Contenu connexe Plus de Human Capital Media (20) Reinvest, Re-recruit and Re-engage: The Triple Threat to Talent Loss1. Beverly Crowell
Vice President
Career Systems International
September 11, 2013
Reinvest, Re-recruit and
Re-engage: The Triple
Threat to Talent Loss
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
2. Why this is important
Why you should care
What you can do!
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
3. Two weeks ago, he was your top
associate…
…one week ago he
resigned.
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
4. • Exciting work, challenge
• Career growth, learning & development
• Great people
• Fair pay
• Good boss
• Recognition, valued, respect
• Benefits
• Meaningful work –making a difference
• Pride in organization, mission, product
• Great work environment, culture
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
5. • Higher profit margin
• Increased innovation
• Increased market share
• Greater net income per employee
• Lower costs
• Better asset utilization
“This is a competitive edge that is often
overlooked by most organizations.”
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
6. • Get „em in the door
• Do a survey
• Get the data
• Develop action plans
• Check off the “to do” list
• Create short-term victories
• Later wonder why…nothing really changed
“For many, engagement is defined as the survey and the tedious
action plan...not the realization that someone, somewhere may
need to change their ways.”
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
7. The Warning Signs
• Low employee engagement scores
• Increased turnover especially in first two
years of hire
• Exit interview data
• Employee complaints to HR
• Decrease in productivity or quality
• People are talking
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
8. Replacement costs for lost talent
can be:
Entry Level: 30% - 50%
Mid-Level Managers: 125% - 200%
Software Engineers: 200% - 400%
Source: “Investing in Your Company’s Human
Capital”- Jack Phillips
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
9. • Differentiating knowing from doing
• Passing the buck
• Running on empty
• Happy arrogance
• Forgetting the basics
• Assumptions
• Taking a one-size-fits all approach
• Lack of accountability and follow-thru
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
10. Getting Started
• 80% of turnover is directly related to
unsatisfactory relationships with the boss
• Most retention factors are within control of
the manager
• Employees who are ignored by their boss are
40% more disengaged vs. employees who
are criticized by their boss who are 20%
more disengaged
• Bottom line – Bosses Matter!
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
11. A 25 year study of 12 million workers in 7,000
different companies discovered:
The relationship with a manager
determines the length of an
employee’s stay.
-- The Gallup Organization
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
12. New Boss You Like
Loss Trust in Boss
Variety in Your Work
High Level of Skills
Time to Finish Your Work
36% Pay Cut
36% Pay Raise
21% Pay Raise
19% Pay Raise
11% Pay Raise
Satisfaction Dimension Equal To:
Source: Haliwell and Huang, University of British Columbia
13. • Selects and develops people so they grow.
• Builds relationships that breed loyalty.
• Creates a work environment that people love.
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
14. …yesterday, your competition created
an opportunity for him.
Last month he researched new business
opportunities …
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
15. • Help build relationships
– What kind of support or direction do you need from me that you
aren‟t getting? What are you getting that you don‟t want?
• Talk about the job
– How does the job measure up to what we promised so far? Where
are we on or off? How might we course correct?
• Make it match
– How can I help you get more of what you want from this workplace?
Is there anything we need to adjust?
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
Extend the handshake
16. • Know Their Talents
– Skills, Interests, Values
• Offer Perspective
– Reflect on reputations
• Discuss Trends & Implications
– Share what‟s changing in their world of work
• Suggest Several Options
– Up is not the only way
• Collaborate on a Plan
– Provide resources, support and eliminate obstacles
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
18. Organizations that have a “recognition culture” report
employees are:
• 5x more likely to feel valued
• 7x more likely to stay with the company
• 6x more likely to invest in the company
• 11x more likely to feel committed to their jobs.
-Bob Nelson
- Razor Suleman
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
19. • “You really made a difference by…”
• “I’m impressed with…”
• “You got my attention with…”
• “You’re doing top quality work on…”
• “You’re right on the mark with…”
• “One thing I enjoy most about you is…”
• “You can be proud of yourself for…”
• “We couldn’t have done it without your…”
• “You’ve made my day because of…”
Sentence Starters
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
20. Replacing a bad boss with a
good one increases productivity
of each subordinate’s output by
more that 10%.
- Study by the National Bureau of Economic Research,
The Value of Bosses, August 2012
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
21. Demanding
Lacking patience
Blowing up
Criticizing
Withholding praise
Setting impossible
deadlines
Not listening
Not caring
Distrusting
Blaming
Breaking promises
Giving mostly negative
feedback
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
22. It’s Easy to Be a Jerk…
If You’re
Disengaged
Yourself!
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
23. Employees are:
• 12% less likely to stay
• 13% less likely to be innovative
• 33% more likely to be frustrated with the
company‟s systems and processes
• 7% less likely to feel valued
• 6% less likely to feel recognized
Source: Sirota, „The Enthusiastic Employee‟, 2009
24. • What do you really love to do?
• If you went back to a position in the past that you
loved, what would it be? Why?
• What can I do to keep you?
• What would entice you away?
• What matters most?
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
25. • Managers don‟t hold all the cards.
• SatisfACTION requires action.
• The grass isn‟t always greener.
• Waiting gets you nowhere.
• Know your equity.
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
26. • Why do you need to focus on reinvesting,
re-recruiting and re-engaging your talent?
• Where and when will you start?
• How can you move it from an idea and
put it into practice?
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
27. If you are not
recruiting your best
people, you’re the
only one who isn’t!
Thank You!
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans
28. Talk about what
matters most!
Email me at:
Beverly.Crowell@car
eersystemsintl.com
©2013 Love „Em or Lose „Em: Beverly Kaye and Sharon Jordan-Evans