EMPLOYMENT LIFE CYCLE

Transcription

1 Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP

2 Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity 3. Rate your employee engagement, 1-10

3 Today s Agenda Life Cycle of an Employee (emphasis on steps 3-6)

4 Engagement Why are we talking about engagement? Employee s Market Cost of Employee Turnover 80% of operating costs are for human capital Cost to replace can be 30%-40% of annual salary

5 Engagement Statistics $300B lost in productivity $11B lost by employee turnover Gallup Poll US Bureau of National Affairs 2013 we can t afford NOT to engage our employees

6 Engagement Statistics engaged employees perform 20% better engaged employees are 87% less likely to leave Corporate Leadership Council Corporate Leadership Council if you are not engaging your top talent, someone else will!

7 Reality Check How many of your employees come to work and say

8 Reality Check Engagement Statistics: 54% of employees are not engaged (simply going through the motions) 17% 29% of employees are actively disengaged (doing bare minimum) of employees are actually engaged Gallup Poll

9 Reality Check Single Most Influencing Variable relationship with immediate supervisor

10 What Does Engagement Look Like?

11 What Does Engagement Look Like? Engagement is the relationship between an organization and its employees. An engaged employee is fully absorbed by and enthusiastic about their work. An engaged employee takes positive action to further the organization s reputation and interests.

12 What Does Engagement Look Like? Is disengagement always a negative?

13 What Does Engagement Look Like? Intentional Disengagement rest and recovery is essential to sustain full engagement

14 Attract Great companies great employees and keep them! Company Brand/Reputation/Image Incorporate Mission, Vision, Values Culture Value of Job

15 Attract Great companies great employees and keep them! Inspirational Leadership Organizational Uniqueness Ensure high level of communication

16 Recruit and Select Incorporate Mission, Vision, Values into interview process Promote culture Promote opportunities and benefits Ensure new hire s values are aligned with company values

17 Recruit and Select Ensure high level of communication Honor commitments Ensure structured process

18 On-Board Incorporate Mission, Vision, Values into On-boarding Process Be prepared Engage stakeholders Ensure high level of communication

19 On-Board Incorporate the 4 C s of On-Boarding: Compliance legal, policy related rules and regulations Clarification understand new job and expectations, role clarity Culture organizational norms Connection interpersonal relationships, resources, support

20 On-Boarding Benefits Increased Job Satisfaction, Job Performance Increased Commitment, Retention Rates Increased Time to Productivity Increased Social Integration, Organizational Culture Increased Customer Satisfaction

21 Employee Development Incorporate Mission, Vision, Values into employee development process Facilitate employee development Ensure high level of communication

22 Employee Development Ways to Facilitate Employee Development Individual Development Plans Performance Metrics Opportunities Outside of Job Function Constructive Feedback Interaction and Collaboration Link to Professional Network Set the Example of Desired Behaviors

23 Employee Experience Actions compliment Mission, Vision and Values Culture Credible and trustworthy Autonomy when appropriate

24 Employee Experience Social support Empower to discover potential Flexibility when appropriate Equitable treatment Performance feedback

25 Employee Experience Positive reinforcement Coach towards success Employee involvement Inspired Leadership Ensure high level of communication

26 Recognition & Compensation Additional responsibilities, career development, and special assignments Training/education Feel valued and validated Appreciation/praise

27 Recognition & Compensation Interesting/meaningful work Feeling in on things Authentic communication/feedback Equitable treatment Comparable total compensation internal and external

28 Transition How the employee is treated as they transition Business decisions = Personal impact Ensure positive PR Provide transitional services

29 Role of Leadership relationship with immediate supervisor people leadership business leadership self leadership

30 Leaders - Build High Engagement 1 Credibility Communicate frequently, relate data to business fundamentals and strategy, communication forums for 2 way communication 2 Concern Ensure senior leaders communicate in person, appeal to employee s emotional commitment by linking experiences to initiatives 3 Connection Show employees how their jobs contribute to business objectives

31 Role of Communication Empowering leadership about who company is and where it is going Strategic Narrative Engaging Managers Authentic Feedback to Coach Employees Provide opportunity for 2 way communication Employee Voice Integrity No gap in actions vs. words

32 Role of Human Resources Proactive instead of Reactive Higher HR involvement Drive People planning cycle People Focus - enhance, motivate and retain most important asset

33 Role of Human Resources Drive performance and profitability Link people contributions and metrics to company mission Create structure around actionable items (recruiting, on-boarding, performance management, compensation, etc.)

34 7 Key Ways to Engage Employees Better Communication Show Appreciation Provide Recognition Walk the Talk Gallup Poll

35 7 Key Ways to Engage Employees Show Concern Listen Show Enthusiasm/Fun W Gallup Poll

36 Session Review

37 Contact Information Shellie Haroski, SPHR, SHRM-SCP