Balancing Employee Satisfaction With Maximum Output

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Balancing Employee Satisfaction With Maximum Output

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  • Three top HR experts from Wallis Companies, PRR, and Levitonshare their insights on:

    Balancing EmployeeSatisfaction withMaximum Output

    Rachel W. AndreassonVice President, Organizational Services, Wallis Companies

    Megan BlacksherDirector, Human Resources, PRR

    Mark FogelVice President, HR and Administration, CHRO, Leviton

    Driving employee engagement is one of HRs most critical tasks.Engaged employees are happier, more productive, and morecreative, powering the company into growth and ongoing suc-cess. Creating employee engagement is a long process, and beginswith increasing HR involvement and communication. Open the linesof communication between employees, HR, and management, andshow employees that the company is actively listening and respond-ing to their ideas and concerns. Ensure that HR is deeply involvedin hiring and onboarding, partnering with the business units to cre-ate a deep line of sight to overall business success. If the companycares about its employees, they will care about the company butit is critical that HR talk to and listen to employees, to monitor theeffectiveness of its sending and its programs. This union of caringand rigor will help HR increase business productivity while controllingcosts, building employee engagement for the long term.

    in partnership with Aspatore Books

    Action Points

    I. Key Supervisor SkillsAn employees job satisfaction isstrongly correlated to satisfaction with his or her manager.

    II. The Bottom LineThe basic core competencies foremployees are remarkably stable.

    III. Must-Haves for Smart RetentionEvolving strategies, two-waycommunication, and understanding the role of turnover are all essential.

    IV. The Golden Rules in DrivingEmployee EngagementWhat you measure is what getsmanaged. Take an active interest in every employee you have. Prioritizecreating many avenues forcommunication.

    V. Essential Take-AwaysRetaining, motivating, and focusingemployees on business results takes adedicated HR effort. Creating change inthe organization requires broad trust ofHR, which is something leaders mustwork to build.


    About the Authors . . . . . . . . . . . . . . . . . . . . p.2

    Rachel W. Andreasson . . . . . . . . . . . . . . . . p.3

    Megan Blacksher . . . . . . . . . . . . . . . . . . . . . p.6

    Mark Fogel . . . . . . . . . . . . . . . . . . . . . . . . . . p.8

    Ideas to Build Upon & Action Points . . . p.11

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  • Books24x7, 2008 About the Authors ExecBlueprints 2

    About the Authors

    Rachel W. Andreasson is the vicepresident of organizational ser-vices for Wallis Companies, whichemploys over 600 employees throughoutthe state of Missouri. In her current posi-tion, she oversees human resources,training, and information technologyand is responsible for organizationaldevelopment.

    Prior to joining Wallis Companies inNovember 1993, she was the training

    coordinator at South Seas Plantation onCaptiva Island, outside of Ft. Myers, FL.

    She is currently secretary of theCrawford County Foundation, a directorfor the Peoples Bank of Cuba, and aboard member of Missouri PetroleumMarketers Association Foundation. Shewas president of the Crawford CountyFoundation from its inception in October2001 until February 2007, has been an active member of the National

    Association of Convenience Stores, andwas president and on the board of theSullivan Montessori School for manyyears.

    Ms. Andreasson holds a bachelor ofmanagement degree from TulaneUniversity in New Orleans.

    Rachel W. AndreassonVice President, Organizational Services, Wallis Companies

    Read Rachels insights on Page 3

    Megan Blacksher has worked inhuman resources at small com-panies for her entire career. Shehas been the HR director at PRR since2002. PRR, based in Seattle, is nationallyrecognized for its work in social marketing, public involvement, and community building.

    Ms. Blacksher manages all aspects ofhuman resources at PRR, including

    recruitment, employee relations and com-munication, compensation and benefitsadministration, and training. She has over11 years of human resources experience,and has worked in the industries of advertising, printing, and publishing.

    Ms. Blacksher is an active member ofthe Society for Human ResourcesManagement and holds a Professional ofHuman Resources (PHR) certification.

    She earned a bachelor of science in business management from the Universityof Phoenix.

    Megan BlacksherDirector, Human Resources, PRR

    Read Megans insights on Page 6

    Mark Fogel is currently vice pres-ident of Human Resources andAdministration for LevitonManufacturing Co. Inc. As their seniorHR officer, he has oversight for both cor-porate and regional facilities supportinga population exceeding 10,000 employ-ees in North America, Asia, and theMiddle East.

    The Society for Human ResourceManagement (SHRM) has named Fogelthe Human Capital Business Leader of theyear for 2007, an award that goes to asenior HR professional who serves as a leading force in executing organiza-tional strategy that directly impacts the organizations performance andprominence. During his tenure at Leviton

    he has earned a reputation as a get itdone executive who has reengineered theHR function from an administrative bodyto a strategic business partner.

    Mark FogelVice President, HR and Administration, CHRO, Leviton

    Read Marks insights on Page 8

  • The More Things Changethe More They Stay theSameMargins continue to get slimmerand technology is ever changing. Ascompanies try to find out how theycan be more productive and efficient, a lot of processes lendthemselves to technology.

    Even though technology changesand improves, we have measuredour employees on the same five corecompetencies in our organizationfor more than 10 years. Everyonein our organization is rated on thesame things, from the CEO to ourfront line sales associates. Yes, wehave different behavioral indicatorsthat vary by position under each of the competencies but the corecompetencies are the same and are:

    Customer service


    Developing talent

    Technical expertise

    Business results

    These five seem to fit every posi-tion within our organization. I alsobelieve that there are some thingsthat should change and there areother things that if they stay con-sistent, then people believe in theirvalue and are more apt to followthrough with the process. In theexample of our core competencies,we have a great performance man-agement system but it is aligned toour strategic objectives, and we

    have stayed with the five compe-tencies over the years so people trustthe words, understand the meaning,and know they can count on themto be there.

    Recruitment and RetainingIssuesIn 2000, we had greater than 150percent turnover. In 2000, weimplemented our balanced score-card process. We set out to have anoverall turnover goal of 35 percent,and we ended at 47 percent lastyear, so we have more than cut it inhalf and I truly believe it is becausewhat you measure gets managed.Turnover is one example, but wehave many examples that illustratewhat can happen when you estab-lish the goals, communicate thegoals, hold people accountable, andalign the individual objectives and compensation to the results.Amazing things can happen!

    We operate a diverse businesswhich includes retail locations thatare open 24x7, so finding andretaining talent can be a challenge.I think the key is that people wantto get satisfaction out of theirwork, feel their voice is heard, sharetheir ideas, and be knowledgeableabout the companys goals and howthe company is performing. Ourbusiness has grown and been suc-cessful because we have alwaysfocused on our employees and hadgreat benefits. We have always had the philosophy of all for one, one for all, so whatever our

    executive team gets as far as healthinsurance is the same thing ourfront line associates get and thatincludes our 401(k) plan and vacation.

    Every company has to work hardto keep employees. For retention, wehave an overall goal of 75 percent,and we ended last year at 72 per-cent. We have made great strides inretaining the core group of our work-force, and we are constantly working to maintain our success.

    Development StandardsWe take an active interest in everyemployee we have. Employee devel-opment is a core value andLeadership Development is one of

    Books24x7, 2008 Rachel W. Andreasson ExecBlueprints 3

    Rachel W. AndreassonVice President, Organizational Services

    Wallis Companies

    We prioritize creating many avenuesfor communication.

    Oversees HR, training, IT, and organizational development

    Company employs over 600 throughout Missouri

    Joined company in 1993

    Ms. Andreasson can be e-mailed

    Rachel W. AndreassonVice President, Organizational Services, Wallis Companies

    HR has to create processes so employees feel thatthey can easily communicate and give feedback.

    Rachel W. Andreasson

    Vice President, Organizational ServicesWallis Companies

  • our three themes. We have a per-formance management system withforms A, B, and C. Form A is indi-vidual goals that are directly linkedto our scorecard. Form B i


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