Posts Tagged ‘high-performers’

9 Steps to Elevate Your Employer Brand

Thursday, April 9th, 2015

recruitingBersin by Deloitte’s “Predictions for 2015: Redesigning the Organization for a Rapidly Changing World” included this important guidance:

Invest, refocus and redesign talent acquisition — leveraging network recruiting, brand reach and new technologies. In addition to marketing their organization and career opportunities, organizations should also market their mission, purpose, leadership team and work experience. Millennials and high performers look at all of these factors in an employer today.

The ten predictions from Bersin by Deloitte for 2015 cover topics from employee engagement to culture to new HR technologies and more. According to the report, the big overall trend for this year is that companies will have to re-engineer the way they do HR. What makes the prediction above so important is that last line, specifically the reference to high performers.

We are now in a job market where high performers can choose whichever company they want to contribute their talent and knowledge.  They can also much more easily walk away from a company that they feel is not allowing them to be as successful as they could be, or that they don’t believe in.

And these high performers are critical.  How critical?  A study by Ernest O’Boyle and Herman Aguinis published in 2012 found that a high performer can deliver 400% more productivity than the average performer.  400%!!

So if your top performers, or 4Xers, and the 4Xers you’d like to recruit to your organization, are paying extra close attention to your mission, purpose, leadership team and employer brand, you want to make sure that you’ve put the time in to develop those key items in a way that will attract and retain that top talent.

How can you go about doing that?  Here’s a suggested approach:

  1. Watch Simon Sinek’s “Start With Why” TED Talk video. Now, how can you apply that to your organization?
  2. Take a look at your Employee Value Proposition (EVP). If you’ve got it documented, great. If not, document it. What makes your organization a special place for employees to work? What differentiates you as an employer from those other companies that you compete with for employees?
  3. Evaluate your EVP. Is it what you want it to be? What will you need to do to continue to attract and retain 4Xers over the next two to three years? If you are where you need to be, great, continue on. If not, how can you get there?
  4. Use that EVP in your discussions with candidates and employees. Make sure your executives and managers use it. And most importantly, make sure you deliver it to employees. Nothing can be worse than saying one thing and doing another.
  5. Develop your core “talent” messaging by choosing three to five key points of your EVP to highlight. What are the things that matter most to your audience? Not sure what they are? Ask your best employees.
  6. Determine the demographics of your target audience (4Xers) and how to reach them. Social media? Websites/blogs? Trade publications? Newspapers?
  7. Establish your presence in those areas and start your messaging. Maximize your social media presence on whatever channel(s) your target audience loves. Learn how best to use these mediums so that you are not just blasting “advertising” at your audience.
  8. Highlight employees. Ask your best employees to shoot a video or offer a statement about what working for your organization means to them. Recognize your employees for accomplishments or for extra effort. Encourage them to share with family, friends and networked connections.
  9. Evaluate your progress. What’s working and what’s not? Keep and expand on the things that are working. Get rid of the things that are not (once you’ve given them a sufficient amount of time – roughly six months). Add something new that you think may have an impact. Then start over at whatever point in the process that makes sense for you.

Please consider these nine steps as a template to get you started and build on them.  You want to begin this process sooner and not wait until later.  Don’t wait to get it perfect.  Start influencing your future 4Xers now and step up your efforts to keep the ones you’ve got.

Questions?  At CAI we can walk you through this and most other employer challenges.  Feel free to contact me at martin.morgan@capital.org or 919-878-9222.

Use Stay Interviews to Keep Your Best Employees

Thursday, July 17th, 2014

In today’s video blog, CAI’s HR Advisor and member of the Advice and Resolution team, Renee’ Watkins, discusses stay interviews and how they can increase employee retention at your company.

Renee’ says that many organizations spend time and effort figuring out why employees leave when it’s already too late to react. She says that if we understood the reasons an employee chooses to stay with the organization it would help employers to better reinforce those positive factors and increase retention rates.

“Stay” interviews are popular among companies taking a proactive approach to employee retention. Renee’ recommends interviewing your best performers while they are working for you, rather than only gain their honest feedback when they are leaving. She suggests scheduling casual interviews with the best performers and those who have the highest potential within your organization.

During the interviews, Renee’ encourages employers to find out if their employees have any issues or concerns. Asking for ideas they have regarding your culture or improvement in processes, policies or production is a great way to elicit feedback.

Renee’ believes the most important part of the stay interview process is for the employer to apply what is learned during the interviews. She also says that you should be prepared to take action while your good employees are still part of the organization.

The stay interview is an opportunity to build trust with employees and a chance to assess the degree of employee satisfaction and engagement. In the video, she lists several questions that you can ask your employees to gauge why they plan to stay and what factors might contribute to them leaving.

If you have questions about stay interviews, please reach out to our Advice and Resolution team at 919-878-9222 or 336-668-7746.

Why Your Employees Want to Leave and How You Can Prevent Their Departure

Thursday, May 24th, 2012

Losing a top-performing employee significantly impacts an organization. Research indicates that the search to find, hire and train a replacement costs more than a third of the new hire’s salary. Not only do you experience financial implications from the loss of top talent, but your culture could also be affected. The former employee takes his knowledge and skills with him, leaving his remaining coworkers left to pick up the slack from his open position. Heavier workloads can cause stress, decreasing job satisfaction and employee morale for your other team members.

Identifying the reasons why an employee might consider leaving is key in preventing attrition. Contrary to what many leaders believe, money is not the sole or even top motivator for an employee. Many factors contribute to an employee’s decision to leave his current workplace. Some factors are out of your control, but you can heavily influence many. Here are some of the top reasons employees leave their organizations:

  • Demanding positions—long days and working on the weekends
  • Boredom—not enough challenges to keep engagement
  • Inadequate compensation—raises are currently frozen or given to someone less qualified
  • Management disorganization—constant turnover and restructuring in several departments
  • Few opportunities—having little input on decisions cause feelings of unimportance
  • Too competitive—rewarding internal competitiveness instead of cooperation
  • Lack of recognition—feelings of not being valued ignite from infrequent to no acknowledgement

Here are steps you can take to retain your workforce:

  • Set goals—help employees stay motivated by giving them something to work towards
  • Empower them—allow them to lead and don’t micromanage their efforts
  • Show you care—take time to get to know your employee’s life outside and inside of work
  • Offer training—opportunities to gain more knowledge and develop new skills increases engagement
  • Constant feedback—let them know which tasks they’re doing well and which need improvement
  • Be appreciative—thank employees and make sure you frequently let them know they’re valued
  • Give perks—if you can’t offer a raise,  pay for lunch every Friday or grant flexible schedules

For more strategies to retain your top talent, please call a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

Photo Source: Victor1558

Looking to Add High Performers to Your Organization? Find Candidates with These Traits.

Thursday, May 3rd, 2012

Your employees have a significant impact on whether your business thrives or dies, but building a strong workforce is not an easy task. Choosing the right people to fill your open positions should be done with care and an overall goal of company success. People considered high performers should be your most desirable candidates. These workers are critical for achieving positive business results because they exceed company expectations, serve as role models to other employees, make solid decisions and continually offer innovative ideas.

If you’re looking to build a powerful staff, look for prospective employees with the following qualities:

Energy and Optimism

Top performing employees are energetic. They work efficiently when assigned new projects and are eager to turn in completed work before or by their deadlines. When they finish a project, they quickly move on to the next one. They also remain positive while at work by not harping on mistakes or worrying about unfavorable outcomes. The energy and optimism high performers exude reach other staff members, which helps the whole company boost productivity.

High EI and Great Communicator

High Emotional Intelligence is often engrained in high performing employees. They use their talent to successfully understand and react to the actions of others. They easily make great relationships with their coworkers, and they are able to remain calm and help others stay calm during stressful situations. Another strength they share is strong communication skills. Top employees effortlessly express their ideas and communicate frequently with their supervisors to ensure they deliver desired results.

Self Starter and Continuous Learner

Stronger performers are almost always motivated to do their best. They are autonomous workers who manage their time effectively to  produce high-quality work for their managers and organization. These employees take the initiative to try new workflow processes and suggest ways to improve business productivity. They want to cultivate skills they use regularly and also gain new knowledge in their field. Both of these characteristics will prove beneficial to your company.

When you attract top performers to your organization, work hard to ensure they have the support and resources they need to be successful. Failing to do so will most likely result in their resignation. For more information on finding high performers to add to your staff, please contact a member of CAI’s Advice and Counsel Team at 919-878-9222 or 33-668-7746.

Photo Souce: Victor1558

10 Ways to Retain and Motivate Your High-Performing Employees

Tuesday, February 28th, 2012

Businesses that want to see success as the economy continues to improve should keep a close eye on their top talent. If your star employees don’t feel like they’re getting the most out of their jobs or feel that they’re underappreciated, you can assume that they’re looking for enticing opportunities elsewhere. High retention rates indicate that an organization is doing well in employee engagement, but a strong retention rate also means success in other business areas, such as sales and customer satisfaction.

Implementing the 10 tips below will encourage your high-performing talent to stick around and help create success for your company:

1. Conduct Stay Interviews

Instead of using exit interviews to find out why employees leave your organization, ask the employees that are still around what would make them leave your organization. Use this information to transform inefficient processes, raise morale and increase your retention rate.

2. Be Specific with Job Descriptions

People often leave a company after a short period of time because they were unaware of all the responsibilities that their new position held. To prevent short stints with new hires, spell out all of the duties—bad or good—required for your open positions.

3. Teach Managers People Management

Employees often cite their managers as the main reason they left or are planning to leave an organization. Spend adequate time training managers with direct reports proper ways to handle employee relations issues.

4. Communicate Openly

Information that is confidential or intended for a select group of people doesn’t have to be shared with the entire staff. However, frequently sharing information on company health, financials and major decisions with your workforce will keep them informed and engaged, which will help them remain loyal.

5. Promote Flexibility

Today’s employees view workplace flexibility as a necessary element in a total rewards package instead of as an added perk. If your employees can work from home a few days per week or start their days earlier or later depending on traffic, let them.  They will show you more respect if you trust them to get their work done.

6. Give Clear Expectations

Be specific when assigning your team members projects. Give them clear expectations the first time so you both are satisfied with the end product. Taking this step well lessen confusion, frustration and unsatisfactory results.

7. Help them Grow

Providing your staff members with different opportunities to increase their industry knowledge or to strengthen their technical and soft skills will show them that you are willing to invest in their future. Send them to training programs or promote them to different positions to help them grow.

8. Manage Poor Performers

Poor performers with bad attitudes are not good company for star employees to keep. Poor performers can drain energy, happiness and productivity from your top employees. Make sure you address issues caused by poor performers immediately to maintain a positive workplace for each of your employees.

9. Involve Senior Leadership

Company leaders are always busy, but they are never too busy to allot some time to their employees. Encourage your senior leaders to leave their offices and mingle with their workforce. Have them meet new hires and sit in on departmental meetings. Making them present in the office will eliminate an “us” versus “them” mentality that some staffers may have if they never see their senior leaders.

10. Show Them They’re  Valued

Employees who feel that their contributions matter to their organization are more likely to be productive and give their company a long-term commitment. Make your staff members feel appreciated by giving them constructive and positive feedback on their assignments and professional development. Often ask for their opinions on company decisions, and take time to get to know them personally.

For additional information or strategies to keep your top talent loyal to your organization, please call a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

Photo Source: Victor1558