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Becoming an Employer of
     Choice by Creating a
  Positive Workplace Culture
Infonex Conference

Sept 29 2010, 3 pm
Calgary



Chris Hylton
CG Hylton & Associates Inc.
chris@hylton.ca
403 264-5288
                               1
Agenda
 Tips to become an Er of Choice
 Hiring for Attitude
 Training for success
 Improving morale
 Benefit plans that work
 Flex work and total rewards


Your issues
                                   2
What do you want out of
our session today?

What type of staff do you hire?



                                  3
What is an
“Employer of Choice”?




                        4
What is an
  “Employer of Choice”?
Any employer of any size in the
 public, private or not-for-profit sector that
 attracts, optimizes and retains top
 talent… because the employees choose
 to be there
Employees choose to work for your
 organization… even when presented with
 other employment opportunities
                                                 5
Becoming an Employer of Choice
But does it really matter? Yes!

   Nearly half of all American workers (49 percent)
   indicate that their companies' brand, or
   image, played a key role in their decision to apply
   for a job at their respective workplace, according to
   a 2001 Maritz Poll.




                                                           6
First Break All the Rules
           12 Good Questions
 Expectations          Opinions count
 Resources             Mission
 Do what I do best     Co-workers
 Recognition           Best Friend
 Care                  Feedback
 Development           Growth

                            Buckingham & Coffman, 1999


                                                         7
What Do Employees Expect from
 Employers?

 A good working environment
 A chance to make a difference
 Set goals and evaluation
 Support for education
 Respect from peers
 Understanding their needs

                                  8
Set Goals
According to a 2004 study of
 Canadian employee attitudes, only
 half of employees say they
 understand how their organizations
 will assess their job performance
   Employees want to know what the
    expectations are of them
   Setting goals for the organization and
    with them as workers is imperative


                                             9
Evaluation

 Employees should know where they stand
 These days most businesses cannot
  afford to lose employees
 It is imperative that you get the best from
  them
    An employee cannot improve if they do not
     know what you expect




                                                 10
Support for Education

 Training – A well designed training
 program that maximizes learning
 before, during and after instruction
   Partner with local education resources
 Self Directed Learning
   Employees control their own learning
 Coaching and Mentoring
   Improves quality and quantity of work
 Involves investing in your employee‘s
 future
                                             11
Respect from Peers
 This can only be accomplished by
  management modeling behaviours
   Good behaviours include open communication
    where an open door policy is a fact, not a saying
   Remember, a good attitude from a manager sets
    the tone for the organization
 Have you ever called an employee at home
  and thanked them for doing a good job?
 How often do we thank employees at work?



                                                        12
Understand Their Needs

Surveys of student attitudes for those
  preparing to enter the workforce
   Indicate that young people want jobs that
    allow them to pursue their lifestyle and
    private interests
   In other words do not be surprised when they
    tell you that they need every Monday off to
    go skiing between November and March




                                                   13
Costs of Turnover
 Cost of ad              Costs After Hiring
 Time cost to receive     Time to train and
  and review apps           orient person to
                            position
 Time cost to
                           ―Rookie‖ mistakes
  interview (your real      and time to fix them
  job not getting done)
                           Lost business and
 Work you need the         credibility
  person for is not        Potential for other
  getting done, before      staff problems
  and during hiring        Potential termination
 Potential Human           costs
  Rights complaints                             14
Planning to Recruit
 Gather info from other stakeholders and
  interest groups – needs analysis
 Create ideal candidate on paper: includes
  skills, aptitudes and work environment
 Create interview questions that will get
  information you are seeking
 Review questions with stakeholders and
  other interest groups
 Provide written candidate profile and position
  description
 Prepare search strategy
                                                   15
Hiring for attitude

Skills           Attitude
 can be taught    cannot




                            16
How students look for work -
IPSOS
1.     existing contacts—who they know
2.     campus recruitment seminars
3.     corporate websites/internet
4.     internet based job boards
5.     career fair
6.     print media ads (no wonder the
     traditional way is not working)
                                         17
Gen Y shopping for
  opportunities
Key messages to attract Gen Y talent
Be part of a first class organization led
 by an expert team of industry leaders
Work with competent, enthusiastic, and
 engaged professionals
Continuously develop your skill toolkit
 through exciting projects and initiatives

                                             18
Gen Y shopping for
opportunities
Key messages to attract Gen Y talent
• Experience a flexible work
  schedule, providing peace of mind and
  convenience that facilitates your
  work/life balance and commitments
• Enjoy a personally and professionally
  rewarding work experience


                                          19
20
More Questions to Consider
for an Ideal Candidate
 Transferable skills – soft (eg. Leadership,
  people skills, communication)
 Personal Characteristics - ( Honesty,
  Integrity, Etc.)
 Unique Talents/Skills - ( Languages)

 Extra Curricular Activities


                                                21
Resume Evaluation
 Screen resumes based on ―ideal candidate‖
 Search resumes for transferable skills keyword
 First reading: Yes, No and Maybe piles
 Determine number of tentative interviews
 Telephone screening candidates saves time
 Check some references if permitted – not what
  they say, but don‘t say or leave out
 Identify candidates for shortlist
 Interview ―Yes‖ pile

                                                   22
The most accurate way to predict
future behavior is to examine past
behaviour
Rather than ask a hypothetical question
such as ―how do you think you‘ll handle a
busy office?‖
Ask the candidate to relate a past
experience ―Please describe a busy office
you worked in…‖ or ―Tell me about a busy
office you worked in…‖ or ―Can you think
of a time when the office was really
busy…?‖
                                            23
Tips for interviewing Gen Y
Wrong message                                                  Right message
                                                                We hope to have a
                                                                 win-win relationship
 Wait your turn and
  you will climb the                                            Pursue your goals
  corporate ladder                                               along with ours
 There are many                                                We will help you gain
  candidates who                                                 as much knowledge
  would love to have                                             and skills as you can
  this job                                                      We value your hard
                                                                 work as a creative
                                                                 individual

 Source: Bruce Tulgan reported in Business Week Sept. 16 ‗96                             24
Recruiting - best phrases
 There aren‘t a lot of    We want you to
  rules around here         have a life…
 We‘re not very           In our org, ee‘s are
  corporate                 evaluated on basis
 You can do it your        of ideas not length
  way…                      of service
 We‘ve got the best
  tools and equipment
  to help you do your
  job
                                                   25
Training for success

What deficiencies, if any,
                                              What are
does job holder have in
                              Is there a      the strategic
terms of skills, knowledge,
                              need for        goals of the
abilities, and behaviours?
                              training?       organization?



                                       What tasks must
                                       be completed
 What behaviours are
                                       to achieve
 necessary?
                                       goals?

                                                          26
Tie career development to
performance appraisal
 Missed targets due to      Development
  lack of skills or tools     program to address
                              gaps

                             Has effect of making
                              the performance
                              appraisal more
                              positive – focused on
                              something neutral

                                                   27
Becoming an Employer of
Choice
In groups, come up a top five list of
 factors you would implement in your
 organizations to attract talent & explain
 why these are important
Discuss the impact.
Pick a spokesperson to give the groups
 examples.

                                             28
Improving Morale
 Ipsos survey
 Top reason for
  staying in the job –
  like the work, like the
  atmosphere




                            29
IPSOS Top 5 reasons for
staying in a job

   1. like the work
   2. like the co-workers
   3. like the company
   4. learning a lot
   5. salary satisfaction
   (Yes, this is in order of
     preference)
                               30
Conduct Discovery Interviews
What?
 Informal meetings, separate from
  performance reviews.
Why?
 To emphasize each employee‘s value.
 To understand his/her top motivators, job
  satisfaction and any termination risk—so
  that you can proactively address any
  issues and focus on what really matters.
                                              31
Discovery Interview Questions
 Job Satisfaction
    What makes you want to come to work each day?
 Job Content
    Which particular projects/clients/assignments are
     appealing to you?
 Recognition
    How can I make your day?
 Manager Relationship
    How can I be a more effective manager for you?
 Retention
    What is the number one reason you choose to
     continue working for us?
                                                         32
Benefit Plans that Work
When paying employees it is wise to
 think of how to maximize their
 compensation
If you give them dollars, it is all taxable
If you give them a benefit plan it is tax
 free
If you are an owner or executive of a
 company, you should run all your
 medical and dental expenses thru a
 benefit plan or health spending account
                                               33
Demographics and Rates
                           Employee data is the
                           most critical part of pricing

                          Basic Monthly LTD Rates Per $100                                          Basic Monthly Life Rates Per $1000
                     4
                                                                                              1.2




                                                                         Basic Monthly Rate
Basic Monthly Rate




                     3
                                                                                              0.8
                     2

                                                                                              0.4
                     1

                                                                                               0
                     0
                                                                                                     Age 20 Age 30 Age 40 Age 50 Age 60
                         Age   Age     Age       Age    Age
                         20    30      40        50     60
                                     Age Group                                                                    Age Group
                                                                                                                                  Males   Females
                                                       Males   Females
                                                                                                                Source Great-West Life              34
Benefit Trends - Flex

Traditional flex plans
 are a pain
Health Spending
 Account gaining favour
Tax effective


                          35
Health Spending Account
 Health Spending     dental 20% of
  Account              basic and 50% of
 Funded by            major restorative
  savings             50% of ortho, or
 $ sit in ee name     over max
  until spent (18     vision
  mos max)
                      many other
 used for medical     applications
  dental
  expenses, not       tax free to ee
  covered by plan                          36
Common Mistakes
Life Ins premiums taxable
LTD benefit
Plan that encourages
 employees to spend, no cost
 sharing
No flexibility


                               37
Solutions
Have ees pay for Life, medicare
 and LTD
Introduce a H S A (funded by hi
 deductible)
Have employees share in paying
 cost of claims
    - 20% of Rx
    - 20 – 50% of Dental
                                   38
Turnover Potential
      Employees say…
      –     40% plan to depart within the next year
      –     85% „passive‟ job seekers


      Employers believe…
      –     14% of their workforce will leave within the
            next year

                  Employers are unaware
                  that their team is at risk.


 Spherion Emerging Workforce Study results, 2005
                                                           39
 (3,200 employees, from 502 U.S. employers)
Committed Employees
 Exhibit enthusiasm and confidence
 Talk openly about concerns in a
   professional manner w/o complaining
 Go the extra mile
 Responsible to work through issues vs.
   blaming others
 Help others succeed
 Resist Recruiters

                                           40
At Risk Employees
 Lack enthusiasm and confidence
 Talk behind others‟ backs; undermine
   leadership and policies
 Do the bare minimum
 Not responsible, blame others
 Don‟t help others, may sabotage
   initiatives and systems
 Explore Recruiters

                                         41
People leave jobs for many reasons.
   Most of these reasons fall under
       either the “Push” or the
         “Pull” Category.



                                      42
“pushes” include
 Salary too low
 Benefit package not adequate
 Job insecurity
 Commute distance or time
   investment is too demanding
 Lack of adequate accommodation
 A person‟s immediate manager is
   not meeting the employee‟s needs
                                      43
Some of the “pulls” include:
 employee becomes aware of a
  terrific job that offers more
 family issues call for a change in
  location
 employee has a strong desire to
  change geographic location
 former manager “recruits” the
  person to come work with him or
  her
                                       44
How to know which factors are
impacting turnover rates?


 Opinion or Climate Surveys
 Exit Interviews
   (“why” people are leaving?)
 Selection Interviews
   (“what” people are searching for)



                                       45
What are some obstacles for
organizations as they attempt to pinpoint
root causes of turnover?

 Departing employees are reluctant to
   burn bridges behind them
 It is safer for employees to discuss
   “pulls” than it is to discuss
   “pushes”!!
 Why should departing employees
   trust the organization to “handle the
   truth‟?
                                            46
What can managers do to pinpoint causes
    of turnover?
Keep lines of communication open. For example:
•   Establish regular 360 Feedback on
    “satisfaction” with manager‟s style and
    competencies, etc.
•   In conversations, ask questions of individuals
    that demonstrate genuine interest in their needs
    and issues
•   “Debrief” individual and team projects to see
    what went well, what was learned, what might
    have been done differently, etc.
•   Tell people that you (a) value them, (b) want to
    keep them around and (c) want to scratch them
    where they itch.
                                                       47
Flex work costs you nothing
 Total Rewards
  Handout
 Flex work important
  part
 Celebrate your
  compensation and
  perks
 Vary by level



                              48
Our offer to you
Please call if you have any HR, or workplace
 issue that you are overwhelmed with
We can help you


We also are pleased to do Free Workshops for
  your organization (some limits apply) Let us
  know what your needs are and we will make it
  happen!
                                                 49
CG Hylton - Services

 HR Consulting               Benefits, Pensions,
 Job Descriptions            EAP
 Salary Grids                Strategic Planning
 Wellness at Work            Drug and Alcohol
                               programs
 Staff Morale
                              Dept re-orgs
 Training and
  Workshops                   Leadership
                               compensation
                 Tel 403 264 5288
                 chris@hylton.ca
                                               50
CG Hylton &
 Associates Inc
 would like to thank
 you for the
 opportunity to meet
 with you today

Questions?

Chris@hylton.ca
800 449-5866

                       51

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Becoming an employer of choice

  • 1. Becoming an Employer of Choice by Creating a Positive Workplace Culture Infonex Conference Sept 29 2010, 3 pm Calgary Chris Hylton CG Hylton & Associates Inc. chris@hylton.ca 403 264-5288 1
  • 2. Agenda  Tips to become an Er of Choice  Hiring for Attitude  Training for success  Improving morale  Benefit plans that work  Flex work and total rewards Your issues 2
  • 3. What do you want out of our session today? What type of staff do you hire? 3
  • 4. What is an “Employer of Choice”? 4
  • 5. What is an “Employer of Choice”? Any employer of any size in the public, private or not-for-profit sector that attracts, optimizes and retains top talent… because the employees choose to be there Employees choose to work for your organization… even when presented with other employment opportunities 5
  • 6. Becoming an Employer of Choice But does it really matter? Yes! Nearly half of all American workers (49 percent) indicate that their companies' brand, or image, played a key role in their decision to apply for a job at their respective workplace, according to a 2001 Maritz Poll. 6
  • 7. First Break All the Rules 12 Good Questions  Expectations  Opinions count  Resources  Mission  Do what I do best  Co-workers  Recognition  Best Friend  Care  Feedback  Development  Growth Buckingham & Coffman, 1999 7
  • 8. What Do Employees Expect from Employers?  A good working environment  A chance to make a difference  Set goals and evaluation  Support for education  Respect from peers  Understanding their needs 8
  • 9. Set Goals According to a 2004 study of Canadian employee attitudes, only half of employees say they understand how their organizations will assess their job performance  Employees want to know what the expectations are of them  Setting goals for the organization and with them as workers is imperative 9
  • 10. Evaluation  Employees should know where they stand  These days most businesses cannot afford to lose employees  It is imperative that you get the best from them  An employee cannot improve if they do not know what you expect 10
  • 11. Support for Education  Training – A well designed training program that maximizes learning before, during and after instruction  Partner with local education resources  Self Directed Learning  Employees control their own learning  Coaching and Mentoring  Improves quality and quantity of work  Involves investing in your employee‘s future 11
  • 12. Respect from Peers  This can only be accomplished by management modeling behaviours  Good behaviours include open communication where an open door policy is a fact, not a saying  Remember, a good attitude from a manager sets the tone for the organization  Have you ever called an employee at home and thanked them for doing a good job?  How often do we thank employees at work? 12
  • 13. Understand Their Needs Surveys of student attitudes for those preparing to enter the workforce  Indicate that young people want jobs that allow them to pursue their lifestyle and private interests  In other words do not be surprised when they tell you that they need every Monday off to go skiing between November and March 13
  • 14. Costs of Turnover  Cost of ad Costs After Hiring  Time cost to receive  Time to train and and review apps orient person to position  Time cost to  ―Rookie‖ mistakes interview (your real and time to fix them job not getting done)  Lost business and  Work you need the credibility person for is not  Potential for other getting done, before staff problems and during hiring  Potential termination  Potential Human costs Rights complaints 14
  • 15. Planning to Recruit  Gather info from other stakeholders and interest groups – needs analysis  Create ideal candidate on paper: includes skills, aptitudes and work environment  Create interview questions that will get information you are seeking  Review questions with stakeholders and other interest groups  Provide written candidate profile and position description  Prepare search strategy 15
  • 16. Hiring for attitude Skills Attitude can be taught cannot 16
  • 17. How students look for work - IPSOS 1. existing contacts—who they know 2. campus recruitment seminars 3. corporate websites/internet 4. internet based job boards 5. career fair 6. print media ads (no wonder the traditional way is not working) 17
  • 18. Gen Y shopping for opportunities Key messages to attract Gen Y talent Be part of a first class organization led by an expert team of industry leaders Work with competent, enthusiastic, and engaged professionals Continuously develop your skill toolkit through exciting projects and initiatives 18
  • 19. Gen Y shopping for opportunities Key messages to attract Gen Y talent • Experience a flexible work schedule, providing peace of mind and convenience that facilitates your work/life balance and commitments • Enjoy a personally and professionally rewarding work experience 19
  • 20. 20
  • 21. More Questions to Consider for an Ideal Candidate  Transferable skills – soft (eg. Leadership, people skills, communication)  Personal Characteristics - ( Honesty, Integrity, Etc.)  Unique Talents/Skills - ( Languages)  Extra Curricular Activities 21
  • 22. Resume Evaluation  Screen resumes based on ―ideal candidate‖  Search resumes for transferable skills keyword  First reading: Yes, No and Maybe piles  Determine number of tentative interviews  Telephone screening candidates saves time  Check some references if permitted – not what they say, but don‘t say or leave out  Identify candidates for shortlist  Interview ―Yes‖ pile 22
  • 23. The most accurate way to predict future behavior is to examine past behaviour Rather than ask a hypothetical question such as ―how do you think you‘ll handle a busy office?‖ Ask the candidate to relate a past experience ―Please describe a busy office you worked in…‖ or ―Tell me about a busy office you worked in…‖ or ―Can you think of a time when the office was really busy…?‖ 23
  • 24. Tips for interviewing Gen Y Wrong message Right message  We hope to have a win-win relationship  Wait your turn and you will climb the  Pursue your goals corporate ladder along with ours  There are many  We will help you gain candidates who as much knowledge would love to have and skills as you can this job  We value your hard work as a creative individual Source: Bruce Tulgan reported in Business Week Sept. 16 ‗96 24
  • 25. Recruiting - best phrases  There aren‘t a lot of  We want you to rules around here have a life…  We‘re not very  In our org, ee‘s are corporate evaluated on basis  You can do it your of ideas not length way… of service  We‘ve got the best tools and equipment to help you do your job 25
  • 26. Training for success What deficiencies, if any, What are does job holder have in Is there a the strategic terms of skills, knowledge, need for goals of the abilities, and behaviours? training? organization? What tasks must be completed What behaviours are to achieve necessary? goals? 26
  • 27. Tie career development to performance appraisal  Missed targets due to  Development lack of skills or tools program to address gaps  Has effect of making the performance appraisal more positive – focused on something neutral 27
  • 28. Becoming an Employer of Choice In groups, come up a top five list of factors you would implement in your organizations to attract talent & explain why these are important Discuss the impact. Pick a spokesperson to give the groups examples. 28
  • 29. Improving Morale  Ipsos survey  Top reason for staying in the job – like the work, like the atmosphere 29
  • 30. IPSOS Top 5 reasons for staying in a job 1. like the work 2. like the co-workers 3. like the company 4. learning a lot 5. salary satisfaction (Yes, this is in order of preference) 30
  • 31. Conduct Discovery Interviews What?  Informal meetings, separate from performance reviews. Why?  To emphasize each employee‘s value.  To understand his/her top motivators, job satisfaction and any termination risk—so that you can proactively address any issues and focus on what really matters. 31
  • 32. Discovery Interview Questions Job Satisfaction  What makes you want to come to work each day? Job Content  Which particular projects/clients/assignments are appealing to you? Recognition  How can I make your day? Manager Relationship  How can I be a more effective manager for you? Retention  What is the number one reason you choose to continue working for us? 32
  • 33. Benefit Plans that Work When paying employees it is wise to think of how to maximize their compensation If you give them dollars, it is all taxable If you give them a benefit plan it is tax free If you are an owner or executive of a company, you should run all your medical and dental expenses thru a benefit plan or health spending account 33
  • 34. Demographics and Rates Employee data is the most critical part of pricing Basic Monthly LTD Rates Per $100 Basic Monthly Life Rates Per $1000 4 1.2 Basic Monthly Rate Basic Monthly Rate 3 0.8 2 0.4 1 0 0 Age 20 Age 30 Age 40 Age 50 Age 60 Age Age Age Age Age 20 30 40 50 60 Age Group Age Group Males Females Males Females Source Great-West Life 34
  • 35. Benefit Trends - Flex Traditional flex plans are a pain Health Spending Account gaining favour Tax effective 35
  • 36. Health Spending Account  Health Spending  dental 20% of Account basic and 50% of  Funded by major restorative savings  50% of ortho, or  $ sit in ee name over max until spent (18  vision mos max)  many other  used for medical applications dental expenses, not  tax free to ee covered by plan 36
  • 37. Common Mistakes Life Ins premiums taxable LTD benefit Plan that encourages employees to spend, no cost sharing No flexibility 37
  • 38. Solutions Have ees pay for Life, medicare and LTD Introduce a H S A (funded by hi deductible) Have employees share in paying cost of claims - 20% of Rx - 20 – 50% of Dental 38
  • 39. Turnover Potential  Employees say… – 40% plan to depart within the next year – 85% „passive‟ job seekers  Employers believe… – 14% of their workforce will leave within the next year Employers are unaware that their team is at risk. Spherion Emerging Workforce Study results, 2005 39 (3,200 employees, from 502 U.S. employers)
  • 40. Committed Employees  Exhibit enthusiasm and confidence  Talk openly about concerns in a professional manner w/o complaining  Go the extra mile  Responsible to work through issues vs. blaming others  Help others succeed  Resist Recruiters 40
  • 41. At Risk Employees  Lack enthusiasm and confidence  Talk behind others‟ backs; undermine leadership and policies  Do the bare minimum  Not responsible, blame others  Don‟t help others, may sabotage initiatives and systems  Explore Recruiters 41
  • 42. People leave jobs for many reasons. Most of these reasons fall under either the “Push” or the “Pull” Category. 42
  • 43. “pushes” include  Salary too low  Benefit package not adequate  Job insecurity  Commute distance or time investment is too demanding  Lack of adequate accommodation  A person‟s immediate manager is not meeting the employee‟s needs 43
  • 44. Some of the “pulls” include:  employee becomes aware of a terrific job that offers more  family issues call for a change in location  employee has a strong desire to change geographic location  former manager “recruits” the person to come work with him or her 44
  • 45. How to know which factors are impacting turnover rates?  Opinion or Climate Surveys  Exit Interviews (“why” people are leaving?)  Selection Interviews (“what” people are searching for) 45
  • 46. What are some obstacles for organizations as they attempt to pinpoint root causes of turnover?  Departing employees are reluctant to burn bridges behind them  It is safer for employees to discuss “pulls” than it is to discuss “pushes”!!  Why should departing employees trust the organization to “handle the truth‟? 46
  • 47. What can managers do to pinpoint causes of turnover? Keep lines of communication open. For example: • Establish regular 360 Feedback on “satisfaction” with manager‟s style and competencies, etc. • In conversations, ask questions of individuals that demonstrate genuine interest in their needs and issues • “Debrief” individual and team projects to see what went well, what was learned, what might have been done differently, etc. • Tell people that you (a) value them, (b) want to keep them around and (c) want to scratch them where they itch. 47
  • 48. Flex work costs you nothing  Total Rewards Handout  Flex work important part  Celebrate your compensation and perks  Vary by level 48
  • 49. Our offer to you Please call if you have any HR, or workplace issue that you are overwhelmed with We can help you We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen! 49
  • 50. CG Hylton - Services  HR Consulting  Benefits, Pensions,  Job Descriptions EAP  Salary Grids  Strategic Planning  Wellness at Work  Drug and Alcohol programs  Staff Morale  Dept re-orgs  Training and Workshops  Leadership compensation Tel 403 264 5288 chris@hylton.ca 50
  • 51. CG Hylton & Associates Inc would like to thank you for the opportunity to meet with you today Questions? Chris@hylton.ca 800 449-5866 51