Workforce Trends -- Gallup

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1 Gregory P. Smith President Chart Your Course International Inc. ChartCourse.com Gregory P. Smith Accelerating Personal & Organizational Success Malcolm Baldrige Quality Award Examiner Worked for Army Surgeon General Author 11 books 23 countries Live in Durham Love to Sail Sarcasm is my gift Workforce Trends -- Gallup 86% of business leaders do not have an adequate leadership pipeline 79% have a significant retention and engagement problem 75% are struggling to recruit and attract top people they need Only 17% feel they have a compelling brand/culture Employee Retention Do you plan to pursue new job opportunities as the economy improves? 60%: Yes, I intend to leave 21%: Maybe, so I m networking 6%: Not likely, but I ve updated my resume 13%: No, I intend to stay Source: Right Management Critical Finding It Costs Much More to Replace Employees Than to Retain Them Why Good People Quit Poor match between the person and the job Poor fit with the organizational climate and culture Poor alignment between pay and performance Poor connections between the individual, their coworkers and the supervisor Poor opportunities for growth and advancement 1

2 retention of top talent is impacted most by the ability to provide meaningful work and a culture where people are passionate about what they do Culture A system of values and beliefs an organization holds that drives actions and behaviors and influences relationships. Description for culture Walt Disney Institute --Matthew W. Schuyler, Hilton s CHRO Source: HRE Jan/Feb 2011 Delivering happiness to customers, employees and vendors Delivering happiness to customers, employees and vendors Zappos: Lesson s Learned Bobcat of Kentucky Focus on the Culture Know What Makes People Happy ($2K) Be Part of Something Bigger than Yourself Autonomy Transparent Communication/All Hands/Twitter Training and Continuous Learning Progression Plans -- Internal Mobility Extra $100 for Each Year Worked Savings Bonds for Children All A s Safety Bonus Swap Jobs on Friday Financial Advice Bring Kids to Work Day 2

3 Riverside Automotive Group Steering Team Customer Commandments Training Treat Customers Like a Friend Hiring Process Improved Empowerment - $250 Service department sales up 22% Highest car sales in history June 2015 Customer complaints are down from one a week to one a quarter Increased motivation & retention 95% employees said... I am willing to put in extra effort for this organization. RECRUIT New Rules For Hiring Success RETAIN LEADERSHIP MOTIVATE TRAIN Everyone is responsible for recruiting First impressions matter Respond quickly to resumes Website: Career Opportunities page YouTube videos Day in the life Company Newsletter Online behavior assessments Mike Rowe Day In the Life Saint Luke s Hospital of Kansas City Nurse Turnover 7% VIP Card--Very Important Principles (Vision, values, commitments) 12 Customer Contact Requirements. Address all complaints within 24 hours or less. Performance Management Process (PMP) Career Ladders 4 Levels, Peer Based Promotion Process Stay Interviews Randomly Selected Broadcast Voic s from CEO 3

4 Most managers think about retention when its too late--after the resignation Hire 90-Day Intro Period Complete Employee Satisfaction Segmented according to the life cycle of an employee Random Selection 1 to 4 Years of Service 5 to 15 Years of Service Separation Alumni Recruitment Process Survey Intro Period Celebration Employee Opinion Survey Renew Interviews Stay Interviews Exit Interview Alumni Survey Design in Process First 30 Days Orientation Assign a buddy Lunch Bunch Assign New People to Best Supervisors Intent to Stay Interview Referral Bonus Retention Report to Owner Information You Must Know Current Employees: Why do they stay? Former Employees: Why did they leave? New Employees: Why did they say yes? Interviewed: But Said No, Why? Reasons Retention Efforts Fail Not connected to the vision, mission, and organizational values Not made part of the organizational strategy Not tied to the bottom line No clear goals No one held accountable Delegated to HR to fix Top leadership not involved Creating a Good Place to Work BUSINESS What Would You Like to See Your Managers Do? Better Set the at Example Communicating 77% Be Listen More to Appreciative My Ideas 70% Reward Be More Performance Appreciative 57% Set Be the More Example Fun 55% Show Reward Genuine Performance Concern 50% Handle Better Performance at Communicating Problems 42% Listen Don t to Micro My Ideas Manage 37% Try Show New Genuine Things Concern at Work 32% Be Try More New Fun Things & Enthusiastic at Work 26% Don t Be More Micro Fun Manage & Enthusiastic 26% 11. Get a Job Somewhere Else 4

5 Best Practices Appreciation Calls - Boeing Suggestion Program Bowling with Turkeys Employee Scavenger Hunt Rumor Mill Meetings Take a Walk in My Shoes Roast, Toast & Boast Sessions Bring Lunch In - Cookouts Lunch with the President Rewards, Recognition and Reinforcement Reward & Recognition Job Titles Drive My BMW Shining Stars Only a Fool Would Work Here This Long Roast, Toast & Boast Sessions Debuggers B.E.E.R. Award (Beyond Exceptions Exceeding Results Greased Monkey Award Banner Ads on Website Critical Finding Senior management has a sincere interest in employees well being is one of the TOP DRIVERS in employee engagement. 5

6 Final Take-A-Ways 1. Culture 2. Identify the important issues 3. Orientation 4. Hire good managers 5. Get rid of bad managers 6. Capture suggestions Chart Your Course International Highretention.com Managingtoptalent.com Helping Organizations Create Best Places to Work Important Information Navigator Newsletter Behavior Assessments Greg s Books Management Training 6