Profiles Asia Pacific, Inc.

Do you have a plan for the emerging workforce crisis? This article will provide you with information that can help your managers and business leaders develop a strategy for recruiting, hiring and retaining top performing employees. Whether you’re an executive, a manager or a supervisor, the following information will be beneficial to you.

Handle the workforce crisis by preparing for an emerging talent crisis by development recruitment, hiring, skill development and employee retention strategies.

A workforce crisis, a new term for the coming talent shortage, will cost your organization time, money and resources unless you plan now. Developing an effective workforce crisis strategy is the first step in making sure your business can respond to challenges like preparing for the emerging talent crisis, cultivating the skill sets of your current workforce and retaining highly talented employees by protecting them from competitors. Since the widespread recognition of the importance of human capital in organizations, companies are creating strategies for taking action before the talent crisis hits full force.

Workforce planning strategies have evolved significantly in the last few years as technological advancement becomes a calculated, competitive edge for businesses.

By investing in new technology and ongoing research, your organization can proactively eliminate hiring, on-boarding, employee development, talent retention and career planning issues before they begin and address challenges that already exist. Progressive companies use workforce crisis solutions to interface, or even integrate the multiple solutions they employ, empowering them to recruit, hire, develop, retain, engage and promote top talent seamlessly.

Identify areas where you can improve your workforce and prevent the workforce crisis from affecting your business.

Here are a few tips that will help you learn how to overcome talent management issues and quickly take action:
- Focus on recruiting and retaining workers
- Capitalize on current workforce skills
- Keep employees engaged and productive
- Ensure employee job fit and redeploy if necessary
- Employee training and development
- Minimize turnover

Over the next few years, most organizations will begin to experience a talent crisis that will affect the way businesses are run. It will affect the employee/manager relationships, succession opportunities, approaches toward employee development, our philosophies toward retirement, and the fundamental way work together. Workforce crisis planning is important because it addresses all of these issues before they become a problem.

Workforce crisis planning helps you understand the capabilities and role of everyone in your workforce by giving insight into the core characteristics of each employee, regardless of the culture, age or gender. As the talent shortage nears, it’s increasingly important to create a business culture that is welcoming and engaging for talented individuals from all backgrounds and all levels of experience.

Managers must find new ways to create the capacity for innovation in your organization by encouraging collaboration, sharing knowledge and working together to create new ideas. Workforce crisis planning will help you do just that.

Workforce compatibility measures critical workplace compatibility information between a manager (executive, director, supervisor, team leader) and their employees. Organizations use it to improve the relationships of every member of the workforce.

Jim Sirbasku - co-founder and CEO of Profiles International, a leading provider of human resource management solutions and employment assessments for businesses worldwide.

In a web article by Gregory P. Smith employees quit for many reasons but, in general, there are five important areas that motivate people to leave their jobs.

5 P’s

1. Poor match between the person and the job
2. Poor fit with the organizational climate and culture
3. Poor alignment between pay and performance
4. Poor connections between the individual, their coworkers, and the supervisor
5. Poor opportunities for growth and advancement

Smith wrote:

As you know, it is getting difficult to attract and keep skilled employees. Many businesses and industries are desperate for help and can’t find good people with the right skills and attitudes.

While many leading companies place more effort in employee retention, most are clueless. They accept employee turnover as a normal part of doing business. High turnover organizations spend disproportionate amounts of resources on recruiting and replacing their workforce, while smart organizations invest in employee retention. Yes, there is going to be turnover no matter what you do, but blindly ignoring the reasons for turnover is foolish and expensive.

The five P’s can be addressed successfully. Employee retention begins by paying attention to what causes low job satisfaction as well as what attracts, retains, and motivates your workforce.

Here are a few items to consider:
Identify and weed out poor managers. The relationship with the employee’s front-line manager is the most common reason people leave. La Rosa’s is a large restaurant business with over 3000 employees. As part of their employee retention strategy, all employees evaluate their bosses twice a year using a special report card. It asks the employees to give their managers a letter grade from A to D in four categories. Any score less than a “B” requires a specific comment from the employee. After it’s completed, they tabulate the comments and design action plans for improvement.

Hold managers accountable for turnover. Set specific responsibilities for Human Resources, supervisors, and executives on what their specific role is in employee retention. Train managers so they understand what leads to higher retention and greater job satisfaction. Hold managers responsible for retention in their departments, set turnover goals for each manager, and track accordingly. Promote managers whose behavior is consistent with the organization’s values and philosophies.

Create a positive work environment. Money and benefits may bring employees through the front door, but poor work conditions drive them out the back. In its National Study of the Changing Workforce, the Families and Work Institute showed earnings and benefits have only a 3 percent impact on job satisfaction. “Job quality” and “workplace support” have a combined 70 percent.

Develop an “Onboarding” program for the first 90 days on the job. Don’t hire and abandon your new employees. Insure they get the support, training, and assistance they need. Quint Studer, CEO of the Studer Group, a consulting firm in Gulf Breeze, Florida, finds companies that take steps to “re-recruit” new employees can improve performance and reduce turnover in their first three months by as much as 66 percent.

Enhance connections between co-workers, managers, and the organization. To build stronger bonds between the top management and employees, one corporate office practices something called Employee Scavenger Hunt. Once or twice a year, they give every executive or manager five names of employees. They find each person, meet them, and learn about them as individuals. The process builds a better bond, improves communication, and builds trust within the organization.

Hire the best and avoid the rest. Research shows those organizations that spend more time recruiting high-caliber people earn 22% higher return to shareholders than their industry peers. Cisco CEO John Chambers said, “A world-class engineer with five peers can out produce 200 regular engineers.” Instead of waiting for people to apply for jobs, good organizations are always on the lookout for high-caliber people.

Provide learning opportunities. For many people, learning new skills is as important as the money they make. Identify career paths and provide developmental opportunities for employees early in their jobs with the organization. Promote on-going, two-way communication between employees and their immediate managers regarding career progress. In a study by Linkage, Inc. people said they would consider leaving their present employer for another job with the same benefits if that job provided better career development and greater challenges.

Make people feel appreciated. People want to be paid well, but also would like to be treated with respect and appreciation. Find creative ways to make people feel good about their job. We have helped organizations set up something called, “peer recognition.” Peer recognition allows people to reward each other for doing a good job. It works because employees are in the best position to catch people doing the right things. TD Industries in Dallas, Texas, helps their employees feel valued by using one wall within the company to place photographs of all employees who have been with the them more than five years. They also try to make everyone feel equal and have no reserved parking spaces for executives. That is one reason why TD Industries was listed by Fortune magazine as one of the Top 100 Best Places to Work.

Measure attitudes of your workforce. High-retention workplaces are using employee climate assessments to measure the attitudes and feeling of their workforce. Every organization should conduct some form of climate assessment periodically during the year.

Focus on individuals. You must manage retention one employee at a time. Focus on the key jobs that have the most impact on profitability and productivity. Everyone has a different set of needs and expectations about their jobs. By conducting an individual retention profile, managers can quickly identify the employee’s unique motivations, goals, level of job satisfaction, as well as other expectations.

Focus on the family. One small company gives their employees’ children a $50 Savings Bond twice a year when they get straight A’s on their report cards. Another survey of 1,000 companies showed half of them let workers stay home with mildly ill children without using vacation or sick days. Two-thirds permit flextime defined as allowing employees to adjust work hours on a daily basis.

http://www.businessknowhow.com/manage/retain-employees.htm