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5/15/2015
1
Attracting, Retaining and Developing Your Top Talent
Meredith J. Masse SVP – Innovative Career Consulting, Inc.
February 2015
InnovativeCareerConsulting.com
Why We’re Here Today
Let’s Get
Moving!
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2
FACILITATOR
from Innovative Career Consulting, Inc.
MEREDITH MASSE
Senior Vice President
Certified Kolbe Consultant
Passionate about partnering with organizations to get the right people in the right seats doing the right work.
BUSINESS CASE: Why Bother?
TURNOVER IS
EXPENSIVE!
(Actually more like
$300+ billion/year)
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Cost to replace =
2 – 7 TIMES
ANNUAL SALARY
BUSINESS CASE: Why Bother?
DIRECT COSTS
1. Salary
2. Benefits
3. Training
4. Legal
5. Unemployment
6. Recruiting Costs
INDIRECT COSTS
1. Damaged Customer Relationship
2. Lost Productivity
3. Employee Morale
4. Lost Company Knowledge
5. On-Boarding Costs (supervisor time)
BUSINESS CASE: Why Bother?
$ 50,000
X 5
$250,000
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Why We’re Here Today Top 5 Mistakes Hiring Managers Make When…
1. Hiring ‘Em (Attracting)
2. Keeping ‘Em (Retaining)
3. Making ‘Em the Best (Developing)
And what you can do to avoid these!
HIRING Top 5 Mistakes Hiring Managers Make
1. Not taking the time to define what it will take to
actually be successful in the role/job.
2. Inadequate Recruitment/Screening Techniques
3. Interviewing based on a “gut” feeling
• “We both snowboard at Breck – Awesome!”
4. Not really On-Boarding:
• “Here’s your desk and a key…”
5. Not using expert resources
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HIRING Get the “right” people on the bus!
1. Define what
success looks like
not only in the job
but at your
institution (KPIs)
• O*NET online for
validated job
descriptions
2. Hunt! LinkedIn, Twitter, Facebook, YouTube
HIRING Get the “right” people on the bus!
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HIRING Get the “right” people on the bus!
3. Do Behavioral Interviewing
• “Tell me about a time . . .”
HIRING Get the “right” people on the bus!
4. Craft a 90-Day
Success Plan
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HIRING Get the “right” people on the bus!
5. Bring in the
experts!
RETENTION Top 5 Mistakes Hiring Managers Make
1. Reward and Recognize the
WRONG Behaviors
2. No Communication
3. Not Caring and Feeding for
Your Young
4. Integrity . . .Lack of
5. Keeping Dead Weight!
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RETENTION
Keep ‘em in Their Seats on The Bus!!
1. The #1 Reason People Leave . . .
Associates' Ranking
Items Employers' Ranking
1 Interesting work 5
2 Appreciation of work 8
3 Feeling "in on things" 10
4 Job security 2
5 Good wages 1
6 Promotion/growth 3
7 Good working conditions 4
8 Personal loyalty 6
9 Tactful discipline 7
10 Sympathetic help with problems 9
Source: Kovach, 1999.
#1 REASON WHY PEOPLE LEAVE . . .
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Associates' Ranking
Items Employers' Ranking
1 Interesting work 5
2 Appreciation of work 8
3 Feeling "in on things" 10
4 Job security 2
5 Good wages 1
6 Promotion/growth 3
7 Good working conditions 4
8 Personal loyalty 6
9 Tactful discipline 7
10 Sympathetic help with problems 9
Source: Kovach, 1999.
#1 REASON WHY PEOPLE LEAVE . . .
Associates' Ranking
Items Employers' Ranking
1 Interesting work 5
2 Appreciation of work 8
3 Feeling "in on things" 10
4 Job security 2
5 Good wages 1
6 Promotion/growth 3
7 Good working conditions 4
8 Personal loyalty 6
9 Tactful discipline 7
10 Sympathetic help with problems 9
Source: Kovach, 1999.
#1 REASON WHY PEOPLE LEAVE . . .
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Associates' Ranking
Items Employers' Ranking
1 Interesting work 5
2 Appreciation of work 8
3 Feeling "in on things" 10
4 Job security 2
5 Good wages 1
6 Promotion/growth 3
7 Good working conditions 4
8 Personal loyalty 6
9 Tactful discipline 7
10 Sympathetic help with problems 9
Source: Kovach, 1999.
#1 REASON WHY PEOPLE LEAVE . . .
RETENTION
Keep ‘em in Their Seats on The Bus!!
2. OVER Communicate
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RETENTION
Keep ‘em in Their Seats on The Bus!!
3. Care and Feed
RETENTION
Keep ‘em in Their Seats on The Bus!!
4. Create a Place Where
People Want to Be
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RETENTION
Keep ‘em in Their Seats on The Bus!!
5. Respectfully Exit the
Wrong Employee
DEVELOPMENT Top 5 Mistakes Managers Make
1. No Feedback and Accountability
2. Not Listening to Employees
3. Ignoring Collective Intelligence
4. Pigeon-Holing Your Employees
5. Not Equipping Managers to Manage
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DEVELOPMENT “Right” People with the “Right” Skills Driving the Bus
1. Specific Feedback on Observed Behavior
2. Listen – Actually LISTEN
DEVELOPMENT “Right” People with the “Right” Skills Driving the Bus
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3. Tap into the “Collective Intelligence”
DEVELOPMENT “Right” People with the “Right” Skills Driving the Bus
4. Plan for the Future –
Start Training Now!
DEVELOPMENT “Right” People with the “Right” Skills Driving the Bus
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5. Prepare Your Managers
DEVELOPMENT “Right” People with the “Right” Skills Driving the Bus
“Get the right people on the bus…
the right people in the right seats.”
– Good to Great, Jim Collins
Keep ‘em in Their Seats on The Bus!!
“Right” People with the “Right”
Skills Driving the Bus
– Meredith Masse
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THANK YOU!
Meredith Masse
303.865.4400
www.InnovativeCareerConsulting.com