5300 International Blvd, B209. North Charleston, SC Trident Research Center

Transcription

1 Trident Research Center 5300 International Blvd, B209 North Charleston, SC

2 Why is it SO important that we HIRE the RIGHT PEOPLE? Who is Responsible for Retaining employees and what do we have to do to accomplish retention? What can we do to instill ill accountability in the workforce?

3

4 An employee can cost the organization 3 times their salary their salary Let's get there...

5 What is my company doing to attract the RIGHT employees?

6 Branding...authentic and congruent! Who the organization is and who it is not The candidate should understand FULLY if they FIT! Example: attracting via social media then blocking sites when they get in the door = incongruent

7 those who are GOOD and don t fit will leave; those who are BAD and don t fit will try to attract other misfits to join them at your company!!

8 Diversity Balance Forward thinkers Knowledge, skill, ability and FITS in our sandbox = ADDS VALUE

9 Resume matching -keywords g y Phone interviews Peer interviews Individual interviews Behavior based interviews On the spot

10 accelerated activated adapted administered analyzed approved assisted completed conceived conduced controlled coordinated created delegated developed directed eliminated established evaluated expanded expedited experienced expanded facilitated generated implemented improved increased influenced initiated interpreted launched lead lectured maintained managed mastered motivated organized originated participated performed pinpointed planned prepared programmed proposed proved recommended reduced reinforced revamped reviewed revised scheduled set-up simplified solved streamlined structured supervised supported taught trained worked removed reorganized repeated responsible

11 What is my company s interview process? List three interview questions asked when you were interviewed Background checks or no?

12 Tell me about a time you needed to learn a new skill. Describe the worst job you ever had. How do you motivate someone who isn t doing his or her job?

13 Here is a situation you are likely to encounter... how would you handle it? Tell me about a time that you needed d to solve a particularly thorny problem and no one was available to assist you. What did you do? Have you ever worked on a team that had disagreements? How did d the team resolve those differences? What part did you play?

14 1. Don't hire your 6. Fill in the blanks clone - hire better! 7. Test drive 2. Hire for attitude rather than skill 8. Stock the bullpen 3. Look kfor renegades 9. Look for diversity it 4. Hold out for results 10. Listen 5. Go for a sense of humor

15 y g p y requirements 2. Testing prospects 3. Hiring out of desperation 4. Hiring i out of laziness gg g 7. Evaluate carefully 8. Promoting from within 1. Clarifying company 6. Avoid baggage 5. Hiring out of infatuation...10 minute decisions 9. Background checks 10. failure to recognize the bad hire OR failure to admit that failure to admit that you made a bad hire

16 Failing to identify company needs Carefully analyze the job functions your business requires; consider hiring on a temporary basis to confirm these needs.

17 Failing to test skills Develop and use an objective skill test for each specific position.

18 Hiring out of desperation Use temporary, leased or borrowed employees.

19 Hiring out of laziness Engage the services of a recruiter or delegate the task to another person within the company.

20 Avoid infatuation Have follow-up interviews; have peers/coworkers also interview the candidate.

21 Avoid personal baggage Develop objective qualifications for each position and dh have other persons review these criteria.

22 Avoid automatically hiring someone recommended Make all candidates d go through h the normal hiring process.

23 Blindly promoting from within Objectively analyze internal candidates, preferably in conjunction with other managers; make one-third of all promotions from outside the company.

24 Failure to do extensive background and reference checking Obtain releases from candidates; d engage the services of outside agencies to check backgrounds.

25 Failure to recognize you have made a poor hiring decision Rectify mistakes quickly; assist terminated employees in securing new positions.

26 Money = survival, bottom line for working Money is the FOURTH reason people leave their organization for another Job!!!

27 What is my company doing to retain its employees? List as many things as possible

28 1. Job stability 2. Benefits 3. Respect 4. Compensation 5. A Plan

29 Recognition = a culture creates loyalty that leads to a career within the organization!

30 Meaning = what is meaningful to our life purpose Living a calling!!

31 PURPOSE = Life Calling CAREER = Importance JOB = $$

32 Role is bigger than task How can we impact retention...

33 Indifference causes employees to leave

34 How is your organization indifferent to its employees?

35 Challenge Learning on the job Feeling as if career is going somewhere The people you work with and for Fun in the workplace

36 Too time intensive We forget the basics Management disengages and employees follow suit

37 Ask people why they stay The buck stops with you! You influence whether your people stay or go!

38 According to a recent Aberdeen Group survey...senior Executives listed employee engagement as their #1 concern That same study showed companies with highly engaged g employees are typically y 200% more profitable

39

40 How do we get there and what does it look like?

41 Companies whose employees understand the mission and goals enjoy a 29% greater return than other firms (Watson Wyatt Work Study) US workers want their work to make a difference, but 75% do not think their company s mission statement has become the way they do business (Workplace 2000 Employees Insight Survey)

42 What would your organizations employees say your company does to engage them? Do you have CORE VALUES and does your company live by them? LIST SOME COMPANY CORE VALUES

43 1. Accountability - Responsibility of 6. Consistency - Be consistent in our actions that influence the lives offering the best for a wonderful of our customers and fellow experience. workers. 2. Balance - Maintaining a healthy life and work balance for workers. 3. Collaboration - Collaborating within and outside the company to achieve a common goal(s). 7. Diversity - Respecting the differences of others, understanding that each brings value to the whole. 8. Efficiency - Being efficient and effective in our approach to all work. 3 Collaboration Collaborating within value to the whole. 4. Commitment - Commitment to d li t d t i d 9. Empowerment Allowing deliver great products, services and other initiatives that impact lives both within and outside the organization. 5. Community - A sense of responsibility and contribution to society that defines our existence. employees to take initiatives and make decisions without fear of failure or retribution. 10. Fun - Having fun and celebrating small successes in our journey to achieve our Mission.

44 11. Innovation - To find new and creative ideas that add value to our products or services and thus to our customers. 16. Quality Being sure all things are done right the first time, thus meeting the highest standards 17. Respect Treating others as you would have them treat you, and respecting them likewise. products or services and thus to meeting the highest standards. 12. Integrity - To act with honesty in all matters and in all circumstances. 13. Leadership - The courage to motivate and inspire others, thus shaping the future success of the team. 13 L d hi Th 18. Risk Taking - Encouraging self 14. Ownership - Taking responsibility for processes and outcomes, and ultimately for success or failure. 15. Passion - Putting one s full heart, intellect, and energy in the work to achieve the optimum result. and others to take measurable risks without fear of failure. 19. Safety - Ensuring the safety of people, company resources, and the environment. 20. Service Excellence Delivering service that exceeds both the customer s expectations and the service levels of all others in the industry.

45 WHAT EMPLOYEES SEE SAY

46 What makes employees accountable in your organization? What happens when they are not accountable? Who is responsible s e for engaging g employee accountability?

47 LEADERSHIP IS SERVICE, NOT CHANGE EQUALS GROWTH, NOT PAIN CONTROL Average leaders see changes as Average leaders want employees to do exactly as they are told extraordinary leaders set a direction and commit ways direction and commit themselves to find resources that their employees need MOTIVATION COMES FROM VISION, NOT FROM FEAR Average leaders use fear to motivate extraordinary leaders inspire others to see a better future complicated and threatening extraordinary leaders see change as inevitable and seek new ideas/ new WORK SHOULD BE FUN, NOT MERE TOIL Average leaders accept that work is, at best, a necessary evil extraordinary leaders believe work should be inherently enjoyable

48 INFLUENCE - INCREASE ENGAGEMENT Challenging goals that align with your company s strategic objectives Positive feedback and recognition for accomplishments Recognition and appreciation for extra voluntary contributions i Communicate openly, often, and honestly INFLUENCE - INCREASE COMMITMENT Enable employees to experience success over the long term Facilitate congruence between employee commitment to your organization and other life commitments Value the expertise of experienced employees

49 Construction-equipment maker Caterpillar has garnered impressive results from its employee engagement and commitment initiatives, including: $8.8 8 million annual savings from decreased attrition, absenteeism and overtime (European plant) a 70% increase in output in less than four months (Asia Pacific plant) a decrease in grievances by 80% a $2 million increase in profit and a 34% increase in highly satisfied customers (start-up plant) At beverage giant Molson Coors, engaged employees were five times less likely l than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. y Moreover, the average cost of a safety incident for engaged employees was $63, compared with an average of $392 for non-engaged employees. By strengthening employee engagement, the company saved $ in safety costs $1,721,760 in safety costs, improved sales performance, and reduced performance-related by $2,104,823.

50 Evaluations Performance Improvement Plans Weekly Tasking Training/Resources SMART Goals Vision, Mission and Goals

51 Respect Employees Share Information Raise Performance Communicate Provide Work Life Balance

52 HIRE THE TALENT RETAIN THE TALENT BY PROVIDING A PLAN/VISION HOLD THE TALENT ACCOUNTABLE BY MAKING THEM PART OF THE PLAN/VISION/MISSION

53

54 Follow us for discounts and updates! or

55