Download - Retaining and Motivating
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Ret a in ing & Mot i vat i ng
High Per f o r m ing Employees
Paula Singer, Ph.D.
The Singer Group
Jeanne Goodrich
Jeanne Goodrich Consulting
mailto:[email protected]:[email protected]:[email protected]:[email protected] -
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Agenda
Why is this an issue?
Orientation and Assimilation Retention Strategies
Q & As
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Demographics PopulationGrowth
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
1975 1980 1985 1990 1995 2000 2005 2010 2015
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Supply of leadership talentwill decline
35- to 44-year-olds in the U.S.Index 1970 = 100
15%
drop
80100
120
140
160
180
200
220
1970
80
90
2000
10
2020
Today
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In the library world
40% will retire by the end of the decade
75% will be lost over the next 15 years
57% of librarians are 45 or older, much
older than comparable professions
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And its getting worse!
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Other Issues
Demand for library & info scienceprofessionals / declining supply
Competition from other career sectors
Choices for both degreed and non-degreedpersonnel
Flat rates of graduates of library schools
Shortages Salaries are low
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Costs of Turnover
Costs: Staffing costs costs to hire
Vacancy costs lost productivity
Training costs to prepare new employee
Acting pay
1 - 2 times salary & benefits
Loss of knowledge
Work not done, priorities not met
Impact on colleagues
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Why Employees Stay
A feeling of connection
Feeling valued
Personal and professional growth
Continuous learning
Making a difference
Good management
Cant afford to leave (enrolled inadvanced degree program, loss ofbenefits)
Fair pay and benefits
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Orientation&
Assimilation
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Orientation
Relationship begins before the hire
Employees value a personal connection
Accommodate different learning styles/
preferences Interactive and fun
Paperwork and procedural stuffin advance and on-line if possible
Survey participants regularly and adjustorientation
Share orientation feedback withLibrary leadership
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Other strategies
Dual career assistance
Include family in the equation, invite
to orientation Match new employees with friends
and services, new neighbors,teenage babysitters, etc.
Help with relocation
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Assimilation
Buddy/mentoring process to easeassimilation and explain the way we dothings here
Develop a formal process and publicizeoutcomes
Create & reward best practices
Survey regularly for feedback
Develop expectations for management Create formal process for
assimilation into work group
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Have desk, computer and space ready on
day one
Welcome new employee party at work site Balloons, food at new employees desk
Formal follow-up at 30, 60, 90, 120 days
Act on findings and observationspromptly!
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Retaining
Top Talent
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Compensation
Compensation
Benefits
The Other paycheck
Work Environment
A three legged stool!
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The Work Experience
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Organization Culture:Intangibles
Understand work force needs &expectations
Emphasize:
Participation Shared decision-making
Sense of purpose and value
Initiative
Creativity
Social aspects of work place
Train supervisors
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The changed employer-employee relationship
The contract is broken
Life Long Employment exchange forMutuality of Purpose
Mutual benefit (top notch training andtools for employees, ready, competentemployees for library)
Entitlement gives way to earning
Free agents Flexibility to meet diverse needs
Work/life considerations
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21st Century Employer RealitiesAre we ready for this?
Your education is not a qualifier for this job
We are not offering you a job for life, and we do notexpect you to spend your lifetime here
You may not work with the same workmates whileemployed here
You will be part of many self-managed teamsresponsible for a full range of tasks
Your assignments will provide learning experiences
which will enhance your employability We expect you to passionately support
our vision and values while employed here
Are we ready for this?
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21st Century Employee Realities
I know my stability will be based uponmy reputation for performance
I will be responsible for managing myown benefits
I will continue to hone my skills andgrow
I will embrace intrepreneurship I will always be open to new jobs and
new employment opportunities insidethe library and elsewhere
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Balance Work/Life
Define the work in terms of what is to beaccomplished
Provide flexible work schedules
Provide flexible benefits/cafeteria plans
Evaluate alternative work places andtelecommuting as options
Appreciate dilemma of child care, elder
care, multiple individual roles Allow voluntary demotions
Appreciate diversity of personalvalues and priorities
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Development
Internal recruitment
Grow your own:support for BS/MLS
Interim grade level
Job rotation/crosstraining
Task forces, jobassignments
Academies of learning
360 feedback
Career ladders
Individualdevelopment plans
Assign coach/mentor
Accelerateadvancement/ steps
Co-managers
Share staff
Mobility among librs.
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Retention Strategies
Research turnover and addressproblems
Do exit interviews and USE the data
Survey incumbents! Quality or WorkLife /Job Satisfaction
Paper/pencil, on-line
Town hall meetings, meetingswith Director
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Breakfast with leadership , smallgroup
50/50 Meetings
MBWA Face-time Work side by side with employees Be prepared to do something
about/act on employee issues Involve employees in the solutions
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Recognition
Its not about the tee-shirt
It IS the thought that counts Memorable
Meaningful
What makes recognition work? Praise/thanks/opportunity/respect
Relationship Dictionary: see,
identify,acknowledge
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Some Creative Ideas
Celebration Mailbox
Self-Recognition/Recognition Days
Letter on anniversary date noting
contributions for the year and howimportant s/he is to dept
CEO Herb Kellehers kiss
Life size posters @ AMEX
The Rock pass-around award Thanks button on PSUs website
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Retaining Talent as TheyAge
Offer compensation and benefitpackages targeted to older workers
Offer phased retirement Re-hire retirees as part-timers,
contractors, or consultants
Maintain retiree pool available fortemp work
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Retain retirees to train or mentornewer workers
Offer time off for potential retirees totake a sabbatical - test otheremployment and have options forreturn
Celebrate experience; publicize andencourage senior mentoring andcoaching (IMLS grant in Chicago)
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Retention Strategies:Alternative Compensation
Bonuses (including retention)
Staged bonuses
Tailored awards to specific projects,circumstances, and people
Different and higher pay schedules toremain market-competitive
Premium pay for hot skills Incentives
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New & Emerging Benefits
Health insurance on a sliding scale
Auto, legal, & pet insurance
529 savings plans Recognize volunteer, committee, ALA
activities
Financial planning
Counteroffers
Eldercare 411
Research leave/sabbaticals
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New & Emerging Benefits
Lactation Rooms Domestic Partner Coverage On Site Child Care
Retirement Plan Portability Adoption Support Casual Dress
Cafeteria Plans Dependant Care & FSAs Job-sharing Expectant father page
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More ideas
Wellness, Health Screening, FitnessCenters
Relocation
Work life LOA
Concierge Services
Tuition/educational assistance
Employee Assistance Programs Employer Discounts
Travel Funds
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Restructuring
What is the work? Competencies andskills v. requirements.
What positions require an MLIS
Functional specialists - IT, HR,Finance, PR
BS in IS or LIS
IT v. Reference Librarian
ALA accredited Masters or subjectmasters
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Building Commitment
Produ ct i v i t y and em p loyee re ten t i on are g rea t l y i nc reased w hen em p loyees are com m i t t ed . Th i s i s especia l l y im por t an t t oday si nce j ob secu r i t y and com pany l o y al t y a r e m u ch l o w e r t h a n e v er .
Focus - employees know what they need todo and what is expected of them
Involvement - people support most whatthey help to create
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Development - opportunities forlearning and growth are encouraged
Gratitude - recognition for good
performance (formal or informal)
Accountability - employees areresponsible for their performance and
lack thereof
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Whose issue is this?
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QuestionsCommentsThoughts
IdeasStories
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Thank You!
Paula M. Singer,Ph.D
The Singer Group, Inc.
12915 Dover Road
Reistertown MD 21136
Tel: 410-561-7561
www.singergrp.com
Jeanne Goodrich
Jeanne Goodrich Consulting
3424 NE 25th Ave.
Portland, OR 97212
Tel: 503-335-8161
www.jeannegoodrich.com
mailto:[email protected]:[email protected]:[email protected]:[email protected]