mistake #1 zappos: lesson’s learned · “delivering happiness to customers, employees and...
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7 Mistakes - Employee Retention7 Mistakes - Employee Retention1. Program vs. Culture Mentality1. Program vs. Culture Mentality
2. Not Managing by Fact2. Not Managing by Fact
3. Poor Hiring Practices
4. Ineffective Onboarding Process4. Ineffective Onboarding Process
5. Managers Not Trained5. Managers Not Trained
6. Lack of Growth Opportunities
7. Pay & Benefits Not Competitive7. Pay & Benefits Not Competitive
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Mistake #1
Program vs. Culture MentalityProgram vs. Culture Mentality
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“…retention of top talent is “…retention of top talent is impacted most by the ability impacted most by the ability to to provide meaningfulprovide meaningful work work and a and a cultureculture where people where people areare passionatepassionate about whatabout what
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are are passionatepassionate about what about what they do …”they do …”
----Matthew W. SchuylMatthew W. Schuyler, Hilton’s CHRO
Source: HRE Jan/Feb 2011
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“Delivering happiness to customers, employees and vendors”
“Delivering happiness to customers, employees and vendors”
Zappos: Lesson’s LearnedFocus on the Culture
Know What Makes People “Happy” ($4K)
Be Part of Something Bigger than Yourself
Autonomy
Transparent Communication/All Hands/Twitter
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Transparent Communication/All Hands/Twitter
Training and Continuous Learning
Progression Plans -- Internal Mobility
Mistake #2
Not Managing by Fact
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• Current Employees: Why do they stay?
• New Employees:
• Current Employees: Why do they stay?
• New Employees:
Manage By Fact
Manage By Fact
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Why did they say yes?
• Former Employees: Why did they leave?
• Interviewed:
But Said “No”: Why?
Why did they say yes?
• Former Employees: Why did they leave?
• Interviewed:
But Said “No”: Why?Airplane-clinic
AlumniHire9090--DayDay
Intro PeriodIntro Period RandomRandomSelectionSelection
1 to 41 to 4Years ofYears of
5 to 155 to 15Years ofYears of Separation
Employee SatisfactionEmployee Satisfaction
Segmented according to the life cycleSegmented according to the life cycleof an employeeof an employee
AlumniSurvey
RecruitmentProcessSurvey
IntroPeriod
Celebration
CompleteComplete
EmployeeOpinionSurvey
SelectionSelection
RenewInterviews
ServiceService
StayInterviews
ServiceService
ExitInterview
What HR Needs to Do
• Hold people accountable• Measure cost of turnover• Measure employee satisfaction• Measure retention department by department• Best practices list
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• Best practices list• Identify those most at risk• Weed out marginal managers• Provide training and tools to managers
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Mistake #3
Poor Hiring PracticesPoor Hiring Practices
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Right People
““Get the Get the rightright people on people on the bus, the the bus, the wrongwrong
people off the bus, and people off the bus, and the the rightright people in the people in the
rightright seatsseats.”.”
Jim CollinsJim Collins
Typical Job Interviews
42% of turnover could be eliminated with effective hiring and interviewing techniques
Ira WolfePerfect Labor Storm
The typical interview only increases the likelihood of choosing the best
candidate by less than 2% John and Rhonda Hunter
The University of Michigan
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Job Matching - Benchmarking•Identify key responsibilities•Position description•Develop job competencies•Screen for job competencies
1. Analyze the Job1. Analyze the Job1. Analyze the Job1. Analyze the Job
• Measure mental horsepower• Understand job performance drivers
(problems, people, pace and proceduresE t bli h b li
2. Profile Top 2. Profile Top PerformersPerformers
2. Profile Top 2. Profile Top PerformersPerformers
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• Establish baseline
• Evaluate the applicant• Interview• Take assessments
3. Assess Candidates3. Assess Candidates
• Make offer• Onboarding process• Development plan• Retention plan
4. Make Selection 4. Make Selection
Compare
WorkplaceMotivators
Person Job
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Behaviors
Job Competencies
Job Report
Mistake #4
Ineffective Onboarding Process
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Get People Onboard—First 90 Days•• “Lunch Bunch”“Lunch Bunch”• Roast, Toast & Boast
Sessions•• Adoption PapersAdoption Papers•• Assign New People to Assign New People to
Best SupervisorsBest SupervisorsBest SupervisorsBest Supervisors•• 30 Day “Intent to Stay” 30 Day “Intent to Stay”
InterviewInterview•• Training & Training &
Development PlanDevelopment Plan•• Retention Report to Retention Report to
CEOCEO
Create a Motivational Profile1. When do you feel most appreciated for what you
do?2. What strengths and skills do you have our team
can use? 3. What opportunities can I provide to you to assume
greater responsibility or achieve greater visibility?greater responsibility or achieve greater visibility?4. What does good communication look like?
Mistake #5
Managers Not Trained Properly
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Only 34% of managers and supervisors have the skills
needed to retain their workforce.
Richard Finnergan of Talent Keepers
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Keepers
Develop Leadership Behaviors
“A manager’s most important role is to
serve, grow, and inspire his or her people—with no
“A manager’s most important role is to
serve, grow, and inspire his or her people—with no
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p pexception.”
p pexception.”
Synovus Financial
1. Set the Example
2. Listen to My Ideas
3. Be More Appreciative
4. Be More Fun
Creating a Positive Environment
Creating a Positive Environment
What What Would You Would You Like to See Your Like to See Your Managers Do?Managers Do?
What What Would You Would You Like to See Your Like to See Your Managers Do?Managers Do?
1. Better at Communicating 77%
2. Be More Appreciative 70%
3. Reward Performance 57%
4. Set the Example 55%
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5. Reward Performance
6. Better at Communicating
7. Don’t Micro Manage
8. Show Genuine Concern
9. Try New Things at Work
10.Be More Fun & Enthusiastic
11.Get a Job Somewhere Else
5. Show Genuine Concern 50%
6. Handle Performance Problems 42%
7. Listen to My Ideas 37%
8. Try New Things at Work 32%
9. Be More Fun & Enthusiastic 26%
10.Don’t Micro Manage 26%
Frequency of Meetings = Trust and Confidence
U.S. Merit Systems Protection Board
M.O.D.D. Issue Boards
Makes Our Day Difficult
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Best Practices• Appreciation Calls • Bowling with Turkeys• Leadership Rounds• Employee Scavenger Hunt• Rumor Mill Meetings• “Take a Walk in My Shoes”
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• Roast, Toast & Boast Sessions
• Skip Level Meetings• DISC Behavior Assessments
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Mistake #6
Lack of Growth OpportunitiesLack of Growth Opportunities
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Best Practices - DevelopmentIdentify Top Identify Top PerformersPerformers
Mentoring Mentoring ProgramProgram
Exposure toExposure toHigh VisibilityHigh Visibility
Executive Executive CoachCoach
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Exposure to Exposure to ExecutivesExecutives
Online Talent Online Talent ProfilesProfiles
Development Plans
Leadership Leadership AssessmentsAssessments
Reward & Reward & RecognitionRecognition
High Visibility High Visibility AssignmentsAssignments
Development Development ProcessProcess
“Career Connections”
Best Practices
•• Google Google ---- Pet Projects Pet Projects
•• Cisco Cisco ---- Conversation with Bosses Conversation with Bosses BossBoss
•• Giraffe AwardGiraffe Award
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•• Banner Banner Ads on WebsiteAds on Website•• Name Company Wide Initiatives Name Company Wide Initiatives
After EmployeeAfter Employee
Mistake #7
Pay & Benefits Not CompetitivePay & Benefits Not Competitive
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1. Higher Calling/Purpose
2. Location/Commute
3. Better Managers
4. Worklife Balance
5 Challenging Work
Creating a Positive EnvironmentCreating a Positive Environment
BUSINESS
What Reasons Would Cause You to
LEAVE Your
BUSINESS
What Reasons Would Cause You to
LEAVE Your
1. Salary 64%
2. Advancement 57%
3. Challenging Work 47%
4. Better Managers 45%
5. Work Life Balance 44%
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5. Challenging Work
6. Better Benefits
7. Salary
8. Ed. Development
9. Advancement
10.Unfair Treatment
LEAVE Your Employer?
LEAVE Your Employer?
f
6. Higher Calling/Purpose 40%
7. Better Benefits 37%
8. Low Morale 27%
9. Location/Commute 25%
10.Development 25%
11.Unfair Treatment 23%
What We Do
KeynotesManagement TrainingStrategy Development
Coaching
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gHiring Solutions
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Retaining Winning Talent Facilitator’s Package
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