Mission: Attract & Retain

Employee
Disengagement


Cold Case
The Cost 
of Loss
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
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 lights are on but nobody's home
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
Within the U.S. workforce, Gallup estimates this cost 
to be more than $300 billion in lost productivity alone
Engaged organizations have 2.6 times the earnings per share (EPS) growth rate 
compared to organizations with lower engagement in their same industry.
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.
“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
Does your team have
a few high performers
a lot of disappointing but “adequate” performers
a few low performers
High performers prevent headaches

Low performers keep you up at night
Set the bar high… with the total focus on hiring and promoting people who turn out to be high performers, not just “adequate” performers.
Performance Management
Whether you know it or not,you
have an employer brand ~Karla

Leverage Technology
Employee Ambassadors
LinkedIn Groups
Facebook
Twitter
Blogs
Reputation Monitors
YouTube
Bounty
Reward upfront & 
annually up to 4 years
Contingency fee 25%
Retained search fee 30%
Referral fee ??
Are 49% of your workers going to look for a job when the market turns around? 
Employees are increasingly behaving like consumers when choosing to join or stay with an employer. 

Work Foundation and Future Foundation
We're all recruiters =)
What's an EVP?
The value that employees gain by 
working for a particular organization
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
 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
OK, So Now What?