ghr sample presentation - managing the human resource
TRANSCRIPT
Managing the Managing the HumanHuman Resource Resource
presented by Don & Sheryl GrimmeDon & Sheryl Grimme
Applying a DifferentDifferent Workplace Paradigm
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Managing the Managing the HumanHuman Resource Resource
presented by Don & Sheryl GrimmeDon & Sheryl Grimme
Applying a DifferentDifferent Workplace Paradigm
This is an example of our many presentations … and a portion of our
workshops on managing people (only one of our training programs).
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It is also the content of the first chapter of our book, The New Manager’s Tool Kit
(AMACOM, 2008).
Managing the Managing the HumanHuman Resource Resource
presented by Don & Sheryl GrimmeDon & Sheryl Grimme
Applying a DifferentDifferent Workplace Paradigm
Managing the Managing the HumanHuman Resource Resource
presented by Don & Sheryl GrimmeDon & Sheryl Grimme
Applying a DifferentDifferent Workplace Paradigm
We’ve added annotations
like this(from the verbal presentation).
The Greatest ChallengeThe Greatest Challengeto the 21st century workplace
Notwithstanding the current economic crisis,
The Greatest ChallengeThe Greatest Challenge
Managing the most inscrutable resource
to the 21st century workplace
Notwithstanding the current economic crisis,
The Greatest ChallengeThe Greatest Challenge
Managing the most inscrutable resource – people!
to the 21st century workplace
Notwithstanding the current economic crisis,
Employers are GropingEmployers are Gropingat ways to meet the challenge.
Employers are GropingEmployers are Groping
2005 SHRM retention survey:at ways to meet the challenge.
found that employers are using:
Employers are GropingEmployers are Groping
2005 SHRM retention survey:
Salary Adjustments
Job Promotions
Bonuses
found that employers are using:
at ways to meet the challenge.
Employers are GropingEmployers are Groping
2005 SHRM retention survey:
Salary Adjustments
Job Promotions
Bonuses
Benefits
Retirement
Stock Options
found that employers are using:
at ways to meet the challenge.
Employers are GropingEmployers are Groping
2005 SHRM retention survey:
Salary Adjustments
Job Promotions
Bonuses
Benefits
Retirement
Stock Options
ExpensiveExpensive …
found that employers are using:
at ways to meet the challenge.
All of which are: and not very effective … because they are:
Employers are GropingEmployers are Groping
2005 SHRM retention survey:
Salary Adjustments
Job Promotions
Bonuses
Benefits
Retirement
Stock Options
ExpensiveExpensive … and mismisdirected!directed!
found that employers are using:
at ways to meet the challenge.
All of which are: and not very effective … because they are:
Rather than leaping… to implement techniques,
Rather than leaping…
Begin with understandingunderstandingIt is important to
of the resource itself
Technique effective?Otherwise, you won’t know whether any
You won’t be effective
Technique effective?
in implementing it.
and
MostMost Training Programs Training Programs
ParticularParticular aspects of the challenge:address
of our ↓
MostMost Training Programs Training Programs
ParticularParticular aspects of the challenge:address
of our ↓
Management/Supervisory Skills
Performance/Productivity & Burnout
Interpersonal Skills & Teamwork
Harassment & Diversity … etc.
ThisThis Seminar Seminar
The essence essence of the challenge:addresses
ThisThis Seminar Seminar
The essence essence of the challenge:
The fundamental needsfundamental needs
of people!people!
which for a baby is pretty straightforward
addresses
ThisThis Seminar Seminar
The essence essence of the challenge:
The fundamental needsfundamental needs
of people!people!
but for adult employees?
addresses
SeminarSeminar Overview Overview
PollPoll your opinions … and compare
SeminarSeminar Overview Overview
with other managers and with employees
PollPoll your opinions … and compare
Review theorytheory … including our own
SeminarSeminar Overview Overview
PollPoll your opinions … and compare
Review theorytheory … including our own
Recent hard datahard data – supports the theory
SeminarSeminar Overview Overview
PollPoll your opinions … and compare
Review theorytheory … including our own
ReflectReflect on your own experience to confirm
Recent hard datahard data – supports the theory
SeminarSeminar Overview Overview
SeminarSeminar Overview Overview
The FoundationThe Foundation
That will provide the
SeminarSeminar Overview Overview
ApplicationsApplications
for
SeminarSeminar Overview Overview
ApplicationsApplications
Your responsibilities as a manager…to
SeminarSeminar Overview Overview
ApplicationsApplications
Your responsibilities as a manager…
focusing on particular challenge:what may be today’s most pressing
SeminarSeminar Overview Overview
ApplicationsApplications
Your responsibilities as manager…
focusing on particular challenge:
RetainingRetaining talented employees
SeminarSeminar Overview Overview
ApplicationsApplications
Your responsibilities as manager…
focusing on particular challenge:
Ten TipsTen Tips … with real-world examples
RetainingRetaining talented employeesincluding
Organizations view their employees
All too often
Organizations view their employees
the same as their material resources:
All too often
Organizations view their employees
the same as their material resources:
“a commoditycommodity
– homogeneous & interchangeable”
human capital
For example, notice the frequent use of such terms as:
human capital
subordinate
human capital
subordinate
rank and file
human capital
subordinate
rank and file
headcount
human capital
subordinate
rank and file
headcount
terms which connote:
human capital
subordinate
rank and file
headcount
PropertyProperty ServitudeServitude Thing-nessThing-ness
terms which connote:
Employees are notnot headcount!or merely the means to organizational ends.
Employees are notnot headcount!
They are ends in themselves!
or merely the means to organizational ends.
The The HumanHuman Resource Resource
deserves – and needs –
to be viewed
The The HumanHuman Resource Resource
deserves – and needs –
to be viewed differently
The The HumanHuman Resource Resource
A human being needs
to be treated with … respectrespect!
deserves – and needs –
to be viewed differently
The The Master KeyMaster Keyto unlocking the full potential of this resource is to
The The Master KeyMaster Key
GraspGrasp that fact
to unlocking the full potential of this resource is to
not only intellectually, but also…
The The Master KeyMaster Key
GraspGrasp that fact … in your gut!
The The Master KeyMaster Key
GraspGrasp that fact … in your gut!
Influences every aspect of how you
think about and interact withthis invaluable “asset” –
So that it
The The Master KeyMaster Key
GraspGrasp that fact … in your gut!
Influences every aspect of how you
think about and interact with
your fellow employees.your fellow employees.this invaluable “asset” –
So that it
WhatWhat Do Do Employees Want?Employees Want?
Rank order (from 1 to 10)what you think
WhatWhat Do Do Employees Want Employees Want From Their Jobs?From Their Jobs?
Rank order (from 1 to 10)what you think
Factors Ranking
Full Appreciation for Work Done
Good Wages
Good Working Conditions
Interesting Work
Job Security
Promotion/Growth Opportunities
Personal Loyalty to Workers
Feeling "In" on Things
Sympathetic Help on Personal Problems
Tactful Disciplining
These are the 10 factors:
Don’t do the ranking yet.
We have some more
instructions…
– Not necessarily what you want … but what you think most employees want
WhatWhat Do Do Employees Want Employees Want From Their Jobs?From Their Jobs?
Rank order (from 1 to 10)what you think
– Not necessarily what you want … but what you think most employees want
– 11 being mostmost important; 1010 being leastleast
WhatWhat Do Do Employees Want Employees Want From Their Jobs?From Their Jobs?
Rank order (from 1 to 10)what you think
– Not necessarily what you want … but what you think most employees want
– 1 being most important; 10 being least
WhatWhat Do Do Employees Want Employees Want From Their Jobs?From Their Jobs?
Rank order (from 1 to 10)what you think
– Focus on the top 3top 3 … and bottom 3bottom 3But since we’re going to
Factors Ranking
Full Appreciation for Work Done
Good Wages
Good Working Conditions
Interesting Work
Job Security
Promotion/Growth Opportunities
Personal Loyalty to Workers
Feeling "In" on Things
Sympathetic Help on Personal Problems
Tactful Disciplining
Top 3
Top 3
Top 3
Bottom 3
Bottom 3
Bottom 3
If you like, you can just identify the top 3 and bottom 3, e.g.,
Factors Ranking
Full Appreciation for Work Done
Good Wages
Good Working Conditions
Interesting Work
Job Security
Promotion/Growth Opportunities
Personal Loyalty to Workers
Feeling "In" on Things
Sympathetic Help on Personal Problems
Tactful Disciplining
Go ahead and rank these now:
A 63-year StudyA 63-year StudyYou have just participated in an ongoing
A 63-year StudyA 63-year StudyYou have just participated in an ongoing
ManagersManagersComparing the rankings by
A 63-year StudyA 63-year StudyYou have just participated in an ongoing
ManagersManagers EmployeesEmployeesComparing the rankings by with those by
Let’s focus on the top 3top 3
A 63-year StudyA 63-year Study
… and the bottom 3bottom 3
ManagersManagers EmployeesEmployees
Employees MostMost Want From Their Jobs
ManagersManagers Think: Think:
Employees MostMost Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8
Good Wages 1Good Working Conditions 4
Interesting Work 5
Personal Loyalty to Workers 6
Feeling "In" on Things 10
Sympathetic Help on Personal Problems 9
Tactful Disciplining 7
Did you rank this anywhere in your top 3?
Employees MostMost Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8
Good Wages 1Good Working Conditions 4
Interesting Work 5
Job Security 2Promotion/Growth Opportunities 3Personal Loyalty to Workers 6
Feeling "In" on Things 10
Sympathetic Help on Personal Problems 9
Tactful Disciplining 7
Was this one of your top 3 factors?
Employees MostMost Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8
Good Wages 1Good Working Conditions 4
Interesting Work 5
Job Security 2Promotion/Growth Opportunities 3Personal Loyalty to Workers 6
Feeling "In" on Things 10
Sympathetic Help on Personal Problems 9
Tactful Disciplining 7
In your top 3?
Employees LeastLeast Want From Their Jobs
ManagersManagers Think: Think:
Employees LeastLeast Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8Good Wages 1
Good Working Conditions 4
Interesting Work 5
Job Security 2
Promotion/Growth Opportunities 3
Personal Loyalty to Workers 6
Feeling "In" on Things 10Sympathetic Help on Personal Problems 9Tactful Disciplining 7
Anywhere in your bottom 3?
Employees LeastLeast Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8Good Wages 1
Good Working Conditions 4
Interesting Work 5
Job Security 2
Promotion/Growth Opportunities 3
Personal Loyalty to Workers 6
Feeling "In" on Things 10Sympathetic Help on Personal Problems 9Tactful Disciplining 7
In your bottom 3?
Employees LeastLeast Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8Good Wages 1
Good Working Conditions 4
Interesting Work 5
Job Security 2
Promotion/Growth Opportunities 3
Personal Loyalty to Workers 6
Feeling "In" on Things 10Sympathetic Help on Personal Problems 9Tactful Disciplining 7
In your bottom 3?
Employees LeastLeast Want From Their Jobs
ManagersManagers Think: Think:
Factors Managers
Full Appreciation for Work Done 8Good Wages 1
Good Working Conditions 4
Interesting Work 5
Job Security 2
Promotion/Growth Opportunities 3
Personal Loyalty to Workers 6
Feeling "In" on Things 10Sympathetic Help on Personal Problems 9Tactful Disciplining 7
Keep these 3 factors clearly in your mind as we now look at…
EmployeesEmployees Say: Say:They MostMost Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10
Sympathetic Help on Personal Problems 9
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:They MostMost Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:They MostMost Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10
EmployeesEmployees Say: Say:They MostMost Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10
EmployeesEmployees Say: Say:They MostMost Want From Their Jobs
A dramatic disconnectbetween manager opinion
and employee fact!
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Somewhere in the middle.
Are employees saying that these are unimportant?
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Somewhere in the middle.
Are employees saying that these are unimportant?
Of course not! Employees want to be paid fairly and competitively, and many would like to have job security, but…
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
These are basic expectationsbasic expectations
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
These are not … motivatorsmotivators
If what you’re paying your employees is not competitive, they just won’t come to work for you. Overpaying your employees
is not going to instill greater loyalty or commitment.
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
Notice that employees rank Promotion/Growth Opportunities toward the bottom.
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
Important to some employees
EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 7Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
Important to some employees
But overall… Not so much.
The complete results of this ongoing studyFactors This Group Managers Employees
Full Appreciation for Work DoneFull Appreciation for Work Done 8 11
Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on ThingsFeeling "In" on Things 10 22
Sympathetic Help on Personal ProblemsSympathetic Help on Personal Problems 9 33
Tactful Disciplining 7 10
Sources: Foreman Facts, Labor Relations Institute of New York (1946); Lawrence Lindahl, Personnel Magazine (1949)
Repeated with similar results: Ken Kovach (1980); Valerie Wilson, Achievers International (1988)
Bob Nelson, Blanchard Training & Development (1991)
Sheryl & Don Grimme, GHR Training Solutions (1997-Present)
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
Good News!Good News!
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
• Increased wages and job security are precisely what many employers cannotnot provide these days
Good News!Good News!
• Increased wages and job security are precisely what many employers cannotnot provide these days – whereas appreciation and involvement cancan be provided...anytime.
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
Good News!Good News!
…at little or no cost.
• Increased wages and job security are precisely what many employers cannotnot provide these days – whereas appreciation and involvement cancan be provided...anytime.
[Promotion/growth opportunities – you’re not able to offer these to many of your employees.]
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
Good News!Good News!
…at little or no cost.
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
Good News!Good News!
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
Good News!Good News!
• Most managers don't "get it."
This discrepancy between manager opinion and employee fact is goodgood news
… for two reasons:
Good News!Good News!
If you do ... your organization can winwin the battle for
managing the human resource … regardless of budget!
• Most managers don't "get it."
This is all very nice…But you’re trying to run an enterprise.
But But whywhy should should we care?we care?
This is all very nice…
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
Organizations, where employees have above average attitudes toward their work, have:
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
38% higher customer satisfaction scores
Organizations, where employees have above average attitudes toward their work, have:
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
38% higher customer satisfaction scores
22% higher productivity
Organizations, where employees have above average attitudes toward their work, have:
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
38% higher customer satisfaction scores
22% higher productivity
22%22% better employee retentionretention
Organizations, where employees have above average attitudes toward their work, have:
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
38% higher customer satisfaction scores
22% higher productivity
22%22% better employee retentionretention
Organizations, where employees have above average attitudes toward their work, have:
Is retention (turnover) a challenge for you?
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
38% higher customer satisfaction scores
22% higher productivity
22%22% better employee retentionretention
Organizations, where employees have above average attitudes toward their work, have:
$$ 27%27% higher profits!profits!
Gallup Survey:ImpactImpact of of Employee AttitudesEmployee Attitudes
on Business Outcomeson Business Outcomes
SatisfyingSatisfyingemployees
is not only a “nice” thing to do…
Makes good Makes good businessbusiness sense! sense!
SatisfyingSatisfyingemployees
The The HumanHuman Resource – Resource –A DeeperDeeper Examination
The The HumanHuman Resource – Resource –A DeeperDeeper Examination
Theory Theory – Maslow & Grimme
Personal Insight Personal Insight – to confirm it
HardHard Data Data – which supports the theory
TheoryTheoryHierarchy of Needs
Hertzberg’s Two-Factor
Kano Model
Adam’s Equity
The best know motivation theory is probably…
SurvivalSurvival
Safety/SecuritySafety/Security
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-ization ization
Maslow’sMaslow’s HierarchyHierarchyOf NeedsOf Needs
SurvivalSurvival
Safety/SecuritySafety/Security
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-ization ization
5 Sets 5 Sets ofHuman Human NeedsNeeds
SurvivalSurvival
SurvivalSurvival
food, water & shelter
And,in the modern era,
also includes…
SurvivalSurvival
medical electricity
food, water & shelter
SurvivalSurvival
medical electricity
transport phones
food, water & shelter
All of which are jeopardized by natural disasters like…
SurvivalSurvival
medical electricity
transport phones
Katrina
food, water & shelter
Survival
Safety/SecuritySafety/Security
Next is:
For which we look to…
Survival
Safety/SecuritySafety/Security
military police
Survival
Safety/SecuritySafety/Security
military police
fire-rescue insurance
Survival
Safety/SecuritySafety/Security
military police
fire-rescue insurance
9/11
All of which were called into play on and since
Survival
Safety/Security
Social/BelongingSocial/Belonging
Survival
Safety/Security
Social/BelongingSocial/Belonging
family friends
Survival
Safety/Security
Social/BelongingSocial/Belonging
coworkers associations
family friends
Survival
Safety/Security
Social/Belonging
Self-EsteemSelf-Esteem
Survival
Safety/Security
Social/Belonging
Self-EsteemSelf-Esteem
confidence respect
Survival
Safety/Security
Social/Belonging
Self-EsteemSelf-Esteem
confidence respect
appreciation recognition
Survival
Safety/Security
Social/Belonging
Self-Esteem
Self-Self-Actual-Actual-ization ization
Survival
Safety/Security
Social/Belonging
Self-Esteem
Self-Self-Actual-Actual-ization ization
fulfillment happiness
Survival
Safety/Security
Social/Belonging
Self-Esteem
Self-Self-Actual-Actual-ization ization
career parenthood
fulfillment happinessWhich most of us meet through:
SurvivalSurvival
Safety/SecuritySafety/Security
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-ization ization
NotNot equal equal force … all
the time
But Maslow did more than categorize.He posited that these needs do…
SurvivalSafety/SecuritySafety/Security
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-ization ization
So when our most fundamental needs are jeopardized, e.g., by…
SurvivalSafety/SecuritySafety/Security
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-ization ization
Hurricanes Terrorism
So when our most fundamental needs are jeopardized, e.g., by…
SurvivalSafety/SecuritySafety/Security
Social/Belonging
Self-Esteem
Self-Actual-ization That’s all we care about.
Survival
Safety/Security However, for most Americans most
of the time, these needs are met …
Survival
Safety/Security
BasicBasicExpectationsExpectations
However, for most Americans most of the time, these needs are met
and they are simply…
Survival
Safety/Security
BasicExpectations
that we pay little attention to.
Survival
Safety/Security
MotivatorsMotivatorsWhat we care about – and are
motivated by – are…
Survival
Safety/Security
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-ization ization
MotivatorsMotivatorsWhat we care about – and are
motivated by – are…
We use Maslow’s Hierarchy as a springboard
for our own…
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
We use Maslow’s Hierarchy as a springboard
for our own…
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
We use Maslow’s Hierarchy as a springboard
for our own…
Which consolidates two other theories:
Hertzberg’sTwo-Factor
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
Hertzberg’sTwo-Factor
KanoModelof Customer Satisfaction
Which consolidates two other theories:
Employer’s Perspective
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
Hertzberg’sTwo-Factor
KanoModel
From an
of Customer Satisfaction
Survival
Safety/Security
Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryEmployers satisfy Maslow’s fundamental Survival and
Safety/Security needs primarily through…
Survival
Safety/Security
Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryEmployers satisfy Maslow’s fundamental Survival and
Safety/Security needs primarily through…
a pay check and benefits plan
Earnings & Earnings & BenefitsBenefits
Survival
Safety/Security
Earnings & Earnings & BenefitsBenefits
Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryEmployers satisfy Maslow’s fundamental Survival and
Safety/Security needs primarily through…
a pay check and benefits plan
That’s how employees buy groceries, put a roof over their heads,
and ensure against life’s contingencies.
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-izationization
Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryIn the workplace, the highest-level needs
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-izationization
Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryIn the workplace, the highest-level needs
are met through the work itself.
Self-EsteemSelf-Esteem
Self-Self-Actual-Actual-izationization
Job QualityJob Quality
Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryIn the workplace, the highest-level needs
are met through the work itself.
Social/BelongingSocial/Belonging
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
Employers can address:
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
Employers can address:
and
Social/BelongingSocial/Belonging
Self-EsteemSelf-Esteem
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
WorkplaceWorkplaceSupportSupport
Employers can address:
with:
Workplace SupportWorkplace Support factors
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
TeamworkTeamwork
Workplace SupportWorkplace Support factors
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
TeamworkTeamwork
SupervisionSupervision
Workplace SupportWorkplace Support factors
RecognitionRecognition
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
TeamworkTeamwork
SupervisionSupervision
Self-Esteem
Self-Actual-ization
Grimme’sGrimme’s 3-Factor Theory3-Factor Theory
Social/Belonging
Survival
Safety/SecurityEarnings & Benefits
WorkplaceWorkplaceSupportSupport
Job QualityJob Quality
These 3 sets of factors are
different in nature and effect.
Kano ModelKano Model
How well needs are met
Impact
+
–
– +
Which we will plot on this graph, derived from…
of Customer Satisfaction
The absenceabsence of Earnings & Benefits
Grimme’s Grimme’s 3-Factor Theory3-Factor TheoryAs Hertzberg maintained
The absenceabsence of Earnings & Benefitsis dedemotivating
Grimme’s Grimme’s 3-Factor Theory3-Factor TheoryAs Hertzberg maintained
How well needs are met
Impact
Earnings & Earnings & BenefitsBenefits
How well needs are met
Impact
Earnings & Earnings & BenefitsBenefits
Basic Needs
How well needs are met
Impact
Earnings & Earnings & BenefitsBenefits
DisgruntledDisgruntled•Poorly/Unfairly Paid
•Lousy Benefits
How well needs are met
Impact
Earnings & Earnings & BenefitsBenefits
DisgruntledDisgruntled
ContentedContented
•Poorly/Unfairly Paid
•Lousy Benefits
•Well & Fairly Paid
•Good Benefits
How well needs are met
Impact
Earnings & Earnings & BenefitsBenefits
DisgruntledDisgruntled
ContentedContented
•Poorly/Unfairly Paid
•Lousy Benefits
•Well & Fairly Paid
•Good Benefits
Energized!Energized!
The presencepresence of Job QualityJob Quality
Grimme’s Grimme’s 3-Factor Theory3-Factor TheoryIn contrast
The presencepresence of Job QualityJob Qualityis motivatingmotivating
Grimme’s Grimme’s 3-Factor Theory3-Factor TheoryIn contrast
How well needs are met
Impact
Job QualityJob Quality
How well needs are met
Impact
Job QualityJob Quality
ExcitementNeeds
How well needs are met
Impact
Job QualityJob Quality
Energized!Energized!
ComplacentComplacent
• Interesting work
•Meaningful
•Autonomy•Routine Job
•Little or no autonomy
The greater our sense of achievement and the more involved we are in our work,
the more energized and excited we will be.
How well needs are met
Impact
Job QualityJob Quality
Energized!Energized!
ComplacentComplacent
• Interesting work
•Meaningful
•Autonomy•Routine Job
•Little or no autonomy
The greater our sense of achievement and the more involved we are in our work,
the more energized and excited we will be.
This really turns us on!
How well needs are met
Impact
Job Job QualityQuality
Energized!Energized!
ComplacentComplacent
• Interesting work
•Meaningful
•Autonomy•Routine Job
•Little or no autonomy
DisgruntledDisgruntled
ContentedContented
•Poorly/Unfairly Paid
•Lousy Benefits
•Well & Fairly Paid
•Good Benefits
Earnings & Earnings & BenefitsBenefits
Thus far, this is pretty much…
How well needs are met
Impact
Job Job QualityQuality
Energized!Energized!
ComplacentComplacent
• Interesting work
•Meaningful
•Autonomy•Routine Job
•Little or no autonomy
DisgruntledDisgruntled
ContentedContented
•Poorly/Unfairly Paid
•Lousy Benefits
•Well & Fairly Paid
•Good Benefits
Earnings & Earnings & BenefitsBenefits
Hertzberg’s Hertzberg’s 2-Factor Theory2-Factor TheoryThus far, this is pretty much…
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
Workplace SupportWorkplace Support factors are
But we’ve carved out that third set of factors…
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
Workplace SupportWorkplace Support factors are
But we’ve carved out that third set of factors…
Which we maintain are both…
Workplace SupportWorkplace Support factors are DeDemotivators .
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
Workplace SupportWorkplace Support factors are DeDemotivators and MotivatorsMotivators.
Grimme’s Grimme’s 3-Factor Theory3-Factor Theory
How well needs are met
Impact
Workplace SupportWorkplace Support
How well needs are met
Impact
Workplace SupportWorkplace SupportPerformance
Needs
How well needs are met
Impact
Workplace SupportWorkplace Support
•Lousy supervisor
•Criticized/bullied
How well needs are met
Impact
Workplace SupportWorkplace Support
DispiritedDispirited
•Lousy supervisor
•Criticized/bullied
How well needs are met
Impact
Workplace SupportWorkplace Support
•Great supervisor
•Praised/supported
DispiritedDispirited
•Lousy supervisor
•Criticized/bullied
How well needs are met
Impact
Workplace SupportWorkplace Support
•Great supervisor
•Praised/supported
DispiritedDispirited
•Lousy supervisor
•Criticized/bullied
Energized!Energized!
We will go to work
Put another way…
Earnings & Benefits
We will go to work
Put another way…
for a paycheck and benefits plan
Earnings & Benefits
But we won’t really do workunless something else is present…
(or at least our best work)
Earnings & Benefits
Job QualityJob Quality
It is the quality of the work itself
Earnings & Benefits
Job QualityJob Quality
WorkplaceWorkplaceSupportSupport
It is the quality of the work itselfand of our relationships
with others at work…
Earnings & Benefits
Job QualityJob Quality
WorkplaceWorkplaceSupportSupport
Which draws us to thebest organizations
Earnings & Benefits
Job QualityJob Quality
WorkplaceWorkplaceSupportSupport
Which draws us to thebest organizations
and keeps us there … energized …
Earnings & Benefits
Job QualityJob Quality
WorkplaceWorkplaceSupportSupport
Which draws us to thebest organizations
and keeps us there … energized … and performing at peak effectiveness.
All that is just theory…
Where’s the
datadatathat supports supports it?
All that is just theory…
Families & Work Institute
National Study of theNational Study of theChanging WorkforceChanging Workforce
Every 5 years the
conducts the
National Study of theNational Study of theChanging WorkforceChanging Workforce
Impact of 4 Sets of Factors:
19971997
Examined the
National Study of theNational Study of theChanging WorkforceChanging Workforce
Earnings & Benefits Workplace SupportWorkplace Support
Job QualityJob Quality
Impact of 4 Sets of Factors:
19971997
[You see where we got the labels for our 3 factors.]
National Study of theNational Study of theChanging WorkforceChanging Workforce
Earnings & Benefits Workplace SupportWorkplace Support
Job QualityJob Quality Job DemandsJob Demands
Impact of 4 Sets of Factors:
19971997
also:
Job QualityJob Quality32%32%
WorkplaceWorkplace SupportSupport
37%37%
Earnings & Benefits
2%
Job Demands3%
Individual Variability
26%
Factors Impacting Job SatisfactionJob Satisfaction
Job QualityJob Quality32%32%
WorkplaceWorkplace SupportSupport
37%37%
Earnings & Benefits
2%
Job Demands3%
Individual Variability
26%
Factors Impacting Job SatisfactionJob Satisfaction
Job QualityJob Quality32%32%
WorkplaceWorkplace SupportSupport
37%37%
Earnings & Benefits
2%
Job Demands3%
Individual Variability
26%
Factors Impacting Job SatisfactionJob Satisfaction
Job QualityJob Quality32%32%
WorkplaceWorkplace SupportSupport
37%37%
Earnings & Benefits
2%
Job Demands3%
Individual Variability
26%
Factors Impacting Job SatisfactionJob Satisfaction
Job QualityJob Quality32%32%
WorkplaceWorkplace SupportSupport
37%37%
Earnings & Benefits
2%
Job Demands3%
Individual Variability
26%
Factors Impacting Job SatisfactionJob Satisfaction
70%70%
That’s a 35 X35 Xbang for the buck!
That’s a 35 X35 Xbang for the buck!
Although (in the case of Job Quality and Workplace Support)it’s a symbolic “buck,” rather than a monetary expense.
Results SimilarSimilarfor Factors Impacting:
Organizational LoyaltyLoyalty
Results SimilarSimilarfor Factors Impacting:
Organizational LoyaltyLoyalty
Employee RetentionRetention
Results SimilarSimilarfor Factors Impacting:
Organizational LoyaltyLoyalty
Employee RetentionRetention
Productivity
Results SimilarSimilarfor Factors Impacting:
Organizational LoyaltyLoyalty
Employee RetentionRetention
Productivity Job Job DemandsDemands
For productivity,that fourth factor
emerged.
Results SimilarSimilarfor Factors Impacting:
Organizational LoyaltyLoyalty
Employee RetentionRetention
Productivity Job Job DemandsDemands
For productivity,that fourth factor
emerged.
It has a negative impact on productivity – comparable to the positive impact ofeither Job Quality or Workplace Support.
Performance Job Job DemandsDemands
which we address in the second chapter of:
Performance Job Job DemandsDemands
which we address in the second chapter of:
and in our workshopsand longer presentations.
Let’s do areality check!reality check!
That’s pretty analytical…
Individual ActivityIndividual Activity
Remember a time when you felt energizedenergized, fulfilledfulfilled, and excitedexcited about your job or a project; when you couldn't waitcouldn't wait to get out of bed and get to work!
Individual ActivityIndividual Activity
OROR
Remember a time when you felt energizedenergized, fulfilledfulfilled, and excitedexcited about your job or a project; when you couldn't waitcouldn't wait to get out of bed and get to work!
If, unfortunately, nothing comes to mind…
Individual ActivityIndividual Activity
OROR
Remember a time when you felt frustratedfrustrated, boredbored, or dispiriteddispirited about your job; when you had to force yourselfforce yourself out of bed to go to work!
Remember a time when you felt energizedenergized, fulfilledfulfilled, and excitedexcited about your job or a project; when you couldn't waitcouldn't wait to get out of bed and get to work!
If, unfortunately, nothing comes to mind…
Individual ActivityIndividual Activity
What were you doingdoing? What was specialspecial (or notnot special) about it?
Individual ActivityIndividual Activity
What were you doingdoing? What was specialspecial (or notnot special) about it?
Was it the pay and fringe benefits?Maybe, for the first few days.
Was it the stimulating work, stretching abilities, part of grand venture, rapport with coworkers, recognition from superiors?
Individual ActivityIndividual Activity
What were you doingdoing? What was specialspecial (or notnot special) about it?
Was it the pay and fringe benefits?Maybe, for the first few days. OR
Was it the stimulating work, stretching abilities, part of grand venture, rapport with coworkers, recognition from superiors?
Individual ActivityIndividual Activity
What were you doingdoing? What was specialspecial (or notnot special) about it?
Was it the pay and fringe benefits?Maybe, for the first few days. OR
If you find that it’s the former, please write to us! [You’ll be the first to do so.]
Was it the stimulating work, stretching abilities, part of grand venture, rapport with coworkers, recognition from superiors?
Individual ActivityIndividual Activity
What were you doingdoing? What was specialspecial (or notnot special) about it?
NotNot unique – to you, your profession, job level, generation or socio-economic group.
Was it the pay and fringe benefits?Maybe, for the first few days. OR
If you find that it’s the former, please write to us! [You’ll be the first to do so.]
Otherwise, be assured that your insight is…
So What!So What!
What useuse does all this have to you
as a manager?
ApplicationsApplications
ApplicationsApplications
• These principles can become your mental model or paradigmparadigm.
GuidingGuiding you as you interact with your employees on a day-to-day and minute-by-minute basis.
ApplicationsApplications
• These principles can become your mental model or paradigmparadigm.
GuidingGuiding you as you interact with your employees on a day-to-day and minute-by-minute basis.
Very differentdifferent from the carrot & stick approach typically used.
ApplicationsApplications
• These principles can become your mental model or paradigmparadigm.
GuidingGuiding you as you interact with your employees on a day-to-day and minute-by-minute basis.
Very differentdifferent from the carrot & stick approach typically used.
Much more effectiveeffective in getting the bottom line results you want.
ApplicationsApplications
• These principles can become your mental model or paradigmparadigm.
ApplicationsApplications
• Think about:Think about: your behaviors and your organization’s current policies, practices & programs ... from a differentdifferent perspective.
Are they workingworking for you?
ApplicationsApplications
• Think about:Think about: your behaviors and your organization’s current policies, practices & programs ... from a differentdifferent perspective.
Are they workingworking for you?
Are they consistentconsistent with these principles?
ApplicationsApplications
• Think about:Think about: your behaviors and your organization’s current policies, practices & programs ... from a differentdifferent perspective.
Are they workingworking for you?
Are they consistentconsistent with these principles?
What changeschanges can you begin making?
ApplicationsApplications
• Think about:Think about: your behaviors and your organization’s current policies, practices & programs ... from a differentdifferent perspective.
ApplicationsApplications
• AnticipateAnticipate the efficacyefficacy of new initiatives under consideration.
ApplicationsApplications
• AnticipateAnticipate the efficacyefficacy of new initiatives under consideration.
For example, to reduce turnover … does it make sensemake sense to rely on:
ApplicationsApplications
• AnticipateAnticipate the efficacyefficacy of new initiatives under consideration.
For example, to reduce turnover … does it make sensemake sense to rely on:
Salary increases?
Promotions?
Bonuses?
Benefits?
Stock Options?
And…And…
Take advantage of
your organization’s #1#1 means
for managing the human resource…
And…And…
RainmakerThinking’s 10-year study:
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
“The day to day communication
between supervisory managerssupervisory managers and direct reports
has more impactmore impact than any other single factor on:
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
“The day to day communication
between supervisory managerssupervisory managers and direct reports
has more impactmore impact than any other single factor on:
employee productivity
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
“The day to day communication
between supervisory managerssupervisory managers and direct reports
has more impactmore impact than any other single factor on:
employee productivity, quality
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
“The day to day communication
between supervisory managerssupervisory managers and direct reports
has more impactmore impact than any other single factor on:
employee productivity, quality, morale
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
“The day to day communication
between supervisory managerssupervisory managers and direct reports
has more impactmore impact than any other single factor on:
employee productivity, quality, morale and retention.”
RainmakerThinking’s 10-year study:
>10,000 employees and executives
>700 different organizations
“The day to day communication
between supervisory managerssupervisory managers and direct reports
has more impactmore impact than any other single factor on:
employee productivity, quality, morale and retention.”
Their conclusionconclusion…
Immediate supervisorsImmediate supervisors are now
the most importantmost important people
in the workplace!
ApplicationsApplications
• TrainTrain your line managers
ApplicationsApplications
• TrainTrain your line managers
using our help, if you like.
ApplicationsApplications
• TrainTrain your line managers in these principles, techniques and skills.
using our help, if you like.
ApplicationsApplications
• TrainTrain your line managers in these principles, techniques and skills.
Tip: Pay particular attention to the hard data
As you do this…
ApplicationsApplications
• TrainTrain your line managers in these principles, techniques and skills.
Tip: Pay particular attention to the hard data
Effective in reaching bottom-line types
Resistant to “warm and fuzzy” people stuff
As you do this…
ApplicationsApplications
• Think aboutThink about the following particular challenge and the tips we’re suggesting – in light of this theory and paradigm.
ApplicationsApplications
• Think aboutThink about the following particular challenge and the tips we’re suggesting – in light of this theory and paradigm.
And as you apply those tips:
ApplicationsApplications
• Think aboutThink about the following particular challenge and the tips we’re suggesting – in light of this theory and paradigm.
And as you apply those tips:
You’ll likely be more effectivemore effective
A greater understandingunderstanding and belief belief in them
ApplicationsApplications
• Think aboutThink about the following particular challenge and the tips we’re suggesting – in light of this theory and paradigm.
And as you apply those tips:
You’ll likely be more effectivemore effective
A greater understandingunderstanding and belief belief in them
The particular challenge is…
Watch Out!!Watch Out!!
An AmericanAn American Crisis Crisis
An AmericanAn American Crisis Crisis
DiminishingDiminishing ability
Organizations in every sector
To motivate & retainretain talented employees
That is …
An AmericanAn American Crisis Crisis
DiminishingDiminishing ability
Organizations in every sector
To motivate & retainretain talented employees
That is …
An AmericanAn American Crisis Crisis
DiminishingDiminishing ability
Organizations in every sector
to survive!survive!
TheThe Workplace Issue of the Decade Workplace Issue of the DecadeEmployee Retention:Employee Retention:
TheThe Workplace Issue of the Decade Workplace Issue of the Decade
2004 study by TalentKeepers:
Employee Retention:Employee Retention:
TheThe Workplace Issue of the Decade Workplace Issue of the Decade
Turnover has begun to worsen worsen ...in spite of a sluggish economy.
2004 study by TalentKeepers:
Employee Retention:Employee Retention:
TheThe Workplace Issue of the Decade Workplace Issue of the Decade
SHRM’s 2006 Workplace Forecast:
Employee Retention:Employee Retention:
TheThe Workplace Issue of the Decade Workplace Issue of the Decade
The #1 employment trend most likely to have a major impact on the workplace is…
SHRM’s 2006 Workplace Forecast:
Employee Retention:Employee Retention:
TheThe Workplace Issue of the Decade Workplace Issue of the Decade
The #1 employment trend most likely to have a major impact on the workplace is…
A greater emphasis on...retentionretention strategies.
SHRM’s 2006 Workplace Forecast:
Employee Retention:Employee Retention:
TheThe Workplace Issue of the Decade Workplace Issue of the Decade
45% of employers forecasteda furtherfurther increase in turnover.
(only 3% predicted a decrease)
2007 TalentKeepers study:
Employee Retention:Employee Retention:
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
Our long-held assumption of an
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
Our long-held assumption of an
Has been shattered … by such factors as:
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
RetirementRetirement of aging baby boomers
Our long-held assumption of an
Has been shattered … by such factors as:
RetirementRetirement of aging baby boomers
Lower birth ratesbirth rates
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
RetirementRetirement of aging baby boomers
Lower birth ratesbirth rates
Tighter immigrationimmigration rules
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
RetirementRetirement of aging baby boomers
Lower birth ratesbirth rates
Tighter immigrationimmigration rules
Increase in skillsskills demanded
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
RetirementRetirement of aging baby boomers
Lower birth ratesbirth rates
Tighter immigrationimmigration rules
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?The first three factors explain this quantitatively:
Retirement of aging baby boomers
Lower birth rates
Tighter immigration rules
Increase in skillsskills demanded
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
But it is this last, qualitative, factor that is the sticking point:
Retirement of aging baby boomers
Lower birth rates
Tighter immigration rules
Increase in skillsskills demanded
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
bodies
More than a shortage of:
Retirement of aging baby boomers
Lower birth rates
Tighter immigration rules
Increase in skillsskills demanded
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
bodies abilitiesabilities
This is a crisis of:
Retirement of aging baby boomers
Lower birth rates
Tighter immigration rules
Increase in skillsskills demanded
Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?
bodies abilitiesabilities
The talent in “talent pool.”
Employee Loyalty isEmployee Loyalty is Down! Down!
Employee Loyalty isEmployee Loyalty is Down! Down!
79%79% of employees are job job searchingsearching actively or passively
2005 Survey by SHRM:
Employee Loyalty isEmployee Loyalty is Down! Down!
79%79% of employees are job job searchingsearching actively or passively
2005 Survey by SHRM:
How can we keep talent fromjumpingjumping to our competitors?
Question most asked of SHRM:
Crisis =Crisis =Fortunately, every crisis contains
Crisis =Crisis =
Danger Danger ++
Fortunately, every crisis contains
Not only
Crisis =Crisis =
OpportunityOpportunityDanger Danger ++not only but also
Crisis =Crisis =
OpportunityOpportunityDanger Danger ++not only but also
If you know how to tap into it!
Crisis =Crisis =
You’re about to learn the SecretSecret ::
OpportunityOpportunityDanger Danger ++
Crisis =Crisis =
You’re about to learn the SecretSecret ::
Transforming dangerous crisis into
OpportunityOpportunityDanger Danger ++
Crisis =Crisis =
You’re about to learn the SecretSecret ::
Transforming dangerous crisis into
OpportunityOpportunity for you to flourish!flourish!
OpportunityOpportunityDanger Danger ++
TheThe SecretSecretin a nutshell:
TheThe SecretSecretin a nutshell:
• Pay them fairly.
TheThe SecretSecretin a nutshell:
1. Pay them fairly.
• Treat them GREAT!GREAT!
10 Tips10 Tips
As for how to treat them great,
we developed:
Think about:As you review these tips, we’d like you to
Think about:
What youyou can doas an individual
manager
Think about:
What youyou can doas an individual
to motivate and retain your employees.
10 Tips10 Tipswith
Real-World ExamplesReal-World Examples many of which are taken from Bob Nelson’s…
10 Tips10 Tipswith
Real-World ExamplesReal-World Examples Some of the examples may not be directly
applicable to your environment. So…
10 Tips10 Tipswith
Real-World ExamplesReal-World Examples
How you can adaptadapt them to youryour workplace.
Also think about:
To To MotivateMotivate
& & RetainRetain
Talented Employees Talented Employees
Top 10 TipsTop 10 Tips
Tip #1:Tip #1:
PayPay employees fairly and well;
Tip #1:Tip #1:
PayPay employees fairly and well;
Equity TheoryEquity Theory
Tip #1:Tip #1:
PayPay employees fairly and well;
• Unfair pay is a dedemotivator
Equity TheoryEquity Theory
They’ll complain, goof off and eventually quit.
Tip #1:Tip #1:
PayPay employees fairly and well;
• Most employees don’tdon’t believe they’re paid fairly
• Unfair pay is a dedemotivator
Equity TheoryEquity Theory
They’ll complain, goof off and eventually quit.
Tip #1:Tip #1:
PayPay employees fairly and well;
• Otherwise … pay has nono impact on retention!
Tip #1:Tip #1:
PayPay employees fairly and well;
• Focusing on pay can denigratedenigrate performance.
• Otherwise … pay has nono impact on retention!
Tip #1:Tip #1:
PayPay employees fairly and well;
then get them to forgetforget about money.
Don’t bother coming up with complicated incentive pay programs – particularly if they pit employees against each other.
Such programs just get in the way of employees focusing their attention where it should be – on doing a good job.
Tip #2:Tip #2:
Treat each and every employee with
Tip #2:Tip #2:
respectrespect.Treat each and every employee with
‘‘respect’respect’
“The state of being regarded with honor or esteem.”
‘‘respect’respect’
“The state of being regarded with honor or esteem.”
“To avoid violation of.” (verb)
‘‘respect’respect’
“The state of being regarded with honor or esteem.”
“To avoid violation of.” (verb)
Respect ≠ deference to authority or position
‘‘respect’respect’
“The state of being regarded with honor or esteem.”
“To avoid violation of.” (verb)
Respect ≠ deference to authority or position
‘‘respect’respect’
bowing to a king “Yes sir, boss!”
“The state of being regarded with honor or esteem.”
“To avoid violation of.” (verb)
Respect ≠ deference to authority or position
‘‘respect’respect’
bowing to a king “Yes sir, boss!”
Respect = avoid violating individual’s rights
“The state of being regarded with honor or esteem.”
“To avoid violation of.” (verb)
Respect ≠ deference to authority or position
‘‘respect’respect’
bowing to a king “Yes sir, boss!”
Respect = avoid violating individual’s rights
Every human being is a “Sir” or “Ma’am”
Even when addressing them by first name
RESPECTRESPECT
RRefrain from putdowns, criticism, personal attacks
EEncourage others to state their views
SSupport each other – even if you don’t agree
PPractice active listening
EExpress yourself assertively (not aggressively or passively)
CCollaborate (not compete or collude)
TTrust each other … unless & until trust is violated
RESPECTRESPECT
Tip #2Tip #2 Real-World Example:Real-World Example:
At Beth Israel Hospital in Boston
Tip #2Tip #2 Real-World Example:Real-World Example:
At Beth Israel Hospital in Boston, doctors occasionally dress asAt Beth Israel Hospital in Boston
Tip #2Tip #2 Real-World Example:Real-World Example:
At Beth Israel Hospital in Boston, doctors occasionally dress as maintenance staff … and roam the hospital halls.
At Beth Israel Hospital in Boston, doctors occasionally dress asAt Beth Israel Hospital in Boston
Tip #2Tip #2 Real-World Example:Real-World Example:
Why?
To learn how it feels to be treatedtreated as “support staff” … and to find ways of improvingimproving the hospital environment.
At Beth Israel Hospital in Boston, doctors occasionally dress as maintenance staff … and roam the hospital halls.
At Beth Israel Hospital in Boston, doctors occasionally dress asAt Beth Israel Hospital in Boston
Tip #2:Tip #2:
Treat each and every employee with respectrespect.
Show that you care about them as personspersons, not just as workers.
Treat each and every employee with respectrespect.
Publix Super Markets publishes a biweekly bulletinbiweekly bulletin – that lists the births, deaths, marriages and serious illnesses of employees and their families.
Tip #2Tip #2 Real-World Example:Real-World Example:
Publix Super Markets publishes a biweekly bulletinbiweekly bulletin – that lists the births, deaths, marriages and serious illnesses of employees and their families.
For more than 20 years, the president sent personalized cardspersonalized cards to the families of everyone listed in the bulletin.
Tip #2Tip #2 Real-World Example:Real-World Example:
What Employees Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10
#3
What Employees Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10
#3
This phrasing is a bit archaic (the study began in 1946).
What Employees Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10
#3
Today, this would be called:Sensitivity to
Work/LifeWork/Life issues.
Flextime?
work/lifework/life
And studies have shown that – more important than:
Flextime?
Telecommuting?
work/lifework/life
And studies have shown that – more important than:
Flextime?
Telecommuting?
On-site daycare?
work/lifework/life
And studies have shown that – more important than:
is considered
the #1#1 need for
balancing work/lifework/life issues
RespectRespectFlextime?
Telecommuting?
On-site daycare?
Work/LifeWork/Life
The third chapter of our book explores Work/Life Balance
in greater depth.
Tip #2Tip #2 Real-World Example:Real-World Example:
For now, here’s an impressive…
Tip #2Tip #2 Real-World Example:Real-World Example:
When Steve Peterson’s 3-year old son had open-heart surgery and his wife was confined to bed with a high-risk pregnancy, his employer, Hewitt Associates:
Tip #2Tip #2 Real-World Example:Real-World Example:
When Steve Peterson’s 3-year old son had open-heart surgery and his wife was confined to bed with a high-risk pregnancy, his employer, Hewitt Associates:
• Arranged for him to work part-timepart-time for 3 months;
Tip #2Tip #2 Real-World Example:Real-World Example:
When Steve Peterson’s 3-year old son had open-heart surgery and his wife was confined to bed with a high-risk pregnancy, his employer, Hewitt Associates:
• Arranged for him to work part-timepart-time for 3 months;
• Maintained his benefitsMaintained his benefits; and
Tip #2Tip #2 Real-World Example:Real-World Example:
When Steve Peterson’s 3-year old son had open-heart surgery and his wife was confined to bed with a high-risk pregnancy, his employer, Hewitt Associates:
• Arranged for him to work part-timepart-time for 3 months;
• Maintained his benefitsMaintained his benefits; and
• Installed a computer at his homecomputer at his home so he could be with his family.
Tip #2Tip #2 Real-World Example:Real-World Example:
When Steve Peterson’s 3-year old son had open-heart surgery and his wife was confined to bed with a high-risk pregnancy, his employer, Hewitt Associates:
• Arranged for him to work part-timepart-time for 3 months;
• Maintained his benefitsMaintained his benefits; and
• Installed a computer at his homecomputer at his home so he could be with his family.
How loyal or committed to his employer do you think Steve has been since then?
Tip #3:Tip #3:
PraisePraise accomplishments
Tip #3:Tip #3:
PraisePraise accomplishments
i.e., positivepositive feedback feedback– a skill we teach in our workshops …
and in chapter #7 of our book.
What Employees Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2
Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
#1
PraisePraise accomplishments … and attempts.
Tip #3:Tip #3:
PraisePraise accomplishments … and attempts.
Tip #3:Tip #3:
Just as you would when training a puppy or young child. Are we saying that employees are pets or children? Of course not! But the principle applies to any living organism.
• Both large and small
PraisePraise accomplishments … and attempts.
Tip #3:Tip #3:
Tip #3Tip #3 Real-World Example:Real-World Example:
An engineer burst into his manager’s office to announce he’d just found the solution to a problem the group had been struggling with for many weeks.
His manager quickly groped around his desk for some item to acknowledge the accomplishment and ended up handing the employee…
Hewlett-Packard
Here’s an example of a small (but effective) reward for a large accomplishment.
Tip #3Tip #3 Real-World Example:Real-World Example: Hewlett-Packard
… a banana from his lunch with the words, “Well done. Congratulations!”
The employee was initially puzzled, but over time, the…
Tip #3Tip #3 Real-World Example:Real-World Example:
Golden Banana AwardGolden Banana Award
Hewlett-Packard
became one of the most prestigious honors bestowed on an inventive employee.
Tip #3Tip #3 Real-World Example:Real-World Example: Hewlett-Packard
More important than the dollar value of a reward is the meaning associated with it.
PraisePraise accomplishments … and attempts.
• Both large and small
• At least 4 times more than you “criticize”
Tip #3:Tip #3:
• Promptly (as soon as observed)
PraisePraise accomplishments … and attempts.
• Both large and small
• At least 4 times more than you “criticize”
Tip #3:Tip #3:
Remember that puppy/child principle. Don’t wait for the annual performance review. Praise delayed is praise denied.
• Promptly (as soon as observed)
• Verbally … and in writing
PraisePraise accomplishments … and attempts.
• Both large and small
• At least 4 times more than you “criticize”
Tip #3:Tip #3:
And putting it in writing does not have to be time-consuming…
Tip #3Tip #3 Real-World Example:Real-World Example:
Use your business cards:business cards:
Tip #3Tip #3 Real-World Example:Real-World Example:
Use your business cards:business cards:When you catch someone doing something right, briefly note what they did and how you feel about it. Sign it and hand them the card.
Tip #3Tip #3 Real-World Example:Real-World Example:
Dear Viewer,
Congratulations for caring about motivating your employees.
Well Done!
Don & Sheryl Grimme
Use your business cards:business cards:
PraisePraise accomplishments … and attempts.
• At least 4 times more than you “criticize”
• Promptly (as soon as observed)
• Verbally … and in writing
• Publicly … and in private
• Both large and small
Tip #3:Tip #3:
Based on both the magnitude of the accomplishment and the personal preferences of the recipient. Not everyone is comfortable with public praise.
• Sincerely
PraisePraise accomplishments … and attempts.
• At least 4 times more than you “criticize”
• Promptly (as soon as observed)
• Verbally … and in writing
• Publicly … and in private
• Both large and small
Tip #3:Tip #3:
• Sincerely
PraisePraise accomplishments … and attempts.
• At least 4 times more than you “criticize”
• Promptly (as soon as observed)
• Verbally … and in writing
• Publicly … and in private
• Both large and small
Tip #3:Tip #3:
For example, if right after we praised you, we had asked you to use our training services or buy our book – would you have felt appreciated … or manipulated?
ImpactImpact of 28 Appreciation Practices
Source: Dr. Gerald Graham, Wichita State University, 1990
An interesting study was conducted a few years back on the..
ImpactImpact of 28 Appreciation Practices
4 Most Effective
#1 Personal Thanks
#2 Written Thanks
#3 Promotion
#4 Public Praise
Source: Dr. Gerald Graham, Wichita State University, 1990
Notice the 4 most effective.
What do these have in common?
ImpactImpact of 28 Appreciation Practices
4 Most Effective
#1 Personal Thanks
#2 Written Thanks
#3 Promotion
#4 Public Praise
Source: Dr. Gerald Graham, Wichita State University, 1990
Specific,Specific,Personalized Personalized &
PerformancePerformance-based
ImpactImpact of 28 Appreciation Practices
4 Most Effective
#1 Personal Thanks
#2 Written Thanks
#3 Promotion
#4 Public Praise
4 Least Effective
#25 Employee of the Month
#26 Gifts/parties on birthday
#27 Birthday Cards
#28 Hats, T-shirts w/ Co. logo
Source: Dr. Gerald Graham, Wichita State University, 1990
These tend to be generalized, impersonal or unrelated to performance.
ImpactImpact of 28 Appreciation Practices
4 Most Effective
#1 Personal Thanks
#2 Written Thanks
#3 Promotion
#4 Public Praise
4 Least Effective
#25 Employee of the Month
#26 Gifts/parties on birthday
#27 Birthday Cards
#28 Hats, T-shirts w/ Co. logo
Source: Dr. Gerald Graham, Wichita State University, 1990
MostMostCommonCommon
Ironically, they are the…
ImpactImpact of 28 Appreciation Practices
4 Most Effective
#1 Personal Thanks
#2 Written Thanks
#3 Promotion
#4 Public Praise
4 Least Effective
#25 Employee of the Month
#26 Gifts/parties on birthday
#27 Birthday Cards
#28 Hats, T-shirts w/ Co. logo
Source: Dr. Gerald Graham, Wichita State University, 1990
MostMostCommonCommon
For example, what workplace doesn’t have…
ImpactImpact of 28 Appreciation Practices
4 Most Effective
#1 Personal Thanks
#2 Written Thanks
#3 Promotion
#4 Public Praise
4 Least Effective
#25 Employee of the Month
#26 Gifts/parties on birthday
#27 Birthday Cards
#28 Hats, T-shirts w/ Co. logo
Source: Dr. Gerald Graham, Wichita State University, 1990
These can be valuable for team building … but they have little to do with appreciation.
Tip #4:Tip #4:
Clearly communicatecommunicate goals, responsibilities, and expectations.
Tip #4:Tip #4:
NEVER criticize in public –
Clearly communicatecommunicate goals, responsibilities, and expectations.
Tip #4:Tip #4:
NEVER criticize in public –
Clearly communicatecommunicate goals, responsibilities, and expectations.
redirectredirect in private.
Tip #4:Tip #4:
NEVER criticize in public –
Clearly communicatecommunicate goals, responsibilities, and expectations.
i.e., constructiveconstructive feedback feedback
redirectredirect in private.
another skill taught in our workshops and our book.
Grimme’s Top 10 Tipsto MotivateMotivate Employees
Just as we have…
Dean Spitzer’s Top 10 Ways
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
#2#2 Unclear Expectations
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
#2#2 Unclear Expectations
#6#6 Withholding Information
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
#2#2 Unclear Expectations
#6#6 Withholding Information
#7#7 Criticism
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
#2#2 Unclear ExpectationsClarifiesClarifies
Constructive feedback:
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
#2#2 Unclear Expectations
#6#6 Withholding Information
ClarifiesClarifies
ProvidesProvides
Constructive feedback:
Dean Spitzer’s Top 10 WaysTo ZapZap Employee Motivation
#2#2 Unclear Expectations
#6#6 Withholding Information
#7#7 Criticism
ClarifiesClarifies
ProvidesProvides
Constructive feedback:
And, when done right, is not
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
• RewardReward outstanding performance
On the one hand:
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
• RewardReward outstanding performance (e.g., with promotions and opportunities)But not just big rewards like that.
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
• RewardReward outstanding performance (e.g., with promotions and opportunities)
Applying this to employee rewards is not quite as silly as you may think.
Tip #5Tip #5 Real-World Example:Real-World Example: Sam Colin, founder of a janitorial services company, used to go around handing out
Tip #5Tip #5 Real-World Example:Real-World Example: Sam Colin, founder of a janitorial services company, used to go around handing out Life SaversLife Savers candy to employees.
Tip #5Tip #5 Real-World Example:Real-World Example: Sam Colin, founder of a janitorial services company, used to go around handing out Life SaversLife Savers candy to employees.
That early tradition has developed into a lasting philosophy of recognition – that includes such awards as Most Helpful EmployeeMost Helpful Employee and Nicest EmployeeNicest Employee … as voted on by coworkers.
NicestNicest
This may sound like those Employee of the Month awards that we just said are not that effective. But notice that…
Tip #5Tip #5 Real-World Example:Real-World Example: Sam Colin, founder of a janitorial services company, used to go around handing out Life SaversLife Savers candy to employees.
That early tradition has developed into a lasting philosophy of recognition – that includes such awards as Most Helpful EmployeeMost Helpful Employee and Nicest EmployeeNicest Employee … as voted on by coworkers.
NicestNicest
Having the employees themselves determine the results gets them involved … and it minimizes their resentment of the award recipients.
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
• RewardReward outstanding performance (e.g., with promotions and opportunities)On the other hand:
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
• RewardReward outstanding performance (e.g., with promotions and opportunities)
• Do notnot tolerate sustained poor performance – coach & train or remove!
On the other hand:
Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately
and consistentlyconsistently.
• RewardReward outstanding performance (e.g., with promotions and opportunities)
• Do notnot tolerate sustained poor performance – coach & train or remove!
This may sound obvious … but most employees don’t believe that poor performers are dealt with effectively.
Tip #6:Tip #6:InvolveInvolve employees in plans and decisions,
Tip #6:Tip #6:
especially those that affect them.InvolveInvolve employees in plans and decisions,
What Employees Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
#2
What Employees Want From Their Jobs
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5
Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4
Promotion/Growth Opportunities 3 7
Personal Loyalty to Workers 6 8
Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3
Tactful Disciplining 7 10
Do your employeesfeel “in” on things?
#2They can, if you…
Tip #6:Tip #6:
SolicitSolicit their ideas and opinions.
InvolveInvolve employees in plans and decisions,especially those that affect them.
Tip #6:Tip #6:
SolicitSolicit their ideas and opinions.
using inquiryinquiry
InvolveInvolve employees in plans and decisions,especially those that affect them.
which, of course, we teach in our workshops and our book.
Tip #6Tip #6 Real-World Example:Real-World Example:
Senior Training Manager for Rally’s Hamburgers, solicits ideassolicits ideas for whatever project he is working on.
Tip #6Tip #6 Real-World Example:Real-World Example:
Senior Training Manager for Rally’s Hamburgers, solicits ideassolicits ideas for whatever project he is working on.
He creates a quick questionnaire and then phones employees at various levels around the country to get their insights and perspectives.
How relevant and popular do you think the resulting training programs are?
Tip #6:Tip #6:InvolveInvolve employees in plans and decisions,
especially those that affect them.
Encourage initiativeinitiative.
SolicitSolicit their ideas and opinions.
All too often, employees who “rock the boat” or “stick their neck out” by expressing creative ideas
… are slapped down, rather than rewarded.
The CEO of Hershey Foods created a special
award:
Tip #6Tip #6 Real-World Example:Real-World Example:
Recognizing this…
The CEO of Hershey Foods created a special
award: The Exalted Order of the Extended The Exalted Order of the Extended
NeckNeck
Tip #6Tip #6 Real-World Example:Real-World Example:
Tip #6Tip #6 Real-World Example:Real-World Example:
The CEO of Hershey Foods created a special
award: The Exalted Order of the Extended The Exalted Order of the Extended
NeckNeck, “to reward people who were willing to
buck the system, practice entrepreneurship,
and were willing to stand the heat for an idea
they really believed in.”
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
??
Factors Managers Employees
Full Appreciation for Work Done 8 1
Good Wages 1 5Good Working Conditions 4 9
Interesting Work 5 6
Job Security 2 4Promotion/Growth Opportunities 3 77Personal Loyalty to Workers 6 8
Tactful Disciplining 7 10
??What Employees Want From Their Jobs
#7
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
How Employees Choose Employersranked 16 factors
Well … the National Study of the Changing Workforcealso examined:
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
#15: Advancement opportunity
How Employees Choose Employersranked 16 factors
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
#15: Advancement opportunity
How Employees Choose Employersranked 16 factors
#6: Gain new skills
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
#15: Advancement opportunity
How Employees Choose Employersranked 16 factors
#6: Gain new skills
Some of your employees want to climb the organizational ladder.
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
#15: Advancement opportunity
How Employees Choose Employersranked 16 factors
#6: Gain new skills
Virtually all of your employees want to…
Tip #7:Tip #7:
Create opportunities for employees to learnlearn & growgrow.
TrainingTraining EducationEducation
This certainly includes formal:
But also OJT (on-the-job training). And…
Tip #7Tip #7 Real-World Example:Real-World Example:
Sausage maker Johnsonville Foods
encourages every employee to spend
one day a year observingobserving another
employee perform his or her job.
Tip #7Tip #7 Real-World Example:Real-World Example:
Sausage maker Johnsonville Foods
encourages every employee to spend
one day a year observingobserving another
employee perform his or her job.
Employees learnlearn something new
about their co-workers, and about
other departments in the company.
Tip #7:Tip #7:
LinkLink the goals of the organizationwith the goals of each individual in it.
Create opportunities for employees to learnlearn & growgrow.
Every employee should be clear how the work they do benefits your organization … and themselves.
Tip #8:Tip #8:
Actively listenlisten to employees concerns
Tip #8:Tip #8:
Actively listenlisten to employees concerns– both work-related and personal.
Tip #8:Tip #8:
Actively listenlisten to employees concerns– both work-related and personal.
using active listeningactive listening
By now, it’s obvious that this skill is covered in our workshops and our book. Right?
Tip #8Tip #8 Real-World Example:Real-World Example:
Once a month, a manager at the
Mirage Hotel in Las Vegas asks her
staff: “What one thing can I do better
for you?”
Tip #8Tip #8 Real-World Example:Real-World Example:
Once a month, a manager at the
Mirage Hotel in Las Vegas asks her
staff: “What one thing can I do better
for you?”
After listeninglistening to & acknowledging
the employees’ ideas, she tells them
one thing they can do better for her.
Tip #8Tip #8 Real-World Example:Real-World Example: That’s what one manager can do. Here now is what an entire corporation has done…
Tip #8Tip #8 Real-World Example:Real-World Example:
Motorola’s Individual Dignity EntitlementIndividual Dignity Entitlement Program
requires managers/supervisors to meet one-on-one
with each member of their staff every 3 months.
Tip #8Tip #8 Real-World Example:Real-World Example:
Motorola’s Individual Dignity EntitlementIndividual Dignity Entitlement Program
requires managers/supervisors to meet one-on-one
with each member of their staff every 3 months.
They discuss employee’s answers to 6 questions
about how they are treated (e.g., meaningful job,
feedback, training, career, etc.).
Tip #8Tip #8 Real-World Example:Real-World Example:
Motorola’s Individual Dignity EntitlementIndividual Dignity Entitlement Program
requires managers/supervisors to meet one-on-one
with each member of their staff every 3 months.
They discuss employee’s answers to 6 questions
about how they are treated (e.g., meaningful job,
feedback, training, career, etc.).
Action plans to address issues are
created and reviewed.
Tip #9:Tip #9:
ShareShare information –promptly, openly, and clearly.
Tip #9:Tip #9:
ShareShare information –promptly, openly, and clearly.
How do your employees find out what’s really going on?
Tip #9:Tip #9:
ShareShare information –promptly, openly, and clearly.
Via the rumor mill?
Tip #9:Tip #9:
ShareShare information –promptly, openly, and clearly.
Or from effective and trusted communication programs?
Tip #9Tip #9 Real-World Example:Real-World Example:
And you can empower them in the process.
Tip #9Tip #9 Real-World Example:Real-World Example:
At Goodyear Tire & Rubber, each shift tracks its
own productivity.
Tip #9Tip #9 Real-World Example:Real-World Example:
At Goodyear Tire & Rubber, each shift tracks its
own productivity.
The results are postedposted on marker boards displayed
on the shop floor and updated frequently.
Tip #9:Tip #9:
ShareShare information –promptly, openly, and clearly.
Tell the truthtruth … with compassion. If layoffs or benefits cuts are in the works, let your employees know about it … and help them deal with it.
Tip #9Tip #9 Real-World Example:Real-World Example:
The general manager of each Hyatt Hotel holds
monthly “Hyatt Talks”“Hyatt Talks” with groups of hotel staffers:
Tip #9Tip #9 Real-World Example:Real-World Example:
The general manager of each Hyatt Hotel holds
monthly “Hyatt Talks”“Hyatt Talks” with groups of hotel staffers:
To discuss operations and procedures, and
Tip #9Tip #9 Real-World Example:Real-World Example:
The general manager of each Hyatt Hotel holds
monthly “Hyatt Talks”“Hyatt Talks” with groups of hotel staffers:
To discuss operations and procedures, and
To respondrespond to employee issues and problems.
Tip #10:Tip #10:Last … but not least:
Tip #10:Tip #10:
CelebrateCelebrate successesand milestones reached
– organizational and personal.
Tip #2Tip #2 Real-World Example:Real-World Example:
Publix Super Markets biweekly bulletinbiweekly bulletin – listing
births and marriages of employees and their families.
Tip #2Tip #2 Real-World Example:Real-World Example:
Publix Super Markets biweekly bulletinbiweekly bulletin – listing
births and marriages of employees and their families.
PersonalPersonal milestones
Tip #10:Tip #10:
CelebrateCelebrate successesand milestones reached
– organizational and personal.
Here now are a couple which combine the organizational and personal.
Tip #10Tip #10 Real-World Example:Real-World Example:
All employees at Apple,
who worked on the first
Macintosh computer,
Tip #10Tip #10 Real-World Example:Real-World Example:
All employees at Apple,
who worked on the first
Macintosh computer, had
their signaturessignatures placed on
the inside of the product.
All employees at Apple,
who worked on the first
Macintosh computer,
Can you imagine the pride those employees felt then … and today?
Verizon Wireless
named cell sitesnamed cell sites
after top employees.
Tip #10Tip #10 Real-World Example:Real-World Example:
Is either of these something you could adapt to your products, services or work environments?
Tip #10:Tip #10:
CelebrateCelebrate successesand milestones reached
– organizational and personal.
Create an organizational culture that is open, trusting, and funfun.
On his first day at Hewitt Associates, a new hire
received a welcome note and a “survival kit”“survival kit”
(including candy bar and nerf ball).
Tip #10Tip #10 Real-World Example:Real-World Example:
On his first day at Hewitt Associates, a new hire
received a welcome note and a “survival kit”“survival kit”
(including candy bar and nerf ball).
Everyone came by his office to
personally welcomepersonally welcome him to the team.
Tip #10Tip #10 Real-World Example:Real-World Example:
On his first day at Hewitt Associates, a new hire
received a welcome note and a “survival kit”“survival kit”
(including candy bar and nerf ball).
Everyone came by his office to
personally welcomepersonally welcome him to the team.
Every day for the next two weeks, someone made
a point to stop by and ask him to lunchask him to lunch.
Tip #10Tip #10 Real-World Example:Real-World Example:
Tip #10:Tip #10:
CelebrateCelebrate successesand milestones reached
– organizational and personal.
Create an organizational culture that is open, trusting, and funfun.
At Miami’s Baptist Hospital, employees
give themselves a break by throwing a
Monotony Breaker Day on minor
holidays (e.g., Oktoberfest).
Tip #10Tip #10 Real-World Example:Real-World Example:
At Miami’s Baptist Hospital, employees
give themselves a break by throwing a
Monotony Breaker Day on minor
holidays (e.g., Oktoberfest).
Tip #10Tip #10 Real-World Example:Real-World Example:
Employees are encouraged to
drop by the party-room
whenever convenient,
to socializesocialize or just
relaxrelax and take a break.
What questionsquestions or concerns concerns do you have?
Before we conclude…
Managing the Managing the HumanHuman Resource Resource
presented by Don & Sheryl GrimmeDon & Sheryl Grimme
GHR Training Solutions
Applying a DifferentDifferent Workplace Paradigm
www.GHR-Training.com
www.Employee-Retention-HQ.com
www.linkedin.com/in/grimme