The document summarizes a presentation about managing human resources effectively. It shows that managers believe the most important factors for employees are fair pay, job security, and good working conditions, while employees actually rank appreciation, interesting work, and opportunities for growth and promotion as most important. This disconnect demonstrates managers do not fully understand employees' true motivations and needs.

1. Managing the Human Resource presented by Don & Sheryl Grimme Applying a Different Workplace Paradigm Press the “full” button below to launch the presentation. Press  (right arrow key on your keyboard) to move through the presentation.

2. Managing the Human Resource presented by Don & Sheryl Grimme Applying a Different Workplace Paradigm This is an example of our many presentations … and a portion of our workshops on managing people (only one of our training programs). Press  (right arrow key on your keyboard) to move through the presentation.

3. It is also the content of the first chapter of our book, The New Manager’s Tool Kit (AMACOM, 2008).

4. presented by Don & Sheryl Grimme Applying a Different Workplace Paradigm Managing the Human Resource

5. presented by Don & Sheryl Grimme Applying a Different Workplace Paradigm We’ve added annotations like this (from the verbal presentation). Managing the Human Resource

6. Notwithstanding the current economic crisis, The Greatest Challenge to the 21 st century workplace

7. The Greatest Challenge Managing the most inscrutable resource to the 21 st century workplace Notwithstanding the current economic crisis,

8. The Greatest Challenge Managing the most inscrutable resource – people! to the 21 st century workplace Notwithstanding the current economic crisis,

9. Employers are Groping at ways to meet the challenge.

10. Employers are Groping 2005 SHRM retention survey: at ways to meet the challenge. found that employers are using:

15. Rather than leaping … to implement techniques,

16. Rather than leaping … Begin with understanding It is important to of the resource itself

17. Technique effective? Otherwise, you won’t know whether any

18. You won’t be effective Technique effective? in implementing it. and

19. Most Training Programs of our ↓ Particular aspects of the challenge: address

21. This Seminar The essence of the challenge: addresses

22. This Seminar The essence of the challenge: The fundamental needs of people!  which for a baby is pretty straightforward addresses

23. This Seminar The essence of the challenge: The fundamental needs of people! but for adult employees?  addresses

24. Seminar Overview

29. Seminar Overview The Foundation That will provide the

30. Seminar Overview Applications for

31. Seminar Overview Applications Your responsibilities as a manager… to

32. Seminar Overview Applications Your responsibilities as a manager… focusing on particular challenge: what may be today’s most pressing

35. Organizations view their employees All too often

36. Organizations view their employees the same as their material resources: All too often

37. Organizations view their employees the same as their material resources: “ a commodity – homogeneous & interchangeable ”

38. human capital For example, notice the frequent use of such terms as:

39. human capital subordinate

40. human capital subordinate rank and file

41. human capital subordinate rank and file headcount

42. human capital subordinate rank and file headcount terms which connote:

43. human capital subordinate rank and file headcount Property Servitude Thing-ness terms which connote:

44. Employees are not headcount! or merely the means to organizational ends.

45. Employees are not headcount! They are ends in themselves! or merely the means to organizational ends.

46. The Human Resource deserves – and needs – to be viewed

47. The Human Resource deserves – and needs – to be viewed differently

48. The Human Resource A human being needs to be treated with … respect ! deserves – and needs – to be viewed differently

49. The Master Key to unlocking the full potential of this resource is to

50. The Master Key Grasp that fact to unlocking the full potential of this resource is to not only intellectually, but also…

51. The Master Key Grasp that fact … in your gut!

52. The Master Key Grasp that fact … in your gut! Influences every aspect of how you think about and interact with this invaluable “asset” – So that it

53. The Master Key Grasp that fact … in your gut! Influences every aspect of how you think about and interact with your fellow employees. this invaluable “asset” – So that it

54. What Do Employees Want?

55. Rank order (from 1 to 10) what you think

56. What Do Employees Want From Their Jobs? Rank order (from 1 to 10) what you think

57. These are the 10 factors: Don’t do the ranking yet . We have some more instructions…

61. Top 3 Top 3 Top 3 Bottom 3 Bottom 3 Bottom 3 If you like, you can just identify the top 3 and bottom 3, e.g.,

62. Go ahead and rank these now:

63. A 63-year Study You have just participated in an ongoing

64. A 63-year Study You have just participated in an ongoing Managers Comparing the rankings by

65. A 63-year Study You have just participated in an ongoing Managers  Employees Comparing the rankings by with those by

66. Let’s focus on the top 3 A 63-year Study … and the bottom 3 Managers  Employees

67. Employees Most Want From Their Jobs Managers Think:

68. Employees Most Want From Their Jobs Managers Think: Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7 Did you rank this anywhere in your top 3?

69. Employees Most Want From Their Jobs Managers Think: Was this one of your top 3 factors? Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7

70. Employees Most Want From Their Jobs Managers Think: In your top 3? Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7

71. Employees Least Want From Their Jobs Managers Think:

72. Employees Least Want From Their Jobs Managers Think: Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7 Anywhere in your bottom 3?

73. Employees Least Want From Their Jobs Managers Think: Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7 In your bottom 3?

74. Employees Least Want From Their Jobs Managers Think: In your bottom 3? Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7

75. Employees Least Want From Their Jobs Managers Think: Keep these 3 factors clearly in your mind as we now look at… Factors Managers Full Appreciation for Work Done 8 Good Wages 1 Good Working Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Personal Loyalty to Workers 6 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7

76. Employees Say: They Most Want From Their Jobs

77. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7 10 Employees Say: They Most Want From Their Jobs

78. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 Tactful Disciplining 7 10 Employees Say: They Most Want From Their Jobs

79. Employees Say: They Most Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10

80. Employees Say: They Most Want From Their Jobs A dramatic disconnect between manager opinion and employee fact! Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10

81. Employees Say: About Managers’ “Most Important” Factors

82. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Employees Say: About Managers’ “Most Important” Factors

83. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Employees Say: About Managers’ “Most Important” Factors Somewhere in the middle. Are employees saying that these are un important?

84. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Employees Say: About Managers’ “Most Important” Factors Somewhere in the middle. Are employees saying that these are un important? Of course not! Employees want to be paid fairly and competitively, and many would like to have job security, but…

85. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Employees Say: About Managers’ “Most Important” Factors These are basic expectations

86. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Employees Say: About Managers’ “Most Important” Factors These are not … motivators If what you’re paying your employees is not competitive, they just won’t come to work for you. Overpaying your employees is not going to instill greater loyalty or commitment.

87. Employees Say: About Managers’ “Most Important” Factors Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Notice that employees rank Promotion/Growth Opportunities toward the bottom.

88. Employees Say: About Managers’ “Most Important” Factors Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Important to some employees

89. Employees Say: About Managers’ “Most Important” Factors Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Important to some employees But overall… Not so much.

90. The complete results of this ongoing study Factors This Group Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Sources: Foreman Facts, Labor Relations Institute of New York (1946); Lawrence Lindahl, Personnel Magazine (1949) Repeated with similar results: Ken Kovach (1980); Valerie Wilson, Achievers International (1988) Bob Nelson, Blanchard Training & Development (1991) Sheryl & Don Grimme, GHR Training Solutions (1997-Present)

91. This discrepancy between manager opinion and employee fact is good news … for two reasons: Good News!

95. This discrepancy between manager opinion and employee fact is good news … for two reasons: Good News!

98. This is all very nice … But you’re trying to run an enterprise.

99. But why should we care? This is all very nice …

100. Gallup Survey: Impact of Employee Attitudes on Business Outcomes

101. Gallup Survey: Impact of Employee Attitudes on Business Outcomes Organizations, where employees have above average attitudes toward their work, have:

102.  38% higher customer satisfaction scores Gallup Survey: Impact of Employee Attitudes on Business Outcomes Organizations, where employees have above average attitudes toward their work, have:

103.  38% higher customer satisfaction scores  22% higher productivity Gallup Survey: Impact of Employee Attitudes on Business Outcomes Organizations, where employees have above average attitudes toward their work, have:

104.  38% higher customer satisfaction scores  22% higher productivity  22% better employee retention Gallup Survey: Impact of Employee Attitudes on Business Outcomes Organizations, where employees have above average attitudes toward their work, have:

105.  38% higher customer satisfaction scores  22% higher productivity  22% better employee retention Organizations , where employees have above average attitudes toward their work, have: Is retention ( turnover ) a challenge for you? Gallup Survey: Impact of Employee Attitudes on Business Outcomes

107. Satisfying employees is not only a “nice” thing to do…

108. Makes good business sense! Satisfying employees

109. The Human Resource – A Deeper Examination

111. Theory Hierarchy of Needs Hertzberg’s Two-Factor Kano Model Adam’s Equity The best know motivation theory is probably…

112. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization Maslow’s Hierarchy Of Needs

113. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization 5 Sets of Human Needs

114. Survival

115. Survival And, in the modern era, also includes… food, water & shelter

116. Survival medical electricity food, water & shelter

117. Survival All of which are jeopardized by natural disasters like… medical electricity transport phones food, water & shelter

118. Survival Katrina medical electricity transport phones food, water & shelter

119. Survival Safety/Security Next is: For which we look to…

120. Survival Safety/Security military police

121. Survival Safety/Security military police fire-rescue insurance

122. Survival Safety/Security 9/11 All of which were called into play on and since military police fire-rescue insurance

123. Survival Safety/Security Social/Belonging

124. Survival Safety/Security Social/Belonging family friends

125. Survival Safety/Security Social/Belonging coworkers associations family friends

126. Survival Safety/Security Social/Belonging Self-Esteem

127. Survival Safety/Security Social/Belonging Self-Esteem confidence respect

128. Survival Safety/Security Social/Belonging Self-Esteem confidence respect appreciation recognition

129. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization

130. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization fulfillment happiness

131. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization Which most of us meet through: career parenthood fulfillment happiness

132. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization Not equal force … all the time But Maslow did more than categorize. He posited that these needs do…

133. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization So when our most fundamental needs are jeopardized, e.g., by…

134. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization So when our most fundamental needs are jeopardized, e.g., by… Hurricanes Terrorism

135. Survival Safety/Security Social/Belonging Self-Esteem Self- Actual- ization That’s all we care about.

136. Survival Safety/Security  However, for most Americans most of the time, these needs are met …

137. Survival Safety/Security  However, for most Americans most of the time, these needs are met and they are simply… Basic Expectations

138. Survival Safety/Security Basic Expectations that we pay little attention to.

139. Survival Safety/Security What we care about – and are motivated by – are… Motivators

140. Survival Safety/Security What we care about – and are motivated by – are… Social/Belonging Self-Esteem Self- Actual- ization Motivators

141. We use Maslow’s Hierarchy as a springboard for our own…

142. We use Maslow’s Hierarchy as a springboard for our own… Grimme’s 3-Factor Theory

143. We use Maslow’s Hierarchy as a springboard for our own… Which consolidates two other theories: Hertzberg’s Two-Factor Grimme’s 3-Factor Theory

144. Hertzberg’s Two-Factor Kano Model of Customer Satisfaction Which consolidates two other theories: Grimme’s 3-Factor Theory

145. Employer’s Perspective Hertzberg’s Two-Factor Kano Model From an of Customer Satisfaction Grimme’s 3-Factor Theory

146. Employers satisfy Maslow’s fundamental Survival and Safety/Security needs primarily through… Survival Safety/Security Grimme’s 3-Factor Theory

147. Employers satisfy Maslow’s fundamental Survival and Safety/Security needs primarily through… a pay check and benefits plan Earnings & Benefits Survival Safety/Security Grimme’s 3-Factor Theory

148. Earnings & Benefits Employers satisfy Maslow’s fundamental Survival and Safety/Security needs primarily through… a pay check and benefits plan That’s how employees buy groceries, put a roof over their heads, and ensure against life’s contingencies. Survival Safety/Security Grimme’s 3-Factor Theory

149. Self-Esteem Self- Actual- ization In the workplace, the highest-level needs Grimme’s 3-Factor Theory

150. Self-Esteem Self- Actual- ization In the workplace, the highest-level needs are met through the work itself. Grimme’s 3-Factor Theory

151. Self-Esteem Self- Actual- ization Job Quality In the workplace, the highest-level needs are met through the work itself. Grimme’s 3-Factor Theory

152. Social/Belonging Employers can address: Grimme’s 3-Factor Theory

153. Social/Belonging Self-Esteem Employers can address: and Grimme’s 3-Factor Theory

154. Social/Belonging Self-Esteem Employers can address: with: Grimme’s 3-Factor Theory Workplace Support

155. Grimme’s 3-Factor Theory Workplace Support factors  Teamwork

156. Grimme’s 3-Factor Theory Workplace Support factors  Teamwork  Supervision

157. Grimme’s 3-Factor Theory Workplace Support factors  Teamwork  Recognition  Supervision

158. Self-Esteem Self- Actual- ization Social/Belonging These 3 sets of factors are different in nature and effect. Grimme’s 3-Factor Theory Survival Safety/Security Earnings & Benefits Workplace Support Job Quality

159. Kano Model How well needs are met Impact + – – + Which we will plot on this graph, derived from… of Customer Satisfaction

160. Grimme’s 3-Factor Theory The absence of Earnings & Benefits As Hertzberg maintained

161. Grimme’s 3-Factor Theory The absence of Earnings & Benefits is de motivating As Hertzberg maintained

162. How well needs are met Impact Earnings & Benefits

163. How well needs are met Impact Earnings & Benefits Basic Needs

167. Grimme’s 3-Factor Theory The presence of Job Quality In contrast

168. Grimme’s 3-Factor Theory The presence of Job Quality is motivating In contrast

169. How well needs are met Impact Job Quality

170. How well needs are met Impact Job Quality Excitement Needs

175. Grimme’s 3-Factor Theory Workplace Support factors are But we’ve carved out that third set of factors…

176. Grimme’s 3-Factor Theory Workplace Support factors are But we’ve carved out that third set of factors… Which we maintain are both …

177. Grimme’s 3-Factor Theory Workplace Support factors are De motivators .

178. Grimme’s 3-Factor Theory Workplace Support factors are De motivators and Motivators .

179. How well needs are met Impact Workplace Support

180. How well needs are met Impact Workplace Support Performance Needs

185. We will go to work Put another way…

186. We will go to work Put another way… for a paycheck and benefits plan Earnings & Benefits

187. Earnings & Benefits But we won’t really do work unless something else is present… (or at least our best work)

188. Earnings & Benefits Job Quality It is the quality of the work itself

189. Earnings & Benefits Job Quality Workplace Support It is the quality of the work itself and of our relationships with others at work…

190. Earnings & Benefits Job Quality Workplace Support Which draws us to the best organizations

191. Earnings & Benefits Job Quality Workplace Support Which draws us to the best organizations and keeps us there … energized …

192. Earnings & Benefits Job Quality Workplace Support Which draws us to the best organizations and keeps us there … energized … and performing at peak effectiveness.

193. All that is just theory …

194. Where’s the data that supports it? All that is just theory …

195. Families & Work Institute National Study of the Changing Workforce Every 5 years the conducts the

196. National Study of the Changing Workforce Impact of 4 Sets of Factors: 1997 Examined the

197. National Study of the Changing Workforce  Earnings & Benefits  Workplace Support  Job Quality Impact of 4 Sets of Factors: 1997 [You see where we got the labels for our 3 factors.]

198. National Study of the Changing Workforce  Earnings & Benefits  Workplace Support  Job Quality  Job Demands Impact of 4 Sets of Factors: 1997 also:

199. Job Quality 32% Workplace Support 37% Earnings & Benefits 2% Job Demands 3% Factors Impacting Job Satisfaction Individual Variability 26%

200. Job Quality 32% Workplace Support 37% Earnings & Benefits 2% Job Demands 3% Factors Impacting Job Satisfaction Individual Variability 26%

201. Job Quality 32% Workplace Support 37% Earnings & Benefits 2% Job Demands 3% Factors Impacting Job Satisfaction Individual Variability 26%

202. Job Quality 32% Workplace Support 37% Earnings & Benefits 2% Job Demands 3% Factors Impacting Job Satisfaction Individual Variability 26%

203. Job Quality 32% Workplace Support 37% Earnings & Benefits 2% Job Demands 3% Factors Impacting Job Satisfaction Individual Variability 26% 70%

204. That’s a 35 X bang for the buck!

205. That’s a 35 X bang for the buck ! Although (in the case of Job Quality and Workplace Support) it’s a symbolic “buck,” rather than a monetary expense.

213. Let’s do a reality check! That’s pretty analytical …

214. Individual Activity Remember a time when you felt energized , fulfilled , and excited about your job or a project; when you couldn't wait to get out of bed and get to work!

215. Individual Activity OR If, unfortunately, nothing comes to mind… Remember a time when you felt energized , fulfilled , and excited about your job or a project; when you couldn't wait to get out of bed and get to work!

216. Individual Activity OR If, unfortunately, nothing comes to mind… Remember a time when you felt frustrated , bored , or dispirited about your job; when you had to force yourself out of bed to go to work! Remember a time when you felt energized , fulfilled , and excited about your job or a project; when you couldn't wait to get out of bed and get to work!

217. Individual Activity What were you doing ? What was special (or not special) about it?

222. So What! What use does all this have to you as a manager?

223. Applications

235. And…

236. Take advantage of your organization’s #1 means for managing the human resource … And…

237. RainmakerThinking’s 10-year study:

245. Immediate supervisors are now the most important people in the workplace!

256. Watch Out!!

257. An American Crisis

261. The Workplace Issue of the Decade Employee Retention:

262. The Workplace Issue of the Decade 2004 study by TalentKeepers: Employee Retention:

263. The Workplace Issue of the Decade Turnover has begun to worsen ... in spite of a sluggish economy. 2004 study by TalentKeepers: Employee Retention:

264. The Workplace Issue of the Decade SHRM’s 200 6 Workplace Forecast: Employee Retention:

265. The Workplace Issue of the Decade The #1 employment trend most likely to have a major impact on the workplace is… SHRM’s 200 6 Workplace Forecast: Employee Retention:

266. The Workplace Issue of the Decade The #1 employment trend most likely to have a major impact on the workplace is… A greater emphasis on... retention strategies. SHRM’s 200 6 Workplace Forecast: Employee Retention:

267. The Workplace Issue of the Decade 45% of employers forecasted a further increase in turnover. (only 3% predicted a decrease) 200 7 TalentKeepers study : Employee Retention:

268. Ever-Expanding Talent Pool? Our long-held assumption of an

269. Ever-Expanding Talent Pool? Our long-held assumption of an Has been shattered … by such factors as:

279. Employee Loyalty is Down!

280. Employee Loyalty is Down! 79% of employees are job searching actively or passively 2005 Survey by SHRM:

281. Employee Loyalty is Down! 79% of employees are job searching actively or passively 2005 Survey by SHRM: How can we keep talent from jumping to our competitors ? Question most asked of SHRM:

282. Crisis = Fortunately, every crisis contains

283. Crisis = Danger + Fortunately, every crisis contains Not only

284. Crisis = Opportunity Danger + not only but also

285. Crisis = Opportunity Danger + not only but also If you know how to tap into it!

286. Crisis = You’re about to learn the Secret : Opportunity Danger +

289. The Secret in a nutshell:

292. 10 Tips As for how to treat them great, we developed:

293. Think about : As you review these tips, we’d like you to

294. Think about : What you can do as an individual manager

295. Think about : What you can do as an individual to motivate and retain your employees.

296. 10 Tips with Real-World Examples many of which are taken from Bob Nelson’s…

297. 10 Tips with Real-World Examples Some of the examples may not be directly applicable to your environment. So…

298. 10 Tips with Real-World Examples How you can adapt them to your workplace. Also think about:

299. To Motivate & Retain Talented Employees Top 10 Tips

300. Tip #1: Pay employees fairly and well;

301. Tip #1: Equity Theory Pay employees fairly and well;

306. Tip #1: Pay employees fairly and well; Don’t bother coming up with complicated incentive pay programs – particularly if they pit employees against each other . Such programs just get in the way of employees focusing their attention where it should be – on doing a good job . then get them to forget about money.

307. Tip #2: Treat each and every employee with

308. Tip #2: respect . Treat each and every employee with

309. ‘ respect’

316. RESPECT

318. Tip #2 Real-World Example: At Beth Israel Hospital in Boston

319. Tip #2 Real-World Example: At Beth Israel Hospital in Boston, doctors occasionally dress as At Beth Israel Hospital in Boston

320. Tip #2 Real-World Example: At Beth Israel Hospital in Boston, doctors occasionally dress as At Beth Israel Hospital in Boston At Beth Israel Hospital in Boston, doctors occasionally dress as maintenance staff … and roam the hospital halls.

321. Tip #2 Real-World Example: Why? To learn how it feels to be treated as “support staff” … and to find ways of improving the hospital environment. At Beth Israel Hospital in Boston, doctors occasionally dress as At Beth Israel Hospital in Boston At Beth Israel Hospital in Boston, doctors occasionally dress as maintenance staff … and roam the hospital halls.

322. Tip #2: Treat each and every employee with respect . Treat each and every employee with respect . Show that you care about them as persons , not just as workers.

323. Tip #2 Real-World Example: Publix Super Markets publishes a biweekly bulletin – that lists the births , deaths , marriages and serious illnesses of employees and their families.

324. Tip #2 Real-World Example: Publix Super Markets publishes a biweekly bulletin – that lists the births , deaths , marriages and serious illnesses of employees and their families. For more than 20 years, the president sent personalized cards to the families of everyone listed in the bulletin.

325. What Employees Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 #3

326. What Employees Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 This phrasing is a bit archaic (the study began in 1946). #3

327. What Employees Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Today, this would be called: Sensitivity to Work/Life issues. #3

328. Flextime? work/life And studies have shown that – more important than:

329. Flextime? Telecommuting? work/life And studies have shown that – more important than:

330. Flextime? Telecommuting? On-site daycare? work/life And studies have shown that – more important than:

331. is considered the #1 need for balancing work/life issues Respect Flextime? Telecommuting? On-site daycare?

332. Work/Life The third chapter of our book explores Work/Life Balance in greater depth.

333. Tip #2 Real-World Example: For now, here’s an impressive…

334. Tip #2 Real-World Example: When Steve Peterson’s 3-year old son had open-heart surgery and his wife was confined to bed with a high-risk pregnancy , his employer, Hewitt Associates :

339. Tip #3: Praise accomplishments

340. Tip #3: Praise accomplishments – a skill we teach in our workshops … and in chapter #7 of our book. i.e., positive feedback

341. What Employees Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 #1

342. Praise accomplishments … and attempts . Tip #3:

343. Praise accomplishments … and attempts . Tip #3: Just as you would when training a puppy or young child. Are we saying that employees are pets or children? Of course not! But the principle applies to any living organism.

345. Tip #3 Real-World Example: An engineer burst into his manager’s office to announce he’d just found the solution to a problem the group had been struggling with for many weeks. His manager quickly groped around his desk for some item to acknowledge the accomplishment and ended up handing the employee… Hewlett-Packard Here’s an example of a small (but effective) reward for a large accomplishment.

346. Tip #3 Real-World Example: Hewlett-Packard … a banana from his lunch with the words, “Well done. Congratulations!” The employee was initially puzzled, but over time, the…

347. Tip #3 Real-World Example: Golden Banana Award Hewlett-Packard became one of the most prestigious honors bestowed on an inventive employee.

348. Tip #3 Real-World Example: Hewlett-Packard More important than the dollar value of a reward is the meaning associated with it.

352. Tip #3 Real-World Example: Use your business cards:

353. Tip #3 Real-World Example: Use your business cards: When you catch someone doing something right, briefly note what they did and how you feel about it. Sign it and hand them the card.

354. Tip #3 Real-World Example: Dear Viewer, Congratulations for caring about motivating your employees. Well Done! Don & Sheryl Grimme Use your business cards:

358. Impact of 28 Appreciation Practices Source: Dr. Gerald Graham , Wichita State University, 1990 An interesting study was conducted a few years back on the..

365. Tip #4: Clearly communicate goals, responsibilities, and expectations .

366. Tip #4: NEVER criticize in public – Clearly communicate goals, responsibilities, and expectations .

367. Tip #4: NEVER criticize in public – Clearly communicate goals, responsibilities, and expectations . redirect in private.

368. Tip #4: another skill taught in our workshops and our book. NEVER criticize in public – Clearly communicate goals, responsibilities, and expectations . i.e., constructive feedback redirect in private.

369. Grimme’s Top 10 Tips to Motivate Employees Just as we have…

370. Dean Spitzer’s Top 10 Ways

371. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation

372. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation #2 Unclear Expectations

373. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation #2 Unclear Expectations #6 Withholding Information

374. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation #2 Unclear Expectations #6 Withholding Information #7 Criticism

375. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation #2 Unclear Expectations Constructive feedback: Clarifies

376. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation #2 Unclear Expectations #6 Withholding Information Constructive feedback: Clarifies Provides

377. Dean Spitzer’s Top 10 Ways To Zap Employee Motivation #2 Unclear Expectations #6 Withholding Information #7 Criticism Constructive feedback: And, when done right, is not Clarifies Provides

378. Tip #5: Recognize performance appropriately and consistently .

382. Tip #5 Real-World Example: Sam Colin, founder of a janitorial services company, used to go around handing out

383. Tip #5 Real-World Example: Sam Colin, founder of a janitorial services company, used to go around handing out Life Savers candy to employees.

384. Tip #5 Real-World Example: This may sound like those Employee of the Month awards that we just said are not that effective. But notice that… Sam Colin, founder of a janitorial services company, used to go around handing out Life Savers candy to employees. That early tradition has developed into a lasting philosophy of recognition – that includes such awards as Most Helpful Employee and Nicest Employee … as voted on by coworkers. Nicest

385. Tip #5 Real-World Example: Having the employees themselves determine the results gets them involved … and it minimizes their resentment of the award recipients. Sam Colin, founder of a janitorial services company, used to go around handing out Life Savers candy to employees. That early tradition has developed into a lasting philosophy of recognition – that includes such awards as Most Helpful Employee and Nicest Employee … as voted on by coworkers. Nicest

389. Tip #6: Involve employees in plans and decisions,

390. Tip #6: especially those that affect them. Involve employees in plans and decisions,

391. What Employees Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 #2

392. What Employees Want From Their Jobs Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Feeling "In" on Things 10 2 Sympathetic Help on Personal Problems 9 3 Tactful Disciplining 7 10 Do your employees feel “in” on things? They can, if you… #2

393. Tip #6: Solicit their ideas and opinions. Involve employees in plans and decisions, especially those that affect them.

394. Tip #6: Solicit their ideas and opinions. Involve employees in plans and decisions, especially those that affect them. which, of course, we teach in our workshops and our book. using inquiry

395. Tip #6 Real-World Example: Senior Training Manager for Rally’s Hamburgers , solicits ideas for whatever project he is working on.

396. Tip #6 Real-World Example: Senior Training Manager for Rally’s Hamburgers , solicits ideas for whatever project he is working on. He creates a quick questionnaire and then phones employees at various levels around the country to get their insights and perspectives . How relevant and popular do you think the resulting training programs are?

397. Tip #6: Involve employees in plans and decisions, especially those that affect them. Encourage initiative . Solicit their ideas and opinions. All too often, employees who “rock the boat” or “stick their neck out” by expressing creative ideas … are slapped down, rather than rewarded.

398. The CEO of Hershey Foods created a special award: Tip #6 Real-World Example: Recognizing this…

399. The CEO of Hershey Foods created a special award: The Exalted Order of the Extended Neck Tip #6 Real-World Example:

400. Tip #6 Real-World Example: The CEO of Hershey Foods created a special award: The Exalted Order of the Extended Neck , “to reward people who were willing to buck the system , practice entrepreneurship , and were willing to stand the heat for an idea they really believed in.”

401. Tip #7: Create opportunities for employees to learn & grow .

402. Tip #7: ? Create opportunities for employees to learn & grow .

403. Factors Managers Employees Full Appreciation for Work Done 8 1 Good Wages 1 5 Good Working Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Personal Loyalty to Workers 6 8 Tactful Disciplining 7 10 ? What Employees Want From Their Jobs #7

404. Tip #7: How Employees Choose Employers ranked 16 factors Well … the National Study of the Changing Workforce also examined: Create opportunities for employees to learn & grow .

405. Tip #7: #15: Advancement opportunity How Employees Choose Employers ranked 16 factors Create opportunities for employees to learn & grow .

406. Tip #7: #15: Advancement opportunity How Employees Choose Employers ranked 16 factors Create opportunities for employees to learn & grow . #6: Gain new skills

407. Tip #7: #15: Advancement opportunity How Employees Choose Employers ranked 16 factors Some of your employees want to climb the organizational ladder. Create opportunities for employees to learn & grow . #6: Gain new skills

408. Tip #7: #15: Advancement opportunity How Employees Choose Employers ranked 16 factors Virtually all of your employees want to… Create opportunities for employees to learn & grow . #6: Gain new skills

409. Tip #7: Training Education This certainly includes formal: But also OJT (on-the-job training). And… Create opportunities for employees to learn & grow .

410. Tip #7 Real-World Example: Sausage maker Johnsonville Foods encourages every employee to spend one day a year observing another employee perform his or her job.

411. Tip #7 Real-World Example: Sausage maker Johnsonville Foods encourages every employee to spend one day a year observing another employee perform his or her job. Employees learn something new about their co-workers , and about other departments in the company.

412. Tip #7: Link the goals of the organization with the goals of each individual in it. Create opportunities for employees to learn & grow . Every employee should be clear how the work they do benefits your organization … and themselves.

413. Tip #8: Actively listen to employees concerns

414. Tip #8: Actively listen to employees concerns – both work-related and personal .

415. Tip #8: By now, it’s obvious that this skill is covered in our workshops and our book. Right? Actively listen to employees concerns – both work-related and personal . using active listening

416. Tip #8 Real-World Example: Once a month, a manager at the Mirage Hotel in Las Vegas asks her staff: “What one thing can I do better for you ?”

417. Tip #8 Real-World Example: Once a month, a manager at the Mirage Hotel in Las Vegas asks her staff: “What one thing can I do better for you ?” After listening to & acknowledging the employees’ ideas, she tells them one thing they can do better for her .

418. Tip #8 Real-World Example: That’s what one manager can do. Here now is what an entire corporation has done…

419. Tip #8 Real-World Example: Motorola ’s Individual Dignity Entitlement Program requires managers/supervisors to meet one-on-one with each member of their staff every 3 months .

420. Tip #8 Real-World Example: Motorola ’s Individual Dignity Entitlement Program requires managers/supervisors to meet one-on-one with each member of their staff every 3 months . They discuss employee’s answers to 6 questions about how they are treated (e.g., meaningful job , feedback , training , career , etc.).

421. Tip #8 Real-World Example: Motorola ’s Individual Dignity Entitlement Program requires managers/supervisors to meet one-on-one with each member of their staff every 3 months . They discuss employee’s answers to 6 questions about how they are treated (e.g., meaningful job , feedback , training , career , etc.). Action plans to address issues are created and reviewed.

422. Tip #9: Share information – promptly, openly, and clearly.

423. Tip #9: How do your employees find out what’s really going on? Share information – promptly, openly, and clearly.

424. Tip #9: Via the rumor mill? Share information – promptly, openly, and clearly.

425. Tip #9: Or from effective and trusted communication programs? Share information – promptly, openly, and clearly.

426. Tip #9 Real-World Example: And you can empower them in the process.

427. Tip #9 Real-World Example: At Goodyear Tire & Rubber , each shift tracks its own productivity .

428. Tip #9 Real-World Example: At Goodyear Tire & Rubber , each shift tracks its own productivity . The results are posted on marker boards displayed on the shop floor and updated frequently.

429. Tip #9: Share information – promptly, openly, and clearly. If layoffs or benefits cuts are in the works, let your employees know about it … and help them deal with it. Tell the truth … with compassion.

430. Tip #9 Real-World Example: The general manager of each Hyatt Hotel holds monthly “Hyatt Talks” with groups of hotel staffers:

431. Tip #9 Real-World Example: The general manager of each Hyatt Hotel holds monthly “Hyatt Talks” with groups of hotel staffers:  To discuss operations and procedures, and

432. Tip #9 Real-World Example: The general manager of each Hyatt Hotel holds monthly “Hyatt Talks” with groups of hotel staffers:  To discuss operations and procedures, and  To respond to employee issues and problems.

433. Tip #10: Last … but not least:

434. Tip #10: Celebrate successes and milestones reached – organizational and personal .

435. Tip #2 Real-World Example: Publix Super Markets biweekly bulletin – listing births and marriages of employees and their families.

436. Tip #2 Real-World Example: Publix Super Markets biweekly bulletin – listing births and marriages of employees and their families. Personal milestones

437. Tip #10: Here now are a couple which combine the organizational and personal. Celebrate successes and milestones reached – organizational and personal .

438. Tip #10 Real-World Example: All employees at Apple , who worked on the first Macintosh computer,

439. Tip #10 Real-World Example: All employees at Apple , who worked on the first Macintosh computer, had their signatures placed on the inside of the product . All employees at Apple , who worked on the first Macintosh computer, Can you imagine the pride those employees felt then … and today?

440. Verizon Wireless named cell sites after top employees. Tip #10 Real-World Example: Is either of these something you could adapt to your products, services or work environments?

441. Tip #10: Celebrate successes and milestones reached – organizational and personal . Create an organizational culture that is open, trusting, and fun .

442. On his first day at Hewitt Associates , a new hire received a welcome note and a “survival kit” (including candy bar and nerf ball ). Tip #10 Real-World Example:

443. On his first day at Hewitt Associates , a new hire received a welcome note and a “survival kit” (including candy bar and nerf ball ). Everyone came by his office to personally welcome him to the team. Tip #10 Real-World Example:

444. On his first day at Hewitt Associates , a new hire received a welcome note and a “survival kit” (including candy bar and nerf ball ). Everyone came by his office to personally welcome him to the team. Every day for the next two weeks, someone made a point to stop by and ask him to lunch . Tip #10 Real-World Example:

445. Tip #10: Celebrate successes and milestones reached – organizational and personal . Create an organizational culture that is open, trusting, and fun .

446. At Miami’s Baptist Hospital , employees give themselves a break by throwing a Monotony Breaker Day on minor holidays (e.g., Oktoberfest). Tip #10 Real-World Example:

447. At Miami’s Baptist Hospital , employees give themselves a break by throwing a Monotony Breaker Day on minor holidays (e.g., Oktoberfest). Tip #10 Real-World Example: Employees are encouraged to drop by the party-room whenever convenient, to socialize or just relax and take a break.

448. Before we conclude… What questions or concerns do you have?

449. Managing the Human Resource presented by Don & Sheryl Grimme GHR Training Solutions Applying a Different Workplace Paradigm [email_address] www.GHR-Training.com www.Employee-Retention-HQ.com www. linkedin.com/in/grimme

450. www.amanet.org www. amazon.com