Mission: Attract & Retain

Mission: Attract & Retain

Are 49% of your workers going to look for a job when the market turns around?

Cold Case

• Challenge 77.9%
• Pride in my job 69.7%
• Responsibility 66.8%
• Compensation 60.6%
• People I work with 55.8%
• Personal growth 49.5%
• Loyalty 43.8%
• Fun 40.4%
• Meeting customer needs 39.9%
• Empowerment 39.4%
• Recognition 27.4%
• Tradition/habit 10.1%
• Pension/stock vesting 5.3%

“The toughest decisions in organizations are people decisions—

hiring, firing, and promoting people. These are the decisions that

receive the least attention and are the ones that are the hardest to

“unmake.” —Peter Drucker

Employees are increasingly behaving like consumers when choosing to join or stay with an employer.

Work Foundation and Future Foundation

1. Fostering a Culture of Management Concern– Companies

today are too often sending a message to employees that “you

are in charge of your own career; we will not go out of our way

to help you develop.” Management must show an interest in

helping people develop to their fullest potential.

2. Providing Relevant Training, And Early On– Companies

should think of training as career development, and be sure it’s relevant to an employee’s job and offered early in a worker’s career.

3. Permitting Job Enlargement – Don’t lock people into positions because they’re “so good at it.” Managers must continually ask: “What’s the next step for this employee?”

4. Walking the Talk – Having a strong strategic vision and

communicating it to employees is not enough to guarantee high retention. Behavior must be consistent with strategy

5. Rewarding Managers Also On People Skills – Many

companies say they value people and train their management

team to cope with people issues. Yet these same managers are

too often rewarded solely on their technical skills and financial

results.

6. Strengthening the Management Team – According to some experts: "People don’t leave jobs, they leave bosses." Marginal performers in management must be weeded out.

Employee Ambassadors

• LinkedIn Groups
• Facebook
• Twitter
• Blogs
• Reputation Monitors
• YouTube

We're all recruiters =)

Reward upfront &

annually up to 4 years

Contingency fee 25%

Retained search fee 30%

Referral fee ??

Performance Management

Does your team have

• a few high performers
• a lot of disappointing but “adequate” performers
• a few low performers

Set the bar high… with the total focus on hiring and promoting people who turn out to be high performers, not just “adequate” performers.

Engaged organizations have 2.6 times the earnings per share (EPS) growth rate

compared to organizations with lower engagement in their same industry.

Leverage Technology

Bounty

OK, So Now What?

Define EVP

• Branding: Turn your EVP into accurate and compelling images and messages that are consistently reinforced internally and externally.
• Identify strengths and gaps: In order to motivate and retain current employees, a distinctive EVP has to be perceived as real. Measure gaps in the delivery of the EVP and determine their causes.
• Design and implement programs to close gaps

What's an EVP?

The value that employees gain by

working for a particular organization

High performers prevent headaches

Low performers keep you up at night

• Compensation: The money employees receive for their work and performance
• Benefits: Indirect compensation including health, retirement, and time off
• Work content: The satisfaction employees receive from their work
• Career: The long-term opportunities employees have for development and advancement
• Affiliation: The feeling of belonging employees have to the organization

Employee

Disengagement

Whether you know it or not,you

have an employer brand ~Karla

The lights are on but nobody's home

The Cost

of Loss

In average organizations, the ratio of engaged to actively disengaged employees is 1.5:1

In world-class organizations, the ratio of engaged to actively disengaged employees is near 8:1

Gallup Q12

On average, attrition costs companies 18 months’ salary for each manager or professional who leaves, and 6 months’ pay for each hourly employee who leaves.

People First Solutions

Within the U.S. workforce, Gallup estimates this cost

to be more than $300 billion in lost productivity alone