ghr sample presentation - managing the human resource

Managing the Managing the HumanHuman Resource Resource

presented by Don & Sheryl GrimmeDon & Sheryl Grimme

Applying a DifferentDifferent Workplace Paradigm

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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).

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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

The Greatest ChallengeThe Greatest Challenge

Managing the most inscrutable resource – people!

to the 21st century workplace

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:

2005 SHRM retention survey:

Salary Adjustments

Job Promotions

Bonuses

at ways to meet the challenge.

Salary Adjustments

Job Promotions

Bonuses

Benefits

Retirement

Stock Options

Salary Adjustments

Job Promotions

Bonuses

Benefits

Retirement

Stock Options

ExpensiveExpensive …

All of which are: and not very effective … because they are:

Salary Adjustments

Job Promotions

Bonuses

Benefits

Retirement

Stock Options

ExpensiveExpensive … and mismisdirected!directed!

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.

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

The essence essence of the challenge:

The fundamental needsfundamental needs

of people!people!

which for a baby is pretty straightforward

addresses

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

with other managers and with employees

Review theorytheory … including our own

Recent hard datahard data – supports the theory

ReflectReflect on your own experience to confirm

Recent hard datahard data – supports the theory

The FoundationThe Foundation

That will provide the

ApplicationsApplications

Your responsibilities as a manager…to

Your responsibilities as a manager…

focusing on particular challenge:what may be today’s most pressing

Your responsibilities as manager…

focusing on particular challenge:

RetainingRetaining talented employees

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

the same as their material resources:

All too often

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

to be viewed differently

A human being needs

to be treated with … respectrespect!

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…

GraspGrasp that fact … in your gut!

Influences every aspect of how you

think about and interact withthis invaluable “asset” –

So that it

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?

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

– 11 being mostmost important; 1010 being leastleast

– 1 being most important; 10 being least

– Focus on the top 3top 3 … and bottom 3bottom 3But since we’re going to

Factors Ranking

Good Wages

Interesting Work

Job Security

Bottom 3

If you like, you can just identify the top 3 and bottom 3, e.g.,

Factors Ranking

Good Wages

Interesting Work

Job Security

Go ahead and rank these now:

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:

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?

Factors Managers

Interesting Work 5

Job Security 2Promotion/Growth Opportunities 3Personal Loyalty to Workers 6

Was this one of your top 3 factors?

Factors Managers

Interesting Work 5

Job Security 2Promotion/Growth Opportunities 3Personal Loyalty to Workers 6

In your top 3?

Employees LeastLeast Want From Their Jobs

Factors Managers

Full Appreciation for Work Done 8Good Wages 1

Good Working Conditions 4

Interesting Work 5

Job Security 2

Promotion/Growth Opportunities 3

Feeling "In" on Things 10Sympathetic Help on Personal Problems 9Tactful Disciplining 7

Anywhere in your bottom 3?

Factors Managers

Interesting Work 5

Job Security 2

In your bottom 3?

Factors Managers

Interesting Work 5

Job Security 2

In your bottom 3?

Factors Managers

Interesting Work 5

Job Security 2

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

Tactful Disciplining 7 10

Job Security 2 4

Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9

Job Security 2 4

Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10

Job Security 2 4

Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10

A dramatic disconnectbetween manager opinion

and employee fact!

EmployeesEmployees Say: Say:About Managers’ “Most Important” Factors

Full Appreciation for Work Done 8 1

Good Wages 1 5Good Working Conditions 4 9

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

Somewhere in the middle.

Are employees saying that these are unimportant?

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…

These are basic expectationsbasic expectations

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.

Notice that employees rank Promotion/Growth Opportunities toward the bottom.

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

Job Security 2 4

Feeling "In" on ThingsFeeling "In" on Things 10 22

Sympathetic Help on Personal ProblemsSympathetic Help on Personal Problems 9 33

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!

• Increased wages and job security are precisely what many employers cannotnot provide these days

• Increased wages and job security are precisely what many employers cannotnot provide these days – whereas appreciation and involvement cancan be provided...anytime.

…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.]

…at little or no cost.

• Most managers don't "get it."

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:

38% higher customer satisfaction scores

22% higher productivity

22%22% better employee retentionretention

Is retention (turnover) a challenge for you?

$$ 27%27% higher profits!profits!

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

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

5 Sets 5 Sets ofHuman Human NeedsNeeds

SurvivalSurvival

food, water & shelter

And,in the modern era,

also includes…

SurvivalSurvival

medical electricity

SurvivalSurvival

medical electricity

transport phones

All of which are jeopardized by natural disasters like…

SurvivalSurvival

medical electricity

transport phones

Katrina

Survival

Next is:

For which we look to…

Survival

military police

Survival

military police

fire-rescue insurance

Survival

military police

fire-rescue insurance

All of which were called into play on and since

Survival

Safety/Security

Survival

Safety/Security

family friends

Survival

Safety/Security

coworkers associations

family friends

Survival

Safety/Security

Social/Belonging

Survival

Safety/Security

Social/Belonging

confidence respect

Survival

Safety/Security

Social/Belonging

confidence respect

appreciation recognition

Survival

Safety/Security

Social/Belonging

Self-Esteem

Survival

Safety/Security

Social/Belonging

Self-Esteem

fulfillment happiness

Survival

Safety/Security

Social/Belonging

Self-Esteem

career parenthood

fulfillment happinessWhich most of us meet through:

SurvivalSurvival

NotNot equal equal force … all

the time

But Maslow did more than categorize.He posited that these needs do…

SurvivalSafety/SecuritySafety/Security

So when our most fundamental needs are jeopardized, e.g., by…

Hurricanes Terrorism

So when our most fundamental needs are jeopardized, e.g., by…

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

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

for our own…

Which consolidates two other theories:

Hertzberg’sTwo-Factor

KanoModelof Customer Satisfaction

Which consolidates two other theories:

Employer’s Perspective

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

a pay check and benefits plan

Earnings & Earnings & BenefitsBenefits

Survival

Safety/Security

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-Self-Actual-Actual-izationization

Grimme’sGrimme’s 3-Factor Theory3-Factor TheoryIn the workplace, the highest-level needs

are met through the work itself.

Job QualityJob Quality

are met through the work itself.

Employers can address:

WorkplaceWorkplaceSupportSupport

Workplace SupportWorkplace Support factors

Grimme’s Grimme’s 3-Factor Theory3-Factor Theory

TeamworkTeamwork

SupervisionSupervision

RecognitionRecognition

TeamworkTeamwork

SupervisionSupervision

Self-Esteem

Self-Actual-ization

Social/Belonging

Survival

Safety/SecurityEarnings & Benefits

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

Impact

Basic Needs

Impact

DisgruntledDisgruntled•Poorly/Unfairly Paid

•Lousy Benefits

Impact

DisgruntledDisgruntled

ContentedContented

•Poorly/Unfairly Paid

•Lousy Benefits

•Well & Fairly Paid

•Good Benefits

Impact

ContentedContented

•Lousy Benefits

•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

Impact

ExcitementNeeds

Impact

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.

Impact

•Meaningful

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!

Impact

Job Job QualityQuality

•Meaningful

ContentedContented

•Lousy Benefits

•Good Benefits

Thus far, this is pretty much…

Impact

Job Job QualityQuality

•Meaningful

ContentedContented

•Lousy Benefits

•Good Benefits

Hertzberg’s Hertzberg’s 2-Factor Theory2-Factor TheoryThus far, this is pretty much…

Workplace SupportWorkplace Support factors are

But we’ve carved out that third set of factors…

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 .

Workplace SupportWorkplace Support factors are DeDemotivators and MotivatorsMotivators.

Impact

Workplace SupportWorkplace Support

Impact

Workplace SupportWorkplace SupportPerformance

Impact

•Lousy supervisor

•Criticized/bullied

Impact

DispiritedDispirited

•Lousy supervisor

Impact

•Great supervisor

•Praised/supported

•Lousy supervisor

Impact

•Great supervisor

•Praised/supported

•Lousy supervisor

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

It is the quality of the work itself

Earnings & Benefits

It is the quality of the work itselfand of our relationships

with others at work…

Earnings & Benefits

Which draws us to thebest organizations

Earnings & Benefits

and keeps us there … energized …

Earnings & Benefits

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

Impact of 4 Sets of Factors:

19971997

Examined the

Earnings & Benefits Workplace SupportWorkplace Support

19971997

[You see where we got the labels for our 3 factors.]

Earnings & Benefits Workplace SupportWorkplace Support

Job QualityJob Quality Job DemandsJob Demands

19971997

Job QualityJob Quality32%32%

WorkplaceWorkplace SupportSupport

37%37%

Earnings & Benefits

Job Demands3%

Individual Variability

Factors Impacting Job SatisfactionJob Satisfaction

37%37%

Earnings & Benefits

Job Demands3%

37%37%

Earnings & Benefits

Job Demands3%

37%37%

Earnings & Benefits

Job Demands3%

37%37%

Earnings & Benefits

Job Demands3%

70%70%

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

Employee RetentionRetention

Productivity

Productivity Job Job DemandsDemands

For productivity,that fourth factor

emerged.

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!

If, unfortunately, nothing comes to mind…

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!

If, unfortunately, nothing comes to mind…

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?

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.]

NotNot unique – to you, your profession, job level, generation or socio-economic group.

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?

• 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.

• 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?

• 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:

>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

employee productivity, quality

employee productivity, quality, morale

employee productivity, quality, morale and retention.”

Their conclusionconclusion…

Immediate supervisorsImmediate supervisors are now

the most importantmost important people

in the workplace!

• TrainTrain your line managers

using our help, if you like.

• TrainTrain your line managers in these principles, techniques and skills.

using our help, if you like.

Tip: Pay particular attention to the hard data

As you do this…

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…

• 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

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

DiminishingDiminishing ability

Organizations in every sector

To motivate & retainretain talented employees

That is …

To motivate & retainretain talented employees

That is …

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:

Turnover has begun to worsen worsen ...in spite of a sluggish economy.

2004 study by TalentKeepers:

SHRM’s 2006 Workplace Forecast:

The #1 employment trend most likely to have a major impact on the workplace is…

A greater emphasis on...retentionretention strategies.

45% of employers forecasteda furtherfurther increase in turnover.

(only 3% predicted a decrease)

2007 TalentKeepers study:

Ever-Expanding Talent Pool?Ever-Expanding Talent Pool?

Our long-held assumption of an

Has been shattered … by such factors as:

RetirementRetirement of aging baby boomers

Has been shattered … by such factors as:

Lower birth ratesbirth rates

Tighter immigrationimmigration rules

Increase in skillsskills demanded

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

But it is this last, qualitative, factor that is the sticking point:

Lower birth rates

bodies

More than a shortage of:

Lower birth rates

bodies abilitiesabilities

This is a crisis of:

Lower birth rates

bodies abilitiesabilities

The talent in “talent pool.”

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 =

Transforming dangerous crisis into

Crisis =Crisis =

Transforming dangerous crisis into

OpportunityOpportunity for you to flourish!flourish!

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:

Equity TheoryEquity Theory

Tip #1:Tip #1:

• Unfair pay is a dedemotivator

They’ll complain, goof off and eventually quit.

Tip #1:Tip #1:

• Most employees don’tdon’t believe they’re paid fairly

• Unfair pay is a dedemotivator

They’ll complain, goof off and eventually quit.

Tip #1:Tip #1:

• Otherwise … pay has nono impact on retention!

Tip #1:Tip #1:

• Focusing on pay can denigratedenigrate performance.

• Otherwise … pay has nono impact on retention!

Tip #1:Tip #1:

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.”

“To avoid violation of.” (verb)

Respect ≠ deference to authority or position

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

At Beth Israel Hospital in Boston, doctors occasionally dress asAt Beth Israel Hospital in Boston

At Beth Israel Hospital in Boston, doctors occasionally dress as maintenance staff … and roam the hospital halls.

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.

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.

For more than 20 years, the president sent personalized cardspersonalized cards to the families of everyone listed in the bulletin.

What Employees Want From Their Jobs

Good Wages 1 5

Job Security 2 4

Sympathetic Help on Personal Problems 9 3Tactful Disciplining 7 10

Good Wages 1 5

Job Security 2 4

This phrasing is a bit archaic (the study began in 1946).

Good Wages 1 5

Job Security 2 4

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

Flextime?

Telecommuting?

On-site daycare?

work/lifework/life

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.

For now, here’s an impressive…

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.

Job Security 2 4

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

Tip #3:Tip #3:

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…

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.

• At least 4 times more than you “criticize”

Tip #3:Tip #3:

• Promptly (as soon as observed)

Tip #3:Tip #3:

Remember that puppy/child principle. Don’t wait for the annual performance review. Praise delayed is praise denied.

• Verbally … and in writing

Tip #3:Tip #3:

And putting it in writing does not have to be time-consuming…

Use your business cards:business cards:

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.

Dear Viewer,

Congratulations for caring about motivating your employees.

Well Done!

Don & Sheryl Grimme

Use your business cards:business cards:

• Publicly … and in private

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

Tip #3:Tip #3:

• Sincerely

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..

4 Most Effective

#1 Personal Thanks

#2 Written Thanks

#3 Promotion

#4 Public Praise

Notice the 4 most effective.

What do these have in common?

4 Most Effective

#1 Personal Thanks

#2 Written Thanks

#3 Promotion

#4 Public Praise

Specific,Specific,Personalized Personalized &

PerformancePerformance-based

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

These tend to be generalized, impersonal or unrelated to performance.

4 Most Effective

#1 Personal Thanks

#2 Written Thanks

#3 Promotion

#4 Public Praise

4 Least Effective

#27 Birthday Cards

MostMostCommonCommon

Ironically, they are the…

4 Most Effective

#1 Personal Thanks

#2 Written Thanks

#3 Promotion

#4 Public Praise

4 Least Effective

#27 Birthday Cards

MostMostCommonCommon

For example, what workplace doesn’t have…

4 Most Effective

#1 Personal Thanks

#2 Written Thanks

#3 Promotion

#4 Public Praise

4 Least Effective

#27 Birthday Cards

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 –

Tip #4:Tip #4:

redirectredirect in private.

Tip #4:Tip #4:

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

#2#2 Unclear Expectations

#6#6 Withholding Information

#7#7 Criticism

#2#2 Unclear ExpectationsClarifiesClarifies

Constructive feedback:

ClarifiesClarifies

ProvidesProvides

#7#7 Criticism

ClarifiesClarifies

ProvidesProvides

And, when done right, is not

Tip #5:Tip #5:RecognizeRecognize performance appropriatelyappropriately

and consistentlyconsistently.

• RewardReward outstanding performance

On the one hand:

• RewardReward outstanding performance (e.g., with promotions and opportunities)But not just big rewards like that.

• 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.

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.

• RewardReward outstanding performance (e.g., with promotions and opportunities)On the other hand:

• Do notnot tolerate sustained poor performance – coach & train or remove!

On the other hand:

• 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,

Good Wages 1 5

Job Security 2 4

Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3

Good Wages 1 5

Job Security 2 4

Feeling "In" on Things 10 2Sympathetic Help on Personal Problems 9 3

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:

using inquiryinquiry

InvolveInvolve employees in plans and decisions,especially those that affect them.

which, of course, we teach in our workshops and our book.

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.

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:

Recognizing this…

award: The Exalted Order of the Extended The Exalted Order of the Extended

NeckNeck

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:

??What Employees Want From Their Jobs

Tip #7:Tip #7:

How Employees Choose Employersranked 16 factors

Well … the National Study of the Changing Workforcealso examined:

Tip #7:Tip #7:

#15: Advancement opportunity

Tip #7:Tip #7:

#6: Gain new skills

Tip #7:Tip #7:

#6: Gain new skills

Some of your employees want to climb the organizational ladder.

Tip #7:Tip #7:

#6: Gain new skills

Virtually all of your employees want to…

Tip #7:Tip #7:

TrainingTraining EducationEducation

This certainly includes formal:

But also OJT (on-the-job training). And…

Sausage maker Johnsonville Foods

encourages every employee to spend

one day a year observingobserving another

employee perform his or her job.

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.

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?

Once a month, a manager at the

Mirage Hotel in Las Vegas asks her

staff: “What one thing can I do better

for you?”

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…

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.).

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:

How do your employees find out what’s really going on?

Tip #9:Tip #9:

Via the rumor mill?

Tip #9:Tip #9:

Or from effective and trusted communication programs?

And you can empower them in the process.

At Goodyear Tire & Rubber, each shift tracks its

own productivity.

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:

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.

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.

Publix Super Markets biweekly bulletinbiweekly bulletin – listing

births and marriages of employees and their families.

Publix Super Markets biweekly bulletinbiweekly bulletin – listing

births and marriages of employees and their families.

PersonalPersonal milestones

Tip #10:Tip #10:

Here now are a couple which combine the organizational and personal.

All employees at Apple,

who worked on the first

Macintosh computer,

Macintosh computer, had

their signaturessignatures placed on

the inside of the product.

Macintosh computer,

Can you imagine the pride those employees felt then … and today?

Verizon Wireless

named cell sitesnamed cell sites

after top employees.

Is either of these something you could adapt to your products, services or work environments?

Tip #10:Tip #10:

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).

Everyone came by his office to

personally welcomepersonally welcome him to the team.

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 #10:Tip #10:

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).

At Miami’s Baptist Hospital, employees

give themselves a break by throwing a

Monotony Breaker Day on minor

holidays (e.g., Oktoberfest).

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…

GHR Training Solutions

Solutions@GHR-Training.com

www.GHR-Training.com

www.Employee-Retention-HQ.com

www.linkedin.com/in/grimme

www.amanet.org

www.amazon.com

ghr sample presentation - managing the human resource

don sheryl grimmeapplying

century workplace

gropingat ways

inscrutable resource

current economic crisis

comparereview theory

human resource

fundamental needsof

Business

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