Retaining Employees in the Upturn

Northern New Jersey OD Network Retaining Employees in the Upturn: Restoring Trust Newark 7 May 2010 Kate Sweetman

[object Object],[object Object],[object Object],[object Object],What’s your situation?

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What do these have in common?

[object Object],[object Object],[object Object],In this session, we will address: Goal: improve retention and release discretionary energy

What’s going on with our employees?

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The single greatest factor in engagement is level of trust in immediate boss and yet in 32 countries surveyed recently…

[object Object],Trust in what? In whom?

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],This is why it is so confusing… “ Knowledge is doubling every three years, and that interval is getting shorter” – UC Berkeley

[object Object],[object Object],[object Object],Yes, there is a Gen X

And very few women make it to the top in America…

[object Object],[object Object],And a Gen Y…

[object Object],[object Object],And dysfunctional organizations…

[object Object],[object Object],[object Object],[object Object],[object Object],Bottom line: Work motivators transcend generation Legacy systems enabled this Now, security is elusive, and power/status may just get in the way With thanks to Brooke Derr

[object Object],[object Object],The recession has made workers both cautious and frustrated

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Looking forward…we are not going back…

Top 10 factors behind quitting Source: Managing talent in a turbulent economy: Keeping your team intact, September 2009, Deloitte.

Bottom Line: the work context has changed, and the leadership that guides actions must change, too

What kind of leadership can meet the needs of employees and the business?

[object Object],[object Object],[object Object],Does leadership matter?

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],@ the Heart of Engagement: Trust in Leadership

Are all trusted leaders the same or different?

Leadership Code: Supports EVP, creates trust

Leadership people can believe in

Leaders create culture ,[object Object],Who Says Elephants Can’t Dance ?, Louis Gerstner

Culture must serve the business need ,[object Object],Who Says Elephants Can’t Dance ?, Louis Gerstner

IBM Culture Shift From TO Product out (I tell you) Customer in (in shoes of customer) Do it my way Do it the customer’s way Decisions based on anecdotes and myths Decisions based on facts and data Relationship-driven Performance-driven and measured Conformity (politically correct) Diversity of ideas and opinions Attack people Attack the process (ask why not who ) Look good Real accountability Armonk Globe Rule-driven Principle-driven Value me (silo) Value us (the whole) Analysis paralysis (perfection) Decide and move forward (80/20) Not invented here Learning organization Fund everything Create priorities

Not every company must do what IBM did Amount of knowledge work required Competitive Intensity Low High High

Viruses: Sap cultural health ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

We’re all leaders in this room, leading in a storm… how are we doing? Me as an Individual leader Organizational Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],Culture check Unwritten rules that determine who gets ahead and what gets done Viruses check Cultural barriers to optimal functioning of the organization

Do we understand the power of the individual leader?

What can individual leaders do? Map motivators to leadership actions Strategy ,[object Object],Execution ,[object Object],Talent Manager ,[object Object],[object Object],[object Object],Human Cap Develop ,[object Object],[object Object],[object Object],Personal Proficiency ,[object Object],[object Object]

Help your people think through critical personal proficiency questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dave and Wendy Ulrich, The Why of Work

Leaders must themselves stay centered Harvard Mind/Body Institute recommendations - Cultivate an “attitude of gratitude” - Avoid “negaholics” and stress carriers - Volunteer - Join a support group - Find time just to play -Yoga - Decide to be happy

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Would love to stay in touch! ,[object Object],[object Object],[object Object],[object Object],[object Object]

Retaining Employees in the Upturn

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Retaining Employees in the Upturn