How  To  Build  a  Be-er  Team  

Joey  Price  Jumpstart:HR,  LLC  

Guess  How  Many:  

How  Many  Of  Your  Employees…  

Can  recite  your  corporate  mission?  

How  Many  Of  Your  Employees…  

Know  the  history  of  your  organizaIon?  

How  Many  Of  Your  Employees…  

Understand  the  difference  between  your  value  proposiIon  versus  your  top  three  compeItors?  

How  Many  Of  Your  Employees…  

Would  recommend  your  business  to  friends  who  are:    A)  PotenIal  customers?    B)  PotenIal  employees?  

Four  Keys  to  Building  a  Be-er  Team:  

• Fit  • Alignment  • Talent  • Engagement  

Fit:  “The  ability  of  an  employee  or  prospecIve  employee  to  become  engraSed  into  your  organizaIon  and  further  the  company  while  embracing  the  history,  culture  and  vision  of  the  organizaIon.”  

How  to  Communicate  “Fit”  to  Prospects  &  Employees:  

Prospects:  On  your  website:  -­‐  “We  believe…”  (Company  mission  statement/goals)  

-­‐  “  Our  team  consists  of…”  (What’s  your  ideal  employee  like?)  

-­‐  “Our  story  goes  something  like  this…”  (Where’ve  you  been  and  where  are  you  headed?  

Google  Careers  

McGraw  Hill  EducaIon  Careers  

Toms  Careers  

Tell  Your  Story  

How  to  Communicate  “Fit”  to  Prospects  &  Employees:  

Employees:  -­‐  ConInually  reinforce  values  through  spoken  word  and  internal  markeIng  efforts  

-­‐  Celebrate  milestones  while  emphasizing  the  importance  of  the  event  within  the  context  of  your  history  

-­‐  Determine  which  individuals  don’t  fit  and  free  them  to  pursue  opportuniIes  outside  of  your  organizaIon  

Share  Your  Values  

Celebrate  History  

Prune  Your  Team  

Alignment:  “The  ability  for  an  employee  to  think  ‘mission-­‐first,’  and  make  decisions  in  the  best  interest  of  the  organizaIon’s,  and  their  department’s,  goals.”  

PracIcal  Tips  to  Promote  Alignment:  

•  Create  a  repeatable  on-­‐boarding  process  that  requires  new  hires  to  prove  their  knowledge  of  important  corporate  and  posiIon  KPI’s.  

•  Train  managers  to  manage  according  to  corporate  objecIves,  not  personal  bias.  

Alignment  is  EVERYONE’S  Job!  

Leaders  =    Set  the  Culture  

Managers  =  Train  the  Culture  

Employees  =  Live  the  Culture  

Customers  =  Buy  the  Culture  

Hierarchy  of  Alignment:  

Does  this  decision  reflect  our  mission  and  culture?  

Does  this  decision  move  our  company  forward?  

Is  this  decision  legally  compliant?  

Talent:  “An  employee’s  ability  to  reliably  execute  his/her  tasks  according  to  a  organizaIonal  standards  without  undue  coaching  or  micromanagement.”  

PracIcal  Tips  to  Assess  Talent:  •  Define  measurable  KPI’s  for  each  posiIon  (qualitaIve  and  quanItaIve)  

•  Don’t  underesImate  the  importance  of  interpersonal  skills  and  abiliIes  

•  Train  managers  to  individually  assess  and  groom  the  talent  of  your  employees  

“Are  Annual  Employee  Reviews  Beneficial?”  

•  Yes,  but  only  when  they  are  coupled  with  on-­‐going  conversa5on  with  the  employee  about  his/her  performance.  

•  Managers  should  be  able  to  provide  real-­‐Ime  feedback  regarding  performance  so  that  annual  performance  feedback  is  not  a  surprise.  

Employee  Review  Model:  Weekly  

• Task  CompleIon  

• Team  Alignment  

Quarterly  

• Project  CompleIon  Rate  

• Growth  in  Skills  and  AbiliIes  

Yearly  

• Impact  on  the  OrganizaIon  

• Annual  Goal  Sekng  

Engagement:  “The  level  of  passion,  producIvity  and  commitment  an  employee  exudes  on  a  consistent  basis.”    

Helzberg  Two-­‐Factor  Theory  

Herzberg  and  Maslow:  

PracIcal  Tips  to  Increase  Engagement:  

•  As  a  leader,  walk  the  talk  by  living  out  corporate  values.  

•  As  a  learner,  seek  to  understand  and  improve  the  employment  experience.  

•  Never  put  engagement  on  “auto-­‐pilot.”  

QuesIons?