Mistake #1 Zappos: Lesson’s Learned · “Delivering happiness to customers, employees and vendors” Zappos: Lesson’s Learned Focus on the Culture Know What Makes People “Happy”

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7 Mistakes - Employee Retention7 Mistakes - Employee Retention1. Program vs. Culture Mentality1. Program vs. Culture Mentality

2. Not Managing by Fact2. Not Managing by Fact

3. Poor Hiring Practices

4. Ineffective Onboarding Process4. Ineffective Onboarding Process

5. Managers Not Trained5. Managers Not Trained

6. Lack of Growth Opportunities

7. Pay & Benefits Not Competitive7. Pay & Benefits Not Competitive

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Mistake #1

Program vs. Culture MentalityProgram vs. Culture Mentality

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“…retention of top talent is “…retention of top talent is impacted most by the ability impacted most by the ability to to provide meaningfulprovide meaningful work work and a and a cultureculture where people where people areare passionatepassionate about whatabout what

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are are passionatepassionate about what about what they do …”they do …”

----Matthew W. SchuylMatthew W. Schuyler, Hilton’s CHRO

Source: HRE Jan/Feb 2011

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“Delivering happiness to customers, employees and vendors”

“Delivering happiness to customers, employees and vendors”

Zappos: Lesson’s LearnedFocus on the Culture

Know What Makes People “Happy” ($4K)

Be Part of Something Bigger than Yourself

Autonomy

Transparent Communication/All Hands/Twitter

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Transparent Communication/All Hands/Twitter

Training and Continuous Learning

Progression Plans -- Internal Mobility

Mistake #2

Not Managing by Fact

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• Current Employees: Why do they stay?

• New Employees:

• Current Employees: Why do they stay?

• New Employees:

Manage By Fact

Manage By Fact

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Why did they say yes?

• Former Employees: Why did they leave?

• Interviewed:

But Said “No”: Why?

Why did they say yes?

• Former Employees: Why did they leave?

• Interviewed:

But Said “No”: Why?Airplane-clinic

AlumniHire9090--DayDay

Intro PeriodIntro Period RandomRandomSelectionSelection

1 to 41 to 4Years ofYears of

5 to 155 to 15Years ofYears of Separation

Employee SatisfactionEmployee Satisfaction

Segmented according to the life cycleSegmented according to the life cycleof an employeeof an employee

AlumniSurvey

RecruitmentProcessSurvey

IntroPeriod

Celebration

CompleteComplete

EmployeeOpinionSurvey

SelectionSelection

RenewInterviews

ServiceService

StayInterviews

ServiceService

ExitInterview

What HR Needs to Do

• Hold people accountable• Measure cost of turnover• Measure employee satisfaction• Measure retention department by department• Best practices list

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• Best practices list• Identify those most at risk• Weed out marginal managers• Provide training and tools to managers

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Mistake #3

Poor Hiring PracticesPoor Hiring Practices

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Right People

““Get the Get the rightright people on people on the bus, the the bus, the wrongwrong

people off the bus, and people off the bus, and the the rightright people in the people in the

rightright seatsseats.”.”

Jim CollinsJim Collins

Typical Job Interviews

42% of turnover could be eliminated with effective hiring and interviewing techniques

Ira WolfePerfect Labor Storm

The typical interview only increases the likelihood of choosing the best

candidate by less than 2% John and Rhonda Hunter

The University of Michigan


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Job Matching - Benchmarking•Identify key responsibilities•Position description•Develop job competencies•Screen for job competencies

1. Analyze the Job1. Analyze the Job1. Analyze the Job1. Analyze the Job

• Measure mental horsepower• Understand job performance drivers

(problems, people, pace and proceduresE t bli h b li

2. Profile Top 2. Profile Top PerformersPerformers

2. Profile Top 2. Profile Top PerformersPerformers

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• Establish baseline

• Evaluate the applicant• Interview• Take assessments

3. Assess Candidates3. Assess Candidates

• Make offer• Onboarding process• Development plan• Retention plan

4. Make Selection 4. Make Selection

Compare

WorkplaceMotivators

Person Job

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Behaviors

Job Competencies

Job Report

Mistake #4

Ineffective Onboarding Process

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Get People Onboard—First 90 Days•• “Lunch Bunch”“Lunch Bunch”• Roast, Toast & Boast

Sessions•• Adoption PapersAdoption Papers•• Assign New People to Assign New People to

Best SupervisorsBest SupervisorsBest SupervisorsBest Supervisors•• 30 Day “Intent to Stay” 30 Day “Intent to Stay”

InterviewInterview•• Training & Training &

Development PlanDevelopment Plan•• Retention Report to Retention Report to

CEOCEO

Create a Motivational Profile1. When do you feel most appreciated for what you

do?2. What strengths and skills do you have our team

can use? 3. What opportunities can I provide to you to assume

greater responsibility or achieve greater visibility?greater responsibility or achieve greater visibility?4. What does good communication look like?

Mistake #5

Managers Not Trained Properly

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Only 34% of managers and supervisors have the skills

needed to retain their workforce.

Richard Finnergan of Talent Keepers

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Keepers

Develop Leadership Behaviors

“A manager’s most important role is to

serve, grow, and inspire his or her people—with no

“A manager’s most important role is to

serve, grow, and inspire his or her people—with no

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p pexception.”

p pexception.”

Synovus Financial

1. Set the Example

2. Listen to My Ideas

3. Be More Appreciative

4. Be More Fun

Creating a Positive Environment

Creating a Positive Environment

What What Would You Would You Like to See Your Like to See Your Managers Do?Managers Do?

What What Would You Would You Like to See Your Like to See Your Managers Do?Managers Do?

1. Better at Communicating 77%

2. Be More Appreciative 70%

3. Reward Performance 57%

4. Set the Example 55%

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5. Reward Performance

6. Better at Communicating

7. Don’t Micro Manage

8. Show Genuine Concern

9. Try New Things at Work

10.Be More Fun & Enthusiastic

11.Get a Job Somewhere Else

5. Show Genuine Concern 50%

6. Handle Performance Problems 42%

7. Listen to My Ideas 37%

8. Try New Things at Work 32%

9. Be More Fun & Enthusiastic 26%

10.Don’t Micro Manage 26%

Frequency of Meetings = Trust and Confidence

U.S. Merit Systems Protection Board

M.O.D.D. Issue Boards

Makes Our Day Difficult

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Best Practices• Appreciation Calls • Bowling with Turkeys• Leadership Rounds• Employee Scavenger Hunt• Rumor Mill Meetings• “Take a Walk in My Shoes”

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• Roast, Toast & Boast Sessions

• Skip Level Meetings• DISC Behavior Assessments


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Mistake #6

Lack of Growth OpportunitiesLack of Growth Opportunities

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Best Practices - DevelopmentIdentify Top Identify Top PerformersPerformers

Mentoring Mentoring ProgramProgram

Exposure toExposure toHigh VisibilityHigh Visibility

Executive Executive CoachCoach

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Exposure to Exposure to ExecutivesExecutives

Online Talent Online Talent ProfilesProfiles

Development Plans

Leadership Leadership AssessmentsAssessments

Reward & Reward & RecognitionRecognition

High Visibility High Visibility AssignmentsAssignments

Development Development ProcessProcess

“Career Connections”

Best Practices

•• Google Google ---- Pet Projects Pet Projects

•• Cisco Cisco ---- Conversation with Bosses Conversation with Bosses BossBoss

•• Giraffe AwardGiraffe Award

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•• Banner Banner Ads on WebsiteAds on Website•• Name Company Wide Initiatives Name Company Wide Initiatives

After EmployeeAfter Employee

Mistake #7

Pay & Benefits Not CompetitivePay & Benefits Not Competitive

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1. Higher Calling/Purpose

2. Location/Commute

3. Better Managers

4. Worklife Balance

5 Challenging Work

Creating a Positive EnvironmentCreating a Positive Environment

BUSINESS

What Reasons Would Cause You to

LEAVE Your

BUSINESS

What Reasons Would Cause You to

LEAVE Your

1. Salary 64%

2. Advancement 57%

3. Challenging Work 47%

4. Better Managers 45%

5. Work Life Balance 44%

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5. Challenging Work

6. Better Benefits

7. Salary

8. Ed. Development

9. Advancement

10.Unfair Treatment

LEAVE Your Employer?

LEAVE Your Employer?

f

6. Higher Calling/Purpose 40%

7. Better Benefits 37%

8. Low Morale 27%

9. Location/Commute 25%

10.Development 25%

11.Unfair Treatment 23%

What We Do

KeynotesManagement TrainingStrategy Development

Coaching

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gHiring Solutions


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Retaining Winning Talent Facilitator’s Package

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Important Information• Navigator Newsletter

• http://www.chartcourse.com/emailnavnews/

• Management Training

• http://www.chartcourse.com/supervisory-training/

• Bright Ideas Campaign

• http://www.chartcourse.com/bright-ideas-employee-suggestion-program/

Bookstore

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• Bookstore

• http://store.chartcourse.com/

Chart Your Course International

770-860-9464800-821-2487

[email protected]

Chart Your Course International

770-860-9464800-821-2487

[email protected]

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Mistake #1 Zappos: Lesson’s Learned · “Delivering happiness to customers, employees and vendors” Zappos: Lesson’s Learned Focus on the Culture Know What Makes People “Happy”