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- 3. Lower Risks Less Time to Fill Lower Costs Internal Competition Faster Integrating Development Opportunities New Perspectives/Ideas Lower Training Costs Competitor Insights More Options Less Options Higher Training Costs Conflict Amongst Managers Higher Costs More Integration Efforts Higher Recruiting Risks Higher Turnover Internal Hiring External Hiring
- 5. Position Job Responsibilities e.g. teacher, butcher, manager, sales representative Employee Job Family JOB – POSITION - EMPLOYEE
- 6. CRITICAL INCIDENT TECHNIQUE Example : Waiter in a Restaurant Critical Incidents Requirements Restaurant is crowded and guests become impatient Guests complain about inedible dishes A drunken group of guests with no money in their pockets A guest wants to learn more about minor details of a specific wine The cook is sick and his deputy is out of his depth Friendliness Speed Resilience Knowledge Direction Coolness Diplomacy Empathy
- 7. Why is not recommended to remind people about their job description after they are hired?
- 8. Talents Competence MotivationInterests Expectations Attitudes Knowledge Personality Age, Gender, Look? Contacts RELEVANT CANDIDATE DIMENSIONS
- 9. ... and how they might be judged Former Development CV Motivation Letter Interview Reason to Apply Private Engagement Education Appearance Photo, Appearance References
- 10. Candidate 1 Engineer Intelligent Teamplayer Confident Result-oriented Ambitious Creative
- 11. Candidate 2 Engineer Intelligent Teamplayer Confident Result-oriented Ambitious Creative
- 12. Social Judgement Biases First Impression The tendency for a perceiver to rely on early cues or first impressions. Recency Effect The tendency for a perceiver to rely on recent cues or last impressions. Projection The tendency for perceivers to attribute their own thoughts, priorities and feelings to others Stereotyping The tendency to generalize about people in a social category Contrast-Effect The tendency to judge upward or downward because of a comparison with another candidate who was recently judged Halo-Effect The tendency to provide similar ratings across different dimensions based on an overall judgement
- 13. Recruiting-Funnel Pre-Selection Telephone- Interview/ Test Personal Interview Assessment Center Accepted Job-offer HiringApplication 10:1 2:1 5:1 2:1 3:2
- 14. Myers-Briggs Type Indicator (MBTI) Extraversion Introversion Sensing INtuition Thinking Feeling Judging Perceiving Favorite World Information Decision Structure
- 16. What both sides want to know in an Interview Why am I invited? What can your company offer me? What kind of employer are you? What distinguishes your company from others? Can I afford to work at your company? Why are you here? What can you do for us? What kind of person are you? What distinguishes you from others who have the same skills? Can we afford you? Applicant Employer
- 17. INTERNAL & EXTERNAL HIRING
- 18. Steps in a Successful Internal Recruitment Process Internal Recruitment Policy Job Posting Internal vs External Comparison Screening Employees Interviews Feedback
- 19. LEARNING
- 20. On boarding Orientation Skills development Career Advancement Cross Functional Mandatory Requirements
- 21. MOTIVATION
- 26. How to Motivate and Discipline Employees
- 27. Identify Employee Expectations (Meet Brand /Company goal, Arriving to work on time, Properly clocking in and out of a shift, Exhibiting proper cash handling practices, Performing daily cleaning tasks, Implementing customer service techniques) Guidelines for Rewarding Employees (Reward specific achievements, Make all employees eligible, Reward in a timely manner, Do not over do it, Appropriately reward the team) Reward Ideas (Give praise publicly, Make other managers aware, Schedule special events, Create a rewarding environment, Yes you can reward coupon ) Guidelines to Creating a Discipline System (Create a written policy, Inform employees of their duties, Document problem behavior, Be consistent in judgment, Consider a flexible policy) Types of Discipline Policies and Procedures (Counseling and coaching, Progressive discipline policies: Verbal warnings, Written warnings, Suspensions, Demotions, Termination) Provide Employees what he/she is promised for (Salary, Transportation, Insurance, Reward on time, Promotion Etc.)
- 28. WORK
- 29. What Do Employees Need To Know Policies Procedures Set Clear Expectations Give Constant Feedback (Positive/Constructive)
- 30. 76% of all good Ideas are generated outside the original Workspace Vacation, Travel 13% Misc. 1% At Workplace 4% In interesting Meetings 6% In boring Meetings 10% Breaks 3% Using creativity techniques 1% Business travel/ Way to office 11% Spare time, Sport 9% Nature, hiking 28% At home, watching TV, Hobby, etc. 14% Source: Füglistaller, KMU-Magazin Nr.7/2005
- 31. Survey Feedback & Organization Development Survey Feedback Action Planning Implementation Planning Analysis
- 32. Conduct of a traditional Employee Survey Survey Follow-Up Survey Administration Analysis & Reporting Feedback/Commun ication Action Planning Implementation Evaluation Preparation Project Planning & Setup Prestudy Survey Development Prior Communication
- 33. Survey Development Topics Indicator Questions Pretest Operation & Evaluation Adjustment
- 34. Q12 (Gallup) 1. I know what is expected of me at work 2. I have the materials and equipment I need to do my work right 3. At work, I have the opportunity to do what I do best every day 4. In the last seven days, I have received recognition and praise for doing good work 5. My supervisor, or someone at work, seems to care about me as a person 6. There is someone at work who encourages my development 7. At work, my opinions seem to count 8. The mission/purpose of my company makes me feel my job is important 9. My associates (fellow employees) are committed to doing quality work 10.I have a best friend at work 11.In the last six months, someone at work has talked to me about my progress 12.This last year, I have had opportunities at work to learn and grow
- 35. Follow-up Process All employees get all results of the survey even when results are negative Feedback of results follows a top-down approach from to top-management to every single team All teams get their own results compared to the results of the superior organisational units All units on all levels are encouraged to work with their results and come up with related action plans Issues which lay beyond an organizational unit‘s responsibility will be passed on to the unit on the next level
- 36. Relevance of Results depend on Targets Survey Potential Target SurveyPotential Target
- 38. Classic Approach of Talent Development Performance Management Talent Review Potential Assessment Training Off-the-Job Stretch Role Assignment Succession Planning Competency Model Source: Trost, A. & Jenewein, T. (Hrsg., 2011). Personalentwicklung 2.0. Köln: Wolters Kluwer.
- 39. Competence Experience Knowledge Predisposition Personality Competence Action-related knowledge acquired through repeated solution of practical problems Cognitive understanding of aspects and how they relate to each other Cognitive and physical abilities determined through genetiv predispositions (DNA) Stable predisposition to demonstrate similar behavioral patterns in similar situations Learned ability to successfully solve problems or cope with given challenges
- 41. Development Needs Identification 1 2 3 4 5 Job Senior Specialist 1 2 3 4 5 Position Senior Specialist CRM 1 2 3 4 5 Employee Garth McGrath Development Needs Creativity Teamwork Presentation Project Mgmt Mobility Creativity Teamwork Presentation Project Mgmt Mobility SAP R/3 English Creativity Teamwork Presentation Project Mgmt Mobility SAP R/3 English
- 42. Performance Management Cycle Objective Setting Performance Appraisal Superior Objectives In an annual cycle employee and their immediate supervisor agree on objectives both in terms of performance and development Individual objectives derive from superior objectives In a backwards perspective achievements/performance of the employee will be reviewed The annual meeting between employee and supervisor is called „appraisal interview“ Mid-Year Review
- 43. Purpose of Performance Management Cascading strategic objectives from upper hierarchical level to the bottom line Alignment and focus of individual and team performance with overall target Clarity about mutual expectations within an employee- manager relationship Continuous learning and constant improvement of performance through feedback and target-oriented people development Foundation for numerous key processes in human resource management such as compensation, people development, succession planning (horizontal integration)
- 44. What if ... employee and manager talk about relevant aspects on a daily basis anyhow? employee and manager don‘t usually to talk to each other throughout the year? problems should have been adressed once they occurred? the suppervisor struggles with giving honest feedback? superior objectives are not as clear as they should be? the benefits of the appraisal interview are nor seen by either the employee or the manager? the manager primarily acts like a coach and not like a judge? there is already a natural relationship between manager and employee built on trust and respect? at daily work the manager has limited insights into employee‘s performance The manager has limited understanding of the employee‘s professional work? objectives dynamically change in the course of a yearly period? the employee doesn‘t fully trust his/her manager?
- 46. Potential Criteria Performance In the past did the employee demonstrate an extraordinary growth in his/her ability to meet challenges? Personality Based on his/her character will the employee have a chance to be seen as a role model by others? Motivation Is the employee eager and hungry to take over more responsibility relevant to the entire organization?
- 47. What Training To Provide For Each Position Shift Management - developing trainee managers in the skills and techniques required to become effective in all aspects of running a shift. Systems Management - targeting assistant managers and newly promoted Assistant managers. This program covers all areas and systems, increasing the manager's business knowledge. It also develops individual techniques. Restaurant Leadership - introducing managers to the key skills needed to Become effective restaurant leaders e.g. team-building, communication, decision-making. Business Leadership - focusing restaurant/general managers on the need to Develop a business strategy that encompasses both internal and external factors.
- 48. Performance Potential Grid C1 Performance Improvement Measures C2 Manage Out B Keep in Place A1 Plan next move Provide extra coaching A2 Apply multiple development and retention measures A3 Identify next development opportunity Performance Potential High Low HighLow
- 49. 360-Degree-Feedback A focus person is evaluated from different perspectives (outside perception) A focus person evaluates him/herself (self perception) Evaluation happens anonymously, in written by using standardized and structured methods (e.g. questionnaire) The focus person gets a personal report to be discussed with his/her direct supervisor or a coach Purpose is to determine a focus person‘s development needs Focus- person Direct Supervisor CustomersPeers Subordinate
- 50. People who develop their Talent ... trully love what they do know their real potential have a vision about their future position jump into cold water actively build strong networks sell themselves are disciplined – most of the time prefer to work with A- player got the opportunity to do what they can do best trust in a strong mentor are lucky prefer to work with those who compensate their weaknesses get trained showed early successes are well known
- 51. Talent Development Measures Through Experience Challenging tasks/projects (Stretch Jobs) Job Rotation Internal Talent Markets Action Learning From Others Through Training Mentoring Career Coaching 360-Degree- Feedback Learn Forums Action Learning Off-the-Job-Training Being a Trainer Literature 70% 20% 10%
- 52. Mentoring Building future supporter Learning from the bottom-line Professional insights across borders Appreciation Access to networks and roles Professional feedback Confidence Role Model Benefits for the Mentor Benefits for the Mentee Trust Commitment
- 53. Career Coaching What are your biggest strengths and weaknesses? What are your talents? Which working conditions are important to you? What could be you next, realistic career- move? What is your ultimate career goal? To achieve your goals, which additional experience could help? „ „ „ „ „ What do you really like to do? „ Who could support your future career development? „
- 54. RETENTION
- 55. Common Views People who join for money leave for money People join companies and leave bosses You don‘t need to care about retention if you do well with all the rest Employees are free, which is fine At the end of the day retention is all about leadership Losing an employee leads to costs 1-2 times of his/her annual salary The strongest are the first to leave the company Happy employees prefer to stay To a certain extent turnover is good
- 56. Turnover Turnover The process in which employees leave the organization and have to be replaced Voluntary Turnover Turnover initiated by employees against the wish of the company Turnover Rate Involuntary Turnover Turnover initiated by the organization (often among people who would prefer to stay) Early Turnover Voluntary Turnover during the first few weeks/months of employment Number of Employees leaving the Company in a Year Number of Employees at Midyear 100%
- 58. Differentiated Turnover Rate ? Key Functions High Performer/ High-Potentials Others Non-Key-Functions
- 59. Turnover Cost Learning Curve of New Hire Separation Lost Productivity of Vacant Position Vacancy Marketing Selection Hiring Onboarding Training Employee Leaves New Employee Hired New Employee Fully Effective Lost Productivity of Other Employees Lost Productivity of Other Employees Hidden („Indirect“) Cost Lost Productivity of Other Employees Visible („Direct“) Cost Lost Productivity of Incumbant Pre-Departure Vacancy Introduction
- 60. Fictitious Cost Estimation Cost per Hire 60.000 AED Annual Salary of an employee Onboarding (off-the-job) 6.000 AED 12.000 AED Loss of Motivation (former employee) 7.500 AED Performance deficit (new employee) 15.000 AED Opportunity Costs 10.000 AED Σ 60.500 AED Productivity Losses (colleagues) 10.000 AED 10% of annual salary 20% of annual salary 50% less performance in the last 3 months of employment 50% less performance in the first 6 months of employment No value creation for 2 months due to vacant position 10% less performance of 5 colleagues (similar salary) during 4 months Assumptions
- 61. Turnover Cost Entry Level Service/Production Workers Skilled Hourly Clerical/Administrative Professional Technical Engineers Specialists Supervisor/Team Leader Middle Managers Tunover cost ranges as a percentage of annual salary 0 50 100 150 200 250 300 350 400 450 Range
- 62. Individual Risk Analysis Likelihood of Turnover Impact major minimal possible likely Garth McGrath Paul Paulson Russ Rothen Kelley Clark Mark Myer John Shark Paul Cummings Rock StewartTom Scott Linda Anderson Susan Power Keneth Keith Carlson Pete Peters
- 63. Individual Indicator of Intention to Leave Sudden performance drop Frequent short-term absence Reduced social interaction and isolation Frequent complaints Glorify other companies Reduced willingness to take over responsibility Pessimism about future perspective
- 64. The Psychological Contract Salary Benefits Social contacts Tasks Training Image Identity Security Values Perspective Performance Creativity Capabilities Knowledge Talent Energy Time Health Social Networks Customers Employer provides Employee provides
- 65. Relative Job Evaluation Certainty of Value of alternative Jobs Difference alternative Job compared to current Job better similar/ worse low high Relevance high middle low Peers Location Copmany Image Tasks Perspective W-L-B Security Salary Boss
- 66. Rational Decison Making Current Job Alternative Job Value (V) Cost of Change Intention to Leave Valt Vchange Intention to Leave = Valt – Vact - Vchange Vact
- 68. Exit-Interview Example: Intel What was the main reason that you decided to leave? Is your new position in a different line of work than the one you where in while at Intel? How would you characterize your new employer? Would you say your new employer is better than Intel, about the same as Intel, or not as good as Intel in terms of: How would you descibe your relationship with your manager while you where at Intel? How would you describe your experience with Intel? If a friend approached you and told you he/she was looking for a similar position at Intel, how likely would you be recommend Intel? Any other comments about Intel or you new position? Pay Benefits Location Working Conditions Job Security Career Opportunities Product Quality Co-workers Company Leadership Company Image
- 69. Multiple Regression Analysis Salary W/L-Balance Perspective Peers Training Tasks Security X1 X2 X3 X4 X5 X6 X7 Y Intention to Leave Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + β5X5 + β6X6 + β7X7 + ε
- 70. Components of a Retention Strategy Target Group Problem Risks Measures Causes What is the relevant internal target group? E.g. particular Units, Jobs, Countries, (Key) Functions, High-Potentials, Managers What are related turnover costs? General and differentiated? Which kinds of costs are generated? Why do employees leave the company? What are the internal and external factors and reasons for leaving? Anticipating turnover and related impact How big is the likelihood of employees leaving the company and what are related consequences? How can employees be retained? Which options are there to effectively retain employees?
- 71. Where is the Problem? Employees with a strong intention to leave Employees without intention to leave
- 72. Levels of a Retention Strategy Risks MeasuresCauses Organization Manager Employee Differentiated Turnover Rate Improving Employer Attractiveness E.g. Internal Talent Market, Flexible Working Hours Employee Survey Exit-Interview Regression Analysis Current and previous Turnover Rate Development, Selection, Coaching, Replacement, Objective Setting Management Evaluation Individual Risk Analysis, Performance Management Intention to Leave New projects, new tasks and colleagues, salary adjustmenet, more flexibility Performance Management, Turnover Decision Styles
- 74. Two Leadership Cultures We want our people to behave like adults. That‘s why we treat them that way. Each employee is responsible for what he/she decides. We believe in our people‘s own initiative to contribute to our company‘s success -- everybody at his/her place. We do everything to avoid static structures, order or control. We simply don‘t need it. People need structure and guidance. That‘s why our leaders will never stop telling our employees as clearly as possible what‘s expected from them. Control is better than trust. Organizations need rules. And rules always need somebody who takes care for them. Nobody wants to suffer from corporate chaos.
- 75. Human Response to disruptive Changes Time passive active Immobilization Denial Anger Bargaining Depression Testing Acceptance Emotional Response Stability
- 76. Resistance Resistance is a natural human reaction to disruptive events (fear of losing control) Change is seen by different people differently according to their individual frames of reference Resistant employees are often seen as non- rationally thinking troublemakers Resistance of informal opinion leaders are of greater power than those of formal leaders There is always a mixture of overt and hidden resistance. Overt resistance should be a valuable aspect of any change process Active involvement is propably the best way to deal with resistance
- 77. Reactions to positive Changes, for which the individual is responsible Time Pessimism Uninformed Optimism (Naivité) Informed Pessimism Informed Optimism Completion Checking Out (?) Hopeful Realism Level of Tolerance
- 78. Why Transformation Efforts Fail John Kotter, 1995 1. Establishing a Sense of Urgency 2. Creating the Guiding Coalition 3. Developing a Vision and Strategy 4. Communicating the Change Vision 5. Empowering broad- based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture
Hinweis der Redaktion
- Introduction Speech. 1. Geetings 2. Give compliment and show gratitude towards your audience 3. Give your introduction
- Candidate Selection: I believe this is a very important step and this is where it all starts, we select the right people we have no problems, we select the wrong ones we have problems and we loose money.
- The Hiring process is divided into two, Internal Hiring (hiring within the company) & External Hiring (outside the company, recruiter job adds etc..) There is no wrong decision if we hire internally or externally as there are pros and cons in both sides but rather we evaluate the situation and we make a judgment whether the position needs to be filled immediately or other factors.
- Let’s say we want to fill a vacancy (an approved position to be filled). Questions: Flip the coin and pick someone, perhaps the politest one, or the most good looking one. There are different ways to measure someone’s skills when it comes to internal hiring. Review his/her previous behaviors, interview his/her direct manager etc.. But the question here is how to really evaluate someone based on objectivity, and being rational. We start to predict the future of the candidate and we consider these 4 Recruiting Risks. If I think this candidate will do well in the future then I hire him/her, after one year I find out if the candidate is really performing well or not, so these are the 4 situations we need to keep in mind. 1. Right Negative: I predict that you will not do well and if I would have hired you your performance would have been low so I don’t hire you and that’s great. We wouldn’t want to hire someone who is not going to perform. 2. Right Positive: I predict that if I hire you, you would do well in the future so I hire you and that is great too, the right decision. Both of these are fine, but the problem is with the other two wrong decisions. 3. False Negative: Based of what I have learned about you through others, peers interviews I predict that if I hire you, your performance would be low, but if I would really have hired you, you would have been a star. This is a wrong decision as this candidate will be hired by our competitor and will take the knowledge with him/her. 4. False Positive: Again based of what I have learned about you though others, peers, interviews I predict that you would be great, but later on it turns out you are a warm body. (warm body someone who is dead, he is warm but dead, passive) Question: Which one is wrong? We really cannot tell because it depends on the situation but the point here is to increase the right decision and decrease the wrong one. How do we do it? We will find out in the coming slides.
- When we want to fill a position (Explain what is a position and a Job) the question is what are we looking for? What is the position we want to fill and what does that person do? So we do a job analysis, what is the position, what is good about the position and what requirements does the candidate has to have to suit for the position.
- After we decide what is the position and criteria then we create a list of Critical Incidents, (Critical incidents are some extreme situation of the said position). Shown example. Then we write down the requirements to match the critical incidents which we will base the job description upon them.
- Job description is a good tool to present to people their responsibilities during a recruiting process or as a guideline for their position, but we need to be careful how we use the job description. It is not recommended to remind a person after employment about his/her job description as it might stop creativity. Example: In every organization there are assistants that do more than their bosses, imagine you tell this person that’s not your job what will happen… and another good example is the picture shown. This is not my job. A company would be in a bad situation if it has to remind employees about their job descriptions.
- How to preselect a candidate according to the requirements of the position.
- How to judge a candidate: If its knowledge we look at the education, if it’s personality then we look at the appearance etc…
- Question? Who is the right candidate? The point here is that we as humans unconsciously we create a judgment as a whole picture. We are not built to be rational/objective when judging another human being.
- Question? Who is the right candidate? The point here is that we as humans unconsciously create a judgment as a whole picture. We are not built to be rational/objective when judging another human being.
- When human beings judge another human being there are some social Biases and the first one is: First Impression: The first judgment you make about another person, you meet someone in the elevator you make a judgment. First impression is so powerful that can lead to wrong implications. Recency Effect: The last impression about a person, the last sentence, the last look. Projection: The attributes that I think are important to myself. If I’m sporty and someone walking in the room is sporty I think he is a good candidate. Stereotyping: You tell someone you are from Italy/German… people have different pictures in their mind. We do this because of many reasons, whether is fair or not we do it. We need to be very careful when selecting. Contrast Effect: Let’s say we need to select 5 trainers and we have the requirements and the criteria of a trainer so we start interviewing for the right candidate. We have interviewed 10 candidates and all of them are very far from the requirements of the brand, then the 11th is a bit different that the others and we say well he is better so I take him, but still this candidate does not meet the requirements. Halo Effect: The overall judgment about someone: Let’s say we are looking to hire a supervisor and we know someone that we see every morning at the elevator, a good guy, always smiling etc… then you ask is this person a team player? Well I don’t know he is a good guy he must be a team player. So the message is to understand the different effects, and when that we need to avoid these biases to decrease the risks of recruiting the wrong and increase the chances of hiring the right one.
- Internally recruiting employees to fill a vacant position is a good way to promote friendliness, retain valuable employees and build on the skills and knowledge of existing staff. Hiring internally can also save a company time and money, as recruitment costs are cheaper and the winning candidate is already on the payroll.
- Internal Recruiting: The first step in creating a successful recruitment process is creating and using an internal recruitment policy. This policy should place limitations on managers so they do not steal employees from other managers or unnecessarily hold an employee back from advancing his career if he qualifies for an available position. The policy describes what internal applicants can expect during the selection process and whether applying for an internal position will affect their current ones. A company should add whether an employee must remain working in a position for a minimum amount of time before applying for a new one in the company and should offer tips about how to advance to new positions. Job Posting A company should develop a job posting system that ensures the widest reach to company employees. In addition to creating fliers to hang in break rooms, bulletin boards or restrooms, an interoffice email announcement to employees can also help. The job posting should include a job description, employee eligibility criteria, the job's department and position supervisor and the dates employees can apply Screening Employees Screen the employees who apply for an internal position with care. The advantage of an internal recruitment is that an internal applicant's managers and co-workers are available and accessible as references. If policy allows, hiring managers may also have access to employee files in order to learn more about an applicant's past performance and behavioral issues Interviews A company can interview internal applicants with the assistance of the current human resources department and company leaders. On the other hand, some companies hire an outside recruitment firm to assist with the internal recruitment process. Using an outside firm to assist with interviews can help prevent unfair biases or advantages, as the hired experts do not have personal connections to the applicants. In any regard, interviews are one of the ideal ways to learn more about an employee, her expectations and her loyalty to the company Feedback While a company can only select one employee to fill a vacant position, an internal recruitment process is a good way for it to provide feedback to employees wishing to advance professionally. While the number of internal vacant positions is limited, the opportunities to provide promising employees with quality opportunities to grow or improve their performance is not
- Orientation and On-Boarding: Entering a new role is an optimal time to develop a professional network and gain a full understanding of expectations about a job role. Departments can set up an orientation process for new employees that include a “buddy” who serves as a sounding board, makes recommendations for outreach meetings, and provides access to resources. These “quick start” mechanisms help employees gain entry, learn the culture, and become productive. Skills Development: A “Skill Development" is a blueprint for developing skills and knowledge needed for a particular job role. These learning "maps" typically include the following elements: Role-based skills, knowledge, and personal attributes needed for successful performance Seminars, courses, readings, and online resources Experience-based learning activities, such as assignments, project teams or committee work Career Advancement: Career advancement means moving from a junior-level position to a senior-level position. Cross Functional: Related supporting departments to have a basic understanding of brands.
- Intrinsic Motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on external pressures or a desire for reward. As I was saying above the Intrinsic motivation has to come from within the person, it has to be their choice and the only way to motivate the team is to engage them to be part of the goal. They need to be proud of what they are doing and praising is very important.
- Extrinsic motivation refers to the performance of an activity in order to attain an outcome, whether or not that activity is also intrinsically motivated. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards (for example money or grades) for showing the desired behavior, and the threat of punishment following misbehavior.
- Learning how to motivate and discipline employees can be tricky, but it doesn’t have to be. Strong leadership requires clear and consistent engagement with employees. This goes for encouraging positive work behavior and with keeping employees in line.
- Identify Employee Expectations Restaurant managers need to make their expectations very clear from the day an employee is hired. Managers should discuss all expectations for every job and every employee while on the business’s property. For example, a manager can include the following in the list of expectations: Arriving to work on time Properly clocking in for and out of a shift Exhibiting proper cash handling practices Performing daily cleaning tasks Implementing customer service techniques An employee manual or handbook should include these expectations and policies for every restaurant employee. When the expectations and rules are clear, rewarding and disciplining employees is easier and much more effective. Guidelines for Rewarding Employees Establishing what is expected on the job is the first step in setting up your employees for success. The next step is to set up a reward system for exemplary employees. Rewards are great motivators and they also inform employees that managers pay attention and appreciate their efforts. Reward specific achievements. When you reward an employee, let him or her know exactly why they are being rewarded so the behavior can continue. Have specific information about what is being rewarded or recognized so that employees understand exactly what kind of behavior is appreciated the most. Make all employees eligible. Anyone performing at or above standards should be eligible to receive a reward. Employees who made mistakes or needed discipline in the past should by no means be excluded from receiving rewards when they earn them. Reward in a timely manner. Waiting weeks to distribute a reward can cause a disconnection between the achievement and the prize, reducing the chances that the good behavior will continue. Do not over do it. When managers give out awards like clockwork, the value diminishes. Reward your employees when they have demonstrated above average execution, positive consistency or have set an example to others. This way employees do not grow to expect the rewards or gifts. Appropriately reward the team. Sometimes the whole team deserves a standing ovation. And when that happens, by all means reward them all! Team reward ideas might include group outings, dinner out at a nice restaurant or gifts given to every employee. Reward Ideas To create a well-rounded rewards program, it’s best to reward employees based on the achievement. For example, a line cook or server who came in to pick up a last-minute shift due to another employee’s absence might deserve a gift card or movie passes. A cook who shows dedication and commitment may enjoy praise and training directly from the chef. More ideas are below: Give praise publicly, such as “Great job today!” or “Well done on that order!” Write out the recognition with a personal note to thank the employee. Make the owner or other managers aware of an employee’s contributions. Reward employees with cash or gift cards. Provide lunch or take a worker out for a special meal. Schedule special opportunities, like events or company trips. Create a rewarding environment with special events, potlucks or outings for the whole team. Guidelines to Creating a Discipline System On the other end of the spectrum is the discipline policy. Discipline is essential to enforce expectations and policies in the restaurant, especially when problem behavior becomes an issue. Create a written policy. Be sure to have all discipline policies written out. This is usually best done in the employee manual. Written policies are easy to reference for both managers and employees. Inform employees of their duties. Make all job descriptions and duties in the restaurant clear and transparent. This allows employees to know how the team works and what they should be doing each day. This can also help in avoiding troublesome behavior. Document problem behavior. When problem behavior does occur, it is extremely important to document the behavior and any disciplinary actions taken. This provides a record of what went on and a reference for any policy breaches or behavior issues that may happen in the future. Be consistent in judgment. In order to gain the most respect and trust from employees, managers or owners should be as consistent as possible when dealing with problem behavior. Even if one employee is more likeable than another, both should be treated the same in the case of a policy violation. Consider a flexible policy. Although managers should always treat employees fairly and be consistent when rewarding or punishing, it can pay to be flexible. Many establishments implement “progressive discipline” policies that include several warnings before termination is considered. However, this kind of policy probably will not work for infractions such as theft or harassment. Types of Discipline Policies and Procedures Before You Discipline Before doling out the discipline, seek to understand the problem and focus on the facts of the violation. Be sure to ask the employee if he or she was aware that the misconduct could result in disciplinary action and try to get at the root of the problem. Be consistent in your discipline policies, but be sure that the punishment is appropriate for the violation. Restaurants should clearly outline their discipline policies in their employee handbooks and thoroughly explain the policies to all employees. Discipline can take many forms, such as the ones listed below: Counseling and coaching are typically good techniques for addressing minor problems that come up, and for ongoing reminders about appropriate behavior. Adopting a “Three strikes and you’re out” policy gives the employee three chances to improve problematic behavior before they are let go. Progressive discipline policies can escalate from verbal warnings to termination: Verbal warnings are best for relatively minor violations, or for first-time violations. Written warnings are typically given after verbal warnings, or when the violation is serious enough for a written warning. Suspensions result from very serious violations, or after a manager has given both verbal and written warnings. Demotions typically happen when a manager determines that the employee is no longer able to perform the required tasks or responsibilities. Termination should be the final disciplinary action, usually taking place after multiple warnings.
- When we talk about employer attractiveness, we know that there are some companies out there that we would love to work and there are also companies that we would never imagine to work. So the question is how can we improve our employer attractiveness?
- Competency model is a list of competencies that we believe someone should have to succeed on the job. So here we ask as a potential for another position what does somebody need to perform on the upcoming position. Performance management is the moment we sit with the manager and discuss how we did well or did not do well for the past year. Talent Review: We come up with a list of high potential names. Potential Assessment: We do some interviews and decide what are the weaknesses of these potentials and then we design a development plan for each individual. Training of the Job: According to the needs we do trainings accordingly, like PIC, Fire fighting etc… Stretch role assignment: a challenge for the potential to do to gain the confidence. Succession Planning: When we have someone as a backup to fill a position in case of something happens.
- A quick view of the meanings.
- These are the common competencies that people need to ask before rating somebody as a leader.
- This is an evaluation rating form in order to be able to tell what areas the potential needs to develop and we make a final decision whether the person is suitable for this position or for another position, whom to select for this for a GM position or another position. We must keep in mind as well that not many people have all of the competencies of equal grade, someone is very strong in teamwork but not that strong in planning, by saying this we must find the right balance when we do the rating and final decision. We more thing to keep in mind is that when looking for high potential some people have the competency of a certain area but they do not use it, example I know how to teach but I don’t want to teach because is not what I would like to do so we must not consider this person as a high potential. The best way to do it is see whether people show interest, initiative and if they are already doing some of the competencies required.
- Why do companies do this? The best way is to let people write down their own objectives, things that they want to achieve. The evaluation needs to be done monthly as a sit down written form. Once a year people don’t really remember what one did and it would not be a fair judgment. We need to let people know what they are doing constantly in order for them to improve and not wait till the end of the year.
- The feedback needs to be given at the moment to better understand the issue. Its not easy to give negative feedback and it does not work as people won’t be honest, manager will overate or underrate. Sometimes manager are not there in a daily bases.
- People can grow, learn or achieve in their life up to a level and the level differs from person to person. Some of us are limited in some areas and we cannot increase our knowledge or performance in that particular area above the level that serves as a limit. The person with high potential is a talented person in that area that can reach to a higher level than someone who is not talented in that area. If I think you are talented and you will achieve high levels then I support you but if I don’t see the talent I will not support you.
- How to use the criteria? Let’s say we have two people in the store who joined the same time and one is doing what is required then that person is ok doing the job, average. Person B is eager to take responsibility, motivated doing extra tasks, accepted by others, a leader, the others listen to this person. Who is the right one? Let’s keep in mind that a person who learned fast in the past, developed fast in the past will do the same in the future… someone who learned slowly in the past that person will be a slow learner in the future.
- What we need to understand here is that some employees underperform because the manager does not see the potential, highly gifted people don’t usually perform because they have ideas which the managers do not listen or understand. These employees we call high potential but low performance. They might have the wrong managers. B:The people who reached the high level we need to keep them at the same position as they do well there. A2 high potential.
- The real challenge in the company is to retain the best people…. Every manager knows that they have some key people in the workplace that if they leave the team would really change. And in some cases it would be tragic or difficult for the team to recover. So even though this is very important we still need to do more in retaining our best people for whatever position. So we are going to talk about turnover and how expensive is it to lose someone?
- These are some of the common beliefs come from the managers but that does not mean they are all true. People who join for money leave for money… to some extend this is true but not entirely… People join companies and leave bosses…. This is true
- Lets have a better understanding of the process of losing people and turover. There is a difference in turnover, involuntary turnover means when an employee resigns against company’s wish. Early turnover the employee don’t fit in the company. Ask people what do they think the turnover % is in our company?
- Who do you think leaves the company? Are these the strong people the weak people? Why do low performance leave the company? Because they don’t feel like going to work, they haven’t adapted to the company. Conflict with your peers, someone has to do your work. For high performance is clear why they leave, because they have options/offers etc…
- The question is how is the turnover with the high performance because we wouldn’t mind about the low performance rate as we don’t want them in the company anyways… Another area we need to look is our key functions turnover. So we want to focus what people we are loosing.
- Question? How much does it cost to lose an employee? We some direct costs that are visible and able to calculate but what we want to understand are the indirect costs of losing an employee as we can only estimate the costs. We lose the employee his goes to our competitor, you cannot calculate it… You lose the best employee in the team and the morale goes down and the rest of the team would think there is something better out there… so these are some of the costs that we cannot calculate…
- Here is an estimated calculation of how much would it cost to lose an employee, but that would still vary whom do we lose, if a team player costs could be higher. The message here to understand how is affecting the costs and not the amount itself. We can never get the exact amount of lose an employee but we have to estimate.
- In this chart we can see how much it would cost to lose an employee according to their position. Translated into annual salary.
- What can we do to retain people? We need to understand the risk first what is likelihood that someone will leave and what is the impact if that person leaves the company, how would the company/team be affected?
- How can we know if someone is likely to leave? These are some of the indicators.
- Why do people leave? This is a hidden psychological contract. If people don’t feel they are getting these things then they have second thoughts.
- What is important to you? People compare current job with offer and they decide. The most important thing at work that people look at the next job is their peers, so if you want to retain your people let them be friends.. The boss also is a very important factor if someone will stay or go… if you trust/love your boss chances are you will stay if you don’t trust your boss you won’t stay with the company. People join companies and leave bosses as they get disappointed.
- Some of us have thought and planned to leave the company and here there is not much we can do to retain this person. We need to understand here that it is important to know why people are changing their job. If it is the current situation because they cannot stand their environment, job or etc…. we wouldn’t like to lose employees because of this reason…. So the point here is we cannot be perfect in our decisions or in offering everyone what they want… we just do our best we can to retain these good people. It’s all about increasing the right decisions and decreasing the wrong decisions. As part of HR exit interviews are taking place to find out the reasons and see what we can change.
- Is this the right thing to do, does this really help? People tend to lie and we wont find out the truth.
- This slide shows only the important things that matter to people and is the best way to do an exit interview.
- This is what we need to do to retain our people. Find out if we have a target group a certain position, specific people? We need to narrow down the target group.
- Change management means leading people towards the changes, create the environment for people to change, involve people to be part of the change. Things change through time and it is very important for the company to not face any resistance during change. We change processes, policies, procedures etc… and people don’t want to change the way they do things. To change our mindset.
- We need to switch from right to left and what does it mean for a company to change that way… how can we make people believe in it?
- Lets see how people react to changes that they are not being involved, it means when bosses decide about the changes and they pass the message to their subordinates. In this chart we can see how people respond to changes. This is what happens when people are not being involved in decision making. The idea here is that when you tell people about a significant change people will be dysfunctional. So throughout this process people are not productive.