© Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

The How-tos and Who-tos of Employee Retention and Engagement Robert Mattson - Director, Talent Management Marketing

Jan Brockway – Sr. Director, Product Management

2 2 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Poll Question #1

Who is the most important to drive corporate success?

Customers/Clients

Shareholders

Employees

Management

Board of Directors

3 3 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Employees First

Creating a sense of urgency by enabling the employees to see the truth of the company’s current state as well as feel the romance” of its possible future state

Creating a culture of trust by pushing the envelope of transparency in communication and information sharing

Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone

Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of change” to the employee in the value zone

4 4 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Is HR Powerless?

OR

5 5 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

The Whos

The Leaders

The Core

The Laggards

6 6 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Poll Question #2

What is the best way to find high performers/high potential employees?

Last performance rating

Performance over time

Subjective manager rating

Peer reviews/feedback

Competency assessments

7 7 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Identification and Tracking of High Potential Employees

Only six out of ten large U.S. enterprises (those with 500+ employees) identify and track high potential employees

410 enterprises in the survey that identify and track high potential employees

Only 213 reward these employees for their contributions

Track HiPos

Don't Track HiPos

Source: Talent Management 2011: Perceptions and Realities, ADP Research Institute

8 8 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Attract or Repulse

Attract

Repulse

9 9 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Employees feel their work is meaningful

At the beginning of the year, align each major employee goal to a manager’s goal or to a corporate initiative and weigh the goal by significant importance and expected focus.

Request that managers have regular informal goal status conversations weekly with employees and conduct more formal check-ins on a quarterly basis.

If possible, pick the employee’s top goal and attach a reward. This can be a cash bonus, non-cash reward such as a standard company give-away or gift card, or even extra time off.

10 10 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

They feel that they have a future with the organization

Conversations on career path and growth with a manager, HR staffer, or senior leader

Targeted development activities that align with future jobs

Lateral job opportunities that broaden an employee’s skill set to prepare them for greater responsibility

Inclusion in high value compensation bonuses or other increases

Inclusion in a programs designed to develop employees

11 11 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

They feel they are fairly compensated

To drive pay-for-performance, compensation programs need to be designed to maximize differentiation.

Top performers need to be compensated above others

While differentiating compensation with small budgets is difficult, it can be done with the proper coaching and preparation for managers who need to have tough conversations

© Copyright 2011 ADP, Inc. Proprietary and Confidential Information.

Questions?

Thank You