Maximizing the Human Potential

First Impressions

By

andrew shaffer consulting first impressions

When new employees are hired, many companies go out of their way to make sure the employee’s first day is a pleasant experience. I’ve been talking a lot recently about the need to retain and attract high performing employees. As I’ve been having these discussions, I was reminded of a true story of an engineer’s alarming experience on his first day at a new job. This week I wanted to share that story with you as a cautionary tale about who is making your first impressions. The employee names and companies are changed.

First Impressions

Eric is an engineer that I know, who just relocated his family for a new job. To take this job Eric had to uproot his family to relocate to another part of the country and start all over. Eric and his wife had a young child, and were both working. So, this was a sacrifice of a pretty high level for Eric’s career.

Eric flew out to the company for an interview. The interview went well, the management team he met was friendly, and he was even able to meet some of his future colleagues at lunch. After receiving a job offer, Eric and his wife decided this was the right opportunity. Eric relocated with his family leaving their support network behind them to start fresh someplace new.

The First Day

When Eric showed up for work on his first day, he went through the typical indoctrination and onboarding. This was pretty much as you’d expect. However immediately after the onboarding things started to shift rapidly. When he reported to his direct manager, they didn’t seem ready for him.  Eric was given a temporary desk, secluded from anyone else, with a pile of paperwork to complete. Occasionally his boss would check on him, but for the most part he spent the first few days secluded filling out paperwork.

After those initial few days Eric was finally introduced to a fellow engineer and assigned some tasks. This was temporary work, because the project he was hired to do, once again wasn’t ready for him. So, Eric was given a temporary cube to do some work. And, by a temporary cube, he was told he could sit at someone’s desk while they were on vacation. Eric still wasn’t able to have a place to call “home.”

To add insult to injury, the employee in the cube next to Eric spent pretty much the entire day talking on the phone complaining about the company. She complained about EVERYTHING.

The Result

Now imagine you are Eric. You relocated your family to move to a new part of the country. You left a support network, your wife left her job, all for the promise of a brighter future.  When you finally arrive at work, you feel like they didn’t know you were coming, and all you hear is complaints from the people you will be working with.  What kind of impact would that have on your new employees? How do you think Eric felt about his decision to accept the job?

Eric no longer works at that company.

This Week’s Challenge

Your corporate culture has a dramatic impact on your ability to attract and retain talent in your organization. It is important that your company maintains a culture that is leadership and people focused. Take time with your leadership and review your onboarding processes.

What is your company doing to attract and retain talented professionals in your organization? Once you think you understand it, seek outside validation. You might think everything is OK in our business, only to later find out that your best employee just left for your competition. Can you afford that?

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

Recruiting Talent

By

andrew shaffer consulting recruiting talent

Last week I talked about the need for having “ball players” or superstars in your organization. What if you don’t have any ball players? What if you have some, how can you stop them from leaving to work at your competition? This week I am going to share with you three differentiators that will help you in recruiting talent and retaining superstars in your organization. Spoiler alert… it’s not money!

Recruiting Talent

Identifying and retaining talent these days is difficult. In today’s work force highly skilled individuals are in high demand, and can often pick and choose where they want to work. When recruiting top talent, you don’t always have to be the highest bidder (i.e. pay the most) although you do have to be competitive. Today’s employees are looking for more than a paycheck, they are looking at what the company offers above and beyond the pay. College level athletics recruit talent all the time, and are unable to use pay as a differentiator. Let’s look at some of the strategies used by top athletic programs for recruiting and how that applies to your business.

Be a Winner

Everyone likes to win. I know we tell our kids things like; it doesn’t matter if you win or lose, it’s how you play the game, just do your best. But honestly, if you do your best and play fair it still hurts to lose. Right?

When colleges are recruiting athletes, they will boast their winning records. If they cannot boast about a winning record, they’ll talk about a history and a plan to start winning. We’ve hired new coaches, we recruited new players etc. When talented athletes have a choice of where to go to school, they will want to play for a winning team.

The same is true when recruiting talent to your company. They will want to see you have a winning organization, or at least the potential to be a winning organization. Boast about the growth you’ve seen recently, new large contracts or expansion. Let potential employees know about any awards you may have received, and company history. These things will send a message to your prospects that when they come work for you they will be joining a winning team.

Culture

Everyone wants to fit in. We are tribal by nature, and we want to be surrounded by people with the same values and motivations. Have ever worked at a company, or joined an organization, where you just didn’t fit in? How hard was it to make friends? Did you feel comfortable? Even if you did, did you really enjoy yourself? Probably not.

Again, it isn’t uncommon for college recruiters to have prospects visit for a day or more. Typically, they’ll shadow someone from the team and see what it’s like to be part of the program. The idea here is to get the prospect a “feel” for what it’s like to be part of the team. The coach, and the player will want to know if they will fit in, if they can be part of the culture or if they’ll be an outsider. Those that fit in can thrive, outsiders tend to hold back.

The same is true in your work place. Although it’s not typical for a company to invite a prospect to shadow another employee during a job interview, but there are other ways that prospects can learn about culture. When you bring in a prospect for an interview, how are they received? Websites like indeed.com or glassdoor.com often have employee reviews so candidates can get an idea what it’s like to work at your company. What do prospects see when they look you up online?

Development

Prospective athletes understand that they are investing time to play at the college level, and in return want to know that they will become better during that process. In college sports, this is an easy discussion. Coaches can talk about the number of players that went on to play professional sports. If that isn’t an option, they will talk about graduation rates, and successes that former athletes have had in professional careers.

Your prospective employees will have similar questions:

  • If I work for you, what will the future look like for me?
  • Do I have career advancement opportunities, or will I be stuck doing the same thing for my entire career?

Top performers didn’t get to be top performers by accepting the status quo. Top performers achieved success by learning, developing and growing. Having a proven employee development system will help you attract and retain high performers and high potential employees.

This Week’s Challenge

I know there are still some employees that will go to the company that pays the most. Most of the time it’s best to let them work somewhere else. Eventually someone else will offer them more money and they’ll leave. Save yourself the headache and cost of losing talent. Create an environment that attracts and retains talent. Develop a strategy for:

  • Competing and winning at a high level
  • A welcoming and inclusive culture
  • A proven effective employee development system

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

Evaluating Talent

By

andrew shaffer consulting evaluating employees

I was coaching my 7 year old’s baseball game last week when one of the kids asked me if I was a “real” coach. When I asked him what a “real” coach was, he said someone that coaches Major League Baseball. For the record I am not a MLB level coach, but I was flattered that he thought so highly of my skills. It did get me to think about how many different seasons I have been coaching. This week I am going to share with you some of the things I’ve learned about evaluating players, their impact on the team, and how this relates to your business.

Evaluating Talent

In the more than fifteen seasons I’ve coached various sports (some as head coach others as an assistant) I have noticed there are three types of kids that play sports. We have the kids that are there because their parents want them to. These kids go through the motions of playing, but don’t really enjoy it. There are those that are there to play. These are the ones that show up to practice, do the drills, contribute in the games.

Good players only think about the sport when they are practicing or during a game. Then there are what I call the ball players. Ball players are the first ones there, last to leave. They always give it there best, and they practice between practices. They play ball outside, not on a video game. These players give any team a competitive advantage.

Businesses have the same three levels of employees.

  • Paycheck Collectors: Paycheck collectors show up just for a paycheck. They do the bare minimum, and complain about doing that.
  • Work Horses: Then there are your work horses. Work horses come in, do the work needed. They do solid work, but rarely go above and beyond.
  • Superstars: Then there are your superstars. These are the people that are there early, stay late, and get the job done no matter what.

If your company has people there just to collect a paycheck, you might want to consider why you are still employing them. This article will talk about the difference between your work horses and superstars and why developing superstars impacts your bottom line.

Level of Competition

My boys play sports, and there are basically two levels of sports. There are the recreational (rec) leagues and there are the competitive leagues (or travel teams). The rec leagues are filled with kids that play ball, and occasionally a player that is there because their parents want them to play. In rec league we can have some intense games, and decent players, but we don’t really play at a high level. Occasionally a team will have a ball player (we’ll call him/her a ringer). This is a person we consider that should be playing at a higher level of competition.

Ball players play at a higher level of competition. These players are the ones that are on travel team, all-star teams, or play in the little league world series. Ball players elevate the level of performance for the entire team, and when surrounded by other ball players, the team competes at a whole different level.

Your employee base is filled with those that play ball (work horses) or ball players (superstars). Identifying potential ball players on your staff, and developing them to their highest potential will give you a competitive advantage. Even if you are not the business owner, and work for someone else, learning to become a ball player, and elevating your level of play will take your career to the next level.

Retention

In most little league organizations, the older the kids get the less kids that actually come out and play. For example, in my local organization, when my oldest started there were eight teams in his age group. Today there are three teams. That means roughly 60% of the kids that played a few years ago have stopped playing. Now, the competitive teams, the travel teams, are generally still intact. They might lose a player here and there, but they don’t have the 60% turnover that the rec leagues experience.

Employee retention is expensive for companies. Studies show that to replace talented employees can cost 150% of their salary. Not to mention the impacts of lost production and morale on your team. Developing your talent to ball player status, and creating a company that plays competitive ball, will help you improve retention and avoid unnecessary costs associated with losing good people.

Productivity

When a rec team has a ball player on the roster, the other teams take notice, and quickly. Why? Because they are more productive than anyone else on the field/court. This is the basketball player that scores more than your entire team combined or the baseball player that always hits the ball to the fence and pitches harder than anyone in the league. This is the kid that is faster and kicks harder than any other soccer player. They give you a competitive advantage because they produce more.

I read a statistic the other day that high performers produce 400% more than their mediocre counterparts. Wow! That means if that person left your company, it would take four people just to get the same level of production that you were getting for one! Let me ask you, how would your company benefit from having someone that was that productive? Maybe two or three people like that? These are your ball players. They come to work and produce. They are engaged, motivated, and energetic about their work.

This Week’s Challenge

Take a look at your company and the competitive landscape. Are you playing rec league, or are you playing competitive? Do you have employees that are there to play ball, or even worse employees that are collecting a paycheck, or does your team develop and attract ball players?

If you want to get real results, you must be playing competitive ball, AND must identify and develop your talent to maximize their potential.  Next week, I’ll talk about how to retain and attract ball players to your company, and it’s more than just a hefty salary!

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

Employee Development and the Bottom Line

By

andrew shaffer consulting employee development

I appreciate all the positive feedback from last week’s blog post.  It was supposed to help you think about the message you send, by the words you choose. Last week, I attended an event featuring Gerry Sandusky (voice of the Ravens), and in his talk he also highlighted the fact that people like to win. When trying to attract and retain talent, always keep in mind that people want to be part of a winning team. Develop a winning team, and watch your success skyrocket! Today, I’m talking about how employee development can help your business grow.

Employee Development and the Bottom Line

I grew up in Illinois, and I was a HUGE Chicago Bulls fan. HUGE! When I say a Bulls fan, it was probably more of a Michael Jordan fan. I wanted to be like Mike. Why? Well, because Jordan was the best of his time (and maybe all time). Having Jordan on the court was a game changer, he gave the Bulls a competitive advantage. Need proof? Michael Jordan led the Bulls to a championship in ’91,’92 and ’93, after a brief retirement and an unsuccessful pursuit at a baseball career. He came back to basketball and lead the Bulls to another threepeat in ’96, ’97 and ’98. Fun fact: I was in the United Center in Chicago when the Bulls won in 1998.

Almost everyone I knew wanted to be like Jordan. Jordan was more than a winner; he was a game changer. Every athlete I know dreamed of being the player that was given the shot with the game on the line as the clock is ticking down and comes through with the clutch shot, or play or whatever is necessary to win. Nobody dreams about being the guy that passed Jordan the ball.

Athletes at that level have a tremendous work ethic. However, we all know people with extraordinary work ethics that get ordinary results. Perhaps you have people in our company like this. Perhaps your company is like this. To achieve greatness, you need to combine that work ethic with a useful employee development tool. You may not have a championship trophy to show for it, but you will see the impact on your bottom line as you leave your competition behind.

Retention

I have talked with team leaders, and executives that have lost a top performer from their team. The story is almost always the same. I didn’t see it coming, and I wish I’d have known so I could have done something. These leaders struggle, often in vein, to find a direct replacement. In fact, most of the time they end up needing two people to get the same productivity.

Even if you didn’t have to hire multiple people, the replacement costs can exceed 1.5 times the salary of the person that left. Not to mention the impact to morale and team cohesion. And now your best employee, the one that gave you a competitive advantage, might be giving your competition that advantage you just lost. Wow!

Retention has an indirect, but real impact on your bottom line. Let’s keep this in perspective. As your company grows you run the risk of higher attrition numbers. Now not all attrition can be avoided, but if you could reduce turnover by 3-5%, how much money could you put back into your business. Where would you rather invest your hard-earned capital?

Productivity

Having an employee development system will improve the productivity of your team. We’ve all heard the 80/20 rule, where 80% of the work is done by 20% of the employees. There is a natural tendency in business where teams typically have about 20% that are exceptional. Roughly another 60% that are solid performers, and the remaining employees just don’t fit. What if you could tap into the underutilized productivity in the 60% of your solid performers and improve productivity by just a few percent. What you’ll see is dramatic increases in productivity.

For illustration purposes. Suppose you had about 50 employees in your organization. Increasing productivity by just 3% will yield an additional 3000 hours of work over the course of a year. That is like having another 1.5 people on your staff without all the overhead of having employees. And an additional 3% isn’t really all that much. It comes out to ~15 minutes a day/employee. Think of it this way: 5 minutes first thing in the morning, 5 minutes after lunch, and 5 minutes at the end of the day. How does this happen? Just being more deliberate, and focused.

Employee Development System

An employee development system is not an annual performance assessment. It is not long drawn out conversations about why someone needs to improve. I have 2 boys that play sports. I do my best to coach them both. When a player strikes out, as he’s walking back to the dug-out I often give him a quick piece of advice. Adjust your hands so you can get the bat around, or shift your balance so you can get a more level swing. Something quick and immediate. I didn’t wait until the end of the season (like an annual review). We try to make corrections now so we can see improvements at his next at bat.

To continue with the coaching analogy, there is one coach, one piece of advice, and one conversation. I don’t overload the ball player with three for four pieces of advice. It’ll clutter his head, and he’ll certainly fail again next time. We don’t have every coach giving advice at the same time (I do see this at times). Again, keep it simple, direct and understandable. Normally the change doesn’t come immediate in a game, and that is OK. But at our next practice I remind the player what we needed to work on, then we practice it until we get it right.

As a coach I develop my players on a game by game, day by day system. I work to elevate performance, so at the end of the season we are better ball players. Hopefully at the end of each practice we are a little better. When creating an employee development system, these same fundamentals apply. A quick, simple, timely  process for feedback, with the intent of elevating talent, will improve productivity, lower retention, and drive profits that you will see in your financial statements.

This Week’s Challenge

Do you have an employee development system in place that is designed for continuous improvement? Do you have a system in place that elevates the talent on your team on a continuous basis? Are you creating a system that gives you a competitive edge?

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

The Problem with Competitive Benefits

By

.andrew shaffer consulting competitive benefitsI am writing this week to challenge companies to stop offering competitive benefits. Almost every job post I’ve read, and company I’ve worked for has told me they offer competitive benefits. HR departments love to tell employees that their pay and benefits are competitive, to attract and retain employees. Today, I will explain why this strategy might actually work against your efforts to attract and retain talent.

The Problem with Competitive Benefits

Whenever I had an HR professional, or an employment recruiter use the words “competitive benefit package”, or “competitive pay”, I typically discount the offering. To me, this means that the company wasn’t using their pay or benefits to attract and retain talent but pay and benefits are were not going to be a sole reason for leaving.

Before I offend anyone that offers benefits, and uses that as part of a talent attraction and retention tool, offering benefits is absolutely important. Most small business owners I know struggle to find ways to offer benefits, such as health, dental, and retirement plans to their employees. I am also aware that some of these offerings can be expensive, and businesses cannot always offer “the best.” My issue is with the language.

Differentiator

My issue with using the term “competitive” is that there is no differentiator. I think advertising competitive pay and benefits implies you are looking to do the bare minimum. Meaning, if the competition lowered their standard of benefits, so would you. I’ve seen companies lower their standard of benefits and justify it because they were being competitive in the market. Using pay and benefits as a tool for attracting and retaining employees should mean there is some differentiator between you and your competitors.

What do you do if you are offering the best benefits you can afford, and they happen to be on par with the market? Or what happens if you cannot even afford to provide benefits that are on par, but you are doing the best you can? Change the language. Don’t promote it as competitive, or even as a differentiator. State it as it is, that you offer benefits, or even a comprehensive benefits package. Find your real differentiator (career path, employee satisfaction, flexibility etc.) and highlight those.

Being Competitive

I have been a part of many competitive teams in my life. The problem with being competitive is I’ve found myself on the losing side of a competition. I coached a little league baseball team that was extremely competitive. Unfortunately, we lost more games than we won, and usually by one or two runs. You don’t walk away from losing a competitive game, with the same feeling you get when you win.

In business, I’ve been in situations where a prospect or agency was taking bids for a certain project. Every time the company would spend many man-hours putting together a competitive proposal, and the company lost more than they won. Ironically, they expected to lose more than they would win. What impact does that have on morale, when people spend countless hours coming up with a proposal only to have it rejected, and to have this more often than it is accepted?

Being competitive gives the impression that you will win and you will lose. When a company is voted a best place to work, they post that all over their website, job posting, marketing material. People want to win and be part of a winning team.

This Week’s Challenge

This week, I am going to challenge you to take the words competitive out of your attraction and retention strategy. Start providing a strategy that differentiates you from your competition. Create a strategy of winning, and your efforts will be much more successful.

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

Three Reasons Employees Leave Their Jobs

By

three reason employees leave andrew shaffer consultingIt is the last week of March, and spring is officially here (although it’s not warm enough for me). Watching the NCAA Men’s Basketball tournament, I really appreciate the effort and challenges the coaches have every year. Because the athletes have only a limited number of eligible years to play, and that can be reduced if a player gets hurt or is eligible for the NBA, coaches are constantly dealing with player turnover. Coaches are always recruiting talent, developing talent, and building a team. While that is unavoidable in the college sports profession, it is a profit killer for businesses. Today I am going to talk about the top three reasons employees leave, and how you can defend yourself against it.

Three Reasons Employees Leave Their Jobs

Last week I came across this fascinating LinkedIn Blog about the top three industries with the highest turnover (is your industry on the list?). I was glad to see that they took the next step and identified WHY people leave. When you know why, you can put actions in place to prevent unnecessary turnover.

Turnover is costly, in fact according to Josh Bersin, Deloitte, the costs can be up to two times the annual salary! With this in mind, it makes sense to have a system in place that minimizes turnover. Competitive pay, competitive benefits, or even an amazing reward system might not be enough. Here are some things you should include in an employee retention strategy to be successful.

Career Development

Focusing on employee development is ALWAYS a good idea. After you’ve hired someone, the time and money you invest in developing them will only benefit your company. If you want to have the best employees, that give you a competitive edge, it is much better to develop talent from within.

While I am a firm believer that the responsibility for career development ultimately belongs to the employee, the leader or manager must be a guide and a mentor in the process.  Most employees are looking to grow and develop. They want to know that their work is meaningful and that there is a career path for them. And if they are happy with the status quo, you might want to consider why they are on the team to begin with.

Managers can and should have regular career development discussion with their employees. I recommend monthly. These meetings should be structured, and result in definite actions. When the manager and the employee co-create a career development plan, and meet regularly to evaluate progress of the plan, employee productivity, then morale increases.

By investing the time for career discussion with our employees, they will know that they are making progress towards the next step. And, they will be less likely to look outside the company for their next promotion.

Management

People don’t quit their job, they quit their boss. At least that is how the saying goes. An employee’s direct manager has the biggest impact on the employee’s experience at your company. The direct supervisor is who has the most contact with the employees. They are often the face of the company, in terms of communicating and implementing policy. The direct supervisor is often responsible for merit increases and promotion opportunities.

A bad manager can kill morale, motivation and productivity. Eventually the pain becomes too great and people leave.

Some of the common mistake’s managers make (especially new managers) are:

  • Micromanaging
  • Relying on authority
  • Lack of leadership

Managers and supervisors need to be trained and understand that their job is to coach and develop talent. Leaders inspire others to take action. They inspire others to give that extra discretionary effort that sharpens your competitive edge.

Culture

I have been focusing on culture all month. Culture is simply the paradigm of any particular group. It is basically a combination of morale, company habits, and is reflected in how people treat each other, productivity, and profits. It is what makes each company unique, and why some people fit in at one company better than another company. Because culture encompasses so many different aspects, and penetrates the very fabric of your company, it is often the hardest to change.

So, there are two reasons culture can drive turnover. The first is sometime people just don’t fit. In the book The Great Game of Business, the author created a certain culture within his company that focused on certain metrics and team buy in. The author admitted that some people weren’t on board, so they left. This is also evident when companies merge or one company buys another company. There is always shift in culture and some people will just leave because of it.

The second reason culture can drive turnover is when the culture is toxic. If the culture cultivates distrust, favoritism, or discriminates against others (intentional or unintentional), these issues need to be fixed immediately and change must come from the top down.

It goes without saying, but a company needs to have an inclusive culture. Where people are free to create, risk, suggest, try, fail and succeed. Your business isn’t an open lab for everyone to work when and how they want. Set guidelines and boundaries, enforce them, but encourage people to bring new ideas to the table.  Setting the right culture from the top down, will have a noticeable impact on your companies’ turnover rate.

This Week’s Challenge

Do an evaluation at your company. Do you have a system (not policy) in place to minimize the impact of employee turnover? Does it focus on career development, management and culture? If your system is lacking or needs help in any of these areas, get to work on making necessary changes to help minimize the negative impacts of turnover in your company.

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

How to Avoid Having Dissatisfied Employees

By

how to avoid hearing i quit andrew shaffer consultingI’ve had some serious writers block today, so I scrolled through some social media to see what inspiring things people are posting, or articles that are being shared. I thought I’d write about something that seems to be on the minds of other people. I found it quite surprising, that there were a lot of articles and statistics about people quitting their jobs to find new work. One article went so far as to state 60% of all employees have quit or are considering quitting right now! Do you have dissatisfied employees? Are your employees looking for a new job? How would you know?

How to Avoid Hearing “I Quit!”

As a business owner or a team leader you know how costly turnover can be to your bottom line. Retention is especially important when you have highly skilled workers that are in demand. I recently wrote a blog on the key to retention. In today’s economy there are more jobs available than people to fill them, and highly skilled workers are in high demand.

To be completely honest, I have quit more than one job and it took my boss by surprise. When I give an honest assessment of my performance leading up to deciding it was time to move on, the signs were obvious. If your employees are displaying any of the following traits, it’s a good idea to talk with them about their future.

Engagement

For the weeks, and months prior to ever leaving a job, there was almost always a lack of engagement in my work. I was doing my work, but I’d have a tendency to procrastinate, or let a task take longer than was necessary. During this time, I would participate less in meetings, and was reluctant to volunteer for any “extra” assignments. I didn’t necessarily do this on purpose, but most of the time, my mind was elsewhere. Sometimes, I was thinking about where I wanted to work next, or other things I’d rather be doing. I would easily be distracted by non-work-related things which resulted in a lack of concentrated focus on my current job.

High performers generally have a high level of engagement. They bring excitement and enthusiasm to their work which drives them to be top performers. As a leader, it is important to monitor and observe changes in behavior in your employees. Changes in behavior, and engagement, are symptoms of an underlying issue. When you observe these symptoms, it is in your best interest to identify issues quickly and resolve them if you can.

Absenteeism

Employees looking for new work tend to miss work more often. If they are less engaged and can be doing something else, they are more likely to do so. Also, if your employees are looking for work, they are likely to take time off to attend job fairs, networking events, or even interview for another job. Unplanned or one day time off can be an indicator that someone is looking for another job.

Absenteeism isn’t always manifested in unplanned time off or time off with short notice. Often times, it is strolling in just a few minutes later than normal. Nothing completely unusual, but a sign that getting to the office wasn’t a priority. Leaving promptly and taking longer than usual lunch breaks are also signs of absenteeism. If you notice a high performer taking more time off than usual, or longer breaks than they are accustomed to, this could be a sign someone is looking for another job.

Productivity

Your high performers are high performers because they are productive. I mean these are the people you count on when things absolutely have to get done, right? Productivity decreases as engagement decreases. This can sometimes be difficult to spot, but the signs are there. High performers, engaged or not, will still be productive. They are wired that way, and really don’t know how to not be productive. However, there will be signs of slowed productivity. Maybe they are completing tasks on time, instead of beating deadlines. Another symptom could be turning acceptable work quality instead of the exceptional work they typically provide.

This Week’s Challenge

Dissatisfied employees always leave signals of their dissatisfaction. Attentive leaders are tuned into changes in behavior and are willing to take action. In an economy where the employer is at a disadvantage, and qualified highly skilled employees are in demand, ensure your leaders are watching for signs that your best talent is looking for another job. Being proactive with your employees can help you retain your best performers and keep your competitive edge.

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

What Is The Key To Retention?

By

key to retention Andrew Shaffer ConsultingLast week, I was at an event of Cybersecurity Association of Maryland Inc. (CAMI) event. CAMI brought in Mike Aiello, a Cybersecurity Executive at Google, for a fireside chat. There wasn’t an actual fire, but they did have a fire projected on wall complete with crackling wood sound effects. While waiting for the chat to start I was networking with a couple other guys and I told them I help with employee retention. One of the gentlemen said he offers 15-minute seated massages every month and he doesn’t have an issue with retention. Then they asked me what was the key to retention. Although each company has unique solutions, I thought I’d share some general ideas you can tailor to your company.

What Is The Key To Retention?

Over the course of my career, I had many people come and go from my team. Some were offered promotions, some retired, and others just resigned to work elsewhere. Most of the time, I wasn’t surprised. People rarely retire on a whim,  and as a manager, I knew who was ready for a promotion. I also knew who just didn’t fit. However there was one individual, when he turned in his resignation, I was completely caught off guard. He was a high potential employee, and I recognized that. He received good marks on his performance evaluations, received better than average merit increases, yet he decided to work for another company. What happened and how could I have prevented a talented employee from leaving?

Purpose

There are many reasons why people leave their jobs. One of the major drivers for people leaving a job is a lack of purpose. People want to know their work matters, and that they are contributing to something greater than themselves. Sure, people can be motivated by a paycheck, but typically once the basic needs of food, shelter, and clothing are met, people look for the next level of purpose.

People have a need to know that the work they are doing everyday makes a difference. When people do not understand how their contribution impacts the overall success of the business, team or organization, they tend to lose motivation. A lack of motivation manifests in two symptoms, complacency for those that are less driven, and losing valuable employees for those more driven. Demonstrating to your team how the purpose of their contribution to a successful company can help you prevent losing your valuable employees.

Challenging Work

Knowing that your work has purpose, and contributes to the success of the company is great. But for many individuals, especially the more driven employees, there is a need for challenging work. Time after time, I have observed motivated individuals step up when the things become challenging to solve the really hard problems. I have seen people volunteer for what looks like a no-win situation only to work through it and find success. Side note – these are the people that end up finding their careers on a fast track to the top.  Top performers are rarely complacent with the status quo. They thrive on challenges, relish in the learning, and find satisfaction in the growth. This is where I failed my former employee. I could not find challenging work for him, and he went and found the work for himself.

Advancement

Top performers aren’t always looking for the glory of advancement and new job titles. Although most of them do appreciate it. Your top performers are looking for new challenges that would come from the opportunity for advancement. This could come in the way of job promotions, more prestigious assignments, or pay increases. The driven and motivated employees that inevitably are your top performers want to keep moving forward. Employees do not want career paths ahead to be limiting. Because, this is demotivating and causes frustration. Offering clear development programs, with a corresponding career path will help you keep your top performers.

This Week’s Challenge

The most expensive employee is the one that leaves and you had no idea. The cost of replacing valuable employees is extremely high, with lost productivity, learning curves, recruiting and onboarding. This week, take time to identify your top performers and take actions that provide them with purpose, meaning and opportunity and see your retention numbers improve.

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.

What were they thinking?

By

andrew shaffer consulting what were they thinking employee moraleOccasionally, I hear a story that just makes me stop dead in my tracks, and say, “Really? What were they thinking?” These stories come in different varieties, from not watching market trends to see new technologies, allowing complacency in the workplace drive them to be obsolete, or not investing in employees because they might leave. This week I am going to share one of these stories with you.

What were they thinking?

I had a meeting with someone that was referred to me for some advice. He explained that at his company they just survived a major crisis. In the middle of the crisis his boss quit, leaving him to pull the pieces together. After several weeks of long days with no breaks, they resolved the crisis. It was a tremendous learning experience with the most important lesson that he didn’t want to do that again. He was seeking advice on what he could do to make sure he, and the company, didn’t have to go through that again.

My advice was to take some training to learn how to recognize and prevent a crisis like this from happening again. He wasn’t sure if his company would be able or willing to pay for the training, so he decided he’d cover the training if his company would give him the flexibility to make up his hours for the time he was missing. Essentially, he wasn’t asking for the company to invest any money, just some flexibility. They refused to give him the flexibility because they were afraid if he learned more, and became more valuable, he’d leave. That response never works, and here are a few of the impacts of this type of thinking.

Morale

That kind of response is a morale killer. Morale in the workplace has a bigger impact on profitability than you might think. Low morale kills creativity and problem-solving thinking. In cultures where morale is low, people are willing to accept the status quo, and think they can’t affect the outcome and just try to survive. This is what happened at the company I described. Low morale causes management to think only about surviving, and they can’t see the benefit of avoiding problems in the future. Create a culture with high morale, and you’ll no longer be facing the same problems. Your company will switch from survival mode to thriving mode.

Productivity

What do you think happens when you tell an employee that they don’t matter? How does that impact productivity? It kills it! At different points in my career, I had felt that my efforts were unappreciated, even if I’d go above and beyond to achieve a significant accomplishment. As a result, I withdrew. I lost all motivation and my productivity plummeted. I did enough to stay out of trouble, but when it was 5:00, I was out the door. Therefore, I have observed top producers quickly turn into mediocre performers when they are not appreciated. On the other hand, according to Gallup, companies with high morale (highly engaged) were 17% more productive than companies with low engagement.

Retention

Loss of productivity and low morale are probably the best scenarios you can hope for. High turnover is extremely expensive to a company. It’s no secret that in today’s economy highly skilled workers are in high demand. There are more jobs available than people to fill them. Also, according to that same Gallup Report, 51% of the American workforce is looking for a new job! According to a paper written by the Center for American Progress, replacing skilled workers could cost up to 216% of an employee salary. And in every case, where I have observed low morale, there is an issue with employee turnover!

This Week’s Challenge

It is no secret that the secret to growing your company is by growing your people.  Invest in your people and you’ll create a loyal, productive, and profitable team.

If you would like to discuss more ways to help your business grow or if you feel you have a specific problem that needs to be addressed, please reach out to me.