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Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP

People: Your Greatest Asset October2015

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Engaging and Retaining Employees through the

EMPLOYMENT LIFE CYCLE

Presented by:

Shellie Haroski, SPHR, SHRM-SCP

Assessing Engagement

1. List what works well to engage your employees

2. List areas of opportunity

3. Rate your employeeengagement, 1-10

Today’s Agenda

Life Cycle of an Employee(emphasis on steps 3-6)

Engagement

Why are we talking about engagement?

• Employee’s Market

• Cost of Employee Turnover

– 80% of operating costs are for human capital

– Cost to replace can be 30%-40% of annual salary

Engagement Statistics

we can’t afford NOT to engage our employees

$300Blost in

productivity

Gallup Poll

$11Blost by

employee turnover

US Bureau of National Affairs 2013

Engagement Statistics

if you are not engaging your top talent,

someone else will!

20%better

Corporate Leadership Council

87%less likely to leave

Corporate Leadership Council

engaged employees perform engaged employees are

Reality Check

How many of your employees come to work and say…

Reality Check

Engagement Statistics:

of employees are not engaged (simply going through the motions)

of employees are actively disengaged (doing bare minimum)

of employees are actually engaged

54%

17%

29%Gallup Poll

Reality Check

Single Most Influencing Variable

relationshipwith immediate supervisor

What Does Engagement Look Like?

What Does Engagement Look Like?

Engagement is the relationship between an organization and its employees.

• An engaged employee is fully absorbed by and enthusiastic about their work.

• An engaged employee takes positive action to further the organization’s reputation and interests.

What Does Engagement Look Like?

Is disengagement always a negative?

What Does Engagement Look Like?

Intentional Disengagement

rest and recovery is essential to sustain full engagement

Attract

Great companies

great employees…and keep them!

• Company Brand/Reputation/Image

• Incorporate Mission, Vision, Values

• Culture

• Value of Job

Attract

Great companies

great employees…and keep them!

• Inspirational Leadership

• Organizational Uniqueness

• Ensure high level of communication

Recruit and Select

• Incorporate Mission, Vision, Values into interview process

• Promote culture

• Promote opportunities and benefits

• Ensure new hire’s values are aligned with company values

Recruit and Select

• Ensure high level of communication

• Honor commitments

• Ensure structured process

On-Board

• Incorporate Mission, Vision, Values into On-boarding Process

• Be prepared

• Engage stakeholders

• Ensure high level of communication

On-Board

Incorporate the 4 C’s of On-Boarding:

Compliancelegal, policy related rules and regulations

Clarificationunderstand new job and expectations, role clarity

Cultureorganizational norms

Connectioninterpersonal relationships, resources, support

1

2

3

4

On-Boarding Benefits

• Increased Job Satisfaction, Job Performance

• Increased Commitment, Retention Rates

• Increased Time to Productivity

• Increased Social Integration, Organizational Culture

• Increased Customer Satisfaction

Employee Development

• Incorporate Mission, Vision, Values into employee development process

• Facilitate employee development

• Ensure high level of communication

Employee Development

Ways to Facilitate Employee Development

Individual Development Plans

Performance Metrics

Opportunities Outside of Job Function

Constructive Feedback

Interaction and Collaboration

Link to Professional Network

Set the Example of Desired Behaviors

1

2

3

4

5

6

7

Employee Experience

• Actions compliment Mission, Vision and Values

• Culture

• Credible and trustworthy

• Autonomy when appropriate

Employee Experience

• Social support

• Empower to discover potential

• Flexibility when appropriate

• Equitable treatment

• Performance feedback

Employee Experience

• Positive reinforcement

• Coach towards success

• Employee involvement

• Inspired Leadership

• Ensure high level of communication

Recognition & Compensation

• Additional responsibilities, career development, and special assignments

• Training/education

• Feel valued and validated

• Appreciation/praise

Recognition & Compensation

• Interesting/meaningful work

• Feeling “in” on things

• Authentic communication/feedback

• Equitable treatment

• Comparable total compensation – internal and external

Transition

• How the employee is treated as they transition

• Business decisions = Personal impact

• Ensure positive PR

• Provide transitional services

Role of Leadership

relationshipwith immediate supervisor

people leadership business leadership self leadership

1 2 3

Leaders - Build High Engagement

CredibilityCommunicate frequently, relate data to business fundamentals and

strategy, communication forums for 2 way communication

ConcernEnsure senior leaders communicate in person, appeal to employee’s

emotional commitment by linking experiences to initiatives

ConnectionShow employees how their jobs contribute to business objectives

1

2

3

Role of Communication

• Empowering leadership about who company is and where it is going

Strategic Narrative

• Authentic Feedback to Coach Employees

Engaging Managers • Provide

opportunity for 2 way communication

Employee Voice

• No gap in actions vs. words

Integrity

Role of Human Resources

• Proactive instead of Reactive

• Higher HR involvement

• Drive People planning cycle

• People Focus - enhance, motivate and retain most important asset

Role of Human Resources

• Drive performance and profitability

• Link people contributions and metrics to company mission

• Create structure around actionable items (recruiting, on-boarding, performance management, compensation, etc.)

7 Key Ways to Engage Employees

Better Communication

Show Appreciation

Provide Recognition

Walk the Talk

Gallup Poll

7 Key Ways to Engage Employees

Show Concern

Listen

Show Enthusiasm/Fun

W

Gallup Poll

Session Review

Contact Information

Shellie Haroski, SPHR, SHRM-SCP

[email protected]

864.553.7253