Engaging and Retaining Top Tier Talent
July 27, 2009
Stop what you are doing right now. Take a look around you. Look at the people who are sitting next to you. How do they look? I don’t mean what they are wearing . . . take a look at their expressions. Are they happy? Sad? Focused? Stressed? Delirious?
There is no doubt about it. Companies need motivated, engaged employees who show up ready to contribute every day. This is especially true during these economic times. When you think about it, the success of any facet of your business can almost always be traced back to motivated, engaged, dedicated employees. Unfortunately, motivating people is far from an exact science, and sadly, there is no secret formula.
Right now, companies are struggling to survive. In the shuffle of economic difficulty, it is understandable that emphasis on employee retention and satisfaction may become a secondary concern. It may seem, in this job-starved economy that just having a job would be motivation enough to keep someone engaged in their work. Not so. Quality suffers when employees lack motivation. One more thing . . . Take a look at those faces again. You could be looking at a preview of things to come when the economic recovery begins. Employee retention could be a problem when the economy improves if employees have a bad taste in their mouths right now. Are you prepared to spend turnover and training dollars just as the recovery begins? Wouldn’t that money be better spent in other areas of your company?
From productivity and profitability to recruiting and retention, hardworking and happy employees lead to triumph.
As Vice President for Delta Dallas, I make an effort to motivate our employees each day. It is important to me that our employees stay engaged and feel motivated to reach their goals. Here are a few things you can do to ensure that your employees stay focused:
Start with YOU
Attitude is king. It’s amazing how, if you start the day with a negative attitude, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. On the other hand, enthusiasm is contagious. If you’re enthusiastic about your job, it’s much easier for others to be, too. If you’re doing a good job of taking care of yourself and your own job, you’ll have much clearer perspective on how others are doing in theirs.
A great place to start learning about motivation is to start understanding your own motivations. Think about how your job is configured to support your own motivations, and what can you do to better motivate yourself? The key to helping to motivate your employees is to understand what motivates them, so what motivates you?
ASK
Each person is motivated by different things. You can find out what motivates your employees by asking them, listening to them and observing them.
Create a check list of possible motivators. Fill out the list yourself and then pass it on to each of your employees. Let them know that their answers are important to you and that you really want to know what they find valuable in a work situation. When you are done, compare your answers to theirs. Recognize the differences between your motivators and theirs. After the check list has been completed by everyone, meet with each of your employees to better understand their points of view. Lastly, take some time alone to write down how you will modify your approaches with each employee to ensure their motivational factors are being met.
• Time Off
• Rewards, recognition
• Flextime
• Working from home
• Consider, for example, time with family, recognition, a job well done, service, learning, etc.
• Moving physical location of office/cube
• New job title
Goals
Establish goals that are SMART: Specific Measurable Acceptable Realistic Timely
Clearly convey how employee results contribute to organizational results. Employees want to know that what they are doing does make a difference. This realization often requires clear communication about organizational goals, employee progress toward those goals and celebration when the goals are met.
Recognition
When employees have done a good job, particularly when they’ve succeeded in a challenging assignment, nearly all want to be recognized for doing so. When this doesn’t occur, the result often is discouragement and disengagement. But, when honestly and genuinely offered by supervisors and other management, praise and recognition can be one of the greatest motivators.
Have Fun
The reality is that too few people are having fun at work. And there is plenty of evidence that suggests employees who have fun at work make more money for their employers, miss less work, are more creative, and ultimately have increased job satisfaction. Find a way to help your employees enjoy the time they spend at work each day. Yes, we are all at work to contribute to our company’s goals, but we can do it with a sense of enjoyment. Take the time, every once in a while, to bring fun into the atmosphere. Be creative and let your employees know that it is alright to have a good time at work. When they see you having fun, they will join in! Fun brings a sense of camaraderie and cohesiveness through shared (fun) experiences.
Okay, so one more time, take a look around. The people around you, the ones that have survived at your company during this down economy, are probably some of your most valued employees. A lot of the people around you right now are probably worth keeping . . . and will be leaders when the economy recovers and new hires are brought in. Let these top-tier players know that they are valued. Let them know that the extra efforts that they are making while staff is low will be remembered. They will return the favor in production, retention and loyalty.
MICHELLE COOK, CPC, CTS, is vice president with Delta Dallas. Reach her at mcook@deltadallas.com or 972-788-2300.
Engaging and Retaining Top Tier Talent
July 27, 2009
Keep the Good Ones
July 27, 2009
Keep the Good Ones
July 27, 2009
Interviewed by Arthur G Sharp of Smart Business
As originally seen in Smart Business Dallas
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The first 90 days on a job are the most critical for a new employee. Employers need to understand that this period is the most significant for a new hire. One path to employee retention is to implement an effective on-boarding program. Employers need a strategy to integrate new hires into a corporation’s procedures, culture and vision.
Smart Business spoke with Leslie Peterson to learn more about the value of on-boarding both temporary and direct-hire employees.
How does an employer benefit from a strong on-boarding program?
Companies that have structured on-boarding processes in place spend fewer dollars on recruiting and hiring due to a lower turnover rate. Perhaps the best benefit of on-boarding is employee retention, partnered with loyalty and increased productivity. According to Westwood- Dynamics’ website, employees who go through such a program stay with a company for at least three years longer than employees who are not offered an on-boarding process. The relative cost of on-boarding is low compared to the cost of turnovers. The expense of one employee turnover can be up to 1.5 times the salary of the position.
How do employers create a successful on-boarding program?
There are a variety of ways to set up a solid on-boarding program. Employers can start by evaluating their current plan, creating a checklist, and providing a mentor. The primary goal is to set up the new hire for success through information and training. The on-boarding program needs to be consistent and ongoing with follow-up throughout the employee’s first year. Periodically checking in with new hires and assessing their development will assure them of commitment to their success.
When does the on-boarding process begin?
Ideally, on-boarding begins before the job is even accepted. The employer should ask new employees to explain their concerns about the job before they start. When new employees are permitted to relate their fears early, employers can be proactive about potential tough periods in their process. By mainstreaming the new-hire process, employers can retain top talent and help their bottom line grow.
Post acceptance, the hiring manager should go over some key items with new hires, providing specifics as to where to park, dress code, items to bring for paperwork, when to arrive, whom to ask for and what to expect on the first day. That process will ease the new employee’s jitters, save time and serve as a starting point to plug him or her into the company.
What can employers do on an employee’s first day to ease his or her transition?
The first day of a work with a new employer is difficult. Often my candidates have told me that they feel out of place or uncomfortable asking for basic information that is second nature to seasoned employees. They need to be given a tour of the office, introduced to the team, shown restroom locations and told what time lunch is typically taken. These are simple suggestions, but having a basic working knowledge of the office can ease tension on that first day. In addition, established employees can check in with them periodically to engage new hires and make them feel welcome.
What steps should be taken after the first day?
The most crucial step is to check in with new employees to see how they are handling training and adjusting to the team. Thirty days into a new position, a new hire can begin to wonder if he or she made the right decision. Why? Relationships. Employers should check in with the new hire at the 30-day mark to see how the training process is preparing the employee and to see if he or she has developed at least one relationship with a fellow employee. Pairing new employees with a mentor connects them with the team, gives them a forum to ask questions, and helps them to learn the company culture.
What is important to new hires during the first 30 to 60 days in a new position?
Challenges and successes begin to surface between 30 and 60 days after a hire. Sometimes, new hires still wonder if they really know what is expected of them, if they have had an opportunity to exercise their strengths, if they received recognition recently and whether co-workers care about them as individuals. If the answers to these questions are no, then the employer and the new hires should discuss why that is and to whom the employees can talk to in order to resolve these problems. Ultimately, investing in people with the right values and tools of support will deliver the organization’s goals, and everyone will reap the rewards.
LESLIE PETERSON, CPC, CTS is accounting and finance manager for delta Dallas. Reach her at lpeterson@deltadallas.com or (972) 788-2300 for more information.
© 2007 Smart Business Network Inc.
The Seven Hidden Reasons Employees Leave
July 26, 2009
The 7 Hidden Reasons Employees Leave
Book Review by Tabitha Woods
No one likes to talk about why employees leave. Most companies give people a cursory exit interview if they give one at all, and almost no one actively tracks exit responses of departing employees. We usually believe exiting employees when they say that they are leaving because of a better opportunity, or more money . . . but what if they are lying to us when they leave?
They just might be. Recently, I had the opportunity to read The 7 Hidden Reasons Employees Leave by Leigh Branham. In his book, Mr. Branham observes a survey which states that “89 percent of managers said they believe that employees leave and stay mostly for the money.” However, Branham’s own research as well as other studies that have been done on this topic show that “80-90% of employees leave for reasons related NOT to money, but to the job, the manager, the culture or the work environment”. Wow. These are all internal reasons that can be addressed and improved. So what is a company to do if their exiting employees are not telling them the truth about their reasons for leaving?
Disengagement
The first issue that needs to be noted and addressed in any organization is disengagement. Any HR manager will tell you that employees disengage before they quit. Even worse, when disengaged employees stay, their production suffers, and they can affect the morale of their teams as well as customer perception. In his book, Branham refers to a study by the Gallup Organization that indicates U.S. workers may be more disengaged than we thought. The study indicated that a full 75% of U.S. workers are disengaged to some degree in their jobs. Clearly, no one is immune to the perils of costly employee disengagement, but Branham details 54 practices to help engage employees and keep them bonded to your organization.
The 7 Deadly Reasons
The next step in lowering your employee turnover is to understand the top seven reasons people choose to leave, and identify which ones are an issue in your organization. Branham breaks them down as follows:
Reason #1 The Job or Workplace Was Not as Expected
Reason #2 The Mismatch Between Job and Person
Reason #3 Too Little Coaching or Feedback
Reason #4 Too Few Growth and Advancement Opportunities
Reason #5 Feeling Devalued and Unrecognized
Reason #6 Stress from Overwork and Work-Life Imbalance
Reason #7 Loss of Trust or Confidence in Senior Leaders
Branham goes over each of these reasons and breaks down the intricacies and causes of each one. He skillfully delves into the psychology of loyalty, the importance of being valued, and engagement. Most importantly, he brings practical suggestions for change and has structured the book so that you can skip around and build a plan based on the needs in your company. He has done a great job of gathering data, interpreting that data, and translating it into useful information and tools for retention. This book is a must-read.
The current recession has been an eye-opener for all of us. In fact, it seems a bit counter-intuitive to focus on retention during world-wide recession. Eventually, though, the economy will get better, and at that point, talent will be a deeper commodity for businesses than it has ever been. If you haven’t already, it is time to start building a reputation as a great company to work for. Take the time now to build a culture that supports employee success and retention, and you will not only keep the key talent that has remained at your company during this economy, but attract additional top-tier talent when the recovery begins. Position your team now for high engagement and employee loyalty, and you will be ahead of the pack when the momentum of economic recovery ramps up.
Tabitha Woods is Marketing Coordinator for Delta Dallas. Reach her at twoods@deltadallas.com or 972-788-2300.
The Seven Hidden Reasons Employees Leave
July 26, 2009
