Tip of the Week: Employee Reward Programs
- Author: Melody Orth
- Posted: April 7, 2008
- Category: Employee Retention
- Tags: No Tags
- Comments: 0
Every year Fortune Magazine puts out the list of America’s Most Admired Companies. 100% of these companies have successful Employee Reward Programs. So how do they do it? Do they know something that you don’t know?
The answer is no. They simply have “best in class” HR practices and procedures in place, have a cultural understanding of their landscape, and recognize the value that quality employees bring to the organization. It’s called the ripple effect. When quality candidates are hired and are the perfect fit for the role (not just a warm body in a position), you have better morale, happier and more productive employees, much better retention, and less attrition. A win-win for any organization.
According to the Hay Group (the organization that compiles the America’s Most Admired Companies list), the following holds true for these organizations when it comes to best in class Employee Reward Programs:
- 79% regularly provide employees with total reward statements
- 82% regularly reinforce the company’s reward philosophy in communications with employees
- 74% state that their employees understand and appreciate rewards
- 41% say that line managers in their organization create a positive work climate
- 28% state that line managers use financial and non-financial recognition programs
- 41% believe that their reward program is internally fair
- 48% report that their reward programs support efforts to retain their best talent
- 45% say that their reward program allows them to attract the talent they need
RCI Recruitment Solutions is poised and ready to help you and your organization reach the top by partnering with you to teach and implement processes and programs that will get you there! Are you ready to take that step in helping to make your organization one of America’s Most Admired?
Call us today! (561) 277-1259 or visit our Employee Retention section to learn more about our broad range of custom solutions.
Inclusive PTO for Religious Freedom
- Author: Brett Hettrick
- Posted: October 10, 2007
- Category: Employee Retention, Business Matters
- Tags: Employee Retention, holidays, hr, Performance Staffing, pto, religion, work schedule
- Comments: 0
Employers in the United States typically follow the traditional Christian calendar when it comes to offering time-off to their employees. But organizations compete for business in a variety of faith-based and non-faith-based communities, and their time-off calendar should reflect that sense of inclusiveness.
Some employees look for companies that provide an environment congruent with their own faith-based system, while others look for the flexibility to remove themselves from any particular faith-based schedule. How does HR address the needs of a workforce who, in some cases, do not share the faith system the organization has traditionally followed or who choose not to follow the traditions of any faith-based system?
In search of a solution, progressive HR leaders and organizations are expanding their definitions of PTO. These organizations simply add the number of official holidays to the employees’ PTO plan…and then they remove the holidays. Those who want the traditional holiday off can take the day off, but those who don’t observe the holiday are free to come into work if they want. This allows each of the employees in the organization to use PTO time in a manner that is consistent with their own values.
In our work with Performance Staffing, we’ve found this transition is especially easy for those organizations already observing faith-based holidays that fall outside the traditional Christian calendar (not as a replacement for the traditional holidays, but as an addition). These organizations are already predisposed to recognizing the importance of faith-based holidays, and they value the sense of community that arises when the organization respects the PTO needs of all its employees.
If you’re interested in discussing how your organization can transition to an inclusive PTO plan, please don’t hesitate to contact us today.
24 Ways to Get Your Onboarding Program Started
- Author: Amitai Givertz
- Posted: August 30, 2007
- Category: Talent Management, Employee Retention
- Tags: No Tags
- Comments: 0
Recruiting by Numbers: Thursday, August 3oth, 2007
Goals for Onboarding
- Make world-class the goal.
- Shorten new-hire time to productivity.
- Create competitive advantage.
- Integrate and coordinate all onboarding efforts.
- Create a competitive advantage.
- Reinforce the employment brand.
- Make management expectations clear.
- Involve family to bolster retention.
- Gather referral names.
- Keep new hires from changing their minds.
- Improve the recruiting process.
- Meet diverse needs.
- Have global capabilities
Strategic Design Components
- A “pre-start” component.
- An extended onboarding process.
- The manager is present.
- The CEO is present.
- Online capability.
- No delay in offering onboarding.
- Opportunities to ask “stupid” questions.
- The process periodically identifies frustrations.
- A growth plan is provided.
- Debriefing to improve.
- Culture is reinforced through examples.
Dr. John Sullivan, ERE
Top-Ten Reasons Why People Quit Their Jobs
- Author: Amitai Givertz
- Posted: August 23, 2007
- Category: Employee Retention
- Tags: Employee Retention, Management, Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Thursday, August 23rd, 2007
- Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.
- Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.
- Management puts a freeze on raises and promotions, when an employee can easily find a job earning 20-30 percent more somewhere else.
- Management doesn’t allow the rank and file to make decisions or allow them pride of ownership.
- Management constantly reorganizes, shuffles people around, and changes direction constantly.
- Management doesn’t have or take the time to clarify goals and decisions.
- Management shows favoritism and gives some workers better offices, trips to conferences, etc.
- Management relocates the offices to another location, forcing employees to quit or double their commute.
- Management promotes someone who lacks training and/or necessary experience to supervisor, alienating staff and driving away good employees.
- Management creates a rigid structure and then allows departments to compete against each other while at the same time preaching teamwork and cooperation.
Gregory P. Smith, Business Know-How
10 Reasons Why Salespeople Don’t Work Out
- Author: Amitai Givertz
- Posted: August 21, 2007
- Category: Recruiting, Employee Retention
- Tags: No Tags
- Comments: 1
Recruiting by Numbers: Tuesday, August 21st, 2007
- Abdication
- Looking for a silver bullet
- Poor hand-off
- Not communicating expectations
- Wrong compensation
- Failing to pull the plug
- Hiring the wrong type of salesperson
- Lack of common language to discuss the sales pipeline
- Poor marketing and tools to support the salesperson
- Neglecting to develop the salesperson’s skills and knowledge
Andrew Neitlich, The Care and Feeding of Sales People
Top Ten Ways to Make Employee Empowerment Fail
- Author: Amitai Givertz
- Posted: August 15, 2007
- Category: Employee Retention
- Tags: Employee Engagement, Recruiting by Numbers
- Comments: 2
Recruiting by Numbers: Wednesday, August 15th, 2007
- Managers don’t really understand what empowerment means.
- Managers fail to establish boundaries for empowerment.
- Managers have defined the decision making authority and boundaries with staff, but then micromanage the work of employees.
- Second guess the decisions of employees you have given the authority to make a decision.
- Failure to provide a strategic framework, in which decisions have a compass and success measurements, imperils the opportunity for empowered behavior.
- Managers fail to provide the information and access to information, training, and learning opportunities needed for staff to make good decisions.
- Managers abdicate all responsibility and accountability for decision making.
- Allow barriers to impede the ability of staff members to practice empowered behavior. The work organization has the responsibility to remove barriers that limit the ability of staff to act in empowered ways.
- When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, don’t expect results from employee empowerment.
- Employees often believe that “someone,” usually the manager, has to bestow empowerment upon the people who report to him.
Susan M. Heathfield, About.com
Top 7 Ways to Improve Employee Retention and Reduce Employee Turnover
- Author: Amitai Givertz
- Posted: August 3, 2007
- Category: Miscellaneous, Employee Retention
- Tags: No Tags
- Comments: 1
Recruiting by Numbers: Friday, August 3rd, 2007
- Hire the best and avoid the rest.
- Redesign your orientation program for new employees.
- Provide flexible work schedules adapted to the needs of the individual.
- Provide career development. For many people, learning new skills and advancing their career is just as important as the money they make.
- Create an early warning detection system.
- Look for triggers.
- Identify and weed out poor managers.
Greg Smith, Top 7 Business
The 7 Hidden Reasons Employees Leave
- Author: Amitai Givertz
- Posted: August 2, 2007
- Category: Employee Retention
- Tags: No Tags
- Comments: 3
Recruiting by Numbers: Thursday, August 2nd, 2007
- The job or workplace was not as expected.
- There is a mismatch between job and person.
- There is too little coaching and feedback.
- There are too few growth and advancement opportunities.
- Workers feel devalued and unrecognized.
- Workers suffer from stress due to overwork and work-life imbalance.
- There is a loss of trust and confidence in senior leaders.
Leigh Branham, Keeping The People, Inc.
12 Questions to Measure Employee Engagement
- Author: Amitai Givertz
- Posted: July 31, 2007
- Category: Employee Retention
- Tags: Employee Retention, Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Tuesday, July 31st, 2007
- Do you know what is expected of you at work?
- Do you have the materials and equipment you need to do your work right?
- At work, do you have the opportunity to do what you do best every day?
- In the last seven days, have you received recognition or praise for doing good work?
- Does your supervisor, or someone at work, seem to care about you as a person?
- Is there someone at work who encourages your development?
- At work, do your opinions seem to count?
- Does the mission/purpose of your company make you feel your job is important?
- Are your associates (fellow employees) committed to doing quality work?
- Do you have a best friend at work?
- In the last six months, has someone at work talked to you about your progress?
- In the last year, have you had opportunities at work to learn and grow?
Source: Workforce Management
Employee Engagement: Eight Key Drivers
- Author: Amitai Givertz
- Posted: July 26, 2007
- Category: Employee Retention
- Tags: Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Thursday, July 26th, 2007
- Trust and integrity – how well managers communicate and ‘walk the talk’.
- Nature of the job –Is it mentally stimulating day-to-day?
- Line of sight between employee performance and company performance – Does the employee understand how their work contributes to the company’s performance?
- Career Growth opportunities –Are there future opportunities for growth?
- Pride about the company – How much self-esteem does the employee feel by being associated with their company?
- Coworkers/team members – significantly influence one’s level of engagement
- Employee development – Is the company making an effort to develop the employee’s skills?
- Relationship with one’s manager – Does the employee value his or her relationship with his or her manager?
Patricia Soldati, Employee engagement: What exactly is it?
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