© Copyright 2011 ADP, Inc. Proprietary and Confidential Information. The How-tos and Who-tos of Employee Retention and Engagement Robert Mattson - Director, Talent Management Marketing Jan Brockway – Sr. Director, Product Management
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information.
The How-tos and Who-tos of Employee Retention and Engagement Robert Mattson - Director, Talent Management Marketing
Jan Brockway – Sr. Director, Product Management
2 2 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information.
Poll Question #1
Who is the most important to drive corporate success?
Customers/Clients
Shareholders
Employees
Management
Board of Directors
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Employees First
Creating a sense of urgency by enabling the employees to see the truth of the company’s current state as well as feel the romance” of its possible future state
Creating a culture of trust by pushing the envelope of transparency in communication and information sharing
Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone
Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of change” to the employee in the value zone
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The Whos
The Leaders
The Core
The Laggards
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Poll Question #2
What is the best way to find high performers/high potential employees?
Last performance rating
Performance over time
Subjective manager rating
Peer reviews/feedback
Competency assessments
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Identification and Tracking of High Potential Employees
Only six out of ten large U.S. enterprises (those with 500+ employees) identify and track high potential employees
410 enterprises in the survey that identify and track high potential employees
Only 213 reward these employees for their contributions
Track HiPos
Don't Track HiPos
Source: Talent Management 2011: Perceptions and Realities, ADP Research Institute
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Attract or Repulse
Attract
Repulse
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Employees feel their work is meaningful
At the beginning of the year, align each major employee goal to a manager’s goal or to a corporate initiative and weigh the goal by significant importance and expected focus.
Request that managers have regular informal goal status conversations weekly with employees and conduct more formal check-ins on a quarterly basis.
If possible, pick the employee’s top goal and attach a reward. This can be a cash bonus, non-cash reward such as a standard company give-away or gift card, or even extra time off.
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They feel that they have a future with the organization
Conversations on career path and growth with a manager, HR staffer, or senior leader
Targeted development activities that align with future jobs
Lateral job opportunities that broaden an employee’s skill set to prepare them for greater responsibility
Inclusion in high value compensation bonuses or other increases
Inclusion in a programs designed to develop employees
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They feel they are fairly compensated
To drive pay-for-performance, compensation programs need to be designed to maximize differentiation.
Top performers need to be compensated above others
While differentiating compensation with small budgets is difficult, it can be done with the proper coaching and preparation for managers who need to have tough conversations