haroski finders keepers - masc copy...• every touch point on the employment life cycle:...

11/26/2018

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Finders Keepers:Retention Strategies, Succession Planningand Competing in Today’s Market

Presented by:Shellie Haroski, Senior HR Consultant, SPHR, SHRM-SCP

Session Overview

• Retention Strategies

• Succession Planning

• Competing in Today’s Market

What are you doing toRETAIN

your employees?

The information provided here is for informational and educational purposes and current as of the date of publication. The information is not a substitute for legal advice and does not necessarily reflect the opinion or policy position of the Municipal Association of South Carolina. Consult your attorney for advice concerning specific situations.

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• Employee’s Market

• Difficult to attract and hire in today’s

market

• Cost of Employee Turnover:

– 80% of operating costs are for human capital

– Cost to replace can be up to 50-60% of annual salary

– Employee turnover costs US companies $160 billion/year

- accessperks.com

Purpose of Session

Why are we talking about Attracting, Engagingand Retaining Employees?

Why do Employees Leave Their Job?

Hierarchy of Needs

• Achieving full potential, including creative activities• Feedback, increases, promotions Self

Actualization

Esteem Needs

Belonging and LoveNeeds

Safety Needs

Physiological Needs

• Prestige and feeling of accomplishment• Recognition, rewards, value, feedback

• Intimate relationships, friends• Teamwork, collaboration, inclusion

• Security and safety• Job security, stability

• Food, water, warmth and rest• Work conditions

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Single Most Influencing Variable

relationshipwith immediate supervisor

Why Do Employees Leave?

• Insufficient pay - 44%

• Limited career path - 43%

• Lack of challenging work - 30%

• Work-life balance (better time off) - 28%

• Lack of recognition - 27%

- accessperks.com

What can you do to positively impact orinfluence

retention?

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Hire the Right People!

First…

Recruit and Select

• Incorporate Mission, Vision, Values into interview process,Company Brand - what is your Mission statement and do peopleidentify with the Mission

• Define value of the job within the city/town and community –connect job to community impact

• Promote culture – community focused, family, supportive, etc.

• Ensure new hire’s values are aligned with company values

• Promote opportunities and benefits

• Structured growth, development and path

While the US has an agingpopulation and workforce,

millennials are expected to makeup 50% of the workforce by 2020

and 75% by 2025.

- hrfloridareview.com

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Millennials in the Workplace

• 41% of millennials expect to be in their current jobfor two years or less

• Millennial turnover costs the US economy $30.5billion annually

• 52% of millennials viewed the concept of employeeloyalty as being overrated

- accessperks.com

What Motivates Millennials

• 78% of Millennials are strongly influenced by company innovation

• Flexibility in the workplace and non-traditional schedules

• Millennials like collaborative environments

• Motivated by career growth and development opportunities

• Look for organizations that give back to the community

• Smaller intervals for “wins”

Retention

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Communication

• Provide clear goals

• Provide regular and constructive feedback

• Ensure evaluations are conducted

• Share link between work performed and mission regularly

• Communicate organizational updates regularly

Employees want to be “in the know!”

Engagement

• Every touch point on the Employment Life Cycle:interviewing, orientation, development, employeeexperience, etc.

• Provide opportunities for collaboration

• Be aware, measure and manage your risk factors

• Ensure great work environment and culture

• Conduct “Stay Interviews”

Stay Interviews

• Ask long term employees why they stay

• Sample questions:

– You are such a valuable member of our team. I want to be surethat we're doing everything we can to keep you satisfied, engagedand productive. I'd like to find out what contributes most to yourjob satisfaction?

– What aspects of your job do you like most? Least?

– What are a few of the things that would appeal to you in an idealorganization?

– How can we help you develop on-the-job? What would you liketo learn this year?

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Stay Interviews

• Sample questions:

– What are your current job and career goals? What can I do tosupport them?

– What kind of day would drive you to consider leaving?

– What challenges you in your day-to-day work? What bores you?

– What about your job makes you jump out of bed in the morningand what makes you hit the snooze button?

– If you had a magic wand, what would be the one thing you wouldchange about this department, team, organization?

– As your manager, what could I do a little more of or a little less of?

– What can we do to support your career goals?

Recognition

• Ensure employees feel VALUED

• Provide appreciation and praise – say Thank You

• Birthdays, anniversaries, project completions, clothing,tailgating, doughnuts, events, logo items, etc.

• Compensation vs. Contribution – fair pay internally andexternally to market

• Easy and inexpensive

• Competitive entry pay in the market

• Sign on bonuses for market critical positions

• Competitive market increases

• Competitive pay internally

• Annual bonuses - increased weighting on variablepay based on performance and goals

• Retention bonuses for critical positions

• Mare Gallup Poll

Compensation

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Benefits

• Competitive benefits costs to the market

• Competitive contribution from City/Town for benefits

• Competitive vacation/sick/PTO plans

• Flexibility and non-traditional schedules

• Work life balance

Respect

• Provide ownership and autonomy,where appropriate

• Provide work life balance, whereappropriate

• Provide a supportive environment

• Ensure credible and ethical behavior

• Honor commitments

• Build trust – both ways

• Ensure equitable treatment

Growth

• Manage, monitor and develop employees

• Provide regular evaluations

• Provide training (internal and external), mentoring, jobshadowing, job sharing, cross training

• Tuition reimbursement

• Challenge your employees – special projects

• Establish more job levels where possible

• Promote from within, where appropriate

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Employee Development

• Continue to connect the dots – highlight job impact

• Facilitate employee training and development:

₋ Career path and progression

₋ Compensation structure

₋ Tiered approach for benefits (time off)

₋ Internal and external training opportunities

• Ensure high level of communication

• Succession Planning

Considerations

• Intentional involvement in high schools, trade schools,technical schools

• Create 1 page document to market benefits/culture

• Enhance vacation/sick/PTO benefit

• Flexibility (where appropriate)

• Work life balance (where appropriate)

• Compensation – to ensure market competitive

• Survey employees and identify progressive ideas to attract,engage and retain

Give employees a reason to

stay

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Succession Planning


• What percentage of your employees will retire in the next 5years? 10 years?

• What percentage of your employees are looking for otheremployment?

• What are you doing about it?

Questions to consider…

One Approach…

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A systematic approach to ensuring leadership continuitywithin an organization by recruiting and/or encouraging

individual employee growth and development.

It’s not about having people…it’s about havingthe right people, in the right place, at the right time.

What is Succession Planning?

• External candidates are more qualified, exciting andpromising

• The successor has to be ready now

• Succession planning is a single-person event

• Succession planning is a single-occurrence instead ofplanned process

• “We have a great internal candidate, we don’t need to lookexternal”

Common Myths About Succession Planning

• Number of people retiring is higher than number of peopleentering workforce

• Increased costs of external searches

• Loss of organizational memory, “tribal knowledge”

• Tight labor market = shortage of top talent; complexities at alllevels

• Retention of existing talent

• Future of work – different needs for generations of employees

• Decreased employee loyalty leads to increased turnover

Why the Interest in Succession Planning?

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Executives believe their 2 biggest challenges through 2020*:

1. Attracting the best people to the organization – strongrecruitment strategies required (HR)

2. Retaining and rewarding the best people – hot issue regardingrewards, engagement, development, involvement, etc. (HR)

*SHRM Global Survey

Current Economic Trends

Assessment ofKey Positions

Identificationof Key Talent

Assessment ofKey Talent

CreateDevelopment

Plans

Develop,Monitor and

Review

Succession Planning Best Practices

BYU Human Resource Development

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• What are your critical positions?

• What positions need to have a succession plan?

• How deep in the organization does the assessment

need to penetrate? Top level? Mid level? All

employees?

• What are the skills, education and experiences

needed to qualify for each key position? KSAs?

• What behavioral competencies will be required for

each position?

• Plan for future roles, not just existing roles

• Develop desired performance Competencies

Succession Planning Best Practices – Step 1

Assessmentof Key

Positions

• Who is on your radar?

• Who is a retention risk?

• Who has leadership potential?

• Who are your critical employees?

‒ Typically at the top 2 levels of the organization and high potential employeesone level below

• Identified by management’s assessment ofperformance and potential for advancement:

‒ Performance evaluations - critical‒ 360 Evaluations‒ Personality Assessments‒ Mentoring/Coaching


Identificationof Key Talent

• For each person on the radar, what are the primarydevelopment needs in order to be ready for thenext level?

• Conduct Gap Analysis – what skills are needed vs.what skills are existing in your talent pool?

• Assess everyone in your organization for potential• Who is ready for promotional opportunities within

36 months? 72 months?• Share analysis with employees to identify steps to

increase readiness• Help employees identify their career goals and

aspirations


Assessmentof KeyTalent

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• Create a Road Map to Key Positions with supportingstructured Development Plans

• Create a targeted Career Path to get employees“position ready”

• Development Toolbox to provide Job Enhancement:‒ Special Projects or Programs‒ Committee or Task Force Assignments‒ Job rotation‒ Working with Mentor or Job Coach‒ 360 Feedback‒ Seminars, Conferences, Continuing Education‒ Cross Training‒ Exposure – internal and external‒ Problem resolution opportunities


CreateDevelopment

Plans

An annual or semi-annual status check withBoard/Commissioners/Senior Management:

‒ Ensure Succession Plan still aligns with strategic goals and vision

‒ Reporting and tracking to evaluate progress‒ Update development plan for individuals as

needed‒ Ensure accountability to performance‒ Measure success to plan‒ Provide opportunity for on-going feedback ‒ Status check with candidates to confirm

engagement


Develop,Monitor

andReview

HR’s Role – Change Champion

• HR’s role in succession planning is to find people who fit culture –internal or external - and help develop skills to lead theorganization

• HR must develop a succession plan that links talent with strategicgoals of management or Board

• Assess everyone in an organization with an eye toward who isready to take on key leadership roles today, in 3 years, 5 years

• Make sure people have enough exposure toknow where they want to be in the futureand what they need to get there

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• Involvement by Executive Management and Board/Commissioners is Critical forDevelopment and Support of Succession Plan

• Understand this is a planned and structured process – not a one timeoccurrence

• Does not have to be complicated – minimize paperwork, minimize bureaucracy• Succession Plan should include:

- Clearly defined, specific goals- Plans to align and support organizational mission, values and strategic

initiatives- Identification of future talent requirements- Logistics of how successors are chosen, elected, replaced- Roles of GM, Board, Executive Management, HR, etc.- Honest assessment of internal strengths and identification

of external needs – clear path- Investment in Plan, Investment in People

Keys to Success

Take Away…

• Start planning – discuss with Executive Management

• Know your vulnerable spots

• Ensure strong job descriptions

• Ensure strong performance management

• Ensure compensation structure is competitive to attract andretain appropriate talent

• Ensure rewards, recognition, and engagement are in place toretain key talent

Don’t Continue to do This…

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Competing in Today’s Market


What differentiates youfrom the private sector

in your area?

How do you compete?

Competing with the Private Sector

• Benefits

• Stability

• Culture

• Community impact - value of position to the community

• Community image/reputation

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Competing with the Private Sector

• Less rigid schedules

• Continuation of pay during inclement weather for PW(example)

• Earn OT on all time, not just time worked (example)

• Flexibility on leave times, make up time, doctor’sappointments, etc.

Contact Information

Shellie Haroski, Senior HR Consultant, SPHR, SHRM-SCP

[email protected]

864.553.7253

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