A Fresh Look at How to Retain Exceptional Employees Friday, March 9, 2018 at 12:30 p.m.

Transcription

1 A Fresh Look at How to Retain Exceptional Employees Friday, March 9, 218 at 12:3 p.m. How to Retain Exceptional Employees An interactive presentation by Ted Topping President, Creative Insights Inc. Friday, March 9, 218 at 12:3 p.m. Hiring and Retaining Exceptional Employees takes an integrated approach to the topic This makes it very difficult to cherry pick from the manual and just do the things that seem easy Instead, it helps you to build the entire staffing side of your business on a solid foundation of 3 pillars Chapter One: Decide What You Want People to Do The First Pillar: Job Description Form Chapter One: Decide What You Want People to Do PROVIDE NEW EMPLOYEE WITH LIST OF DUTIES, RESPONSIBILITIES Chapter Three: Organize the Interviewing Process The Second Pillar: Hiring Summary Form Chapter Three: Organize the Interviewing Process HIRING DECISION BASED ON (CHOOSE TWO) No Conversation and in writing Conversation only In writing only General impression / gut feeling Estimated reliability Experience backed by references Qualifications backed by documents Estimated ability as self-starter Chapter Seven: Manage Performance to Stay on Track The Third Pillar: Performance Appraisal Form Chapter Seven: Manage Performance to Stay on Track CONDUCT REGULAR PERFORMANCE REVIEWS NO YES» Every 3 months Every 6 months Every 12 months Irregular / as necessary Part One: How to Hire Exceptional Employees Decide What You Want People to Do Find the Right Person for the Job Organize the Interviewing Process Part Two: How to Retain Exceptional Employees Understand the 21st Century Workforce Structure the First Three Months Be a Coach Instead of a Boss Manage Performance to Stay on Track HPBExpo 218 Interactive Presentation by Ted Topping, Creative Insights Inc. Page 1

2 A Fresh Look at How to Retain Exceptional Employees Friday, March 9, 218 at 12:3 p.m. chapter four Understand the 21st Century Workforce It s not about age The key to understanding most workforce issues is stage of life B Ages 5 to 2 MILLENNIALS B Ages 21 to 37 GENERATION X B Ages 38 to 53 B Ages 54 to in 218 in 218 in 218 in 218 American Generations: Fast Facts American Generations: Fast Facts American Generations: Fast Facts U.S. stats Born Median Median age in 218 Baby 1946 to Tend to be driven and career-focused, had to work hard in order to stand out from their peers Entered workforce with anti-authoritarian attitudes but quickly conformed, mastered workplace politics out of fear of losing their jobs Often see ownership as a means to job security, and like to put their stamp on projects, products, processes U.S. stats Born Median Median age in 218 Baby (Generation X) 1965 to 198 Mid Entered the workforce just as business and government were downsizing and restructuring in the 198s little expectation of job for life Reduced loyalty to employers has led many to focus on skills development to stay marketable Many work to live, placing a higher value on their personal lives than the ers U.S. stats Born Median Median age in 218 Baby (Millennials) 1981 to Do not consider themselves an echo of anything, anyone Grew up in a world of technology, personal computers Used to receiving structure, constant feedback, step-bystep guidance Seldom heard no from parents or teachers, prefer not to hear it now Brought a very different kind of balance to the workplace An effective way to retain employees is to view hiring as the start of a win-win relationship This must provide the things an employee wants as well as the things an employer wants Can only be win-win when values match Values define what a person sees as important, the standards that person uses to measure his or her bottom-line needs (e.g., freedom, honesty, equality, environment, creativity, chance to learn) Conflicting values are often the cause of disagreements between employers, employees Values are a powerful force in any decision an employee makes to stay or leave (in fact, people are far more likely to quit over conflicts of values than they are over low pay) Having a diversity of values on your team will strengthen it but things may feel a bit uncomfortable at first HPBExpo 218 Interactive Presentation by Ted Topping, Creative Insights Inc. Page 2

3 A Fresh Look at How to Retain Exceptional Employees Friday, March 9, 218 at 12:3 p.m. B Ages 5 to 2 MILLENNIALS B Ages 21 to 37 GENERATION X B Ages 38 to 53 B Ages 54 to in 218 in 218 in 218 in 218 Many employers find that people from the Baby make the most productive, stable employees Typically offer a solid education and some practical experience Also have enough life experience to understand their importance to the business, its customers GENERATION X B Ages 38 to in 218 Update to 4.5: Consider Generation X as a source of entry-level employees These experienced workers are a new and growing pool of potential employees, and they will be for many years to come Probably had a first career outside of our industry You can view this as an opportunity to train a mature, responsible worker who will ultimately mesh well with your vision of the business Update to 4.5: Consider Generation X as a source of entry-level employees Biggest payback from a balanced team that includes experienced workers may be the chance to offload some of your managerial duties You can also train and prepare this person to become a working lead Ø Quasi-manager who is drawn from the regular staff Ø Paid a somewhat higher hourly wage based on the additional responsibilities that he or she assumes Convenient or not It only makes sense to avoid unnecessary conflicts when you staff your business MILLENNIALS B Ages 21 to 37 B Ages 54 to in 218 in 218 Differences between parents (ers) and their children (Millennials) are natural, a way to detach so that they can start to lead separate lives When it comes to values, it is not that one cohort or the other is somehow right The only right you should worry about as a business owner is the right that your customers define (because worrying about that will help the business survive and prosper) All of the inter-cohort stuff is just a distraction Young people of every era have needed guidance and encouragement and have resented any lecture about the way things used to be Today s workforce is a rainbow of backgrounds, religions, personal preferences and age: Ø People of all ages are focused more on health, the world and a greater purpose Ø People of any age can want more flexibility, meaning, and a life while working That is why you need to set goals and judge performance only against those goals SET SPECIFIC PERFORMANCE GOALS FOR EMPLOYEES NO YES» Customer satisfaction ratings Sales, total store Sales, dollars per employee Expense controls Billable hours HPBExpo 218 Interactive Presentation by Ted Topping, Creative Insights Inc. Page 3

4 A Fresh Look at How to Retain Exceptional Employees Friday, March 9, 218 at 12:3 p.m. chapter six Be a Coach Instead of a Boss Provide ongoing guidance and additional training through coaching Begins on an employee s first day, continues as long as that person works in your business Need to work with your employees collectively, individually to get the best-possible performance The guidance and additional training you provide should sound something like: Good job. I liked the way you made that last customer feel welcome in the store by giving such a warm and friendly smile. And if you add the words Good morning, you will find yourself in some great conversations Reduced to its most basic form, you are saying: This is what I like about what I have seen, and this is what I would like to see you do more of... Your coaching statement should not contain any negatives Provide your comments in a positive way and aim the employee s behavior in the direction you want it to go Developing an uncanny ability for catching people doing something right is one of the most important things you can do in your business BEST WAY OF MOTIVATING EMPLOYEES Set positive boundaries 2 What we are trying to achieve The big picture How we are going to do that Something that you can see, hear, touch, smell or taste Motivation can be a bit tricky 15 5 When it is going to happen Measurable (can be always ) Treat employees with respect Lead by example Open communication, info exchange Pay employees well Praise, praise and more praise Ways to motivate, recognize and reward Baby ers: frequent small rewards, public recognition from role models, tie rewards to individual performance Baby : stretch assignments and training opportunities, time off and flexible schedules Baby- : responsibility, recognition and rewards right away, job shadowing and mentorship programs, role in activities that build corporate culture Keep your focus on the results Our goal: X + Y = 7 = = = = = = Never rush to judgement As a leader, you need to understand why someone did or said something When you know, you will make better decisions Ask Why? before you decide to take action so that you know how best to react (i.e., coaching, counseling or discipline) Consider: Why were you late? Ø Because I left too late, and just can t seem to get my act together Ø My son was very sick, and I had to take him to the emergency room HPBExpo 218 Interactive Presentation by Ted Topping, Creative Insights Inc. Page 4

5 A Fresh Look at How to Retain Exceptional Employees Friday, March 9, 218 at 12:3 p.m. The flip side of asking Why? is to make sure that you explain to people why you are asking them to do something Just telling someone what you want is not enough if you want their full engagement, commitment Get into the habit of always explaining: Ø What you want Ø Why you want it, and Ø When you want it This is respectful, lets everyone understand what you are trying to do so they can be supportive Loyalty is what people do, Commitment is how they feel You can see what people do but probably not how they feel Loyalty (staying with the business) and commitment (always giving their best) are two different things As a leader, you cannot make your team be committed because you cannot know what is going on in their minds but you can: Ø Create the right environment Ø Ask their opinion Ø Involve them before you make a decision Ø Make them feel special Ø Treat them as individuals Ø Show complete respect to them Ø Help them develop, become more knowledgeable Ø Show them appreciation Ø Clear hurdles and barriers so that they can do their best The Passion Pyramid TM 5. To be on a winning team 4. To do meaningful work 3. To be an insider 2. To learn and grow 1. To be respected Intégro Leadership Institute 212 We are all smarter than one of us Ken Blanchard If you want to really improve your operations, ask your team members specific questions and encourage them to tell you the truth If they trust you they will Meet with team members together or individually and ask open-ended questions that build teamwork, encourage cost-savings, help the customer Ø What job took too many people? Ø What took too long? Ø What job involved too many actions? Ø What was the underlying cause of any complaints? Ø What communication was misunderstood today? Ø What was wasted or too complicated? Ø What costs too much? Ø What led to you being frustrated or angry today? Ø What is just plain silly around here? Regular online price: $69 Show price: $59 at Member Services Booth and in the Education Area Printed format OR Protected PDF: Ø Regular price for both formats: $99 Ø Show price for both formats: $89 OR visit to shop online If you found this session worthwhile, you may want to investigate these online courses: How to Hire Exceptional Employees How to Retain Exceptional Employees Online courses with printed or PDF manual Course 4287: Practical Leadership Strategies Course 5646: 3 Leadership Insights in 9 Minutes Course 4287: Practical Leadership Strategies Available at (follow the link to Continuing Education ) Thank you Please keep in touch tedtopping@telus.net HPBExpo 218 Interactive Presentation by Ted Topping, Creative Insights Inc. Page 5

6 If you found this session worthwhile, you may want to investigate additional HPBExpo courses by Ted Topping COURSE NUMBER TITLE 32 Best Way To Build Your Business 334 Customer Service: The Underused Competitive Advantage 369 It s Time To Start Rebuilding 4234 Innovative Ways To Market Your Business 4287 Practical Leadership Strategies 4289 Profit Through Productivity 4292 Selling Is Service and Service Is Selling 4293 Service and Customer Experience Inspired by Disney 4638 Practical Leadership for the Young Guns 4643 Harnessing the 4 Ps of Customer Service 473 Marketing and Branding Lessons From Star Wars 4757 Innovative Ideas for Installation and Service Leadership Insights in 9 Minutes 571 Making The Transition To Management 572 Manage Your Time Instead Of Putting Out Fires Hiring and Retaining Exceptional Employees Printed or PDF manual plus online courses Professional Service is Profitable Printed or PDF manual plus online course You can find these at: