| "The attitude around here is that the floggings will | | | | memory of a loved one." Replacements Ltd., like many |
| continue until morale improves." laughed my friend | | | | organizations, encourage staff to be involved in the |
| Tony. His company, an old-line manufacturer, was | | | | community and give them time off to participate in |
| facing a number of problems. They had a militant union, | | | | community projects. This volunteering, in partnership |
| managers were being forced to work long hours, | | | | with the organization, gives both their lives and their |
| burnout was high and turnover was constant. "We are | | | | careers deeper meanings. |
| the meat on the sandwich." he further confessed. | | | | 3. Build career entrepreneurship |
| "Below us we have staff who could not care less | | | | When you provide career entrepreneurship, you are |
| what we have to say and above us we have | | | | moving from the ' loyalty' to a commitment mindset. In |
| management who has no idea what we do." In spite | | | | a 'loyalty' mindset, people are rewarded for simply |
| of some of the best wages in their industry, this | | | | being there a long time. In a commitment culture, |
| company was dealing with high sick leave and was | | | | Organizations clearly define what the individual is being |
| struggling to retain good people. | | | | offered in return for their services and provide internal |
| Everybody knows the data. Boomers are retiring, there | | | | career coaching to empower people to manage their |
| are four generations in the workplace and there is a | | | | own careers. How do you build career |
| shortage of talent. This is becoming critical in all sectors | | | | entrepreneurship? Allow people to set their career |
| of the economy, especially the public sector, where | | | | goals, provide them with the tools to reach those goals |
| there are strict limits on what people can be paid. So, | | | | and let them measure their accomplishments. Helping |
| what do people want? How can you attract and retain | | | | people set their own roadmap and then allowing them |
| the best talent, especially if you are limited in how | | | | to succeed will ensure that people are engaged. |
| much compensation you can offer? Before we | | | | 4. Create a flexible work environment |
| answer these questions, take a moment and think | | | | Work-life balance is consistently rated as the one of |
| about yourself. You are the very person that any | | | | the most important aspects for attracting and retaining |
| organization would want to keep. | | | | talent. One U.S. federal agency had a turnover rate of |
| You have a choice between 2 employers. | | | | close to 20% a year. Many people would work for this |
| Organization 1 offers you a great environment. You | | | | agency and after about 3 years leave to go to the |
| are respected and are given flex time when you need | | | | private sector where they would earn almost double |
| to handle personal matters. You believe your work has | | | | their salary within the government. Unable to compete |
| meaning and your opinion counts. Organization 2 is | | | | in terms of wages offered, this agency started |
| very negative, full of unbending rules and unwritten | | | | allowing people to work at home, create flexible hours |
| norms. Nobody really cares or wants your ideas and | | | | and even introduced subsidized daycare to staff. The |
| your peers see you as a threat. The only advantage | | | | result? Turnover fell to slightly less than 5%. |
| Organization 2 has over Organization 1 is that they are | | | | 5. Understand and embrace Real Diversity |
| willing to pay you $10,000 a year more. When you | | | | Real diversity means going beyond issues of gender, |
| answer that question for yourself, then you will | | | | ethnicity, or age. It means embracing people who not |
| understand from a deeper level how our 7 ways to | | | | only look different but THINK differently. Many |
| attract and retain talent works. | | | | organizations are looking for people with industry or |
| 1. Understand Your Current Culture | | | | corporate experience. There are a lot of very talented |
| There is the culture you have and the culture you think | | | | people who have had their own businesses, work in |
| you have. Does your current culture accept difference | | | | different industries or have experience outside our |
| in others? Is there flexibility? How does current staff | | | | borders. The fit that an organization should be most |
| feel about working there? How are people promoted | | | | concerned with are whether the person believes in the |
| and/or rewarded? | | | | values of the organization. |
| An important element in understanding your current | | | | 6. Streamline the hiring process |
| culture is the idea of values versus ethics. Many | | | | The decision making process for most organizations is |
| organizations write wonderful mission statements that | | | | now taking several months. It seems that everybody |
| have great values in them. However, values are only | | | | has to be part of the interview and decision-making |
| words. Ethics are actions. You may say that you value | | | | process, even the janitor! People respond positively to |
| innovation, yet when people are promoted for keeping | | | | the organization when you streamline the process and |
| their heads low and not rocking the organization there | | | | get back to people quickly, even if they did not get the |
| is a clear message that the organization values | | | | position. Also, moving quickly gives you a significant |
| conformity. | | | | competitive advantage over your competition. |
| 2. Meaningful Work | | | | 7. On boarding |
| Nobody ever goes to work and says to themselves in | | | | Once you have brought somebody into the |
| the morning, "Gee, I want to be really mediocre today." | | | | organization, you should have a 100 day plan worked |
| Recognition is an important component to meaningful | | | | out for them even before they start. Some effective |
| work. When you recognize people for their | | | | techniques are providing them with a mentor/buddy |
| accomplishments, they feel that their work has | | | | who can help them adjust to the new workplace. A |
| significance. | | | | number of studies have shown that the first 100 days |
| Replacements Ltd., a company out of Greensboro, | | | | are critical for helping people feel 'part of the team' |
| N.C. sells replacements for china and silverware set | | | | and, when they do, they are both more engaged and |
| pieces that go missing or get broken. They believe that | | | | committed to the organization and its goals. |
| their efforts are not just about selling old dishes so the | | | | Go back to the question we started with about where |
| company makes a profit. "Our people believe that | | | | you would want to work? I can quote numerous |
| when we find missing pieces to complete antique china | | | | studies, but the ultimate test is common sense. When |
| sets we are helping people create links to their past. | | | | you create a culture where people are recognized, |
| These pieces represent somebody's life, their history," | | | | engaged and they believe in what they are doing, |
| comments C.E.O. Bob Page. "We have seen people | | | | people not only stay with the organization but attract |
| cry because this represented the last remaining | | | | others there as well. |