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<ul><li>How to Attract, Keep, Motivate Your Workforce </li></ul>Employee Retention www.chartcourse.com [email_address]

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Challenges Facing Organizations <ul><li>Worker Shortage </li></ul><ul><li>Skill Shortage </li></ul><ul><li>Talent Management </li></ul><ul><li>Generational Differences </li></ul><ul><li>Global Competition </li></ul><ul><li>Diversity </li></ul><ul><li>Loyalty </li></ul>Environmental Trends

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Critical Findings One Out of Every Three People Plan on Leaving in the Next Two Years Hay Group

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Critical Finding It Costs Much More to Replace Employees Than to Keep Them

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Key Finding Money may attract people to the front door but something else is needed to keep them from going out the back.

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Reasons Retention Efforts Fail <ul><li>Not connected to the vision , mission , and organizational values </li></ul><ul><li>Top leadership not involved </li></ul><ul><li>Not made part of the organizational strategy </li></ul><ul><li>Not tied to the bottom line </li></ul><ul><li>No clear goals </li></ul><ul><li>No one held accountable </li></ul><ul><li>Delegated to HR to fix </li></ul>

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Stoner Manufacturing <ul><li>Sales +400% since 1990 </li></ul><ul><li>Manufacturing productivity +150% </li></ul><ul><li>New employees complete a two-week orientation program </li></ul><ul><li>Employees spend one day shadowing every job in the company including spending time with the company president </li></ul><ul><li>60 key measurements and objectives with targets </li></ul>

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Information You Must Know <ul><li>Current Employees : Why do they stay? </li></ul><ul><li>New Employees : Why did they say yes? </li></ul><ul><li>Former Employees : Why did they leave? </li></ul><ul><li>Interviewed , But Said “No”: Why? </li></ul>

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Critical Finding Working for an underperforming boss 80% said the experience prevented them from learning and hurt their career. 85% said it made them want to leave the company. “ War for Talent”

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Manager’s Role in Retention <ul><li>Most Managers Think About Retention When It is Too Late </li></ul><ul><li>Average Manager Does Not Take Personal Responsibility for Employee’s Departure </li></ul><ul><li>Most Factors For Turnover Are Within their Control </li></ul><ul><li>Most Managers Do Not Receive Adequate Training </li></ul>

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Have you ever hired the wrong person?

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Why Good People Quit <ul><li>Poor match between the person and the job </li></ul><ul><li>Poor fit with the organizational climate and culture </li></ul><ul><li>Poor alignment between pay and performance </li></ul><ul><li>Poor connections between the individual, their coworkers, and the supervisor </li></ul><ul><li>Poor opportunities for growth and advancement </li></ul>

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Hire the Right People <ul><li>How Do You Know What the RIGHT Person Looks Like? </li></ul>

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Typical Hiring Practices <ul><li>Failure to detect motivational fit with job </li></ul><ul><li>Applicants &quot;exaggerate&quot; to get a job </li></ul><ul><li>Most hiring decisions made by intuition during the first few minutes of the interview </li></ul><ul><li>Legal liability </li></ul><ul><li>Two out of three hires prove to be a bad fit within the first year </li></ul><ul><li>Most interviewers not properly trained Excellent employees placed in the wrong jobs grow frustrated when unable to utilize their strengths </li></ul>

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Integrity Test-Stop Bad Hires

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Establish Motivational Fit “ Candidate’s interest in doing the job” Determines how long they will stay on the job JOB Alignment Alignment = What a person expects from the job and what the job can offer.

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Use Behaviorial Assessments to Identify The Best People

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Recruitment and Hiring Strategies <ul><li>Create an Alumni Program </li></ul><ul><li>Internships </li></ul><ul><li>Affiliate with local schools </li></ul><ul><li>Job Candidate Satisfaction Surveys </li></ul><ul><li>Job Shadowing </li></ul><ul><li>Clear and Realistic Job Previews </li></ul><ul><li>Look for Passive Groups of People </li></ul><ul><li>Provide a Referral Bonus </li></ul><ul><li>Succession Planning </li></ul>

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Onboarding Process <ul><li>FIRST </li></ul><ul><li>F - First Impressions </li></ul><ul><li>I – Integrate </li></ul><ul><li>R – Reinforce </li></ul><ul><li>S – Sustain and Support for 100 Days </li></ul><ul><li>T – Talk and Ask Questions </li></ul>

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First 30 Days-”On-Boarding” <ul><li>Prior to Starting </li></ul><ul><li>Complete forms </li></ul><ul><li>Welcome gift, greeting etc. </li></ul><ul><li>Answer questions about benefits, parking etc. </li></ul><ul><li>Watch orientation video </li></ul><ul><li>“ Ways to Wow”-ARAMARK </li></ul><ul><li>First Week </li></ul><ul><li>“ Lunch Bunch” </li></ul><ul><li>Meet with Boss </li></ul><ul><li>Flyer/Photo of new person for all to see </li></ul><ul><li>Reserved parking spot </li></ul><ul><li>Send welcome gift to family </li></ul><ul><li>Give “go-to” list and directory </li></ul><ul><li>First Month </li></ul><ul><li>Survey </li></ul><ul><li>Celebration Party </li></ul><ul><li>Who was most helpful/harmful? </li></ul><ul><li>What needs fixing? </li></ul><ul><li>Know others looking for job? </li></ul><ul><li>What barriers in the way? </li></ul><ul><li>Recognition for Parents/Spouse </li></ul><ul><li>Individual Retention Profile </li></ul><ul><li>First Week </li></ul><ul><li>Ad in newspaper </li></ul><ul><li>“ Meet everyone card” </li></ul><ul><li>License plate cover </li></ul><ul><li>Give them a mentor </li></ul><ul><li>Dumb question coupon book </li></ul><ul><li>Free meal coupons </li></ul><ul><li>Benefits in writing </li></ul>

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Evaluate and Measure <ul><li>Number of Vacancies by Department </li></ul><ul><li>Customer Satisfaction </li></ul><ul><li>Number of Unqualified Applicants Filling Jobs </li></ul><ul><li>Navigation Reviews </li></ul><ul><li>Internal Climate Assessments </li></ul><ul><li>Key Performance Measures </li></ul><ul><li>Number of People Who Quit During First 90 Days </li></ul><ul><li>Department that Has Lowest/highest Turnover and Why </li></ul><ul><li>Employee Improvement Process </li></ul><ul><li>Post-Mortem Analysis </li></ul>

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Development Opportunities <ul><li>At least 2 times a year discuss plans for development (Personal & Professional) </li></ul><ul><li>“Dream jobs” </li></ul><ul><li>360 assessment </li></ul><ul><li>Task force and challenge projects </li></ul><ul><li>Special opportunities for HPO’s </li></ul><ul><li>Career Ladders </li></ul><ul><li>Timely and accurate performance appraisals </li></ul>

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Which Practices Have the Greatest Impact on Productivity and Shareholder Return? TALENT MANAGEMENT Attracting Top Talent Retention of Top Performers Collegial & Flexible Workplace Rewarding Performance & Accountability Communication

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High Retention Organizations Do the Following: <ul><li>Make Greater Use of Competency Models to Select Leaders </li></ul><ul><li>Rate People Skills as More Important Than Technical Skills </li></ul><ul><li>Visibly Behave in Ways that Reinforce Values </li></ul><ul><li>Do Not Tolerate Behaviors that Violate Values </li></ul><ul><li>Evaluate How Effective They Are, How Well They Take Care of Their People and How They Personally Develop Their Team </li></ul><ul><li>Assign Responsibility for Retention </li></ul>

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About Greg Smith <ul><li>Founder and President of Chart Your Course International </li></ul><ul><li>Helps hire and retain top talent </li></ul><ul><li>Author of eight books </li></ul><ul><li>Examiner, Malcolm Baldrige National Quality Award (2002-2004) </li></ul><ul><li>Selected Top-Ten &quot;Rising Stars&quot; in Human Resource Management - HRE Magazine </li></ul><ul><li>Located in Atlanta, GA </li></ul>

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FREE SEVEN-LESSON COURSE ON EMPLOYEE RETENTION www.highretention.com World Wide Web www.ChartCourse.com Chart Your Course International 770-860-9464