Employees Have Spoken. 7 Actions HR Should Take

Transcription

1 Employees Have Spoken 7 Actions HR Should Take

2 The war for talent is over and the talent has won. Thanks to the skills shortage and the Boomer exodus, organizations are now in dire competition for the top 10% of skilled employees who are looking for more than just a job. Expectations include not just benefits and vacation time, but ongoing development, flexible work policies, and a meaningful place to work.

3 Even the most progressive companies may find it difficult to retain high performing employees. Engagement levels are at an all-time low across all industries, with surveys showing a whopping 87% of employees either disengaged or actively disengaged. 1

4 But the outlook isn t all doom and gloom. With great change comes great opportunity, especially for organizations eager to build success around their talent. actions to take 7to ensure your organization delivers what the people want:

5 Stop policing, 1start trusting. The old way of work focused on managing the 1% who were doing it wrong. Successful companies today instead prioritize the 99% who are doing it right. This means transitioning from a command and control mindset to one of trust and transparency. 2 Trusting your people quickly creates a culture of loyalty, leading to harder-working employees. Jason Averbook, 2014: The Year of the Employee webinar. HCI February 12th, 2014

6 Change the way you 2measure engagement. If this morning s news is already old news, what does that say about your once-a-year engagement survey? Organizations must change how often they measure engagement and use the right metrics. A couple examples you could track are retention rates of critical employees or resignation rates by department.

7 Remember transparency 3is everything. What has social media taught us? There are no secrets. Your organization s culture, successes, and failures are public knowledge, thanks to networks of increasingly vocal employees and customers.

8 And they re not the only ones sharing their experiences online. Candidates today are not shy about airing their recruiting experiences, glowing or scathing. Are you giving the right candidate the right amount of attention at the right time and are you transparent throughout the recruiting process?

9 Quantify the value 4of engagement. DO DON T Switching to an employee-centric workplace requires leadership buy-in, so share relevant research with executives. For example, according to a study by the Jackson Organization, companies that focus on employee value see a return on equity and assets three times that of organizations that don t. 3 Steve Cooper, Make More Money by Making Your Employees Happy, Forbes, July 30, 2012

10 Stating engagement goals in terms of profits and market share helps gain leadership backing, so you ll spend less time asking for permission to change and more time executing it.

11 Realize talent is your only true 5differentiator. Almost everything else can be duplicated, including your services, products, and customer care. Forward-thinking businesses think of HR not as cost containment but as true competitive advantage. 4 Highly developed and passionate employees are the key to maintaining a unique edge in the marketplace. Elaine Orler, 2014: The Year of the Employee webinar. HCI, February 12th, 2014

12 Make our people are our most important asset 6more than a cliché. Ensure engagement, development, and leadership building are true priorities and make the effort to know your people better than LinkedIn. How? Begin by demonstrating real faith in your employees by posting all your job openings internally first. Show you realize that work and life are blending by not limiting what people can do while they re at work. Finally, make trust, not control, your driving force.

13 7 candidate Acknowledge the new priorities. Job seekers are looking for a vastly different work experience today, especially Millennials, for whom meaning, mission, and mobility are paramount.

14 Candidates today look for these four key elements when evaluating a new position:

15 ONE Contribution Will I have the ability to make a real difference? Will I be more than a cog in a machine? TWO Opportunity Will I have career and learning opportunities? Can I progress?

16 THREE Environment Will my surroundings be supportive, flexible, fun, and engaging? FOUR Trust and Leadership Is the company inclusive? Is challenging the status quo acceptable? Will I be recognized and rewarded for a job well done?

17 Cornerstone helps our 1,700 global customers big and small deliver the work experiences their employees demand. Increasing our clients competitive advantage through their people is our specialty. Learn more about our unified talent solutions at csod.com or call (888) Cornerstone OnDemand, Inc. All Rights Reserved. csod-cp-year-of-employee