Retain Top Talent

Good article in HBR. One of the key points I'm stressing in my workshop on Managing Remotely in a Crisis is that now is great time to be working on elements of your culture and aligning your purpose with who each employee matters.

Sometimes we overlook simple things in managing people - especially remotely. This article references numerous studies that show employees want information from the CEO and direct manager. I'm finding in my workshops on managing remotely for Vistage groups and member companies that the number one element is weak communication.

I really liked the recommendation in this article about front line managers building other rituals and structures with their teams to improve the sharing of information, fun and team building, and overall interaction.

Most people feel alone, isolated, and separated at home - how can you help them feel like they are part of the organization and that they matter?

Would you rate your organization as being "feedback-rich?" If not, are you running the risk of losing good people, low engagement scores, a lack of productivity, and difficulty in attracting rockstars?

One of the biggest issues surfacing in my webinars on how to manage employees remotely is communication = how much, when, what channels. Here are some ideas/thoughts around improving communication with your team working from home.

A few core thoughts on how to structure an effective employee recognition program and some of the pitfalls to avoid to prevent failure. It's particularly important in working with remote workers to have a good recognition/reward program.

Good summary on issues related to culture, including observation of executives and managers in the execution of values. Perhaps, most importantly was the comment  about employees wanting to know what's expected of them - which is now amplified exponentially given that most of the work force is at home "out of sight/out of mind".

Fear and uncertainty will cause your best performers to leave your organization - they'll find jobs instantly no matter what is happening in the economy. You'll be left with average and mediocre employees unless you being to start taking action now on your culture.

Struggling to think of ways to recognize your employees? Here are 20 great ideas. Pick one to start changing your culture and showing your employees how much you appreciate them.

If 81% of unhappy employees fake happiness and 50-70% are not engaged/unhappy at work - that's a big problem. When mainstream publications like Forbes start to highlight this as an issue - executives should sit up and take notice before it's too late.

In my retention workshop, one of the biggest frustrations executives mention is a concern of a lack of working hard, productivity, and effort. Duh - you're not seeing it because so many of your employees are not engaged and are unhappy.

The big question is: what's your action plan to fix it?

Good summary in Chief Executive Magazine by Jack Welch regarding his two primary areas of focus - employee engagement and customer satisfaction - both of which are intimately linked.

He talks about helping employees understand what's expected, where the vision is/where you're headed, what their impact will be on it, and what it means to them personally.

I find most companies fall short in this level of communication below the executive level. Very few employees understand what's expected, where the company is headed, what their specific role/impact is in that vision, and how it translates to something personal for them. Without this communication and training managers how to do it frequently - most companies fail to achieve decent levels of engagement and consequently suffer on customer satisfaction - and the related financial metrics.

You know I'm a huge proponent of praise, recognition, and non=-monetary rewards to stimulate retention, engagement, and employee happiness. This article gives some good examples and shares some of the primary research around this topic.

I love statistics, metrics, scorecards, and surveys, especially around hiring and retention.

Here's some surveys and statistics to think about as you start to see your best talent get poached by your competitors.

Sometimes in the rush and pressure of business, we forget that we're dealing with human beings who require a little praise, empathy, encouragement, interaction, and kindness.

Although the author mentions a number of very simple things, like celebrating birthdays, I still find that many companies show tthat they don't care about their people by ignoring some of these most basic elements. 

Where are you on the spectrum of caring, empathy, and specific tactics? When I help my clients develop compelling advertising, one of the most common phrases they throw back at me is "we're a family oriented environment."

When I ask for a couple of examples of why they say that - all I get is a blank look. Can you back up your statements with examples about your culture, values, and how the company cares about the employees?

I'm a huge proponent of defining quantifiable outcomes and metrics/KPIs to track progress and to move an organization forward. One of the metrics I am very keen on is eNPS.

Are you measuring employee satisfaction like customer satisfaction and the willingness of your employees to refer potential employees (friends, neighbors, former business associates, and others in their network)?

I'm starting to conduct deep research on the process of managing a remote remotely. This article addresses a couple of issues many companies and remote workers are facing - the security issues around connecting to corporate networks through consumer home wifi routers, and how to carve out an effective home work space.

Now that I've done about 25 webinars for Vistage groups and members on How to Manage Remotely in a Crisis - a pattern of the most common issues facing companies are beginning to emerge. I'll share some of the best practices I've discovered from my clients in this space to overcome these issues.

Interesting recent survey research on employee engagement. Take note of the very low percentage of employees who believe their CEO has a vision for the organization.

This is a great time to engage your employees in a discussion of crafting their job with goals, outcomes, deliverables, expectations, and KPIs that take advantage of their strengths. Have you started to have these conversations with your subordinates?

Some good ideas to think about when managing your remote team. I especially like the water cooler time/chat and coffee break ideas that many of my clients are implementing to replace the casual conversation that naturally takes place in the office.

Some good ideas from the Zoom blog about the problems and issues around culture when everyone is working from home. Have you tried some of these ideas yet?

There are 3 main areas that authors focus on in terms of an employee's experience: employee engagement, employee happiness, and employee satisfaction. All of these can impact customer satisfaction.

Many authors use these terms with overlapping definitions. 

As a summary statement, there is a lot of overlap between the ideas. For example, this author talks about creating a positive work environment - this can affect engagement, happiness, and satisfaction. 

For me, the bigger question is how do we measure the investment in retention or engagement tactics - is it through productivity KPIs, attendence, turnover, structured feedback from employee or customer surveys?

We know we should have a non-monetary reward/recognition system - but how do we determine if it is meeting our needs? What's the metric, measurement process, reporting, and action steps/milestones along the path of making improvements?

Good summary in Chief Executive Magazine by Jack Welch regarding his two primary areas of focus - employee engagement and customer satisfaction - both of which are intimately linked.

He talks about helping employees understand what's expected, where the vision is/where you're headed, what their impact will be on it, and what it means to them personally.

I find most companies fall short in this level of communication below the executive level. Very few employees understand what's expected, where the company is headed, what their specific role/impact is in that vision, and how it translates to something personal for them. Without this communication and training managers how to do it frequently - most companies fail to achieve decent levels of engagement and consequently suffer on customer satisfaction - and the related financial metrics.

Great set of statements that are compliments for co-workers. I frequently find that workers and managers don't know what to say to each other. It's not natural for most people to be sensitive, empathic, kind, gracious, generous, and positive in their feeback.

Imagine what your culture would be like if you trained your employees to use these words with each other? Could you quantify the leap in positive energy?

Interesting article on the importance of relationships at work. Remember one of the key elements of Gallup's engaged employee is someone who has a good friend at work.

The leaders of Faith-based communities figured out long ago that one of the reasons people stay in churches and synagogues is that they have deep relationships with others. 

Is it time to consider extending this model of relationship-building to a business environment?

Do your managers micro-manage their teams? Do your managers lack the training and knowledge of how to effectively delegate?

Micro-managing and not appropriately delegating can lead to low levels of motivation, engagement, and employee effort. The best will just leave to go to your competitors. Is this an issue that your employees are raising in surveys? How do you even know if it's an issue beyond managers who have poor retention of their staff?