Optimizing Employee Retention in Non- .Optimizing Employee Retention in NonOptimizing Employee Retention

  • View
    241

  • Download
    0

Embed Size (px)

Text of Optimizing Employee Retention in Non- .Optimizing Employee Retention in NonOptimizing Employee...

  • Optimizing Employee Retention in Non-profitsOptimizing Employee Retention in Non-profits

    2008 Protegra Inc. All rights reserved.

  • Topics covered in the presentation

    Engagement and retention Innovative and engaging people practices and processes Non-profit organizations Non-profit organizations Sound people practices Deep employee involvement in creating high performance

    organizationorganization Teamwork, quality, leadership The Protegra Way: culture, fit, empowerment, continuous

    improvementp Service excellence, high performing teams

    2009 Protegra Inc. All rights reserved. 2

  • Outline

    Introduction Setting the stage: about people and behaviour Why people join an organization; why they stay Why people join an organization; why they stay Long-term organizational strategy for performance A system for achieving alignment and performance Focus on the employee Focus on the employee Employee engagement Managing behaviour

    2009 Protegra Inc. All rights reserved. 3

  • Introduction

    Non-profit organizations are businesses too! Compete for ever-shrinking resources, funds and budgets. Must build competitive organizations Must build competitive organizations. The theme of todays presentation, from a participants perspective

    is really on competing for employees and winning

    2009 Protegra Inc. All rights reserved. 4

  • Main premise

    You need to pay people fairly for what they do However, the key to attracting, engaging and retaining is not

    money In fact once you get over the barrier of entry moneymoney. In fact, once you get over the barrier of entry, money takes a back seat to most other work environment factors

    Salary and benefits are only two elements in an organizations employee value propositionorganizations employee value proposition

    Key:- Clear sense of purpose for their work- Pride in the organization (high performance on all facets), and- An environment where individuals can thrive and satisfy their

    needs

    2009 Protegra Inc. All rights reserved. 5

  • Non-profit sector statistics

    The voluntary and non-profit sector includes some 161,000 organizations

    - more than half (56%) are registered charitable organizations( ) g g Almost half of Canada's voluntary and non-profit organizations,

    nearly 69,000 of them, have paid employees (1.2 million employees). The others rely solely on volunteers.

    Representing 7.2% of the country's total paid workforce, the collective salaries of employees in the voluntary and non-profit sector add up to an annual payroll of $22 billionT t thi i ti id l i th t To put things in perspective, paid employees in the sector outnumber the total combined workforces of New Brunswick, Nova Scotia and Newfoundland and Labrador. They also outnumber employees in the country's entire construction and hospitality p y y p yindustries combined.

    Website of the HR Council for Voluntary & Non-profit Sectorhttp://www hrvs rhsbc ca/about the sector/stats sector cfm

    2009 Protegra Inc. All rights reserved. 6

    http://www.hrvs-rhsbc.ca/about-the-sector/stats-sector.cfm

  • Profile of non-profit sector employees

    74% of employees in the sector are women; more than for-profit organizations (47.5%)

    39% of employees are over the age of 45 years; the workforce in39% of employees are over the age of 45 years; the workforce in non-profit organizations is older than in for-profit organizations

    One-third of employees are in professional occupations Approximately 15% of employees are immigrantspp y p y g Nearly 40% of the sector's paid employees are union members or

    covered by collective agreements.

    Website of the HR Council for Voluntary & Non-profit Sectorhttp://www.hrvs-rhsbc.ca/about-the-sector/stats-sector.cfm

    2009 Protegra Inc. All rights reserved. 7

  • Profile of non-profit sector employer

    Most are very small organizations Most are very small organizations Well over half of the sector's employers have fewer than five

    employees and three-quarters of them have fewer than 10 employeesp y

    Only 3% of employers have 100 or more paid employees - but this small number of employers accounts for more than half of all the employees in the sector.

    2009 Protegra Inc. All rights reserved. 8

  • Challenging times ahead

    Project and short-term funding make it difficult to engage employees on a permanent basis

    Subsidies that are available for internships and work placementsSubsidies that are available for internships and work placements encourage organizations to hire workers for shorter and fixed duration (youth internships, etc.)

    Survey of non-profit organizations in Greater Sudbury, all of whom reported using wage subsidy programs, showed that:

    - At least 6 in 10 employees classified themselves as part-time or contract workerscontract workers

    - Agency managers reported a 66% decrease in full time staff and an 83% increase in part time staff over the previous five years.

    Report from the Canadian Council on Social Development, Katherine Scott (2003)Report of Human Resource Needs in the Non-Profit Sector produced by the Social

    2009 Protegra Inc. All rights reserved. 9

    Planning Council of Sudbury, Ontario (2001).

  • What do people want from their jobs?

    Take 2 minutes to list what you believe are the 5 most important factors to your employees

    2009 Protegra Inc. All rights reserved. 10

  • Setting the stage: about people and behaviour

    Ab h M l P id f N d M ti ti Th Abraham Maslow Pyramid of Needs, Motivation Theory Hawthorne Effect (Elton Mayo) The Experimental Effect Frederick Herzberg Two Factor Theory: Motivators and Hygiene

    FactorsFactors Douglas McGregor Theory X and Theory Y Edward Deming Quality Management and Systems Thinking

    Peter Senge Th Fifth Di i li Th A t d P ti f L i Peter Senge The Fifth Discipline: The Art and Practice of a Learning Organization and Mental Models. Thinking, communicating and collaborating!

    Ken Blanchard Gung Ho!Ken Blanchard Gung Ho!- The Gung Ho! model contains three central principles, which aim to create

    an organization of productive, committed employees who love what they do: Worthwhile work driven by goals and values (squirrel)

    P tti k i t l f hi i th l t ib t (b ) Putting workers in control of achieving the goal; everyone contributes (beaver) Cheering each other on (goose)

    John Kotter The Heart of Change

    2009 Protegra Inc. All rights reserved. 11

  • 2009 Protegra Inc. All rights reserved. 12

  • Surprise!

    What employees said

    Full Appreciation of Work

    What supervisors said

    High Wages Full Appreciation of Work Being Done

    Feeling of Being In On Things Help on Personal Problems

    High Wages Job Security Promotion in the Company Good Working Conditions Help on Personal Problems

    Job Security High Wages Interesting Work

    Good Working Conditions Interesting Work Personal Loyalty of Supervisor Tactful Discipline Interesting Work

    Promotion in the Company Personal Loyalty of Supervisor Good Working Conditions

    Tactful Discipline Full Appreciation of Work

    Being Done Help on Personal Problems Good Working ConditionsHelp on Personal Problems

    This survey is based on works by Susan Herrington, North Tennessee Private Industry Council in Clarksville, Tenn. Retrieved from http://www.nwlink.com/~Donclark/leader/want_job.html May 18, 2009.

    2009 Protegra Inc. All rights reserved. 13

  • Wh l j i i i h hWhy people join an organization; why they stay

    How do you attract employees?- Referrals (word of mouth)- Relationships (e.g. educational institutions)- Reputation

    Why people stay- Reality turns out to be equal or better than advertized- They enjoy their work; they fulfill their needs- They enjoy their coworkers- They are proud of their organization- They are proud of the work they do: they are allowed to serve their clients to the

    best of their ability. They make a difference.- They learn and grow as individuals

    Its important to acknowledge that every individual is motivated by different combinations and importance of needs, and that what motivates us changes with timeg

    As leaders/organizations, we need to create and maintain a system that is tuned, and responsive (adaptive), to the needs of our employees

    How do you know how your system is working? ASK THEM!!! Listen

    2009 Protegra Inc. All rights reserved. 14

  • What Protegras employees value From our most recent employee engagement / satisfaction survey

    Employee Value Proposition / Loyalty Drivers 2006 2007 2008Worthwhile work 5 2 1Supports Work / Life Balance 2Belief that Protegra understands what I do and how well 2 4 5Belief that Protegra understands what I do and how well 2 4 5Fair remuneration / Total Compensation 1 8 3Inspired/Effective leadership 4 7 4Control over fixing problems 2 9Co workers (working with people I like and respect) 9 3 6Co-workers (working with people I like and respect) 9 3 6Sense of growth/accomplishment 7 1 7Making a difference 8Opportunities to realize my professional objectives 9O t iti t li l bj ti 10Opportunities to realize my personal objectives 10Job security 12 4 11Opportunities to lead 7 10 12Working with leading edge technology 11 12 13Strong sense of belonging to a team 10 4Low stress 13 10Variety in assignments 5 12Ownership opportunities 14 14 15

    2009 Protegra Inc. All rights reserved. 15

  • i i l fLong-term organizational strategy for performance

    Vision: The organizations guiding idea around which to rally and that will endure

    Values- Win-Win-Win- Codified