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Tips to become an Er of Choice Hiring for Attitude Training for success Improving morale Benefit plans that work Flex work and total rewards
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Becoming an Employer of Choice by Creating a
Positive Workplace Culture
Chris HyltonCG Hylton & Associates Inc.chris@hylton.ca
403 264-5288
Infonex Conference
Sept 29 2010, 3 pmCalgary
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Agenda Tips to become an Er of Choice Hiring for Attitude Training for success Improving morale Benefit plans that work Flex work and total rewards
Your issues
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What do you want out of our session today?
What type of staff do you hire?
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What is an “Employer of Choice”?
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What is an “Employer of Choice”?
Any employer of any size in the public, private or not-for-profit sector that attracts, optimizes and retains top talent… because the employees choose to be there
Employees choose to work for your organization… even when presented with other employment opportunities
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Becoming an Employer of Choice
But does it really matter? Yes!
Nearly half of all American workers (49 percent) indicate that their companies' brand, or image, played a key role in their decision to apply for a job at their respective workplace, according to a 2001 Maritz Poll.
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ExpectationsResourcesDo what I do bestRecognitionCareDevelopment
Opinions countMissionCo-workersBest FriendFeedbackGrowth
First Break All the Rules
12 Good Questions
Buckingham & Coffman, 1999
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What Do Employees Expect from Employers?
A good working environment A chance to make a difference Set goals and evaluation Support for education Respect from peers Understanding their needs
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Set GoalsAccording to a 2004 study of
Canadian employee attitudes, only half of employees say they understand how their organizations will assess their job performance Employees want to know what the
expectations are of them Setting goals for the organization and
with them as workers is imperative
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Evaluation
Employees should know where they stand These days most businesses cannot
afford to lose employees It is imperative that you get the best from
them An employee cannot improve if they do not
know what you expect
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Support for Education
Training – A well designed training program that maximizes learning before, during and after instruction Partner with local education resources
Self Directed Learning Employees control their own learning
Coaching and Mentoring Improves quality and quantity of work
Involves investing in your employee’s future
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Respect from PeersThis can only be accomplished by
management modeling behaviours Good behaviours include open communication
where an open door policy is a fact, not a saying Remember, a good attitude from a manager sets
the tone for the organization
Have you ever called an employee at home and thanked them for doing a good job?
How often do we thank employees at work?
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Understand Their Needs
Surveys of student attitudes for those preparing to enter the workforce Indicate that young people want jobs that
allow them to pursue their lifestyle and private interests
In other words do not be surprised when they tell you that they need every Monday off to go skiing between November and March
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Costs of TurnoverCost of adTime cost to
receive and review apps
Time cost to interview (your real job not getting done)
Work you need the person for is not getting done, before and during hiring
Potential Human Rights complaints
Costs After HiringTime to train and
orient person to position
“Rookie” mistakes and time to fix them
Lost business and credibility
Potential for other staff problems
Potential termination costs
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Planning to RecruitGather info from other stakeholders and
interest groups – needs analysisCreate ideal candidate on paper: includes
skills, aptitudes and work environmentCreate interview questions that will get
information you are seekingReview questions with stakeholders and
other interest groupsProvide written candidate profile and position
descriptionPrepare search strategy
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Hiring for attitude
Skills
can be taught
Attitude
cannot
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How students look for work - IPSOS
1. existing contacts—who they know
2. campus recruitment seminars
3. corporate websites/internet
4. internet based job boards
5. career fair
6. print media ads (no wonder the traditional way is not working)
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Gen Y shopping for opportunities
Key messages to attract Gen Y talentBe part of a first class organization led
by an expert team of industry leaders Work with competent, enthusiastic, and
engaged professionalsContinuously develop your skill toolkit
through exciting projects and initiatives
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Gen Y shopping for opportunities
Key messages to attract Gen Y talent• Experience a flexible work schedule,
providing peace of mind and convenience that facilitates your work/life balance and commitments
• Enjoy a personally and professionally rewarding work experience
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More Questions to Consider for an Ideal Candidate
Transferable skills – soft (eg. Leadership,
people skills, communication)
Personal Characteristics - ( Honesty,
Integrity, Etc.)
Unique Talents/Skills - ( Languages)
Extra Curricular Activities
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Resume EvaluationScreen resumes based on “ideal candidate”Search resumes for transferable skills keywordFirst reading: Yes, No and Maybe pilesDetermine number of tentative interviewsTelephone screening candidates saves timeCheck some references if permitted – not what
they say, but don’t say or leave out Identify candidates for shortlist Interview “Yes” pile
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The most accurate way to predict future behavior is to examine past behaviourRather than ask a hypothetical question such as “how do you think you’ll handle a busy office?”Ask the candidate to relate a past experience “Please describe a busy office you worked in…” or “Tell me about a busy office you worked in…” or “Can you think of a time when the office was really busy…?”
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Tips for interviewing Gen Y Wrong message
Wait your turn and you will climb the corporate ladder
There are many candidates who would love to have this job
Source: Bruce Tulgan reported in Business Week Sept. 16 ‘96
Right messageWe hope to have a
win-win relationship
Pursue your goals along with ours
We will help you gain as much knowledge and skills as you can
We value your hard work as a creative individual
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Recruiting - best phrasesThere aren’t a lot of rules around hereWe’re not very corporateYou can do it your way…We’ve got the best tools and equipment
to help you do your job
We want you to have a life…
In our org, ee’s are evaluated on basis of ideas not length of service
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Training for success
What deficiencies, if any,does job holder have interms of skills, knowledge, abilities, and behaviours?
What behaviours are necessary?
Is there a need fortraining?
What arethe strategicgoals of theorganization?
What tasks mustbe completedto achievegoals?
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Tie career development to performance appraisalMissed targets due
to lack of skills or tools
Development program to address gaps
Has effect of making the performance appraisal more positive – focused on something neutral
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Becoming an Employer of ChoiceIn groups, come up a top five list of factors you would implement in your organizations to attract talent & explain why these are important
Discuss the impact.Pick a spokesperson to give the groups examples.
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Improving MoraleIpsos surveyTop reason for staying in the job – like the
work, like the atmosphere
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IPSOS Top 5 reasons for staying in a job
1. like the work
2. like the co-workers
3. like the company
4. learning a lot
5. salary satisfaction
(Yes, this is in order of preference)
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Conduct Discovery Interviews
What?
Informal meetings, separate from performance reviews.
Why?
To emphasize each employee’s value.
To understand his/her top motivators, job satisfaction and any termination risk—so that you can proactively address any issues and focus on what really matters.
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Discovery Interview Questions
Job Satisfaction What makes you want to come to work each day?
Job Content Which particular projects/clients/assignments are
appealing to you?
Recognition How can I make your day?
Manager Relationship How can I be a more effective manager for you?
Retention What is the number one reason you choose to
continue working for us?
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Benefit Plans that WorkWhen paying employees it is wise to
think of how to maximize their compensation
If you give them dollars, it is all taxableIf you give them a benefit plan it is tax
freeIf you are an owner or executive of a
company, you should run all your medical and dental expenses thru a benefit plan or health spending account
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Employee data is the most critical part of pricing
Basic Monthly LTD Rates Per $100
0
1
2
3
4
Age20
Age30
Age40
Age50
Age60
Age Group
Basi
c M
onth
ly R
ate
Males Females
Basic Monthly Life Rates Per $1000
0
0.4
0.8
1.2
Age 20 Age 30 Age 40 Age 50 Age 60
Age Group
Basic
Mon
thly R
ate
Males Females
Source Great-West Life
Demographics and Rates
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Benefit Trends - Flex
Traditional flex plans are a pain
Health Spending Account gaining favour
Tax effective
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Health Spending Account
Health Spending Account
Funded by savings
$ sit in ee name until spent (18 mos max)
used for medical dental expenses, not covered by plan
dental 20% of basic and 50% of major restorative
50% of ortho, or over max
vision many other
applications tax free to ee
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Common MistakesLife Ins premiums taxableLTD benefit Plan that encourages
employees to spend, no cost sharing
No flexibility
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Solutions
Have ees pay for Life, medicare and LTD
Introduce a H S A (funded by hi deductible)
Have employees share in paying cost of claims
- 20% of Rx
- 20 – 50% of Dental
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Turnover Potential Employees say…
– 40% plan to depart within the next year – 85% ‘passive’ job seekers
Employers believe…– 14% of their workforce will leave within the
next year
Employers are unaware that their team is at risk.
Spherion Emerging Workforce Study results, 2005 (3,200 employees, from 502 U.S. employers)
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Committed Employees Exhibit enthusiasm and confidence
Talk openly about concerns in a
professional manner w/o complaining
Go the extra mile
Responsible to work through issues vs.
blaming others
Help others succeed
Resist Recruiters
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At Risk Employees Lack enthusiasm and confidence
Talk behind others’ backs; undermine
leadership and policies
Do the bare minimum
Not responsible, blame others
Don’t help others, may sabotage
initiatives and systems
Explore Recruiters
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People leave jobs for many reasons.
Most of these reasons fall under
either the “Push” or the
“Pull” Category.
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“pushes” include Salary too low
Benefit package not adequate
Job insecurity
Commute distance or time
investment is too demanding
Lack of adequate accommodation
A person’s immediate manager is
not meeting the employee’s needs
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Some of the “pulls” include: employee becomes aware of a
terrific job that offers more family issues call for a change in
location employee has a strong desire to
change geographic location former manager “recruits” the
person to come work with him or her
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Opinion or Climate Surveys
Exit Interviews
(“why” people are
leaving?)
Selection Interviews
(“what” people are
searching for)
How to know which factors are impacting turnover rates?
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Departing employees are reluctant to
burn bridges behind them
It is safer for employees to discuss
“pulls” than it is to discuss
“pushes”!!
Why should departing employees
trust the organization to “handle the
truth’?
What are some obstacles for organizations as they attempt to pinpoint root causes of turnover?
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Keep lines of communication open. For example:• Establish regular 360 Feedback on
“satisfaction” with manager’s style and competencies, etc.
• In conversations, ask questions of individuals that demonstrate genuine interest in their needs and issues
• “Debrief” individual and team projects to see what went well, what was learned, what might have been done differently, etc.
• Tell people that you (a) value them, (b) want to keep them around and (c) want to scratch them where they itch.
What can managers do to pinpoint causes of turnover?
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Flex work costs you nothingTotal Rewards HandoutFlex work important partCelebrate your compensation and perksVary by level
Our offer to you
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Please call if you have any HR, or workplace issue that you are overwhelmed with
We can help you
We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen!
CG Hylton - Services
HR ConsultingJob DescriptionsSalary GridsWellness at WorkStaff MoraleTraining and
Workshops
Benefits, Pensions,
EAPStrategic PlanningDrug and Alcohol
programsDept re-orgsLeadership
compensation
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Tel 403 264 5288chris@hylton.ca
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CG Hylton & Associates Inc would like to thank you for the opportunity to meet with you today
Questions?
Chris@hylton.ca 800 449-5866
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