Infopeople Webcast:Infopeople Webcast: Retaining & Motivating Retaining & Motivating

Excellent Library EmployeesExcellent Library EmployeesMarch 6, 2006

Noon – 1:00 pm

Presenter: Paula M. Singer PhDPmsinger@singergrp.comPmsinger@singergrp.com

22

HousekeepingHousekeeping

Today’s webcast:Today’s webcast: presentation: 50 minutespresentation: 50 minutes Q&A: final 10 minutesQ&A: final 10 minutes

Submit your questions via ‘Chat’ Submit your questions via ‘Chat’ duringduring webcast so presenter gets them in timewebcast so presenter gets them in time

Fill out evaluation during Q&AFill out evaluation during Q&A

Don’t wait for Q&A to submit questions

Webcast Archives:http://infopeople.org/training/webcasts/archived.html

33

When to Use ChatWhen to Use Chat

Chat Area ThereList of Participants There

• Get help with technical difficulties •send message to “HorizonHelp”

• Ask presenter questions•send message to “ALL”

• Chat with other participants•“select name from dropdown list”

44

AgendaAgenda

Why retention matters Why retention matters Why employees stayWhy employees stay OrientationOrientation RetentionRetention RecognitionRecognition

55

Why Retention MattersWhy Retention Matters

Costs: Costs: 1½ - 2 times salary & benefits1½ - 2 times salary & benefits Staffing costs – costs to hireStaffing costs – costs to hire Vacancy costs – lost productivityVacancy costs – lost productivity Training costs – to prepare new employeeTraining costs – to prepare new employee ““Acting” payActing” pay

Loss of knowledgeLoss of knowledge Work not done, priorities not metWork not done, priorities not met Impact on colleagues Impact on colleagues

66

Obstacles to RetentionObstacles to Retention Competition for the tech savvy, interpersonally

skilled Declining supply of library & information

science professionals More choices for both degreed and non-

degreed personnel Low compensation Retirements Freezes

77

Population DeclinePopulation Decline

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

1975 1980 1985 1990 1995 2000 2005 2010 2015

88

Talent PoolTalent Pool

35- to 44-year-olds in the U.S.Index 1970 = 100

15%

drop

80

100

120

140

160

180

200

220

197080 90

200010

2020

Today

99

The Changed The Changed Employer-Employee RelationshipEmployer-Employee Relationship

The “contract” is broken Life Long Employment

vs. Mutuality of Purpose Free agents Flexibility to meet diverse

needs Work/life considerations

Think about yourself Think about yourself and your staff….and your staff….

What keeps you at your library? Why do you stay?

1111

Why Employees StayWhy Employees Stay

A feeling of connection Feeling valued Personal and professional growth Continuous learning Making a difference Good management Can’t afford to leave Fair pay and benefits

1212

Compensation is Compensation is More than a SalaryMore than a Salary

Salary Benefits - the “other paycheck” Work environment

A three legged stool!

ALA toolkit for salaries

http://www.ala-apa.org/salaries/toolkit.pdf

1313

Retention Begins with Retention Begins with OrientationOrientation

1414

OrientationOrientation

Relationship begins Relationship begins before the hire before the hire Employees value a personal connection Employees value a personal connection Accommodate different learning stylesAccommodate different learning styles Make it interactive and funMake it interactive and fun Complete paperwork and procedural Complete paperwork and procedural

“stuff” in advance“stuff” in advance

1515

Orientation Orientation Beyond the WorkplaceBeyond the Workplace

Offer dual career assistanceOffer dual career assistance Include family in the equation, invite to Include family in the equation, invite to

orientationorientation Match new employees with friends and Match new employees with friends and

services, new neighbors, teenage services, new neighbors, teenage babysitters, etc.babysitters, etc.

Help with relocationHelp with relocation

1616

Assimilation Assimilation

Provide a buddy/Provide a buddy/

mentoringmentoring Create & reward best practicesCreate & reward best practices Develop expectations for managementDevelop expectations for management

1717

Welcome!Welcome!

Desk, computer, workspace ready on Desk, computer, workspace ready on day one day one

Welcome cardWelcome card Balloons, food Balloons, food New employee party at work siteNew employee party at work site Formal follow-up at 30, 60, 90, 120 Formal follow-up at 30, 60, 90, 120

daysdays

Keys to RetainingKeys to RetainingTop TalentTop Talent

1919

Job Satisfaction & Retention Job Satisfaction & Retention

2020

1. Increase Opportunity1. Increase Opportunity

Challenge Interesting projects Responsibility Team leadership Special assignments Promotion

2121

Opportunities for Employee Opportunities for Employee Development Development

Internal recruitment Support for education Job rotation/cross training Task forces, project assignments Academies of learning Career ladders Mobility among libraries

2222

Cultivating ExcellenceCultivating Excellence

Individual development plans Coaching/mentoring Performance management with real

feedback and coaching 360 feedback Accelerated advancement/steps Co-manager opportunities Shared staff opportunities

2323

2. Decrease Stress2. Decrease Stress

Identify stressors Distribute work evenly Eliminate red tape Manage interruptions Promote and model

stress-reducing activities

2424

Work/Life BalanceWork/Life Balance Define work in terms of what

is to be accomplished Provide flexible work schedules Evaluate alternative work places and

telecommuting Appreciate dilemma of child care, elder care,

multiple individual roles “Allow” voluntary demotions Appreciate diversity of personal values and

priorities

2525

3. Provide Leadership3. Provide Leadership

Build trust Commit to helping others succeed Offer motivation Seek excellence Take action

2626

4. Emphasize Work Standards 4. Emphasize Work Standards

Focus on taking pride Link performance to customer

satisfaction Develop customer service and

quality measures collaboratively Be very clear on expectations Celebrate achievements

2727

5. Provide Fair Rewards5. Provide Fair Rewards

Employees want fair rewards for the work they do, based on:

Skill ResponsibilitiesEffortWorking conditions

Communicate Reward for top performance

2828

New & Emerging BenefitsNew & Emerging Benefits

Extra insurance(s) at group rate Auto, legal, & pet insurance 529 savings plans Counteroffers Eldercare – 411 Lactation Rooms Research leave/sabbaticals “Stop the clock” tenure

2929

Convenience/Concierge ServicesConvenience/Concierge Services

Dry cleaner pick-up Supermarket / Carry-out delivery Financial planning Passes, discounts – zoo, museum Classes on-site – educational, fitness Discount coupons – cleaning services,

manicures, lawn care Wellness, health screening

3030

6. Allow Adequate Authority6. Allow Adequate Authority

Empower employees to act

Encourage employee input to decisions, goals, and direction setting

3131

Retaining Talented Workers as Retaining Talented Workers as They Near RetirementThey Near Retirement

Phased retirement Re-hiring as part-timers or consultants Temp work Training/mentoring assignment Sabbatical

Recognizing EmployeesRecognizing Employees

““People will forget what you People will forget what you said. People will forget what you said. People will forget what you did. But people will never forget did. But people will never forget

how you made them feel.”how you made them feel.”AnonymousAnonymous

3333

Recognition Recognition Enhances performance Helps motivate Provides practical

feedback Makes it easier to get

the work done Improves productivity

3434

““Old School” Recognition Old School” Recognition ProgramsPrograms

Formal 1 size fits all Centrally (HR) managed Infrequent Culture of entitlement Selectively used for top performers only

3535

Recognition UpdatedRecognition Updated

Includes informal elements Multiple programs & activities Leader-oriented Frequent & flexible Culture of performance Used for everyone

3636

Carroll County Public LibraryCarroll County Public LibraryEveryone Counts!Everyone Counts!

Mission: Created to celebrate the contributions of CCPL staff members, and to foster an atmosphere of appreciation, respect and motivation• Coworker • Supervisor to Staff • Formal

3737

Coworkers Recognize Colleagues Coworkers Recognize Colleagues

Dedication Achievement Character Service “Can do”attitude

Respect Cooperation Helpfulness Flexibility

3838

Supervisors Recognize StaffSupervisors Recognize Staff

Handling an emergency or difficult situation

Filling in on another job Completing a special task Consistently presenting a positive attitude

that inspires Giving time & assistance to an area or

staff person outside dept. or responsibility

3939

More Formal RewardsMore Formal Rewards

Customer Service Award Spirit Award Service Awards Retirements

Muffies@ccpl.org    

4040

““Spirit of CCPL” RecognitionSpirit of CCPL” Recognition Providing consistently outstanding service to internal

and/or external customers Bringing innovative idea(s) to the system Enhancing operations Accomplishing a specific project Contributing to the mission and/or goals of CCPL Providing exceptional service in spite of extraordinary

circumstances Presenting an idea or recommendation that resulted in a

cost savings to CCPL

4141

Tulsa City County LibraryTulsa City County Library

Rave Review Team Award Standing Ovation Applause

smcconn@tulsalibrary.org

4242

Low Cost - High Impact Low Cost - High Impact RecognitionRecognition

BRAVO award coupons Special recognition for pages and hourly

employees Xerox hand Bragging sessions Start each staff meeting with good news &

praise for employees who deserve it Read thank you letters from customers Self-recognition days

4343

More Ideas More Ideas

Anniversary letter Thanks button on website Lifesaver award” Employee nominated EZTDBW award “Eagle award” Employees write about others

4444

Developing a Developing a Recognition Program Recognition Program

Focus on the areas that have the most impact Involve employees Announce the program with fanfare Publicly track progress Have lots of winners Allow flexibility of rewards Renew the program as needed Link informal and formal rewards

4545

Getting StartedGetting Started

Start in your own sphere

Do just one thing differently

Focus on what you CAN do

Don’t expect perfection

4646

Building CommitmentBuilding Commitment

Focus - employees know what they need to do and what is expected of them

Involvement - people support most what they help to create

Development – encourage opportunities for learning and growth

Gratitude - recognize good performance (formal or informal)

Accountability - employees are responsible for their performance and lack thereof

4747

Fine-Tuning Retention Strategies Fine-Tuning Retention Strategies

Analyze turnover - address any problems Do exit interviews and USE the data Survey incumbents

Paper/pencil, online Town hall meetings Meetings with senior management

Not one size fits all! Target to individual needs

4848

4949

Resources Resources ALA. “Advocating for Better Salaries and Pay Equity

Toolkit.” www.ala-apa.org/toolkit.pdf. Bob Nelson & Dean Spitzer, The 1001 Rewards &

Recognition Fieldbook, Workman Publishing, NY 2003.

Public Libraries, Recruitment and Retention Issue, Vol. 45, No.1, Jan/Febr 2006.

Paula M. Singer & Jeanne Goodrich, Retaining and Motivating High-performing Employees, Public Libraries Recruitment and Retention Issue, pp 58-63.

Paula M. Singer, Designing a Compensation Program for Your Library. ALA, 2002.

5050

THANK YOU!THANK YOU!

Paula M. Singer, Ph.D.Paula M. Singer, Ph.D.

The Singer Group, Inc.The Singer Group, Inc.

12915 Dover Road12915 Dover Road

Reisterstown, MD 21136Reisterstown, MD 21136

410-561-7561410-561-7561

Pmsinger@singergrp.comPmsinger@singergrp.com

www.singergrp.comwww.singergrp.com