retaining and motivating

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    Ret a in ing & Mot i vat i ng

    High Per f o r m ing Employees

    Paula Singer, Ph.D.

    The Singer Group

    [email protected]

    Jeanne Goodrich

    Jeanne Goodrich Consulting

    [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]
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    2

    Agenda

    Why is this an issue?

    Orientation and Assimilation Retention Strategies

    Q & As

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    Demographics PopulationGrowth

    0.0%

    0.5%

    1.0%

    1.5%

    2.0%

    2.5%

    3.0%

    1975 1980 1985 1990 1995 2000 2005 2010 2015

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    Supply of leadership talentwill decline

    35- to 44-year-olds in the U.S.Index 1970 = 100

    15%

    drop

    80100

    120

    140

    160

    180

    200

    220

    1970

    80

    90

    2000

    10

    2020

    Today

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    In the library world

    40% will retire by the end of the decade

    75% will be lost over the next 15 years

    57% of librarians are 45 or older, much

    older than comparable professions

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    And its getting worse!

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    Other Issues

    Demand for library & info scienceprofessionals / declining supply

    Competition from other career sectors

    Choices for both degreed and non-degreedpersonnel

    Flat rates of graduates of library schools

    Shortages Salaries are low

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    Costs of Turnover

    Costs: Staffing costs costs to hire

    Vacancy costs lost productivity

    Training costs to prepare new employee

    Acting pay

    1 - 2 times salary & benefits

    Loss of knowledge

    Work not done, priorities not met

    Impact on colleagues

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    Why Employees Stay

    A feeling of connection

    Feeling valued

    Personal and professional growth

    Continuous learning

    Making a difference

    Good management

    Cant afford to leave (enrolled inadvanced degree program, loss ofbenefits)

    Fair pay and benefits

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    Orientation&

    Assimilation

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    Orientation

    Relationship begins before the hire

    Employees value a personal connection

    Accommodate different learning styles/

    preferences Interactive and fun

    Paperwork and procedural stuffin advance and on-line if possible

    Survey participants regularly and adjustorientation

    Share orientation feedback withLibrary leadership

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    Other strategies

    Dual career assistance

    Include family in the equation, invite

    to orientation Match new employees with friends

    and services, new neighbors,teenage babysitters, etc.

    Help with relocation

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    Assimilation

    Buddy/mentoring process to easeassimilation and explain the way we dothings here

    Develop a formal process and publicizeoutcomes

    Create & reward best practices

    Survey regularly for feedback

    Develop expectations for management Create formal process for

    assimilation into work group

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    Have desk, computer and space ready on

    day one

    Welcome new employee party at work site Balloons, food at new employees desk

    Formal follow-up at 30, 60, 90, 120 days

    Act on findings and observationspromptly!

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    Retaining

    Top Talent

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    Compensation

    Compensation

    Benefits

    The Other paycheck

    Work Environment

    A three legged stool!

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    The Work Experience

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    Organization Culture:Intangibles

    Understand work force needs &expectations

    Emphasize:

    Participation Shared decision-making

    Sense of purpose and value

    Initiative

    Creativity

    Social aspects of work place

    Train supervisors

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    The changed employer-employee relationship

    The contract is broken

    Life Long Employment exchange forMutuality of Purpose

    Mutual benefit (top notch training andtools for employees, ready, competentemployees for library)

    Entitlement gives way to earning

    Free agents Flexibility to meet diverse needs

    Work/life considerations

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    21st Century Employer RealitiesAre we ready for this?

    Your education is not a qualifier for this job

    We are not offering you a job for life, and we do notexpect you to spend your lifetime here

    You may not work with the same workmates whileemployed here

    You will be part of many self-managed teamsresponsible for a full range of tasks

    Your assignments will provide learning experiences

    which will enhance your employability We expect you to passionately support

    our vision and values while employed here

    Are we ready for this?

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    21st Century Employee Realities

    I know my stability will be based uponmy reputation for performance

    I will be responsible for managing myown benefits

    I will continue to hone my skills andgrow

    I will embrace intrepreneurship I will always be open to new jobs and

    new employment opportunities insidethe library and elsewhere

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    Balance Work/Life

    Define the work in terms of what is to beaccomplished

    Provide flexible work schedules

    Provide flexible benefits/cafeteria plans

    Evaluate alternative work places andtelecommuting as options

    Appreciate dilemma of child care, elder

    care, multiple individual roles Allow voluntary demotions

    Appreciate diversity of personalvalues and priorities

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    Development

    Internal recruitment

    Grow your own:support for BS/MLS

    Interim grade level

    Job rotation/crosstraining

    Task forces, jobassignments

    Academies of learning

    360 feedback

    Career ladders

    Individualdevelopment plans

    Assign coach/mentor

    Accelerateadvancement/ steps

    Co-managers

    Share staff

    Mobility among librs.

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    Retention Strategies

    Research turnover and addressproblems

    Do exit interviews and USE the data

    Survey incumbents! Quality or WorkLife /Job Satisfaction

    Paper/pencil, on-line

    Town hall meetings, meetingswith Director

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    Breakfast with leadership , smallgroup

    50/50 Meetings

    MBWA Face-time Work side by side with employees Be prepared to do something

    about/act on employee issues Involve employees in the solutions

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    Recognition

    Its not about the tee-shirt

    It IS the thought that counts Memorable

    Meaningful

    What makes recognition work? Praise/thanks/opportunity/respect

    Relationship Dictionary: see,

    identify,acknowledge

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    Some Creative Ideas

    Celebration Mailbox

    Self-Recognition/Recognition Days

    Letter on anniversary date noting

    contributions for the year and howimportant s/he is to dept

    CEO Herb Kellehers kiss

    Life size posters @ AMEX

    The Rock pass-around award Thanks button on PSUs website

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    Retaining Talent as TheyAge

    Offer compensation and benefitpackages targeted to older workers

    Offer phased retirement Re-hire retirees as part-timers,

    contractors, or consultants

    Maintain retiree pool available fortemp work

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    Retain retirees to train or mentornewer workers

    Offer time off for potential retirees totake a sabbatical - test otheremployment and have options forreturn

    Celebrate experience; publicize andencourage senior mentoring andcoaching (IMLS grant in Chicago)

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    Retention Strategies:Alternative Compensation

    Bonuses (including retention)

    Staged bonuses

    Tailored awards to specific projects,circumstances, and people

    Different and higher pay schedules toremain market-competitive

    Premium pay for hot skills Incentives

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    New & Emerging Benefits

    Health insurance on a sliding scale

    Auto, legal, & pet insurance

    529 savings plans Recognize volunteer, committee, ALA

    activities

    Financial planning

    Counteroffers

    Eldercare 411

    Research leave/sabbaticals

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    New & Emerging Benefits

    Lactation Rooms Domestic Partner Coverage On Site Child Care

    Retirement Plan Portability Adoption Support Casual Dress

    Cafeteria Plans Dependant Care & FSAs Job-sharing Expectant father page

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    More ideas

    Wellness, Health Screening, FitnessCenters

    Relocation

    Work life LOA

    Concierge Services

    Tuition/educational assistance

    Employee Assistance Programs Employer Discounts

    Travel Funds

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    Restructuring

    What is the work? Competencies andskills v. requirements.

    What positions require an MLIS

    Functional specialists - IT, HR,Finance, PR

    BS in IS or LIS

    IT v. Reference Librarian

    ALA accredited Masters or subjectmasters

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    Building Commitment

    Produ ct i v i t y and em p loyee re ten t i on are g rea t l y i nc reased w hen em p loyees are com m i t t ed . Th i s i s especia l l y im por t an t t oday si nce j ob secu r i t y and com pany l o y al t y a r e m u ch l o w e r t h a n e v er .

    Focus - employees know what they need todo and what is expected of them

    Involvement - people support most whatthey help to create

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    Development - opportunities forlearning and growth are encouraged

    Gratitude - recognition for good

    performance (formal or informal)

    Accountability - employees areresponsible for their performance and

    lack thereof

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    Whose issue is this?

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    QuestionsCommentsThoughts

    IdeasStories

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    Thank You!

    Paula M. Singer,Ph.D

    The Singer Group, Inc.

    12915 Dover Road

    Reistertown MD 21136

    Tel: 410-561-7561

    [email protected]

    www.singergrp.com

    Jeanne Goodrich

    Jeanne Goodrich Consulting

    3424 NE 25th Ave.

    Portland, OR 97212

    Tel: 503-335-8161

    [email protected]

    www.jeannegoodrich.com

    mailto:[email protected]:[email protected]:[email protected]:[email protected]