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The labour market is getting tight, wages are rising and staff are getting restless – the new war for talent is heating up. In the webinar, HR and recruitment expert Martin Nally of hranywhere and SmartCompany editor James Thomson will discuss the keys to attracting and retaining star performers in the current market.
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James ThomsonSmartCompany.com.au
Martin Nallyhranywhere
The new talent wars – attracting and keeping stars
James ThomsonEditorSmartCompany.com.au
Martin NallyFounder/MDhranywhere
hranywhere © Copyright 2009
CH
ALLEN
GES
WE
FAC
E
Challenges of GEC*
Employee Performance is declining
Disengaged are staying
Hipos will quit
Senior Leaders effort is
dropping
7/04/2011
hranywhere © Copyright 2009
MA
NA
GIN
GIN
TU
RB
ULEN
TT
IMES
CLIM
ATE
SU
RV
EY#
Retain Talent
Stay & Grow
Provide Feedback on achievement of
Objectives
Reward & Recognition
Consider Flexibility and WLB
Work & Play
7/04/2011
hranywhere © Copyright 2009
FO
RM
ULA
Retain Talent
FeedbackRecognition
Flexibility
7/04/2011
hranywhere © Copyright 2009
hranywhere © Copyright 2009
CA
NW
ED
OA
NYTH
ING
?
Consider Flexible Work Arrangements: Fair Work Act
Mutually agree to change hours
Consider ways of Retaining Talent Long Term
Be Creative
Review Leave Management
7/04/2011
hranywhere © Copyright 2009
WH
AT
ISFLEX
IBLE
WO
RK
ING
?
Changed Working Patterns
Part-time working
Job sharing
Self-rostering
Leave Options
Time off in lieu or banked hours
Term-time working
Annualised hours
Additional leave entitlement
Allow unpaid Leave by agreement
Alternative arrangements
V-time working
Working from home
Career breaks
Unique working patterns
Shift working.
Shift swapping
Flexi-time
Staggered hours
Compressed working hours
hranywhere © Copyright 2009
BEN
EFITSTO
EMP
LOYER
SO
FFLEX
IBLE
WO
RK
ING
People
• Maximise labour
• Reduce absenteeism, sickness and stress
• Attract a wider range of candidates
• Retain valued employees
Customers
• Improve customer service
• Create new opportunities
Increase productivity
• Improve Morale
• Improve Engagement
• Build Value Proposition
Cost Reductions
• Reduce Business Costs
• Reduce recruitment costs
• Reduce Induction costs
• Reduce Churn
hranywhere © Copyright 2009
BEN
EFITSTO
EMP
LOYEES
OF
FLEXIB
LEW
OR
KIN
G?
Balance
•Greater sense of responsibility ownership
•Control of working life
Morale
•Better relations with management
• Increased loyalty and commitment
•Pass the BBQ Test
Well-being
•Less stress
•More time to focus on life outside work
•Better able to cope with children and Elders care responsibilities
Career
•More opportunity to continue to build career
hranywhere © Copyright 2009
hranywhere © Copyright 2009
TA
LENT
Retain Talent
FeedbackRecognition
Flexibility
7/04/2011
hranywhere © Copyright 2009
HIP
OS
• 25% Hipos plan to quit in next 12 months*
High Potentials more likely to
quit
High Potentials more likely to
quit
• Retain Hipos by addressing their needs
• Attract Key Competitors Talent using Attraction drivers *
Overinvest in Hipos by utilising
Retention & Attraction Drivers*
Overinvest in Hipos by utilising
Retention & Attraction Drivers*
7/04/2011
hranywhere © Copyright 2009
HIPO’S
AN
DL
OW
PER
FOR
MER
S
Engaged Disengaged
7/04/2011
hranywhere © Copyright 2009
RETEN
TIONEmployees expect Changes to Organisation Strategy to
increase in Turbulent times
•Behave Ethically
•Engage your Talent early
•Be Bold
•Be Open
•Employee Commitment is critical
7/04/2011
hranywhere © Copyright 2009
RETEN
TION
REQ
UIR
ESE
MP
LOYEE
CO
MM
ITMEN
T
Focal Points of Employee Commitment
Team
Manager/Leader CEO
Organisation
&
Culture
Role Clarity
7/04/2011
hranywhere © Copyright 2009
RETEN
TIONOutputs of Employee
Commitment*
Discretionary Effort
=Performance
Employee Willingness to go ABCD
Volunteer Mindset
Intent
to Stay
= Retention
True desire to be on the
Bus
Belief in Vision and
Values
7/04/2011
hranywhere © Copyright 2009
hranywhere © Copyright 2009
REC
OG
NITIO
N
Retain Talent
FeedbackRecognition
Flexibility
7/04/2011
hranywhere © Copyright 2009
hranywhere © Copyright 2009
RELA
TION
SHIP
SB
ASED
UP
ON
REC
OG
NITIO
N
Recognition means most to an employee when it
is sincere and spontaneous.
According to the largest study ever
conducted on workplace satisfaction
(Gallup),
recognition should occur at
least every seven days.
If you wait until a year-end annual review, you are waiting too long to recognize and you probably are losing people you do not need to.
7/04/2011
hranywhere © Copyright 2009
Strong relationships are vital in today's economy.
As your workforce shrinks and you need to do more with less, keeping quality employees becomes even more critical.
As a manager, it is your job to bond your best people to your company through recognition.
Help direct and motivate your "core" performers.
7/04/2011
hranywhere © Copyright 2009
Allow Employee Input
One on Ones
Regular Feedback
Simple Recognition
Act on Employee Suggestions
Awards
Celebrations
RecognitionRecognition
hranywhere © Copyright 2009
hranywhere © Copyright 2009
REC
OG
NITIO
N
Determine what is
valued by employees
Differentiate Recognition rather than
Praise everyone
Recognise different types of
employee contribution
Development opportunities can be used
as recognition
Reinforce the right
behaviours
hranywhere © Copyright 2009
Recognition can be achieved
through Development
Least Most
EducationEducation
&Training
Theoretical skill building &
practice
Mentors &Mentors &
RoleModels
Copy a particular skill or behavior
Coaching
Feedback
Coaching
&Feedback
Boss/ Mentor
On job
Experience
On-the-job
Experience
Projects
Shadowing
Full
JobChange
Stretch assignments
7/04/2011
hranywhere © Copyright 2009
FEED
BA
CK
Retain Talent
FeedbackRecognition
Flexibility
7/04/2011
hranywhere © Copyright 2009
hranywhere © Copyright 2009
HuddlesHuddles
Replicate Customer CommunicationsReplicate Customer Communications
Focus GroupsFocus Groups
Listening SessionsListening Sessions
Tool Box MeetingsTool Box Meetings
Team TalksTeam Talks
MEDIUMS FOR COMMUNICATIONE
XC
EPTIO
NA
LC
OM
MU
NIC
ATIO
NS
7/04/2011
hranywhere © Copyright 2009
The Gallop Organisation :
“....irrespective of the culture, the most
common reason for
people leaving an organisation is
dissatisfaction with
their immediate manager.... ” @@
wo
rldw
ide
rese
arc
h
hranywhere © Copyright 2009
hranywhere © Copyright 2009
GET A BETTER RESULT
Clear purpose / plan
Role ClarityDiverse Team
Exceptional Communication
The aim is to achieve ‘BREAKTHROUGH’ levels of performance
by grouping a diverse range of individuals together and
capitalising on the synergy which results through clear roles and
effective communication.
7/04/2011
hranywhere © Copyright 2009
hranywhere © Copyright 2009
SU
MM
AR
Y
Retain Talent
Ethical Behaviour
Feedback
Communicate
Communicate
Communicate
Recognition
Differentiate
Flexibility
Be Courageous
What Great Managers do differently:
Gain Employee Commitment
7/04/2011
hranywhere © Copyright 2009
Eight areas where organisations connect with its people:
Ou
r Pe
op
le H
orizo
n7/04/2011
Thank you