RETAINING TALENT IN TOUGH TIMES

Welcome!

LOWEST UNEMPLOYMENT RATES IN THE SOUTH AND NORTHEAST (9.0% VERSUS 10.5% IN OTHER

AREAS OF THE COUNTRY)

Northeast Statistics-October 2009

The Balancing Act

Little turnover versus too much turnover

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.

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 MillerChief Human Resources Director

Avnet

Talking Points Today

Balancing retention and turnover to maximize organization potential

Retention as a strategic business goalInfluences in turnover and retention todayManaging a changing culture7 Factors for employee success and how it

impacts retentionThe internal consultant: 6 ways human

resource professionals can be the internal catalyst for retaining talent

The Question is…

As Human Resources professionals are we doing the right things to retain talent?

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.

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.

Building a Learning Culture

“The ability to learn faster than your competition may

be the only sustainable competitive advantage.”

-Peter Senge

News Flash?

Why People Leave for Other Employment Opportunities

• WORKING CONDITIONS

• ACTIONS BY MANAGERS OR OTHERS

• COMPENSATION AND BENEFIT ISSUES

• LACK OF CHALLENGE AND GROWTH POTENTIAL

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 Strate

gy

Old Struct

ure

Old Cultur

e

New Strate

gy

New Struct

ure

Influencing the Outcomes

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

Stages of ChangeStages of Change During 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

EXPERIMENTTRANSITIO

N

CONFUSION

•PRO-ACTIVE

POSITIVE ATTITUDE

•ORGANIZED

•FLEXIBILITY

•FOCUS

Building a Resilient Workforce

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

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.

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.

 

7 Factors for Employee Success

1. A culture of openness2. Opportunities to use their talent and skills3. A level of autonomy4. An environment that supports the best in

people5. A realization that the company has a

winning future/vision and direction6. A level of appreciation and recognition for

work well done7. Leadership that exemplifies expectations

Engaging Workforce

Engaged staff are more likely to stay with an organization as it moves through changes.

Engaged employees engage other employees, too!

CHANGE

Employee Engagement

Yin: Listen to others and help them get rid of "employee" mentality

Yang: Inspire, challenge imagination

ENGAGE to RETAIN

Six Ways HumanResources to bethe Catalyst for Talent Retention

ENGAGE

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.

Did I Mention the Need to be an Exceptional Time Manager?

ENGAGE

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.

Did I Mention that This Requires Courage?

ENGAGE

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.

ENGAGE

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.

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

ENGAGE

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.

We Are Responsible

“No snowflake in an

avalanche ever feels responsible.”

-Stanislaus Leizcynski

ENGAGE

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.

Did I Mention that it Requires You to Slow Down not Speed Up?

“Your current

safe boundarie

s were once

unknown frontiers.”

Thank you for your time today!