional, Scientific & Technical Services: + 38,400 • Business, Building & Support Services: - 26,300 • Educational Services: + 6,200 • Healthcare & Social Assistance: + 5,100 • Information, Culture & Recreation: - 6,500 • Accommodation & Food Services: - 3,300 • Public Administration: + 7,900 </li></ul>
  10. 10. Why So Much Turnover? <ul><li>Higher expectations </li></ul><ul><ul><ul><li>People want more than a job </li></ul></ul></ul><ul><ul><ul><li>They want time off and $$ </li></ul></ul></ul><ul><ul><ul><li>Career opportunities earlier </li></ul></ul></ul><ul><ul><ul><li>Employers no longer viewed cradle-to-grave </li></ul></ul></ul>
  11. 11. Why So Much Turnover? <ul><li>Longer hours, more demanding work </li></ul><ul><ul><ul><li>Productivity increased 6.9 percent in the nonfarm business sector during the fourth quarter of 2009 as unit labor costs fell 5.9 percent </li></ul></ul></ul><ul><ul><ul><li>From 1977 to 1997, average workweek grew from 43.6 hours to 47.1 hours. </li></ul></ul></ul><ul><ul><ul><li>More overtime expected with no notice. </li></ul></ul></ul><ul><ul><ul><li>33% of employees bring work home. </li></ul></ul></ul><ul><ul><ul><li>64% of all employees want to work less. </li></ul></ul></ul>
  12. 12. Why So Much Turnover? <ul><li>Family demands </li></ul><ul><ul><ul><li>Day care </li></ul></ul></ul><ul><ul><ul><li>Elder care </li></ul></ul></ul><ul><ul><ul><ul><li>25% of workforce provides 11 hrs per week </li></ul></ul></ul></ul><ul><ul><ul><li>Men are just as likely as women to adjust schedules for elder care </li></ul></ul></ul>
  13. 13. DO I NEED A RETENTION PROGRAM? Take the Quiz (If you score more than two “no’s” you need to get serious about retention.)
  14. 14. TEN REASONS GOOD PERFORMERS LEAVE
  15. 15. Ten Reasons Good Performers Leave <ul><li>No link between pay & performance </li></ul><ul><li>They don’t perceive advancement opportunities </li></ul><ul><li>Their contributions are not recognized </li></ul><ul><li>They don’t get to use their natural talents </li></ul><ul><li>They have unclear or unrealistic expectations </li></ul><ul><li>They will no longer tolerate abusive managers </li></ul><ul><li>Management’s cutback on administrative help </li></ul><ul><li>Constant reorganization of management </li></ul><ul><li>Management not taking time to clarify goals & objectives </li></ul><ul><li>Management favoritism </li></ul>Note: All Ten Reasons Involve Managers
  16. 16. EXIT INTERVIEWS
  17. 17. <ul><li>The worst time to do them is on the last day </li></ul><ul><li>Conduct them after employee departure </li></ul><ul><ul><ul><li>One to two weeks </li></ul></ul></ul><ul><ul><ul><li>Call at home </li></ul></ul></ul><ul><ul><ul><li>Employees are more willing to speak </li></ul></ul></ul><ul><ul><ul><li>Better to meet in person due to body language </li></ul></ul></ul><ul><ul><ul><li>Use the opportunity to begin recruiting them back </li></ul></ul></ul><ul><li>Interviews are superior to surveys </li></ul><ul><ul><ul><li>Prepare for both </li></ul></ul></ul><ul><ul><ul><li>Ask detailed questions </li></ul></ul></ul><ul><ul><ul><li>Expand as necessary </li></ul></ul></ul><ul><ul><ul><li>They are as important as employment interviews </li></ul></ul></ul>Exit Interviews
  18. 18. <ul><li>What caused you to seek other employment? </li></ul><ul><li>Why did you accept a new position? </li></ul><ul><li>Describe working for our company. </li></ul><ul><li>Rate compensation and benefits. </li></ul><ul><ul><ul><li>Benefit improvements </li></ul></ul></ul><ul><li>Describe training. </li></ul><ul><li>Did you observe teamwork? </li></ul><ul><li>Describe the relationship between your department and others? </li></ul><ul><li>Could the company have prevented your leaving? </li></ul><ul><li>What needs were not met? </li></ul><ul><li>Did you get to do what you do best? </li></ul>Exit Interviews Suggested Questions
  19. 19. <ul><li>Identify specific things you would change. </li></ul><ul><li>How would you rate the company on: </li></ul><ul><ul><ul><li>Ethics Honesty </li></ul></ul></ul><ul><ul><ul><li>Integrity Trust </li></ul></ul></ul><ul><li>How would you describe your leader? </li></ul><ul><ul><ul><li>Treated fairly </li></ul></ul></ul><ul><ul><ul><li>Recognized for your contributions </li></ul></ul></ul><ul><ul><ul><li>Fair appraisals </li></ul></ul></ul><ul><ul><ul><li>Treated consistently as other department members </li></ul></ul></ul><ul><li>Would you recommend this place to a friend or relative? </li></ul><ul><li>Would you consider re-employment? </li></ul>Exit Interviews Suggested Questions
  20. 20. <ul><li>Utilize internal focus groups to analyze turnover. </li></ul><ul><li>Survey employees on why they stay. </li></ul>Exit Interviews vs. Stay Interviews
  21. 21. <ul><li>EMPLOYEES DON’T QUIT THEIR COMPANIES, </li></ul>OBSERVATION: MOST QUIT THEIR BOSSES!
  22. 22. Common Core Elements of Organizations That Excel at Retention <ul><li>ETHICS </li></ul><ul><li>INTEGRITY </li></ul><ul><li>HONESTY </li></ul><ul><li>TRUST </li></ul>
  23. 23. <ul><li>No benefits, compensation program, gimmicks or rewards can replace the four core elements. </li></ul><ul><li>The organizations excelling in the four core elements win the war for talent. </li></ul>Ethics, Integrity, Honesty, and Trust
  24. 24. Common Core Elements of Organizations That Excel at Retention <ul><li>How do you measure your commitment to the four core elements? </li></ul><ul><li>Ask yourself: Does your organization? </li></ul><ul><li>Conduct business according to professional standards? </li></ul><ul><li>Does your company culture support disclosure of truth even when it hurts? </li></ul><ul><li>Does your company base its business decisions on established values? </li></ul>
  25. 25. Common Core Elements of Organizations That Excel at Retention <ul><li>Has your CEO earned the trust of your employees? </li></ul><ul><li>Does your leadership team accept responsibility for failures or blame others? </li></ul>
  26. 26. RECOGNITION
  27. 27. Facts on Recognition <ul><li>According to an article in Compensation and Benefits review: </li></ul><ul><li>81% of workers claim they do not receive any reward for increase in productivity. </li></ul><ul><li>60% of managers report the same. </li></ul><ul><li>Only 3% of base salary separates average from outstanding employees. </li></ul><ul><li>Most companies have overused giveaways such as: </li></ul><ul><li>Coffee Cups, Pens, T-shirts, Certificates </li></ul>
  28. 28. Facts on Recognition <ul><li>Employees’ favorite form of recognition: </li></ul>PRAISE
  29. 29. Why Employees Leave and Stay <ul><li>Employees and Managers are somewhat disconnected on “WHY” employees leave and stay </li></ul>Good wages: Job security: Promotion/growth: Good working conditions: Interesting work: Personal loyalty to employees: Tactful discipline: Full appreciation of work done: Sympathetic help on personal problems: Feeling “in” on things: 7 4 5 9 6 8 10 1 3 2 Employee Ranking 1 2 3 4 5 6 7 8 9 10 Manager Ranking
  30. 30. Best Practice Retention Elements <ul><li>Saratoga Institute survey of 40 Fortune 100 companies including: </li></ul><ul><ul><ul><ul><li>Dell Honda of America </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Verizon UPS </li></ul></ul></ul></ul>
  31. 31. <ul><li>Innovative compensation & benefits/stock options </li></ul><ul><li>Formal rewards & recognition programs </li></ul><ul><li>Good performance management </li></ul><ul><ul><ul><li>Aligning employees goals with business goals </li></ul></ul></ul><ul><li>Strategies & measures for increasing employee retention </li></ul><ul><li>Formal career planning </li></ul><ul><li>Work/Life strategies </li></ul><ul><li>Mentoring programs </li></ul>Best Practice Retention Elements
  32. 32. Recognition Gestures Can Be Simple <ul><li>Hewlett-Packard </li></ul><ul><ul><li>Golden Banana Award </li></ul></ul><ul><li>Tektronix – Beaverton, OR </li></ul><ul><ul><li>“ You Done Good” Cards </li></ul></ul><ul><li>NASA – Johnson Space Center </li></ul><ul><ul><li>“ Thanks a Million Award” </li></ul></ul><ul><ul><li>10 – $100,000 candy bars </li></ul></ul><ul><li>Kory Electronics – Seattle, WA </li></ul><ul><ul><li>President Head Shaving </li></ul></ul>
  33. 33. Recognition Gestures Can Be Simple <ul><li>Supplying ice cream or Popsicles on a hot day. </li></ul><ul><li>Hiring someone to clean windshields in parking lot on a snowy day. </li></ul><ul><li>Lottery tickets </li></ul><ul><ul><ul><li>Grab as many as you can from a fish bowl </li></ul></ul></ul><ul><li>Hiring H.S. students to wrap holiday gifts. </li></ul><ul><li>Being creative on job titles. </li></ul><ul><ul><ul><li>Sales Manager vs. Salesperson </li></ul></ul></ul>
  34. 34. <ul><li>On-site child care for $250/mo </li></ul><ul><li>Laundered workout clothes </li></ul><ul><li>Golf – Tennis – Dance Classes </li></ul><ul><li>Cafeteria w/piano music – Families welcome </li></ul><ul><li>Art on every wall </li></ul><ul><li>Free health clinic </li></ul><ul><li>Elder care coordinator </li></ul>Retention Techniques SAS Institute – Cary, NC - Software Developer Ranked 3 rd in 100 best companies to work for
  35. 35. <ul><li>Financial planning for college & retirement </li></ul><ul><li>SAS spends $45K annually on 22 tons of candy </li></ul>SAS Turnover Rate: 3.7% 20% below industry average
  36. 36. DESPITE: NO STOCK OPTIONS COMPETITIVE SALARIES Note: Based on 5,000 employees SAS is losing 850 less than the industry average
  37. 37. <ul><li>IBM employees in Atlanta wear cutoffs and sandals to work. </li></ul><ul><li>Employees at Tech Data Corp., Tampa, FL enjoy meals prepared by an executive chef. </li></ul><ul><li>Electronic Arts – Canada, has a 70 seat movie theater. </li></ul><ul><li>Construction Equipment Co., Louisville, KY, gives employees’ children a $50 savings bond for straight “A” report cards. </li></ul><ul><li>Workers at Netscape, Mountain View, CA., can bring dogs to work </li></ul>Retention Techniques
  38. 38. <ul><li>Anheuser-Bush, St. Louis, gives every employee two free cases of beer each month. </li></ul>Retention Techniques A COMMON FAVORITE:
  39. 39. <ul><li>Retention bonus </li></ul><ul><li>Busing or transportation support </li></ul><ul><li>Wash employee’s cars in the parking lot </li></ul><ul><li>Allowing employees to select job titles </li></ul><ul><li>Giving every employee business cards </li></ul><ul><li>Donating to employees’ children’s sports teams </li></ul><ul><li>Free gardening plot on company land </li></ul><ul><li>Free limo service on wedding day </li></ul><ul><li>Free Starbuck’s coffee </li></ul><ul><li>Two-week paid leave for new fathers </li></ul><ul><li>Free infant car seats for new parents </li></ul><ul><li>Free breakfast </li></ul>Other Out-of-Box Retention Techniques
  40. 40. HIRE THE RIGHT PERSON
  41. 41. <ul><li>Hiring for talent over experience </li></ul><ul><ul><ul><li>Do not become fixated on key knowledge areas </li></ul></ul></ul><ul><li>Be Prepared when Hiring </li></ul><ul><ul><ul><li>Not the Warm body approach </li></ul></ul></ul><ul><ul><ul><li>Use Updated job descriptions </li></ul></ul></ul><ul><li>Balance with analysis </li></ul><ul><ul><ul><li>Avoid Hiring by gut feeling alone </li></ul></ul></ul><ul><li>Avoid “Search for Superman” syndrome </li></ul><ul><ul><ul><li>Do not have too many people involved in the process </li></ul></ul></ul>Hire the Right Person
  42. 42. <ul><li>Encourage Diversity </li></ul><ul><ul><ul><li>Discourage “Hiring in your own Image” </li></ul></ul></ul><ul><li>Avoid “Politically Motivated” hiring </li></ul><ul><ul><ul><li>Including: the manager’s neighbor’s friend’s cousin’s boyfriend, or the “I owe a favor” approach </li></ul></ul></ul>Hire the Right Person
  43. 43. <ul><li>Bahavioural Interviewing - proof of performance </li></ul><ul><ul><ul><li>Competency based interviews </li></ul></ul></ul><ul><ul><ul><li>Give me an example when…. </li></ul></ul></ul><ul><li>Accurately describe the job </li></ul><ul><ul><ul><li>Mix the good with the bad </li></ul></ul></ul><ul><li>Consider the internal candidate </li></ul><ul><ul><ul><li>Internal Job posting </li></ul></ul></ul><ul><ul><ul><li>Don’t allow managers to hold onto talent </li></ul></ul></ul><ul><li>Encourage employee referrals </li></ul><ul><ul><ul><li>Produces the highest source of long term hires </li></ul></ul></ul>Hire the Right Person
  44. 44. HELP YOUR TEAM AVOID FIRST DAY DISASTERS
  45. 45. <ul><li>No parking pass. </li></ul><ul><li>You had to watch 28 videos on how great it is to work here. </li></ul><ul><li>You signed a 300 page employee handbook stating you fully understood everything in it. </li></ul><ul><li>Your cubicle is being used as storage. </li></ul><ul><li>You were kept in the lobby for three hours. </li></ul>Typical Disasters Employee’s First Day
  46. 46. <ul><li>You signed two dozen forms asking for info you didn’t bring. </li></ul><ul><li>You go meet your boss only to learn that s/he is on vacation. </li></ul><ul><li>Your name tag is misspelled. </li></ul><ul><li>The senior vice president calls you at home and tells you of a reorganization. </li></ul>Typical Disasters Employee’s First Day
  47. 47. NEW HIRE CHECKLIST
  48. 48. New Hire Checklist Orientation is a process, not a program!
  49. 49. <ul><li>Provide key written material such as handbook, etc. </li></ul><ul><li>Arrange for office furnishings, computer, telephone, supplies, etc. </li></ul><ul><li>Consider taking the new hire to lunch prior to the 1 st day. </li></ul><ul><li>Plan how you want the new hire to spend their first day </li></ul><ul><ul><ul><li>Who to see </li></ul></ul></ul><ul><ul><ul><li>Set schedule </li></ul></ul></ul><ul><li>Have contact person call to answer questions </li></ul><ul><li>Leave your own calendar open at the beginning and end of the first day </li></ul><ul><li>Send a welcome basket or flowers to home (include spouse) </li></ul>New Hire Checklist Prior to the First Day:
  50. 50. <ul><li>Meet with your employee early in the day to establish performance objectives and expectations. </li></ul><ul><li>Introduce the new employee to as many people as possible, including the CEO </li></ul><ul><ul><ul><li>Let them make their own opinions </li></ul></ul></ul><ul><li>Review organization charts thoroughly. </li></ul><ul><li>Have business cards available. </li></ul><ul><li>Consider having a surprise welcome party. </li></ul>New Hire Checklist Day one:
  51. 51. <ul><li>Have someone tour them through the facility. </li></ul><ul><ul><ul><li>Assign a first week mentor </li></ul></ul></ul><ul><li>Schedule orientation sessions in groups where possible and have them in the afternoon or on the second day. </li></ul><ul><li>Provide a new employee a reserved parking spot. </li></ul><ul><li>Provide them with some company logo merchandise. </li></ul>New Hire Checklist Day one:
  52. 52. <ul><li>Introduce new employee very enthusiastically during a group meeting. </li></ul><ul><li>Newspaper announcements </li></ul><ul><li>Pair up the new employee with a peer. </li></ul><ul><li>Schedule one-on-one meetings with key personnel. </li></ul><ul><li>Give an appropriate and challenging assignment during the first week. </li></ul><ul><li>Schedule any necessary training. </li></ul><ul><li>Check in with new employee from time to time in first week. </li></ul>New Hire Checklist During week one:
  53. 53. <ul><li>Schedule a 3-month feedback session. </li></ul><ul><li>Allow employee to re-write their job description, if outdated. </li></ul><ul><li>Have employee complete new hire survey. </li></ul>New Hire Checklist The first three months:
  54. 54. SUMMARY
  55. 55. <ul><li>You cannot achieve excellent retention without an excellent hiring process. </li></ul><ul><li>Create dialog between employees and managers on work/life issues. </li></ul><ul><li>Have managers re-recruit their employees regularly. </li></ul><ul><li>Conduct employee opinion surveys regularly to measure job satisfaction and react to the results. </li></ul>Summary
  56. 56. <ul><li>Hold annual benefit and communication sessions to educate your employees. </li></ul><ul><li>Conduct exit interviews to find out why they are leaving. </li></ul><ul><li>Train managers and hold them accountable </li></ul><ul><li>Keep management’s attention on turnover. </li></ul><ul><li>Orientation is a process, not a one day program. </li></ul>Summary
  57. 57. <ul><li>BECOME AN EMPLOYER OF CHOICE </li></ul>Summary
  58. 58. Contact Details: Bogdan Damjanovic, P.Eng., Owner Express Employment Professionals Tel: (416) 590-9948

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