Upload
nikki-halcomb
View
177
Download
0
Embed Size (px)
Citation preview
&
Booth # 74102 Stop by for a demo!
Booth # 74102
1. Workplace Trends2. Case Studies3. Action Plan
Generation Bias“Our youth now love luxury.
They have bad manners, contempt for authority;
They show disrespect for their elders and love chatter in place of exercise;
they no longer rise when elders enter the room;
they contradict their parents, chatter before company;
gobble up their food and tyrannize their teachers.”
Generation Bias“Our youth now love luxury.
They have bad manners, contempt for authority;
They show disrespect for their elders and love chatter in place of exercise;
they no longer rise when elders enter the room;
they contradict their parents, chatter before company;
gobble up their food and tyrannize their teachers.”
Socrates 470 BC – 399 BC
Who Are They?
Who Are They?B
oo
mer
s • Born ‘46-64
• 51-69 yrs old
• Vietnam
• Civil & Women’s Rights
• Moon landing
• Personal Computer
Gen
erat
ion
X • Born ‘65-80
• 35-50 yrs old
• Cold War
• Fall of Berlin Wall
• Internet
• Mobile Phone
Mill
enia
ls • Born ‘81-’97
• 18-34 yrs old
• 9/11
• Social Everything
• iPod
• On Demand
Who Are They?B
oo
mer
s • Born ‘46-64
• 51-69 yrs old
• Vietnam
• Civil & Women’s Rights
• Moon landing
• Personal Computer
Gen
erat
ion
X • Born ‘65-80
• 35-50 yrs old
• Cold War
• Fall of Berlin Wall
• Internet
• Mobile Phone
Mill
enia
ls • Born ‘81-’97
• 18-34 yrs old
• 9/11
• Social Everything
• iPod
• On Demand
Who Are They?B
oo
mer
s • Born ‘46-64
• 51-69 yrs old
• Vietnam
• Civil & Women’s Rights
• Moon landing
• Personal Computer
Gen
erat
ion
X • Born ‘65-80
• 35-50 yrs old
• Cold War
• Fall of Berlin Wall
• Internet
• Mobile Phone
Mill
enia
ls • Born ‘81-’97
• 18-34 yrs old
• 9/11
• Social Everything
• iPod
• On Demand
What Motivates Them?
What Motivates Them?B
oo
mer
s • 51-69 yrs old
• Job Security
• Loyal to employers
• Money/Title Recognition G
ener
atio
n X • 35-50 yrs old
• Work/Life Balance
• Loyal to careers
• Autonomy
Mill
enia
ls • 18-34 yrs old
• Freedom & Flexibility
• Work “with” companies, not “for”
• Immediate feedback and recognition
What Motivates Them?B
oo
mer
s • 51-69 yrs old
• Job Security
• Loyal to employers
• Money/Title Recognition G
ener
atio
n X • 35-50 yrs old
• Work/Life Balance
• Loyal to careers
• Autonomy
Mill
enia
ls • 18-34 yrs old
• Freedom & Flexibility
• Work “with” companies, not “for”
• Immediate feedback and recognition
What Motivates Them?B
oo
mer
s • 51-69 yrs old
• Job Security
• Loyal to employers
• Money/Title Recognition G
ener
atio
n X • 35-50 yrs old
• Work/Life Balance
• Loyal to careers
• Autonomy
Mill
enia
ls • 18-34 yrs old
• Freedom & Flexibility
• Work “with” companies, not “for”
• Immediate feedback and recognition
Who cares?
• 2015: Millenials become the largest population in the workforce (¾ by 2025)
Source: US Census Bureau, 2014
2015 Workplace Trends
• 2/3 of US workers feel disengaged at work
Source: Gallup Poll, 2015
Most Popular Job
Source: NPR – Planet Money, 2014
Top 10 Unhappiest Jobs
#4 Dispatcher #9 Truck Driver
Source: Forbes, 2015
The Most Effective Way to Reduce Turnover & Retain Top Performers
Create a Culture They Cannot Imagine Leaving!
80% Will Stay the Course When Consistently Recognized and Rewarded
55% Would WalkTo join a company that has a formal recognition and rewards program G
Source: Globoforce, 2013
What can we do?
Impact of Effective Recognition
When companies spend 1% or more of payroll on recognition, 85% see a positive impact on engagement.
Source: SHRM Survey, 2012
Case Studies
Case Study 1: Mortgage Lender
Source: Incentive Magazine, 2014
Case Study 1: Situation
• 200 Remote and On-Site Workers
• Rarely Met Face-to-Face
• No Real Communication
• 30-40% Turnover
Case Study 1: Tactics
1. Connect the Remote Workforce
– Weekly Huddle Meetings
2. Get Employees Invested
– Hired Based on Fit
3. Recognize Great Performance in a Non-Traditional Workplace
– Launched an Online Employee Recognition Program
Case Study 1: Results
• 90% Retention Rate
– Industry Turnover Rate of 40%
• Decreased Recruiting Costs Substantially
– Employees Stay
– Employees Recruit for Them
Case Study 2: Call Center
Source: Technology Marketing Corporation, 2010
Case Study 1: Situation
• 1500 Seat Call Center
• Over 200% Turnover
• Job is Boring, Stressful
• Management Invested in Higher Pay, Better Workstations, Better Benefits – No Improvement
Case Study 1: Tactics
1. Find the Attack Zone– Month 3: Over 50% Turnover
2. Focus on Why Employees Stayed– Co-Worker Bonds
3. Reinforce Positive Employee Behavior– Launched an Online Employee Recognition
Program
– Rewarded Anniversaries, Acts of Kindness, Strengthened Employee Bonds
Case Study 2:Results
• 200% Turnover Down by 133% and Falling
• 82% of Employees Believed Company Committed to Recognizing Employee Accomplishments
“Treat employees like they make a difference,
and they will.”-Jim Goodnight, CEO, SAS
(1) Listen (2) Invest (3)Recognize
STEP 1
Listen
“I came away from this experience with a
deeper understanding
of the challenges
faced by our front-line employees.”
- Denny Slagle, President & CEO,
Mack Trucks (2011)
(1) Listen (2) Invest (3) Recognize
Source: 2011 - www.successfuldealer.com
“Open-Door” Policy
"Top Fleet Employers have accessible, available senior management teams
and “open-door” polices that make it easy
for drivers, owner-operators and non-drivers to make suggestions, offer ideas and raise any
concerns.“
Source: Trucking HR Canada, 2014
(1) Listen (2) Invest (3) Recognize
Source: Lireo, 2014
(1) Listen (2) Invest (3) Recognize
Source: Office Vibe, 2015
Regular Employee Feedback = Lower Turnover
HOW TO IMPROVE
(1) Listen (2) Invest (3) Recognize
3 A’s of Employee Surveys
1. Annual• E.g. Speedometer
Source: Forbes, 2012
2. Accountable• Encourage Improvement
3. Action• Do Something
with the Data
(1) Listen (2) Invest (3) Recognize
STEP 2
Invest
Recruiting Musts2) Hire Based on Fit1) Use Social Media
Source: OC Tanner, 2014Source: ICIMS, 2014
(1) Listen (2) Invest (3) Recognize
Training
(1) Listen (2) Invest (3) Recognize
Source: Office Vibe, 2015
Training = Better Performance
HOW TO IMPROVE
(1) Listen (2) Invest (3) Recognize
(1) Listen (2) Invest (3) Recognize
Core Value Alignment = Bottom Line Profits
HOW TO IMPROVE
Source: Office Vibe, 2015
(1) Listen (2) Invest (3) Recognize
STEP 3
Recognize
Source: Forbes, 2012
(1) Listen (2) Invest (3) Recognize
How Recognition WorksMaslow’s Hierarchy of Needs
“Peer-to-Peer” is a Must-Have
Source: Office Vibe, 2014
(1) Listen (2) Invest (3) Recognize
Source: Office Vibe, 2015
HOW TO IMPROVE
Recognition = Motivation
(1) Listen (2) Invest (3) Recognize
Meaningful Rewards
Source: 3cheers.com, 2014
(1) Listen (2) Invest (3) Recognize
Source: Lifehacker, 2014
(1) Listen (2) Invest (3) Recognize
Action Plan Summary
1) Listen
• Open-Door Policy
• Conduct Regular Surveys
• Measure and Improve upon Feedback/Results
2) Invest
• Recruiting: Social Media & Hire Based on Fit
• Implement Ongoing Training
• Positive Company Culture & Core Value Alignment
3) Recognize
• Diversify Recognition (Peer-to-Peer)
• Establish Motivating Reward Options
• Frequently Recognize and Reward