Recruiting and retaining talented staff - Presented at Frost & Sulllivans Contact 2011

Recruiting and Retaining
Talented Staff
Understanding the secret recipe

Presented by:
Steve Mitchinson, Immediate Past Chairperson, ATA
Associate Director, Limebridge Australia
Director,

ATA - "Australia’s peak body for the Contact Centre Industry“

The Key Questions

1. Why would a smart, energetic, ambitious
person want to work for your company?
2. Why would a smart, energetic, ambitious
person want to leave your company?


Gaining and Retaining Talented Staff

The universal imperative to get more for less, means
we must discover new ways of engaging with HR
and use HR analytics to create value from our
workforce


The # 1 Challenge

Gaining & Retaining talent is the #1 Challenge -
Globally

If you and your head of HR haven’t recently
discussed ideas for using data to generate a talent
strategy that’s more closely linked to business results,
it’s time to start. Mckinsey Quarterly March 2011


Obstacles to effective talent
management
From Making Talent a Strategic Priority, McKinsey Quarterly


HR and the business
– the importancee of the partnership

It’s unusual for business or HR leaders to spot
pain points on their own.
A strong partnership is essential in order to
identify and prioritise issues that affect the
relationships between people challenges and
business results


Is there a disconnection with HR

What we believe:
• HR lacks the capabilities to develop talent 58%
strategies aligned to my business objectives
• HR is an administrative business unit – not a 60%
strategic partner
• HR is not held accountable for the success/failure of 64%
talent management initiatives
• HR Lacks the authority/respect to influence the way 47%
people are managed
• HR does not provide enough support for line 58%
managers


HR – How can they help

• Informing & Implementing Organisational
Strategy
• Bring to the planning cycle sound knowledge of
contemporary HR practices and innovative
solutions
• Being in touch with marketplace
• Being in touch with staff needs and expectations

15/04/2011 www.teamredsolutions.com.au

HR – How can they help

• Creating engagement & trust by demonstrating
HR’s value to staff e.g. Employee benefits
• Delivering strategies that ensure remuneration is
down the list of priorities
• Make the business their office - visible and pro-
active

There is no longer a place for a caretaker or
custodial HR role
HR must suggest opportunities to the business - not
wait to be asked


How can we recruit better

Where do we look
 Who could we partner with
How do we onboard new staff
 First impressions are critical


Summation

 HR should not be administrators – they should be actively
advising CEO’s and others on how to leverage the human
capital they have to build a culture of excellence - one
that delivers sustainable competitive advantage

 CEO’s should be endorsing and promoting those outcomes
as the goals of HR

 As managers we must engage with HR more effectively


Retaining Talented Staff


What does it mean to be
“engaged”

A heightened emotional and intellectual connection an employee
has for his/her job, organisation, manager or co-workers
that, in turn, influences him/her to apply additional
discretionary effort to his/her work.

In a nutshell…
Engaged people like coming to work,
and are inspired to do their best
best!


Drivers of Employee Engagement

Personal Relationships with
Employee
Trust & Integrity relationship with my Co-workers /
Development
Manager Team members

Direct links between
Career / Growth
The Type of work Pride in the Brand Individual & Company
Opportunities
Performance

There are many things we can do to create an engaged workforce…



The Culture


Culture : Why it is important

There is volume of research showing a strong
correlation between:

1. Absenteeism and staff engagement.

1. Staff engagement and profitability.

So just how do you build and maintain a positive
workplace culture and deliver improved employee
effectiveness?

What are others doing?


Culture : Why it is important

• It is suggested less than 30% of employees are engaged in their jobs.

• Engaged employees are 87 percent less likely to leave the organisation.

• 84% of staff believe they can positively impact the organization's quality
if given the opportunity

• 72 percent want to optimize service delivery.

• Over a research period share prices of organisations with engaged
employees raised an average of 16 percent. The industry average was a
mere 6 percent!


The cultural dilemma
Intentions Reality Outcomes
Culture Internal
Opposed to new ideas Low motivation
Compete with others Low role clarity
Culture Avoid blame Low co-ordination
Don’t rock boat Low adaptation
Want to:
Strive for Excellence
Be creative
Organisational Practices
Co-operative Structure at odds with Customer (thinks)
Build relationships Incentives
Communication norms at
odds with constructive Non constructive
Leadership behaviours
norms
Service does not meet
Want staff to:
Leadership Style expectations
Take ownership
Inconsistent responses
Maintain standards
Apprehensive Likely to leave if given a
Provide feedback
Approval seeking choice
Co-operate with others
Critical & blaming
Competing with each
other


What do employees think they can
affect.....if you engage them


Wisdom of Spencer -
Employees leave their managers, not their employers

• Is Leadership and Management accountable
• How can we strengthen the capacity to deal with
change
• Is leadership acting as the eyes and ears of the
enterprise on staff issues
• Do we provide briefings and work with our
leadership teams for communication of consistent
and timely messages


Questions we might want to ask....
•What is it worth to reduce absences and turnover in our Enterprise

•How do we avoid the “on the job retirees” - people don't show up for
work even when they do

•How do we make my Enterprise the place where people want to be?

•How do we interpret, and manage absenteeism, sick leave and
separations?

•How do we control absenteeism through positive incentives?

•How do we develop an actionable strategy (what to do) and a tactical
(how to do it) work plan to reduce absenteeism employee turnover

•How do we track results and make corrections when deviations
between expected and actual results occur?



Corporate & Social
Responsibility


Corporate & Social Responsibility

Employees now cite corporate responsibility issues as one of their key
criteria when choosing an employer - an organisation’s ability to retain
employees may depend on its ability to align business practices with
employees’ values
• 84 per cent of employees want to work in an environmentally-
friendly office.
• 90 per cent of women and 78 per cent of men believe their employer
should have the environment at the top of mind.
• Over 80% 0f 18 - 49 year-olds want to work in a ‘green’ office


Employee Engagement Challenge

High Disengagement Purposefulness
F
O
C
U
S
Low Procrastination Distraction

Low ENERGY High


Possible Approaches

Managerial interventions

Communication interventions

Organisational interventions


Managerial interventions

Keeping promises & following through - Walk the Talk

Open and honest

Telling it like it is – balance +ve & -ve

Visibly rewarding the right people - for the right reasons


Communication Interventions

Building one on one relationships and trust
Demonstrating how individuals contribute to
organisational goals (strategic communications)
Employee Surveys
Consistent, regular face to face communication
Timely and honest responses to what is heard from
employees – “Captain Rumour”


Organisational Interventions

Improve empowerment – flatten hierarchies

Increase autonomy and decision-making authority

Use cross-functional teams & focus groups

Structured development and effective career mapping


The benefits of engagement

Increased staff satisfaction
Lower staff acquisition, training and
attrition costs
Improved customer satisfaction
 Increased customer profitability and
repeat purchasing.
 Opportunity to develop our future leaders
 Improved productivity
 Increased profits


The Ultimate Agent Engagement Survey
– Part 1 By Greg Levin - www.greglevin.com
1) On my way to work in the call centre, I usually…
a) Feel very excited and empowered about helping customers.
b) Pop a Xanax and then I’m fine.
c) Throw-up a little in my mouth.

2) If the call centre were to catch fire, I would…
a) Risk my life trying to extinguish the flames.
b) Run like a frightened cheetah.
c) Hide the gasoline can and the matches.

3) I feel valued and respected at work.
a) Strongly agree
b) Agree
c) Neutral
d) I earn $8.50/hr and work in a cubicle the size of a bathroom stall – what do YOU think?

4) The key performance objectives in place in the call centre…
a) Are fair, feasible and focused on the customer experience.
b) Push productivity somewhat at the expense of the customer experience.
c) Push me to drink and listen to death metal music.

Ultimate Agent Engagement Survey –
Part 2 – By Greg Levin - www.greglevin.com
5) Training and development in the call centre…
a) Is comprehensive and eclectic, and prepares me for continuous success.
b) Is lacking somewhat, but what are you gonna do?
c) Ended right after my job interview.

6) Rewards/recognition in the call centre…
a) Is frequent, meaningful and inspires me to perform at my best.
b) Is high in sugar and saturated fats.
c) Would be lovely.

7) Compensation and benefits in the call centre…
a) Is highly competitive and alluring.
b) Is standard and acceptable.
c) Ha! Ha! Ha! Ha! Ha!

8) Please tell us what we can do to make the call centre a better place to
work.
(Kindly limit your response to 10 characters or less.)


Thank you
For more information please contact:
contact:
stevem@limebridge.com.au


Recruiting and retaining talented staff - Presented at Frost & Sulllivans Contact 2011

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Recruiting and retaining talented staff - Presented at Frost & Sulllivans Contact 2011