2011 Issue

63 W E AS EMPLOYERS are about to experience fallout from what was a disastrous last two years and the business survival measures taken as a result. Employees have weathered the recession, swallowing decreased or eliminated benefits, pay cuts, increased responsibility and loss of co-workers. Consequently, employee engagement andmorale have declined more in 2010 than in the past 15 years, as reflected in an analysis by Hewitt Associates, a global human resources consulting company. Now that the economy is showing signs of recovery, there is high potential for turnover. And the first employees typically out the door are those with the best chance of successfully landing another job – your high performing talent. Where does that leave us today? According to CareerBuilder. com, it leaves us with 41% of employers concerned about losing their top performers. Believe it or not, employee turnover is not always a matter of mon- ey, but it can act as a catalyst. Employees will turn down employ- ment offers withmore competitive pay if they are satisfied with the intangible, non-monetary rewards provided. On the other hand, pay can be the reason why an otherwise dissatisfied employee will change jobs at the drop of a hat for only cents more per hour. Patrick Lencioni, author of The Three Signs of a Miserable Job , identifies three factors that can influence job satisfaction. By focusing on each of the following underlying issues, Lencioni presents a simple way of creating a sustainable cultural advantage that competitors will envy but find difficult to duplicate: 1. Anonymity: ask yourself if your employees think you care whether or not they are present. Do your employees feel recognized as a valuable member of the team? 2. Irrelevance: you may show your employees that you care they are present, but do they truly feel valued? Do they know who their work impacts, and how? 3. Immeasurement: do your employees know how to assess their own progress or success? Having asked yourself these questions, stop and think about how your employees view their experience with your organization – and you. Are you at risk with regard to recruiting and retaining top talent? What steps are you taking to avoid these pitfalls? What are you doing to make your employees’ jobs more rewarding and fulfill- ing? Have you tapped into the full potential of your employees? As managers, we tend only to focus on the people at the top of the food chain. From a culture standpoint, it is our job to make sure even the person responsible for taking out the trash understands his or her role and how it contributes to the overall success of the organization or project. With economists forecasting more hiring on the way, and work- ers becoming more optimistic about their job prospects in 2011, these are key ideas to consider as you look to not only retain, but recruit a productive, loyal, satisfied workforce. Lynn Richardson has more than 30 years of Human Resources experience and holds a Senior Professional in Human Resources (SPHR) designation and is a Certified Compensation Professional (CCP). Lynn has been with SOS Staffing since 1999 and is an expert in employee relations, training, management development and salary administration. For additional information contact Lynn at richarl@sosstaffing.com . Jumping Ship: Will Your Employees Look For A New Job In 2011? Lynn Richardson, SPHR, CCP According to a recent survey highlighted in Cnnmoney.com , 84% of employees plan to look for a new position in 2011, up from 60% last year. Additionally, Careerbuilder.com reports 76% of full-time, employed workers said that although they are not actively looking, they would change jobs in 2011 if the right opportunity came along.