Don’t lose your star players! - ACG Global Webinar - Don't lose your star players...
Transcript of Don’t lose your star players! - ACG Global Webinar - Don't lose your star players...
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Don’t lose your star players!How to retain talent post-close
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Today’s presenter
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Chelsea L. Wood,
MA (I/O Psychology)
Certified Merger & Acquisition Advisor
Human Capital Consultant, Innovation & Development
Insperity®
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During this session, we will discuss the importance of:
• Recognizing the impact of change on the workforce
• Developing a plan for actively engaging their employees through the process
• Understanding the critical role leadership plays in the overall success of the transaction
• Identifying multiple methods to effectively communicate with employees
Objectives
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It’s not the business itself that provides exceptional customer service or generates great new ideas that drive revenue.
It’s the people.
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Retaining that talent is key to success!!!
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Understanding the Turbulence of Transactions
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• Limited mental capacity
• Wired for socialization and belonging
• Needs security; knowledge of what comes next
• Strives for autonomy
• Has 5 times more circuitry for identifying threats than rewards
Taking a deeper look into a human brain
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One change
- in turn -
impacts every
other part of the
organization
Organization is made up of interlocking parts
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Work Process and Work
Environment
Culture
Strategy or
Structure
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Employee-based Drivers Organizational Drivers
Habit & personality Change has limited focus
Fear of the unknown Lack of buy-in
Fear of personal loss Lack of alignment
Lack of understanding & trust Power struggles
Common sources of resistance
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The psychological process of change
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Time
Level
of
Perf
orm
an
ce
Denial
Depression / Fatigue
Blame
Bargaining
Acceptance or Opt-Out
Adapts
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https://www.businessballs.com/change-management/personal-change-stages-john-fisher/
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SEQUENTIAL CHANGES
CONCURRENT CHANGES
Diagrams from “Employee emotions during organizational change – Toward a new research agenda”, Scandinavian Journal of Management 2011
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The Power of Engagement
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Refining your Employee Experience
NOTE: THIS MODEL DISPLAYED HERE IS NOT AN EXHAUSTIVE LIST OF FACTORS!
EN
GA
GE
ME
NT
SA
TIS
FA
CT
ION
Ideally your
messaging should
address how the
transaction will
resolve these
issues NOT add to
them!
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• Employee engagement is a fundamental tool for building sustainability of organizational changes
• Involving employees in decisions that directly impact their work can reduce frustration & reduce turnover
• Employees provide a unique perspective to unforeseen impact on day-to-day operations
Tapping into the collective knowledge & expertise
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• Identifying & leveraging the “influencers” can support the sustainability of changes
• Using employee champions to lead changes
• Creating employee-led workgroups to own changes when appropriate
• Providing vehicles to solicit & act on employee feedback when possible
Strategies to engage employees
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Leveraging Leadership to Retain Top Talent
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• Trustworthy
• Strategic thinkers
• Relationship-based
• Transparent communicators
• Empathic
• Participative
Critical few to support retention!
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• Understanding current state is the only way to plan for what is needed to achieve ideal future state
• The required set of characteristics will differ based on the uniqueness of your organization
• Assess leadership skills & capabilities as well as fit with future state to determine gaps
Assessing leadership capabilities
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• Personality / Cognitive / Skill Testing• Never underestimate value of the conversation
• Direct reports• Managers• Peers• One-on-one with leader
• Reviewing previous performance appraisals• Conducting formal 360 process
• Reviewing previous employee survey data• Reviewing turnover data (including retention data)• Reviewing their specific organizational performance
Strategies for leadership assessment
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Effective communication is critical for retaining star
performers
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“
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Case Study:Communication Flow
PRE-CLOSE9/15/16: reports of rumors circulating
10/1/16: • Press release announcing potential
deal• Mass e-mail to all employees• All employee town halls• Launch of Q&A email account,
newsletter, & blog
10/1/16 – 10/15/16:• Leadership rounds on employees to
discuss impact of changes as needed
POST-CLOSE1/1/16:
• Deal close press release• Mass e-mail to all employees• All employee town halls
1/15/16:• Small meetings new changes
3/1/17: • Mass email to all employees new
changes
4/1/17:• Small meetings more changes• Mass email to all employees more
changes
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What was the most significant action that created a negative impact on the employees?
(1) lacked long-term planning regarding changes
(2) trickled changes throughout process
(3) provided inconsistent messages
(4) didn’t engage employees
Case Study Debrief
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UNINTENDED CONSEQUENCES!
• Impact of multiple changes
• Change fatigue
• Broken psychological contracts
TURNOVER OF CRITICAL TALENT!!!!!!!
Why was that a problem?
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• Opportunity to create engagement & buy-in
• Constant communication
• Multiple delivery methods• Town halls, 2-way communication methods, newsletters, emails,
website, etc.
• Address the “emotional” questions based on the where your employees are in the change process
• Critical to share the entire picture – good, bad, & the ugly
• Upfront communication without trickle effect
Greatest retention tool is effective communication!
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• Sympathetic – address the key questions for the emotional state of your employees
• Transparent – share the good, bad, and ugly as much as you can; when you can
• Accurate – don’t share half truths or unbaked plans to prevent misunderstandings
• Robust – communicate every message across methods multiple times
Key to communicating for retention
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“
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• Recognizing the psychological impact of change is critical for effectively planning for its long-term success
• Employees should be involved as much as possible throughout the process when at all possible
• Leaders are the drivers of organizational change; ensure you have the necessary knowledge, skills, abilities, and characteristics across the leadership team
• Communication needs to be Sympathetic, Transparent, Accurate, and Robust to keep your star players
Key Takeaways
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Questions?
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Thank you for joining us!For more information, or to speak
with an Insperity® business
performance consultant, visit
insperity.com/acg or email us at