Recruit and retain top talent

7 Creative Ways to Attract Top Talent

By: Sara Sayegh-Moccand
Digital Marketing Specialist, SalesWings

The goal of every recruiter is to find a candidate that perfectly fits the open position. In fact, perfectly aligning a candidate with a company is the most rewarding experience a recruiter can have. When you hire the right person your company likely will not incur costs such as time lost in further recruitment efforts or in training somebody that might not be a perfect fit. To avoid extra costs, companies large and small alike need to find better ways to identify, attract, and subsequently retain top talent. The million-dollar question is: how?

1. Present good fringe benefits

The most attractive companies take all of the great benefits they offer and then adapt them to the position they are seeking to fill. For example, a senior engineer is likely older and more established compared to a candidate just entering the job market, perhaps emphasizing childcare assistance rather than the Friday night team outing would be more enticing .For an example of how offering great fringe benefits can help attract top talent, look no further than Google.

2. Share your talent transformation plan

Show candidates that you not only have a plan for their immediate future, but also how you plan to provide growth opportunities. Demonstrate knowledge of their current skills to ensure that they are in the right position, then show them the way forward through a clear training and development track.

3. Leverage LinkedIn

Engaging with potential candidates on social networks such as LinkedIn can be useful, even if the candidate isn’t currently interested in the position you’re offering. A good way to approach this is by sending a message to the candidate with a link to your company website. You can also use a tool like SalesWings LinkedIn message tracking to score the level of interest of the lead. Perhaps the lead clicks on the link but doesn’t show any interest at the moment. With message tracking you at least know that they clicked on the link, so you can follow up by providing more information if necessary, hoping that the same lead will one day turn hot. Remember that 75% of professionals are passive candidates – meaning they’re not actively engaged in a job search – so it pays to have any edge in order to grab top talent before your competition does.

 4. Sell the work environment and profile

Showing candidates the great opportunities that come with working for your company can be a fantastic recruitment tool. For instance, giving examples of succession plans or the career progression plan of already hired talent recruited into a similar position can instill a level of confidence in the candidate that their employer will work to further their career.

A company should be up front about what is needed in order to be successful in a new role. If a candidate needs to develop new skills, the company should accordingly have a plan for how to help them develop those skills. Be open about internal and external training, any smart candidate will immediately see the benefits of developing their skills as they will have something to add to their CV.

Finally, talk about your company’s embrace of employee recognition. Employees crave employee recognition, with 93% of employees hoping to be recognized quarterly, if not more frequently. Share your company’s enthusiasm for recognizing great work and how employees are rewarded, whether through monetary rewards or social recognition.

5.  Seek to be acknowledged in a “Best Places to Work” ranking

Top candidates usually target high ranking “Best Places to Work” companies. Everybody loves to work for a company that treats employees well, so it is a good idea to exhibit the qualities the aforementioned high ranking companies do. Even if you don’t get acknowledged for your efforts immediately, you will still have taken important steps to make improvements in this area.

6. Focus on marketing

Integrate every digital marketing tactics into your recruitment efforts so that your talent acquisition team can identify, attract and engage with talent more easily. With this strategy, you can also target potential candidates before they begin their job search in earnest. The day they make their decision to leave their current company, candidates will send applications to a large number of other companies or agencies. With this method you can beat them to the punch, and be the company all other recruiters are competing against.

7. Employer branding

Demonstrating why your company is a great place to work is becoming a critical part of recruitment strategy. The LinkedIn report MENA recruiting trends 2017 reveals that over 81% of leaders in MENA countries need to invest more in employer branding. This is because employer branding has a significant impact on hiring top talent.

Your corporate website and LinkedIn page are great places to build your employer branding. A poor user experience on the career section of your website can negatively impact your brand, meaning you will receive fewer applications in general, let alone those from the top talent in your industry.

A great example of an employer branding strategy comes from Starbucks. In 2015, they used Twitter and Instagram to promote their brand. Potential hires had the opportunity to communicate with current employees by using the hashtag #sbuxjobschat. This allowed them to learn what inspired people in their jobs and what people look for in a company.

To sum up, communication is key to attracting top talents – if you don’t explain why your company is a great place to work, you will not attract the best candidates. Good luck and best wishes for a fruitful and rewarding new year!

If you’re looking to lure top talent, check out the blog post 12 Tips for Writing the Perfect Job Description.

Learn More Red CTA Button

 

  


About Sara Sayegh-Moccand

Sara Sayegh-Moccand The author Sara is a digital marketing specialist at SalesWings, a website tracking and lead scoring add-on. The software identifies your most sales-ready leads based on their website activity. It analyzes your leads’ past and future visits and scores their level of engagement/interest.

 

 

 

 

Measuring Employee Performance

5 Performance Measurement Myths

The question of how to measure employee performance represents one of the last vestiges of old-school HR methodology. Today’s workforce is digitally transformed, highly social and mobile, made up of multiple generations, and collaborating across virtual and global locations. There has been a profound shift in the workforce away from hierarchical, top-down organizations towards teams and collaboration, where having a culture of recognition can drive engagement and results far more effectively than infrequent reviews handed down from on high by management.

We all want the best hires and to lure the top talent. But once on board, they’re part of the organization, and now making sure that they’re fully engaged becomes the challenge. But how do we know if they are working up to their potential? Old-school approaches to performance management, which view a single employee outside of the context of today’s team-based, networked workplace, no longer ring true. Indeed some would argue that many of these approaches were myths to begin with – and I’d have to agree.

Here are five assumptions about measuring employee performance that need to be retired:

Myth #1 – Individuals should be judged solely on their own performance.

The idea that we perform as an island may apply to an isolated few, but it doesn’t fit the majority of workplaces — either today or yesterday. The investment made in working out how to evaluate individuals may be better spent evaluating the quality of their team or business unit’s output. What targets have been hit? What goals have been reached?

Perhaps we should be evaluating employees not only on their performance, but on their level of engagement and on their ability to thrive in team-based environment. Highly engaged employees are more likely to give the kind of discretionary effort that all bosses are looking for, and that have a tangible effect on a company’s bottom line. In fact, Aon Hewitt has reported that for every incremental one-point increase in employee engagement organizations saw a 0.6% increase in sales. For a company with sales of $100 million, this translates to a $6 million windfall! And in companies with the most engaged employees, revenue growth was 2.5 times greater than competitors with lower levels of engagement.

Myth #2 – Good employees just do the job, they don’t need a reason or added meaning.

Is the better employee really the one that doesn’t need to understand how their work aligns with company’s mission and values? Performance stems from engagement. And being engaged stems, in large part, from feeling aligned to — and invested in — the company purpose. Motivation and meaning go hand in hand.

Even if a task is performed well, accomplishing it inside a vacuum is going to create a gap somewhere along the line. Employees deserve to know why they’re there. They’ll participate more fully, and are more likely to push to reach targets and goals if they are invested in the rationale behind the effort.

Myth #3 – An employee that’s good this year will be good next year.

When a team of researchers dove into six years of performance review data from a large U.S. corporation, they found that only a third of high-scoring employees scored as high in subsequent years. And they found no evidence that high-performing employees always perform highly, or that poor performing employees perform poorly. Today’s workforce is continually being met with innovations that require new learning and new skills, so what’s “good” today may not be an accurate measure of what’s desirable tomorrow.

When a company uses trackable learning platforms, they have a means of measuring growth and development. To drive engagement and retention they can extend from onboarding programs, demonstrating a commitment to an employee’s growth from the moment of hire. 84% of employees want to learn, and keep learning. When you align an employee’s learning with the company’s business goals, that’s a win for all.

Myth #4 – Past performance is indicative of future results.

In 2015, a number of Fortune 500 companies announced that they were doing away with old school performance reviews. Accenture, the Gap, Adobe and General Electric all veered away from the annual or quarterly review ritual in favor of building a stronger culture based on continuous feedback and frequent recognition.

What’s happening instead is that many companies are moving to a system where employees and managers can give and receive social feedback and track the history of recognitions given and received. This new approach – measuring the frequency of peer-to-peer, intra-team and team recognitions within a powerful digital and social recognition program – provides better quality insights and has the potential to foster a far more positive, and productive, work culture.

Myth #5 – The best way to measure performance is when no one’s expecting it.

Spot checks, random and unexpected, are still recommended by some HR stalwarts, who assert that it’s a way to motivate employees to give a consistent performance. But it conveys an atmosphere of mistrust that may be more of a de-motivator.

Trust is critical to employee engagement, but it’s still in short supply: a recent survey of nearly 10,000 workers from India to Germany to the U.S. found that only 49% had “a great deal of trust” in those working above and alongside them. Contrast that with study findings showing that organizations are extremely concerned with driving engagement and promoting a workplace culture that is based on transparency and meaningful work. You can’t have both.

That we’re still having this conversation is in part because we may lack the imagination to see our way to a new starting point. But the real drive to perform comes from within.  We are motivated by purpose, and by being appreciated for what we do.

Employees today want to be engaged, we want to know what higher purpose our efforts are contributing to, we want to excel and to grow. Employers should start with that knowledge and measure their employees accordingly.

Make sure to check out the other series of guest blogs from Meghan Biro, starting with her first guest blog post For Recognition To Have An Impact, Make It Strategic.

Learn More Red CTA Button

 

 


About Meghan M. Biro
meghan biroMeghan M. Biro is a globally recognized Talent Management and HR Tech brand strategist, analyst, digital catalyst, author and speaker. As founder and CEO of TalentCulture, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent. Meghan has been a guest on numerous radio shows and online forums, and has been a featured speaker at global conferences. She is a regular contributor at Forbes, Huffington Post, Entrepreneur and several other media outlets. Meghan regularly serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers in 2015 by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, and Top 25 HR Trendsetters by HR Examiner.

 

How to Empower Leaders to Become Engagement Champions

By: Mike Vickers
Customer Training Manager, Achievers

Creating an engaged workforce is critical to business success. Engaged employees positively impact retention, absenteeism, productivity, customer ratings, profitability, and many other business outcomes – as outlined by Gallup. Sadly, only 32% of U.S. employees are engaged – meaning they are “involved in, enthusiastic about and committed to their work and workplace.” And the numbers are even worse beyond our borders, with engagement standing at a mere 13% worldwide! While leading organizations are aware of the problem and are actively seeking solutions, many are not seeing a good return on their engagement investments. As customer training manager at Achievers, I often work with organizations who are excited and committed to improving employee engagement, but they don’t really know where to start. I think part of the problem can be solved by clarifying who’s responsible for improving day-to-day employee engagement.

While I completely agree that HR is responsible for managing many of the programs and practices that impact and measure engagement, we can’t stop there. So who exactly has the greatest potential to influence day-to-day employee engagement in our organizations? Leaders. Leaders at all levels, especially at a senior level, have an obligation and a responsibility to drive employee and business success by becoming engagement champions. It is a commonly accepted business truism that people leave managers, not companies. Managers are the people that employees must interface with on a daily basis and with whom they have their most meaningful and impactful interactions with (both positive and negative). Because of the outsized impact they have on employee engagement, leaders and managers must learn what levers to pull in order to foster engagement on their teams.

It has been found that one of the most effective ways to drive engagement is through recognition. In fact, when asked what leaders could do more of to improve engagement, 58% of respondents to a recent survey replied “give recognition.” But employee recognition is just one piece of the employee engagement puzzle, albeit an extremely important one. What else can leaders do to help them become an engagement champion? Josh Bersin’s Simply Irresistible Organization model highlights five elements that drive employee engagement, and I believe leaders should use this as a guide in their role as engagement champions.

Josh Bersin's Simply Irresistible Organization model

Josh Bersin’s Simply Irresistible Organization model

Employing Josh Bersin’s Simply Irresistible Organization model and embracing employee recognition is a great place to start for leaders hoping to become engagement champions. [Josh presented the Simply Irresistible Organization model at the Achievers Customer Experience (ACE) conference back in 2014. You can watch his full presentation here if you’d like to learn more.] But how can organizations help accelerate their leadership’s path to becoming engagement champions? To begin with, they can use the following strategies to coach, develop, and support them on their journey.

Train leaders

Leaders need to be equipped with the knowledge and skills to drive employee engagement. Training should focus on why it’s important, how it can benefit them in their roles, and what they can do to improve engagement. This could take the form of short videos, bite-sized eLearning courses, formalized training sessions, intuitive reference materials, or other ways you train leaders. Leverage the expertise of your L&D team and align any training with their initiatives and programs.

Communicate frequently

Since leaders are often busy people, they need to be reminded on a regular basis of practical tips for engaging their team. The model above provides a starting point, but regular communications can help to reinforce what you expect of leaders and the ways in which you are supporting them, including: training, technology and mentorship.

Enable them with simple tools

As Deloitte points out, “people are overwhelmed with the volume and always-on nature of messages, email, information, and work related activities,” so it’s important that engagement tools are easy to use for employees and leaders alike. Leaders need tools to frequently measure engagement, provide actionable insights, and support their engagement efforts.

When considering who to partner with to support your engagement initiatives, there are many to things to consider. First, you need to identify your needs. Many current software solutions focus on only one aspect of employee engagement, such as recognition or pulse surveys. Others, like Achievers, offer a more complete engagement solution. One that enables social and points-based recognition, results-based incentive campaigns, wellness initiatives, innovation programs, pulse surveys, actionable insights, and more.

Next, you should consider what you want the employee, leader, and administrator experience to be with your software solution. The Achievers platform is designed to be an intuitive experience for all users, regardless of what device it’s accessed on. Finally, you should consider only those providers who will be a true partner on your engagement journey. Since its founding in 2002, Achievers has partnered with hundreds of organizations to improve employee engagement and positively impact business results.

By clarifying who’s ultimately responsible for day-to-day employee engagement and empowering leaders to become engagement champions, organizations can create an engaged workforce and see business success. To learn more about how to become an engagement champion, download The Ultimate Guide to Employee Recognition.

Download Guide Red CTA Button

About Mike Vickers
Mike VickersMike Vickers joined Achievers in January 2014 to lead customer training and education. He has spent over six years designing and implementing learning and performance strategies for organizations of all sizes. Mike is passionate about transforming organizations through effective learning solutions, innovative technology platforms, and modern HR practices. Connect with Mike on Twitter (@MikeVickers) or LinkedIn.

 

 

Learning and Development Programs

How to Leverage Learning and Development to Improve Employee Engagement

By: Kellie Wong
Social Media and Blog Manager, Achievers

Are your employees reaching their full potential at work? According to a Middlesex University study cited in a recent Sh!ft infographic, of almost 4,300 workers polled, a whopping 74% felt that they weren’t achieving their full potential at work. So how does a business engage its employees to make them feel empowered and more productive? One answer is by providing the right learning and development opportunities.

But how do you determine which learning and development opportunities are right for your employees? Getting the answer wrong could be costly. According to Sh!ft, the total loss to a business from ineffective training can add up to $13.5 million per year per 1,000 employees. The key is to stop wasting money on ineffective training programs and start approaching learning and development initiatives with a new, creative outlook designed to boost employee engagement.

Training Magazine recently featured an article providing a behind-the-scenes look at leading tech companies that are stepping up their learning and development opportunities to successfully engage employees. Following, we have pulled a few highlights from the article to help you gain some inspiration for your business:

Adobe’s focus on quality content

Adobe focuses on learning and development opportunities through its Learning@Adobe program. With the use of their own product, Adobe Connect, and other resources, they are able to offer a wide portfolio of e-learning tools. For Adobe, it’s all about the quality of content, and we can understand why:

“Adobe gets the content right—its 60-minute virtual Adobe Connect labs consistently receive net promoter scores above 90 percent.” – Training Magazine

Facebook’s learning and development package

Mike Welsh, Learning and Development Partner and People Engineer at Facebook, shared, “Facebook’s key learning and development objectives are to promote respect and foster a culture of continual learning.” So how does Facebook accomplish this? Through a number of innovative programs. First, the company focuses on personalizing the experience for employees with various specified tracks and on-demand classes. Next, Facebook provides an Engage Coaching Program that enables new managers to have one-on-one time with an executive as a mentor. Together, they work on their people management skills. Finally, Facebook’s FLiP (Facebook Leadership in Practice) program is built for peers and executive team members to provide rising leaders honest feedback.

Salesforce centers its attention on employee success

Salesforce focuses on employee success to drive customer success. In order to do this, Salesforce developed Trailhead, an interactive customer learning platform for in-house employee training. Trailhead also opens up one-on-one learning opportunities for managers and employees to discuss and track the progress of personal goals.

But Adobe, Facebook, and Salesforce are just three of many tech leaders that are effectively using and learning and development to drive employee engagement. Don’t lose sight of what’s important to your employees. According to Oxford Economics, 62% of executives say millennials will consider leaving their jobs due to lack of learning and development. Learn how to create an unbeatable learning and development program to retain your employees and keep them motivated.

What other ways can your business kick off an impactful learning and development program? Training Magazine shares five affordable ways for companies of any size to run a successful learning and development initiative:

  1. In-house mentorship and coaching
  2. Online education courses
  3. Gather employee feedback and test new ideas
  4. Train new managers to become inspirational leaders
  5. Value your employees like you value your customers

It’s been reported that three-fourths of employees that work for companies with financial performance that is significantly above average are moderately or highly engaged. Start engaging your employees with the right learning and development opportunities. By connecting employees to new learning and development resources, they can reach their full potential at work, feel driven to produce stronger results, and trust that their company cares about its employees’ success.

Learn More Red CTA Button

 
 
 
 
About Kellie Wong
Kellie WongKellie Wong is the Social Media and Blog Manager for Achievers. She manages Achievers’ social media presence and
The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 20+ guest blog contributors and edits every piece of content that gets published. Connect with Kellie on LinkedIn.

 

Inspirational Leadership

5 Keys: How to Become an Inspirational Leader

By: Marci Peters
Director of Customer Service, Achievers

How important is it to have inspirational leadership versus average leadership? The answer: Very important. According to Great Leadership, organizations with the highest quality leaders were 13 times more likely to outperform their competition in key bottom-line metrics such as financial performance, quality of products and services, employee engagement and customer satisfaction. Which is why it should be mission-critical for businesses to focus on developing inspirational leaders to improve company culture, teamwork, performance and bottom-line results.

CEOs are focusing on leadership development opportunities for their workforce more than ever to maximize business performance and encourage their employees to reach their full potential. Gallup estimates that managers account for at least 70 percent of the variance in employee engagement scores across business units. The same study found that managers with high talent are more likely to be engaged than their peers: According to Gallup: “More than half (54%) of managers with high talent are engaged, compared with 39% of managers with functioning talent and 27% of managers with limited talent.” With numbers like these it’s clear to see why it’s so important to foster proper leadership development, so those leaders can in turn inspire their employees, driving engagement and leading to better business outcomes.

So what exactly does it take to become an talented and inspirational leader? There have been countless books written on the subject of leadership, but the secret to being a strong leader is not in a chapter of any book, it is having a passion for leadership. Having the passion for leadership isn’t something you can just learn or pick up over time – it is built within your DNA and motivates you to get up every morning and make an impact. But there are some proven ways to bring out the leader in you.

After more than 20 years in leadership roles, I have identified what I believe are the five keys to unlocking the inspirational leader within:

  1. Find your inspiration
    Identify a role-model. For example, Bill Gates or Richard Branson, to name a couple current examples that instantly leap to mind. But they don’t necessarily have to be famous – think of any successful leader in your life who inspires you daily and aligns with the type of leader you want to be. Start exemplifying their leadership behaviors, whether it’s being more supportive, positive, fair, consistent, transparent, appreciative, or all of the above. It’s important to look up to someone – every leader had another leader to look up to at one point in their life.
  2. Lead by example
    This step sounds cliché, but is absolutely true. You should always lead by example and practice what you preach. No leader is effective or taken seriously if they can’t act on their own beliefs or practices. Leaders need to actually lead the way, versus just talking the talk (and not walking the walk).
  3. Nurture others
    Take care of your people, from hiring to training, support and development and career pathing. Your team needs to feel the love when it comes to the full employee experience. It’s not always just about getting work done – it’s about feeling valued, appreciated and taken care of.
  4. Empower your team
    First and foremost, hire the right people with the right attitude and who are passionate about what they do. You want to build a team that meshes well together and shares the same values as the company, then train them well, starting with a strong, structured onboarding program. And of course, always provide a supportive, empowering environment for your team to thrive. Allow employees to learn from failures and celebrate their successes with frequent recognition and rewards.
  5. Have fun
    It’s as simple as that! Business is business, but you have to make time to play and have fun. It makes all the difference when you enjoy what you do – people can see when someone loves what they do and your positive energy will only benefit the workplace. Also, according to the Center for Creative Leadership, 70 percent of successful executives learn their most important leadership lessons through challenging assignments. Consider taking an out-of-the-box approach with challenging assignments to make them more fun.

Not only do these five keys result in better leadership, but they also have the side benefit of increasing employee engagement. Inspirational leaders take the time to inspire, support, listen and identify opportunities for their team. According to The Harvard Business Review, developing strengths of others can lead to 10-19 percent increase in sales and 14-29 percent increase in profit.

As an inspirational leader, you can effectively engage your employees and develop their strengths for more successful business results. If you act upon these five keys with genuine interest, honesty and sincerity, you will become a more inspirational leader, foster strong and meaningful relationships and improve your bottom-line.

With 51 percent of employees reporting that they are not happy at work (see our latest infographic), companies clearly need more inspirational leaders to boost employee engagement and retain top talent. Want to learn more about the current state of employee disengagement? Download The Greatness Gap: The State of Employee Disengagement White Paper.

Download White Paper Red CTA Button

 

 

About Marci Peters

Marci Peters

Marci Peters began her 20+ year Customer Experience & Contact Centre profession in the telecom space, but she has spent the last four years with Achievers – Changing the Way the World Works. She believes strongly that customer needs shape the business and employees are your most valuable investment. She has a proven track record in tactical execution of strategic customer initiatives to transform service delivery and drive positive results. View Marci Peters’ LinkedIn profile here.

 

High Employee Turnover

How to Protect Your Company from High Employee Turnover

Every manager and HR professional views employee turnover as a headache, but do you actually know how expensive and damaging it can be to your organization? Here’s a look at the dimensions of this complex problem and some tested managerial practices to alleviate it with long-term solutions.

The dimensions of the problem

Current statistics from Catalyst show that it costs an average of one-fifth of an employee’s salary to replace that person, which means that for a position paying $50,000 a year, your replacement costs will generally run over $10,000. Furthermore, this cost estimate is only an average; replacing more specialized employees can often run into six figures! One Catalyst estimate states that turnover-related costs amount to 12 percent of pre-tax income for a typical company; and these figures don’t begin to describe the internal stress created when someone quits, or the hit your brand can take if a disgruntled departing worker shares their displeasure on social media.

From the employee point of view, it’s important to realize that in 2015, almost 25 percent of American workers left their jobs voluntarily. Moreover, nearly 37 percent stated that they were currently thinking of quitting, even though they hadn’t made the move yet. The root of employee attrition originates in a lack of engagement, so the best approach to protect your company from high employee turnover is to focus on employee engagement. However, despite these alarming figures, nearly 1 in 5 executives still don’t measure their employees’ engagement in any way.

Start at the beginning

Creating a sense of engagement and belonging in your staff begins on the very first day. One-third of all employees know within the first week at a new job whether they will stay with the company for the long term. With this in mind, it is important to focus on the quality and structure of your onboarding process. Your onboarding process should be built with employee retention as one of its primary objectives. The mission and purpose of your organization should be clearly communicated from day one so that your new hires can envision your company as the right fit for their career in the long run.

Build team relationships

Assigning a mentor to new employees helps them integrate into the work culture and feel more welcomed by other team members. The mentor will naturally take an interest in the person to whom they are assigned, and should feel invested in making sure the new employee transitions into their role smoothly. An important thing to remember is that formal mentoring is only a part of the senior employee’s job. They also need to make introductions, share practical knowledge, and help the new employee to feel welcomed as a valued part of the team.

Make room for personal work styles

Providing enough flexibility to allow for various work styles and schedules is also becoming increasingly important to organizations’ employee retention efforts. If you have employees who have expressed an interest in working a slightly adjusted schedule, allowing them to shift their start time a few hours earlier or later builds loyalty and goodwill by letting them know you trust them to enough to be flexible. Harvard Business Review cites an experiment in which half the workers at a travel website were allowed to choose whether they’d like to work from home. After a nine-month trial period, the company found that workers in the at-home group quit at half the rate of those who remained at the office. Furthermore, productivity in the at-home contingent had increased by 13.5 percent. Not every employee prefers to work remotely, but facilitating that opportunity will build your brand’s reputation as being a responsive, caring employer.

Help your employees reach toward the future

Providing your staff with training and development opportunities is also an essential part of any retention strategy. This may seem counter-intuitive if you think that you’re just spending money training your staff for their next career move. But as a matter of fact, training has been statistically linked to retention, and HR consultants point out that their experience bears out these figures. Offering your staff the chance to increase their skills is a form of succession planning: By nurturing your company’s top performers you ensure a home-grown stable of future leaders. It also broadens the extent of your own in-house expertise, potentially saving you money by filling existing gaps in skills. Finally, the challenge of and rewards of learning new skills increase employees satisfaction and actually slows employee turnover.

Engage employees through recognition

Recognizing your employees for the contributions they make is another essential element in any program to increase retention. This basic management truism is all too easy to set aside when the pressure is turned up for higher productivity — but the price of ignoring employee recognition is far too high to pay. In a SHRM survey of workers who had quit in the first six months of a job, 38 percent said that they might have stayed if they were “recognized for my unique contributions,” or if they received more attention from coworkers and managers, or if they had simply been offered a friendly smile.

The solutions to employee turnover are some of the same actions that will strengthen every aspect of your business. When you make internal changes that bring your staff a greater sense of well-being and a feeling of being supported, you’ll not only retain them but also attract top talent and deliver better products and services as a result. To learn more, download our white paper on uniting your workforce with a positive company culture.

Download White Paper Red CTA Button

 

 

 

Characteristics of a good manager

Characteristics of a good manager: what can and can’t be taught

You’ve heard the expression “born leader” before. Is there such a thing? And if being a good manager is due to inborn traits, is there value in all the leadership training programs currently available? The truth, as you probably suspected, is a combination of both. Here’s a look at some of the inherent qualities that contribute to effective leadership, together with an exploration of the ones that can be taught:

Inherent leadership qualities

According to Psychology Today, about one third of leadership ability springs from a person’s innate tendencies. These include the following:

  • Extraversion: A good leader often has to deal with other people all day long, so it’s better to be energized rather than drained by the experience.
  • Social intelligence: Managers don’t necessarily need the kind of intelligence that allows people to solve calculus problems, but they need a quick understanding of the structure of social interactions.
  • Assertiveness: Obviously a leader must be willing to put their message out in clear terms.
  • Willingness to take risks: Leaders must be capable of taking calculated risks without being timid or foolhardy.
  • Empathy: Good leaders have the capacity to see the world through the eyes of those whom they direct.

Leadership qualities that are teachable

In one study, managers who took a leadership course saw improvement in many of the characteristics of a good manager as long as they started with one key quality: employee motivation. University of Notre Dame, which offers leadership training, identifies business course topics that contribute to the development of skilled leaders. These topics include:

  • Good communication skills: A person’s extroversion is only beneficial if it is backed up by skillful speaking and writing abilities.
  • Team building ability: Leading depends on building effective working groups and bringing stakeholders together. This is the learned skill that extends social intelligence into measurable progress.
  • Recognition of the need for change: Taking bold steps to enact change when it’s necessary can feel risky, but a good manager is ready to step outside their safety zone and try something completely different.
  • Vision and goal setting: A persuasive manager develops visions and goals interactively through an empathetic understanding of subordinates’ needs.

Tips on training your managers

Leadership author Erika Anderson points out that the central leadership quality of self-awareness can be developed by inviting feedback from direct reports and encouraging managers to listen carefully. Instituting organizational channels for two-way communication between managers and their teams is good way to nurture self-awareness.

Rudy Giuliani is quoted as having said, “Leadership does not simply happen. It can be taught, learned, developed.” With training opportunities available to develop their innate abilities, your managers can prove his point.

Performance Improvement Plans

How to handle performance improvement plans without causing disengagement

If employees have been underperforming, performance improvement plans are sometimes the best option. This process can be awkward for managers as well as employees, but the right approach can reduce everyone’s discomfort and contribute to better employee alignment. Here are four tips for increasing the chances that your employees will react constructively when you have to put them on a PIP:

Provide specific factual documentation

To keep the discussion focused and avoid sidetracking into argument, it’s important to cite exact dates and descriptions of problem episodes. The most concise format for documentation includes a description of the behavior or product that was expected, an outline of what the employee actually did, and a list of the consequences of the employee’s actions. In addition, if any earlier remedy or consequences were put in place as a consequence of that episode, it is important to include a notation of those.

Schedule face-to-face meetings

No good manager relies only on written communication for such a sensitive interaction. You should speak to your employee in person to inform them about the fact that you will be putting them on a PIP and then send them initial written documentation. After they receive the documentation, it is imperative that you schedule a face-to-face meeting in which you can have a two-way conversation about the issue. Following your conversation, you can confirm what you agreed on in a document that you both sign.

Ask employees what they need

In some cases, an employee’s sub-par performance is the result of insufficient resources, training, tools, or other support. Even if you’re feeling frustrated, it’s helpful to come into the PIP meeting with an open mind rather than with an assumption that the employee is entirely culpable. A productive PIP meeting should be based on the attitude that you and the employee are collaborating on finding solutions for a problem.

Develop an action plan together

While you may enter the discussion with some clear requirements in mind, it’s important that the employee have a voice in developing the action plan. If additional training is one of the items on your action plan it may be beneficial to ask the employee exactly what skills they would most like to improve. The key to a successful PIP is having employee alignment and buy-in.

Handled properly, a performance improvement plan can turn out to be a positive experience for a struggling worker. If you seek input from your employee and approach them with the sense of solving a problem together, the PIP can be a bridge to a more productive working relationship.

Tuition Reimbursement Policy

Do companies really benefit from giving tuition reimbursement?

Have you considered paying some of your workers’ tuition to continue their education? In an era where employee engagement is a top priority for businesses, tuition assistance is a much-sought-after company benefit. But it also has the potential to be a burden on your bottom line, so you must determine whether it ultimately provides a good return on your investment. The following points will help when developing a tuition reimbursement policy for your company.

Business investment or just another perk?

The opportunity to subsidize your employees to further their education requires careful decision-making. If your only reason for this offer is simply to increase employee engagement, you may want to consider other popular options such as flex-time or remote work opportunities. These options tend to improve employees’ work-life balance while being less expensive to implement.

On the other hand, if you do want to support your employees’ careers by helping them acquire specific skills, your organization has the chance to benefit from their improved knowledge and abilities. Furthermore, you will also build a strong employer brand and benefit from attracting top talent in a competitive marketplace. Remember that you may be able to offer up to $5,250 tuition assistance per year per employee and deduct it as a business expense on your taxes. Be sure to read the fine print on the IRS instructions regarding this tax break before you proceed.

ROI may be diffuse

Training Magazine highlights the 125 companies each year that excel in employee training. This eminent list includes some of the nation’s largest and most prestigious companies, and 99 percent of them offer tuition reimbursement. These businesses have determined that employee education is a worthwhile investment, however the true return might come in the form of lower employee turnover, greater productivity, better job candidates, and greater worker loyalty.

Roll out tuition benefits thoughtfully

If you do decide to offer a tuition program, you may wish to limit it to workers who have been with your company for a specific length of time. You can also specify the GPA that the employee has to maintain, and you can limit the areas of study to those that will directly pertain to the skills your company needs. Further, you may want to spend time talking with a worker who expresses interest in enrolling in school to learn how he or she will balance the commitments of job, class time, and homework.

By offering a well-considered tuition reimbursement policy, you will be partnering with your employees to build their success. At the same time, your company can benefit from their improved expertise and develop strong employee loyalty.

 

Employee Coaching

How to improve your 1:1 manager meetings

Holding regular one-on-one meetings with your employees is a major component of employee alignment, coaching, and good management. Not only are they a great way to build individual relationships with your employees, but there is often information that’s not appropriate to cover in a group setting. Handled correctly, these meetings offer abundant benefits for you, your staff, and your entire company. Here’s a quick look at how you can optimize the benefits of your individual meetings with employees:

How you benefit from 1:1 meetings with your direct reports

Meeting with your individual employee allows you to see beyond their output, giving you insight into their essential wellbeing. You will know ahead of time if the person is anticipating difficulties accomplishing their work, and you’re also likely to learn about any conflicts occurring between employees. Effective management depends on your awareness of what underlies high productivity, as well as the nature of existing and future obstacles. Furthermore, you will become a better manager as you absorb and learn from your employees’ feedback.

How your employees benefit from 1:1 meetings with you

Your direct reports rely on you to help them clear any work-related roadblocks they are experiencing. When you provide employee coaching and constructive feedback, you’re showing that you value each individual worker, enhancing your relationship and enabling them to work at their highest capability.

How your company benefits from your 1:1 meetings

Employee wellbeing has a direct effect on productivity. When you take the time to have regular one-on-one meetings, you are creating an environment in which personnel problems are solved before they become acute. Your organization saves money when employee turnover is reduced, and employee loyalty is strengthened when workers understand how their tasks align with the mission and goals of the company as a whole.

5 best-practice tips for one-on-one meetings

Follow these 5 tips to maximize the benefit of your one-on-one meetings:

  • Hold them in a private, non-distracting environment.
  • Don’t use the meeting time to deal with disciplinary issues.
  • Prepare your agenda and share it ahead of time with your employee.
  • Ask open questions and encourage your employee to initiate new topics.
  • Send a short set of “minutes” to the employee afterward to strengthen and formalize the points you discussed.

When handled correctly, individual meetings enable you and your employees to effectively navigate the sometimes complex web of managerial relationships.