Stay Interviews: HR s Secret Weapon for Strengthening Employee Engagement and Retention Efforts

Transcription

1 Stay Interviews: HR s Secret Weapon for Strengthening Employee Engagement and Retention Efforts Presented by: Erin Pappo Pamela Zlota Camden Consulting Group Thursday, September 15, :30 p.m. to 3:00 p.m. Eastern 12:30 p.m. to 2:00 p.m. Central 11:30 a.m. to 1:00 p.m. Mountain 10:30 a.m. to 12:00 p.m. Pacific or For On-Demand purchasing information, contact customer service at: or service@blr.com 2016 BLR and HR Hero Business & Legal Resources and HR Hero. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission. This program has been approved for 1.5 credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI website at Business & Legal Resources (BLR) is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CP or SHRM-SCP. This program is valid for 1.5 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit

2 Stay Interviews: HR s Secret Weapon for Strengthening Employee Engagement and Retention Efforts Presented by: Erin Pappo Pamela Zlota Camden Consulting Group September 15, 2016 Housekeeping 2

3 We still do things like a small company and we need to do things like a big company; the fact that they hired you and they want to hear from us is great. 3 Why Conduct Stay Interviews Possible Reasons. Conduct Stay Interviews and Retain your Top Talent 4

4 Why Conduct Stay Interviews Possible Reasons. Get an Insider s View of Employee Engagement 5 Why Conduct Stay Interviews Possible Reasons. Gain Competitive Edge and Differentiate Based on Your Talent 6

5 Why Conduct Stay Interviews Possible Reasons. Take a Temperature Check after a significant Organizational Change 7 Why Conduct Stay Interviews Possible Reasons. Align Business Strategy with the Talent Reality 8

6 Jot Down Your Ideas Page 9 The flexible schedule is big; having the freedom to make our schedule every day; my manager is very respectful that I can't work late and that is a huge factor for why I stay. 10

7 Main Topics Employee Engagement 101 Business Rationale for Stay Interviews Stay Factors-Key to Retention Organizational Readiness and Implications Identifying THE Target Audience Communication and Managing the Message Sustainability Benefit (for the Organization, Managers and Employees) 11 What is Employee Engagement? When employees get up in the morning thinking. I can t wait to get to work! I know what I m going to do today, I ve got some new ideas, and I m looking forward to seeing my friends in the office. 12

8 What is Employee Engagement? Employee engagement is about understanding one s role in an organization, and being energized about where you fit in in the organization's mission. 13 What is Employee Engagement? Employee engagement is about having a clear understanding of how an organization is fulfilling its purpose and objectives, and being given a voice in its journey to offer ideas and express views that are taken account of as decisions are made. 14

9 What is Employee Engagement? Employee engagement is about being included fully as a member of the team, focused on clear goals, trusted and empowered, receiving regular and constructive feedback, supported in developing new skills, thanked and recognized for achievement. 15 What is Employee Engagement? Engaged organizations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two-way promises and commitments between employers and employees are understood and fulfilled. 16

10 I may not be paid at the market rate but I appreciate the flexibility with my schedule and the work culture here. 17 Why Does Engagement Matter? R 18

11 There are only three measurements that tell you nearly everything you need to know about an organization s overall performance: employee engagement, customer satisfaction and cash flow. Jack Welch Former Chairman and CEO, GE 19 Compensation is not a driver for why people stay here. 20

12 Drivers of Engagement (Options for Further Discovery) Brand Recognition Benefits Peer Relationships Career Growth 21 Jot Down Your Ideas Page 22

13 Drivers of Engagement (Options for Further Discovery) Mission and Values Community Service Managerial Effectiveness Compensation 23 Drivers of Engagement (Options for Further Discovery) Trust and Fairness Development Opportunities Perks (Ping Pong, Free Food ) Industry Recognition 24

14 It would take a lot to lure me away. I look at the whole thing and I feel like I hit the jackpot! 25 26

15 I am young so I don t care about the Benefits, I think they are neutral. Obviously what I like is the cool office and the good work life balance. 27 Who Matters? 28

16 Who Matters? Women 29 Who Matters? Hard to Fill Skill Set 30

17 Who Matters? 31 Who Matters? Newly Acquired Company 32

18 Jot Down Your Ideas Page 33 A good day is when the staff have a good day. You can see it if they are upbeat, if they are working well with the other groups and they are moving things forward, getting things done. You can see it in their step. 34

19 Options for Discovery Focus Groups Survey Manager-Employee Conversations Expert HR Consultant 35 Jot Down Your Ideas Page 36

20 They re starting to care what we think. We haven t had a focus group before. This is the first time I ve ever done this in 12 years. 37 Questions and.questionnaires A Sample 1. What is really different here that makes you proud to be an employee? 2. Is your manager effective? If so, what do they do that you value the most? If not, what do you wish they would do more of? 3. What do you like most or least about working here? 4. What might tempt you to leave? 5. What talents are not being used in your current role? 6. What would you like to learn here? 7. What motivates (or demotivates) you? 8. What can your manager do to best support you? 38

21 Stay Interview Process I. DISCOVERY Identify objectives Review existing employee and customer feedback satisfaction scores and key indicative metrics Design quantitative and qualitative tools for discovery; choose sample size and population to survey Conduct focus groups, interviews and surveys to gather input Analyze findings and report results Propose areas for focus and possible activities 39 Stay Interview Process II. INSIGHTS Review findings and recommendations with key stakeholders Scan a condensed report of verbatim Discuss insights Assess organizational readiness for change Agree upon next steps based on findings and organizational readiness for change 40

22 I'm doing what I like to do which is most important; I have a very supportive manager who listens to me at my most insane moments; we keep being told that it's going to get better but nothing changes 41 Stay Interview Process III. ACTION Set priorities based on findings; leverage the good news and fix the issues Determine how to approach this phase including roles and responsibilities Decide who (internal or external resource) will facilitate the meetings Choose success measures Implement changes and measure results 42

23 Stay Interview Process IV. RESULTS Continue to connect with employees to assess satisfaction and level of engagement Communicate progress and celebrate successes Offer workshops for all managers so they can periodically meet with their employees and query them to discover the talent reality Train internal HR staff in how to conduct focus groups and report findings via a readily available, easy to use tool 43 When they actually do all this stuff, and they listen and then follow through it makes everyone feel better. 44

24 Why Action Learning Teams? 45 In Summary Just Do It! But..do what s right for your organization 46

25 In Summary Just Do It! But..do what s right for your organization who is your champion (senior leader) 47 Jot Down Your Ideas Page 48

26 In Summary Just Do It! But..do what s right for your organization who is your champion (senior leader) who are your keepers (employees) 49 In Summary Just Do It! But..do what s right for your organization who is your champion (senior leader) who are your keepers (employees) what will you do now (insights lead to action) 50

27 Jot Down Your Ideas Page 51 In Summary Just Do It! But..do what s right for your organization who is your champion (senior leader) who are your keepers (employees) what will you do now (insights lead to action) start with the absolute most compelling group (everyone will care-they already do!) 52

28 HR keeps pushing the needle to keep employees satisfied-these interviews are a great case of the company not resting on its laurels-always trying to make the employee experience better. 53 In Summary Just Do It! But..do what s right for your organization who is your champion (senior leader) who are your keepers (employees) what will you do now (insights lead to action) start with the absolute most compelling group (everyone will care-they already do!) Remember: You can t afford NOT to do this.now! 54

29 Why Camden? Industry-proven processes and practices Achieving results with global clients through customized solutions to meet organizational needs. An expert team Bringing real-world business experience to every engagement and a track record of successful leadership expertise in a range of industries. Sustainable impact Utilizing development tools and practices that continue to drive results long after the engagement has ended. 20-year track record delivering results-driven engagements in financial services, technology, life sciences, healthcare, higher education, professional services, and non-profits. 55 Contact Us ERIN PAPPO DIRECTOR OF CLIENT SERVICES CAMDEN CONSULTING GROUP EPAPPO@KEYSTONEPARTNERS.COM (617) PAMELA ZLOTA CONSULTANT, CAMDEN CONSULTING GROUP PZLOTA@CAMDENCONSULTING.COM (617)

30 Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

31 Erin Pappo Erin Pappo leads the Client Services team that supports Camden s consulting staff in the delivery of executive coaching, leadership development, training, team and organizational effectiveness solutions. She is also responsible for the development and management of Camden s diverse team of consultants and for the matching of Camden s consultants to the specific needs of its clients. Ms. Pappo has over 10 years experience in client services and account management, partnering with account managers, consultants and clients in project planning and the delivery of executive coaching and consulting services. Prior to joining Camden, she served as a project manager supporting the management and oversight of executive coaching programs for a range of large corporate and public sector organizations, and managed a global network of over 150 executive coaches. Pamela Zlota Pamela Zlota has over 25 years of HR consulting experience, she has a reputation as a high energy, insightful businessminded professional. Ms. Zlota began her career at Fidelity Investments where she held a number of HR positions including HR generalist, recruiter, trainer and OD consultant. She was instrumental in the development of all aspects of the Fidelity Investments TQM initiative including client satisfaction measurement,

32 leadership training, process improvement team training and performance measurement systems. She continued her TQM consulting services at Computershare (formerly EquiServe) before her most recent positions at Brown Brothers Harriman, where she was hired to revamp their Global Training and Development team and went on to focus on talent management process design, senior leader meeting facilitation, talent assessments and executive coaching. Ms. Zlota is adept at all phases of the HR consulting process including, the design, development and implementation of projects such as talent management processes, leadership pipeline initiatives, diversity efforts, transformational organizational changes, leadership development programs, team building and executive coaching.

33 Stay Interview Planning Tool 1. Stay Interview Objectives NOTES 2. Drivers of Engagement (areas to ask questions) 3. Demographic Groups to Include 4. Methods to use to Collect Data (quantitative and qualitative) 5. Key Stakeholders and Possible Stay Interview Program Champions 6. What am I Going to Do Now Pamela R Zlota Camden Consulting Group PZLOTA@CAMDENCONSULTING.COM Camden Consulting Group A Division of Keystone Partners