HR Roundtable - Cyndi Graziano Presentation
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The document discusses strategies for human resources professionals to help retain talent. It recommends that HR professionals (1) act as internal consultants by staying connected to the business and industry, listening well, and thinking proactively; (2) navigate company changes with finesse and believe in developing a strong talent bench; and (3) grow talent by providing opportunities and removing underperformers, achieving staff's full potential through development, gaining confidence to advise strategically, and ending conversations by asking what more can be done.
HR Roundtable - Cyndi Graziano Presentation
- 1. RETAINING TALENT IN TOUGH TIMES Welcome!
- 2. LOWEST UNEMPLOYMENT RATES IN THE SOUTH AND NORTHEAST (9.0% VERSUS 10.5% IN OTHER AREAS OF THE COUNTRY) Northeast Statistics-October 2009
- 3. The Balancing Act Little turnover versus too much turnover
- 4. Culture Development Culture is the quality of commitment and order in an organization that allows people to trust each other to work well together. It is how connected people connect to the core of the company.
- 5. So, How Do You Get Staff to Connect? "Our practices around HR are becoming more and more known, and so we don't invest a lot in advertising to attract best talent. We retain them by building a culture of improvement. We seem to get the most action out of our employees referring others to the company as THE place to work.” -MaryAnn Miller Chief Human Resources Director Avnet
- 6. Talking Points Today Balancing retention and turnover to maximize organization potential Retention as a strategic business goal Influences in turnover and retention today Managing a changing culture 7 Factors for employee success and how it impacts retention The internal consultant: 6 ways human resource professionals can be the internal catalyst for retaining talent
- 7. The Question is… As Human Resources professionals are we doing the right things to retain talent?
- 8. Firms and Companies Differ Employees cite benefits, financial compensation and their career growth as their top 1, 2, 3 for STAYING in their jobs. Employers list management climate and work environment above benefits, financial compensation and growth potential.
- 9. Retention as a Strategic Business Goal A survey taken between Feb. 18 and March 6, 2009 among 306 US Human Resource Managers and 2519 employees found that 13% of employees believed their employers were putting more effort into retaining them and 30% felt they were doing less.
- 10. Building a Learning Culture “ The ability to learn faster than your competition may be the only sustainable competitive advantage.” -Peter Senge
- 11. News Flash?
- 12. Why People Leave for Other Employment Opportunities WORKING CONDITIONS ACTIONS BY MANAGERS OR OTHERS COMPENSATION AND BENEFIT ISSUES LACK OF CHALLENGE AND GROWTH POTENTIAL
- 13. The Internal Consultant The Changing Role -Improve bottom line -Resolve business issues -Assess strategic design -Serve as the change agent -Company and industry savvy -Drive new strategy and structure -Communicates Vision and understands how best to support it across business units Old Strategy Old Structure Old Culture New Strategy New Structure
- 15. TODAY, THE MARKET FOCUS ON RETENTION HAS SHIFTED. Two years ago, work-life balance was ranked as a number one reason people accepted and wanted to keep their job. This year it is more about job security. WILL THAT SHIFT AGAIN? Challenges in Retaining Once Recruiting is Done
- 16. Stages of Change During Change… Staff feels they are given the opportunity to do what they do best every day. They believe their opinions count. They sense that their fellow workers are committed to quality. They've made a direct connection between their work and the organization's mission. Managing and Leading a Changing Culture ACCEPTANCE DENIAL EXPERIMEN T TRANSITION CONFUSION
- 17. PRO-ACTIVE POSITIVE ATTITUDE ORGANIZED FLEXIBILITY FOCUS Building a Resilient Workforce
- 18. Change is Constant “ Change is the law of life. And those who look only to the past or present are certain to miss the future.” -John F. Kennedy
- 19. Influencing for Best Results Retaining and finding the best staff is difficult. Positively influencing staff is one way to develop an environment and culture where people want to do their best and want to stay.
- 20. Inspiration the Influences Focus on outcomes. Your role is to mobilize energy – you are, on a daily basis, mobilizing the energy of others toward the desired result.
- 21. 7 Factors for Employee Success A culture of openness Opportunities to use their talent and skills A level of autonomy An environment that supports the best in people A realization that the company has a winning future/vision and direction A level of appreciation and recognition for work well done Leadership that exemplifies expectations
- 22. Engaging Workforce Engaged staff are more likely to stay with an organization as it moves through changes. Engaged employees engage other employees, too! CHANGE
- 23. Employee Engagement Yin: Listen to others and help them get rid of "employee" mentality Yang: Inspire, challenge imagination
- 24. ENGAGE to RETAIN Six Ways Human Resources to be the Catalyst for Talent Retention
- 25. E NGAGE E : Employ Your Best Internal Consulting Skills Everyday. This requires great listening, staying connected not just to your business units but to the industry. It means exhibiting proactive thinking and analysis. Staying connected with your managers requires casual and formal interaction.
- 26. Did I Mention the Need to be an Exceptional Time Manager?
- 27. E N GAGE N : Navigate the Company Landscape with Finesse Never before has so much change happened so quickly. Harvard calls our current struggles a product of “Change Fatigue”. As a leader, you can instill a talent mindset that—especially during change—you believe that having high caliber people and having a strong bench are critical to achieving the aspirations of the company.
- 28. Did I Mention that This Requires Courage?
- 29. EN G AGE G : Grow Talent by Giving them Room to Grow Staying ahead of competition requires good analysis of where the company needs to grow; under--performers are unable to attract top talent, can block opportunities for those around them, undermine the morale of the group and ultimately cause better performers to leave the company. To grow talent means providing opportunities as well as letting poor performers go.
- 30. ENG A GE A : Achieve the Full Potential of Staff You are in a position to underscore how the organization genuinely cares about its people and about its clients; there are great leaders that foster collaboration and share in successes. Every company leaves a tremendous amount of human potential untapped because its people are inadequately developed. Working to develop people is a great lever for recruiting and retaining top talent.
- 31. Did I Mention that this Requires Action Now? To talk much and arrive nowhere is the same as climbing a tree to catch a fish. -Chinese Proverb
- 32. ENGA G E G : Gain Confidence to Think Strategically A company that has a strong performance desire to compete with competition and balances it with a trusting environment achieves a satisfying culture and financial performance, for the long term. This requires more communication from you to your business partners on STRATEGY and VISION. That is how you become a trusted advisor.
- 33. We Are Responsible “ No snowflake in an avalanche ever feels responsible.” -Stanislaus Leizcynski
- 34. ENGAG E E : End Every Conversation with “What Else Can We Do? What Else Can I Do?” It may sound simple, but ending every day with a thank you to a business partner, a question that shows innovative thinking, a statement that reinforces your commitment to the organization or a gesture that connects you with growth and learning can be a powerful tool in how you contribute.
- 35. Did I Mention that it Requires You to Slow Down not Speed Up?
- 36. “ Your current safe boundaries were once unknown frontiers.”
- 37. Thank you for your time today!