becoming an employer of choice

Becoming an Employer of ChoiceBecoming an Employer of ChoicePeople * Performance * SolutionsPeople * Performance * Solutions

A pathway toward excellence in people managementA pathway toward excellence in people management

Talent Transformations, Ltd.

Your Company Vision Your Company Vision StatementStatementEnsure your board has determined

a unifying and engaging vision for your:◦Market◦Products◦Customers◦Employees

Turn this vision into a strap line and communicate it as often as possible

Link your Vision, Mission and Values to performance measurement and pay


Your Mission StatementYour Mission StatementDevelop an exciting and actionable

mantra for everyone to follow Test it for style, engagement,

excitability on your marketing company

Build it into your internal and external communications (quarterly meetings, letterhead, email, posters)

Make sure everyone is delivering to that mission


100 Best Companies to Work 100 Best Companies to Work For CriteriaFor Criteria

“A place where employees trust the people they work for, have pride in what they do and enjoy the people they work with”

Measurement is:◦ Relationship between employees and

management◦ Relationship between employees and their

jobs/company◦ Relationship between employees and other

employees5 areas make up the model for Employer of

Choice Elements:◦ Credibility◦ Respect◦ Fairness◦ Pride◦ Camaraderie


CredibilityCredibilityCommunications are open and accessible to all

employeesCompetence in coordinating human and

material resources Integrity in carrying out vision with

consistency

“Managers regularly communicate with employees about the company’s direction, and plans and solicits their ideas. People and resources are coordinated efficiently and effectively so that employees know how their work relates to the company’s goals. The integrity of management brings to the business – Words must be followed by actions.”


RespectRespectSupporting professional development and

showing appreciationCollaboration with employees on relevant

decisionsCaring for employees as individuals with

personal lives

“Providing employees with the equipment, resources and training to do their job. Appreciating good work and effort. Reaching out to employees and making them partners in the company’s activities, fostering a spirit of collaboration across departments and creating a safe and healthy work environment. Work/life balance is a practice not a slogan.”


FairnessFairnessEquity – balanced treated for all in terms of

rewards Impartiality – absence of favouritism in

hiring and promotions Justice – lack of discrimination and process

for appeals

“Economic success is shared equitably through compensation and benefit programmes. Everybody receives equitable opportunity for recognition. Decisions on hiring and promotions are made impartially and the workplace seeks to free itself of discrimination with clear processes for appealing and adjudicating disputes. To be fair you must be just.”


Pride and CamaraderiePride and Camaraderie Pride:

◦ In personal job, individual contributions◦ In work produced by one’s team or work group◦ In the organization’s products and standing in the

community Camaraderie:

◦ Ability to be oneself◦ Socially friendly and welcoming atmosphere◦ Sense of ‘family’ or ‘team’

“As a company becomes ‘Great’ the division between management and employees fades and the workplace becomes a community. All employees take pride in their job, team and the company. They feel they can be themselves at work and they celebrate the successes of their peers and cooperate with others within the organisation. They take pleasure in their work and the people they work with. They want to stay around for their careers.”


Additional EOC Elements to Additional EOC Elements to ConsiderConsider

Holiday is typically 25 days minimum with option to purchase up to 31

Pensions doubled by employer contributions

Maternity Leave is 10 weeks fully pay, up to 18 based on LOS with Return to Work bonuses

Training & Development is engrained with PDP linkage

Leadership is a critical area of development and focus for all employees

Flexible work arrangements are fostered and supported


Mind – Body - SpiritMind – Body - Spirit

‘People who say they work in a great organisation put it down to a knowledge that they know what's going on and how they fit into the bigger picture, and a sense that their contribution is valued and makes a difference. All of this adds up to a sense of opportunity, achievement and excitement.’

(www.greatplacetowork.co.uk)


Improving Total Rewards is The Key

PAY•Base Pay•Annual Bonus•Commission•LTIP (Long Term Incentive Plan)•Shares•Profit Sharing

BENEFITS•Pension•Healthcare•Life Insurance•Holidays•Perks

TRAINING & DEVELOPMENT•Performance Management•Career development•Training•Succession planning•Leadership/Management Training

ENVIRONMENT•Organisational Culture•Leadership•Physical Environment•Communication•Involvement•Work-Life Balance


10 Top Critical Areas of Focus10 Top Critical Areas of FocusSelect – Recruitment Strategy and Execution

ExcellenceEngage – Innovative On-Boarding and Acclimation

Connect – Employee Satisfaction Survey

Exceed – Performance Measurement/Development

Reward – Compensation & Benefits

Achieve – Employee Recognition

Progress – Learning & Development

Advance – Internal Employee Mobility

Control – Management Training

Lead – Leadership Development


PayPay Use a proven compensation benchmarking

methodology to define compensation structure, then provide targeted benchmarking

Develop global compensation policy, establish competitive compensation ranges, communicate and manage through secure systems

Bring compensation in line with key candidate sources Review additional enhancements to compensation such

as employee ownership through stock plans Link corporate goals and revenue outcomes with

performance ratings and individual achievement so the link is obvious

Communicate this transparently and ensure complete understanding with employees

Reward achievement quarterly if possible as the link becomes more relevant the more often it happens


Training & DevelopmentTraining & Development Provide training in technical, professional and personal

effectiveness via website training portals

Build and deliver leadership and management training curriculum for all levels of management

Create linkage to personal development plan process through performance management

Build stronger consensus and support through management – hold them accountable for the performance of their employees

Measure effectiveness of training through performance management process

Continue training needs analysis and update offerings cost effectively


BenefitsBenefitsReview existing benefits being

offered:◦Review costs◦Review applicability to populations◦Review more attractive options,

increased coverage◦Review and deliver employee perks ◦Stay competitive where possible with

our industry◦Benchmark companies from which we

hireTalent

Transformations, Ltd.

EnvironmentEnvironment Organisational Culture

◦ Focus on Performance and Learning Leadership

◦ Radically improve leadership acumen Work/Life Balance

◦ Review existing conditions and improve (ask employees) Physical Environment

◦ Improve facilities where costs allow Communication

◦ Radically improve the amount and methods of communication

Involvement◦ Seek employee integration and participation in company

directionTalent


LeadershipLeadershipTrain, develop and deliver much

stronger management and leadership throughout your organisation

Build curriculum for all managers as consistency is critical

Incorporate leadership mentoring as a core discipline

Incorporation of Level-5 leadership competencies in all recruitment/promotion


Culture of Performance & Culture of Performance & LearningLearning

Performance rating linkage to rewards and overall compensation

Personal Development Plan process drives learning culture, importance of developing over time personally and professionally

Internal promotions driven by performance in role, not seniority or off-the-cuff decisions

Recognition programs highlight strongest efforts and performers – be loud and proud!

Succession planning drives future of business


CommunicationCommunication Monthly newsletter – Employee briefing on benefits for

them, learning opportunities and positive change in the business

Drive messaging around company direction and focus

Everybody Sells – get the mission rolling!

Weekly leadership “briefs” to all employees regarding organisational changes occurring

Monthly employee highlights to keep your company a small, familiar village – keep engagement and connectivity high

Encourage two way communication as core discipline


Key Risks to EOC InitiativesKey Risks to EOC Initiatives

1. Retention of key utility players, top performers & best leaders

2. Communication must be enhanced throughout company

3. Maintaining an exciting - growth oriented culture

4. Stabilisation & optimisation of the existing operating environment and team (with so many change initiatives occurring around us)

5. Enabling margin attainment through managing people costs intelligently

6. Remaining fiscally responsible while building well defined and competitive “Total Rewards” strategy

7. Linking the entire Employee Experience together seamlessly


Building a Culture of Building a Culture of ExcellenceExcellence Ensure attraction & retention of top talent

Increase employee production in Sales, Provisioning, Technology

Reduce hiring costs and increase faster hiring times

Improve morale and employee empowerment, involvement, commitment

Manage compensation practices knowledgeably

Linkage of competency models, performance, pay, promotion

Significant risk reduction and increased optimisation/stabilisation of business

Vast improvement in Management/Leadership acumen

Improve communications throughout all levels of business

Keep fun and engagement in the employment experienceTalent


becoming an employer of choice

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