January 2016 Dave Currie 20 years of HR experience with diversity of companies including AlliedSignal Honeywell Hayes Lemmerz Dow Corning and Dana Limited Generally responsible for employee relations within US or North American Operations ID: 782047
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Slide1
Slide2Creating a Positive Employee Culture
January 2016
Slide3Dave Currie
20+ years of HR experience with diversity of companies including AlliedSignal (Honeywell), Hayes Lemmerz, Dow Corning and
Dana Limited
Generally responsible for employee relations within US or North American Operations
Member of Sr. HR Leadership Teams for last 15 years
Slide4Purpose of Today’s Session
Define what entails a “Positive Employee Culture”
Discuss the importance of creating a positive employee culture in today’s business environment
Review elements of creating a positive employee culture and discuss tools / techniques under each element
Slide5A positive employee culture focuses on engaging employees and strengthening the employer / employee relationship through a variety of policies, practices, values and rituals, unique and supportive to each employer’s working environment.
What is a Positive Employee Culture?
Slide6Definition of Corporate Culture:
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.
A company's culture will be reflected in its dress code, business hours, office setup, employee benefits, turnover, hiring decisions, treatment of clients, client satisfaction and every other aspect of operations
.
Source:
Corporate Culture Definition | Investopedia
http://www.investopedia.com/terms/c/corporate-culture.asp#ixzz3rIABkjio
Slide7Why Culture Matters…
Harvard Business Review Analytic Report:
71% of executives believe that “
employee engagement is very important to overall organizational success
”
Business Impact:
Productivity:
SHRM study indicates that employees with the highest level of commitment perform 20% better than employees with lower or no commitment
Absenteeism and Turnover: The presence of an engaged workforce may lower turnover by as much as 25% in high turnover organizations and 65% in low turnover organizationsProfits:
Per Kenexa, engaged companies have five time higher shareholder returns than companies with unengaged employees
Slide8Defining Your Culture:
Your culture starts with your top executives:
THE WHAT
Setting the
vision and mission
Expected performance, both short and long term
THE HOW
Defining the
values that drive how we act
Guide conversations, meetings, customer and employee interactions
Slide9Other Cultural Elements
Company Practices
: Once a company sets its vision, mission and values, it has to promote those elements through its practices
Employee Champions
: Companies must have influential employees in key leadership roles who role model behaviors and actions that embrace the culture
Office Space and Place:
Space and place define how conversations take place and how open the lines of communication are.
Slide10Key Elements influencing a Company’s Culture:
Selecting employees who fit your culture
Building employee connections
Providing work / life balance attributes
Supplying competitive pay and benefits
Providing coaching and mentoring
Utilizing promotions / stretch assignments
Maintaining job security
Slide11Putting the wrong people in place, especially in positions of influence, can derail your culture quickly
Determine the required outputs and performance success factors for the job.
Determine the characteristics and traits of the individual whom you believe will succeed in that job.
If you have employees successfully performing the job currently, list the traits, characteristics, and skills that they bring to the job.
Selecting the Right Employees
Slide12Expected outcomes – short and long term
Values that Company lives by
Company history and current performance
Why position is open
Direct and indirect reporting relationships
Peer and organizational relationships…
Future opportunities
What the area is like (for those relocating)
Attributes Candidates Need to Know:
Slide13Behavioral interviewing:
Identify the key behaviors that tie back to your Company values and integrate them into your interview process
Consensus interviewing:
Hold consensus meetings after interviewing candidates and take time to look for red flags. Concentrate on behaviors as well as skills.
Do Reference and Background Checks:
Background checks and reference checks provide another line of defense from hiring people that do not align with positive behaviors. Ensure these are completed and reviewed prior to offering a prospective candidate a position
Additional Selection Tips
Slide14Employees, both new hires and those who stay with an employer longer term, need to be aware of company performance, successes, challenges, failures, changes in strategy….
Frequent communication leads to more employee trust … and engagement
Allowing for open communication may create an environment that is allows for more clarity and collaboration, which in turn can generate better workforce decisions.
Building Employee Connections
Slide15Employer webpage
Social media tools
Linked In
Twitter
Facebook
Community Newspapers
Community events and sponsorships
Local educational institutions Best Places to WorkKey connection tools – external
Slide16Company intranet
All employee meetings
Functional Meetings
Engagement Surveys
Pulse surveys
Reward and Recognition Events
E-mail blasts
Webinars
Displays and Exhibits
Key connection tools – internal
Slide17Providing Work / Life Balance Attributes
Washington Post,
Brigid
Shulte
,
05//05/15
Slide18Work / Life Balance – Why?*
Close to 80 percent of
millennials
are part of dual-income couples in which both work full time.
While younger workers believe that technology should allow them to work from anywhere, employers are slow to adapt
Nearly 40 percent of young workers, male or female, in the United States are so unhappy with the lack of paid parental-leave policies that they say they would be willing to move to another country
* Ernst & Young’s Global Generations Research – 8 countries, approximately 10,000 employees
Slide19Flextime
: Flex-time tools may include allowing employees to work evenings or weekends to complete a 40-hour work week, paid time for volunteering, summer hours with half-day Fridays or four-day work weeks.
Job-Sharing
– A work share plan that allows two employees to work part time to complete one job.
Telecommuting
– A policy that allows employees to work from home either full or part time to complete work.
Some Work Life Balance Tools….
Slide20Life Services:
Employer provided services for employees – may include daycare, fitness center, dry cleaning, uniforms, auto service concierge
No Meetings
: Employers may choose to set no meeting days (Fridays) or weeks several times a year. This allows employees to get caught up on outstanding work.
No emails:
Some employers are asking employees to refrain from sending emails over weekends and holidays
Some Work Life Balance Tools….
Slide21Work Place Balance Tips
If using flextime or job-sharing, set specifics around schedules and have employee / employer sign off.
Obtain top management support for any work life policy prior to being implemented – do not allow for exceptions.
Determine attendance controls for telecommuting; hold employees accountable for same level of productivity
Only put into place what you are willing to actively support and hold accountable across the organization
Slide22Competitive Pay and Benefits
“An effective pay policy is an important aspect of a company’s overall competitive strategy. Just as organizations compete to sell their products and services, they also compete with one another for talented employees.”
Lena M.
Bottos
and Christopher J. Fusco, SPHR
Salary.com, Inc.
Slide23Despite all the surveys that link satisfaction to job enrichment, work / life and other practices, pay is still important (more of a baseline)
A generous employee benefits package can be an excellent way to keep the talent you have, and to recruit the cream of the crop.
Competitive Pay and Benefits
Slide24Compensation and Benefit Trends
Putting more pay at risk through implementation of an organizational wide incentive plan, that pays to all employees, both salary and hourly
Adding wellness incentives to consumer driven health care plans
Establishing PTO programs while eliminating more traditional vacation / sick plans
Adding more voluntary benefits:
Legal plans
Critical illness coverage
Employee purchase programs
Slide25Coaching and Mentoring Definitions
Mentoring
:
Mentoring is an indefinite, relationship based activity with several specific but wide ranging goals. It does not have to be a formal process. The mentor is a facilitator who works with either an individual or a group of people over an extended time period. The agenda is open and continues to evolve over the longer term. Mentoring seeks to build wisdom – the ability to apply skills, knowledge and experience to new situations and processes.
Coaching
Coaching focuses on meeting very specific objectives within a set period of time. Coaching is mainly concerned with performance and the development of certain skills.
Alexa
Michael and Technical Information Service, Chartered Institute of Management Accountants, 2008,
Topic Gateway Series #50
Slide26Both tools can be used in circumstances that enhanced employee’s ability – whether focused on specific skills or on building wisdom
Either scenario links directly with employee engagement through the development of skills / knowledge
More information on this topic in future CMU Global Campus Webinar
Coaching and Mentoring - Link to a Positive Employee Culture
Slide27Promotions and Stretch Assignments
While simple cash awards do not have a long term effect on employee engagement, using stretch assignments and promotions is a very effective way to engage and retain your employees
Both promotions and stretch assignments are tied to expanding employee’s knowledge as well as rewarding the employee for good work done to date
Slide28A stretch assignment is a task that falls outside an employee’s normal duties and allows for the development of new skills. Examples include
Managing a volunteer or intern
Executing a new or important company project
Participating in the company’s strategic planning process
Turning around a failing project, department or operation
Organizing and leading an important company event or meeting
Stretch Assignments:
Slide29Promotions reward employees for performance at a certain level and signify the Company’s belief that the employee can be successful at an increased level
Strongly tied to one of top factors of positive culture – career and personal growth
When promoting, do so without reservation and pay employee appropriately for moving into role
Promotions
Slide30Job Security
SHRM 2015 Employee Job Satisfaction Survey shows that job security as top five factor in employee engagement
During the years of 2008-2011 (Downturn), job security was ranked as number one factor in employee engagement
Slide31Job Security Tips
If there is a need to restructure or reorganize, be upfront with plans to do so when possible.
Communicate continuously – use your employee connection tools
Develop and implement a severance standard if one does not already exist – consider an ERISA based plan
Consider the potential of a voluntarily layoff if the situation allows
Ensure you
are in compliance with both Federal and State WARN acts
Consider
bringing in career assistance programs, including resume writing and job fairs
Avoid continuously restructuring year
after year and changing direction – employees can disengage quickly
Make sure your messaging
is consistent, both written and oral
Slide32Key Elements influencing a Company’s Culture:
Selecting employees who fit your culture
Building employee connections
Providing work / life balance attributes
Supplying competitive pay and benefits
Providing coaching and mentoring
Utilizing promotions / stretch assignments
Maintaining job security
Slide33Questions