An HR Presentation focused on the Employement Life Cycle

1. Engaging and Retaining Employees through the
EMPLOYMENT LIFE CYCLE
Presented by:
Shellie Haroski, SPHR, SHRM-SCP

2. Assessing Engagement
1. List what works well to
engage your employees
2. List areas of opportunity
3. Rate your employee
engagement, 1-10

3. Today’s Agenda
Life Cycle of an Employee
(emphasis on steps 3-6)

4. Engagement
Why are we talking about
engagement?
• Employee’s Market
• Cost of Employee Turnover
– 80% of operating costs are for human capital
– Cost to replace can be 30%-40% of annual
salary

5. Engagement Statistics
we can’t afford NOT to engage our employees
$300B
lost in
productivity
Gallup Poll
$11B
lost by
employee turnover
US Bureau of National Affairs 2013

6. Engagement Statistics
if you are not engaging your top talent,
someone else will!
20%
better
Corporate Leadership Council
87%
less likely to leave
Corporate Leadership Council
engaged employees perform engaged employees are

7. Reality Check
How many of your employees
come to work and say…

8. Reality Check
Engagement Statistics:
of employees are not engaged
(simply going through the motions)
of employees are actively disengaged
(doing bare minimum)
of employees are actually engaged
54%
17%
29%
Gallup Poll

9. Reality Check
Single Most Influencing Variable
relationship
with immediate supervisor

10. What Does Engagement Look Like?

11. What Does Engagement Look Like?
Engagement is the
relationship between
an organization and its
employees.
• An engaged employee is fully absorbed by and
enthusiastic about their work.
• An engaged employee takes positive action to further
the organization’s reputation and interests.

12. What Does Engagement Look Like?
Is disengagement always
a negative?

13. What Does Engagement Look Like?
Intentional Disengagement
rest and recovery is essential to
sustain full engagement

14. Attract
Great companies
great employees…and keep them!
• Company Brand/Reputation/Image
• Incorporate Mission, Vision, Values
• Culture
• Value of Job

15. Attract
Great companies
great employees…and keep them!
• Inspirational Leadership
• Organizational Uniqueness
• Ensure high level of communication

16. Recruit and Select
• Incorporate Mission, Vision, Values
into interview process
• Promote culture
• Promote opportunities and benefits
• Ensure new hire’s values are aligned
with company values

17. Recruit and Select
• Ensure high level of communication
• Honor commitments
• Ensure structured process

18. On-Board
• Incorporate Mission, Vision, Values into
On-boarding Process
• Be prepared
• Engage stakeholders
• Ensure high level of communication

19. On-Board
Incorporate the 4 C’s of On-Boarding:
Compliance
legal, policy related rules and regulations
Clarification
understand new job and expectations, role clarity
Culture
organizational norms
Connection
interpersonal relationships, resources, support
1
2
3
4

20. On-Boarding Benefits
• Increased Job Satisfaction, Job Performance
• Increased Commitment, Retention Rates
• Increased Time to Productivity
• Increased Social Integration, Organizational Culture
• Increased Customer Satisfaction

21. Employee Development
• Incorporate Mission, Vision, Values into
employee development process
• Facilitate employee development
• Ensure high level of communication

22. Employee Development
Ways to Facilitate Employee Development
Individual Development Plans
Performance Metrics
Opportunities Outside of Job Function
Constructive Feedback
Interaction and Collaboration
Link to Professional Network
Set the Example of Desired Behaviors
1
2
3
4
5
6
7

23. Employee Experience
• Actions compliment Mission, Vision
and Values
• Culture
• Credible and trustworthy
• Autonomy when appropriate

24. Employee Experience
• Social support
• Empower to discover potential
• Flexibility when appropriate
• Equitable treatment
• Performance feedback

25. Employee Experience
• Positive reinforcement
• Coach towards success
• Employee involvement
• Inspired Leadership
• Ensure high level of communication

26. Recognition & Compensation
• Additional responsibilities, career
development, and special assignments
• Training/education
• Feel valued and validated
• Appreciation/praise

27. Recognition & Compensation
• Interesting/meaningful work
• Feeling “in” on things
• Authentic communication/feedback
• Equitable treatment
• Comparable total compensation – internal and
external

28. Transition
• How the employee is treated as they
transition
• Business decisions = Personal impact
• Ensure positive PR
• Provide transitional services

29. Role of Leadership
relationship
with immediate supervisor
people leadership business leadership self leadership
1 2 3

30. Leaders - Build High Engagement
Credibility
Communicate frequently, relate data to business fundamentals and
strategy, communication forums for 2 way communication
Concern
Ensure senior leaders communicate in person, appeal to employee’s
emotional commitment by linking experiences to initiatives
Connection
Show employees how their jobs contribute to business objectives
1
2
3

31. Role of Communication
•Empowering
leadership about
who company is
and where it is
going
Strategic
Narrative
•Authentic
Feedback to
Coach Employees
Engaging
Managers •Provide
opportunity
for 2 way
communication
Employee
Voice
•No gap in actions
vs. words
Integrity

32. Role of Human Resources
• Proactive instead of Reactive
• Higher HR involvement
• Drive People planning cycle
• People Focus - enhance, motivate and retain most
important asset

33. Role of Human Resources
• Drive performance and
profitability
• Link people contributions and
metrics to company mission
• Create structure around actionable items
(recruiting, on-boarding, performance
management, compensation, etc.)

34. 7 Key Ways to Engage Employees
Better Communication
Show Appreciation
Provide Recognition
Walk the Talk
Gallup Poll

35. 7 Key Ways to Engage Employees
Show Concern
Listen
Show Enthusiasm/Fun
W
Gallup Poll

36. Session Review

37. Contact Information
Shellie Haroski, SPHR, SHRM-SCP
sharoski@fgp.com
864.553.7253