FINDERS, KEEPERS: Getting your stars to stay According to recent Department of Labor statics, the average tenure of an employee in the U.S. is now only 1.5 years. Why do they leave? One study showed that 89% of managers think it’s because of pay. They were ill-matched to begin with: post-hire shock They don’t feel part of the big picture Stress and work/life imbalance They’re not cared about personally Unrelated personal reasons Employment is treated as a transaction rather than a relationship IF WE KNOW THE ANSWERS, WHY IS IT SO HARD TO SOLVE THE PROBLEM? PROBABLY BECAUSE WE DON’T ADDRESS IT DELIBERATELY

EVERYDAY CHOICES How do the choices stack up in your organization?

BASIC ASSUMPTIONS You made a good hire Your pay is competitive Your benefits are appropriate Your worksite’s not a dump (unless it is) PAY A simple pay structure Record every ask Don’t make false promises BENEFITS Find a broker who will do the heavy lifting Have appropriate benefits grow with the organization ENVIRONMENT Make it as inviting as you can afford to do TOOLS AND RESOURCES Do and improve what you can afford to do If you have to make choices, ask your employees what’s most important CLEAR GOALS AND POLICIES This is critical Make them visible

GET YOUR HEAD(S) TOGETHER OPERATIONS CULTURE You are building simultaneously and we must build deliberately Our business plan should have a culture and retention plan Objections: I don’t have time I need to make money I don’t like that soft stuff I’ll do it later when we’re stable Some remedies: Have someone else help us Go away and do it all at once Assign champions Steal great ideas

BUILD A CULTURE THAT WORKS LEADERSHIP – Managing the future TRUST & RESPECT – We are all “me” centered; go for the heart COMMUNICATON – Full, frequent, transparent ACHIEVEMENT – Humans want to accomplish something RESULTS – We’re fueled by positive outcomes SO WHAT WORKS?

ARTICULATE YOUR VISION in a way that is meaningful to others WHAT’S YOUR WHY? You are marketing to your employees, not just your customers. How will the world benefit from having you in it doing what you’re doing?

WHAT’S YOUR WHY? What How Why WHAT’S YOUR WHY? This is where loyalty (buy-in) lives. It is different that pursuit of the result. People do what they believe. Apple: we believe in thinking differently Wright Brothers: change the world MLK:I have a dream (not a plan) 250,000 (25% white) You are marketing to your employees, not just your customers. Simon Sinek: How great leaders inspire action (www.ted.com)

A CULTURE OF TRUST Trust takes years to build, seconds to break and forever to repair Talk straight Demonstrate respect Create transparency Right wrongs Show loyalty Deliver results Get better Confront reality Be accountable Listen first Keep commitments Extend trust to others Build these things into your values FranklinCovey: 13 behaviors of high trust people

‘NUFF SAID WE ARE ALL COMMUNICATING, WHETHER OR NOT DELIBERATELY TELLING’S NOT NECESSARILY COMMUNICATING Tell me why to do Tell me how to do it Tell me why it’s important Tell me when it’s not working Tell me how to fix it Tell me when I’ve succeeded Tell me where I stand Tell me how I can progress Tell me what you’re thinking When in meetings? When in writing? When person to person? When by broadcast? In pictures?

SHOW ME WHY MY JOB IS IMPORTANT AND MEANINGFUL Their extensive research shows that there is a direct correlation between how employees rate that one question and employee retention, customer metrics, productivity, and profitability. Gallup concludes that “The best workplaces give their employees a sense of purpose, help them feel they belong, and enable them to make a difference.” Connect me to the big picture Connect me to the market Connect me to the customer Connect me to other employees Connect me to you

GIMME SOME SPACE Face reality, especially among generations. Coach me, don’t micromanage me Autonomy is a key desire. And there is a business case for its importance. (4 times more growth) Set parameters, then give me control over everything you can. If the downside’s minimal, let it go Distinguish between the WHAT and the HOW At the very least let them make or participate in peripheral decisions Rein in bossy supervisors and other bullies Celebrate new ideas and methods

WHAT GAME DESIGNERS KNOW VS Why does gaming work? You get immediate and continuous feedback It’s fun You have stretch goals You have accomplishments You share goals with others

CELEBRATE ACHIEVEMENTS Why does gaming work? Ways to celebrate and reward:

LET’S HAVE SOME FUN Ways to have fun: