the leading from the heart workshop ®. 4.5 percent
TRANSCRIPT
The Leading from the Heart Workshop®
4.5 percent
warning:ON MARCH 31, 2007, THE JOB OPENINGS RATE WAS 2.9 PERCENT, OR 4.2 MILLION JOB OPENINGS
Source: Bureau of Labor Statistics
Fact
In the war for talent, everyone is fighting over your best employees.
What talent war?
17-21= -4
WAKE UPT h i s i s y o u r
c a l l
Professional and business services will
grow twice as fast as the overall economy.
Source: Bureau of Labor Statistics
About half of Human Resource
professionals say they are seeing new workers entering the
workforce lacking overall
professionalism, written
communication skills, analytical skills, or
business knowledge. SHRM: 2005 Future of the U.S.
Labor Pool Survey Report
By 2012, one out of
five workers will be
fifty-five years old
or older.
Source: Bureau of Labor Statistics
“The Baby Boom is de-booming and soon there will be many
more jobs than people available to fill them.”
“Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003
“It may be time to reconsider the ‘they have no place else to
go’ strategy of employee retention.”
“Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003
People join an organization.
They leave a manager.
Old InterviewInterviewer: “Tell me why I should hire you.”
New InterviewCandidate: “Tell me why I should come work for your company.”
BasicWorker
Benefits(negotiable)
Salary plus Incentive Pay
Paid Holidays and Vacations
Long-Term Retirement Savings Plan
Employee Educational Assistance
Medical and Hospitalization Insurance with Dental and Vision options
Salary Continuation Plan (Sick Leave, Long-Term Disability Insurance)
PremiumWorker
Benefits(old tie-
breakers)
Fitness Center
Cafés with Healthful Meals
Take-home Catering
In-house Day Care
Scholarships for Family Members
Adoption Expense Assistance
On-site Dry Cleaning, Shoe Repair, Photo Processing, Libraries
Values-Based
WorkerBenefits
(new tie-breakers)
Cultural Diversity
Shared Authority and Self-Managed Work Teams
Paid Time Off for Volunteerism
Flex Time or Job Sharing for Work / Life Balance
Maternity, Paternity, and Adoption Leave of Absence
Career Planning and Job Coaching
generations all
When selecting employers, job candidates from
are focusing less on the financial rewards and more on the values rewards.
1. Make love, not war. Done.
2. Make more money than Done. our parents did.
3. Make a difference In progress. (make amends for #2).
The Boomer Agenda
Whereas the Industrial Revolution drew fathers outside the home to work, Gen Xers probably grew up
in households in which both parents held jobs.
HOME ALONHOME ALONee
“The money’s good. But won’t
you just downsize me, too?”
HOME ALONHOME ALONee2The Netter Paradox
Employees connect with leaders whose
stated values are in alignment with the organization’s and,
thus, their own.
Consistency between an organization’s stated values and its leaders’ actual behavior is critical
to credibility.
When there is
between what leaders say and what they do, employees immediately and rightly recognize those leaders as frauds.
discrepancy
“You will be confronted with questions every
day that test your morals. Think carefully,
and for your sake, do the right thing, not the
easy thing.” - Commencement Speaker to the
St. Anselm College Class of 2002
“Ex-Tyco Chief Executive Kozlowski Sentenced to 8 to 25
Years”Headline / Bloomberg.com / 09.19.2005
Strong Fundamental Values
“We must demand of ourselves and of each other the highest standards of individual and corporate integrity. We safeguard company assets. We comply with all company policies and laws.”Source: The Tyco Guide to Ethical Conduct
“We safeguard company assets.”
Regency mahogany bookcase, c. 1810, $105,000
George I walnut arabesque tallcase clock, $113,750
Custom queen bed skirt, $4,995
Custom pillow, $2,665
Ascherberg grand piano, c. 1895, $77,000
Chandelier, Painted Iron, c. 1930, $32,500
Pair of Italian armchairs, c. 1780, $64,278
Persian rug, 20 feet by 14 feet, $191,250
“In corporate America, crime pays.
Handsomely.
Grotesquely, even.”
Arianna Huffington Pigs at the Trough
“Ebbers’ luck runs out in sweeping victory for feds”Headline / USA TODAY / March 16, 2005
I said, “Ship the documents to the feds.”
She heard, “Rip the documents to shreds.”
Enron Who?
Most recent business scandals involved CEOs that you had never heard of, at companies that
you had barely heard of.
“Dunn and Four Others Named in
Criminal Complaint in HP Spy Scandal”
Headline / PC World / 10.05.2006
“Apple CEO Steve Jobs drawn into stock options scandal” Headline / MacDailyNews / August 15, 2006
ONLY HALF,ONE OUT OF TWO,
U.S. EMPLOYEES
TRUST THEIR
SENIOR LEADERS.
DO YOURS TRUST YOU?
Source: Watson Wyatt’s WorkUSA 2006/2007 Survey
49%
“With fewer than half of employees expressing confidence
in senior management, no company has been left untouched by the fallout from recent turmoil
in the business environment.”
-Ilene Gochman, Ph.D., Watson Wyatt
Used-car salesperson…slick
Politician…dishonest
Personal injury lawyer…greedy
Insurance agent…pesky
Postal worker…postal
Business leader…justice-obstructing, debt-hiding, earnings-overstating thief who uses company funds to purchase personal artwork and to put on lavish birthday parties for
family members
But, I’m not the CEO.
“Ethics is never a business issue or a social issue or a political issue. It is
always
John C. Maxwell, There’s No Such Thing as “Business” Ethics
a personal issue.”
“We believe that our organization’s greatest asset is
its staff. We encourage and support professional
development activities that meet the goals of the organization. We take personal responsibility, are accountable, and embrace a set
of values that guide our daily actions.”
OBSERVINGANDINTERPRETING
Soon after they are hired, employees start looking for
mutual expectations—which of their own interests are
consistent with the values of the organization.
a l i g n m e n t
Once they feel aligned, individuals can start envisioning their place in supporting the organization’s success.
But if they sense they’ve been duped, employees withdraw,
become defensive and cynical, start gossiping, and begin
causing trouble.
The mission statement is “not a
trophy that decorates office walls, but an organic body of beliefs and a foundation of guiding
principles we hold in common.”
Howard Schultz, founder of Starbucks
“Employees are assets with feet. They’re the only resource companies have
that make a conscious decision to return the next
day.”
Press Release, Walker Information
Source: Walker Information - Commitment In The Workplace: The 2003 National Employee
Benchmark Study
Workers who believe their organizations act with integrity are
nine timesmore likely to stay in their current jobs.
Source: Walker Information - Commitment In The Workplace: The 2003 National Employee
Benchmark Study
But when they mistrust their bosses, or are ashamed of their organization’s conduct,
workers say they are likely to leave their jobs soon.
4 out of 5
Eighty-two percent of workers would rather earn less money at
an organization with ethical business practices than receive
higher pay at a company with questionable ethics.
WH
Y B
OT
HE
R?
LRN Ethics Study 2006
“Our findings confirm that companies with
a commitment to ethical conduct enjoy
distinct advantages in the marketplace,
including attracting and
retaining talent.”Dov Seidman, LRN CEO
RETENTIONMATTERS(Period.)
Employees aresearching for leaders
with integrity who prove
their credibility
continuously.
Prove yours!
The Leading from the Heart Workshop®
www.allsquareinc.com