Retain Top Talent

Fascinating TED talk presentation on the flip side of focusing on customer satisfaction by examining the impact of employee satisfaction and the gap in effort, productivity, and impact.

Interesting article on the Fortune.com website related to a blended experience of working remotely and having people in the office. It''s going to be hard to put the "genie" back in the bottle after giving people a taste of working remotely. Are you preparing for the new abnormal environment of a blended work experience?

Interesting article bordering on an intellectual discussion of operating models/theory. Do you use an agile model to navigate in times of crisis or do you return (or not change/pivot) from your traditional model of decision making, innovation, ideation, change management, implementation and execution?

Most companies have their executive teams wrining their hands, holding their head in their hands, and wondering when the crisis will end so they can return to business as normal.

We're never going to return to business pre-Covid. Let's embrace that reality now. Given that we must change and pivot, what's the first step?

The author identifies such basic elements of personal growth, impact, and learning that allow you to retain top performers. How basic can you get? Simple Maslow Hierarchy of Needs elements. Yet, most organizations fail miserably to engage their best performers. Over time, literally like a brain drain, these folks leave for greener pastures.

Your best performers are your Pareto Group - where you get 80 percent of your results from the top 20 percent. This is the group we should be nurturing, hand-holding, encouragin, and challenging. Yet, in most companies the vast manjority of leaders feel that since these folks are the most independent, self-starters, and self-motivated - they don't need pats on the back and emotional support. WRONG!

When this group starts to trickle out the door, you're in real trouble. What specific plans/initiatives do you have in place to keep these folks from considering "is the grass greener somewhere else?"

In my workshops on raising engagement and productivity, I talk about the need for leaders to show empathy in their coaching by asking questions. Jay Steven Levin posts some good ones in his recent Forbes article.

I call this type of dialogue an LIB discussion - learning, impact, and becoming. The technical HR term for the discussion is a stay interview.

Regardless of what you call it - are you as a leaders asking these questions? Are you afraid to ask the questions? If you're not doing it as the boss - everyone else is trying to hook your top performers by engaging in this conversation: former associates, recruiters, and friends. Don't you want to in the drivers seat determining whether your top performers think the grass is greener somewhere else?

More statistics on the value of having a good employee engagement and recognition strategy and process.

"81% of employees say they’re motivated to work harder when their boss shows appreciation"

That by itself should be enough of an incentive to create a good program. Most companies recognition and engagement programs are either non-existent, left up to individual managers, or so superficial they border on useless.

Second most important element in driving productivity. We wonder as CEOs and senior execs why the productivity of the organization is so bad compared to where it should be.

When people don't feel engaged and appreciated, they give you the absolute rock bottom minimal level of effort that they think you'll tolerate without firing them. Shameful!

I liked the breakdown of different kinds of recognition - and opportunites to recognize your employees. The key is to put in place a rigorous system of recognition vs. a random process based on what each managers wants to do.

The key to performance mangement - not just poor employee performance - is:

"if employees are going to perform well, it’s vital that you have agreed goals and targets for each role in the team."

This idea of defining outcomes, deliverables, goals, objectives, metrics, and KPIs is the most important factor in hiring, performance management, and employee engagement.

Good refresher on core elements of employee engagement - measuring it, benchmarking, Gallup research. Frightening stats on weak employee engagement.

Interesting article on productivity of a remote workforce. The question is whether metrics of more CRM activity or chat based activity in apps like Yammer and Slack are leading indicators of productivity levels?

Fairly sophisticated ideas from HBR on shaping employee experience. Allow me to boil this down to it's most basic elements - like the key concepts I talk about in my workshops on employee engagement.

1. There are some basic fundamental elements of employee engagement that have the most significant impact - such as defining expectations and having a systematic reward program.

2. You must solicit feedback from employees in the form of 1-to-1s (stay interviews), town halls, group meetings, and employee satisfaction surveys.

3. A better communciation plan must be put in place - ideally in partnership with your employees about company information, business vision, personal opportunities.

4. Managers have to be trained to do an effective job of managing their employee expectations, dreams, and vision - as it relates to the  capability of the organization to meet these needs.

Not investing time and effort in these four elements means your just a short stopping point for most hires when they realize the grass is greener somewhere else.

First point in the article - the traditional employee performance appraisal should be proclaimed as DEAD!

Instead we should be using a dynamic process of setting goals, effective communication and feedback (such as a regularly scheudled one-to-one at least on monthly basis), and frequent discussions around matterness - showing and demonstrating how your teammembers matter and are aligned with the purpose of the organization.

You'll be in shock over the increased productivity and impact if you just do these simple steps in performance management and coaching.

Some good tips on managing performance - particularly when performance falls below your expectations. NOTE the importance of setting clear and specific goals/outcomes.

Some good ideas from Insperity on rewarding, recognizing, appreciating, and showing gratitude toward the employees working remotely. Although many of these ideas represent the foundation of good employee recognition programs, I am still amazed at how many organizations are not practicing these basic fundamentals.

Many of my clients are at a non-existent to minor use of employee recognition to drive motivation and productivity. Here is a great framework and some creative ideas to executive on employee recognition. Which of these ideas is most relevant for your organization?

The problem with studies showing that the trend with remote work is increasing and will continue to increase/speed along due to the COVID challenges.

The unfortunate news is that most companies are ill-prepared to managed remote workers. I'm covering 8 key points in my 90 minute Virtual Vistage Workshops on Managing Remotely in a Crisis. The lack of pivoting, innovation, best practices, and changing cultures due to remote workers is almost zero. Most organizations are applying the same tactics of managing they've been using in physical proximity over the last few decades. It DOES NOT WORK anymore.

Expectations of work performance are non-existent, employee engagement and productivity is weak. communication is horrific, and employees feel cast aside, lonely, out of sync with the team and culture.

Let's fix these fundamental problems of how to manage remotely before throwing more people into home office environments.

Some good reminders and insight into the role of the manager/leaders as coach. How to not fall victim to having problems (the monkeys) transferred onto your back. Plus, he quotes one of my favorite - Zig Ziglar.

Here's a radically different approach to thinking about the experience your employees have around engagement, recognition, and culture. You might want to consider an empathy map.

Here's an interesting quiz on identifying where you are in having a systematic, structured, organized, planned approach to employee recognition.

Some good reminders about keeping the folks who are still working remotely both engaged and motivated. Some of these ideas I've been sharing in my zoom workshop for Vistage Groups on Managing Remotely in a Crisis: regular check-ins/1-to-1s, setting goals/outcomes, having fun and team-building.

I have to agree with the author in this article on measuring talent = the number one trait is high self-motivation. We could use lots of different words to describe what that means - including drive, initiative, proactivity, passion, focus on self-improvement, anticipatory behavior, striving to constantly get better.

Measuring these elements are easy. The best have an abundance of them = and can share specific examples to illustrate them. The weak ones will struggle to come up with anything of substance around self-motivation with specific examples.

There are many factors that go into measuring someone's ability to achieve your expectations - the issue of self-motivation is number 1.

Some interesting research out of Glassdoor on employee satisfaction during the Corona Virus Crisis and the overall job market trends.

What's my takeaway from this report:

1. We need to do a better job of boosting remote worker engagement to stimulate higher levels of productivity.

2. Now might be a great time to upgrade some of your staff members with better talent at a more affordable rate.

Once again, reinforcement that 50-70 percent of your workforce is disengaged. The author lays a number of benefits that occur through better engagement - many of which have been well documented in a wide variety of studies over the past decade.

Here's my question: on each of these elements mentioned in the article are you setting metrics to measure your success in moving the needle on employee engagement?

Most of the goal setting done in entrepreneurial businesses is at best weak and superficial. This article serves as a good reminder around the steps of setting goals for people. We can our process SOAR which is a variation on the older model of SMART outcomes.

Very scary statistic: almost 1/3 of employees leave their job within 6 months due to weak employee engagement - number one is a lack of clear specific outcomes/goals. Are you forcing good employees to leave by not defining success for their jobs, and not implementing initatives in areas like recognition?