An article in INC magazine recently reminded me that companies are still committed to annual performance reviews. One of the points of the article was that you should be able to adjust a per...
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Hiring top talent is only the start. Now you have to work hard to keep your very best talent. Most companies stink at structured and systematic retention of their top performers. Discover how to prevent turnover and keep your best people.
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Barry Deutsch's insight:
Another article by a Vistage Chair, David Belden, who indicates the work of Dr. Elliott Jaques is another reason for killing the traditional performance appraisal. As if there is not enough evidence yet that the traditional performance appraisal is a useless and sadistic tool of management, the work of Dr. Elliott Jaques appears to put another nail in that coffin of a tribal tool used ineffectively and used simply because in many companies that's the way it's always been done. Wow - what a great argument for continuing one of the most demotivating, life force sucking, turn-offs most employees encounter. Instead of doing an annual performance appraisal, I agree with David Belden that the communication process around expectations and performance should be more frequent - and the goals, objectives, outcomes, and deliverables should be matched to their capability. Barry Deutsch Master of Hiring Accuracy Doctor of Hiring Failure and Pain Prognosticator of Radical Hiring Improvement
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Employee engagement is all the rage in HR. Multiple studies have shown the correlation between engaged workers and a healthy employee culture.
Barry Deutsch's insight:
I teach a workshop called "You're the Person I WANT to Keep" which is focused on retaining top talent. One of the core elements of that program is understanding how your culture impacts employee satisfaction, happiness, and engagement. This article refers to a Booz and company study on culture and engagement. Here's a synopsis of the article: "According to recent research by Booz & Co., employees and managers greatly value company culture, but their organizations are failing to effectively shape the workplace environment. The study revealed that 60 percent of respondents, including executives and employees, believe that culture is more important than their company's strategy or operating model, and 84 percent think it's essential for business success. Unfortunately, over half think that their organization needs to overhaul company culture and only 35 percent believe it's currently managed effectively."
Does someone at your company take responsibility for driving culture or is your culture one of accepting what you tolerate? Are you about to start losing some of your best talent because they are disgusted by your culture? Barry Deutsch Master of Hiring Accuracy Doctor of Hiring Failure and Pain Prognosticator of Radical Hiring Improvement
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Bad news for bosses who take an interest in their employees’ emotional well-being: their employees won’t work any harder as a show of gratitude for their support
Barry Deutsch's insight:
I disagree with a couple of assumptions in this article. First, if you care about your employees the article infers you're a "nice manager" and you'll finish last. You're drawing a correlation between caring about your team and being "too nice". Wrong assumption. Basic and fundamental to team success is a manager who cares deeply about each person on their team. Secondly, "being too nice" has nothing to do with caring. You infer managers overstep their boundaries of professional/personal in caring about their people - and by being too nice might play favorites or overlook work related expectations. Research going all the way back to Maslow shows that employees want recognition and support from their boss. They need a pat on the back for doing a great job, and deserve it. They need to know their boss is empathic and cares about their success and well-being. The extensive work done by Gallup on employee satisfaction, engagement, and retention, shows managers who care about their people get better results.
Working in a sterile, 100 percent task driven environment where it's just about completing the tasks is what drives good people to look for greener pastures. The problem is that most managers have never been adequately trained in the emotional connection side of working with team members. many times they see their role as nothing more than ensuring completion of the task. They see personal feelings, concerns, and emotional states as not having a place in the work environment. This is just plain unrealistic. As a result, many employees are disgusted, turned-off, and disappointed in the people they work for. One of the major reasons candidates leave companies is because of their boss. The study appears flawed and does not reflect real world work environments. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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I was in Berlin last week, chairing day one of a HR conference on employee engagement. The quality of presentations were truly exceptional, with a wide variety of insights as HR peers shared …
Barry Deutsch's insight:
In my experience of talking with more than 25000 CEOs and Senior Executives over the last 10 years through our workshops, seminars, and presentations on hiring and retention - most companies in the sub-$100 million level don't get retention. I'd have to say it's probably less than 1% of all companies in this category. A few do it very well and most stink at it. Why is there such a poor adoption of employee recognition and engagement programs? 1. Even though the research overwhelmingly supports things like employee recognition, most CEOs put it at the bottom of their list of HR/Culture initiatives. 2. There is an arrogance coming off this last job market recession that our employees should feel lucky to have a job with us - why worry about things like recognizing them. 3. Most CEOs and Senior Executives are very task oriented and focusing on the people oriented side of their business - things like having empathy for their employees regarding their need for recogition is foreign to them. 4. Managers and Executives are not compensated or measured on their ability to drive employee satisfaction, retention, or engagement. If I don't get compensated on it, I'm not going to spend time on it. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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People are often a company’s greatest asset. This is especially true for small businesses that count on employees to pull their own weight
Barry Deutsch's insight:
One of the key points the author mentioned in this blog article deserves special praise: "You also want to reward your employees. Recognition of good performance is essential to a healthy workplace; without it, your business could face retention issues. “Employee turnover can be costly; avoid this issue by providing a unique system of rewards for your best employees,” Huhman says. Rewards don’t always have to be expensive. It can be simple recognition: a thank-you note, an email, a public acknowledgment, a day off, or a gift certificate to a restaurant, etc."
Study after study has proven the importance of implementing these programs to improve employee satisfaction. Now that the job market is coming back (more opportunities for your subordinates to seek greener pastures), and employee satisfaction is hovering near depression era historical low points, turnover is about to explode in most companies. Now more than ever, you should be RACING to implement these programs. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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"If you asked all your friends, your family and - I regret to say - your co-workers to talk about their jobs, I think you'd conclude that there is no shortage of bad bosses in this world."
Barry Deutsch's insight:
One of my major soapbox issues that affects retention of top talent is bad managers. The issue is not as much that these managers are toxic or dysfunctional (although we've all worked for those types before), it's more along the lines of poor training and development. Most newly minted managers and supervisors are ill-equipped to be effective at transitioning from individual contributor role doing technical work to supervising others doing the work. The company did nothing to groom, educate, prepare, test, challenge, simulate what it would be like to be a manager. It's a catch-22. If the only managers who are effective are those that have proven the ability to do it in other companies, how do new managers get a chance to prove themselves. We will not solve this dilemma until you decide to start investing heavily to prepare the next generation of supervisors/managers to take on the responsibility of management. Just because you are outstanding at doing the technical work, doesn't mean you're ready or prepared to manage others. The traditional process of promoting people into management roles without training because they were good at doing the individual work is a GIANT FAIL. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Many managers see annual performance reviews as nothing more than an empty, bureaucratic exercise forced on them by HR.
Barry Deutsch's insight:
Is it time to give up on performance appraisals? In most companies this is a worthless activity driven mostly by compliance related issues vs. coaching and performance management. In most organizations, executives and managers dread the exercise, procrastinating as long as possible. Employees view appraisals as nothing short of sadistic and humiliating. When are we going to stop this madness? The author offers some ideas for improving performance appraisals. My recommendation: Kill the traditional performance appraisal - ADOPT on-going monthly performance management, one-to-ones, and good definitions of successful job performance. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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"Employee engagement takes place where workers are usually motivated, excited as well as totally involved."
Barry Deutsch's insight:
A simple post with a list of the elements it takes to engage your workforce. After 30 years in executive search, I am still amazed how many companies don't implement more than one or two of these elements. What are you going to put in place to prevent your best talent from leaving? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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By Elizabeth Borton Last week, Paul Hebert spoke at the Greater Cincinnati HR Association meeting. I first met Paul at HRevolution and then was captivated by his presentation at the Ohio SHRM in 20... So few managers and HR professionals seem to grasp the need to implement specific programs to engage, motivate, and encourage passion among their workforce. Most are so stuck in the 1970s model of authoritarian rule, that it's hard to shift to the new normal of needing to engage your workforce. The problem is that if most managers and HR professionals don't get it soon, we'll start to see the typical turnover levels increase among the best talent due to an improving job market and declining level of employee satisfaction. Barry Deutsch IMPACT Hiring Solutions http://www.impacthiringsolutions.com/blog Via Paul Hebert Delete the scoop?
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"Recently, I dropped in on an innovative workspace for one of my software technology clients– it's a very cool office space. An open-plan, communal space with worktables in rows, very low partitions between areas, and no private offices."
....
"Here are my top 5 questions which help construct the WHYS of employee engagement for leaders.
1) Why am I here? 2) Why should I trust you leadership? 3) Why should I be loyal to your company? 4) Why don’t you communicate your company values? 5) Why aren’t you clear about the rewards of working in this company?"
Read the rest of this article by Meghan Biro. Important questions leaders should consider.... Via ThinDifference, David Hain Delete the scoop?
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Master these elements to cultivate a happier workplace and greater productivity. What do you do to foster a positive culture that encourages employee motivation,satisfaction, engagement, and passion? Do you actually have initiatives, programs, tactics, metrics, and tools to accomplish this "culture improvement", OR is it one of hope based on employees showing up for work everyday. Barry Deutsch IMPACT Hiring Solutions http://www.impacthiringsolutions.com/blog Via The e.MILE Community Delete the scoop?
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Above the LawIs a Day of Reckoning on the Horizon for Workplace Bullies? Do you allow and tolerate workplace bullies? Are you a bully? Does it make you nervous that you might be on the wrong side of a multi-million dollar lawsuit over this issue? What kind of programs or training do you put in place to prevent workplace bullying? You see a lot of these programs in place in elementary, middle school, and high school settings, but do we really need to treat our employees like children? What does it say for your culture when you tolerate bullying? Barry Deutsch IMPACT Hiring Solutions Delete the scoop?
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In my last post, I mentioned that I would take the Study we did within the Vistage/TEC CEO and Senior Executive Community on Hiring Failure before we wrote our book, and explore the Top Ten Reasons
Barry Deutsch's insight:
I posted this article on the LinkedIn Publishing Platform. It talks about why hiring fails over 50 percent of the time, and why it represents the number 1 reason for hiring failure. Fix it and hiring is simple. Don't define success up-front and be doomed to a hiring process based on luck and hope. Barry Deutsch Master of Hiring Accuracy Doctor of Hiring Failure and Pain Prognosticator of Radical Hiring Improvement
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Every company wants to know how they can create and sustain a profitable culture that attracts and retains top talent.
Barry Deutsch's insight:
Another blog post reconfirming the studies that show dismal employee satisfaction levels. In my own research I've noted that most of these studies over the last few years peg employee satisfaction, engagement, happiness at sub-25% levels. This either means an explosion of turnover as the job market heats up - or extremely poor execution, impact, and productivity from your existing workforce. Here's the comment by the author: "some studies exposed disturbingly low employee engagement rates. Best companies are figuring how to engage top performers by helping them map their career paths and develop desired knowledge and skills. They do this through professional development classes, executive coaching and training for managers who need to understand how they can spot potential talent and support employee growth." There were a couple of huge points in this paragraph. First, are you helping your top performers to achieve their work dreams and visions. Are you sitting down with them, discussing their ambitions, desires, expectations, and needs? Are you laying out a career development plan or an annual learning plan? If you're not having this conversation and being proactive in career mentoring your best performers, I'll suggest that friends, former business associates, and recruiters are having this conversation constantly with your best talent. Wouldn't you rather be driving that bus? Secondly, the vast majority of your executives and manages stink at understanding what the needs are of top performers. They've never been trained how to spot, develop, encourage, challenge, and stimulate the best people on their team. A few intuitively get it and the rest suffer by having great talent "fire" their boss (leave to seek greener pastures). Shouldn't you be training all your executives and managers how to be great at career mentoring and coaching top talent? Why leave it to just a few of your managers - why shouldn't every single one of them possess this skill? What's your action plan to raise employee engagement, satisfaction, and happiness through improved career mentoring? Not only is this concept critical to retaining your best employees in the next few years, it's a fundamental element of recruiting great talent. Barry Deutsch Master of Hiring Accuracy Doctor of Hiring Failure and Pain Prognosticator of Radical Hiring Improvement
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In a low-growth market, aggressive banks are seeking to grow by poaching top performers from rivals. There are effective ways to keep top talent on board.
Barry Deutsch's insight:
It's interesting that the title of the article infers a series of recommendations on how to prevent people from leaving - but instead doesn't offer a single recommendation other than the inference of people getting more money to make a change. I'll suggest that in looking at over 250,000 potential candidates over the last 25-30 years, my partners and I have identified 3 key reasons why people start looking or are open to "greener pastures" at your competitors - in this sequential order:
The real question for you to consider is: As the job market heats up and opportunities for "greener pastures" become available, do you run the risk of loosing some of your best performers since you're not paying attention to "engagement" and stuff Abraham Maslowe talked about over 50 years ago. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Your top employee has resigned. What do you do?
Barry Deutsch's insight:
Illiana Snow raises a very good point in her article about managers taking it personal when employees resign. The bad news is that they should take it personally. Right behind leaving for a lack of substantive job content - the number 2 reason employees leave is their boss. Unfortunately, most bosses suck at the process of being a boss. No one gave them training, guided them, showed them best practices, and encouraged a continual development of being a better boss. Most bosses are just going through each day with a style that they've been using since 1968. Maybe it worked in one environment, but not this one. Their like a horse with blinders on. They have no clue whether what they are doing is effective - it's just "who they are". In my executive search practice, I will ask managers and executives how they get better at the process of managing their team - the answers border on being downright comical to non-existent. They're stunned: "wait a minute, you mean I'm supposed to work on being a better boss?" Is it any wonder why so many candidates leave companies because of their boss? Go ahead and take it personally the next time your star leaves - perhaps it will serve as a wake-up call! Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Exit interviews can provide useful information for management--if only HR asked the right questions, experts say.
Barry Deutsch's insight:
Employees primarily leave jobs for a lack of opportunity (lack of learning, impact, and becoming something better - we call this the LIB Curve). We could also put this into the context of what Maslow wrote about over 50 years ago. Being engaged, learning, growing, having impact has not changed in over 50 years. Yet, must companies stink of providing opportunities for learning, impactful work, and helping their employees become something better (realize their career dreams). Secondly, after opportunity, employees leave because of their boss. When employees lose confidence and trust in their immediate supervisor - one foot immediately goes out the door. I've worked with thousands of companies over the last 25 years and I've got to admit that I am very disappointment in the basic management capability of the vast majority of companies. Finally, employees leave because of the culture of your company - not a learning based organization, no fun, dysfunctional co-workers that are tolerated. Given these 3 elements, which most companies do a very poor job of working on and developing good systems and processes - is it any wonder over 50% of all employees in your workforce in any given month are trying to see if the grass is greener somewhere else? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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"If you were planning to quit your job, what would it take to persuade you to stay? CareerBuilder asked almost 4,000 employees that very questions."
Barry Deutsch's insight:
I don't buy the survey results. I think the numbers are much higher. Recent studies indicate that job dissatisfaction is so high - it could be the opposite of what Careerbuilder found - instead of 1 in 4 being dissatisfied - perhaps it's 3 out of 4. Take the number considering leaving their employer - our research indicates that 50% of your workforce in any given month is open to leaving for "greener pastures." They are looking on-line on job boards, social media sites, and talking with friends. And in a counter-intuitive perspective from Careerbuilder's reason of wanting more money, the real issues were described later in the article and have been documented in hundreds of studies over the past few years: “Employees want to feel valued,” Haefner says. “They want to be compensated well; they want to be challenged; they want to contribute to something meaningful; and they want to have a good work-life balance.” What are you doing to make your employees feel valued? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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A new survey shows that employees who aren't into their jobs cite their relationship with their boss as the biggest problem.
Barry Deutsch's insight:
For years I've been talking about how one of the most important elements of employee satisfaction is highly correlated to the "relationship (read: trust) an employee has with their boss. It's nice to see my anecdotal experience of working with thousands of Vistage and TEC companies statistically validated. The problem I see is that most entrepreneurial companies and small businesses put managers in charge that DO NOT understand how to manage, coach, guide their teams. The managers are good people - the training is inadequate OR non-existent. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's comment,
January 21, 2013 6:59 PM
John - not sure if's as much an issue about the Peter Principle - my perspective is that most companies don't prepare managers and executives to lead people. They assume if someone has the title, they must be a good manager (big time myth).
John Wade: Coach; consultant; mentor's comment,
January 22, 2013 6:09 PM
I agree with you Barry - and that's why I point to The Leadership Principle book. The chapters I recommend talk to exactly why many new managers fail - because they are failed by their bosses in terms of contextualising their new role. To a degree one would, though, expect capable people to realise that a new title and different responsibilities
John Wade: Coach; consultant; mentor's comment,
January 22, 2013 6:13 PM
...carry different mindsets, which is why, at the risk of being thought polemic and hard-hearted, some might argue that people are promoted beyond their capability. Taken at face-value, that's right.
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With optimism returning to the US job market, the disconnect between workers and employers on effective means of employee engagement highlighted in a recent Randstad study is drawing employee retention concerns. Another study talking about the increasing job market opportunities for top talent and the decreasing level of employee engagement. Are you prepared for a huge spike in turnover of your best talent. One of the best ways to "recruiter-proof" your company is to implement a retention program that includes elements of non-monetary rewards and recognition, feedback, learning and development opportunities. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Via Paul Hebert Delete the scoop?
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What are the “Why” questions you are regularly asked or do you ask yourself? Via The e.MILE Community, Jean-Philippe D'HALLUIN Delete the scoop?
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Guaranteed methods to boost attrition and sap employees' motivation. I'm not sure why so many companies insist on killing employee motivation, satisaction, engagement, job enjoyment, and passion. In fact, it's not just the absence of retention/engagement programs as the author mentions in this article, it's the specific things you do that turn people off and make them want to seek opportunities at your competitors. Barry Deutsch IMPACT Hiring Solutions http://www.impacthiringsolutions.com/blog Via David Hain Delete the scoop?
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"While many firms are investing in a strong social media output, or indeed focusing their entire marketing strategy through digital and social platforms, a communications disconnect can be found at the centre of many large organisations." Via Ali Godding Delete the scoop?
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Let's pause for a moment to say RIP to old ways of appraisal...