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					Attracting, Motivating and Keeping
 The Most Loyal, Productive, and
          Talented People



         Kurt Anderson, Ed.D.
         Peg Anderson, Ed.D.
       PAIRADOX CONSULTING
       Successful organizations,
      no matter what the industry,
     have one thing in common . . .

LOYAL, PRODUCTIVE, and TALENTED PEOPLE
All organizations are


   HOLOGRAMS!
Your brand is NOT your “product.”


         Your BRAND is how
    PEOPLE in your organization
    create or deliver your product.
BRAND = PEOPLE
Your organization’s success
 depends on how well you

          ATTRACT,
         MOTIVATE,
         and RETAIN

          the most

           LOYAL,
        PRODUCTIVE,
       and TALENTED,
        EMPLOYEES!
       Let’s assume that you are a
     loyal, productive, and talented
    employee in your current position.

‫ סּ‬What factors in your job/organization help
  you to be loyal, productive, and talented?

‫ סּ‬Or, what factors in your job/organization
  are making you decide to look for other
  employment?

‫ סּ‬Or, what factors would attract you to seek
  employment in another organization?
        Factors that contribute
      or hinder employees to be
LOYAL, PRODUCTIVE, & TALENTED . . .
‫סּ‬
‫סּ‬
‫סּ‬
‫סּ‬
‫סּ‬
    During the past 30 years, the Gallup
 Organization interviewed well over 1 million
employees, and asked two basic questions . .

       WHAT ATTRACTS YOU TO AN
            ORGANIZATION?
                 &
        WHAT MAKES YOU STAY ?
Gallup then identified 12 questions
   that appear to measure the
    “core elements” needed to

  ATTRACT, MOTIVATE & RETAIN
           THE MOST
 LOYAL, PRODUCTIVE, & TALENTED
          EMPLOYEES
Compare them to the list you just made . . .

‫ סּ‬Do I know what is expected of me at work?

‫ סּ‬Do I have the materials and equipment I need
  to do my work right?

‫ סּ‬At work, do I have the opportunity to do what I
  do best every day?
Compare them to the list you just made . . .

‫ סּ‬Does my supervisor, or someone at work,
  seem to care about me as a person?

‫ סּ‬Is there someone at work who
  encourages my development?

‫ סּ‬In the last 7 days, have I received
  recognition or praise for good work?
Compare them to the list you just made . . .

‫ סּ‬Does the mission of my company make me feel
  like my work is important?

‫ סּ‬Are my co-workers committed to doing quality
  work?

‫ סּ‬At work, do my opinions seem to count?
Compare them to the list you just made . . .

‫ סּ‬Do I have a best friend at work?

‫ סּ‬In the last 6 months, have I talked with
  someone about my progress?

‫ סּ‬At work, have I had opportunities to learn and
  grow?
Certainly an interesting list, that generates
   some other fascinating concepts. . .


Which questions have answers that are the
   responsibility of the organization, and
  which answers are solely a factor of the
          individual employee?
Compare them to the list you just made . . .

‫ סּ‬Do I know what is expected of me at work?

‫ סּ‬Do I have the materials and equipment I need to do my
  work right?

‫ סּ‬At work, do I have the opportunity to do what I do best
  every day?
Compare them to the list you just made . . .

‫ סּ‬Does my supervisor, or someone at work, seem
  to care about me as a person?

‫ סּ‬Is there someone at work who encourages my
  development?

‫ סּ‬In the last 7 days, have I received recognition
  or praise for good work?
Compare them to the list you just made . . .

‫ סּ‬Does the mission of my company make me feel like my
  work is important?

‫ סּ‬Are my co-workers committed to doing quality work?

‫ סּ‬At work, do my opinions seem to count?
Compare them to the list you just made . . .

‫ סּ‬Do I have a best friend at work?

‫ סּ‬In the last 6 months, have I talked with someone about
  my progress?

‫ סּ‬At work, have I had opportunities to learn and grow?
Additionally, according to Gallup. . .


It isn’t that these concepts create conditions
    where employees are motivated to stay
     with a company . . .

These concepts address factors that are
  particularly important to the MOST TALENTED
  & PRODUCTIVE employees. . .

These factors are less interesting to PLODDERS!
          What about $$$$$ ?

‫ סּ‬Assuming a wage that allows one to
  comfortably keep up with monthly bills . . .

‫ סּ‬MONEY ISN’T A FACTOR!
      Money is compensation.


     The 12 Gallup Factors are what
 an organization offers above and beyond
compensation to get the best out of people.
     Well then . . .

 If money isn’t a top motivator,
why is it all some organization’s
     hear from employees?
  For some organizations,
      in the absence of
     Gallup’s 12 Factors,
  money becomes a reward
for enduring a miserable job!
         In other words . . .
Attracting, motivating & retaining
    the best people rests in a
        long term process.

  It occurs at a deeply human
   level, not a superficial one.

  It’s about the LONG TERM,
         not a quick fix!
 You will NEVER get the best effort from
    employees by just paying more!

Some of the most well known examples are from
  professional sports . . .

‫ סּ‬The NBA Clippers

‫ סּ‬Baseball’s Minnesota Twins

‫ סּ‬The ’97 Florida Marlins

‫ סּ‬The NFL’s 2003 Tampa Bay Buccaneers
        When low payroll teams win
  Championships, the players usually get
larger salaries the following year in a effort
      to stay together and win again.


Historically, they do not win again the next year.

    The old adage most always holds true . . .

         You can’t buy championships!
ATTRACTING, MOTIVATING, and
         KEEPING

             the most

   LOYAL, PRODUCTIVE, and
    TALENTED EMPLOYEES,

is embedded in Gallup’s 12 Factors.
Estimates are difficult because they do not
calculate the actual costs an organization
invests in recruitment and hiring, learning
 curve loss, and training, or of termination
  costs if necessary, but once all of these
   costs are calculated, the actual cost of
 turnover can reach as much as double
 the annual salary and benefits of the
                   leaver.

                  (Fitz 1997)
Therefore, reducing or eliminating

     turnover means putting

 Gallup’s 12 factors to use in the

    HIRING PROCESS!
Both the ORGANIZATION
   and the INDIVIDUAL
    bring unique factors
       to the process.
INDIVIDUAL FACTORS                                        ORGANIZATIONAL FACTORS
                                        Feedback




      Knowledge                                                  Clear Expectations



 Skills                                                             Opportunity to
                                                                    Grow



BVA                                                                         BVA




 Personality &
 Work Style                                                            Structure



 Intellectual, Emotional
 & Physical Well-Being                                            Information

                                        Feedback

                           Talented and Productive Employees
                            Create Successful Organizations
Organizations need to make a leader’s
   decision, not a managerial one,
       when it comes to hiring.

  Knowledge & Skills can be taught and learned.

 BVA, Personality & Work Style, and Intellectual,
Emotional, & Physical Well-Being, are Factors that you
               cannot easily change.


        When candidates are “close,”
    hire for those inherent characteristics
          you cannot teach or learn!
     But now, once you hire someone,
   the organization’s job has just begun.
To create and retain the best employees, the organization must
   develop an atmosphere of:

‫ סּ‬clear expectations,

‫ סּ‬an opportunity to grow,

‫ סּ‬clear and protected BVA’s,

‫ סּ‬effective work group structures,

‫ סּ‬and viable data & information.
    One last thought as you reflect on

ATTRACTING, MOTIVATING, and KEEPING

                the most

 LOYAL, PRODUCTIVE, and TALENTED
            PEOPLE . . .


 IS “TALENT” WORTH TROUBLE?
    One of your most talented team members is
       argumentative and moody. He/She has
    become a divisive force within the team. Every
      time a conflict arises, you wonder whether
    his/her unique skills and abilities are worth the
             trouble that comes with them.



It isn’t unusual to dismiss or overlook the often severe
     character flaws of highly “effective” workers until
           the problem becomes too big to ignore.
This kind of employee can damage morale and
               lower productivity.

 No matter how indispensable you think this
employee is, your organization as a whole is far
               more important.


          After all, you’re trying to
     ATTRACT, MOTIVATE, and RETAIN,
        LOYAL, PRODUCTIVE and
           TALENTED PEOPLE.
Look at Gallup’s 12, your own experience,
        and the other concepts we
             discussed today.

 Keeping people who are trouble, even though talented,
  will drive away the very employees you are trying to
                    develop and retain!

        Is “talent” worth the trouble . . . NO!
How sad! By 1980,…“people stuff” had come to be looked
  at as “soft.”

…But though business schools may deny it, and corporate
 leader after corporate leader may neglect it, “they,”
 [your employees]…is what it’s always been about.

…“Techniques” don’t produce quality products, educate
 children, or pick up the garbage on time: people do,
 people who care, people who are treated as creative
 contributing adults.

Tom Peters, 1987
So, if it REALY IS all about people,
 then your organization’s success
   truly depends on how well you
              ATTRACT,
             MOTIVATE,
             and RETAIN

              the most

               LOYAL,
            PRODUCTIVE,
           and TALENTED,
            EMPLOYEES!
   And that depends on how well you
      implement Gallup’s “Big 12,”
      and use a hiring process that
truly kicks in AFTER you do the hiring.
      We’ll say it again . . .

Attracting, motivating & retaining
    the best people rests in a
        long term process.

  It occurs at a deeply human
   level, not a superficial one.

  It’s about the LONG TERM,
         not a quick fix!
THANKS FOR ATTENDING OUR SESSION.

  HAVE A WONDERFUL STAY AT THE
        MOTIVATION SHOW!

      KURT & PEG ANDERSON
      PAIRADOX CONSULTING

       WWW.PAIRADOX.COM

				
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