KEYS TO RETAINING GOOD EMPLOYEES

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Ronald Young
6 years ago
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1 KEYS TO RETAINING GOOD EMPLOYEES THROUGH EFFECTIVE PLANNING EVALUATION COACHING EMPOWERING

TOPICS TO EXPLORE Strategic ROADMAP (do you have one?) Why it s important? How are you measuring employee performance? How do you know when they are achieving their goals?

2 TOPICS TO EXPLORE Strategic ROADMAP (do you have one?) Why it s important? How are you measuring employee performance? How do you know when they are achieving their goals? How are you coaching them? How effective are your methods? How are you evaluating their skills? How do you know if they are progressing? Are you allowing them to succeed? Are you listening?

NOW, A LITTLE INTRODUCTION Bill Schenke, VP Sales & Marketing Ameristar Perimeter Security, Tulsa, OK. 18 years with Ameristar Full service fence stores, Chicago, IL.

3 NOW, A LITTLE INTRODUCTION Bill Schenke, VP Sales & Marketing Ameristar Perimeter Security, Tulsa, OK. 18 years with Ameristar Full service fence stores, Chicago, IL. 10 years Tru-link fence company, Chicago, IL. 7 years 35 years experience in the fence industry Served on AFA board of governors Served on bod for NOMMA

CREATE A MISSION STATEMENT THIS SHOULD DEFINE HOW YOU ARE GOING TO DO WHAT YOU DO CREATE A VALUES STATEMENT

4 IT ALL STARTS WITH DEFINING A DIRECTION AND SHARING THE DETAILED VISION ACROSS THE ORGANIZATION CREATE A VISION STATEMENT THIS SHOULD DEFINE WHY YOU DO WHAT YOU DO. CREATE A MISSION STATEMENT THIS SHOULD DEFINE HOW YOU ARE GOING TO DO WHAT YOU DO CREATE A VALUES STATEMENT THIS IS THE ROADMAP TO DEFINE HOW YOU ARE GOING TO ACT ALONG THE WAY. ORGANIZATIONAL OBJECTIVES A DEEPER DIVE INTO THE DETAILS OF WHAT YOU NEED TO FOCUS ON.

5 VISION STATEMENT ASCEND TO THE HIGHEST PEAK OF THE PERIMETER SECURITY MARKET TO SAVE LIVES, PROTECT PROPERTY AND PROVIDE PEACE OF MIND FOR PEOPLE EVERYWHERE.

6 IT ALL STARTS WITH DEFINING A DIRECTION AND SHARING THE DETAILED VISION ACROSS THE ORGANIZATION CREATE A VISION STATEMENT THIS SHOULD DEFINE WHY YOU DO WHAT YOU DO. CREATE A MISSION STATEMENT THIS SHOULD DEFINE HOW YOU ARE GOING TO DO WHAT YOU DO CREATE A VALUES STATEMENT THIS IS THE ROADMAP TO DEFINE HOW YOU ARE GOING TO ACT ALONG THE WAY. ORGANIZATIONAL OBJECTIVES A DEEPER DIVE INTO THE DETAILS OF WHAT YOU NEED TO FOCUS ON.

MISSION STATEMENT CREATE VALUE FOR OUR CUSTOMERS THAT EXCEEDS EXPECTATIONS BY DELIVERING UNIQUE TOTAL PERIMETER SECURITY SOLUTIONS, THRU DEVELOPMENT OF INNOVATIVE PRODUCTS,

7 MISSION STATEMENT CREATE VALUE FOR OUR CUSTOMERS THAT EXCEEDS EXPECTATIONS BY DELIVERING UNIQUE TOTAL PERIMETER SECURITY SOLUTIONS, THRU DEVELOPMENT OF INNOVATIVE PRODUCTS, PROVIDING RELEVANT EDUCATIONAL PLATFORMS FOR OUR CUSTOMERS, AND IDENTIFYING MARKET OPPORTUNITIES, WHILE CREATING A SAFE WORK ENVIRONMENT THAT EMPOWERS OUR EMPLOYEES TO SUCCEED AND GROW.

8 IT ALL STARTS WITH DEFINING A DIRECTION AND SHARING THE DETAILED VISION ACROSS THE ORGANIZATION CREATE A VISION STATEMENT THIS SHOULD DEFINE WHY YOU DO WHAT YOU DO. CREATE A MISSION STATEMENT THIS SHOULD DEFINE HOW YOU ARE GOING TO DO WHAT YOU DO CREATE A VALUES STATEMENT THIS IS THE ROADMAP TO DEFINE HOW YOU ARE GOING TO ACT ALONG THE WAY. ORGANIZATIONAL OBJECTIVES A DEEPER DIVE INTO THE DETAILS OF WHAT YOU NEED TO FOCUS ON.

WITHOUT VIOLATING THE TRUST OTHERS HAVE PLACED IN US EXCELLENCE DEVOTE

9 TEAMWORK DEMONSTRATE AN ENVIRONMENT THAT PROMOTES COLLABORATION, OPEN COMMUNICATION, AND PERSONAL ACCOUNTABILITY INTEGRITY HONOR OUR COMMITMENTS WITHOUT VIOLATING THE TRUST OTHERS HAVE PLACED IN US EXCELLENCE DEVOTE OURSELVES TO THE CONTINUOUS PURSUIT OF DOING ORDINARY THINGS EXTRAORDINARILY WELL

10 IT ALL STARTS WITH DEFINING A DIRECTION AND SHARING THE DETAILED VISION ACROSS THE ORGANIZATION CREATE A VISION STATEMENT THIS SHOULD DEFINE WHY YOU DO WHAT YOU DO. CREATE A MISSION STATEMENT THIS SHOULD DEFINE HOW YOU ARE GOING TO DO WHAT YOU DO CREATE A VALUES STATEMENT THIS IS THE ROADMAP TO DEFINE HOW YOU ARE GOING TO ACT ALONG THE WAY. ORGANIZATIONAL OBJECTIVES A DEEPER DIVE INTO THE DETAILS OF WHAT YOU NEED TO FOCUS ON.

11 ORGANIZATIONAL OBJECTIVES Culture & People Innovation Financial strength Communication Process improvement Growth & expansion

12 The organization must be committed to a culture of not only employee development, but employee empowerment. Your employees can be viewed as your most valuable asset or your largest expense. Your employees want to feel that they are making a positive impact on your organization.

13 EMPLOYEE PERFORMANCE MEASUREMENT What metrics are you using to measure your employees performance? Productivity? Efficiency? Quality? Attendance? What or whom are you measuring them against? Established production rates? Adopted quality standards? Other employees?

14 EMPLOYEE PERFORMANCE SETTING GOALS Do your employees have set goals? Who sets those goals? Do the goals change? Do the goals support the objectives of the organization? Do the goals support the mission and vision statement? Does your employee participate is setting those goals?

Key Performance Indicators What performance indicators are critical to your success? How are your employees tied to those performance goals?

15 Key Performance Indicators What performance indicators are critical to your success? How are your employees tied to those performance goals? How are you supporting them in achieving those goals. Each employee should have between 3 5 KPI goals KPI s should be measured at least quarterly and discussed with the employee.

16 LEADERSHIP MANAGEMENT HAPPENS WHILE YOU ARE THERE, LEADERSHIP HAPPENS WHEN YOU RE NOT YOU MANAGE RESOURCES YOU LEAD PEOPLE YOUR ORGANIZATION IS FILLED WITH LEADERS THAT HAVE YET TO EMERGE

COACHING & MENTORING THROUGH SITUATIONAL LEADERSHIP What is SITUATIONAL LEADERSHIP? Situational leadership is a theory developed in the 60 s by Paul Hershey and Ken Blanchard.

18 COACHING & MENTORING THROUGH SITUATIONAL LEADERSHIP What is SITUATIONAL LEADERSHIP? Situational leadership is a theory developed in the 60 s by Paul Hershey and Ken Blanchard. It is a method that allows leaders to understand what style of leadership is most appropriate during the development of employee skills. It allows leaders to use a simple scale to assess the skill level, maturity level and commitment level of employees and what leadership style is most appropriate to use at that time.

COACHING STYLE SCALE S-1 S-2 S-3 S-4 Telling Unidirectional flow of information from the leader to the employee. Do this task this way and have it done by this time.

Participating The leader and employee share in the decision making process thus making this process more democratic.

19 COACHING STYLE SCALE S-1 S-2 S-3 S-4 Telling Unidirectional flow of information from the leader to the employee. Do this task this way and have it done by this time. Selling The leader now attempts to convince the employee that the leader should lead by providing emotional support to the employee Communication is bi-directional at this level of coaching Participating The leader and employee share in the decision making process thus making this process more democratic. This is where the leader begins the empowerment stage of the employee relationship Delegating At this stage of the process, the leader simply identifies the tasks that need be accomplished and simply monitors the employees progress. This is the stage that employee empowerment takes hold. There is a clear and well defined understanding of the task and the leader exhibits confidence in the employee to compete it.

EMPLOYEE MATURITY SCALE M-1 Awakening Stage (this job is hard!) Basic incompetence Un-willing to perform task M-2 Learning Stage (I don t understand why!

20 EMPLOYEE MATURITY SCALE M-1 Awakening Stage (this job is hard!) Basic incompetence Un-willing to perform task M-2 Learning Stage (I don t understand why!) Inability to perform task, but willing to do so. M-3 Application of Understanding Stage (now I get it I think?) Competent to do the task, but lacks confidence to do so. M-4 Execution Stage (get out of my way!!) The employee is ready, willing and able to perform the task.

21 EMPLOYEE DEVELOPMENT SCALES D 1 Low Competence Low Commitment Enthusiastic Beginner D 2 Low Competence High Commitment Disillusioned Learner D 3 High Competence Low/Variable Commitment Reluctant Contributor D 4 High Competence High Commitment Peak Performer

23 PUTTING IT ALL TOGETHER Create a strategic plan that is meaningful to your organization, your customers and your employees. Empower your people and allow them to contribute to the decision making process. Have a clear understanding of their development level as well as their maturity level. Coach and Mentor them using the proper method based on the situation. Understand that the coaching method may be different at times for the same employee. Listen to the feedback from your employees.

December A course in Leadership Development

December A course in Leadership Development A course in Leadership Development Course Objectives: 1) Identify characteristics of effective coaches, leaders and supervisors. 2) Describe four critical coaching techniques (training, counseling, challenging,