Job Title: VP Human Resources. Job Function: recruiting, labor relations, compensation, benefits, payroll, computer skills, organizational development, support sales and safety departments, tons of paperwork, create regular reports, Spanish a plus, oversee communications, boost loyalty while retaining employees, manage multiple tasks in spite of frequent interruptions, solve every problem, ability to walk on water.

1. Taico® :: 67 Patterson Village Ct., Bldg F :: Patterson, NY 12563 :: 845-228-GIFT (4438) :: fax: 845-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.
Human Resources. Where to find the stones and walk on water!
Job Title: VP Human Resources.
Job Function: recruiting, labor relations, compensation, benefits,
payroll, computer skills, organizational development, support sales
and safety departments, tons of paperwork, create regular reports,
Spanish a plus, oversee communications, boost loyalty while
retaining employees, manage multiple tasks in spite of frequent
interruptions, solve every problem, ability to walk on water.
OK, so I added the "walk on water" part. That's what we hear
sometimes from HR executives we work with. It often feels like this.
When you know where the stones are, you can easily follow them underfoot to safe harbor. As one ex-military friend
Bill M. told me, "If you're infantry you're the unit's direct value component, everyone else is support."
In the manufacturing environment, you are of direct value to the company being on the plant floor building a
product or selling it to customers. Otherwise you're just part of the support team. In hospitals and medical
organizations if you are the nurse or physician, you are directly caring and healing patients.
Your work has direct value. The remaining personnel are considered a supportive role. The point is that in every
organization there are individuals who's activities add direct value and those who provide a supportive function. In
the past, HR's role was more a supportive one.
Today you are being asked to do more and be of direct value in ways that impact profits and performance. For
example, one of HR's biggest challenges is retaining great employees and improving loyalty. More than ever, of
direct value to an organization's financial health. Here are some important ways to engage, retain and encourage
loyality from employees.
Losing talented workers can reach far and deep into your organization's value. Hiring and training replacements
count for your direct costs. These costs might include, increase in unemployment tax, advertising for the position,
costs of interviewing, recruiting and training a new replacement, paying an agency to hire interim temporary help
and more.
Share This

2. Taico® :: 67 Patterson Village Ct., Bldg F :: Patterson, NY 12563 :: 845-228-GIFT (4438) :: fax: 845-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.
No doubt it can cost you substantially to replace workers because of the productivity losses when someone leaves a
job, the costs of hiring and training a new employee, and the slower productivity until the new employee gets up to
speed in their new job.
Lost business and productivity become your indirect costs. Client relationships can be strained or even discontinue
when a long time employee leaves.
The Congressional Joint Economic Committee's “Meta-Analysis: Cost of Employee Turnover as a Percentage of
Employee Salary” concluded that implementing workplace policies that benefit workers and help boost employee
retention are not simply a “nice” thing for businesses to do for their employees. Maintaining a stable workforce and
reducing employee turnover makes good business sense and can result in significant cost savings.
Research conducted by Heather Boushey and Sarah Jane Glyn for the Center for American Progress state that
employee turnover costs businesses about one-fifth or more of a worker’s salary to replace that worker.
Engaging your employees will retain them, build loyalty and improve performance.
So, what is engagement really?
Engagement is implementing ideas that will create employee enthusiasm for their work and for showing up at your
workplace. Using communication tools to engage and inform your people about your mission and goals will connect
them to your message and give them a sense that they are vital to everyone's success. As your company's HR Chief,
you then offer a contract to your employees that elicits specific positive behaviors. Behaviors such as attendance and
even wellness.
Still largely misunderstood, engagement is not about throwing cash or trinkets or even pay hikes at your team in
hopes that they will magically come alive and perform for you. The Pavlov's dog incentive approach is archaic,
demeaning, ineffective and of yesterday.
It is more about striking up a new contract where you and senior management invest emotionally in your workforce.
If done right, employees will make a similar emotional investment. A sort of “discretionary effort” is brought into
their work often translating into loyalty and superior performance. I heard it described by a colleague as: "our
organization will do things designed to make your jobs (and perhaps your lives) more meaningful. In return you bring
your hearts and minds to your work."
Share This

3. Taico® :: 67 Patterson Village Ct., Bldg F :: Patterson, NY 12563 :: 845-228-GIFT (4438) :: fax: 845-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.
In this example we were brought in to help a call center identify and solve their chronic turnover problem. The
center was set up to take calls in response to a radio product offer. The larger the order taken, the more the
employee would make. The commission was generous but it didn't stop the large numbers of workers from quitting.
So of course the company's performance criteria was how to retain workers. When I visited the call center room it
looked bland and colorless. The employees acted upbeat and generally arrived to work on time. When questioned,
they told me they liked their jobs.
Citing no big complaints but only saying the reason some were leaving was a competitor was offering more
money.On closer examination, it was clear there was little or no contact with the manager. He greeted employees
when they arrived but mostly remained in his office. To his credit, however, he expressed a willingness to accept our
observations and implement our suggestions. To me it was clear his people quit because they were disengaged. Like
millions of other employees, there is a basic need to believe their job is important and contributing daily to the
company. When that doesn't exist people quit.
The heavy consequences of a disengaged workforce have been well documented. Disengagement can rob your
resources and undermine your company's mission. Many organizations are still in the dark about this. The assistance
of a professional incentive expert can help you design a positive, uplifting program with measurable results.
Collaboration is a next step beyond just regular engagement.
To address this company's turnover situation, we suggested the company provide everyone with a short, friendly,
positive, interactive training session sharing the company's vision and values. Immediately employees were
interested in sharing their ideas. Employee engagement included the manager being available for coaching on best
ways to handle calls and present product buying opportunities. Based on the general age group of his team, born
1964 1981, we suggested a peer to peer recognition program for goals accomplished and going the extra mile.
Whether its for a retention initiative or service award recogntion, generation X and Y are generally individuals that
consider themselves independent, self-directed, committed, resourceful, yet skeptical of authority and institutions in
general. They seek an exciting and challenging environment. Hence a peer to peer program fit them well. We
provided the company with unlimited award choices and every employee with their own on-line bank where they
could earn reward points and redeem them for merchandize, travel and experiences One reward included the group
as a whole earning an event day.
Share This

4. Taico® :: 67 Patterson Village Ct., Bldg F :: Patterson, NY 12563 :: 845-228-GIFT (4438) :: fax: 845-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.
That day provided choices such as being a NASCAR driver, flying in a Hot Air Ballon, Jumping out of a plane or just
spending the time at a fair. The trophy and unifying value of this experience was enormous.
To add a warmer more welcoming ambiance to the workplace we suggested having some plants around the office.
Plant's improve indoor air quality and at the same time impact psychological health by reducing stress and boosting
task performance. The employees were also encouraged to bring in their favorite plant if they promised to take care
of it. This provided each one with an additional positive task. A task that further engaged them in the workplace. We
suggested posting a few slogans in strategic places. Slogans such as: Meeting our goal of 10% more sales and We
can do it!
To improve sales we introduced user-friendly quiz templates to improve product knowledge. Award points were
given for correct answers. After only 4 months turnover became virtually non existent. Word also started getting
around that the company was a great place to work for. Many of the ideas we presented cost little or nothing to
implement. Our goal was to aid this company to become a people place in addition to being just a workplace.
Across the board, today’s market is highly competitive and challenging. Whatever your organization does, highly
skilled talented people are needed. You look to recruit people who can add value, explore newer markets, innovate
new technologies and support your business operations with enriched contributions. Next you require an effective,
engagement environment that retains them. No one needs to tell you that your organization demands you to be the
best and be the champions of best HR policies.
As an HR professional you are called upon to be more part of business decisions. Your role now is partnering with
other departments and providing input. Because of this, more and more ,HR managers are seen as good candidates
for CEO.
Success and failure of your business depends to a great extent on the functions of you and your department.
Share This